EDUCATION PROCESS CLASSIFICATION

FRAMEWORK
VERSION NUMBER 7.0.5
GENERATED ON 9/12/2016
For more information about the PCF, visit www.apqc.org/pcf

Copyright 2016 APQC

ICATION

Copyright 2016 APQC

UNDERSTANDING THIS FILE

This file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended t
communicate the various aspects of the framework necessary to interpret it and make full use of its inten
capabilities.

These pages illustrate the configuration of this file. If you have further questions, please contact APQC di
on pcf_feedback@apqc.org or +1-713-681-4020.

PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used througho
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by
process element. It will be consistent across releases as long as the conceptual meaning does not change

Hierarchy ID is the human-readable index number corresponding to this specific process element on ea
This number will not be consistent across releases - meaning that a process element may have a differen
hierarchy ID among a set of releases.

Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarki
library for this specific process element. For more information, please visit http://www.apqc.org/osb

Copyright 2016 APQC

Copyright 2016 APQC

ts intended to
se of its intended

ntact APQC directly

used throughout
aterials back to
identified by the
es not change.

ement on each row.

ave a different

s Benchmarking
org/osb

Copyright 2016 APQC

Copyright 2016 APQC

PCF ID
10002
20192

Hierarchy
Metrics
ID
Name
available?
1.0
Develop District Vision and Strategy
Y
2.0
Develop, Deliver, and Assess Curriculum, Assessment, and Instruction
N

20315
20399
10006
10007
10008
17058
19207
16437

3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0

10012
10013

11.0
12.0

Copyright 2016 APQC

Design and Deliver Student Support Services

Design and Manage Operations
Manage Student and Stakeholder Relationship and Engagement
Develop and Manage Human Capital
Manage Information Technology
Manage Financial Resources
Acquire, Construct, and Manage Facilities
Manage Enterprise Risk, Compliance, and Continuity of Operations
(Resiliency)
Manage External Relationships
Develop and Manage District Capabilities

N
N
Y
Y
Y
Y
N
N
N
Y

7 of 687

PCF ID
10002
17040
10017
10021
10022
10023
10024
10025
10026
10027
16790
16791
10018
10028
19946
19947
10019
10030
19948
10031
10032
10033
10034
10020
19949
10035
10036
10015
10037
10044
10045
10046
10038
10047
10048
13289
13290
14189
19951

Hierarchy
Metrics
ID
Name
available?
1.0
Develop District Vision and Strategy
Y
1.1
Define the district context and long-term vision
N
1.1.1
Assess the external environment
Y
1.1.1.1
Analyze and evaluate competition (surrounding districts,
N
private and charter schools, virtual schools, etc..)
1.1.1.2
Identify economic trends (tax base, revenue, state/federal
N
funding and grants)
1.1.1.3
Identify political and regulatory issues
N
1.1.1.4
Assess new technology innovations (instructional,
N
administrative, and operational)
1.1.1.5
Analyze demographics
N
1.1.1.6
Identify social and cultural changes
N
1.1.1.7
Identify ecological concerns
N
1.1.1.8
Identify intellectual property concerns
N
1.1.1.9
Evaluate IP acquisition options
N
1.1.2
Survey stakeholders and determine customer needs and
N
requirements
1.1.2.1
Conduct qualitative/quantitative assessments
N
1.1.2.2
Capture student and stakeholder needs
N
1.1.2.3
Assess student and stakeholder needs
N
1.1.3
Conduct internal analysis of educational programs, support,
N
and operation services
1.1.3.1
Analyze organizational characteristics
N
1.1.3.2
Analyze internal operations
N
1.1.3.3
Create baselines for current processes
N
1.1.3.4
Analyze systems and technology
N
1.1.3.5
Analyze financial health
N
1.1.3.6
Identify (district) core competencies
N
1.1.4
Establish strategic vision
N
1.1.4.1
Define the strategic vision
N
1.1.4.2
Align stakeholders around strategic vision
N
1.1.4.3
Communicate strategic vision to stakeholders
N
1.2
Develop district strategy
N
1.2.1
Develop overall mission statement
N
1.2.1.1
Define current business
N
1.2.1.2
Formulate mission
N
1.2.1.3
Communicate mission
N
1.2.2
Define and evaluate strategic options to achieve the objectives
N
1.2.2.1
Define strategic options
N
1.2.2.2
Assess and analyze impact of each option
N
1.2.2.2.1
Identify implications for key operating model business
N
elements that require change
1.2.2.2.2
Identify implications for key technology aspects
N
1.2.2.3
Develop sustainability strategy
N
1.2.2.4
Develop shared services strategy
N

Copyright 2016 APQC

8 of 687

PCF ID
14197
10039
10040
10041
10049

Hierarchy
ID
1.2.2.5
1.2.3
1.2.4
1.2.5
1.2.5.1

20187
10055
10042
19953
19954
20188

1.2.5.2
1.2.5.3
1.2.6
1.2.6.1
1.2.6.2
1.2.6.3

20189
20190

1.2.6.4
1.2.6.5

20191
10043
19956
10016
10057
10058
10059
10060
19983

1.2.6.6
1.2.7
1.2.7.1
1.3
1.3.1
1.3.2
1.3.3
1.3.4
1.3.4.1

19984

1.3.4.2

Copyright 2016 APQC

Name
Develop lean/continuous improvement strategy
Select long-term district strategy
Coordinate and align functional and process strategies
Create organizational design
Evaluate breadth and depth of district organizational
structure
Evaluate operations and instructional staffing needs
Assess organizational implication of staffing
Develop and set district goals
Identify organizational goals
Establish baseline metrics
Seek Board of Trustee approval of strategy and strategic
plan
Communicate and share strategic plan with all staff
Train employees on strategic plan and alignment with
department and campus plans
Post Strategic Plan to website
Formulate department and campus strategies
Analyze department and campus strategies to district
Execute and measure strategic initiatives
Develop strategic initiatives
Evaluate strategic initiatives
Select strategic initiatives
Establish high-level performance measures
Develop district scorecards to monitor and report
performance
Align department and campus performance measures to
district level measures

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

9 of 687

PCF ID
20192

Hierarchy
ID
Name
2.0
Develop, Deliver, and Assess Curriculum, Assessment, and
Instruction

20193
20194
20195
20196

2.1
2.1.1
2.1.2
2.1.2.1

20197
20198
20199
20200
20201
20202

2.1.2.2
2.1.2.3
2.1.2.4
2.1.3
2.1.4
2.1.5

20203
20204
20205

2.1.6
2.1.6.1
2.1.6.2

20206
20207
20208
20209
20210
20211
20212

2.1.6.3
2.1.6.4
2.1.6.5
2.1.6.6
2.1.7
2.1.7.1
2.1.7.2

20213
20214
20215
20216
20217
20218
20219
20220
20221
20222
20223
20224
20225
20226
20227
20228

2.1.8
2.1.9
2.2
2.2.1
2.2.1.1
2.2.1.2
2.2.2
2.2.2.1
2.2.3
2.2.3.1
2.2.4
2.2.5
2.2.5.1
2.2.5.2
2.2.5.3
2.2.6

20229
20230

2.2.6.1
2.2.6.2

Copyright 2016 APQC

Develop curriculum
Define/Design curriculum development procedures
Align with federal/state/local standards
Align with content standards developed by national
organizations
Align to assessment performance standards
Ensure horizontal and vertical curriculum alignment
Identify and review best practice research
Provide for key customer and stakeholder input
Develop scope/sequence/timeline
Develop instructional calendars/pacing guides/local
assessments
Select instructional resources
Develop instructional materials plan
Form cross-functional team including curriculum and
instruction, technology, procurement office
Create overall plan
Collaborate with suppliers and contractors
Identify critical materials and supplier capacity
Coordinate implementation plan
Pilot the curriculum
Evaluate effectiveness of curriculum
Revise curriculum based on feedback and local
assessments
Implement curriculum
Monitor integrity of curriculum implementation
Design effective instructional programs
Use diagnostics to determine readiness to learn
Use formative assessment to inform ongoing instruction
Determine students readiness to learn
Identify best practices based on data
Document and share best practices
Establish best-practice instructional strategies
Engage students in the instructional process
Develop an implementation plan
Determine expectation for lesson design
Determine district expectations
Determine campus expectations
Determine level and rigor of instruction expectations
Provide differentiated instruction based on individual student
needs
Identify enrichment needs
Identify acceleration needs

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

10 of 687

PCF ID
20231
20232
20233

Hierarchy
ID
2.2.6.3
2.2.7
2.2.8

20234
20235

2.2.8.1
2.2.8.2

20236

2.2.8.3

20237
20238
20239
20240

2.3
2.3.1
2.3.1.1
2.3.1.1.1

20241

2.3.1.1.2

20242

2.3.1.1.3

20243
20244
20245

2.3.1.1.4
2.3.1.1.5
2.3.1.1.6

20246
20247
20248
20249
20250

2.3.1.2
2.3.1.2.1
2.3.1.2.2
2.3.1.2.3
2.3.1.2.4

20251
20252
20253

2.3.2
2.3.2.1
2.3.2.2

20254

2.3.2.3

20255

2.3.2.4

20256

2.3.2.5

20257

2.3.2.6

Develop rubrics that outline requirements for successful

response and scoring criteria for performance tasks and
open-ended items

20258
20259

2.3.2.7
2.3.2.8

Develop items or tasks (locally or contractor)

Review items for content/ adherence to blueprint and item
specifications by peer review

N
N

Copyright 2016 APQC

Metrics
Name
available?
Identify technology for program needs
N
Align after school and summer program curriculum
N
Design instructional programs to accelerate learning for
N
students below grade level standards
Plan for remedial instruction
N
Manage the classroom for differentiated instructional
N
strategies
Provide academic coaches to support classroom instruction
N
for students
Assess student achievement
N
Plan district assessment program
N
Assess current assessment program
N
Determine goal of the assessment program in school or
N
system improvement
Identify mandatory testing by local, district, state, and
N
federal agencies
Identify diagnostic, formative, and any voluntary
N
assessment for program
Determine target populations of current assessments
N
Analyze current frequency and scheduling of
N
assessments
Identify
gaps in the assessment program; check for
N
alignment
Design assessment program
N
Determine learning (skills) to be assessed
N
Determine performance standards for target populations
N
Select most appropriate format
N
Select vendor-developed assessment or develop the
N
assessment
Develop formative assessment tools
N
Determine the scope of content and skills to be addressed
N
Determine assessment method for each objective (multiple
N
choice, open-ended, essay, performance, portfolio, etc..)
Determine appropriate delivery format (paper/pencil,
N
online, oral administration, etc..)
Develop blueprint for test development, including number
N
and format of items or tasks for each objective or strand
Develop test item specifications (number of distracters,
N
level of vocabulary, level of thinking or mental processing,
performance required)

11 of 687

PCF ID
20260
20261
20262
20263
20264
20265
20266
20267
20268
20269
20270

Hierarchy
ID
2.3.2.9
2.3.2.9.1
2.3.2.9.2
2.3.2.9.3
2.3.2.9.4
2.3.3
2.3.3.1
2.3.3.2
2.3.3.3
2.3.3.4
2.3.3.5

20271

2.3.3.6

20272

2.3.3.7

20273

2.3.3.8

20274
20275
20276
20277
20278

2.3.4
2.3.4.1
2.3.4.2
2.3.4.3
2.3.4.4

20279
20280
20281
20282
20283
20284
20285
20286
20287

2.3.4.5
2.3.4.6
2.3.5
2.3.5.1
2.3.5.2
2.3.5.3
2.3.6
2.3.6.1
2.3.6.2

20288
20289
20290
20291

2.3.6.3
2.3.6.4
2.3.6.5
2.3.6.6

20292

2.3.6.7

20293
20294

2.3.6.8
2.3.6.9

Copyright 2016 APQC

Metrics
Name
available?
Develop key or refine rubrics as necessary
N
Review items for sensitivity and bias
N
Pilot items or tasks
N
Review and pilot completed assessment
N
Revise as needed
N
Administer formative assessments
N
Provide necessary training
N
Distribute the tests or assessment materials
N
Assess students using appropriate assessment procedures
N
Monitor compliance with assessment procedures
N
Monitor provision of appropriate accommodations for
N
students
Collect data on participation and possible irregularities and
N
report
Receive test materials from schools if stored and/or scored
N
centrally
Package and transmit materials to contractor, as
N
appropriate
Administer summative assessments
N
Provide necessary training to school-based staff
N
Distribute materials
N
Assess students using appropriate assessment procedures
N
Collect data on participation and possible irregularities and
N
report
Receive and inventory test materials from schools
N
Package and transmit materials per contractor instructions
N
Score and compile assessment data
N
Plan for scoring of assessment
N
Train key staff in scoring the assessment
N
Score summative assessments
N
Analyze and evaluate results
N
Identify and explore anomalies
N
Disaggregate the data at the district, school, or classroom
N
level as appropriate (e.g., grade levels, departments,
subject areas, and subgroups [socio-economic status,
ethnicity])
Analyze for gaps and strengths in student achievement
N
Check alignment of instruction with test content
N
Identify trends (e.g., longitudinal, cohort)
N
Identify over/under-achieving schools, programs, grade
N
levels, teachers, etc..
Determine gaps between actual student achievement and
N
achievement targets or expectations
Feed data/results to appropriate decision makers
N
Provide feedback to state and federal testing agencies or
N
test publishers on quality issues and needed improvements

12 of 687

PCF ID
20295
20296

Hierarchy
ID
2.3.7
2.3.7.1

20297

2.3.7.2

20298

2.3.8

20299

2.3.8.1

20300
20301
20302
20303

2.3.8.2
2.3.8.3
2.3.8.4
2.3.8.5

20304

2.3.8.6

20305
20306
20307
20308
20309
20310
20311

2.3.8.7
2.3.8.8
2.3.8.9
2.3.8.9.1
2.4
2.4.1
2.4.1.1

20312
20313
20314

2.4.1.2
2.4.1.3
2.4.1.4

Copyright 2016 APQC

Metrics
Name
available?
Provide training on analyzing and using data
N
Provide training on data analysis at the district, school, and
N
classroom levels
Provide data utilization training to district, school, and
N
classroom levels
Report assessment results to students, stakeholders, and
N
district leadership
Identify a data management system to archive and retrieve
N
data
Identify audiences
N
Determine information needs of each audience
N
Determine products to meet audiences needs
N
Determine format and content and specifications for each
N
product
Develop timelines aligned with deadlines and audience
N
requirements
Produce each reporting product
N
Publish each reporting product
N
Present findings
N
Gather feedback on the usefulness of the reports
N
Evaluate programs
N
Determine programs to be evaluated
N
Determine (and develop instruments where necessary) the
N
data to be collected, including perception and background
surveys, student performance data, observation checklists,
comparable schools data, etc..
Gather the data
Analyze the collected data
Evaluate the program/determine program
recommendations

N
N
N

13 of 687

PCF ID
20315
20316
20317
20318
20319
20320
20321
20322
20323
20324
20325
20326
20327
20328
20329
20330
20331
20332
20333
20334
20335
20336
20337

Hierarchy
Metrics
ID
Name
available?
3.0
Design and Deliver Student Support Services
N
3.1
Identify requirements for support services
N
3.1.1
Interpret rules and regulations
N
3.1.2
Conduct a district needs assessment for support services
N
3.1.3
Provide clear process for identifying student needs for support
N
service
3.1.3.1
Develop referral committee guidelines
N
3.1.4
Identify gaps in services
N
3.1.5
Collaborate between services
N
3.2
Establish entrance and exit criteria for student support services
N
3.2.1
Establish referral criteria
N
3.2.2
Establish acceptance criteria
N
3.2.3
Establish exit criteria
N
3.2.4
Develop intervention programs
N
3.2.5
Identify the Least Restrictive Environment (LRE) for special
N
education students
3.3
Evaluate support programs and services
N
3.3.1
Train educators to observe student response to intervention,
N
support programs, and services
3.3.2
Monitor student progress resulting from intervention
N
3.3.3
Evaluate effectiveness of services to meet students needs
N
3.4
Identify and coordinate community services related to student
N
needs
3.4.1
Identify/Maintain community partnership opportunities to
N
support mentoring, tutoring, academic enrichment, etc..
3.4.2
Coordinate direct services of classroom volunteers
N
3.4.2.1
Determine the capacity and expertise of community
N
partners to deliver services
3.4.2.2
Provide a connecting/marketing mechanism between
N
community provider (before, after, and during school) and
individual student/ family needs

20338
20339
20340
20341

3.4.2.3
3.4.2.4
3.5
3.5.1

20342
20343

3.5.1.1
3.5.1.2

20344

3.5.1.3

20345
20346
20347
20348

3.5.1.4
3.5.1.5
3.5.2
3.5.2.1

Copyright 2016 APQC

Connect individual needs to best available services

Provide support (staff development) for instructional aides
Design and implement parent engagement programs
Plan and evaluate student and stakeholder engagement in
educational programs and services
Establish family engagement policies and procedures
Develop communication venues for key educational
programs and services
Assess satisfaction/engagement of students and
stakeholders
Analyze satisfaction/engagement data
Use data to improve satisfaction/ engagement
Provide parent education
Identify parent education needs and services

N
N
N
N
N
N
N
N
N
N
N

14 of 687

PCF ID
20349
20350

Hierarchy
ID
3.5.2.2
3.5.2.3

20351

3.5.2.4

20352
20353
20354
20355

3.5.3
3.6
3.6.1
3.6.1.1

20356
20357
20358

3.6.1.1.1
3.6.1.1.2
3.6.1.1.3

20359

3.6.1.2

20360
20361
20362

3.6.1.3
3.6.1.3.1
3.6.1.3.2

20363
20364
20365
20366
20367
20368
20369
20370

3.6.2
3.6.3
3.6.4
3.7
3.7.1
3.7.2
3.7.3
3.7.4

20371
20372
20373

3.7.5
3.7.6
3.8

20374
20375

3.9
3.9.1

20376
20377
20378
20379
20380

3.9.2
3.9.3
3.9.3.1
3.9.3.2
3.9.3.3

20381

3.9.3.4

Copyright 2016 APQC

Metrics
Name
available?
Implement parent education programs/services
N
Evaluate effectiveness of parent education
N
programs/services
Revise and improve parent education programs and
N
services
Coordinate and collaborate with parent/ teacher organizations
N
Design and implement counseling services
N
Develop academic planning and counseling services
N
Identify student needs and requirements to complete
N
graduation requirements
Develop graduation plans
N
Monitor completion of graduation plans
N
Provide intervention to students who are not on track to
N
complete graduation plans
Develop career counseling and pathways for postN
graduation
Communicate college and career opportunities
N
Provide on-site and web-based information
N
Develop K12 strategies to communicate college and
N
career opportunities
Develop counseling programs
N
Align guidance services to support instruction
N
Identify barriers to student academic achievement
N
Design and implement social services
N
Provide social service support for families/ students
N
Provide homeless services
N
Provide migrant services
N
Utilize case management process to streamline and avoid
N
duplication of services to individual student
Manage outsourced services (e.g., child psychologist)
N
Identify and communicate web-based support programs
N
Design and align extra-curricular services such as interscholastic
N
athletics, clubs, other enrichment opportunities
Design and implement alternative education and interventions
N
Create alternative academic and discipline schools or
N
programs
Provide early intervention for at-risk students
N
Develop student attendance policies and procedures
N
Develop student attendance tracking methods
N
Monitor student attendance
N
Develop interventions and diversion programs for student
N
truancy
Identify performance measures for student attendance and
N
truancy

15 of 687

PCF ID
20382

Hierarchy
ID
3.9.3.5

20383

3.9.4

20384
20385
20386
20387
20388
20389
20390
20391
20392
20393
20394
20395
20396
20397
20398

3.9.4.1
3.9.4.2
3.9.4.3
3.9.4.4
3.9.4.5
3.9.4.6
3.9.4.7
3.10
3.10.1
3.10.2
3.10.2.1
3.10.2.2
3.10.3
3.10.3.1
3.10.3.2

Copyright 2016 APQC

Metrics
Name
available?
Report performance measures for student attendance and
N
truancy
Develop student behavior management policies and
N
procedures
Develop district discipline management plan
N
Identify levels of student discipline management
N
Identify appropriate consequences to discipline infractions
N
Track student discipline infractions
N
Develop discipline performance measures
N
Analyze discipline data
N
Revise discipline management plan, policies, or procedures
N
Design and implement student health services
N
Establish nursing services
N
Develop pregnancy services
N
Identify student needs
N
Provide teen parenting programs
N
Develop health and wellness strategies
N
Develop diabetes identification and counseling services
N
Develop vision and hearing screening
N

16 of 687

PCF ID
20399
20400
20401
20402
20403
20404
20405
20406
20407
20408
20409
20410
20411
20412
20413
20414
20415
20416
10216
10277
10281
10282
10283
10284
10285
10286
10287
10278
20417
10289
20418
10291
10279
10292
10293
10294
10295
10296
10297
10298
10280

Hierarchy
Metrics
ID
Name
available?
4.0
Design and Manage Operations
N
4.1
Plan for and manage student enrollment
N
4.1.1
Manage student enrollment
N
4.1.1.1
Conduct demographic analysis
N
4.1.1.2
Develop long-range demographic forecast
N
4.1.1.3
Develop short- and long-term enrollment projections
N
4.1.1.4
Monitor accuracy of enrollment projections
N
4.1.2
Manage student admissions and placement
N
4.1.2.1
Develop policies and procedures for admissions and
N
placements
4.1.2.2
Identify support technologies for admission and placement
N
4.1.2.3
Monitor effectiveness of admissions
N
4.1.2.3.1
Develop performance measures for admissions and
N
placements
4.1.2.3.2
Solicit feedback from students and stakeholders
N
4.1.2.3.3
Improve admission and placement procedures
N
4.1.3
Develop district school year calendar
N
4.1.3.1
Engage stakeholders (community, parents, staff, teachers,
N
etc.)
4.1.3.2
Develop calendar options
N
4.1.3.3
Present calendar to board for approval
N
4.2
Procure materials and services
Y
4.2.1
Develop sourcing strategies
Y
4.2.1.1
Develop procurement plan
Y
4.2.1.2
Clarify purchasing requirements
N
4.2.1.3
Develop inventory strategy
N
4.2.1.4
Match needs to supply capabilities
N
4.2.1.5
Analyze districts purchasing history
N
4.2.1.6
Seek opportunities to improve efficiency and value
N
4.2.1.7
Collaborate with suppliers to identify sourcing opportunities
N
4.2.2
Select suppliers and develop/maintain contracts
Y
4.2.2.1
Identify suppliers (create request for bids list)
N
4.2.2.2
Certify and validate suppliers (receive and accept bids;
N
create a bids list)
4.2.2.3
Approve bids
N
4.2.2.4
Manage contracts
N
4.2.3
Order materials and services
Y
4.2.3.1
Process/Review requisitions
N
4.2.3.2
Approve requisitions
N
4.2.3.3
Monitor vendor quotes
N
4.2.3.4
Create/Distribute purchase orders
N
4.2.3.5
Expedite orders and satisfy inquiries
N
4.2.3.6
Record receipt of goods
Y
4.2.3.7
Research/Resolve exceptions
N
4.2.4
Manage suppliers
Y

Copyright 2016 APQC

17 of 687

PCF ID
10299
10300
10301
10302
10219
20419
10343
10344
10345
10346
10347
10348
10339
10349
10350
10351
10352
10340
10353
10354
10355
10356
10357
10358
10341
10360
10361
10362
10363
10342
10364
10365
10366
10367
14195

Hierarchy
ID
4.2.4.1
4.2.4.2
4.2.4.3
4.2.4.4
4.3
4.3.1
4.3.1.1
4.3.1.2
4.3.1.3
4.3.1.4
4.3.1.5
4.3.1.6
4.3.2
4.3.2.1
4.3.2.2
4.3.2.3
4.3.2.4
4.3.3
4.3.3.1
4.3.3.2
4.3.3.3
4.3.3.4
4.3.3.5
4.3.3.6
4.3.4
4.3.4.1
4.3.4.2
4.3.4.3
4.3.4.4
4.3.5
4.3.5.1
4.3.5.2
4.3.5.3
4.3.5.4
4.3.5.5

20420
20421
20422

4.4
4.4.1
4.4.1.1

20423
20424
20425
20426
20427

4.4.1.2
4.4.1.3
4.4.1.4
4.4.1.4.1
4.4.1.4.2

Copyright 2016 APQC

Metrics
Name
available?
Monitor/Manage supplier information
N
Prepare/Analyze spending and vendor performance
N
Support inventory processes
N
Monitor quality of product delivered
N
Manage logistics and warehousing
Y
Define logistics strategy
N
Translate district requirements into logistics requirements
N
Design logistics network
N
Communicate outsourcing needs
N
Develop and maintain delivery service policy
N
Optimize distribution to schools schedules and costs
N
Define key performance measures
N
Plan and manage inbound material flow
Y
Plan receipt of deliveries
N
Manage receivables flow
N
Monitor receivables delivery performance
N
Manage flow of returned products
N
Operate warehousing
Y
Track inventory deployment
N
Receive, inspect, and store receivables
N
Track inventory availability
N
Pick, pack, and ship materials delivery
N
Track inventory accuracy
N
Track third-party logistics storage and shipping
N
performance
Operate
delivery of materials
Y
Plan, transport, and deliver materials to schools
N
Track delivery performance
N
Manage delivery fleet
N
Process and audit work orders, requisitions, and documents
N
Manage returns; manage reverse logistics
Y
Authorize and process returns
N
Perform reverse logistics
N
Perform salvage activities
N
Manage and process warranty claims
N
Manage repair/refurbishment and return to
N
customer/inventory
Manage transportation of students
N
Design routes and schedules
N
Build and maintain address and GIS (Geographic
N
Information System) data
Build and maintain student residence files
N
Optimize routes and loads
N
Evaluate cost effectiveness of transportation services
N
Identify effectiveness/ efficiency measures
N
Develop transportation performance reports
N

18 of 687

PCF ID
20428

Hierarchy
ID
4.4.2

20429
20430
20431
20432
20433
20434
20435
20436
20437
20438
20439
20440
20441

4.4.2.1
4.4.2.2
4.4.2.3
4.4.3
4.4.3.1
4.4.3.2
4.5
4.5.1
4.5.2
4.5.3
4.5.4
4.5.5
4.5.6

20442
20443
20444
20445
20446

4.6
4.6.1
4.6.2
4.6.3
4.6.4

Copyright 2016 APQC

Name
Plan and deliver special routes and services to support
instructional needs
Schedule events
Assign resources
Coordination with curriculum and instructional plans
Manage vehicle acquisition, maintenance, and replacement
Inventory vehicles, maintenance logs
Build requirements for vehicles, solicit bids, order
Manage food services
Certify individual student eligibility for meals
Comply with federal and state regulations
Develop meal plans following nutritional guidelines
Procure foods
Deliver meals
Coordinate and collaborate with other departments (e.g.,
maintenance, safety, custodial, etc.)
Provide library and media services
Develop collection plan and acquisition budget
Identify automated library service technology
Identify digital media services
Collaborate with educational staff to develop instructional
support procedures and materials

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

19 of 687

Group
Number

28

29

Copyright 2016 APQC

20 of 687

Group
Number

30

31

Copyright 2016 APQC

21 of 687

Group
Number
31

Copyright 2016 APQC

22 of 687

PCF ID
10006

Hierarchy
ID
Name
5.0
Manage Student and Stakeholder Relationship and
Engagement

10378
20447

5.1
5.1.1

20448

5.1.1.1

20086
20449

5.1.1.2
5.1.1.3

20450

5.1.1.4

20451
10381
20452

5.1.2
5.1.2.1
5.1.2.2

20453

5.1.2.2.1

20454
10385
10382
10383
20455
20456
20457
20458

5.1.2.2.2
5.1.2.3
5.1.3
5.1.3.1
5.1.3.1.1
5.1.3.1.2
5.1.3.1.3
5.2

20459

5.2.1

20460
20461

5.2.1.1
5.2.1.1.1

20462

5.2.1.1.2

20463

5.2.1.2

10388
10394

5.2.2
5.2.2.1

13482
10396

5.2.2.2
5.2.2.3

10389
10397

5.2.3
5.2.3.1

Copyright 2016 APQC

Metrics
available?
Y

Develop student and stakeholder listening strategies

Determine market requirements for educational programs and
services
Identify educational and program services needs and
requirements of students and stakeholders
Determine student and stakeholder support requirements
Establish communication mechanisms for student and
stakeholders to obtain educational and support services
Develop innovation strategies to meet and exceed student
and stakeholder expectations of educational programs and
support services

Y
N

Develop voice of the customer strategies

Identify students and stakeholder segmentation
Identify listening mechanisms for former, existing, and
potential students and stakeholders (parents, community)
Gather voice of the customer (VOC ) data (focus groups,
surveys, etc.)
Disaggregate and analyze VOC data
Analyze feedback of customer needs and requirements
Define customer service policies and procedures
Identify district customer service standards
Communicate district customer service standards
Conduct training on district customer service standards
Identify customer service performance measures
Plan and manage student and stakeholder relationship and
engagement strategies
Plan and manage student and stakeholder relationship and
engagement
Identify student and stakeholder engagement strategies
Monitor quality of student and stakeholder engagement
strategies
Evaluate quality of student and stakeholder
engagement strategies
Develop strategies to acquire and retain students and
stakeholders
Manage stakeholder requests/inquiries
Receive customer information/ open records
requests/inquiries
Route customer information/open records requests/inquiries
Respond to customer information/ open records
requests/inquiries
Manage student and stakeholder complaints
Receive student and stakeholder complaints

N
N
N

N
N
N
N

N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N

23 of 687

PCF ID
10398
10399
10400
20464
10380

Hierarchy
ID
5.2.3.2
5.2.3.3
5.2.3.4
5.2.3.5
5.3

10401
11687

5.3.1
5.3.1.1

11688

5.3.1.2

18126

5.3.1.3

10402

5.3.2

11236

5.3.2.1

11237

5.3.2.2

20465
16848
18627
20466
20467
20468
20469
20470
20471
20472
20473

5.4
5.4.1
5.4.1.1
5.4.1.1.1
5.4.1.1.2
5.4.1.1.3
5.4.1.1.4
5.4.2
5.4.2.1
5.4.2.2
5.4.2.3

20474
20475
20476
16627
20477
20478
20010
10167
10160
10171
10159
10170
20479
20480

5.4.3
5.4.3.1
5.4.3.2
5.4.3.3
5.4.3.4
5.4.3.5
5.4.4
5.4.4.1
5.4.4.2
5.4.4.3
5.4.4.4
5.4.4.5
5.4.5
5.4.5.1

Copyright 2016 APQC

Name
Route student and stakeholder complaints
Resolve student and stakeholder complaints
Respond to student and stakeholder complaints
Collect, track, and analyze complaint data
Measure and evaluate student and stakeholder service strategies
Measure customer satisfaction
Gather and solicit students and stakeholder feedback on
educational and support services
Analyze educational and support services satisfaction data
and identify improvement and innovation opportunities
Report student and stakeholder feedback on educational
and support services
Measure stakeholder satisfaction with complaint handling and
resolution
Solicit stakeholder feedback on complaint handling and
resolution
Analyze stakeholder complaint data and identify
improvement opportunities
Manage district communications
Develop communication strategies
Formulate communication plan
Identify key messages
Identify target audiences
Identify measurable objectives
Develop strategies and tactics to support objectives
Develop district brand
Define unique district brand message
Embed brand in communications
Measure and reassess branding activities against district
strategy and vision
Manage social media
Develop social media strategy
Define social media performance measures
Monitor and respond to social media activity
Execute social media campaigns
Evaluate social media performance measures
Design and develop publications
Define publications objectives and strategy
Define target audiences
Identify publication performance measures
Develop publications
Evaluate publication performance measures
Develop and manage media campaigns
Define media objectives

Metrics
available?
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

24 of 687

PCF ID
20481
20482
20483
20484
20485
20486
20487
20488
20489
20490
20491
20492
16614

Hierarchy
ID
5.4.5.2
5.4.5.3
5.4.5.4
5.4.5.5
5.4.5.6
5.5
5.5.1
5.5.2
5.5.3
5.5.4
5.5.5
5.5.6
5.5.7

Copyright 2016 APQC

Name
Develop marketing messages
Define target audience
Engage media provider
Develop and execute media campaign(s)
Assess media campaign performance
Develop and manage district websites
Gather information on website design
Create plan for website development
Design websites
Develop websites
Test and launch websites
Maintain websites
Evaluate websites

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N

25 of 687

PCF ID
10007
17043
17044
10418
10419
10420
10421
10422
10432
17045
10423
10424
10425
10426
10427
10428
10429
10430
10431
10433
10417
10434
10435
10436
20493
10438
10410
10439
10445
10446
10447
10448
10449
10450
10451
10452
10440
10453
10454
20494

Hierarchy
Metrics
ID
Name
available?
6.0
Develop and Manage Human Capital
Y
6.1
Develop and manage human resources (HR) planning, policies,
N
and strategies
6.1.1
Develop human resources strategy
N
6.1.1.1
Identify strategic HR needs
N
6.1.1.2
Define HR and business function roles and accountability
N
6.1.1.3
Determine HR costs
N
6.1.1.4
Establish HR measures
N
6.1.1.5
Communicate HR strategies
N
6.1.1.6
Develop strategy for HR systems/ technologies/tools
N
6.1.2
Develop and implement human resources plans
N
6.1.2.1
Gather skill requirements according to district strategy and
N
educational and operational needs
6.1.2.2
Plan employee resourcing requirements per department
N
and campus
6.1.2.3
Develop compensation plan
N
6.1.2.4
Develop succession plan
N
6.1.2.5
Develop employee diversity plan
N
6.1.2.6
Develop other HR programs
N
6.1.2.7
Develop HR policies
N
6.1.2.8
Administer HR policies
N
6.1.2.9
Plan employee benefits
N
6.1.2.10
Develop work force strategy models
N
6.1.3
Monitor and update plans
N
6.1.3.1
Monitor HR performance measures
N
6.1.3.2
Analyze contribution to district goals and objectives
N
6.1.3.3
Communicate plans and provide updates to board of
N
education/ trustees
6.1.3.4
Determine value added from HR function
N
6.1.3.5
Review and revise HR plans
N
6.2
Recruit/Source and Screen/Select employees
Y
6.2.1
Create and develop employee requisitions/ vacancy posting
N
6.2.1.1
Align staffing plan to work force plan and district strategies/
N
resource needs
6.2.1.2
Develop and open job requisition
N
6.2.1.3
Develop job description
N
6.2.1.4
Post requisition
N
6.2.1.5
Manage internal/external job posting Web sites
N
6.2.1.6
Change/Update requisition
N
6.2.1.7
Notify hiring manager
N
6.2.1.8
Manage requisition date
N
6.2.2
Recruit/Source candidates
N
6.2.2.1
Determine recruitment methods
N
6.2.2.2
Perform recruiting activities/ events
N
6.2.2.3
Evaluate recruitment effectiveness
N

Copyright 2016 APQC

26 of 687

PCF ID
20123
10456
10457
10458
10459
10444
10460
20495
20496
10443
10463
10464
10465
20497
10466
10467
10468
20498
20499
20500
20501
20502
10411
10469
10474
20503
20504
11243

Hierarchy
ID
6.2.3
6.2.3.1
6.2.3.2
6.2.3.3
6.2.3.4
6.2.4
6.2.4.1
6.2.4.2
6.2.4.3
6.2.5
6.2.5.1
6.2.5.2
6.2.5.3
6.2.6
6.2.6.1
6.2.6.2
6.2.6.3
6.2.7
6.2.7.1
6.2.7.2
6.2.7.3
6.2.7.4
6.3
6.3.1
6.3.1.1
6.3.1.2
6.3.1.3
6.3.1.4

10470
10479
10480
10481
17052
20505
10483
10484
10485
10472
10487
10488
17051
10473
10490
10491

6.3.2
6.3.2.1
6.3.2.2
6.3.2.3
6.3.3
6.3.3.1
6.3.3.2
6.3.3.3
6.3.3.4
6.3.4
6.3.4.1
6.3.4.2
6.3.4.3
6.3.5
6.3.5.1
6.3.5.2

Copyright 2016 APQC

Metrics
available?
Screen/Select candidates
N
Identify and deploy candidate selection tools
N
Interview candidates
N
Test candidates
N
Select and reject candidates
N
Manage pre-placement verification
N
Complete candidate background information
N
Conduct pre-employment screening
N
Recommend/Not recommend candidate
N
Manage new hire/rehire
Y
Draw up and make offer
N
Negotiate offer
N
Hire candidate
N
Track candidates
N
Create applicant record
N
Manage/Track applicant data
N
Archive and retain records of non-hires
N
Manage substitute teaching staff
N
Identify substitute qualifications and requirements
N
Develop substitute hiring methods
N
Identify and deploy substitute scheduling and tracking tools
N
Monitor substitute use and effectiveness
N
Develop and counsel employees
Y
Manage employee orientation and assignment
Y
Create/Maintain employee on-boarding program
N
Introduce new employees to managers
N
Introduce workplace
N
Evaluate the effectiveness of employee on-boarding
N
program
Manage employee performance
Y
Define performance objectives
N
Review, appraise, and manage employee performance
N
Evaluate and review performance program
N
Manage employee relations
N
Manage health and safety
N
Manage labor relations
N
Manage collective bargaining process
N
Manage labor management partnerships
N
Manage employee development
Y
Define employee development guidelines
N
Develop employee career plans
N
Manage employee skill and competency development
N
Develop and train employees
Y
Align employee, school, and district development needs
N
Align learning programs with competencies
N
Name

27 of 687

PCF ID
10492

Hierarchy
ID
6.3.5.3

10493

6.3.5.4

20506
20507
12135
10412
10494

6.3.5.4.1
6.3.5.4.2
6.3.5.5
6.4
6.4.1

10498
10499
10500

6.4.1.1
6.4.1.2
6.4.1.3

10501

6.4.1.4

10502

6.4.1.5

20508
20509
20510

6.4.2
6.4.2.1
6.4.2.2

20511

6.4.2.3

20512
20513

6.4.2.4
6.4.2.5

20514
10495
10504
10505
10506
10507
20131
10508

6.4.2.6
6.4.3
6.4.3.1
6.4.3.2
6.4.3.3
6.4.3.4
6.4.4
6.4.4.1

10509
10510
10511
10497
10413
10512
10513
10514
10515

6.4.4.2
6.4.4.3
6.4.4.4
6.4.5
6.5
6.5.1
6.5.2
6.5.3
6.5.4

Copyright 2016 APQC

Metrics
Name
available?
Establish training needs by analysis of required and
N
available skills
Develop, conduct, and manage employee and/or
Y
management training programs
Reinforce training and development
N
Provide coaching, mentoring, peer sharing
N
Evaluate training effectiveness and efficiency
N
Reward, retain, and engage employees
Y
Develop and manage reward, recognition, and incentive
Y
programs
Develop salary/compensation structure and plan
N
Develop benefits, reward, and incentive plan
N
Perform competitive analysis of benefit, rewards, and
N
incentives
Identify compensation requirements based on financial
N
benefits and HR policies
Administer compensation, rewards, and incentives to
N
employees
Develop and manage employee engagement and satisfaction
N
Determine key elements that affect workforce engagement
N
Differentiate engagement elements for different workforce
N
groups and segments
Determine workforce engagement and satisfaction
N
assessment methods
Administer assessments
N
Establish engagement and satisfaction performance
N
measures
Analyze and report engagement and satisfaction results
N
Manage and administer benefits
N
Deliver employee benefits program
N
Administer benefit enrollment
N
Process claims
N
Perform benefit reconciliation
N
Manage employee assistance and retention
N
Deliver programs to support work/ life balance for
N
employees
Develop family support systems
N
Review retention and engagement indicators
N
Review compensation plan
N
Administer payroll
Y
Redeploy and retire employees
Y
Manage promotion and demotion process
N
Manage separation
Y
Manage retirement
N
Manage leave of absence, sabbatical
N

28 of 687

PCF ID
10516

Hierarchy
ID
6.5.5

10517
17055
20515
20516
20134
10522
10523
10524
10525
10526
10527
17057
10529
10530

6.5.6
6.5.7
6.5.8
6.5.8.1
6.6
6.6.1
6.6.2
6.6.3
6.6.4
6.6.5
6.6.6
6.6.7
6.6.7.1
6.6.7.2

10531
10532

6.6.7.3
6.6.7.4

Copyright 2016 APQC

Name
Develop and implement employee reduction in force policies
and regulations
Manage deployment of personnel
Relocate employees and manage assignments
Manage former employees
Manage employee relocation process
Manage employee information
Manage reporting processes
Manage employee inquiry process
Manage and maintain employee data
Manage human resource information systems (HRIS)
Develop and manage employee metrics
Develop and manage time and attendance systems
Manage employee communication
Develop employee communication plan
Manage/Collect employee suggestions and perform
employee research
Manage employee grievances
Publish employee communications

Metrics
available?
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
N

29 of 687

PCF ID
10008
10563
20517
20518
20519

Hierarchy
ID
Name
7.0
Manage Information Technology
7.1
Manage the business of information technology (IT)
7.1.1
Develop an information plan to collect data and provide
information for data driven decision making
7.1.1.1
Define a data dictionary and the periodicity for collecting
and reporting data for each department, program, and
school
7.1.1.2
Describe the costs and benefits for collecting, reporting,
and making data-driven decisions for each department,
program, and school

20520

7.1.1.3

10570
10603
10604

7.1.2
7.1.2.1
7.1.2.2

10605
10606

7.1.2.3
7.1.2.4

10607
10608
10609
10571
10611
10612
10613
10614
10615
10573
10620
10621

7.1.2.5
7.1.2.6
7.1.2.7
7.1.3
7.1.3.1
7.1.3.2
7.1.3.3
7.1.3.4
7.1.3.5
7.1.4
7.1.4.1
7.1.4.2

10575

7.1.5

10625
10626
10627
10564
10578
11244

7.1.5.1
7.1.5.2
7.1.5.3
7.2
7.2.1
7.2.1.1

11245

7.2.1.2

11246
11247

7.2.1.3
7.2.1.4

Copyright 2016 APQC

Metrics
available?
Y
Y
N
N
N

Identify the district-, department-, and campus-level staff

responsible for knowledge management
Develop the enterprise IT strategy
Build strategic intelligence
Identify long-term IT needs of the enterprise in
collaboration with stakeholders
Define strategic standards, guidelines, and principles
Define and establish IT architecture and development
standards
Define strategic vendors for IT components
Establish IT governance organization and processes
Build strategic plan to support business objectives
Define the enterprise architecture
Establish the enterprise architecture definition
Confirm enterprise architecture maintenance approach
Maintain the relevance of the enterprise architecture
Act as clearinghouse for IT research and innovation
Govern the enterprise architecture
Perform IT research and innovation
Explore technologies to innovate IT services and solutions
Transition viable technologies for IT services and solutions
development
Evaluate and communicate IT business value and performance

Establish and monitor key performance indicators

Evaluate IT plan performance
Communicate IT value
Develop and manage IT customer relationships
Develop IT services and solutions strategy
Research IT services and solutions to address business and
user requirements
Translate business and user requirements into IT services
and solutions requirements
Formulate IT services and solutions strategic initiatives
Coordinate strategies with internal stakeholders to ensure
alignment

N
N
N
Y
Y
N

Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y

N
N
N

30 of 687

PCF ID
11248

Hierarchy
ID
7.2.1.5

20521
10579
10640
10641

7.2.1.6
7.2.2
7.2.2.1
7.2.2.2

10642
10643

7.2.2.3
7.2.2.4

10581
10647
10648
10582
10650
10651
10652

7.2.3
7.2.3.1
7.2.3.2
7.2.4
7.2.4.1
7.2.4.2
7.2.4.3

10653

7.2.4.4

Copyright 2016 APQC

Name
Evaluate and select IT services and solutions strategic
initiatives
Maximize the value of the IT Portfolio
Develop and manage IT service levels
Create and maintain the IT services and solutions catalog
Establish and maintain business and IT service level
agreements
Evaluate and report service level attainment results
Communicate business and IT service level improvement
opportunities
Manage IT customer satisfaction
Capture and analyze customer satisfaction
Assess and communicate customer satisfaction patterns
Market IT services and solutions
Develop IT services and solutions marketing strategy
Develop and manage IT customer strategy
Manage IT services and solutions advertising and
promotional campaigns
Process and track IT services and solutions orders

Metrics
available?
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N

31 of 687

PCF ID
17058
10728
10738
10771
10772
10773
10739
10774
10740
10778
10779
10780
10781
10741
10782
10783
10784
10785
10786
10787
10788
10729
20522
20523
20524
20525
20526
10743
10794
10795
10796
10797
10798
10744
10799
10800
10801
10802
10803
10745
10804
10805
10806
10807
10808

Hierarchy
Metrics
ID
Name
available?
8.0
Manage Financial Resources
Y
8.1
Perform planning and management accounting
Y
8.1.1
Perform planning/budgeting/forecasting
Y
8.1.1.1
Develop and maintain budget policies and procedures
N
8.1.1.2
Prepare periodic budgets and plans
N
8.1.1.3
Prepare periodic forecasts
N
8.1.2
Perform cost accounting and control
Y
8.1.2.1
Perform inventory accounting
N
8.1.3
Perform cost management
N
8.1.3.1
Determine key cost drivers
N
8.1.3.2
Measure cost drivers
N
8.1.3.3
Determine critical activities
N
8.1.3.4
Manage asset resource deployment and utilization
N
8.1.4
Evaluate and manage financial performance
Y
8.1.4.1
Evaluate program and services effectiveness
N
8.1.4.2
Evaluate new programs and services
N
8.1.4.3
Perform life cycle costing
N
8.1.4.4
Optimize match of programs and services to student needs
N
8.1.4.5
Track performance of new program and services strategies
N
8.1.4.6
Prepare activity-based performance measures
N
8.1.4.7
Manage continuous cost improvement
N
8.2
Perform revenue accounting
Y
8.2.1
Process taxpayer accounts
N
8.2.1.1
Establish collection policies
N
8.2.1.2
Assess and bill new properties
N
8.2.1.3
Review existing properties
N
8.2.1.4
Produce assessment/collection reports
N
8.2.2
Generate tax statements
Y
8.2.2.1
Maintain property/taxpayer master files
Y
8.2.2.2
Generate taxpayer billing data
Y
8.2.2.3
Transmit billing data to taxpayers
Y
8.2.2.4
Post receivable entries
Y
8.2.2.5
Resolve customer assessment inquiries 18
Y
8.2.3
Process accounts receivable (AR)
Y
8.2.3.1
Establish AR policies
N
8.2.3.2
Receive/Deposit payments
N
8.2.3.3
Apply cash remittances
N
8.2.3.4
Prepare AR reports
N
8.2.3.5
Post AR activity to the general ledger
N
8.2.4
Manage and process collections
Y
8.2.4.1
Establish policies for delinquent accounts
N
8.2.4.2
Analyze delinquent account balances
N
8.2.4.3
Correspond/Negotiate with delinquent accounts
N
8.2.4.4
Discuss account resolution with internal parties
N
8.2.4.5
Process adjustments/write-off balances
N

Copyright 2016 APQC

32 of 687

PCF ID
10746
10809
10810
10811
10812
10813
10814
10730
10747
10815
10816
10817
10818
10748
10819
10820
10821
10822

Hierarchy
ID
8.2.5
8.2.5.1
8.2.5.2
8.2.5.3
8.2.5.4
8.2.5.5
8.2.5.6
8.3
8.3.1
8.3.1.1
8.3.1.2
8.3.1.3
8.3.1.4
8.3.2
8.3.2.1
8.3.2.2
8.3.2.3
8.3.2.4

10823
10824
10825
10826
10827
10749
10828
10829
10830
10831

8.3.2.5
8.3.2.6
8.3.2.7
8.3.2.8
8.3.2.9
8.3.3
8.3.3.1
8.3.3.2
8.3.3.3
8.3.3.4

10832

8.3.3.5

10833
10834
10835
10836

8.3.3.6
8.3.3.7
8.3.3.8
8.3.3.9

10750
10837
10838
10839

8.3.4
8.3.4.1
8.3.4.2
8.3.4.3

10840

8.3.4.4

10841

8.3.4.5

Copyright 2016 APQC

Metrics
Name
available?
Manage and process adjustments/ deductions
Y
Establish policies/procedures for adjustments
N
Analyze adjustments
N
Correspond/Negotiate with taxpayer
N
Discuss resolution with internal parties
N
Prepare assessment adjustments
N
Process related entries
N
Perform general accounting and reporting
Y
Manage policies and procedures
Y
Negotiate service level agreements
N
Establish accounting policies
N
Set up and enforce approval limits
N
Establish common financial systems
N
Perform general accounting
Y
Maintain chart of accounts
N
Process journal entries
N
Process allocations
N
Process period-end adjustments (e.g., accruals and
N
currency conversions, etc.)
Post and reconcile interagency transactions
N
Reconcile general ledger accounts
N
Perform consolidations and process eliminations
N
Prepare trial balance
N
Prepare and post management adjustments
N
Perform fixed asset accounting (facilities)
Y
Establish fixed asset policies and procedures
N
Maintain fixed asset master data files
N
Process and record fixed asset additions and retires
N
Process and record fixed asset adjustments, enhancements,
N
revaluations, and transfers
Process and record fixed asset maintenance and repair
N
expenses
Calculate and record depreciation expense
N
Reconcile fixed asset ledger
N
Track fixed assets including physical inventory
N
Provide fixed asset data to support tax, statutory, and
N
regulatory reporting
Perform financial reporting
Y
Prepare departmental financial statements
N
Prepare consolidated financial statements
N
Perform departmental reporting/ review management
N
reports
Perform consolidated reporting/ review of cost management
N
reports
Prepare statements for board
N

33 of 687

PCF ID
10842
10843
10731
10751
10844
10845
10846

Hierarchy
ID
8.3.4.6
8.3.4.7
8.4
8.4.1
8.4.1.1
8.4.1.2
8.4.1.3

10847
10752
10848
10849
10850
10851
10852

8.4.1.4
8.4.2
8.4.2.1
8.4.2.2
8.4.2.3
8.4.2.4
8.4.2.5

10732
10753
10853
10854
10855
10856
10857
10754
10858
10859
10860
10861
10862
10863
10864
10865
10755
10866
10867
10868
10733
10756
10869
10870
10871
10872
10873
10874
10875

8.5
8.5.1
8.5.1.1
8.5.1.2
8.5.1.3
8.5.1.4
8.5.1.5
8.5.2
8.5.2.1
8.5.2.2
8.5.2.3
8.5.2.4
8.5.2.5
8.5.2.6
8.5.2.7
8.5.2.8
8.5.3
8.5.3.1
8.5.3.2
8.5.3.3
8.6
8.6.1
8.6.1.1
8.6.1.2
8.6.1.3
8.6.1.4
8.6.1.5
8.6.1.6
8.6.1.7

Copyright 2016 APQC

Name
Produce quarterly/annual filings and public reports
Produce regulatory reports
Manage fixed assets budgets
Perform capital planning and project approval
Develop capital investment policies and procedures
Develop and approve capital expenditure plans and
budgets
Review and approve capital projects and fixed asset
acquisitions
Perform justification for bond/ project approval
Perform capital project accounting
Create project account codes
Record project-related transactions
Monitor and track capital projects and budget spending
Close/Capitalize projects
Measure variance in budgeted and actual expenditure on
completed capital projects
Process payroll
Report time
Establish policies and procedures
Collect and record employee time information
Analyze and report paid and unpaid leave
Monitor regular overtime and other hours
Analyze and report employee utilization
Manage pay
Enter employee time into payroll system
Maintain and administer employee earnings information
Maintain and administer applicable deductions
Monitor changes in tax status of employees
Process and distribute payments
Process and distribute manual checks
Process end-of-period adjustments
Respond to employee payroll inquiries
Process payroll taxes
Calculate and pay applicable payroll taxes
Produce and distribute employee annual tax statements
File regulatory payroll tax forms
Process accounts payable and expense reimbursements
Process accounts payable (AP)
Verify AP pay file with purchase order vendor master file
Maintain/Manage electronic commerce
Audit invoices and key data into AP system
Approve payments
Process financial accruals and reversals
Process taxes
Research/Resolve exceptions

Metrics
available?
N
N
Y
Y
N
N
N
N
Y
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
Y
Y
N
N
N
N
N
N
N

34 of 687

PCF ID
10876
10877
10878
10879
10757
10880

Hierarchy
ID
8.6.1.8
8.6.1.9
8.6.1.9.1
8.6.1.9.2
8.6.2
8.6.2.1

10881
10882
10883
10884
10734
10758
10885
10886
10887
10888
10889
10890
10891
10892
10759
10893
10894
10895
10896
10897
10898

8.6.2.2
8.6.2.3
8.6.2.4
8.6.2.5
8.7
8.7.1
8.7.1.1
8.7.1.2
8.7.1.3
8.7.1.4
8.7.1.5
8.7.1.6
8.7.1.7
8.7.1.8
8.7.2
8.7.2.1
8.7.2.2
8.7.2.3
8.7.2.4
8.7.2.5
8.7.2.6

10899
10900
10761
10908
10909
10910
10911
10913
14210
11208
11209
11211
11215
10735
10762
10914

8.7.2.7
8.7.2.8
8.7.3
8.7.3.1
8.7.3.2
8.7.3.3
8.7.3.4
8.7.3.5
8.7.3.6
8.7.4
8.7.4.1
8.7.4.2
8.7.4.3
8.8
8.8.1
8.8.1.1

Copyright 2016 APQC

Name
Process payments
Respond to AP inquiries
Retain records
Adjust accounting records
Process expense reimbursements
Establish and communicate expense reimbursement
policies and approval limits
Capture and report relevant tax data
Approve reimbursements and advances
Process reimbursements and advances
Manage personal accounts
Manage treasury operations
Manage treasury policies and procedures
Establish scope and governance of treasury operations
Establish and publish treasury policies
Develop treasury procedures
Monitor treasury procedures
Audit treasury procedures
Revise treasury procedures
Develop and confirm internal controls for treasury
Define system security requirements
Manage cash
Manage and reconcile cash positions
Manage cash equivalents
Process and oversee electronic fund transfers (EFTs)
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
Manage debt and investment
Manage financial intermediary relationships
Manage liquidity
Manage issuer exposure
Process and oversee debt and investment transactions
Produce debt and investment accounting transaction
reports
Process and oversee interest rate transactions
Monitor and execute risk
Manage interest-rate risk
Manage exposure risk
Monitor credit
Manage internal controls
Establish internal controls, policies, and procedures
Establish board audit committee

Metrics
available?
Y
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
Y
Y
N

35 of 687

PCF ID
10915
10916
11250
11251
10763

Hierarchy
ID
8.8.1.2
8.8.1.3
8.8.1.4
8.8.1.5
8.8.2

10917
10918
10919
10920
10921
10922

8.8.2.1
8.8.2.2
8.8.2.3
8.8.2.4
8.8.2.5
8.8.2.6

10764
10923
10924

8.8.3
8.8.3.1
8.8.3.2

10925
10926
20527
20528
20529

8.8.3.3
8.8.3.4
8.9
8.9.1
8.9.2

20530
20531
20532
20533
20534

8.9.3
8.9.4
8.9.5
8.9.6
8.9.7

Copyright 2016 APQC

Metrics
Name
available?
Define and communicate code of ethics
N
Assign roles and responsibility for internal controls
N
Define business process objectives and risks
N
Define entity/unit risk tolerances
N
Operate controls and monitor compliance with internal controls
Y
policies and procedures
Design and implement control activities
N
Monitor control effectiveness
N
Remediate control deficiencies
N
Create compliance function
N
Operate compliance function
N
Implement and maintain controls-related enabling
N
technologies and tools
Report on internal controls compliance
Y
Report to external auditors
N
Report to regulators, share-/debt-holders, securities
N
exchanges, etc.
Report to third parties (e.g., board)
N
Report to internal management
N
Manage grants
N
Develop grant application and management procedures
N
Collaborate across educational and operation functions to
N
determine funding needs
Identify qualified grants
N
Submit grant proposal
N
Establish grant budget
N
Monitor grant requirements
N
Evaluate grant effectiveness
N

36 of 687

PCF ID
19207
10937
10941
10955
10956
10957
10960
10942
10943
10958
10959
20535
10962
10944
10963
10964
10938
20536
20537
20538
16472
16473
16474
10949
10965
10966
10939
10950
10967
10968
10951
10952
19258
10953
10954
20539
20540
20541
20542
19245
19246
20543
19252

Hierarchy
Metrics
ID
Name
available?
9.0
Acquire, Construct, and Manage Facilities
N
9.1
Design and construct/acquire capital assets
N
9.1.1
Develop capital improvement plan and long-term vision
N
9.1.1.1
Confirm alignment of property requirements with district
N
strategy
9.1.1.2
Assess the external environment
N
9.1.1.3
Make build-or-buy decision
N
9.1.1.4
Select property
N
9.1.2
Develop, construct, and modify sites
N
9.1.3
Plan facility
N
9.1.3.1
Design facility
N
9.1.3.2
Analyze budget
N
9.1.3.3
Conduct bid and contract selection for facility construction
N
9.1.3.4
Manage construction or modification to building
N
9.1.4
Provide facilities
N
9.1.4.1
Acquire facilities and furnishings
N
9.1.4.2
Change fit/form/function of facilities and furnishings
N
9.2
Plan maintenance work
Y
9.2.1
Develop a work order process
N
9.2.1.1
Collect data on work order cycle time and flow
N
9.2.1.2
Monitor performance against industry standards
N
9.2.2
Perform routine maintenance
N
9.2.3
Perform corrective maintenance
N
9.2.4
Overhaul or replace equipment
N
9.2.5
Manage facilities operations
N
9.2.5.1
Relocate people
N
9.2.5.2
Relocate materials, supplies, and furnishings
N
9.3
Obtain and install assets and equipment
N
9.3.1
Develop ongoing maintenance policies
N
9.3.1.1
Analyze assets, and predict maintenance requirements
N
9.3.1.2
Develop approach to integrate preventive maintenance into
N
production schedule
9.3.2
Obtain and install equipment
N
9.4
Dispose of facilities and assets
N
9.4.1
Develop disposition strategy
N
9.4.2
Perform sale or trade
N
9.4.3
Perform abandonment
N
9.5
Manage facility housekeeping
N
9.5.1
Identify cleaning needs, standards, and requirements
N
9.5.2
Develop process cleaning guidelines
N
9.5.3
Evaluate cleaning effectiveness
N
9.6
Maintain grounds
N
9.6.1
Plan and develop maintenance schedules
N
9.6.2
Coordinate maintenance activities
N
9.6.3
Monitor quality of service
N

Copyright 2016 APQC

37 of 687

Group
Number

22

23

24

25

26

27

Copyright 2016 APQC

38 of 687

PCF ID
16437

Hierarchy
ID
Name
10.0
Manage Enterprise Risk, Compliance, and Continuity of
Operations (Resiliency)

17060
16439
16440
16441

10.1
10.1.1
10.1.1.1
10.1.1.2

16442
16443

10.1.1.3
10.1.1.4

16444

10.1.1.5

16445
16446
16447
16448

10.1.2
10.1.2.1
10.1.2.2
10.1.2.3

16449
16450
16451
16452

10.1.2.4
10.1.2.5
10.1.2.6
10.1.3

16453

10.1.3.1

16454

10.1.3.2

17462
16456
16457

10.1.4
10.1.4.1
10.1.4.2

16458
16459
16460
16461
16462
16463
16464
16465
16466

10.1.4.3
10.1.4.4
10.1.4.5
10.1.4.6
10.1.4.7
10.1.5
10.1.5.1
10.1.5.2
10.1.5.3

16467

10.1.5.4

16468

10.1.5.5

Copyright 2016 APQC

Manage enterprise risk

Establish the enterprise risk framework and policies
Determine risk tolerance for organization
Develop and maintain enterprise risk policies and
procedures
Identify and implement enterprise risk management tools
Coordinate the sharing of risk knowledge across the
organization
Prepare and report enterprise risk to executive
management and board
Oversee and coordinate enterprise risk management activities
Identify enterprise level risks
Assess risks to determine which to mitigate
Develop risk mitigation and management strategy, and
integrate with existing performance management
processes
Verify risk mitigation plans are implemented
Monitor risks and risk mitigation action
Report on risk activities
Coordinate department/campus and functional risk
management activities
Monitor that each department, campus, and function
follows the enterprise risk management process
Monitor that each department, campus, and function
follows the enterprise risk reporting process
Manage department, campus, and function risk
Identify risks
Assess risks using enterprise risk framework policies and
procedures
Develop mitigation plans for risks
Implement mitigation plans for risks
Monitor risks
Analyze risk activities and update plans
Report on risk activities
Manage regulatory compliance
Develop the regulatory compliance strategy
Identify applicable regulatory requirements
Monitor the regulatory environment for changing or
emerging regulations
Assess current compliance position, and identify
weaknesses or shortfalls
Implement missing or stronger regulatory compliance
controls and policies 22 Permission granted to photocopy
for personal use. 2014 APQC. ALL RIGHTS RESERVED.

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

39 of 687

PCF ID
16469

Hierarchy
ID
10.1.5.6

16470
20544
20545
20546
20547
20548
20549
20550

10.1.5.7
10.2
10.2.1
10.2.1.1
10.2.1.2
10.2.1.3
10.2.1.4
10.2.1.5

11179
11180
11186
11187
11181
11188
11189
11190
11191
11182
11192

10.3
10.3.1
10.3.1.1
10.3.1.2
10.3.2
10.3.2.1
10.3.2.2
10.3.2.3
10.3.2.4
10.3.3
10.3.3.1

11183
11193
11194
11196
11195
20551
20552
20553
20554
11185
11201
11202
11203
11204
11205
11206
20555
20556
20557
20558

10.3.4
10.3.4.1
10.3.4.2
10.3.4.3
10.3.4.4
10.3.5
10.3.5.1
10.3.5.2
10.3.5.3
10.3.6
10.3.6.1
10.3.6.2
10.3.6.3
10.3.6.4
10.3.6.5
10.3.6.6
10.3.7
10.3.7.1
10.3.7.2
10.3.7.3

Copyright 2016 APQC

Name
Monitor and test, on an ongoing and scheduled basis,
regulatory compliance position and existing controls,
defining controls that should be added, removed, or
modified as required
Maintain relationships with regulators as appropriate
Manage continuity of operations
Develop and manage continuity of operations
Develop the continuity of operations strategy
Perform continuous district operations planning
Test continuous district operations
Maintain continuous district operations
Share knowledge of specific risks across other parts of the
organization
Manage environmental health and safety (EHS)
Determine environmental health and safety impacts
Evaluate environmental impact of services and operations
Conduct health and safety and environmental audits
Develop and execute functional EHS program
Identify regulatory and stakeholder requirements
Assess future risks and opportunities
Create EHS policy
Record and manage EHS events
Train and educate functional employees
Communicate EHS issues to stakeholders and provide
support
Monitor and manage functional EHS management program
Manage EHS costs and benefits
Measure and report EHS performance
Implement emergency response program
Provide employees with EHS support
Ensure compliance with regulations
Monitor compliance
Perform compliance audit
Comply with regulatory stakeholders requirements
Manage remediation efforts
Create remediation plans
Contact and confer with experts
Identify/Dedicate resources
Investigate legal aspects
Investigate damage cause
Amend or create policy
Plan and develop security program
Evaluate facility security vulnerabilities
Develop security program
Identify security equipment and funding source

Metrics
available?
N

N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

40 of 687

PCF ID
20559
20560
20561
20562
20563
20564

Hierarchy
ID
10.3.7.4
10.3.7.5
10.3.7.6
10.3.7.7
10.3.7.8
10.3.7.9

Copyright 2016 APQC

Name
Install and maintain security equipment
Monitor security equipment
Implement security policies and procedures
Test efficacy of security protocols
Monitor security compliance
Evaluate security protocols

Metrics
available?
N
N
N
N
N
N

41 of 687

PCF ID
10012
11010
11035
11036
11037
11011
11038
11039
11040
11041
11012
11042
11043
11013
11044
20565
20566
20567
20568
11045
11046
11047
11053
11054
11048
11056
11057
11058
11059
11060
11061
11049
11062
11063
11064
11065
11050
11051
11052
11014

Hierarchy
Metrics
ID
Name
available?
11.0
Manage External Relationships
N
11.1
Build investor relationships
N
11.1.1
Plan, build, and manage relations with federal, state, and local
N
funding entities
11.1.2
Plan, build, and manage financial analyst/ratings relations
N
11.1.3
Communicate with stakeholders
N
11.2
Manage government and other district relationships
N
11.2.1
Manage government relations
N
11.2.2
Manage relations with quasi-government bodies
N
11.2.3
Manage relations with associations, stakeholder, and education
N
groups
11.2.4
Manage lobby activities
N
11.3
Manage relations with Board of Trustees/ Education
N
11.3.1
Report results
N
11.3.2
Address audit findings
N
11.4
Manage legal and ethical issues
N
11.4.1
Create ethics policies
N
11.4.1.1
Identify key measures or indicators of ethical behavior
N
11.4.1.2
Monitor ethical behavior across the organization
N
11.4.1.3
Identify a confidential method to report breaches in ethical
N
behavior
11.4.1.4
Implement a confidential method to report breaches in
N
ethical behavior
11.4.2
Manage district governance policies
N
11.4.3
Develop and perform preventative law programs
N
11.4.4
Ensure compliance
N
11.4.4.1
Plan and initiate compliance program
N
11.4.4.2
Execute compliance program
N
11.4.5
Manage outside counsel
N
11.4.5.1
Assess problem and determine work requirements
N
11.4.5.2
Engage/Retain outside counsel if necessary
N
11.4.5.3
Receive strategy/budget
N
11.4.5.4
Receive work product and manage/monitor case and work
N
performed
11.4.5.5
Process pay for legal services
N
11.4.5.6
Track legal activity/performance
N
11.4.6
Protect intellectual property
N
11.4.6.1
Manage copyrights and patents
N
11.4.6.2
Maintain intellectual property rights and restrictions
N
11.4.6.3
Administer licensing terms
N
11.4.6.4
Administer options
N
11.4.7
Resolve grievances and litigations
N
11.4.8
Provide legal advice/counseling
N
11.4.9
Negotiate and document agreements/ contracts
N
11.5
Manage public relations program
N

Copyright 2016 APQC

42 of 687

PCF ID
11066
11067
20569
20570
11068
11069
11070

Hierarchy
ID
11.5.1
11.5.2
11.5.3
11.5.4
11.5.5
11.5.6
11.5.7

Copyright 2016 APQC

Name
Manage community relations
Manage media relations
Manage relations with association and education groups
Manage relations with vendors and suppliers
Promote political stability
Create news releases
Issue news releases

Metrics
available?
N
N
N
N
N
N
N

43 of 687

Group No.

12

13

14

15

Copyright
2016 APQC
16

44 of 687

Group No.

16

Copyright 2016 APQC

45 of 687

PCF ID
10013
16378
16379
16380
16381
16383
16384
16385
16386
16387
16388
16389
16390
16391
16392
16393
16394
16395
16396
16397
16398
16399
16400
16401
16402
16403
16404
16405
16406
16407
16408
16409
16410
16411
11117
16412
11118
11119

Hierarchy
Metrics
ID
Name
available?
12.0
Develop and Manage District Capabilities
Y
12.1
Manage educational programs, support services, and operational
N
processes
12.1.1
Establish and maintain process management governance
N
12.1.1.1
Define and manage governance approach
N
12.1.1.2
Establish and maintain process tools and templates
N
12.1.1.3
Conduct process governance activities
N
12.1.2
Define and manage process frameworks
N
12.1.2.1
Establish and maintain process framework
N
12.1.2.2
Identify cross-functional processes
N
12.1.3
Define processes
N
12.1.3.1
Scope processes
N
12.1.3.2
Analyze processes
N
12.1.3.3
Map processes
N
12.1.3.4
Publish processes
N
12.1.4
Manage process performance
N
12.1.4.1
Provide process training
N
12.1.4.2
Support process implementation
N
12.1.4.3
Measure and report process performance
N
12.1.5
Improve processes
N
12.1.5.1
Identify and select improvement opportunities
N
12.1.5.2
Manage improvement projects
N
12.1.5.3
Perform continuous improvement activities
N
12.2
Manage district projects and programs
N
12.2.1
Manage educational, support services, and operational
N
program strategy
12.2.1.1
Establish educational, support services, and operational
N
program strategy
12.2.1.2
Define educational, support services, and operational
N
program governance
12.2.1.3
Monitor and control educational, support services, and
N
operational programs
12.2.2
Manage educational, support services, and operational
N
programs
12.2.2.1
Establish program structure and approach
N
12.2.2.2
Manage program stakeholders and partners
N
12.2.2.3
Manage program implementation
N
12.2.2.4
Review and report program performance
N
12.2.3
Manage projects
N
12.2.3.1
Establish project scope
N
12.2.3.1.1
Identify project requirements and objectives
N
12.2.3.1.2
Identify project resource requirements
N
12.2.3.1.3
Assess culture and readiness for project management
N
approach
12.2.3.1.4
Identify appropriate project management methodologies
N

Copyright 2016 APQC

46 of 687

PCF ID
11120
11121
16413
11123
11124
11125
11127
11128
11129
16414
11131

Hierarchy
ID
12.2.3.1.5
12.2.3.1.6
12.2.3.2
12.2.3.2.1
12.2.3.2.2
12.2.3.2.3
12.2.3.2.4
12.2.3.2.5
12.2.3.2.6
12.2.3.3
12.2.3.3.1

16415
16416
11132
11133

12.2.3.3.2
12.2.3.3.3
12.2.3.3.4
12.2.3.3.5

16417
16418
20571
20572
20573
20574
20575
20576
20577
20578
20579
20580
20581
20582
20583
20584
20585
11074
11134
11138
11139
11140
11141
11142
11143
11144
11145
11146

12.2.3.4
12.2.3.5
12.3
12.3.1
12.3.1.1
12.3.1.2
12.3.1.3
12.3.2
12.3.2.1
12.3.2.2
12.3.2.3
12.3.3
12.3.3.1
12.3.3.2
12.3.3.3
12.3.3.4
12.3.3.5
12.4
12.4.1
12.4.1.1
12.4.1.2
12.4.1.3
12.4.1.4
12.4.1.5
12.4.1.6
12.4.1.7
12.4.1.8
12.4.1.9

Copyright 2016 APQC

Name
Create project rationale and obtain funding
Develop project measures and indicators
Develop project plans
Define roles and resources
Identify specific IT requirements
Create training and communication plans
Design recognition and reward approaches
Design and plan launch of project
Deploy the project
Implement projects
Evaluate impact of project management (strategy and
projects) on measures and outcomes
Report the status of project
Manage project scope
Promote and sustain activity and involvement
Realign and refresh project management strategy and
approaches
Review and report project performance
Close projects
Manage district quality and organizational performance
Develop quality strategy and plans
Define and maintain quality processes and standards
Establish quality measurements and targets
Establish and maintain quality tools and templates
Plan and manage quality work force
Develop and maintain quality assessment training
Develop and maintain quality-process tools training
Develop and maintain quality recognition programs
Perform quality assessments
Assess process compliance
Assess standards compliance
Perform risk assessment
Perform organizational effectiveness assessment
Measure and report quality performance
Manage change
Plan for change
Select process improvement methodology
Assess readiness for change
Determine stakeholders
Engage/Identify champion
Form design team
Define scope
Understand current state
Define future state
Conduct organizational risk analysis

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

47 of 687

PCF ID
11147
11148
11149
11150
11151
11135
11152
11153
11154
11155
11156
11157
11158
11159
11136
11160
11161

Hierarchy
ID
12.4.1.9.1
12.4.1.9.2
12.4.1.9.3
12.4.1.9.4
12.4.1.9.5
12.4.2
12.4.2.1
12.4.2.2
12.4.2.3
12.4.2.4
12.4.2.5
12.4.2.6
12.4.2.7
12.4.2.8
12.4.3
12.4.3.1
12.4.3.2

11162

12.4.3.3

11163
11137
11164
11165
11166
11073

12.4.3.4
12.4.4
12.4.4.1
12.4.4.2
12.4.4.3
12.5

11095
11100
11101
11102

12.5.1
12.5.1.1
12.5.1.2
12.5.1.3

11103
11104
11105
11106
11107
11108
11109
11096
11110
11111
11112
11113
11114

12.5.1.4
12.5.1.5
12.5.1.6
12.5.1.7
12.5.1.8
12.5.1.9
12.5.1.9.1
12.5.2
12.5.2.1
12.5.2.2
12.5.2.3
12.5.2.4
12.5.2.5

Copyright 2016 APQC

Name
Assess cultural issues
Establish accountability for change management
Identify barriers to change
Determine change enablers
Identify resources and develop measures
Design the change
Assess connection to other initiatives
Develop change management plans
Develop training plan
Develop communication plan
Develop rewards/incentives plan
Establish change adoption metrics
Establish/Clarify new roles
Identify budget/roles
Implement the change
Create commitment for improvement/change
Reengineer educational support and operational processes
and systems
Support transition to new roles or exit strategies for
incumbents
Monitor change
Sustain improvement
Monitor improved process performance
Capture and reuse lessons learned from change process
Take corrective action as necessary
Develop and manage enterprise-wide knowledge management
(KM) capability
Develop KM strategy
Develop governance model
Establish a central KM core group
Define roles and accountability of the core group versus
departments/campuses
Develop funding models
Identify links to key initiatives
Develop core KM methodologies
Assess IT needs and engage IT function
Develop training and communication plans
Develop change management approaches
Develop strategic measures and indicator
Assess KM capabilities
Assess maturity of existing KM initiatives
Evaluate existing KM approaches
Identify gaps and needs
Enhance/Modify existing KM approaches
Develop new KM approaches

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

48 of 687

PCF ID
11115
20586
20587
20588
20589
16436
11071
11075
11076
11077
11078
11079
11072
11083
11084
11085

Hierarchy
ID
12.5.2.6
12.5.3
12.5.3.1
12.5.3.2
12.5.3.3
12.6
12.6.1
12.6.1.1
12.6.1.2
12.6.1.3
12.6.1.4
12.6.1.5
12.6.2
12.6.2.1
12.6.2.2
12.6.2.3

11087

12.6.2.4

Copyright 2016 APQC

Name
Implement new KM approaches
Identify and plan KM projects
Identify strategic opportunities to apply KM approach(es)
Design process for knowledge sharing, capture, and use
Assess alignment with district goals
Measure and benchmark
Create and manage organizational performance
Create enterprise measurement systems model
Measure process productivity
Measure cost effectiveness
Measure staff efficiency
Measure cycle time
Benchmark performance
Conduct performance assessments
Develop benchmarking capabilities
Conduct internal process and external competitive
benchmarking
Conduct gap analysis to understand need for change and
degree needed

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

49 of 687

Group No.

17

18

Copyright 2016 APQC

50 of 687

18

19

Copyright 2016 APQC

51 of 687

20

21

Copyright 2016 APQC

52 of 687

Copyright 2016 APQC

53 of 687

PCF ID
10002
17040
10017
10021
10022
10023
10024
10025
10026
10027
16790
16791
10018
10028
19946
19947
10019
10030
19948
10031
10032
10033
10034
10020
19949
10035
10036
10015
10037
10044
10045
10046
10038
10047
10048
13289
13290
14189
19951

Hierarchy
Metrics
ID
Name
available?
1.0
Develop District Vision and Strategy
Y
1.1
Define the district context and long-term vision
N
1.1.1
Assess the external environment
Y
1.1.1.1
Analyze and evaluate competition (surrounding districts,
N
private and charter schools, virtual schools, etc..)
1.1.1.2
Identify economic trends (tax base, revenue, state/federal
N
funding and grants)
1.1.1.3
Identify political and regulatory issues
N
1.1.1.4
Assess new technology innovations (instructional,
N
administrative, and operational)
1.1.1.5
Analyze demographics
N
1.1.1.6
Identify social and cultural changes
N
1.1.1.7
Identify ecological concerns
N
1.1.1.8
Identify intellectual property concerns
N
1.1.1.9
Evaluate IP acquisition options
N
1.1.2
Survey stakeholders and determine customer needs and
N
requirements
1.1.2.1
Conduct qualitative/quantitative assessments
N
1.1.2.2
Capture student and stakeholder needs
N
1.1.2.3
Assess student and stakeholder needs
N
1.1.3
Conduct internal analysis of educational programs, support,
N
and operation services
1.1.3.1
Analyze organizational characteristics
N
1.1.3.2
Analyze internal operations
N
1.1.3.3
Create baselines for current processes
N
1.1.3.4
Analyze systems and technology
N
1.1.3.5
Analyze financial health
N
1.1.3.6
Identify (district) core competencies
N
1.1.4
Establish strategic vision
N
1.1.4.1
Define the strategic vision
N
1.1.4.2
Align stakeholders around strategic vision
N
1.1.4.3
Communicate strategic vision to stakeholders
N
1.2
Develop district strategy
N
1.2.1
Develop overall mission statement
N
1.2.1.1
Define current business
N
1.2.1.2
Formulate mission
N
1.2.1.3
Communicate mission
N
1.2.2
Define and evaluate strategic options to achieve the objectives
N
1.2.2.1
Define strategic options
N
1.2.2.2
Assess and analyze impact of each option
N
1.2.2.2.1
Identify implications for key operating model business
N
elements that require change
1.2.2.2.2
Identify implications for key technology aspects
N
1.2.2.3
Develop sustainability strategy
N
1.2.2.4
Develop shared services strategy
N

Copyright 2016 APQC

54 of 687

PCF ID
14197
10039
10040
10041
10049

Hierarchy
ID
1.2.2.5
1.2.3
1.2.4
1.2.5
1.2.5.1

20187
10055
10042
19953
19954
20188

1.2.5.2
1.2.5.3
1.2.6
1.2.6.1
1.2.6.2
1.2.6.3

20189
20190

1.2.6.4
1.2.6.5

20191
10043
19956
10016
10057
10058
10059
10060
19983

1.2.6.6
1.2.7
1.2.7.1
1.3
1.3.1
1.3.2
1.3.3
1.3.4
1.3.4.1

19984

1.3.4.2

Copyright 2016 APQC

Name
Develop lean/continuous improvement strategy
Select long-term district strategy
Coordinate and align functional and process strategies
Create organizational design
Evaluate breadth and depth of district organizational
structure
Evaluate operations and instructional staffing needs
Assess organizational implication of staffing
Develop and set district goals
Identify organizational goals
Establish baseline metrics
Seek Board of Trustee approval of strategy and strategic
plan
Communicate and share strategic plan with all staff
Train employees on strategic plan and alignment with
department and campus plans
Post Strategic Plan to website
Formulate department and campus strategies
Analyze department and campus strategies to district
Execute and measure strategic initiatives
Develop strategic initiatives
Evaluate strategic initiatives
Select strategic initiatives
Establish high-level performance measures
Develop district scorecards to monitor and report
performance
Align department and campus performance measures to
district level measures

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

55 of 687

PCF ID
20192

Hierarchy
ID
Name
2.0
Develop, Deliver, and Assess Curriculum, Assessment, and
Instruction

20193
20194
20195
20196

2.1
2.1.1
2.1.2
2.1.2.1

20197
20198
20199
20200
20201
20202

2.1.2.2
2.1.2.3
2.1.2.4
2.1.3
2.1.4
2.1.5

20203
20204
20205

2.1.6
2.1.6.1
2.1.6.2

20206
20207
20208
20209
20210
20211
20212

2.1.6.3
2.1.6.4
2.1.6.5
2.1.6.6
2.1.7
2.1.7.1
2.1.7.2

20213
20214
20215
20216
20217
20218
20219
20220
20221
20222
20223
20224
20225
20226
20227
20228

2.1.8
2.1.9
2.2
2.2.1
2.2.1.1
2.2.1.2
2.2.2
2.2.2.1
2.2.3
2.2.3.1
2.2.4
2.2.5
2.2.5.1
2.2.5.2
2.2.5.3
2.2.6

20229
20230

2.2.6.1
2.2.6.2

Copyright 2016 APQC

Develop curriculum
Define/Design curriculum development procedures
Align with federal/state/local standards
Align with content standards developed by national
organizations
Align to assessment performance standards
Ensure horizontal and vertical curriculum alignment
Identify and review best practice research
Provide for key customer and stakeholder input
Develop scope/sequence/timeline
Develop instructional calendars/pacing guides/local
assessments
Select instructional resources
Develop instructional materials plan
Form cross-functional team including curriculum and
instruction, technology, procurement office
Create overall plan
Collaborate with suppliers and contractors
Identify critical materials and supplier capacity
Coordinate implementation plan
Pilot the curriculum
Evaluate effectiveness of curriculum
Revise curriculum based on feedback and local
assessments
Implement curriculum
Monitor integrity of curriculum implementation
Design effective instructional programs
Use diagnostics to determine readiness to learn
Use formative assessment to inform ongoing instruction
Determine students readiness to learn
Identify best practices based on data
Document and share best practices
Establish best-practice instructional strategies
Engage students in the instructional process
Develop an implementation plan
Determine expectation for lesson design
Determine district expectations
Determine campus expectations
Determine level and rigor of instruction expectations
Provide differentiated instruction based on individual student
needs
Identify enrichment needs
Identify acceleration needs

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

56 of 687

PCF ID
20231
20232
20233

Hierarchy
ID
2.2.6.3
2.2.7
2.2.8

20234
20235

2.2.8.1
2.2.8.2

20236

2.2.8.3

20237
20238
20239
20240

2.3
2.3.1
2.3.1.1
2.3.1.1.1

20241

2.3.1.1.2

20242

2.3.1.1.3

20243
20244
20245

2.3.1.1.4
2.3.1.1.5
2.3.1.1.6

20246
20247
20248
20249
20250

2.3.1.2
2.3.1.2.1
2.3.1.2.2
2.3.1.2.3
2.3.1.2.4

20251
20252
20253

2.3.2
2.3.2.1
2.3.2.2

20254

2.3.2.3

20255

2.3.2.4

20256

2.3.2.5

20257

2.3.2.6

Develop rubrics that outline requirements for successful

response and scoring criteria for performance tasks and
open-ended items

20258
20259

2.3.2.7
2.3.2.8

Develop items or tasks (locally or contractor)

Review items for content/ adherence to blueprint and item
specifications by peer review

N
N

Copyright 2016 APQC

Metrics
Name
available?
Identify technology for program needs
N
Align after school and summer program curriculum
N
Design instructional programs to accelerate learning for
N
students below grade level standards
Plan for remedial instruction
N
Manage the classroom for differentiated instructional
N
strategies
Provide academic coaches to support classroom instruction
N
for students
Assess student achievement
N
Plan district assessment program
N
Assess current assessment program
N
Determine goal of the assessment program in school or
N
system improvement
Identify mandatory testing by local, district, state, and
N
federal agencies
Identify diagnostic, formative, and any voluntary
N
assessment for program
Determine target populations of current assessments
N
Analyze current frequency and scheduling of
N
assessments
Identify
gaps in the assessment program; check for
N
alignment
Design assessment program
N
Determine learning (skills) to be assessed
N
Determine performance standards for target populations
N
Select most appropriate format
N
Select vendor-developed assessment or develop the
N
assessment
Develop formative assessment tools
N
Determine the scope of content and skills to be addressed
N
Determine assessment method for each objective (multiple
N
choice, open-ended, essay, performance, portfolio, etc..)
Determine appropriate delivery format (paper/pencil,
N
online, oral administration, etc..)
Develop blueprint for test development, including number
N
and format of items or tasks for each objective or strand
Develop test item specifications (number of distracters,
N
level of vocabulary, level of thinking or mental processing,
performance required)

57 of 687

PCF ID
20260
20261
20262
20263
20264
20265
20266
20267
20268
20269
20270

Hierarchy
ID
2.3.2.9
2.3.2.9.1
2.3.2.9.2
2.3.2.9.3
2.3.2.9.4
2.3.3
2.3.3.1
2.3.3.2
2.3.3.3
2.3.3.4
2.3.3.5

20271

2.3.3.6

20272

2.3.3.7

20273

2.3.3.8

20274
20275
20276
20277
20278

2.3.4
2.3.4.1
2.3.4.2
2.3.4.3
2.3.4.4

20279
20280
20281
20282
20283
20284
20285
20286
20287

2.3.4.5
2.3.4.6
2.3.5
2.3.5.1
2.3.5.2
2.3.5.3
2.3.6
2.3.6.1
2.3.6.2

20288
20289
20290
20291

2.3.6.3
2.3.6.4
2.3.6.5
2.3.6.6

20292

2.3.6.7

20293
20294

2.3.6.8
2.3.6.9

Copyright 2016 APQC

Metrics
Name
available?
Develop key or refine rubrics as necessary
N
Review items for sensitivity and bias
N
Pilot items or tasks
N
Review and pilot completed assessment
N
Revise as needed
N
Administer formative assessments
N
Provide necessary training
N
Distribute the tests or assessment materials
N
Assess students using appropriate assessment procedures
N
Monitor compliance with assessment procedures
N
Monitor provision of appropriate accommodations for
N
students
Collect data on participation and possible irregularities and
N
report
Receive test materials from schools if stored and/or scored
N
centrally
Package and transmit materials to contractor, as
N
appropriate
Administer summative assessments
N
Provide necessary training to school-based staff
N
Distribute materials
N
Assess students using appropriate assessment procedures
N
Collect data on participation and possible irregularities and
N
report
Receive and inventory test materials from schools
N
Package and transmit materials per contractor instructions
N
Score and compile assessment data
N
Plan for scoring of assessment
N
Train key staff in scoring the assessment
N
Score summative assessments
N
Analyze and evaluate results
N
Identify and explore anomalies
N
Disaggregate the data at the district, school, or classroom
N
level as appropriate (e.g., grade levels, departments,
subject areas, and subgroups [socio-economic status,
ethnicity])
Analyze for gaps and strengths in student achievement
N
Check alignment of instruction with test content
N
Identify trends (e.g., longitudinal, cohort)
N
Identify over/under-achieving schools, programs, grade
N
levels, teachers, etc..
Determine gaps between actual student achievement and
N
achievement targets or expectations
Feed data/results to appropriate decision makers
N
Provide feedback to state and federal testing agencies or
N
test publishers on quality issues and needed improvements

58 of 687

PCF ID
20295
20296

Hierarchy
ID
2.3.7
2.3.7.1

20297

2.3.7.2

20298

2.3.8

20299

2.3.8.1

20300
20301
20302
20303

2.3.8.2
2.3.8.3
2.3.8.4
2.3.8.5

20304

2.3.8.6

20305
20306
20307
20308
20309
20310
20311

2.3.8.7
2.3.8.8
2.3.8.9
2.3.8.9.1
2.4
2.4.1
2.4.1.1

20312
20313
20314

2.4.1.2
2.4.1.3
2.4.1.4

Copyright 2016 APQC

Metrics
Name
available?
Provide training on analyzing and using data
N
Provide training on data analysis at the district, school, and
N
classroom levels
Provide data utilization training to district, school, and
N
classroom levels
Report assessment results to students, stakeholders, and
N
district leadership
Identify a data management system to archive and retrieve
N
data
Identify audiences
N
Determine information needs of each audience
N
Determine products to meet audiences needs
N
Determine format and content and specifications for each
N
product
Develop timelines aligned with deadlines and audience
N
requirements
Produce each reporting product
N
Publish each reporting product
N
Present findings
N
Gather feedback on the usefulness of the reports
N
Evaluate programs
N
Determine programs to be evaluated
N
Determine (and develop instruments where necessary) the
N
data to be collected, including perception and background
surveys, student performance data, observation checklists,
comparable schools data, etc..
Gather the data
Analyze the collected data
Evaluate the program/determine program
recommendations

N
N
N

59 of 687

PCF ID
20315
20316
20317
20318
20319
20320
20321
20322
20323
20324
20325
20326
20327
20328
20329
20330
20331
20332
20333
20334
20335
20336
20337

Hierarchy
Metrics
ID
Name
available?
3.0
Design and Deliver Student Support Services
N
3.1
Identify requirements for support services
N
3.1.1
Interpret rules and regulations
N
3.1.2
Conduct a district needs assessment for support services
N
3.1.3
Provide clear process for identifying student needs for support
N
service
3.1.3.1
Develop referral committee guidelines
N
3.1.4
Identify gaps in services
N
3.1.5
Collaborate between services
N
3.2
Establish entrance and exit criteria for student support services
N
3.2.1
Establish referral criteria
N
3.2.2
Establish acceptance criteria
N
3.2.3
Establish exit criteria
N
3.2.4
Develop intervention programs
N
3.2.5
Identify the Least Restrictive Environment (LRE) for special
N
education students
3.3
Evaluate support programs and services
N
3.3.1
Train educators to observe student response to intervention,
N
support programs, and services
3.3.2
Monitor student progress resulting from intervention
N
3.3.3
Evaluate effectiveness of services to meet students needs
N
3.4
Identify and coordinate community services related to student
N
needs
3.4.1
Identify/Maintain community partnership opportunities to
N
support mentoring, tutoring, academic enrichment, etc..
3.4.2
Coordinate direct services of classroom volunteers
N
3.4.2.1
Determine the capacity and expertise of community
N
partners to deliver services
3.4.2.2
Provide a connecting/marketing mechanism between
N
community provider (before, after, and during school) and
individual student/ family needs

20338
20339
20340
20341

3.4.2.3
3.4.2.4
3.5
3.5.1

20342
20343

3.5.1.1
3.5.1.2

20344

3.5.1.3

20345
20346
20347
20348

3.5.1.4
3.5.1.5
3.5.2
3.5.2.1

Copyright 2016 APQC

Connect individual needs to best available services

Provide support (staff development) for instructional aides
Design and implement parent engagement programs
Plan and evaluate student and stakeholder engagement in
educational programs and services
Establish family engagement policies and procedures
Develop communication venues for key educational
programs and services
Assess satisfaction/engagement of students and
stakeholders
Analyze satisfaction/engagement data
Use data to improve satisfaction/ engagement
Provide parent education
Identify parent education needs and services

N
N
N
N
N
N
N
N
N
N
N

60 of 687

PCF ID
20349
20350

Hierarchy
ID
3.5.2.2
3.5.2.3

20351

3.5.2.4

20352
20353
20354
20355

3.5.3
3.6
3.6.1
3.6.1.1

20356
20357
20358

3.6.1.1.1
3.6.1.1.2
3.6.1.1.3

20359

3.6.1.2

20360
20361
20362

3.6.1.3
3.6.1.3.1
3.6.1.3.2

20363
20364
20365
20366
20367
20368
20369
20370

3.6.2
3.6.3
3.6.4
3.7
3.7.1
3.7.2
3.7.3
3.7.4

20371
20372
20373

3.7.5
3.7.6
3.8

20374
20375

3.9
3.9.1

20376
20377
20378
20379
20380

3.9.2
3.9.3
3.9.3.1
3.9.3.2
3.9.3.3

20381

3.9.3.4

Copyright 2016 APQC

Metrics
Name
available?
Implement parent education programs/services
N
Evaluate effectiveness of parent education
N
programs/services
Revise and improve parent education programs and
N
services
Coordinate and collaborate with parent/ teacher organizations
N
Design and implement counseling services
N
Develop academic planning and counseling services
N
Identify student needs and requirements to complete
N
graduation requirements
Develop graduation plans
N
Monitor completion of graduation plans
N
Provide intervention to students who are not on track to
N
complete graduation plans
Develop career counseling and pathways for postN
graduation
Communicate college and career opportunities
N
Provide on-site and web-based information
N
Develop K12 strategies to communicate college and
N
career opportunities
Develop counseling programs
N
Align guidance services to support instruction
N
Identify barriers to student academic achievement
N
Design and implement social services
N
Provide social service support for families/ students
N
Provide homeless services
N
Provide migrant services
N
Utilize case management process to streamline and avoid
N
duplication of services to individual student
Manage outsourced services (e.g., child psychologist)
N
Identify and communicate web-based support programs
N
Design and align extra-curricular services such as interscholastic
N
athletics, clubs, other enrichment opportunities
Design and implement alternative education and interventions
N
Create alternative academic and discipline schools or
N
programs
Provide early intervention for at-risk students
N
Develop student attendance policies and procedures
N
Develop student attendance tracking methods
N
Monitor student attendance
N
Develop interventions and diversion programs for student
N
truancy
Identify performance measures for student attendance and
N
truancy

61 of 687

PCF ID
20382

Hierarchy
ID
3.9.3.5

20383

3.9.4

20384
20385
20386
20387
20388
20389
20390
20391
20392
20393
20394
20395
20396
20397
20398

3.9.4.1
3.9.4.2
3.9.4.3
3.9.4.4
3.9.4.5
3.9.4.6
3.9.4.7
3.10
3.10.1
3.10.2
3.10.2.1
3.10.2.2
3.10.3
3.10.3.1
3.10.3.2

Copyright 2016 APQC

Metrics
Name
available?
Report performance measures for student attendance and
N
truancy
Develop student behavior management policies and
N
procedures
Develop district discipline management plan
N
Identify levels of student discipline management
N
Identify appropriate consequences to discipline infractions
N
Track student discipline infractions
N
Develop discipline performance measures
N
Analyze discipline data
N
Revise discipline management plan, policies, or procedures
N
Design and implement student health services
N
Establish nursing services
N
Develop pregnancy services
N
Identify student needs
N
Provide teen parenting programs
N
Develop health and wellness strategies
N
Develop diabetes identification and counseling services
N
Develop vision and hearing screening
N

62 of 687

PCF ID
20399
20400
20401
20402
20403
20404
20405
20406
20407
20408
20409
20410
20411
20412
20413
20414
20415
20416
10216
10277
10281
10282
10283
10284
10285
10286
10287
10278
20417
10289
20418
10291
10279
10292
10293
10294
10295
10296
10297
10298
10280

Hierarchy
Metrics
ID
Name
available?
4.0
Design and Manage Operations
N
4.1
Plan for and manage student enrollment
N
4.1.1
Manage student enrollment
N
4.1.1.1
Conduct demographic analysis
N
4.1.1.2
Develop long-range demographic forecast
N
4.1.1.3
Develop short- and long-term enrollment projections
N
4.1.1.4
Monitor accuracy of enrollment projections
N
4.1.2
Manage student admissions and placement
N
4.1.2.1
Develop policies and procedures for admissions and
N
placements
4.1.2.2
Identify support technologies for admission and placement
N
4.1.2.3
Monitor effectiveness of admissions
N
4.1.2.3.1
Develop performance measures for admissions and
N
placements
4.1.2.3.2
Solicit feedback from students and stakeholders
N
4.1.2.3.3
Improve admission and placement procedures
N
4.1.3
Develop district school year calendar
N
4.1.3.1
Engage stakeholders (community, parents, staff, teachers,
N
etc.)
4.1.3.2
Develop calendar options
N
4.1.3.3
Present calendar to board for approval
N
4.2
Procure materials and services
Y
4.2.1
Develop sourcing strategies
Y
4.2.1.1
Develop procurement plan
Y
4.2.1.2
Clarify purchasing requirements
N
4.2.1.3
Develop inventory strategy
N
4.2.1.4
Match needs to supply capabilities
N
4.2.1.5
Analyze districts purchasing history
N
4.2.1.6
Seek opportunities to improve efficiency and value
N
4.2.1.7
Collaborate with suppliers to identify sourcing opportunities
N
4.2.2
Select suppliers and develop/maintain contracts
Y
4.2.2.1
Identify suppliers (create request for bids list)
N
4.2.2.2
Certify and validate suppliers (receive and accept bids;
N
create a bids list)
4.2.2.3
Approve bids
N
4.2.2.4
Manage contracts
N
4.2.3
Order materials and services
Y
4.2.3.1
Process/Review requisitions
N
4.2.3.2
Approve requisitions
N
4.2.3.3
Monitor vendor quotes
N
4.2.3.4
Create/Distribute purchase orders
N
4.2.3.5
Expedite orders and satisfy inquiries
N
4.2.3.6
Record receipt of goods
Y
4.2.3.7
Research/Resolve exceptions
N
4.2.4
Manage suppliers
Y

Copyright 2016 APQC

63 of 687

PCF ID
10299
10300
10301
10302
10219
20419
10343
10344
10345
10346
10347
10348
10339
10349
10350
10351
10352
10340
10353
10354
10355
10356
10357
10358
10341
10360
10361
10362
10363
10342
10364
10365
10366
10367
14195

Hierarchy
ID
4.2.4.1
4.2.4.2
4.2.4.3
4.2.4.4
4.3
4.3.1
4.3.1.1
4.3.1.2
4.3.1.3
4.3.1.4
4.3.1.5
4.3.1.6
4.3.2
4.3.2.1
4.3.2.2
4.3.2.3
4.3.2.4
4.3.3
4.3.3.1
4.3.3.2
4.3.3.3
4.3.3.4
4.3.3.5
4.3.3.6
4.3.4
4.3.4.1
4.3.4.2
4.3.4.3
4.3.4.4
4.3.5
4.3.5.1
4.3.5.2
4.3.5.3
4.3.5.4
4.3.5.5

20420
20421
20422

4.4
4.4.1
4.4.1.1

20423
20424
20425
20426
20427

4.4.1.2
4.4.1.3
4.4.1.4
4.4.1.4.1
4.4.1.4.2

Copyright 2016 APQC

Metrics
Name
available?
Monitor/Manage supplier information
N
Prepare/Analyze spending and vendor performance
N
Support inventory processes
N
Monitor quality of product delivered
N
Manage logistics and warehousing
Y
Define logistics strategy
N
Translate district requirements into logistics requirements
N
Design logistics network
N
Communicate outsourcing needs
N
Develop and maintain delivery service policy
N
Optimize distribution to schools schedules and costs
N
Define key performance measures
N
Plan and manage inbound material flow
Y
Plan receipt of deliveries
N
Manage receivables flow
N
Monitor receivables delivery performance
N
Manage flow of returned products
N
Operate warehousing
Y
Track inventory deployment
N
Receive, inspect, and store receivables
N
Track inventory availability
N
Pick, pack, and ship materials delivery
N
Track inventory accuracy
N
Track third-party logistics storage and shipping
N
performance
Operate
delivery of materials
Y
Plan, transport, and deliver materials to schools
N
Track delivery performance
N
Manage delivery fleet
N
Process and audit work orders, requisitions, and documents
N
Manage returns; manage reverse logistics
Y
Authorize and process returns
N
Perform reverse logistics
N
Perform salvage activities
N
Manage and process warranty claims
N
Manage repair/refurbishment and return to
N
customer/inventory
Manage transportation of students
N
Design routes and schedules
N
Build and maintain address and GIS (Geographic
N
Information System) data
Build and maintain student residence files
N
Optimize routes and loads
N
Evaluate cost effectiveness of transportation services
N
Identify effectiveness/ efficiency measures
N
Develop transportation performance reports
N

64 of 687

PCF ID
20428

Hierarchy
ID
4.4.2

20429
20430
20431
20432
20433
20434
20435
20436
20437
20438
20439
20440
20441

4.4.2.1
4.4.2.2
4.4.2.3
4.4.3
4.4.3.1
4.4.3.2
4.5
4.5.1
4.5.2
4.5.3
4.5.4
4.5.5
4.5.6

20442
20443
20444
20445
20446

4.6
4.6.1
4.6.2
4.6.3
4.6.4

Copyright 2016 APQC

Name
Plan and deliver special routes and services to support
instructional needs
Schedule events
Assign resources
Coordination with curriculum and instructional plans
Manage vehicle acquisition, maintenance, and replacement
Inventory vehicles, maintenance logs
Build requirements for vehicles, solicit bids, order
Manage food services
Certify individual student eligibility for meals
Comply with federal and state regulations
Develop meal plans following nutritional guidelines
Procure foods
Deliver meals
Coordinate and collaborate with other departments (e.g.,
maintenance, safety, custodial, etc.)
Provide library and media services
Develop collection plan and acquisition budget
Identify automated library service technology
Identify digital media services
Collaborate with educational staff to develop instructional
support procedures and materials

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

65 of 687

PCF ID
10006

Hierarchy
ID
Name
5.0
Manage Student and Stakeholder Relationship and
Engagement

10378
20447

5.1
5.1.1

20448

5.1.1.1

20086
20449

5.1.1.2
5.1.1.3

20450

5.1.1.4

20451
10381
20452

5.1.2
5.1.2.1
5.1.2.2

20453

5.1.2.2.1

20454
10385
10382
10383
20455
20456
20457
20458

5.1.2.2.2
5.1.2.3
5.1.3
5.1.3.1
5.1.3.1.1
5.1.3.1.2
5.1.3.1.3
5.2

20459

5.2.1

20460
20461

5.2.1.1
5.2.1.1.1

20462

5.2.1.1.2

20463

5.2.1.2

10388
10394

5.2.2
5.2.2.1

13482
10396

5.2.2.2
5.2.2.3

10389
10397

5.2.3
5.2.3.1

Copyright 2016 APQC

Metrics
available?
Y

Develop student and stakeholder listening strategies

Determine market requirements for educational programs and
services
Identify educational and program services needs and
requirements of students and stakeholders
Determine student and stakeholder support requirements
Establish communication mechanisms for student and
stakeholders to obtain educational and support services
Develop innovation strategies to meet and exceed student
and stakeholder expectations of educational programs and
support services

Y
N

Develop voice of the customer strategies

Identify students and stakeholder segmentation
Identify listening mechanisms for former, existing, and
potential students and stakeholders (parents, community)
Gather voice of the customer (VOC ) data (focus groups,
surveys, etc.)
Disaggregate and analyze VOC data
Analyze feedback of customer needs and requirements
Define customer service policies and procedures
Identify district customer service standards
Communicate district customer service standards
Conduct training on district customer service standards
Identify customer service performance measures
Plan and manage student and stakeholder relationship and
engagement strategies
Plan and manage student and stakeholder relationship and
engagement
Identify student and stakeholder engagement strategies
Monitor quality of student and stakeholder engagement
strategies
Evaluate quality of student and stakeholder
engagement strategies
Develop strategies to acquire and retain students and
stakeholders
Manage stakeholder requests/inquiries
Receive customer information/ open records
requests/inquiries
Route customer information/open records requests/inquiries
Respond to customer information/ open records
requests/inquiries
Manage student and stakeholder complaints
Receive student and stakeholder complaints

N
N
N

N
N
N
N

N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N

66 of 687

PCF ID
10398
10399
10400
20464
10380

Hierarchy
ID
5.2.3.2
5.2.3.3
5.2.3.4
5.2.3.5
5.3

10401
11687

5.3.1
5.3.1.1

11688

5.3.1.2

18126

5.3.1.3

10402

5.3.2

11236

5.3.2.1

11237

5.3.2.2

20465
16848
18627
20466
20467
20468
20469
20470
20471
20472
20473

5.4
5.4.1
5.4.1.1
5.4.1.1.1
5.4.1.1.2
5.4.1.1.3
5.4.1.1.4
5.4.2
5.4.2.1
5.4.2.2
5.4.2.3

20474
20475
20476
16627
20477
20478
20010
10167
10160
10171
10159
10170
20479
20480

5.4.3
5.4.3.1
5.4.3.2
5.4.3.3
5.4.3.4
5.4.3.5
5.4.4
5.4.4.1
5.4.4.2
5.4.4.3
5.4.4.4
5.4.4.5
5.4.5
5.4.5.1

Copyright 2016 APQC

Name
Route student and stakeholder complaints
Resolve student and stakeholder complaints
Respond to student and stakeholder complaints
Collect, track, and analyze complaint data
Measure and evaluate student and stakeholder service strategies
Measure customer satisfaction
Gather and solicit students and stakeholder feedback on
educational and support services
Analyze educational and support services satisfaction data
and identify improvement and innovation opportunities
Report student and stakeholder feedback on educational
and support services
Measure stakeholder satisfaction with complaint handling and
resolution
Solicit stakeholder feedback on complaint handling and
resolution
Analyze stakeholder complaint data and identify
improvement opportunities
Manage district communications
Develop communication strategies
Formulate communication plan
Identify key messages
Identify target audiences
Identify measurable objectives
Develop strategies and tactics to support objectives
Develop district brand
Define unique district brand message
Embed brand in communications
Measure and reassess branding activities against district
strategy and vision
Manage social media
Develop social media strategy
Define social media performance measures
Monitor and respond to social media activity
Execute social media campaigns
Evaluate social media performance measures
Design and develop publications
Define publications objectives and strategy
Define target audiences
Identify publication performance measures
Develop publications
Evaluate publication performance measures
Develop and manage media campaigns
Define media objectives

Metrics
available?
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

67 of 687

PCF ID
20481
20482
20483
20484
20485
20486
20487
20488
20489
20490
20491
20492
16614

Hierarchy
ID
5.4.5.2
5.4.5.3
5.4.5.4
5.4.5.5
5.4.5.6
5.5
5.5.1
5.5.2
5.5.3
5.5.4
5.5.5
5.5.6
5.5.7

Copyright 2016 APQC

Name
Develop marketing messages
Define target audience
Engage media provider
Develop and execute media campaign(s)
Assess media campaign performance
Develop and manage district websites
Gather information on website design
Create plan for website development
Design websites
Develop websites
Test and launch websites
Maintain websites
Evaluate websites

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N

68 of 687

PCF ID
10007
17043
17044
10418
10419
10420
10421
10422
10432
17045
10423
10424
10425
10426
10427
10428
10429
10430
10431
10433
10417
10434
10435
10436
20493
10438
10410
10439
10445
10446
10447
10448
10449
10450
10451
10452
10440
10453
10454
20494

Hierarchy
Metrics
ID
Name
available?
6.0
Develop and Manage Human Capital
Y
6.1
Develop and manage human resources (HR) planning, policies,
N
and strategies
6.1.1
Develop human resources strategy
N
6.1.1.1
Identify strategic HR needs
N
6.1.1.2
Define HR and business function roles and accountability
N
6.1.1.3
Determine HR costs
N
6.1.1.4
Establish HR measures
N
6.1.1.5
Communicate HR strategies
N
6.1.1.6
Develop strategy for HR systems/ technologies/tools
N
6.1.2
Develop and implement human resources plans
N
6.1.2.1
Gather skill requirements according to district strategy and
N
educational and operational needs
6.1.2.2
Plan employee resourcing requirements per department
N
and campus
6.1.2.3
Develop compensation plan
N
6.1.2.4
Develop succession plan
N
6.1.2.5
Develop employee diversity plan
N
6.1.2.6
Develop other HR programs
N
6.1.2.7
Develop HR policies
N
6.1.2.8
Administer HR policies
N
6.1.2.9
Plan employee benefits
N
6.1.2.10
Develop work force strategy models
N
6.1.3
Monitor and update plans
N
6.1.3.1
Monitor HR performance measures
N
6.1.3.2
Analyze contribution to district goals and objectives
N
6.1.3.3
Communicate plans and provide updates to board of
N
education/ trustees
6.1.3.4
Determine value added from HR function
N
6.1.3.5
Review and revise HR plans
N
6.2
Recruit/Source and Screen/Select employees
Y
6.2.1
Create and develop employee requisitions/ vacancy posting
N
6.2.1.1
Align staffing plan to work force plan and district strategies/
N
resource needs
6.2.1.2
Develop and open job requisition
N
6.2.1.3
Develop job description
N
6.2.1.4
Post requisition
N
6.2.1.5
Manage internal/external job posting Web sites
N
6.2.1.6
Change/Update requisition
N
6.2.1.7
Notify hiring manager
N
6.2.1.8
Manage requisition date
N
6.2.2
Recruit/Source candidates
N
6.2.2.1
Determine recruitment methods
N
6.2.2.2
Perform recruiting activities/ events
N
6.2.2.3
Evaluate recruitment effectiveness
N

Copyright 2016 APQC

69 of 687

PCF ID
20123
10456
10457
10458
10459
10444
10460
20495
20496
10443
10463
10464
10465
20497
10466
10467
10468
20498
20499
20500
20501
20502
10411
10469
10474
20503
20504
11243

Hierarchy
ID
6.2.3
6.2.3.1
6.2.3.2
6.2.3.3
6.2.3.4
6.2.4
6.2.4.1
6.2.4.2
6.2.4.3
6.2.5
6.2.5.1
6.2.5.2
6.2.5.3
6.2.6
6.2.6.1
6.2.6.2
6.2.6.3
6.2.7
6.2.7.1
6.2.7.2
6.2.7.3
6.2.7.4
6.3
6.3.1
6.3.1.1
6.3.1.2
6.3.1.3
6.3.1.4

10470
10479
10480
10481
17052
20505
10483
10484
10485
10472
10487
10488
17051
10473
10490
10491

6.3.2
6.3.2.1
6.3.2.2
6.3.2.3
6.3.3
6.3.3.1
6.3.3.2
6.3.3.3
6.3.3.4
6.3.4
6.3.4.1
6.3.4.2
6.3.4.3
6.3.5
6.3.5.1
6.3.5.2

Copyright 2016 APQC

Metrics
available?
Screen/Select candidates
N
Identify and deploy candidate selection tools
N
Interview candidates
N
Test candidates
N
Select and reject candidates
N
Manage pre-placement verification
N
Complete candidate background information
N
Conduct pre-employment screening
N
Recommend/Not recommend candidate
N
Manage new hire/rehire
Y
Draw up and make offer
N
Negotiate offer
N
Hire candidate
N
Track candidates
N
Create applicant record
N
Manage/Track applicant data
N
Archive and retain records of non-hires
N
Manage substitute teaching staff
N
Identify substitute qualifications and requirements
N
Develop substitute hiring methods
N
Identify and deploy substitute scheduling and tracking tools
N
Monitor substitute use and effectiveness
N
Develop and counsel employees
Y
Manage employee orientation and assignment
Y
Create/Maintain employee on-boarding program
N
Introduce new employees to managers
N
Introduce workplace
N
Evaluate the effectiveness of employee on-boarding
N
program
Manage employee performance
Y
Define performance objectives
N
Review, appraise, and manage employee performance
N
Evaluate and review performance program
N
Manage employee relations
N
Manage health and safety
N
Manage labor relations
N
Manage collective bargaining process
N
Manage labor management partnerships
N
Manage employee development
Y
Define employee development guidelines
N
Develop employee career plans
N
Manage employee skill and competency development
N
Develop and train employees
Y
Align employee, school, and district development needs
N
Align learning programs with competencies
N
Name

70 of 687

PCF ID
10492

Hierarchy
ID
6.3.5.3

10493

6.3.5.4

20506
20507
12135
10412
10494

6.3.5.4.1
6.3.5.4.2
6.3.5.5
6.4
6.4.1

10498
10499
10500

6.4.1.1
6.4.1.2
6.4.1.3

10501

6.4.1.4

10502

6.4.1.5

20508
20509
20510

6.4.2
6.4.2.1
6.4.2.2

20511

6.4.2.3

20512
20513

6.4.2.4
6.4.2.5

20514
10495
10504
10505
10506
10507
20131
10508

6.4.2.6
6.4.3
6.4.3.1
6.4.3.2
6.4.3.3
6.4.3.4
6.4.4
6.4.4.1

10509
10510
10511
10497
10413
10512
10513
10514
10515

6.4.4.2
6.4.4.3
6.4.4.4
6.4.5
6.5
6.5.1
6.5.2
6.5.3
6.5.4

Copyright 2016 APQC

Metrics
Name
available?
Establish training needs by analysis of required and
N
available skills
Develop, conduct, and manage employee and/or
Y
management training programs
Reinforce training and development
N
Provide coaching, mentoring, peer sharing
N
Evaluate training effectiveness and efficiency
N
Reward, retain, and engage employees
Y
Develop and manage reward, recognition, and incentive
Y
programs
Develop salary/compensation structure and plan
N
Develop benefits, reward, and incentive plan
N
Perform competitive analysis of benefit, rewards, and
N
incentives
Identify compensation requirements based on financial
N
benefits and HR policies
Administer compensation, rewards, and incentives to
N
employees
Develop and manage employee engagement and satisfaction
N
Determine key elements that affect workforce engagement
N
Differentiate engagement elements for different workforce
N
groups and segments
Determine workforce engagement and satisfaction
N
assessment methods
Administer assessments
N
Establish engagement and satisfaction performance
N
measures
Analyze and report engagement and satisfaction results
N
Manage and administer benefits
N
Deliver employee benefits program
N
Administer benefit enrollment
N
Process claims
N
Perform benefit reconciliation
N
Manage employee assistance and retention
N
Deliver programs to support work/ life balance for
N
employees
Develop family support systems
N
Review retention and engagement indicators
N
Review compensation plan
N
Administer payroll
Y
Redeploy and retire employees
Y
Manage promotion and demotion process
N
Manage separation
Y
Manage retirement
N
Manage leave of absence, sabbatical
N

71 of 687

PCF ID
10516

Hierarchy
ID
6.5.5

10517
17055
20515
20516
20134
10522
10523
10524
10525
10526
10527
17057
10529
10530

6.5.6
6.5.7
6.5.8
6.5.8.1
6.6
6.6.1
6.6.2
6.6.3
6.6.4
6.6.5
6.6.6
6.6.7
6.6.7.1
6.6.7.2

10531
10532

6.6.7.3
6.6.7.4

Copyright 2016 APQC

Name
Develop and implement employee reduction in force policies
and regulations
Manage deployment of personnel
Relocate employees and manage assignments
Manage former employees
Manage employee relocation process
Manage employee information
Manage reporting processes
Manage employee inquiry process
Manage and maintain employee data
Manage human resource information systems (HRIS)
Develop and manage employee metrics
Develop and manage time and attendance systems
Manage employee communication
Develop employee communication plan
Manage/Collect employee suggestions and perform
employee research
Manage employee grievances
Publish employee communications

Metrics
available?
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
N

72 of 687

PCF ID
10008
10563
20517
20518
20519

Hierarchy
ID
Name
7.0
Manage Information Technology
7.1
Manage the business of information technology (IT)
7.1.1
Develop an information plan to collect data and provide
information for data driven decision making
7.1.1.1
Define a data dictionary and the periodicity for collecting
and reporting data for each department, program, and
school
7.1.1.2
Describe the costs and benefits for collecting, reporting,
and making data-driven decisions for each department,
program, and school

20520

7.1.1.3

10570
10603
10604

7.1.2
7.1.2.1
7.1.2.2

10605
10606

7.1.2.3
7.1.2.4

10607
10608
10609
10571
10611
10612
10613
10614
10615
10573
10620
10621

7.1.2.5
7.1.2.6
7.1.2.7
7.1.3
7.1.3.1
7.1.3.2
7.1.3.3
7.1.3.4
7.1.3.5
7.1.4
7.1.4.1
7.1.4.2

10575

7.1.5

10625
10626
10627
10564
10578
11244

7.1.5.1
7.1.5.2
7.1.5.3
7.2
7.2.1
7.2.1.1

11245

7.2.1.2

11246
11247

7.2.1.3
7.2.1.4

Copyright 2016 APQC

Metrics
available?
Y
Y
N
N
N

Identify the district-, department-, and campus-level staff

responsible for knowledge management
Develop the enterprise IT strategy
Build strategic intelligence
Identify long-term IT needs of the enterprise in
collaboration with stakeholders
Define strategic standards, guidelines, and principles
Define and establish IT architecture and development
standards
Define strategic vendors for IT components
Establish IT governance organization and processes
Build strategic plan to support business objectives
Define the enterprise architecture
Establish the enterprise architecture definition
Confirm enterprise architecture maintenance approach
Maintain the relevance of the enterprise architecture
Act as clearinghouse for IT research and innovation
Govern the enterprise architecture
Perform IT research and innovation
Explore technologies to innovate IT services and solutions
Transition viable technologies for IT services and solutions
development
Evaluate and communicate IT business value and performance

Establish and monitor key performance indicators

Evaluate IT plan performance
Communicate IT value
Develop and manage IT customer relationships
Develop IT services and solutions strategy
Research IT services and solutions to address business and
user requirements
Translate business and user requirements into IT services
and solutions requirements
Formulate IT services and solutions strategic initiatives
Coordinate strategies with internal stakeholders to ensure
alignment

N
N
N
Y
Y
N

Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y

N
N
N

73 of 687

PCF ID
11248

Hierarchy
ID
7.2.1.5

20521
10579
10640
10641

7.2.1.6
7.2.2
7.2.2.1
7.2.2.2

10642
10643

7.2.2.3
7.2.2.4

10581
10647
10648
10582
10650
10651
10652

7.2.3
7.2.3.1
7.2.3.2
7.2.4
7.2.4.1
7.2.4.2
7.2.4.3

10653

7.2.4.4

Copyright 2016 APQC

Name
Evaluate and select IT services and solutions strategic
initiatives
Maximize the value of the IT Portfolio
Develop and manage IT service levels
Create and maintain the IT services and solutions catalog
Establish and maintain business and IT service level
agreements
Evaluate and report service level attainment results
Communicate business and IT service level improvement
opportunities
Manage IT customer satisfaction
Capture and analyze customer satisfaction
Assess and communicate customer satisfaction patterns
Market IT services and solutions
Develop IT services and solutions marketing strategy
Develop and manage IT customer strategy
Manage IT services and solutions advertising and
promotional campaigns
Process and track IT services and solutions orders

Metrics
available?
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N

74 of 687

PCF ID
17058
10728
10738
10771
10772
10773
10739
10774
10740
10778
10779
10780
10781
10741
10782
10783
10784
10785
10786
10787
10788
10729
20522
20523
20524
20525
20526
10743
10794
10795
10796
10797
10798
10744
10799
10800
10801
10802
10803
10745
10804
10805
10806
10807
10808

Hierarchy
Metrics
ID
Name
available?
8.0
Manage Financial Resources
Y
8.1
Perform planning and management accounting
Y
8.1.1
Perform planning/budgeting/forecasting
Y
8.1.1.1
Develop and maintain budget policies and procedures
N
8.1.1.2
Prepare periodic budgets and plans
N
8.1.1.3
Prepare periodic forecasts
N
8.1.2
Perform cost accounting and control
Y
8.1.2.1
Perform inventory accounting
N
8.1.3
Perform cost management
N
8.1.3.1
Determine key cost drivers
N
8.1.3.2
Measure cost drivers
N
8.1.3.3
Determine critical activities
N
8.1.3.4
Manage asset resource deployment and utilization
N
8.1.4
Evaluate and manage financial performance
Y
8.1.4.1
Evaluate program and services effectiveness
N
8.1.4.2
Evaluate new programs and services
N
8.1.4.3
Perform life cycle costing
N
8.1.4.4
Optimize match of programs and services to student needs
N
8.1.4.5
Track performance of new program and services strategies
N
8.1.4.6
Prepare activity-based performance measures
N
8.1.4.7
Manage continuous cost improvement
N
8.2
Perform revenue accounting
Y
8.2.1
Process taxpayer accounts
N
8.2.1.1
Establish collection policies
N
8.2.1.2
Assess and bill new properties
N
8.2.1.3
Review existing properties
N
8.2.1.4
Produce assessment/collection reports
N
8.2.2
Generate tax statements
Y
8.2.2.1
Maintain property/taxpayer master files
Y
8.2.2.2
Generate taxpayer billing data
Y
8.2.2.3
Transmit billing data to taxpayers
Y
8.2.2.4
Post receivable entries
Y
8.2.2.5
Resolve customer assessment inquiries 18
Y
8.2.3
Process accounts receivable (AR)
Y
8.2.3.1
Establish AR policies
N
8.2.3.2
Receive/Deposit payments
N
8.2.3.3
Apply cash remittances
N
8.2.3.4
Prepare AR reports
N
8.2.3.5
Post AR activity to the general ledger
N
8.2.4
Manage and process collections
Y
8.2.4.1
Establish policies for delinquent accounts
N
8.2.4.2
Analyze delinquent account balances
N
8.2.4.3
Correspond/Negotiate with delinquent accounts
N
8.2.4.4
Discuss account resolution with internal parties
N
8.2.4.5
Process adjustments/write-off balances
N

Copyright 2016 APQC

75 of 687

PCF ID
10746
10809
10810
10811
10812
10813
10814
10730
10747
10815
10816
10817
10818
10748
10819
10820
10821
10822

Hierarchy
ID
8.2.5
8.2.5.1
8.2.5.2
8.2.5.3
8.2.5.4
8.2.5.5
8.2.5.6
8.3
8.3.1
8.3.1.1
8.3.1.2
8.3.1.3
8.3.1.4
8.3.2
8.3.2.1
8.3.2.2
8.3.2.3
8.3.2.4

10823
10824
10825
10826
10827
10749
10828
10829
10830
10831

8.3.2.5
8.3.2.6
8.3.2.7
8.3.2.8
8.3.2.9
8.3.3
8.3.3.1
8.3.3.2
8.3.3.3
8.3.3.4

10832

8.3.3.5

10833
10834
10835
10836

8.3.3.6
8.3.3.7
8.3.3.8
8.3.3.9

10750
10837
10838
10839

8.3.4
8.3.4.1
8.3.4.2
8.3.4.3

10840

8.3.4.4

10841

8.3.4.5

Copyright 2016 APQC

Metrics
Name
available?
Manage and process adjustments/ deductions
Y
Establish policies/procedures for adjustments
N
Analyze adjustments
N
Correspond/Negotiate with taxpayer
N
Discuss resolution with internal parties
N
Prepare assessment adjustments
N
Process related entries
N
Perform general accounting and reporting
Y
Manage policies and procedures
Y
Negotiate service level agreements
N
Establish accounting policies
N
Set up and enforce approval limits
N
Establish common financial systems
N
Perform general accounting
Y
Maintain chart of accounts
N
Process journal entries
N
Process allocations
N
Process period-end adjustments (e.g., accruals and
N
currency conversions, etc.)
Post and reconcile interagency transactions
N
Reconcile general ledger accounts
N
Perform consolidations and process eliminations
N
Prepare trial balance
N
Prepare and post management adjustments
N
Perform fixed asset accounting (facilities)
Y
Establish fixed asset policies and procedures
N
Maintain fixed asset master data files
N
Process and record fixed asset additions and retires
N
Process and record fixed asset adjustments, enhancements,
N
revaluations, and transfers
Process and record fixed asset maintenance and repair
N
expenses
Calculate and record depreciation expense
N
Reconcile fixed asset ledger
N
Track fixed assets including physical inventory
N
Provide fixed asset data to support tax, statutory, and
N
regulatory reporting
Perform financial reporting
Y
Prepare departmental financial statements
N
Prepare consolidated financial statements
N
Perform departmental reporting/ review management
N
reports
Perform consolidated reporting/ review of cost management
N
reports
Prepare statements for board
N

76 of 687

PCF ID
10842
10843
10731
10751
10844
10845
10846

Hierarchy
ID
8.3.4.6
8.3.4.7
8.4
8.4.1
8.4.1.1
8.4.1.2
8.4.1.3

10847
10752
10848
10849
10850
10851
10852

8.4.1.4
8.4.2
8.4.2.1
8.4.2.2
8.4.2.3
8.4.2.4
8.4.2.5

10732
10753
10853
10854
10855
10856
10857
10754
10858
10859
10860
10861
10862
10863
10864
10865
10755
10866
10867
10868
10733
10756
10869
10870
10871
10872
10873
10874
10875

8.5
8.5.1
8.5.1.1
8.5.1.2
8.5.1.3
8.5.1.4
8.5.1.5
8.5.2
8.5.2.1
8.5.2.2
8.5.2.3
8.5.2.4
8.5.2.5
8.5.2.6
8.5.2.7
8.5.2.8
8.5.3
8.5.3.1
8.5.3.2
8.5.3.3
8.6
8.6.1
8.6.1.1
8.6.1.2
8.6.1.3
8.6.1.4
8.6.1.5
8.6.1.6
8.6.1.7

Copyright 2016 APQC

Name
Produce quarterly/annual filings and public reports
Produce regulatory reports
Manage fixed assets budgets
Perform capital planning and project approval
Develop capital investment policies and procedures
Develop and approve capital expenditure plans and
budgets
Review and approve capital projects and fixed asset
acquisitions
Perform justification for bond/ project approval
Perform capital project accounting
Create project account codes
Record project-related transactions
Monitor and track capital projects and budget spending
Close/Capitalize projects
Measure variance in budgeted and actual expenditure on
completed capital projects
Process payroll
Report time
Establish policies and procedures
Collect and record employee time information
Analyze and report paid and unpaid leave
Monitor regular overtime and other hours
Analyze and report employee utilization
Manage pay
Enter employee time into payroll system
Maintain and administer employee earnings information
Maintain and administer applicable deductions
Monitor changes in tax status of employees
Process and distribute payments
Process and distribute manual checks
Process end-of-period adjustments
Respond to employee payroll inquiries
Process payroll taxes
Calculate and pay applicable payroll taxes
Produce and distribute employee annual tax statements
File regulatory payroll tax forms
Process accounts payable and expense reimbursements
Process accounts payable (AP)
Verify AP pay file with purchase order vendor master file
Maintain/Manage electronic commerce
Audit invoices and key data into AP system
Approve payments
Process financial accruals and reversals
Process taxes
Research/Resolve exceptions

Metrics
available?
N
N
Y
Y
N
N
N
N
Y
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
Y
Y
N
N
N
N
N
N
N

77 of 687

PCF ID
10876
10877
10878
10879
10757
10880

Hierarchy
ID
8.6.1.8
8.6.1.9
8.6.1.9.1
8.6.1.9.2
8.6.2
8.6.2.1

10881
10882
10883
10884
10734
10758
10885
10886
10887
10888
10889
10890
10891
10892
10759
10893
10894
10895
10896
10897
10898

8.6.2.2
8.6.2.3
8.6.2.4
8.6.2.5
8.7
8.7.1
8.7.1.1
8.7.1.2
8.7.1.3
8.7.1.4
8.7.1.5
8.7.1.6
8.7.1.7
8.7.1.8
8.7.2
8.7.2.1
8.7.2.2
8.7.2.3
8.7.2.4
8.7.2.5
8.7.2.6

10899
10900
10761
10908
10909
10910
10911
10913
14210
11208
11209
11211
11215
10735
10762
10914

8.7.2.7
8.7.2.8
8.7.3
8.7.3.1
8.7.3.2
8.7.3.3
8.7.3.4
8.7.3.5
8.7.3.6
8.7.4
8.7.4.1
8.7.4.2
8.7.4.3
8.8
8.8.1
8.8.1.1

Copyright 2016 APQC

Name
Process payments
Respond to AP inquiries
Retain records
Adjust accounting records
Process expense reimbursements
Establish and communicate expense reimbursement
policies and approval limits
Capture and report relevant tax data
Approve reimbursements and advances
Process reimbursements and advances
Manage personal accounts
Manage treasury operations
Manage treasury policies and procedures
Establish scope and governance of treasury operations
Establish and publish treasury policies
Develop treasury procedures
Monitor treasury procedures
Audit treasury procedures
Revise treasury procedures
Develop and confirm internal controls for treasury
Define system security requirements
Manage cash
Manage and reconcile cash positions
Manage cash equivalents
Process and oversee electronic fund transfers (EFTs)
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
Manage debt and investment
Manage financial intermediary relationships
Manage liquidity
Manage issuer exposure
Process and oversee debt and investment transactions
Produce debt and investment accounting transaction
reports
Process and oversee interest rate transactions
Monitor and execute risk
Manage interest-rate risk
Manage exposure risk
Monitor credit
Manage internal controls
Establish internal controls, policies, and procedures
Establish board audit committee

Metrics
available?
Y
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
Y
Y
N

78 of 687

PCF ID
10915
10916
11250
11251
10763

Hierarchy
ID
8.8.1.2
8.8.1.3
8.8.1.4
8.8.1.5
8.8.2

10917
10918
10919
10920
10921
10922

8.8.2.1
8.8.2.2
8.8.2.3
8.8.2.4
8.8.2.5
8.8.2.6

10764
10923
10924

8.8.3
8.8.3.1
8.8.3.2

10925
10926
20527
20528
20529

8.8.3.3
8.8.3.4
8.9
8.9.1
8.9.2

20530
20531
20532
20533
20534

8.9.3
8.9.4
8.9.5
8.9.6
8.9.7

Copyright 2016 APQC

Metrics
Name
available?
Define and communicate code of ethics
N
Assign roles and responsibility for internal controls
N
Define business process objectives and risks
N
Define entity/unit risk tolerances
N
Operate controls and monitor compliance with internal controls
Y
policies and procedures
Design and implement control activities
N
Monitor control effectiveness
N
Remediate control deficiencies
N
Create compliance function
N
Operate compliance function
N
Implement and maintain controls-related enabling
N
technologies and tools
Report on internal controls compliance
Y
Report to external auditors
N
Report to regulators, share-/debt-holders, securities
N
exchanges, etc.
Report to third parties (e.g., board)
N
Report to internal management
N
Manage grants
N
Develop grant application and management procedures
N
Collaborate across educational and operation functions to
N
determine funding needs
Identify qualified grants
N
Submit grant proposal
N
Establish grant budget
N
Monitor grant requirements
N
Evaluate grant effectiveness
N

79 of 687

PCF ID
19207
10937
10941
10955
10956
10957
10960
10942
10943
10958
10959
20535
10962
10944
10963
10964
10938
20536
20537
20538
16472
16473
16474
10949
10965
10966
10939
10950
10967
10968
10951
10952
19258
10953
10954
20539
20540
20541
20542
19245
19246
20543
19252

Hierarchy
Metrics
ID
Name
available?
9.0
Acquire, Construct, and Manage Facilities
N
9.1
Design and construct/acquire capital assets
N
9.1.1
Develop capital improvement plan and long-term vision
N
9.1.1.1
Confirm alignment of property requirements with district
N
strategy
9.1.1.2
Assess the external environment
N
9.1.1.3
Make build-or-buy decision
N
9.1.1.4
Select property
N
9.1.2
Develop, construct, and modify sites
N
9.1.3
Plan facility
N
9.1.3.1
Design facility
N
9.1.3.2
Analyze budget
N
9.1.3.3
Conduct bid and contract selection for facility construction
N
9.1.3.4
Manage construction or modification to building
N
9.1.4
Provide facilities
N
9.1.4.1
Acquire facilities and furnishings
N
9.1.4.2
Change fit/form/function of facilities and furnishings
N
9.2
Plan maintenance work
Y
9.2.1
Develop a work order process
N
9.2.1.1
Collect data on work order cycle time and flow
N
9.2.1.2
Monitor performance against industry standards
N
9.2.2
Perform routine maintenance
N
9.2.3
Perform corrective maintenance
N
9.2.4
Overhaul or replace equipment
N
9.2.5
Manage facilities operations
N
9.2.5.1
Relocate people
N
9.2.5.2
Relocate materials, supplies, and furnishings
N
9.3
Obtain and install assets and equipment
N
9.3.1
Develop ongoing maintenance policies
N
9.3.1.1
Analyze assets, and predict maintenance requirements
N
9.3.1.2
Develop approach to integrate preventive maintenance into
N
production schedule
9.3.2
Obtain and install equipment
N
9.4
Dispose of facilities and assets
N
9.4.1
Develop disposition strategy
N
9.4.2
Perform sale or trade
N
9.4.3
Perform abandonment
N
9.5
Manage facility housekeeping
N
9.5.1
Identify cleaning needs, standards, and requirements
N
9.5.2
Develop process cleaning guidelines
N
9.5.3
Evaluate cleaning effectiveness
N
9.6
Maintain grounds
N
9.6.1
Plan and develop maintenance schedules
N
9.6.2
Coordinate maintenance activities
N
9.6.3
Monitor quality of service
N

Copyright 2016 APQC

80 of 687

PCF ID
16437

Hierarchy
ID
Name
10.0
Manage Enterprise Risk, Compliance, and Continuity of
Operations (Resiliency)

17060
16439
16440
16441

10.1
10.1.1
10.1.1.1
10.1.1.2

16442
16443

10.1.1.3
10.1.1.4

16444

10.1.1.5

16445
16446
16447
16448

10.1.2
10.1.2.1
10.1.2.2
10.1.2.3

16449
16450
16451
16452

10.1.2.4
10.1.2.5
10.1.2.6
10.1.3

16453

10.1.3.1

16454

10.1.3.2

17462
16456
16457

10.1.4
10.1.4.1
10.1.4.2

16458
16459
16460
16461
16462
16463
16464
16465
16466

10.1.4.3
10.1.4.4
10.1.4.5
10.1.4.6
10.1.4.7
10.1.5
10.1.5.1
10.1.5.2
10.1.5.3

16467

10.1.5.4

16468

10.1.5.5

Copyright 2016 APQC

Manage enterprise risk

Establish the enterprise risk framework and policies
Determine risk tolerance for organization
Develop and maintain enterprise risk policies and
procedures
Identify and implement enterprise risk management tools
Coordinate the sharing of risk knowledge across the
organization
Prepare and report enterprise risk to executive
management and board
Oversee and coordinate enterprise risk management activities
Identify enterprise level risks
Assess risks to determine which to mitigate
Develop risk mitigation and management strategy, and
integrate with existing performance management
processes
Verify risk mitigation plans are implemented
Monitor risks and risk mitigation action
Report on risk activities
Coordinate department/campus and functional risk
management activities
Monitor that each department, campus, and function
follows the enterprise risk management process
Monitor that each department, campus, and function
follows the enterprise risk reporting process
Manage department, campus, and function risk
Identify risks
Assess risks using enterprise risk framework policies and
procedures
Develop mitigation plans for risks
Implement mitigation plans for risks
Monitor risks
Analyze risk activities and update plans
Report on risk activities
Manage regulatory compliance
Develop the regulatory compliance strategy
Identify applicable regulatory requirements
Monitor the regulatory environment for changing or
emerging regulations
Assess current compliance position, and identify
weaknesses or shortfalls
Implement missing or stronger regulatory compliance
controls and policies 22 Permission granted to photocopy
for personal use. 2014 APQC. ALL RIGHTS RESERVED.

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

81 of 687

PCF ID
16469

Hierarchy
ID
10.1.5.6

16470
20544
20545
20546
20547
20548
20549
20550

10.1.5.7
10.2
10.2.1
10.2.1.1
10.2.1.2
10.2.1.3
10.2.1.4
10.2.1.5

11179
11180
11186
11187
11181
11188
11189
11190
11191
11182
11192

10.3
10.3.1
10.3.1.1
10.3.1.2
10.3.2
10.3.2.1
10.3.2.2
10.3.2.3
10.3.2.4
10.3.3
10.3.3.1

11183
11193
11194
11196
11195
20551
20552
20553
20554
11185
11201
11202
11203
11204
11205
11206
20555
20556
20557
20558

10.3.4
10.3.4.1
10.3.4.2
10.3.4.3
10.3.4.4
10.3.5
10.3.5.1
10.3.5.2
10.3.5.3
10.3.6
10.3.6.1
10.3.6.2
10.3.6.3
10.3.6.4
10.3.6.5
10.3.6.6
10.3.7
10.3.7.1
10.3.7.2
10.3.7.3

Copyright 2016 APQC

Name
Monitor and test, on an ongoing and scheduled basis,
regulatory compliance position and existing controls,
defining controls that should be added, removed, or
modified as required
Maintain relationships with regulators as appropriate
Manage continuity of operations
Develop and manage continuity of operations
Develop the continuity of operations strategy
Perform continuous district operations planning
Test continuous district operations
Maintain continuous district operations
Share knowledge of specific risks across other parts of the
organization
Manage environmental health and safety (EHS)
Determine environmental health and safety impacts
Evaluate environmental impact of services and operations
Conduct health and safety and environmental audits
Develop and execute functional EHS program
Identify regulatory and stakeholder requirements
Assess future risks and opportunities
Create EHS policy
Record and manage EHS events
Train and educate functional employees
Communicate EHS issues to stakeholders and provide
support
Monitor and manage functional EHS management program
Manage EHS costs and benefits
Measure and report EHS performance
Implement emergency response program
Provide employees with EHS support
Ensure compliance with regulations
Monitor compliance
Perform compliance audit
Comply with regulatory stakeholders requirements
Manage remediation efforts
Create remediation plans
Contact and confer with experts
Identify/Dedicate resources
Investigate legal aspects
Investigate damage cause
Amend or create policy
Plan and develop security program
Evaluate facility security vulnerabilities
Develop security program
Identify security equipment and funding source

Metrics
available?
N

N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

82 of 687

PCF ID
20559
20560
20561
20562
20563
20564

Hierarchy
ID
10.3.7.4
10.3.7.5
10.3.7.6
10.3.7.7
10.3.7.8
10.3.7.9

Copyright 2016 APQC

Name
Install and maintain security equipment
Monitor security equipment
Implement security policies and procedures
Test efficacy of security protocols
Monitor security compliance
Evaluate security protocols

Metrics
available?
N
N
N
N
N
N

83 of 687

PCF ID
10012
11010
11035
11036
11037
11011
11038
11039
11040
11041
11012
11042
11043
11013
11044
20565
20566
20567
20568
11045
11046
11047
11053
11054
11048
11056
11057
11058
11059
11060
11061
11049
11062
11063
11064
11065
11050
11051
11052
11014

Hierarchy
Metrics
ID
Name
available?
11.0
Manage External Relationships
N
11.1
Build investor relationships
N
11.1.1
Plan, build, and manage relations with federal, state, and local
N
funding entities
11.1.2
Plan, build, and manage financial analyst/ratings relations
N
11.1.3
Communicate with stakeholders
N
11.2
Manage government and other district relationships
N
11.2.1
Manage government relations
N
11.2.2
Manage relations with quasi-government bodies
N
11.2.3
Manage relations with associations, stakeholder, and education
N
groups
11.2.4
Manage lobby activities
N
11.3
Manage relations with Board of Trustees/ Education
N
11.3.1
Report results
N
11.3.2
Address audit findings
N
11.4
Manage legal and ethical issues
N
11.4.1
Create ethics policies
N
11.4.1.1
Identify key measures or indicators of ethical behavior
N
11.4.1.2
Monitor ethical behavior across the organization
N
11.4.1.3
Identify a confidential method to report breaches in ethical
N
behavior
11.4.1.4
Implement a confidential method to report breaches in
N
ethical behavior
11.4.2
Manage district governance policies
N
11.4.3
Develop and perform preventative law programs
N
11.4.4
Ensure compliance
N
11.4.4.1
Plan and initiate compliance program
N
11.4.4.2
Execute compliance program
N
11.4.5
Manage outside counsel
N
11.4.5.1
Assess problem and determine work requirements
N
11.4.5.2
Engage/Retain outside counsel if necessary
N
11.4.5.3
Receive strategy/budget
N
11.4.5.4
Receive work product and manage/monitor case and work
N
performed
11.4.5.5
Process pay for legal services
N
11.4.5.6
Track legal activity/performance
N
11.4.6
Protect intellectual property
N
11.4.6.1
Manage copyrights and patents
N
11.4.6.2
Maintain intellectual property rights and restrictions
N
11.4.6.3
Administer licensing terms
N
11.4.6.4
Administer options
N
11.4.7
Resolve grievances and litigations
N
11.4.8
Provide legal advice/counseling
N
11.4.9
Negotiate and document agreements/ contracts
N
11.5
Manage public relations program
N

Copyright 2016 APQC

84 of 687

PCF ID
11066
11067
20569
20570
11068
11069
11070

Hierarchy
ID
11.5.1
11.5.2
11.5.3
11.5.4
11.5.5
11.5.6
11.5.7

Copyright 2016 APQC

Name
Manage community relations
Manage media relations
Manage relations with association and education groups
Manage relations with vendors and suppliers
Promote political stability
Create news releases
Issue news releases

Metrics
available?
N
N
N
N
N
N
N

85 of 687

PCF ID
10013
16378
16379
16380
16381
16383
16384
16385
16386
16387
16388
16389
16390
16391
16392
16393
16394
16395
16396
16397
16398
16399
16400
16401
16402
16403
16404
16405
16406
16407
16408
16409
16410
16411
11117
16412
11118
11119

Hierarchy
Metrics
ID
Name
available?
12.0
Develop and Manage District Capabilities
Y
12.1
Manage educational programs, support services, and operational
N
processes
12.1.1
Establish and maintain process management governance
N
12.1.1.1
Define and manage governance approach
N
12.1.1.2
Establish and maintain process tools and templates
N
12.1.1.3
Conduct process governance activities
N
12.1.2
Define and manage process frameworks
N
12.1.2.1
Establish and maintain process framework
N
12.1.2.2
Identify cross-functional processes
N
12.1.3
Define processes
N
12.1.3.1
Scope processes
N
12.1.3.2
Analyze processes
N
12.1.3.3
Map processes
N
12.1.3.4
Publish processes
N
12.1.4
Manage process performance
N
12.1.4.1
Provide process training
N
12.1.4.2
Support process implementation
N
12.1.4.3
Measure and report process performance
N
12.1.5
Improve processes
N
12.1.5.1
Identify and select improvement opportunities
N
12.1.5.2
Manage improvement projects
N
12.1.5.3
Perform continuous improvement activities
N
12.2
Manage district projects and programs
N
12.2.1
Manage educational, support services, and operational
N
program strategy
12.2.1.1
Establish educational, support services, and operational
N
program strategy
12.2.1.2
Define educational, support services, and operational
N
program governance
12.2.1.3
Monitor and control educational, support services, and
N
operational programs
12.2.2
Manage educational, support services, and operational
N
programs
12.2.2.1
Establish program structure and approach
N
12.2.2.2
Manage program stakeholders and partners
N
12.2.2.3
Manage program implementation
N
12.2.2.4
Review and report program performance
N
12.2.3
Manage projects
N
12.2.3.1
Establish project scope
N
12.2.3.1.1
Identify project requirements and objectives
N
12.2.3.1.2
Identify project resource requirements
N
12.2.3.1.3
Assess culture and readiness for project management
N
approach
12.2.3.1.4
Identify appropriate project management methodologies
N

Copyright 2016 APQC

86 of 687

PCF ID
11120
11121
16413
11123
11124
11125
11127
11128
11129
16414
11131

Hierarchy
ID
12.2.3.1.5
12.2.3.1.6
12.2.3.2
12.2.3.2.1
12.2.3.2.2
12.2.3.2.3
12.2.3.2.4
12.2.3.2.5
12.2.3.2.6
12.2.3.3
12.2.3.3.1

16415
16416
11132
11133

12.2.3.3.2
12.2.3.3.3
12.2.3.3.4
12.2.3.3.5

16417
16418
20571
20572
20573
20574
20575
20576
20577
20578
20579
20580
20581
20582
20583
20584
20585
11074
11134
11138
11139
11140
11141
11142
11143
11144
11145
11146

12.2.3.4
12.2.3.5
12.3
12.3.1
12.3.1.1
12.3.1.2
12.3.1.3
12.3.2
12.3.2.1
12.3.2.2
12.3.2.3
12.3.3
12.3.3.1
12.3.3.2
12.3.3.3
12.3.3.4
12.3.3.5
12.4
12.4.1
12.4.1.1
12.4.1.2
12.4.1.3
12.4.1.4
12.4.1.5
12.4.1.6
12.4.1.7
12.4.1.8
12.4.1.9

Copyright 2016 APQC

Name
Create project rationale and obtain funding
Develop project measures and indicators
Develop project plans
Define roles and resources
Identify specific IT requirements
Create training and communication plans
Design recognition and reward approaches
Design and plan launch of project
Deploy the project
Implement projects
Evaluate impact of project management (strategy and
projects) on measures and outcomes
Report the status of project
Manage project scope
Promote and sustain activity and involvement
Realign and refresh project management strategy and
approaches
Review and report project performance
Close projects
Manage district quality and organizational performance
Develop quality strategy and plans
Define and maintain quality processes and standards
Establish quality measurements and targets
Establish and maintain quality tools and templates
Plan and manage quality work force
Develop and maintain quality assessment training
Develop and maintain quality-process tools training
Develop and maintain quality recognition programs
Perform quality assessments
Assess process compliance
Assess standards compliance
Perform risk assessment
Perform organizational effectiveness assessment
Measure and report quality performance
Manage change
Plan for change
Select process improvement methodology
Assess readiness for change
Determine stakeholders
Engage/Identify champion
Form design team
Define scope
Understand current state
Define future state
Conduct organizational risk analysis

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

87 of 687

PCF ID
11147
11148
11149
11150
11151
11135
11152
11153
11154
11155
11156
11157
11158
11159
11136
11160
11161

Hierarchy
ID
12.4.1.9.1
12.4.1.9.2
12.4.1.9.3
12.4.1.9.4
12.4.1.9.5
12.4.2
12.4.2.1
12.4.2.2
12.4.2.3
12.4.2.4
12.4.2.5
12.4.2.6
12.4.2.7
12.4.2.8
12.4.3
12.4.3.1
12.4.3.2

11162

12.4.3.3

11163
11137
11164
11165
11166
11073

12.4.3.4
12.4.4
12.4.4.1
12.4.4.2
12.4.4.3
12.5

11095
11100
11101
11102

12.5.1
12.5.1.1
12.5.1.2
12.5.1.3

11103
11104
11105
11106
11107
11108
11109
11096
11110
11111
11112
11113
11114

12.5.1.4
12.5.1.5
12.5.1.6
12.5.1.7
12.5.1.8
12.5.1.9
12.5.1.9.1
12.5.2
12.5.2.1
12.5.2.2
12.5.2.3
12.5.2.4
12.5.2.5

Copyright 2016 APQC

Name
Assess cultural issues
Establish accountability for change management
Identify barriers to change
Determine change enablers
Identify resources and develop measures
Design the change
Assess connection to other initiatives
Develop change management plans
Develop training plan
Develop communication plan
Develop rewards/incentives plan
Establish change adoption metrics
Establish/Clarify new roles
Identify budget/roles
Implement the change
Create commitment for improvement/change
Reengineer educational support and operational processes
and systems
Support transition to new roles or exit strategies for
incumbents
Monitor change
Sustain improvement
Monitor improved process performance
Capture and reuse lessons learned from change process
Take corrective action as necessary
Develop and manage enterprise-wide knowledge management
(KM) capability
Develop KM strategy
Develop governance model
Establish a central KM core group
Define roles and accountability of the core group versus
departments/campuses
Develop funding models
Identify links to key initiatives
Develop core KM methodologies
Assess IT needs and engage IT function
Develop training and communication plans
Develop change management approaches
Develop strategic measures and indicator
Assess KM capabilities
Assess maturity of existing KM initiatives
Evaluate existing KM approaches
Identify gaps and needs
Enhance/Modify existing KM approaches
Develop new KM approaches

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

88 of 687

PCF ID
11115
20586
20587
20588
20589
16436
11071
11075
11076
11077
11078
11079
11072
11083
11084
11085

Hierarchy
ID
12.5.2.6
12.5.3
12.5.3.1
12.5.3.2
12.5.3.3
12.6
12.6.1
12.6.1.1
12.6.1.2
12.6.1.3
12.6.1.4
12.6.1.5
12.6.2
12.6.2.1
12.6.2.2
12.6.2.3

11087

12.6.2.4

Copyright 2016 APQC

Name
Implement new KM approaches
Identify and plan KM projects
Identify strategic opportunities to apply KM approach(es)
Design process for knowledge sharing, capture, and use
Assess alignment with district goals
Measure and benchmark
Create and manage organizational performance
Create enterprise measurement systems model
Measure process productivity
Measure cost effectiveness
Measure staff efficiency
Measure cycle time
Benchmark performance
Conduct performance assessments
Develop benchmarking capabilities
Conduct internal process and external competitive
benchmarking
Conduct gap analysis to understand need for change and
degree needed

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

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Process
Element Hierarchy
ID
ID
Process element
10001
Root
10002 1.0
Develop District Vision and Strategy

17040

1.1

Define the district context and long-term vision

10017

1.1.1

Assess the external environment

10021

1.1.1.1

Analyze and evaluate competition (surrounding districts,

private and charter schools, virtual schools, etc..)

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Process
Element Hierarchy
ID
ID
Process element
10022 1.1.1.2
Identify economic trends (tax base, revenue, state/federal
funding and grants)

10023

1.1.1.3

Identify political and regulatory issues

10024

1.1.1.4

Assess new technology innovations (instructional,

administrative, and operational)

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Process
Element Hierarchy
ID
ID
Process element
10025 1.1.1.5
Analyze demographics

10026

1.1.1.6

Identify social and cultural changes

10027

1.1.1.7

Identify ecological concerns

16790

1.1.1.8

Identify intellectual property concerns

16791

1.1.1.9

Evaluate IP acquisition options

10018

1.1.2

Survey stakeholders and determine customer needs and

requirements

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Process
Element Hierarchy
ID
ID
Process element
10028 1.1.2.1
Conduct qualitative/quantitative assessments

19946

1.1.2.2

Capture student and stakeholder needs

19947

1.1.2.3

Assess student and stakeholder needs

10019

1.1.3

Conduct internal analysis of educational programs, support,

and operation services

10030

1.1.3.1

Analyze organizational characteristics

19948

1.1.3.2

Analyze internal operations

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Process
Element Hierarchy
ID
ID
Process element
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 (district) core competencies

10020

1.1.4

Establish strategic vision

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
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

10015

1.2

Develop district strategy

10037

1.2.1

Develop overall mission statement

Copyright 2016 APQC

95 of 687

Process
Element Hierarchy
ID
ID
Process element
10044 1.2.1.1
Define current business

10045

1.2.1.2

Formulate mission

10046

1.2.1.3

Communicate mission

10038

1.2.2

Define and evaluate strategic options to achieve the

objectives

10047

1.2.2.1

Define strategic options

Copyright 2016 APQC

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

13289

1.2.2.2.1

Identify implications for key operating model business

elements that require change

13290

1.2.2.2.2

Identify implications for key technology aspects

14189

1.2.2.3

Develop sustainability strategy

19951

1.2.2.4

Develop shared services strategy

14197

1.2.2.5

Develop lean/continuous improvement strategy

10039

1.2.3

Select long-term district strategy

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
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 district organizational

structure

10055

1.2.5.3

Assess organizational implication of staffing

10042

1.2.6

Develop and set district goals

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
19953 1.2.6.1
Identify organizational goals

19954

1.2.6.2

Establish baseline metrics

10043

1.2.7

Formulate department and campus strategies

19956

1.2.7.1

Analyze department and campus strategies to district

10016

1.3

Execute and measure strategic initiatives

10057

1.3.1

Develop strategic initiatives

10058

1.3.2

Evaluate strategic initiatives

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10059 1.3.3
Select strategic initiatives

10060

1.3.4

Establish high-level performance measures

19983

1.3.4.1

Develop district scorecards to monitor and report

performance

19984

1.3.4.2

Align department and campus performance measures to

district level measures

10216

4.2

Procure materials and services

10277

4.2.1

Develop sourcing strategies

10281

4.2.1.1

Develop procurement plan

Copyright 2016 APQC

100 of 687

Process
Element Hierarchy
ID
ID
Process element
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 districts purchasing history

10286

4.2.1.6

Seek opportunities to improve efficiency and value

10287

4.2.1.7

Collaborate with suppliers to identify sourcing opportunities

10278

4.2.2

Select suppliers and develop/maintain contracts

10289

4.2.2.2

Certify and validate suppliers (receive and accept bids;

create a bids list)

10291

4.2.2.4

Manage contracts

10279

4.2.3

Order materials and services

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Process
Element Hierarchy
ID
ID
Process element
10292 4.2.3.1
Process/Review requisitions

10293

4.2.3.2

Approve requisitions

10294

4.2.3.3

Monitor vendor quotes

10295

4.2.3.4

Create/Distribute purchase orders

10296

4.2.3.5

Expedite orders and satisfy inquiries

10297

4.2.3.6

Record receipt of goods

10298

4.2.3.7

Research/Resolve exceptions

10280

4.2.4

Manage suppliers

10299

4.2.4.1

Monitor/Manage supplier information

10300

4.2.4.2

Prepare/Analyze spending and vendor performance

10301

4.2.4.3

Support inventory processes

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Process
Element Hierarchy
ID
ID
Process element
10302 4.2.4.4
Monitor quality of product delivered

10219

4.3

Manage logistics and warehousing

10343

4.3.1.1

Translate district requirements into logistics requirements

10344

4.3.1.2

Design logistics network

10345

4.3.1.3

Communicate outsourcing needs

10346

4.3.1.4

Develop and maintain delivery service policy

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Process
Element Hierarchy
ID
ID
Process element
10347 4.3.1.5
Optimize distribution to schools schedules and costs

10348

4.3.1.6

Define key performance measures

10339

4.3.2

Plan and manage inbound material flow

10349

4.3.2.1

Plan receipt of deliveries

10350

4.3.2.2

Manage receivables flow

10351

4.3.2.3

Monitor receivables delivery performance

10352

4.3.2.4

Manage flow of returned products

10340

4.3.3

Operate warehousing

10353

4.3.3.1

Track inventory deployment

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Process
Element Hierarchy
ID
ID
Process element
10354 4.3.3.2
Receive, inspect, and store receivables

10355

4.3.3.3

Track inventory availability

10356

4.3.3.4

Pick, pack, and ship materials delivery

10357

4.3.3.5

Track inventory accuracy

10358

4.3.3.6

Track third-party logistics storage and shipping performance

10341

4.3.4

Operate delivery of materials

10360

4.3.4.1

Plan, transport, and deliver materials to schools

10361

4.3.4.2

Track delivery performance

Copyright 2016 APQC

105 of 687

Process
Element Hierarchy
ID
ID
10362 4.3.4.3
Manage delivery fleet

Process element

10363

4.3.4.4

Process and audit work orders, requisitions, and documents

10342

4.3.5

Manage returns; manage reverse logistics

10364

4.3.5.1

Authorize and process returns

10365

4.3.5.2

Perform reverse logistics

10366

4.3.5.3

Perform salvage activities

10367

4.3.5.4

Manage and process warranty claims

Copyright 2016 APQC

106 of 687

Process
Element Hierarchy
ID
ID
Process element
14195 4.3.5.5
Manage repair/refurbishment and return to
customer/inventory

10006

5.0

Manage Student and Stakeholder Relationship and

Engagement

10378

5.1

Develop student and stakeholder listening strategies

20086

5.1.1.2

Determine student and stakeholder support requirements

10381

5.1.2.1

Identify students and stakeholder segmentation

10385

5.1.2.3

Analyze feedback of customer needs and requirements

10382

5.1.3

Define customer service policies and procedures

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Process
Element Hierarchy
ID
ID
Process element
10383 5.1.3.1
Identify district customer service standards

10388

5.2.2

Manage stakeholder requests/inquiries

10394

5.2.2.1

Receive customer information/ open records

requests/inquiries

13482

5.2.2.2

Route customer information/open records requests/inquiries

10396

5.2.2.3

Respond to customer information/ open records

requests/inquiries

10389

5.2.3

Manage student and stakeholder complaints

10397

5.2.3.1

Receive student and stakeholder complaints

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Process
Element Hierarchy
ID
ID
Process element
10398 5.2.3.2
Route student and stakeholder complaints

10399

5.2.3.3

Resolve student and stakeholder complaints

10400

5.2.3.4

Respond to student and stakeholder complaints

10380

5.3

Measure and evaluate student and stakeholder service

strategies

10401

5.3.1

Measure customer satisfaction

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109 of 687

Process
Element Hierarchy
ID
ID
Process element
11687 5.3.1.1
Gather and solicit students and stakeholder feedback on
educational and support services
11688

5.3.1.2

Analyze educational and support services satisfaction data

and identify improvement and innovation opportunities

18126

5.3.1.3

Report student and stakeholder feedback on educational and

support services

10402

5.3.2

Measure stakeholder satisfaction with complaint handling

and resolution

11236

5.3.2.1

Solicit stakeholder feedback on complaint handling and

resolution

11237

5.3.2.2

Analyze stakeholder complaint data and identify

improvement opportunities

Copyright 2016 APQC

110 of 687

Process
Element Hierarchy
ID
ID
Process element
20010 5.4.4
Design and develop publications

10167

5.4.4.1

Define publications objectives and strategy

10160

5.4.4.2

Define target audiences

10171

5.4.4.3

Identify publication performance measures

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111 of 687

Process
Element Hierarchy
ID
ID
10159 5.4.4.4
Develop publications

Process element

10170

5.4.4.5

Evaluate publication performance measures

10007

6.0

Develop and Manage Human Capital

17043

6.1

Develop and manage human resources (HR) planning,

policies, and strategies

17044

6.1.1

Develop human resources strategy

10418

6.1.1.1

Identify strategic HR needs

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112 of 687

Process
Element Hierarchy
ID
ID
Process element
10419 6.1.1.2
Define HR and business function roles and accountability

10420

6.1.1.3

Determine HR costs

10421

6.1.1.4

Establish HR measures

10422

6.1.1.5

Communicate HR strategies

10432

6.1.1.6

Develop strategy for HR systems/ technologies/tools

17045

6.1.2

Develop and implement human resources plans

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113 of 687

Process
Element Hierarchy
ID
ID
Process element
10423 6.1.2.1
Gather skill requirements according to district strategy and
educational and operational needs

10424

6.1.2.2

Plan employee resourcing requirements per department and

campus

10425

6.1.2.3

Develop compensation plan

10426

6.1.2.4

Develop succession plan

10427

6.1.2.5

Develop employee diversity plan

10428

6.1.2.6

Develop other HR programs

10429

6.1.2.7

Develop HR policies

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114 of 687

Process
Element Hierarchy
ID
ID
Process element
10430 6.1.2.8
Administer HR policies
10431

6.1.2.9

Plan employee benefits

10433

6.1.2.10

Develop work force strategy models

10417

6.1.3

Monitor and update plans

10434

6.1.3.1

Monitor HR performance measures

10435

6.1.3.2

Analyze contribution to district goals and objectives

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Process
Element Hierarchy
ID
ID
Process element
10436 6.1.3.3
Communicate plans and provide updates to board of
education/ trustees

10438

6.1.3.5

Review and revise HR plans

10410

6.2

Recruit/Source and Screen/Select employees

10439

6.2.1

Create and develop employee requisitions/ vacancy posting

10445

6.2.1.1

Align staffing plan to work force plan and district strategies/

resource needs

10446

6.2.1.2

Develop and open job requisition

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116 of 687

Process
Element Hierarchy
ID
ID
Process element
10447 6.2.1.3
Develop job description

10448

6.2.1.4

Post requisition

10449

6.2.1.5

Manage internal/external job posting Web sites

10450

6.2.1.6

Change/Update requisition

10451

6.2.1.7

Notify hiring manager

10452

6.2.1.8

Manage requisition date

10440

6.2.2

Recruit/Source candidates

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117 of 687

Process
Element Hierarchy
ID
ID
Process element
10453 6.2.2.1
Determine recruitment methods

10454

6.2.2.2

Perform recruiting activities/ events

20123

6.2.3

Screen/Select candidates

10456

6.2.3.1

Identify and deploy candidate selection tools

10457

6.2.3.2

Interview candidates

10458

6.2.3.3

Test candidates

10459

6.2.3.4

Select and reject candidates

10444

6.2.4

Manage pre-placement verification

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Process
Element Hierarchy
ID
ID
Process element
10460 6.2.4.1
Complete candidate background information

10443

6.2.5

Manage new hire/rehire

10463

6.2.5.1

Draw up and make offer

10464

6.2.5.2

Negotiate offer

10465

6.2.5.3

Hire candidate

10466

6.2.6.1

Create applicant record

10467

6.2.6.2

Manage/Track applicant data

10468

6.2.6.3

Archive and retain records of non-hires

10411

6.3

Develop and counsel employees

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Process
Element Hierarchy
ID
ID
Process element
10469 6.3.1
Manage employee orientation and assignment

10474

6.3.1.1

Create/Maintain employee on-boarding program

11243

6.3.1.4

Evaluate the effectiveness of employee on-boarding program

10470

6.3.2

Manage employee performance

10479

6.3.2.1

Define performance objectives

10480

6.3.2.2

Review, appraise, and manage employee performance

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Process
Element Hierarchy
ID
ID
Process element
10481 6.3.2.3
Evaluate and review performance program

17052

6.3.3

Manage employee relations

10483

6.3.3.2

Manage labor relations

10484

6.3.3.3

Manage collective bargaining process

10485

6.3.3.4

Manage labor management partnerships

10472

6.3.4

Manage employee development

10487

6.3.4.1

Define employee development guidelines

10488

6.3.4.2

Develop employee career plans

17051

6.3.4.3

Manage employee skill and competency development

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Process
Element Hierarchy
ID
ID
Process element
10473 6.3.5
Develop and train employees

10490
10491

6.3.5.1
6.3.5.2

Align employee, school, and district development needs

Align learning programs with competencies

10492

6.3.5.3

Establish training needs by analysis of required and available

skills

10493

6.3.5.4

Develop, conduct, and manage employee and/or management

training programs

12135

6.3.5.5

Evaluate training effectiveness and efficiency

10412

6.4

Reward, retain, and engage employees

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122 of 687

Process
Element Hierarchy
ID
ID
Process element
10494 6.4.1
Develop and manage reward, recognition, and incentive
programs

10498

6.4.1.1

Develop salary/compensation structure and plan

10499

6.4.1.2

Develop benefits, reward, and incentive plan

10500

6.4.1.3

Perform competitive analysis of benefit, rewards, and

incentives

10501

6.4.1.4

Identify compensation requirements based on financial

benefits and HR policies

10502

6.4.1.5

Administer compensation, rewards, and incentives to

employees

10495

6.4.3

Manage and administer benefits

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123 of 687

Process
Element Hierarchy
ID
ID
Process element
10504 6.4.3.1
Deliver employee benefits program

10505

6.4.3.2

Administer benefit enrollment

10506

6.4.3.3

Process claims

10507

6.4.3.4

Perform benefit reconciliation

20131

6.4.4

Manage employee assistance and retention

10508

6.4.4.1

Deliver programs to support work/ life balance for employees

10509

6.4.4.2

Develop family support systems

10510

6.4.4.3

Review retention and engagement indicators

10511

6.4.4.4

Review compensation plan

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124 of 687

Process
Element Hierarchy
ID
ID
10497 6.4.5
Administer payroll

Process element

10413

6.5

Redeploy and retire employees

10512

6.5.1

Manage promotion and demotion process

10513

6.5.2

Manage separation

10514

6.5.3

Manage retirement

10515

6.5.4

Manage leave of absence, sabbatical

10516

6.5.5

Develop and implement employee reduction in force policies

and regulations

10517

6.5.6

Manage deployment of personnel

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125 of 687

Process
Element Hierarchy
ID
ID
Process element
17055 6.5.7
Relocate employees and manage assignments

20134

6.6

Manage employee information

10522

6.6.1

Manage reporting processes

10523

6.6.2

Manage employee inquiry process

10524

6.6.3

Manage and maintain employee data

10525

6.6.4

Manage human resource information systems (HRIS)

10526

6.6.5

Develop and manage employee metrics

10527

6.6.6

Develop and manage time and attendance systems

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Process
Element Hierarchy
ID
ID
Process element
17057 6.6.7
Manage employee communication

10529

6.6.7.1

Develop employee communication plan

10530

6.6.7.2

Manage/Collect employee suggestions and perform employee

research

10531

6.6.7.3

Manage employee grievances

10532

6.6.7.4

Publish employee communications

10008

7.0

Manage Information Technology

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Process
Element Hierarchy
ID
ID
Process element
10563 7.1
Manage the business of information technology (IT)

10570

7.1.2

Develop the enterprise IT strategy

10603

7.1.2.1

Build strategic intelligence

10604

7.1.2.2

Identify long-term IT needs of the enterprise in collaboration

with stakeholders

10605

7.1.2.3

Define strategic standards, guidelines, and principles

10606

7.1.2.4

Define and establish IT architecture and development

standards

10607

7.1.2.5

Define strategic vendors for IT components

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Process
Element Hierarchy
ID
ID
Process element
10608 7.1.2.6
Establish IT governance organization and processes

10609

7.1.2.7

Build strategic plan to support business objectives

10571

7.1.3

Define the enterprise architecture

10611

7.1.3.1

Establish the enterprise architecture definition

10612
10613

7.1.3.2
7.1.3.3

Confirm enterprise architecture maintenance approach

Maintain the relevance of the enterprise architecture

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Process
Element Hierarchy
ID
ID
Process element
10614 7.1.3.4
Act as clearinghouse for IT research and innovation

10615

7.1.3.5

Govern the enterprise architecture

10573

7.1.4

Perform IT research and innovation

10620

7.1.4.1

Explore technologies to innovate IT services and solutions

10621

7.1.4.2

Transition viable technologies for IT services and solutions

development

10575

7.1.5

Evaluate and communicate IT business value and

performance

10625

7.1.5.1

Establish and monitor key performance indicators

10626

7.1.5.2

Evaluate IT plan performance

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Process
Element Hierarchy
ID
ID
Process element
10627 7.1.5.3
Communicate IT value

10564

7.2

Develop and manage IT customer relationships

10578

7.2.1

Develop IT services and solutions strategy

11244

7.2.1.1

Research IT services and solutions to address business and

user requirements

11245

7.2.1.2

Translate business and user requirements into IT services and

solutions requirements

11246

7.2.1.3

Formulate IT services and solutions strategic initiatives

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Process
Element Hierarchy
ID
ID
Process element
11247 7.2.1.4
Coordinate strategies with internal stakeholders to ensure
alignment

11248

7.2.1.5

Evaluate and select IT services and solutions strategic

initiatives

10579

7.2.2

Develop and manage IT service levels

10640

7.2.2.1

Create and maintain the IT services and solutions catalog

10641

7.2.2.2

Establish and maintain business and IT service level

agreements

10642

7.2.2.3

Evaluate and report service level attainment results

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Process
Element Hierarchy
ID
ID
Process element
10643 7.2.2.4
Communicate business and IT service level improvement
opportunities

10581

7.2.3

Manage IT customer satisfaction

10647

7.2.3.1

Capture and analyze customer satisfaction

10648

7.2.3.2

Assess and communicate customer satisfaction patterns

10582

7.2.4

Market IT services and solutions

10650

7.2.4.1

Develop IT services and solutions marketing strategy

10651

7.2.4.2

Develop and manage IT customer strategy

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Process
Element Hierarchy
ID
ID
Process element
10652 7.2.4.3
Manage IT services and solutions advertising and promotional
campaigns

10653

7.2.4.4

Process and track IT services and solutions orders

17058

8.0

Manage Financial Resources

10728

8.1

Perform planning and management accounting

10738

8.1.1

Perform planning/budgeting/forecasting

10771

8.1.1.1

Develop and maintain budget policies and procedures

10772

8.1.1.2

Prepare periodic budgets and plans

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Process
Element Hierarchy
ID
ID
Process element
10773 8.1.1.3
Prepare periodic forecasts

10739

8.1.2

Perform cost accounting and control

10774

8.1.2.1

Perform inventory accounting

10740

8.1.3

Perform cost management

10778
10779
10780

8.1.3.1
8.1.3.2
8.1.3.3

Determine key cost drivers

Measure cost drivers
Determine critical activities

10781

8.1.3.4

Manage asset resource deployment and utilization

10741

8.1.4

Evaluate and manage financial performance

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Process
Element Hierarchy
ID
ID
Process element
10782 8.1.4.1
Evaluate program and services effectiveness

10783

8.1.4.2

Evaluate new programs and services

10784

8.1.4.3

Perform life cycle costing

10785

8.1.4.4

Optimize match of programs and services to student needs

10786

8.1.4.5

Track performance of new program and services strategies

10787

8.1.4.6

Prepare activity-based performance measures

10788

8.1.4.7

Manage continuous cost improvement

10729

8.2

Perform revenue accounting

10743

8.2.2

Generate tax statements

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Process
Element Hierarchy
ID
ID
Process element
10794 8.2.2.1
Maintain property/taxpayer master files

10795

8.2.2.2

Generate taxpayer billing data

10796

8.2.2.3

Transmit billing data to taxpayers

10797
10798
10744

8.2.2.4
8.2.2.5
8.2.3

Post receivable entries

Resolve customer assessment inquiries 18
Process accounts receivable (AR)

10799

8.2.3.1

Establish AR policies

10800

8.2.3.2

Receive/Deposit payments

10801

8.2.3.3

Apply cash remittances

10802

8.2.3.4

Prepare AR reports

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Process
Element Hierarchy
ID
ID
Process element
10803 8.2.3.5
Post AR activity to the general ledger

10745

8.2.4

Manage and process collections

10804

8.2.4.1

Establish policies for delinquent accounts

10805

8.2.4.2

Analyze delinquent account balances

10806

8.2.4.3

Correspond/Negotiate with delinquent accounts

10807

8.2.4.4

Discuss account resolution with internal parties

10808

8.2.4.5

Process adjustments/write-off balances

10746

8.2.5

Manage and process adjustments/ deductions

10809

8.2.5.1

Establish policies/procedures for adjustments

10810

8.2.5.2

Analyze adjustments

10811

8.2.5.3

Correspond/Negotiate with taxpayer

10812

8.2.5.4

Discuss resolution with internal parties

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Process
Element Hierarchy
ID
ID
Process element
10813 8.2.5.5
Prepare assessment adjustments

10814

8.2.5.6

Process related entries

10730

8.3

Perform general accounting and reporting

10747

8.3.1

Manage policies and procedures

10815

8.3.1.1

Negotiate service level agreements

10816

8.3.1.2

Establish accounting policies

10817

8.3.1.3

Set up and enforce approval limits

10818

8.3.1.4

Establish common financial systems

10748

8.3.2

Perform general accounting

10819

8.3.2.1

Maintain chart of accounts

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Process
Element Hierarchy
ID
ID
Process element
10820 8.3.2.2
Process journal entries

10821

8.3.2.3

Process allocations

10822

8.3.2.4

Process period-end adjustments (e.g., accruals and currency

conversions, etc.)

10823

8.3.2.5

Post and reconcile interagency transactions

10824

8.3.2.6

Reconcile general ledger accounts

10825

8.3.2.7

Perform consolidations and process eliminations

10826

8.3.2.8

Prepare trial balance

10827

8.3.2.9

Prepare and post management adjustments

10749

8.3.3

Perform fixed asset accounting (facilities)

10828

8.3.3.1

Establish fixed asset policies and procedures

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Process
Element Hierarchy
ID
ID
Process element
10829 8.3.3.2
Maintain fixed asset master data files

10830

8.3.3.3

Process and record fixed asset additions and retires

10831

8.3.3.4

Process and record fixed asset adjustments, enhancements,

revaluations, and transfers

10832

8.3.3.5

Process and record fixed asset maintenance and repair

expenses

10833

8.3.3.6

Calculate and record depreciation expense

10834

8.3.3.7

Reconcile fixed asset ledger

10835

8.3.3.8

Track fixed assets including physical inventory

10836

8.3.3.9

Provide fixed asset data to support tax, statutory, and

regulatory reporting

10750

8.3.4

Perform financial reporting

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Process
Element Hierarchy
ID
ID
Process element
10837 8.3.4.1
Prepare departmental financial statements

10838

8.3.4.2

Prepare consolidated financial statements

10839

8.3.4.3

Perform departmental reporting/ review management reports

10840

8.3.4.4

Perform consolidated reporting/ review of cost management

reports

10841

8.3.4.5

Prepare statements for board

10842

8.3.4.6

Produce quarterly/annual filings and public reports

10843

8.3.4.7

Produce regulatory reports

10731

8.4

Manage fixed assets budgets

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Process
Element Hierarchy
ID
ID
Process element
10751 8.4.1
Perform capital planning and project approval

10844

8.4.1.1

Develop capital investment policies and procedures

10845

8.4.1.2

Develop and approve capital expenditure plans and budgets

10846

8.4.1.3

Review and approve capital projects and fixed asset

acquisitions

10847

8.4.1.4

Perform justification for bond/ project approval

10752

8.4.2

Perform capital project accounting

10848
10849

8.4.2.1
8.4.2.2

Create project account codes

Record project-related transactions

10850

8.4.2.3

Monitor and track capital projects and budget spending

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Process
Element Hierarchy
ID
ID
Process element
10851 8.4.2.4
Close/Capitalize projects

10852

8.4.2.5

Measure variance in budgeted and actual expenditure on

completed capital projects

10732

8.5

Process payroll

10753

8.5.1

Report time

10853

8.5.1.1

Establish policies and procedures

10854
10855
10856

8.5.1.2
8.5.1.3
8.5.1.4

Collect and record employee time information

Analyze and report paid and unpaid leave
Monitor regular overtime and other hours

10857
10754

8.5.1.5
8.5.2

Analyze and report employee utilization

Manage pay

10858

8.5.2.1

Enter employee time into payroll system

10859

8.5.2.2

Maintain and administer employee earnings information

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Process
Element Hierarchy
ID
ID
Process element
10860 8.5.2.3
Maintain and administer applicable deductions

10861

8.5.2.4

Monitor changes in tax status of employees

10862

8.5.2.5

Process and distribute payments

10863
10864

8.5.2.6
8.5.2.7

Process and distribute manual checks

Process end-of-period adjustments

10865
10755
10866

8.5.2.8
8.5.3
8.5.3.1

Respond to employee payroll inquiries

Process payroll taxes
Calculate and pay applicable payroll taxes

10867

8.5.3.2

Produce and distribute employee annual tax statements

10868

8.5.3.3

File regulatory payroll tax forms

10733

8.6

Process accounts payable and expense reimbursements

10756

8.6.1

Process accounts payable (AP)

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Process
Element Hierarchy
ID
ID
Process element
10869 8.6.1.1
Verify AP pay file with purchase order vendor master file

10870
10871

8.6.1.2
8.6.1.3

Maintain/Manage electronic commerce

Audit invoices and key data into AP system

10872
10873

8.6.1.4
8.6.1.5

Approve payments
Process financial accruals and reversals

10874

8.6.1.6

Process taxes

10875

8.6.1.7

Research/Resolve exceptions

10876

8.6.1.8

Process payments

10877

8.6.1.9

Respond to AP inquiries

10878
10879
10757

8.6.1.9.1
8.6.1.9.2
8.6.2

Retain records
Adjust accounting records
Process expense reimbursements

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Process
Element Hierarchy
ID
ID
Process element
10880 8.6.2.1
Establish and communicate expense reimbursement policies
and approval limits
10881

8.6.2.2

Capture and report relevant tax data

10882
10883

8.6.2.3
8.6.2.4

Approve reimbursements and advances

Process reimbursements and advances

10884

8.6.2.5

Manage personal accounts

10734

8.7

Manage treasury operations

10758

8.7.1

Manage treasury policies and procedures

10885

8.7.1.1

Establish scope and governance of treasury operations

10886

8.7.1.2

Establish and publish treasury policies

10887

8.7.1.3

Develop treasury procedures

10888

8.7.1.4

Monitor treasury procedures

10889
10890

8.7.1.5
8.7.1.6

Audit treasury procedures

Revise treasury procedures

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Process
Element Hierarchy
ID
ID
Process element
10891 8.7.1.7
Develop and confirm internal controls for treasury

10892

8.7.1.8

Define system security requirements

10759

8.7.2

Manage cash

10893

8.7.2.1

Manage and reconcile cash positions

10894

8.7.2.2

Manage cash equivalents

10895
10896

8.7.2.3
8.7.2.4

Process and oversee electronic fund transfers (EFTs)

Develop cash flow forecasts

10897

8.7.2.5

Manage cash flows

10898

8.7.2.6

Produce cash management accounting transactions and

reports

10899

8.7.2.7

Manage and oversee banking relationships

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Process
Element Hierarchy
ID
ID
Process element
10900 8.7.2.8
Analyze, negotiate, resolve, and confirm bank fees

10761

8.7.3

Manage debt and investment

10908

8.7.3.1

Manage financial intermediary relationships

10909

8.7.3.2

Manage liquidity

10910

8.7.3.3

Manage issuer exposure

10911

8.7.3.4

Process and oversee debt and investment transactions

10913

8.7.3.5

Produce debt and investment accounting transaction reports

14210

8.7.3.6

Process and oversee interest rate transactions

11208

8.7.4

Monitor and execute risk

11209

8.7.4.1

Manage interest-rate risk

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Process
Element Hierarchy
ID
ID
11211 8.7.4.2
Manage exposure risk

Process element

11215

8.7.4.3

Monitor credit

10735

8.8

Manage internal controls

10762

8.8.1

Establish internal controls, policies, and procedures

10914

8.8.1.1

Establish board audit committee

10915
10916

8.8.1.2
8.8.1.3

Define and communicate code of ethics

Assign roles and responsibility for internal controls

11250

8.8.1.4

Define business process objectives and risks

11251

8.8.1.5

Define entity/unit risk tolerances

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Element Hierarchy
ID
ID
Process element
10763 8.8.2
Operate controls and monitor compliance with internal
controls policies and procedures

10917

8.8.2.1

Design and implement control activities

10918

8.8.2.2

Monitor control effectiveness

10919

8.8.2.3

Remediate control deficiencies

10920

8.8.2.4

Create compliance function

10921
10922

8.8.2.5
8.8.2.6

Operate compliance function

Implement and maintain controls-related enabling
technologies and tools

10764

8.8.3

Report on internal controls compliance

10923

8.8.3.1

Report to external auditors

10924

8.8.3.2

Report to regulators, share-/debt-holders, securities

exchanges, etc.

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Process
Element Hierarchy
ID
ID
Process element
10925 8.8.3.3
Report to third parties (e.g., board)

10926

8.8.3.4

Report to internal management

19207

9.0

Acquire, Construct, and Manage Facilities

10937

9.1

Design and construct/acquire capital assets

10941

9.1.1

Develop capital improvement plan and long-term vision

10955

9.1.1.1

Confirm alignment of property requirements with district

strategy

10956

9.1.1.2

Assess the external environment

10957

9.1.1.3

Make build-or-buy decision

10960

9.1.1.4

Select property

10942

9.1.2

Develop, construct, and modify sites

10943

9.1.3

Plan facility

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Process
Element Hierarchy
ID
ID
10958 9.1.3.1
Design facility

Process element

10959

9.1.3.2

Analyze budget

10962

9.1.3.4

Manage construction or modification to building

10944

9.1.4

Provide facilities

10963

9.1.4.1

Acquire facilities and furnishings

10964

9.1.4.2

Change fit/form/function of facilities and furnishings

10938

9.2

Plan maintenance work

16472

9.2.2

Perform routine maintenance

16473

9.2.3

Perform corrective maintenance

16474

9.2.4

Overhaul or replace equipment

10949

9.2.5

Manage facilities operations

10965

9.2.5.1

Relocate people

10966

9.2.5.2

Relocate materials, supplies, and furnishings

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Process
Element Hierarchy
ID
ID
Process element
10939 9.3
Obtain and install assets and equipment

10950

9.3.1

Develop ongoing maintenance policies

10967

9.3.1.1

Analyze assets, and predict maintenance requirements

10968

9.3.1.2

Develop approach to integrate preventive maintenance into

production schedule

10951

9.3.2

Obtain and install equipment

10952
19258

9.4
9.4.1

Dispose of facilities and assets

Develop disposition strategy

10953

9.4.2

Perform sale or trade

10954

9.4.3

Perform abandonment

19245

9.6

Maintain grounds

19246

9.6.1

Plan and develop maintenance schedules

19252

9.6.3

Monitor quality of service

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Process
Element Hierarchy
ID
ID
Process element
16437 10.0
Manage Enterprise Risk, Compliance, and Continuity of
Operations (Resiliency)
17060

10.1

Manage enterprise risk

16439

10.1.1

Establish the enterprise risk framework and policies

16440

10.1.1.1

Determine risk tolerance for organization

16441

10.1.1.2

Develop and maintain enterprise risk policies and procedures

16442

10.1.1.3

Identify and implement enterprise risk management tools

16443

10.1.1.4

Coordinate the sharing of risk knowledge across the

organization

16444

10.1.1.5

Prepare and report enterprise risk to executive management

and board

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Process
Element Hierarchy
ID
ID
Process element
16445 10.1.2
Oversee and coordinate enterprise risk management
activities
16446

10.1.2.1

Identify enterprise level risks

16447

10.1.2.2

Assess risks to determine which to mitigate

16448

10.1.2.3

Develop risk mitigation and management strategy, and

integrate with existing performance management processes

16449

10.1.2.4

Verify risk mitigation plans are implemented

16450

10.1.2.5

Monitor risks and risk mitigation action

16451

10.1.2.6

Report on risk activities

16452

10.1.3

Coordinate department/campus and functional risk

management activities

16453

10.1.3.1

Monitor that each department, campus, and function follows

the enterprise risk management process

16454

10.1.3.2

Monitor that each department, campus, and function follows

the enterprise risk reporting process

17462

10.1.4

Manage department, campus, and function risk

16456

10.1.4.1

Identify risks

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Process
Element Hierarchy
ID
ID
Process element
16457 10.1.4.2 Assess risks using enterprise risk framework policies and
procedures

16458

10.1.4.3

Develop mitigation plans for risks

16459

10.1.4.4

Implement mitigation plans for risks

16460

10.1.4.5

Monitor risks

16461

10.1.4.6

Analyze risk activities and update plans

16462

10.1.4.7

Report on risk activities

16463

10.1.5

Manage regulatory compliance

16464

10.1.5.1

Develop the regulatory compliance strategy

16465

10.1.5.2

Identify applicable regulatory requirements

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Process
Element Hierarchy
ID
ID
Process element
16466 10.1.5.3 Monitor the regulatory environment for changing or emerging
regulations

16467

10.1.5.4

Assess current compliance position, and identify weaknesses

or shortfalls

16468

10.1.5.5

Implement missing or stronger regulatory compliance

controls and policies 22 Permission granted to photocopy for
personal use. 2014 APQC. ALL RIGHTS RESERVED.

16469

10.1.5.6

Monitor and test, on an ongoing and scheduled basis,

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

16470

10.1.5.7

Maintain relationships with regulators as appropriate

11179

10.3

Manage environmental health and safety (EHS)

11180

10.3.1

Determine environmental health and safety impacts

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Process
Element Hierarchy
ID
ID
Process element
11186 10.3.1.1 Evaluate environmental impact of services and operations

11187

10.3.1.2

Conduct health and safety and environmental audits

11181

10.3.2

Develop and execute functional EHS program

11188

10.3.2.1

Identify regulatory and stakeholder requirements

11189

10.3.2.2

Assess future risks and opportunities

11190

10.3.2.3

Create EHS policy

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Process
Element Hierarchy
ID
ID
Process element
11191 10.3.2.4 Record and manage EHS events

11182

10.3.3

Train and educate functional employees

11192

10.3.3.1

Communicate EHS issues to stakeholders and provide support

11183

10.3.4

Monitor and manage functional EHS management program

11193

10.3.4.1

Manage EHS costs and benefits

11194

10.3.4.2

Measure and report EHS performance

11196

10.3.4.3

Implement emergency response program

11195

10.3.4.4

Provide employees with EHS support

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Process
Element Hierarchy
ID
ID
Process element
11185 10.3.6
Manage remediation efforts

11201

10.3.6.1

Create remediation plans

11202

10.3.6.2

Contact and confer with experts

11203

10.3.6.3

Identify/Dedicate resources

11204

10.3.6.4

Investigate legal aspects

11205

10.3.6.5

Investigate damage cause

11206

10.3.6.6

Amend or create policy

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Process
Element Hierarchy
ID
ID
Process element
10012 11.0
Manage External Relationships

11010

11.1

Build investor relationships

11035

11.1.1

Plan, build, and manage relations with federal, state, and

local funding entities

11036

11.1.2

Plan, build, and manage financial analyst/ratings relations

11037

11.1.3

Communicate with stakeholders

11011

11.2

Manage government and other district relationships

11038

11.2.1

Manage government relations

11039

11.2.2

Manage relations with quasi-government bodies

11040

11.2.3

Manage relations with associations, stakeholder, and

education groups

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Process
Element Hierarchy
ID
ID
Process element
11041 11.2.4
Manage lobby activities
11012 11.3
Manage relations with Board of Trustees/ Education

11042

11.3.1

Report results

11043

11.3.2

Address audit findings

11013

11.4

Manage legal and ethical issues

11044

11.4.1

Create ethics policies

11045

11.4.2

Manage district governance policies

11046

11.4.3

Develop and perform preventative law programs

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Process
Element Hierarchy
ID
ID
11047 11.4.4
Ensure compliance

Process element

11053

11.4.4.1

Plan and initiate compliance program

11054

11.4.4.2

Execute compliance program

11048

11.4.5

Manage outside counsel

11056

11.4.5.1

Assess problem and determine work requirements

11057

11.4.5.2

Engage/Retain outside counsel if necessary

11058

11.4.5.3

Receive strategy/budget

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Process
Element Hierarchy
ID
ID
Process element
11059 11.4.5.4 Receive work product and manage/monitor case and work
performed

11060

11.4.5.5

Process pay for legal services

11061

11.4.5.6

Track legal activity/performance

11049

11.4.6

Protect intellectual property

11062

11.4.6.1

Manage copyrights and patents

11063

11.4.6.2

Maintain intellectual property rights and restrictions

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Process
Element Hierarchy
ID
ID
Process element
11064 11.4.6.3 Administer licensing terms

11065

11.4.6.4

Administer options

11050
11051

11.4.7
11.4.8

Resolve grievances and litigations

Provide legal advice/counseling

11052

11.4.9

Negotiate and document agreements/ contracts

11014

11.5

Manage public relations program

11066

11.5.1

Manage community relations

11067

11.5.2

Manage media relations

11068

11.5.5

Promote political stability

11069

11.5.6

Create news releases

11070

11.5.7

Issue news releases

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Process
Element Hierarchy
ID
ID
Process element
10013 12.0
Develop and Manage District Capabilities

16378

12.1

Manage educational programs, support services, and

operational processes

16379

12.1.1

Establish and maintain process management governance

16380

12.1.1.1

Define and manage governance approach

16381

12.1.1.2

Establish and maintain process tools and templates

16383

12.1.1.3

Conduct process governance activities

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Process
Element Hierarchy
ID
ID
Process element
16384 12.1.2
Define and manage process frameworks

16385

12.1.2.1

Establish and maintain process framework

16386

12.1.2.2

Identify cross-functional processes

16387

12.1.3

Define processes

16388

12.1.3.1

Scope processes

16389

12.1.3.2

Analyze processes

16390

12.1.3.3

Map processes

16391

12.1.3.4

Publish processes

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Process
Element Hierarchy
ID
ID
Process element
16392 12.1.4
Manage process performance

16393

12.1.4.1

Provide process training

16394

12.1.4.2

Support process implementation

16395

12.1.4.3

Measure and report process performance

16396

12.1.5

Improve processes

16397

12.1.5.1

Identify and select improvement opportunities

16398

12.1.5.2

Manage improvement projects

16399

12.1.5.3

Perform continuous improvement activities

16400

12.2

Manage district projects and programs

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Process
Element Hierarchy
ID
ID
Process element
16401 12.2.1
Manage educational, support services, and operational
program strategy

16402

12.2.1.1

Establish educational, support services, and operational

program strategy

16403

12.2.1.2

Define educational, support services, and operational

program governance

16404

12.2.1.3

Monitor and control educational, support services, and

operational programs

16405

12.2.2

Manage educational, support services, and operational

programs

16406

12.2.2.1

Establish program structure and approach

16407

12.2.2.2

Manage program stakeholders and partners

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Process
Element Hierarchy
ID
ID
Process element
16408 12.2.2.3 Manage program implementation

16409

12.2.2.4

Review and report program performance

16410

12.2.3

Manage projects

16411

12.2.3.1

Establish project scope

11117

12.2.3.1.1 Identify project requirements and objectives

16412

12.2.3.1.2 Identify project resource requirements

11118

12.2.3.1.3 Assess culture and readiness for project management

approach

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Process
Element Hierarchy
ID
ID
Process element
11119 12.2.3.1.4 Identify appropriate project management methodologies

11120

12.2.3.1.5 Create project rationale and obtain funding

11121

12.2.3.1.6 Develop project measures and indicators

16413

12.2.3.2

11123

12.2.3.2.1 Define roles and resources

11124

12.2.3.2.2 Identify specific IT requirements

11125

12.2.3.2.3 Create training and communication plans

11127

12.2.3.2.4 Design recognition and reward approaches

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Process
Element Hierarchy
ID
ID
Process element
11128 12.2.3.2.5 Design and plan launch of project

11129

12.2.3.2.6 Deploy the project

16414

12.2.3.3

11131

12.2.3.3.1 Evaluate impact of project management (strategy and

projects) on measures and outcomes

16415

12.2.3.3.2 Report the status of project

16416

12.2.3.3.3 Manage project scope

11132

12.2.3.3.4 Promote and sustain activity and involvement

11133

12.2.3.3.5 Realign and refresh project management strategy and

approaches

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Implement projects

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Process
Element Hierarchy
ID
ID
Process element
16417 12.2.3.4 Review and report project performance

16418

12.2.3.5

Close projects

11074

12.4

Manage change

11134

12.4.1

Plan for change

11138

12.4.1.1

Select process improvement methodology

11139

12.4.1.2

Assess readiness for change

11140

12.4.1.3

Determine stakeholders

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Process
Element Hierarchy
ID
ID
Process element
11141 12.4.1.4 Engage/Identify champion

11142

12.4.1.5

Form design team

11143

12.4.1.6

Define scope

11144

12.4.1.7

Understand current state

11145

12.4.1.8

Define future state

11146

12.4.1.9

Conduct organizational risk analysis

11147

12.4.1.9.1 Assess cultural issues

11148

12.4.1.9.2 Establish accountability for change management

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Process
Element Hierarchy
ID
ID
Process element
11149 12.4.1.9.3 Identify barriers to change

11150

12.4.1.9.4 Determine change enablers

11151

12.4.1.9.5 Identify resources and develop measures

11135

12.4.2

Design the change

11152

12.4.2.1

Assess connection to other initiatives

11153

12.4.2.2

Develop change management plans

11154

12.4.2.3

Develop training plan

11155

12.4.2.4

Develop communication plan

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Process
Element Hierarchy
ID
ID
Process element
11156 12.4.2.5 Develop rewards/incentives plan

11157

12.4.2.6

Establish change adoption metrics

11158

12.4.2.7

Establish/Clarify new roles

11159

12.4.2.8

Identify budget/roles

11136

12.4.3

Implement the change

11160

12.4.3.1

Create commitment for improvement/change

11161

12.4.3.2

Reengineer educational support and operational processes

and systems

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Process
Element Hierarchy
ID
ID
Process element
11162 12.4.3.3 Support transition to new roles or exit strategies for
incumbents

11163

12.4.3.4

Monitor change

11137

12.4.4

Sustain improvement

11164

12.4.4.1

Monitor improved process performance

11165

12.4.4.2

Capture and reuse lessons learned from change process

11166

12.4.4.3

Take corrective action as necessary

11073

12.5

Develop and manage enterprise-wide knowledge

management (KM) capability

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Process
Element Hierarchy
ID
ID
11095 12.5.1
Develop KM strategy

Process element

11100

12.5.1.1

Develop governance model

11101

12.5.1.2

Establish a central KM core group

11102

12.5.1.3

Define roles and accountability of the core group versus

departments/campuses

11103

12.5.1.4

Develop funding models

11104

12.5.1.5

Identify links to key initiatives

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Process
Element Hierarchy
ID
ID
Process element
11105 12.5.1.6 Develop core KM methodologies

11106

12.5.1.7

Assess IT needs and engage IT function

11107

12.5.1.8

Develop training and communication plans

11108

12.5.1.9

Develop change management approaches

11109

12.5.1.9.1 Develop strategic measures and indicator

11096

12.5.2

Assess KM capabilities

11110

12.5.2.1

Assess maturity of existing KM initiatives

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Process
Element Hierarchy
ID
ID
Process element
11111 12.5.2.2 Evaluate existing KM approaches

11112

12.5.2.3

Identify gaps and needs

11113

12.5.2.4

Enhance/Modify existing KM approaches

11114

12.5.2.5

Develop new KM approaches

11115

12.5.2.6

Implement new KM approaches

16436

12.6

Measure and benchmark

11071

12.6.1

Create and manage organizational performance

11075

12.6.1.1

Create enterprise measurement systems model

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Process
Element Hierarchy
ID
ID
Process element
11076 12.6.1.2 Measure process productivity

11077

12.6.1.3

Measure cost effectiveness

11078

12.6.1.4

Measure staff efficiency

11079

12.6.1.5

Measure cycle time

11072

12.6.2

Benchmark performance

11083

12.6.2.1

Conduct performance assessments

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Process
Element Hierarchy
ID
ID
Process element
11084 12.6.2.2 Develop benchmarking capabilities

11085

12.6.2.3

Conduct internal process and external competitive

benchmarking

11087

12.6.2.4

Conduct gap analysis to understand need for change and

degree needed

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Definition
This is the root of the PCF hierarchy
Establishing a direction and vision for an organization. This involves
defining the business concept and long-term vision, as well as
developing the business strategy and managing strategic initiatives.
Processes in this category focus on creating a vision, a mission, and
strategic objectives, and culminate in creating measures to ensure
that the organization is moving in the desired direction.
Creating a conceptual framework of the organization's business
activity and strategic vision with long-term applicability. Scout the
organization's internal capabilities, as well as the customer's needs
and desires, to identify a fit that can be used to advance a conceptual
structure of the organization's business activity. Conduct analysis in
light of relevant externalities and large-scale shifts in the market
landscape.
Assessing all forces, entities, and systems that are external to an
organization but can affect its operation. Analyze far-reaching
currents in the macroeconomic situation, assess the competition,
evaluate technological changes, and identify societal as well as
ecological issues of concern. Create a big-picture understanding of
externalities, with sufficient depth across individual aspects.
Assessing the competitive forces in the marketplace that could
potentially affect the organization. Analyze various aspects of
business competition including competing firms. Aggregate
competitive intelligence, create benchmarks to juxtapose processes
and performance metrics, and inject crucial information about the
competition into management models to synthesize insights.

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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 broadbased 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.

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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 wellfounded 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.

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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.

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Definition
Establishing baselines that provide standards for assessing
performance levels and allow for a relational benchmarking of current
processes. Undertake a survey of archival performance records,
conducted in conjunction by the management and the operations
personnel. Take into account the organization's internal objectives,
particularly for process improvement and enhancement. Understand
industry best practices.
Analyzing the capabilities of technology and process automation
systems deployed within the organization in order to direct future
associated processes. Conduct a broad-based survey to examine
various aspects associated with such systems and technologies, with
the objective of identifying key facets that are of interest. Investigate
the intended purpose, purpose served, utility, longevity, remaining
service-life, repair or service requirements, etc.
Appraising the financial state of the organization so that
management can create resource allocation strategies. Scrutinize the
organization's financials--including balance sheets, statements of
income, cash-flows, equity holdings, and liquidity--with the objective
of understanding the organization's financial health and capacities.
(This analysis directly feeds into Conduct organizational restructuring
opportunities [16792] and Define a business concept and long-term
vision [17040].)
Determining a strategically significant aggregate of competence and
capacities that differentiates the organization in the market. Identify
distinguishing attributes including unique skills and resources and its
brand and services in the marketplace. Have senior executives and
management personnel assess competencies in order to further
develop these capabilities into distinct commercial value
propositions.
Establishing the organization's long-term vision as a strategic
positioning and engagement of stakeholders. Institute the vision by
creating strategic orientations of all stakeholders. Understand the
strategy development frameworks in this context.
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Definition
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.
Developing an organization's mission statement, strategy, and
business design. Create a concise statement that clearly articulates
the mission of the organization, outlining practicable targets to
Establish a strategic vision [10020]. Delineate strategic options by
matching these alternatives with the organization's internal
capabilities. Create an organizational design, and identify goals by
developing strategies at the functional and process levels.
Establishing an overarching, compact statement that concisely
underscores the mission of the organization. Define and
communicate a clear and succinct mission statement, which
encapsulates how the organization aims to proceed in order to
Establish a strategic vision [10020]. Solicit critical inputs from senior
management and strategy executives, and collaborate with
marketing or personnel from allied functions.

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Definition
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 longterm 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.
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.

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Definition
Scoping and probing to study the impact of strategic options for
fulfilling the organization's objectives. Estimate a measure of the
impact effectuated by each set of strategic decisions, which comprise
Define strategic options [10047]. Closely examine the consequences
of each option.
Determine impacts of elements such as staffing, skills, training, new
markets, technology, or policies within operating model which needs
change.
Determining key factors for technology ROI, benefits, architecture,
etc.
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.
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.
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.

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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.
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.
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.

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Definition
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.
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.
Managing strategic initiatives, from development through selection,
execution, and evaluation. Conduct and oversee strategic projects
supporting long-term objectives. Administer programs of strategic
significance by developing such initiatives, select the most
appropriate projects, and formulate measures to assess their impact.
Developing strategic projects that help fulfill long-term goals.
Develop time-bound projects that are discretionary in nature and lie
beyond the scope of the organization's routine operations.
Examining projects of strategic significance that lie outside the
purview of the organization's routine operations. Closely analyze
strategic initiatives for their applicability and feasibility, given the
organization's vision.

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Definition
Selecting relevant projects of strategic significance that create
opportunities for the organization to realize its long-term objectives,
on the basis of their suitability to the organization's constraints and
reality. Select from the process Evaluate strategic initiatives [10058],
based on their applicability and feasibility for the organization. Enlist
senior management, especially strategy personnel.
Devising measures to examine strategic projects. Formulate
evaluation criteria to assess the strategic initiatives for the level of
impact.
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].
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. Establish a procurement process that describes the approach
for obtaining products and purchasing activities. Evaluate the
sources. Create sourcing relationships in order to continuously
improve. Re-evaluate purchasing activities.
Creating a plan for procuring materials and services. Plan what to
buy, when, and from what sources. Include project requirements, the
procurement team, the justification for the procurement, a timeline of
events, and an explanation of the supplier selection process. Outline
specific actions to start and complete purchases in order to adhere to
best practices.

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Definition
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 an inventory strategy (conventional manufacturing, justin-time, material requirements planning, economic order quantity,
etc.) to avoid shortages or surplus inventory.
Synchronizing the requirements of materials and services and the
capacity of suppliers for providing these materials and services.
Revamp the procurement needs of the company in consideration of
the capabilities of the suppliers.
Evaluating the spend profile of the organization. Collect, cleanse,
classify, and analyze the procurement data with the purpose of
reducing procurement costs, improving efficiency, and monitoring
compliance.
Seeking the most efficient sourcing and procurement opportunities.
Collaborating with the suppliers of materials and services in order to
determine new opportunities for sourcing.
Evaluating supplier options to select the most effective and efficient
suppliers. Validate selected suppliers. Establish and manage supplier
contracts.
Validating the supply sources, and provide certification as an official
supplier.
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.

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Handling operations related to processing/reviewing the requisitions.
Establish and maintain procedures for the initiation, authorization,
and processing of purchase requirements to procure
products/services.
Approving requisitions for materials and services. Examine
distributor-specific requests, and validate them individually.
Requesting quotes from suppliers. Use a request for quotation (RFQ)
to invite suppliers into a bidding process for specific
products/services.
Creating and placing the orders for purchasing materials and services
from suppliers. Analyze vendor quotes. Choose the most costeffective 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.
Recording the acceptance of materials and services procured. Create
a help of goods receipt, which acknowledges the receipt of the items
listed in it.
Identifying and resolving any exceptions. Address the internal
needs/inquiries for materials that cannot be procured immediately.
Research inquiries that require the need of exceptional materials.
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.
Examining the quality of the products delivered. Analyze materials
that resulted in the production of better quality products. Analyze
supplier performance through the materials provided by them.
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Overseeing and managing the quality of the materials and services
procured. Manage supplier information. Analyze the performance of
the suppliers through the quality and time effectiveness of the
materials provided by them. Use this information to further improve
the efficiency of the production process.
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.
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.

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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.
Working out the receipts of the inbound materials. Supervise the
inbound delivery processes. Judge its efficiency. Take care of the
deviations such as defective and incorrectly delivered
products/materials.
Managing the receipts of inbound materials. Create a plan accounting
for the materials procured from the source of supply and the
materials delivered to the distribution center or the warehouse.
Managing all the internal activities related to the flow/transfer of
materials. Manage materials being delivered to distribution center or
warehouse. Gauge the time taken for delivery and if the delivery
process is on time.
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.
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.
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Definition
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.
Monitoring any discrepancies between electronic records that
represent the inventory and the physical state of the inventory. Look
for discrepancies such as phantom inventory, which includes products
that an inventory accounting system considers to be available at the
storage location but are not actually available.
Keeping a track on the storage and shipping performance of thirdparty 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.
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.
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Definition
Taking care of a range of functions related to the means of transport
used for delivering the end products. Manage vehicle financing,
vehicle maintenance, vehicle telematics (tracking and diagnostics),
driver management, speed management, fuel management, and
health and safety management.
Organizing and inspecting all account statements and any other
documentation for the carriers used in delivery. Create, manage, and
inspect all documents related to the financial, regulatory, and
administrative accounts of all the carriers/freights. Generate receipts
for all freight transactions.
Managing the process of a customer taking previously purchased
merchandise back to the retailer. Remit a refund in the original form
of payment, exchange for another item (identical or different), or a
store credit. Perform reverse logistics and the repair/refurbishment.
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.
Moving products from their typical final destination to the origin or
manufacturing destination for the purposes remanufacturing or
refurbishment. Implement a transportation system to ensure that the
products are returned back to their originating position safely and in
tact.
Executing activities for reinstating the returned products. Present the
customer with additional incentives of compensation in case of any
defective products delivery or any discrepancy in the product
specifications in order to save the order from being permanently
returned.
Managing and administering any claims on the warranty of products.
Handle and approve the customer claims for repair or replacement of,
or compensation for non-performance or under-performance of an
item, as provided for in the warranty document.
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Definition
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.
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.
Identifying and categorizing customer needs, and creating priority
lists around them. Order and prioritize existing customers into
segments. Adjust the customer service strategy accordingly. Analyze
customer feedback.
Adopting a feedback strategy by designing and implementing
feedback forms--or through direct communication by phone or online.
Comprehend the customer needs and behavior to help develop
customer segmentation.
Outlining the framework of policies and methods for developing
customer service strategy. Establish the rules and regulations that
serve as a guideline for the customer service strategy. Take into
account customer needs and behavior.

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Definition
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.
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.
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.
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.
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.

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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].)
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.
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.

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Definition
Creating an avenue for which the customer can provide feedback on
their experience with how their inquiry, problem, or request was
handled.
Reviewing customer service feedback to identify areas in which
improvements can be made. Engage with management to discuss
issues.
Handing over data to management to analyze common issues in
regards to customer service.
Measuring the satisfaction level of customers as pertains to how their
complaints are handled and resolved. This process element requires
the organization to estimate the customers level of fulfillment with
the process reconciling their complaints and towards the objective of
ensuring customer retention. The feedback received can be used to
develop concepts for new opportunities to boost the level of
customer satisfaction.
Requesting customer feedback on the process of handling and
resolving customer complaints. Obtain information about the
effectiveness and performance of the customer complaint handling
process from the customers through various means (e.g., online and
by phone).
Examining the information obtained through handling and resolving
complaints for development/improvement opportunities. Categorize
the customer complaints data on the basis of speed, accuracy,
courtesy, price, product choice, availability, hours, location, etc.
Determine complaint patterns in order to diagnose areas needing
enhancement.

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Definition
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.
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.
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.
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.

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Definition
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.
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.
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.
Identifying HR needs to effectively establish the roles and
responsibilities of the HR function. Track the HR function. Establish HR
measures. Ensure that the strategy for HR tools and technologies is
consistent with the overall HR strategy.
Strategically defining the current and future needs for developing an
efficient HR strategy.

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Definition
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.
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.

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Definition
Evaluating the current and future skill requirements of the
organization with regard to the overall corporate strategy of the
organization and market conditions. Identify and establish the
minimum skills needed for the requisite HR needs.
Determining the requirements for employees and the need for
employee resourcing for each every unit/function. Lay out a plan
detailing employee resourcing requirements of individual functions
and the organization as a whole.
Designing a plan that specifies the combination of wages, salaries,
and benefits the employees receive in exchange for work. Define the
total amount of compensation, in addition to the manner in which the
compensation is paid and the purposes for which employees can
receive bonuses, salary increases, and incentives.
Creating and implementing the plan for continuation of key positions
within the organization. Identify internal people with the potential to
fill key business leadership positions. Provide critical development
experiences to employees who can move into important roles.
Engage leaders to support the development of high-potential leaders.
Creating and implementing the plan for ensuring a diverse work
force. Develop and hire employees with varying characteristics
including, but not limited to, religious and political beliefs, gender,
ethnicity, education, socioeconomic background, sexual orientation,
and geographic location.
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.

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Definition
Ensuring rules and regulations are followed and are flexible enough
to accommodate indispensable deviations.
Planning benefits in kind (also called fringe benefits, perquisites, or
perks). Include various types of non-wage compensations provided to
employees in addition to normal wages or salaries.
Creating and implementing models for effectively strategizing the
work force of the organization. Develop a model that specifies the
organization's overall approach for maximizing the performance of its
work force by defining the goals, objectives, and expectations of the
work force. Manage all aspects of performance required for the work
force to function, including recruitment, selection, retention, and
professional development.
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.

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

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

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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.
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.
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 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.

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Definition
Conducting a background investigation on the candidates with the
objective of looking up and compiling criminal, commercial, and
financial records.
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 documenting the records of all applicants. Manage all
individual applicants, including hires and non-hires. Maintain records
to avoid any duplication and promote efficiency.
Keeping track of all the information about the candidates who apply
for jobs. Use applicant-tracking systems that can be accessed online
as a central location and database for recruitment efforts.
Retaining and storing the records of the candidates who were
rejected and not hired to ensure future availability in case the need
arises. Create a centralized repository of profiles. Label these records
in order to readily identify them. Add remarks for any future
consideration.
Assisting employees in developing their capabilities, and providing
them counseling services. Handle the orientation and deployment of
the employees. Administer the performance of employees.
Administer the development and enhancement of the employees.
Provide training and development programs for employees.

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Definition
Creating and maintaining various employee on-boarding programs
typically known as induction programs in order to ensure that the
new employees are effectively introduced to the organization and its
existing employees. Examine and evaluate the performance of these
induction programs. Execute these programs on the ground level.
Creating and maintaining a mechanism through which new
employees acquire the necessary knowledge, skills, and behaviors to
become effective organizational members and insiders. Conduct
formal meetings, lectures, videos, printed materials, and/or
computer-based orientations to introduce newcomers to their new
jobs and the organization.
Assessing the performance and effectiveness of employee onboarding 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.
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.

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Definition
Assessing and revamping performance programs, including the
instruments used to measure employee performance standards.
Review and upgrade these performance programs to avoid any
deprivations and ensure effectiveness.
Assisting general management in developing, maintaining, and
improving employee relationships. This is accomplished through
communication, performance management, processing grievances,
and/or dispute. Interpret and convey organizational policies.
Managing labor relations, the collective bargaining process, and the
relationships between the labor and management. Take care of
employee grievances.
Managing any negotiations between an employer and a group of
employees that determine the conditions of employment. Engage
employees to reach agreements in regulating working conditions.
Handling partnerships between labor and management. Develop a
lasting two-way relationship that is beneficial for the labor,
management, and the organization.
Establishing employee development guidelines. Lay out career paths
and plans for them. Manage the development of their skills to
enhance their skills, ability, and knowledge.
Outlining the guidelines for development of employees. Design
development policies and procedures to identify areas of growth for
employees, either in their current position or in preparation for future
roles. Include topics related to knowledge and skill development.
Designing a future career path for the employees that encourages
them to explore and gather information.
Administering the development of employee skills. Conduct training,
coaching and mentoring, job-rotation and cross training, lateral
moves, etc.

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Definition
Creating a link between employee and organizational development
needs. Conduct and manage employee training programs by
considering the need and availability of these programs.
Aligning the needs of the employees to development needs.
Aligning the learning programs with the core capabilities and
competencies of the organization. Contextualize the training
programs so that employees can expand their knowledge base and
add new skills in line with the core competencies of the organization.
Determining the training necessitated by business processes, using
an examination of skill sets that are needed by the organization and
those already possessed. Examine the various skills required by
individual employees. Design training in light of the availability of
resources to provide specific segments of training.
Creating, implementing, and managing the programs for training
employees. Create and design sessions on the basis of the needs and
the availability of the skills. Conduct the sessions on the ground.
Manage all aspects related to the training programs. Consider
including literacy training, interpersonal skills training, technical
training, problem-solving training, diversity or sensitivity training, etc.
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.
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.

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Definition
The Develop and manage reward, recognition, and motivation
programs process consists of developing a salary/ compensation
structure and plan; developing a benefits and reward plan;
performing competitive analyses of benefits and rewards; identifying
compensation requirements based on compensation, benefits, and
HR policies; administering compensation 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 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.
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.

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Definition
Implementing the programs that specify employee benefits, other
than salary provided, such as those concerning medical care, death,
and disability.
Handling the employee enrollment for obtaining benefits. Manage
employee enrollment and eligibility. Encourage employees to enroll
for benefits.
Processing any formal requests or demands made by the employees
claiming that they have earned some benefits. Send the request
further up the managerial hierarchy to ensure approval.
Carrying out reconciliation of benefits delivered to employees.
Compare the estimated benefit requirement made by the employee
and the actual amount of benefits the employee is entitled to receive.
Overseeing activates to assist and retain employees. These activates
center around supporting work/life balance, family support systems,
motivation, and compensation.
Designing programs that prompt proper balance between work (i.e.,
career and ambition) and lifestyle (i.e., health, pleasure, leisure,
family, and spiritual development/meditation). Account for dependent
care, flexible working arrangements, leaves of absence, on-the-job
training, etc.
Creating a support structure that aligns with local and federal laws
that allow for support for families. This could include things like
maternity leave, care for a family member, or in some cases,
extended sick leave.
Reassessing the indicators for retention and motivation of employees.
Monitor the indicators that signal the levels of motivation and
retention. Regularly update and upgrade indicators to avoid
depreciation and ensure high efficiency.
Analyzing existing compensation plans and making changes
necessary to continue to retain employees.

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Definition
Managing the sum of all financial records of salaries for an employee,
including wages, bonuses, and deductions. Use a payroll
management system to deal with the financial aspects of employees'
salaries, allowances, deductions, gross pay, net pay, etc. Generate
pay slips for a specific period.
Managing the reassignment and retirement of employees. Manage
the process of employee promotion and demotion. Administer
separation, retirement, and leaves of absence. Outplace employees.
Deploy personnel. Relocate employees in order to manage
assignments.
Administering the process of promoting and demoting employees.
Design a system for advancing or demoting an employee's rank or
position. Leverage techniques such as horizontal promotion, vertical
promotion, dry promotion, and involuntary/voluntary demotion.
Managing the process of employee separation, including resignations,
discharges, and layoffs. Inform the employee of the termination.
Complete paperwork for continuation of benefits.
Managing and administering instances where a person stops
employment completely.
Managing the period of time that an employee must be away from
their primary job, while maintaining the status of employee (i.e., paid
and unpaid leave of absence but not vacations, holidays, hiatuses,
sabbaticals, and work-from-home programs).
Helping former employees transition to new jobs or to re-orient
themselves in the job market. Deliver help through one-on-one
sessions or in a group format. Provide guidance in career evaluation,
resume writing, interview preparation, developing networks, and job
searching.
Allocating employees. Deploy personnel to ensure that the labor of
the organization is continuously in an optimal relation to the jobs and
organizational structure.

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Definition
Managing the relocation of employees in order to carry out
assignments. Manage internal business processes to transfer
employees, their families, and/or entire departments of a business to
a new location.
Maintaining employee files. This consists of managing HR reporting
capabilities; managing employee inquiry processes; managing and
maintaining employee data; managing human resource information
systems; developing and managing employee metrics; developing
and managing time and attendance; and managing employee
communications.
Providing information and reports regarding employees to
management.
Handling instances where an employee believes that he/she has been
inappropriately treated or he/she desires clarification. Encourage
employees to inquire when needed. Record and clarify the issues for
which the enquiry has been made.
Capturing and updating employee information and data and
information on the employees.
Administering and maintaining HR information systems that take care
of activities related to HR, accounting, management, and payroll.
Creating and maintaining performance metrics for employees. Create
and manage a strategic system of data and statistics to accurately
gauge each employee's information. Consider productivity metrics,
efficiency metrics, training metrics, etc.
Developing and maintaining systems for managing the time and
attendance of employees. Routinely upgrade the process and
systems that track when employees start and stop work, the
department where the work is performed, attendance in addition to
tracking meals and breaks, the type of work performed, and the
number of items produced.

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Definition
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.
Procuring and handling suggestions from employees, and performing
research on employees. Manage and analyze the programs that help
the organization to tap into employee ideas for improving the
organization's processes and/or products. Use surveys, focus groups,
and other data-gathering methods to find out the attitudes, opinions,
and feelings of members of an organization.
Taking care or resolving any complaint raised by an employee by
procedures provided for in a collective agreement, an employment
contract, or by other mechanisms established by an employer.
Implementing the communication plan for employees. Initiate
dialogues and engagement by monitoring the exchange of ideas and
opinions, the development of personal relationships, etc.
Managing process groups relevant to the business of information
technology within an organization. The process groups include
manage the business of information technology, develop and
manage IT customer relationships, develop and implement security,
privacy, and data protection controls, manage enterprise
information, develop and maintain information technology
solutions,, deploy information technology solutions, and deliver and
support information technology solutions.

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Definition
Handling the business of IT. Create a organization-wide strategy for
the IT function. Define the organization's IT architecture. Manage the
IT portfolio. Research and innovate in the field of IT. Assess and
convey the performance and the value of the IT function.
Creating a strategy for the IT function. Build strategic IT intelligence.
Recognize the current and future IT needs of the organization.
Establish the guidelines and principles that support the IT function.
Develop the architectural structure of IT function. Establish
relationships with IT components suppliers. Define IT governance.
Align IT objectives with the overall business objectives.
Developing strategic intelligence for IT. Develop a strategy that
pertains to collecting, processing, analyzing, and disseminating
intelligence in order to form an IT policy. Create a plan for a mission
and vision for IT business within the organization.
Making the planning process for IT investments and decision making
a quicker, more flexible, and more thoroughly aligned process.
Recognize the organization's current and future information
technology including computers, computer peripherals, trace route,
DNS lookup, ping, routing tables, ARP tables, and interface statistics.
Establishing the rules and regulations that will guide the IT function.
Establish strategic standards regarding the organization's IT tools in
order to share information about practices based on replicable,
proven procedures.
Establishing a process to develop methodical IT specifications,
models, and guidelines.
Establishing the suppliers of IT components. Create and maintain
relationships with suppliers of IT components. Identify and assess the
most cost-effective and efficient vendors.

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Definition
Creating and establishing an internal department that ensures the
effective and efficient use of IT. Define IT demand governance to
ensure the effective evaluation, selection, prioritization, and funding
of competing IT investments. Oversee their implementation. Extract
measurable business benefits.
Designing a strategic plan that specifies the goals and objectives of
IT function and how it contributes to the overall business objectives.
Align with the business objectives of the organization.
Outlining the organization's IT architecture. Establish the IT
architecture definition and framework. Create and confirm the
approach for the maintenance of it. Ensure the relevance of it. Create
the rules and regulations to guide the IT architecture. Act as the
clearinghouse for all the IT research and innovation that takes place
within the organization.
Establishing the process to develop methodical IT specifications,
models, and guidelines for the organization. Define a process specific
to the needs and requirements of the organization. Assess the
interrelationships of the business process architecture, the
information architecture, the components and services architectures,
and the infrastructure architectures to ensure their continued
relevance.
Developing an approach for the maintenance of IT architecture.
Preserving the relevance of IT architecture. Ensure that the IT
architecture is consistent with shifts and changes within the
organizational framework and pertinent to the organization's
overarching strategy.

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Definition
Creating a centralized support structure that gathers, administers,
and dispenses information relevant to new developments within IT
research and innovation. Establish the IT function as the center
through which all the information about the IT research and
innovation can be collected, stored, and distributed. Enable the IT
function to be the sole authority that takes care of all the technology
information communication and settlement processes.
Administering the governance of IT architecture. Create and establish
the rules, regulations, policies, and standards that will govern the
individual components of the IT architecture, as well as the
architecture in its entirety.
Performing research and innovating effectively in order to improve
the IT function. Perform a systematic investigation to find new IT
services and solutions or to develop the existing ones. Upgrade and
transform technologies that serve as the basis for the IT services and
solutions.
Systematically investigating and study materials and sources
relevant to the IT function. Reach meaningful insights and
conclusions in the form new ideas and innovation for the IT function.
Enhancing and improving the performance of IT services and
solutions for the careful and routine transformation of the most
feasible and practical technologies.
Determining the business value of IT, and effectively conveying it to
stakeholders. Establish key performance indicators of the overall
performance of the IT plan. Communicate the determined value and
performance of the IT function to stakeholders.
Evaluating IT factors that are crucial to the organization's success.
Measure indicators such as IT costs as percentage of revenue, IT
maintenance ratio, and system downtime.
Assessing the performance of the IT plan. Using the established
performance indicators to measure the effectiveness and efficiency of
the IT plan.
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Definition
Conveying the value of IT to stakeholders. Use the evaluation of IT
plan performance in order to determine the value of the IT function
for the overall business objectives. Communicate the determined
value of the plan to stakeholders including the shareholders,
employees, and vendors.
Creating and administering relationships with IT customers. Create a
strategy for the IT services and solutions. Create and administer the
services levels in IT. Perform demand-side management for the IT
services. Manage the satisfaction levels of the IT customers.
Strategize the marketing approach for IT services and solutions.
Developing a strategy that creates a base for delivering IT solutions
aligned with overall business needs while maintaining a tight control
on delivery and costs. Conduct research within the IT services and
solutions field. Translate the requirements into IT services and
solutions initiatives. Coordinate with internal stakeholders to ensure
alignment. Evaluate the formulated strategic initiatives to select the
most feasible.
Conducting a detailed and systematic investigation within the field on
IT services and solutions. Confirm through users and the IT function
the availability of the required services and solutions.
Evaluating the requirements and needs of business and its users.
Transform these requirements into IT services and solutions
requirements. Ensure that these requirements are fulfilled through IT
services and solutions.
Selecting and strategizing the initiatives that need to be taken in the
IT services and solutions field. Create new programs and initiatives to
ensure innovation and development in providing the IT services and
solutions.

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Definition
Synchronizing IT services and solutions strategies with internal
stakeholders. Coordinate and communicate the IT services and
solutions strategies and initiatives with internal stakeholders,
including board members, staff, volunteers, and donors. Correlate
between the IT services and solutions strategy and the overall IT
strategy to ensure alignment with the internal stakeholders.
Assessing the strategic initiatives for IT services and solutions in
order to choose the most appropriate strategic initiative. Assess the
IT services and solution strategic initiatives by carefully selecting the
most feasible and practical individual initiatives.
Establishing and maintaining service levels for the provision of IT
services and solutions. Design and maintain the IT services and
solution catalog, as well as service level agreements. Evaluate the
performance of IT service level agreements. Communicate the results
to the management.
Create and design an organized and curated collection of all ITrelated services that can be performed by, for, or within the
organization. Maintain information about deliverables, prices, contact
points, and processes for requesting a service.
Developing and maintaining service agreements for IT services and
solutions provided by the organization. Create and maintain a
contract or agreement between the service provider (the
organization) and the end user that defines the level of service
expected. Describe the services being provided, responsiveness,
procedure for reporting problems, etc.
Determining, documenting, and reporting the results of service levels
achieved by the IT function. Evaluate and assess the results and
performance achieved by the IT service-level structure of the
organization. Create metrics and indicators to measure the volume
and quality of work (including precision and accuracy), speed,
responsiveness, and efficiency of the structure. Report the results to
management.

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Definition
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.
Recording and analyzing customer satisfaction levels. Identify
customer satisfaction patterns through the data. Initiate new
strategies to improve customer satisfaction levels base on the
customer satisfaction patterns.
Recording and analyzing how IT services and solutions meet or
surpass customer expectations. Leverage techniques such as Csat
score, net promoter score, and customer efforts score.
Determining patterns of customer satisfaction, and conveying them
to management. Analyze individual components such as purchasing
patterns, requirements, and expectations. Communicate the results
to management. (Carefully examine Capture and analyze customer
satisfaction [10647] in order to reach meaningful conclusions.)
Developing a strategy that effectively markets IT solutions and
services through advertising and promotions campaigns. Track and
process orders for IT services and solutions.
Creating a strategy for effectively marketing IT services and
solutions. Create a promotional strategy, pricing strategy,
competitive strategy, etc. to enhance the market and market reach of
the organization.
Developing and administering the strategy for IT customers. Create a
plan to create services and solutions, conduct daily operations, and
train new employees.

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Definition
Effectively communicating and raising customer awareness of a
product or brand, generating sales, and creating brand loyalty within
the end users of the organization's IT services and solutions. Create
advertising and promotional campaigns. Implement the campaigns
through various means of communication such as television, posters,
and the internet.
Monitoring orders for IT solutions and services, and processing them
on time. Accept and approve orders so they may be completed.
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].)

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Definition
Creating estimates of the projected income and expenses required
over a predetermined time frame. Develop the projections of profit
and loss statements, balance sheets, and the cash flow forecast.
Defining costs to be incurred and methods for optimum utilization.
Determine the costs of products, processes, projects, etc. to compile
in the financial statements, as well as to assist management in
making decisions regarding planning and control. Control costs by
managing and reducing business expenses.
Conducting accounting for assets, and finding reasons for changes
(depreciation, obsolescence, deterioration, change in customer taste,
increased demand, decreased market supply, etc.).
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.

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Definition
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.
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.
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.

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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.

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

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Definition
Making ledger and trial balance accounts from journal entries. This
process requires the organization to record every transaction into
accounts done by business. It is a base documents for preparing final
accounts of company.
Allocating funds across functions. Apportion funds in line with the
budgets created. Formalize allocations in centralized internal records.
Updating journal entries to adjust the balance of income and
expenses at the end of an accounting period.
Checking accounts separately for a parent and subsidiary company.
Manage relationship between a parent company and subsidiaries.
Document intercompany transactions in separate financial
statements.
Reviewing general ledger accounts for a parent and subsidiaries
companies. Validate the integrity of account balances on the
company's general ledger of accounts. Review and compare general
ledger accounts balances with source documents to ensure that
balances match.
Aggregating different processes in the business. Eliminate
discontinued processes.
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.

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Definition
Keeping reports up-to-date regarding fixed assets. Create a fixed
assets database detailing price, life cycle, depreciation rate, resale
value, installation information, usage information, etc.
Keeping a summary of sales and purchases of assets. Record any
expenses made for new assets purchased and sales of any old assets
during the fiscal year.
Keeping a summary of expenses for installing and modifying assets.
Record any expenses made for new assets purchased, any expenses
incurred on improvements, the valuation of assets to reach current
market price, and any transfer assets from one location to another
during the fiscal year.
Maintaining a record of expenses necessitated for repairs and the
preservation of assets. Administer and oversee the maintenance and
repair of any fixed assets. Record all related transactions.
Carrying out accounting for depreciation over fixed assets. Compute
the sums necessitated. Maintain a record of the cost value of fixed
assets over their useful life in the book of accounts.
Balancing the ledger account balance for fixed assets. Correct errors
in the books of fixed assets. Provide correct information in relevant
accounts.
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.

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Definition
Making reports of subsidiaries units to show profits generated from
them. Prepare financial statements (balance sheets, income
statements, cash flow statements and statements of shareholders'
equity) for a single unit of a business.
Making final accounts for all units of company together. Prepare
combined financial statements of a parent company and its
subsidiaries (i.e., separate legal entities controlled by a parent
company) showing assets, liabilities, equity, income, expenses, and
cash flows.
Making reports for units/subsidiaries to help management in decision
making. Prepare financial statements (balance sheets, income
statements, cash flow statements, and statements of shareholders'
equity) for a single unit of a business. Break down profits and losses
by function/unit, clients, products, and region.
Making reports for all units to help higher management in decision
making. Prepare combined financial statements of a parent company
and its all subsidiaries (separate legal entities controlled by a parent
company) showing assets, liabilities, equity, income, expenses and
cash flows, and also going through periodic reports which shows the
actual and estimated costs and their variances.
Preparing a draft of financial statements for the board to review
before they are sent to the auditor.
Making and presenting financial reports to stakeholders. Create
annual and quarterly financial statements for reporting purposes.
Prepare shareholder reports with details of the profit-and-loss
account, balance sheet, and past year's business activities.
Reporting raw or summary data for final accounts following rules and
regulations.
Managing accounts for large funds-invested projects. Manage and
account for fixed assets projects (capital projects), which required
significant capital investments over many years.

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Definition
Preparing a project finance report to solicit approvals in capital
projects. Prepare budgets for projects that require heavy
investments. Report on project finances to solicit approvals from
management.
Creating procedures and policies to follow for investing in capital
projects. Create rules and regulations regarding large investment
plans, which require in-depth forecasting for expenditure and
revenue.
Creating budgets, and soliciting approvals for capital projects.
Prepare budgets for projects that require heavy investments. Secure
approvals from management.
Evaluating and supporting capital investments in projects and fixed
assets. Confirm details of capital projects. Secure approvals from
managements for large investments.
Reviewing all project business cases in order to substantiate
projected financial gains. Validate any project's business case.
Juxtapose the benefits derived from moving a project forward against
the associated costs.
Accounting for large-scale and large-cost investments. Manage and
account for ongoing activities related to capital projects, including
setting up new projects, recording project transactions, monitoring
and tracking spending, closing and capitalizing projects, and
measuring the financial returns on completed projects.
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.

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Definition
Checking for returns generated from projects for decision making.
Evaluate capital projects that require heavy investments. Decide
whether to proceed based on the revenues generated.
Comparing a finished project's profitability with forecasted returns.
Scrutinize revenues generated by completed projects that required
heavy investments. Determine profitability.
Handling reporting time, managing pay, and processing taxes from
salaries. Pay employees. Withhold taxes. Confirm the correct funds
are paid to the correct government agency.
Recording the reporting time of employees on-site. Track working
days, salary calculations, holidays taken, number of hours spend in
the office, billing hours, etc.
Developing policies and procedures for the HR function to calculate
compensation.
Tracking billing hours of each employee on daily basis.
Tracking leaves allowed and taken by employees.
Observing the number of hours worked by an employees on daily
basis. Track the number of hours worked by an employee, as well as
the number of hours worked beyond normal working hour's according
to company standards.
Monitoring the number of productive hours for employees.
Managing the total payments made in employees payroll, including
bonuses and compensation.
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.

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Processing salary deductions for tax purposes. Keep and manage the
details of every employee's salary deductions based on their
expenses and investments during the year.
Tracking changes in the salary structure of employees for tax
deductions.
Processing and distributing salaries to all employees. Execute the
payroll management function through the dispensation of employee
salaries. Leverage a centralized database of all payroll expenses.
Handling incorrect/omitted salary payments.
Adjusting salary deductions for tax purposes at the end of the year.
Addressing salary-related queries raised by employees.
Deducting and paying taxes from employees' salaries.
Paying tax according to appropriate deductions made from salaries.
Calculate and pay the tax liabilities according to the salaries and tax
regulations of employees with the help of certified chartered
accountants.
Providing tax deductions statements created by certified chartered
accountants to every employee for their reference or refunds.
Filling taxes, and highlighting different sources of income and
expenditures made.
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.

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

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Explaining policies and procedures related to reimbursements
requests by employees. Set policies regarding reimbursement
process and amount limits etc. Inform employees.
Collecting and reporting all pertinent information regarding the taxes
paid by the organization's employees.
Permitting expense reimbursement requests from employees.
Paying for expense reimbursement requests from employees. (Follow
Approve reimbursements and advances [10882] according to policies
and conditions.)
Maintaining accounts of individuals who are connected with business.
Managing business's investments in trading in bonds, currencies,
financial derivatives, etc. Manage the financial assets and holdings of
the organization. Optimize the organization's liquidity. Invest excess
cash. Reduce financial risks.
Managing rules and regulations for investments in trading in bonds,
currencies, financial derivatives, etc. Establish policies and
procedures for investments made. Optimize liquidity in treasury
operations.
Selecting opportunities and the authoritative body for investments in
trading in bonds, currencies, financial derivatives, etc.
Creating and providing investment regulations for the organization.
Establish policies and procedures for investments to optimize liquidity
in treasury operations. Create a written copy of it.
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.

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Creating and managing the internal control systems for investments
in bonds, currencies, and financial derivatives to verify procedures.
Describing the need of system security requirements for controlling
access, reliability of information, accountability, and availability of
information in the organization.
Taking care of all cash-related activities in the business. Manage and
reconcile cash positions. Manage cash equivalents. Process and
oversee electronic fund transfers. Develop cash flow forecasts.
Manage cash flows. Produce cash management accounting
transactions and reports. Manage and oversee banking relationships.
Analyze, negotiate, resolve, and confirm bank fees.
Correcting cash differences in the books of accounts. Make optimum
utilization of funds available in the business. Check for differences to
rectify.
Taking care of all cash-related activities in the business. Utilize shortterm 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.

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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.
Taking care of the organization's financial position. Manage its loans
or debts from different sources and investments. Leverage the most
profitable options to balance the financial position in the market.
Maintaining smooth relations with financial investment banks that
help availing loans and services.
Managing and maintaining enough liquidity in form of cash and cash
equivalents in the business to meet urgent and timely requirements
Managing the exposure incurred by the issuer for providing credit to
the borrower.
Tracking loans taken and money invested in different options.
Arrange and supervise loans from banks and individuals and
investments in different available and profitable options.
Creating transactions report of loans and investments. Prepare and
maintain records of loans and investment transactions.
Supervising the interest paid or received by the organization. Arrange
and supervise interest rate swap transactions to manage exposure to
fluctuations in interest rates. Or attain a marginally lower rate of
interest than could be gained through a swap.
Performing transactions that limit investment risk with the help of
derivatives, such as options and futures contracts. Manage interest
rates, foreign exchange, and exposure risks. Develop and execute
hedging transactions. Evaluate and refine hedging positions. Produce
hedge accounting transactions and reports. Monitor credit.
Handling risks arising from changes in the interest rate.

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Taking care of exposure risks. Maintain financial investments in
particular investments or a portfolios that could be risky for the
organization.
Revising credit reports periodically for accurateness and changes that
could be suggestive of duplicitous activity.
Administering internal controls. This process requires the organization
to manage entity's board of trustees, management, and other
personnel in order to offer judicious assurance about the
achievement of effectiveness, proficiency of operations, and
reliability of financial reporting.
Forming rules and regulations to ensure the achievement of
effectiveness, proficiency of operations, and reliability of financial
reporting.
Establishing board of directors and auditing committee in order to
assign roles and responsibilities for internal controls.
Outlining and communicating a code of ethics act responsibly.
Defining roles, responsibilities, and accountabilities for effectiveness
and proficiency of operations and reliability of financial reporting.
Outlining the objectives and risks associated with a process.
Delineate process goals. Determine the risks attached to it.
Determine what the process is meant to accomplish, potential issues,
a timeline of potential risks, the scope and potential impact of risks,
etc.
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.

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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 controlsrelated activities.
Defining and executing policies, procedures, techniques, and
mechanisms and actions taken to minimize risk.
Overseeing the activities for internal controls. Observe the
effectiveness of policies, procedures, techniques, and mechanisms
actions taken to minimize risk.
Taking corrective measures for policies, procedures, techniques, and
mechanisms actions taken to minimize risk. (Conduct in accordance
with Monitor control effectiveness [10918] in order to determine and
rectify the control deficiencies.)
Developing a compliance function for internal controls. Monitor
trading activity. Avoid conflicts of interest. Safeguard compliance with
guidelines at brokerage houses. Avoid money laundering and
potential tax evasion.
Administering operational activities of a compliance function.
Implementing and maintaining the compliance technological systems
or equipment that are control-enabled.
Reporting on internal controls compliance to the appropriate
authority, including IT regulations and pertinent data.
Reporting to external auditors. This process requires the organization
to report to external auditors about the regulations for information
technology and any critical data that the organization is holding.
Reporting to regulators, shareholders, debt holders, securities
exchanges, etc. about IT regulations and pertinent data.

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

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

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Sourcing new physical assets such as machinery, equipment,
production lines, and systems of tools. Integrate new assets into the
processing operation.
Establishing policies for maintaining productive assets. Create rules
and regulations for the timely maintenance of productive assets.
Evaluating assets in order to project future requirements for
maintenance. Evaluate the present working condition of assets.
Determine the future maintenance requirements of assets.
Devising a methodology and procedure for assimilating the works of
planned maintenance into the schedule scheme for the processing of
finished products that utilizes the same machinery.
Acquiring equipment. Install the equipment at a suitable place
according to business requirements.
Creating 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.
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.
Following set performance targets, monitor and gage the success of
the organization in meeting those targets.

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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).

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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.

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Determining the possibility that a specified undesirable event will
occur using established tools, implements, and frameworks. Use risk
assessments to determine, for example, whether to undertake a
particular venture, what rate of return a particular investment
requires, and how to mitigate an activity's potential losses.
Developing possibilities and arrangements to improve opportunities
and reduce deviations to project objectives.
Executing mitigation plans to improve opportunities and reduce
deviations to project objectives.
Identifying, examining, and recognizing/justifying any improbability in
investment decision making.
Examining the impact of risk activities in order to update the existing
scheme of risk management. Analyze and substantiate the potential
for adverse consequences to occur. Consider the risks associated with
the activity and the methods available to manage those risks.
Creating reports on risk activities, and communicating them to
management. Prepare reports on the potential for adverse safety
consequences.
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.

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Analyzing and overseeing the regulatory environment in order to spot
any changing or emerging regulations. This process element calls
upon the organization to monitor the regulatory environment for any
new statutes, policies, and enactments issued by the respective
government authorities or those which have been updated.
Evaluating current regulatory policies and regulations. Assess their
performance. Make necessary changes.
Assessing the current policies and policies. Implement missing and
necessary changes environmental changes, political changes,
technological changes, etc.
Monitoring, appraising, and evaluating the compliance position of the
organization in order to fine-tune for effective remediation. Track
efforts for handling regulatory and compliance requirements
necessitated by law. Test the robustness of internal frameworks,
procedures, and approaches for dealing with these requirements, in
order to clearly identify any necessary changes.
Developing and preserving relationships with the regulators, without
compromising the legal basis of the relationship.
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.

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Evaluating the impact of offerings and the auxiliary operations
required to process them on the immediate ecosystem and the
environment at large. Study the lifecycle of the products/services
offered by the organization. Estimate any affect on the environment
through metrics such as a calculation of carbon footprint.
Conducting an inspection to verify that the organization adequately
complies with the environmental, health, and safety standards. Audit
procedures and records regarding responsibility for the environment,
health, and safety.
Identify the requirements for regulation and shareholders. Assess
future risks and opportunities. Develop a policy for the EHS program.
Record and manage EHS program events.
Determining any protocols or standards to comply with, set by
regulatory agencies or the organization's stakeholders. Closely
examine all standards and matters of compliance relating to the
environment, health, and safety.
Evaluating any risks and opportunities that might affect the
environmental, health, and safety of products/services. Leverage
techniques such as cost-benefit analysis, trend extrapolation,
systems analysis, social surveys, historical surveys, historical
analogy, Delphi, conferences, workshops, briefings, hearings,
advisory committees, moot courts, artistic judgment, on-site field
investigation, scaling techniques, and scenario creation.
Creating a plan for managing the environmental, health, and safety
impact of products/services. Establish minimum requirements for the
organization regarding the environment at large and the health and
safety of employees. Develop policies, written procedures, and
supporting tools to dictate how the organization will meet policy
requirements.

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Recording and managing all events and activities associated with
complying with environmental, health and safety standards. Create
event calendars. Assign funds. Educate employees. Conduct events.
Conducting programs such as on-the-job training sessions, group
training workshops, and online training.
Reporting any issues or problems with EHS to the stakeholders. This
includes management, creditors, directors, employees, government
agencies, shareholders, suppliers, and unions. Provide support to
them.
Managing the costs and benefits of EHS. Measure and report the
performance of EHS. Implement plans for emergency response and
pollution prevention. Provide EHS support.
Administering the costs and benefits of EHS management program.
Evaluate program costs to ensure that the benefits of the program
always outweigh its costs.
Using performance techniques and indicators. Utilize number of
audits or inspections performed, safety committee meetings, the
number and types of findings and observations, timely preventive
maintenance tasks performed, etc.
Implementing a program for organizing, coordinating, and directing
available resources to respond to the event. Conduct a risk
assessment to identify potential emergency scenarios in order to
create a program that ensures that resources are on hand--or quickly
available--in case of emergencies.
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.

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Administering the efforts and activities for remediation. This process
element requires the organization to create plans for corrective action
in collaboration with government agencies and pertinent professional
services agencies which specialize in remediation efforts relevant to
the organization's operations. Additionally, the organization needs to
consult experts to validate the plan, determine resources allocation,
resolve any legal concerns, and formulate a company-wide policy for
remediation.
Creating plans for remediation efforts. Make a plan to address a case
of environmental adulteration. Identify and treat the adulteration so
that the area will become operational again.
Discussing and soliciting advice from experts for in order to
incorporate their suggestion (regarding Create remediation plans
[11201]).
Identifying and dedicating the resources for managing remediation
efforts. Discern the resources needed for remediation efforts.
Dispense with resources in a sound and well-reasoned manner.
Examining regulatory and legislative frameworks. Obligate the
organization to remediate any damages through compensations,
fines, and any other remedial efforts necessitated to correct the
situations. Analyze local environmental laws, binding international
covenants, etc. in order to examine legal accuracy about the rules
and procedures.
Studying the causes of damage, which could be environmental,
physical, social, etc. at country level in order to institute better
policies and regulations.
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.

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Fostering external relationships with stakeholders of the entity,
including investors, government and industry, the board of directors,
and the general public. This is not related to customer management.
Creating a strategic management responsibility for integrating
finance, communication, marketing, and securities law compliance.
Allow the most effective two-way communication among the
organization, the financial community, and other constituencies.
Enlist the investor relations function to provide market intelligence to
corporate management.
Building and managing relations with bankers or lenders through
strong products/services strategies that bankers would want to invest
in. Foster a receptive environment for low rates of interest, easy
access to loans, etc.
Creating and maintaining long-term relations with analysts. Involve
analysts in strategy and product decisions in order to elicit valuable
information.
Practicing regular, transparent communication with shareholders
through annual shareholders' meetings, quarterly earnings calls,
shareholders letters, one-on-one emails or calls, etc.
Creating and maintaining relationships with government and industry
representatives.
Persuading public and government policy at the local, regional,
national, and global level (subject to government regulations).
Managing relations with quasi-governmental organizations,
corporations, businesses, or any other agency that is treated by
national laws and principles to be under the supervision of the
government but also distinct and self-directed from the government.
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.
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Managing lobbying activities to affect government policies.
Maintaining relations with representatives of the stockholders.
Establish corporate management-related policies and to make
decisions on major company issues. Implement practices designed to
engender communication, trust, and cooperation.
Reporting financial results to management, and releasing results to
the public. Report financial statements, including the income
statement, balance sheet, and statement of cash flows.
Reporting audit findings to management. Practice an internal audit
with criteria for confirming a problem, a description of the situation,
and the root cause of the problem. Make recommendations that
resolve the issue.
Managing legal practices to abide by the law, as well as ethical
practices.
Creating a code of ethics that communicate the organization's
philosophy to employees, vendors, customers, clients, and the public.
Administering the system of rules, practices, and processes through
which a company is directed and controlled. Balance stakeholder
interests including shareholders, management, customers, suppliers,
financiers, government, and the community. Outline a strategy for
achieving organizational goals, from action plans and internal
controls to performance measurement and corporate disclosure.
Creating and applying programs and activities. Encourage the
adherence preventive laws, such as environmental law, sex
discrimination, computer law, estate planning, corporate compliance,
business planning, and property transactions.

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Ensuring the organization's compliance position. Validate compliance
with different statutes, regulatory directions, and legal principles
(using Establish compliance framework and policies [17468]).
Coordinate with compliance and risk management personnel.
Employing an internal system or process to identify and reduce the
risk of breaching the Competition and Consumer Act 2010. Remedy
any breach. Create a culture of compliance. Design compliance
programs.
Implementing the established compliance program in order to meet
the government laws and regulations. Create a compliance team that
scrutinizes the rules set out by government bodies such as the
Securities and Exchange Commission.
Managing professionals, sought externally for assistance over legal
and ethical concerns. Administer and oversee assistance from subject
matter experts and professionals for sourcing expert opinion and
counseling over legal and ethical matters.
Examining the problems and deciding the action requirements for
engaging outside counsel. This process element calls upon the
organization to internally analyze the issues for which assistance
from external counsel is needed. Additionally, the organization needs
to break-down the issue, identifying the tasks and exercises where
outside counsel can help.
Recruiting the assistance of outside counsel for any legal and/or
ethical concerns. Engage and/or retain any external counsel sought
from subject matter experts and professionals.
Making a financial plan. This strategy sets out, using figures, an
organization's expected future results. Enlist the finance function to
support work generated by other business functions in order to build
and secure their support for the budget.

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Receiving deliverables from outside counsel, and monitoring the
efforts committed by them. Track the progress of, collect, and
validate the required work product from the subject matter experts
and professionals engaged as external counsel. Verify the amount of
effort dedicated by these counsels to the issue at hand, in order to
confirm their fees.
Making payments to legal advisers for their services. Payments
include addressing issues or suits by customers, suppliers,
competitors, bankers, government agencies, etc.
Keeping track of the legal activities and performance of the
organization.
Safeguarding the intellectual property of the organization. This
process requires the organization to protect a wide variety of
intellectual property created by it. It involves creating and managing
non-disclosure agreements (NDAs), following up on current
developments in the areas where the organization holds patents,
tracking the use of the organization's copyrighted material, creating
and upholding licensing terms, and administering policies for
safeguarding intellectual property.
Managing the patents and copyrights already held or sought by the
organization. Administer and oversee applying for, securing, and
maintaining intellectual property rights in the form of patents and
copyrights. Submit applications for such rights. Handle associated
legal issues. Draft and communicate proper attributions. Collect
royalties. Monitor any misuse of the intellectual property rights.
Managing the upkeep of intellectual property rights by creating and
managing a framework of rules, policies, procedures, and restrictions.
Outline a clear policy for any possible scenario of their use by any
external agent.

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Administering and overseeing the terms and policies associated with
licensing the organization's intellectual property. Create and manage
the policies and terms governing the possible granting of a license to
any external agent. Demarcate a clear framework that governs the
licensing of any patents or copyrights held by the organization.
Managing options regarding licensing agreements. Follow favorable
terms and conditions.
Resolving disputes or civil lawsuits internally or externally.
Providing legal advice concerning the substance or procedure of a law
in relation to a particular situation.
Negotiating terms to reach a final draft of a contract that is
acceptable to all parties.
Managing a public relations programs through business and
communications skills.
Developing and administering community relations. Establish
business connections with the people constituting the environment
the organization operates in and draws resources from in order to
foster mutual understanding, trust, and support. Create programs
that promote the organization's image in a positive and communityoriented 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.

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Definition
Performing activities by an organization that are fundamental to the
successful operation of the organization, even across functions in a
business. Capabilities defined in the PCF include business process
management; portfolio, program, and project management; quality
management; change management; benchmarking; environmental
health and safety management; and knowledge management.
Establishing and administering governance for management of the
processes. Outline and manage the frameworks for management of
the processes. Define the business processes. Administer the
performance of the processes. Enhance the business processes.
Defining and managing the organization's approach to governing
business process management. Establish and manage tools to
support the governance process. Assign ownership for all business
processes. Perform activities to administer the governing process.
Outlining and managing the methodology for administering business
process management (BPM). Define the method for setting standards
and priorities for BPM efforts. Identify BPM governance leaders.
Define BPM project participants' roles.
Instituting, organizing, and maintaining the upkeep of the techniques
used for business process management (BPM). Create and maintain
templates of BPM tools that can be readily implemented, including
process engine, business analytics, content management, and
collaboration tools.
Implementing and executing activities for governing business
processes. Execute activities that encourage participation,
accountability, transparency, responsiveness, equity and
inclusiveness, etc. within the business processes.

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

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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.
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.

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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.

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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.

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Definition
Identifying and implementing the techniques and procedures for
managing business projects. Identify the most appropriate models,
which are to be employed by the project managers for the purpose of
designing, planning, implementing, and achieving project objectives.
Examine and assess various project management methodologies
such as adaptive project framework, agile development, crystal
methods, and feature-driven development.
Creating a document that includes the current situation, proposed
solution, financial analysis, conclusion, etc. Convince a decision
maker and investors to approve the project. Obtain funding.
Developing procedures and indictors to assess performance of
business projects. Design and develop metrics and indicators--such
as cost, schedule, resources, risk, and quality--that exhibit the
performance of the business projects.
Defining the resources and their roles. Identify IT requirements.
Create plans for effective training and communication. Design reward
approaches. Plan the launch of project. Deploy the project.
Outlining the resources and their roles in the business projects.
Determining the IT requirements for specific business projects.
Identify the requirements of computers and telecommunications
equipment to store, retrieve, transmit, and manipulate data related
to the project. Consider factors such as functional requirements,
design requirements, project phases, and project schedule.
Designing a plan for equipping the project team with the necessary
skills and abilities to fulfill their roles and responsibilities in the
project effectively and efficiently. Offer formal training, mentoring, or
coaching. Initiate informal conversations. Communicate messages
during the project.
Creating a plan for recognizing and rewarding extraordinary
performances within the business projects. Use incentives, bonuses,
and certificates for recognition and rewarding purposes.
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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].

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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.
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.
Determining the level of preparedness of the conditions, attitudes,
and resources at all levels in the organization needed for change to
happen successfully. Define scope of the proposed change. Select the
tools for a change readiness assessment.
Identifying and communicating with shareholders affected by the
change. Consider internal and external stakeholders that will be
affected by the change. Determine the amount of influence the
change will have on them. Ensure the involvement of these
stakeholders in the change process by effectively communicating
with them.

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Definition
Identifying people exhibit an extraordinary interest in the adoption,
implementation, and success of the change. Engage champions in
each division or team. Define the roles and responsibilities for the
change champions. Determine criteria for selecting change
champions. Provide training sessions to champions. Reward and
recognize champions.
Preparing a design team for implementing change throughout the
organization.
Defining the extent of the area or subject matter that the change
process deals with or to which it is relevant. Establish a set of tools,
processes, skills, and principles for managing the people side of
change to achieve the required outcomes of the change process.
Using graphical and statistical tools such as pareto diagrams, process
flow diagrams, cause-and-effect diagrams, check sheets, histograms,
run charts, and scatter diagrams.
Determining the state or position that the organization wants to be in
after the implementation of the change. Gather necessary
information about the processes, structures, and cultures. Define
resource requirements.
Looking beyond the immediate consequences of the threat to a
critical asset and placing it in the context of what is important to the
organization. Identify the impact of threats to critical assets. Create
risk evaluation criteria. Evaluate the impact of threats to critical
assets. Incorporate probability into the risk analysis.
Evaluating the culture within the organization. Adopt a quantitative,
multidimensional measurement approach of an organization's culture
and the aspirations for it. Diagnose cultural activities, enhance
leadership sections. Integrate cultures.
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.
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Definition
Recognizing the circumstances or obstacles that keep the
organization from progressing. Identify who and what are the
resources resisting change. Identify integration failures, threats by
competitive forces, and complexity failures.
Identifying the person(s) or thing(s)responsible for making the
change possible. Consider factors such as interdependence of efforts,
reward to the integrators, sharing of power and responsibility, and
employee understanding of why change is essential.
Recognizing the resource requirements, and developing measures for
change. Identify the financial, material, human, and informational
resources needed to successfully implement the change. Develop
programs, campaigns, etc. for establishing the change within the
organization.
Developing plans for change management, training, communication,
and rewards/incentives. Establish metrics for measuring the change
adoption. Clarify new roles for employees. Identify budgets.
Correlating the change initiative with the other initiatives. Create an
alignment between the goals and objectives of the change process
and that of the other initiatives.
Creating a detailed structure summary for the purposes of managing
the change. Demonstrate the reasons for the change. Define the type
and scope of change. Form a change management team. Create a
communication plan.
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.
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Definition
Creating and designing the plan for rewarding the employees
exhibiting the desired behavior. Specify rewards in recognition of
service, effort, or achievement regarding the change, including
bonuses, compensation, stock options, profit sharing, vacations, and
flexible time.
Establishing a system or standard of measurement for measuring the
adoption of the change. Consider activities such as the number of
people who have adopted the change, how quickly have they
adopted, number of unique adopters, and adopters by
teams/divisions.
Establishing and explaining the new roles to employees. Assign roles
and responsibilities to resources.
Creating a plan of financial outlay for the newly defined roles.
Determine the amount of capital the organization is willing to invest
in effectuating these new roles, how would the roles be financed, and
what would comprise the ROI from these flows. Coordinate personnel
responsible for change management and the finance division.
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.)

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Definition
Supporting the transition of personnel to new roles and the dismissal
of any existing employees, necessitated for the desired change.
Create an on-boarding process for seamlessly transitioning personnel
to new roles. Offer orientation and training. Address any concerns.
Create a structured procedure for the discharge of incumbents from
their positions.
Monitoring activities in the change process in order to assess the
performance of individual agents and the process as a whole.
Oversee the implementation of activities needed for effectuating the
change. Track the pace, impact, enthusiasm, reaction, and feedback
over the change process.
Sustaining the impact of the change process in order to enact
continual process improvement. Monitor the performance of reengineered 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.

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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.
Constituting a centralized group of employees who collectively take
ownership of the organization's knowledge management efforts.
Create full-time positions to support knowledge management efforts.
Empower the core group to operationalize the KM strategy. Involve
personnel from a wide array of functions.
Clearly determining the roles and responsibilities of all personnel
involved in the management of the organization's corpus of
knowledge. Flesh out the roles and responsibilities of the KM core
group, as well as the operational staff involved in the upkeep of the
knowledge management program.
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.

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Definition
Creating core knowledge management procedures and
methodologies. Initiate developing a strategy, planning, execution,
and improvement.
Determining the IT needs for developing the knowledge management
strategy, and collaborating with the IT function to implement the
strategy. Assess requirements for technologies such as computer
hardware, software, electronics, semiconductors, internet, and
telecommunications equipment in order to effectively build and
implement the strategy for knowledge management.
Creating plans for KM training plans and conveying the knowledge
management strategy within the organization. Create training
programs, sessions, and activities in order to familiarize employees
and management with the concept of knowledge management.
Creating approaches for effectively administering the changes in
knowledge management. Design an approach that transforms
individuals, teams, and the organization to a desired future state
represented by the change.
Establishing measures and indicators for evaluating the performance
of the knowledge management function. Define key performance
indicators such as the amount of knowledge assets created and
number of knowledge projects undertaken.
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).

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Definition
Evaluating existing procedures, policies, and guidelines for
knowledge management. Study and examine the organization's
approach against industry best practices by benchmarking,
competitive analysis, etc.
Assessing the KM approach evaluations in order to identify any gaps
or needs. Compare the performance of the KM approach against the
desired or expected performance, as well as against the standard
knowledge management industry approach.
Leveraging KM evaluations and identified gap to enhance existing
approaches.
Designing new policies, procedures, and guidelines to support
knowledge management.
Implementing new policies, procedures, and guidelines to support
knowledge management.
Creating and administering a strategy to manage organizational
performance. Benchmark the performance of the internal processes,
as well as the organization as a whole.
Creating and implementing a strategy for administering
organizational performance. This process element calls upon the
organization to create and administer a strategy for measuring,
tracking, streamlining, and improving internal performance. It
encompasses creating a blueprint for the tactical measurement of
internal processes and work force improvement, in alignment with
Employee Metrics Developed and Managed [10526].
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.

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Definition
Evaluating the productivity of the organization's processes. Adapt
evaluation to the activities and business components being
measured. (Unlike process Measure staff efficiency [11078], process
Measures outcomes [11076] [e.g., how much of X is produced within
X time period].) Measure a manufacturing process, for example,
according to number of units produced per FTE or number of high
quality units produced.
Measuring the cost effectiveness of the organization's processes.
Track the return on investing in marketing campaigns, new
equipment, and process redefinition. Measure the cost per employee
or cost per cycle for a given process, function, or business unit.
Evaluating the efficiency of employees. Measure activities performed
to determine where automation could increase efficiency. Identify
differences between the efficiency of employee groups. Evaluate the
quality of work.
Measuring how long it takes to perform certain processes or cycles of
action. Select measures of customer response time, invoicing, order
to cash, etc. (Actions taken based on the measurement typically exist
as activities within process group Manage change [11074] or within
the other function specific categories. For example, if measures
indicate that the invoicing cycle is taking too long or is inconsistent,
the resulting actions would take place within process Invoice the
customer [10742].)
Comparing organizational performance internally or externally with
other organizations.
Measuring, researching, and recording the performance of people,
processes, mechanisms, or other areas of the business that the
organization wants to benchmark or track.

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Definition
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.

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Process
Element Hierarchy
ID
ID
Process element
10002 1.0
Develop District Vision and Strategy

Metric Category
Process Efficiency

Metric ID
101337

Process Efficiency

101339

10002

1.0

Develop District Vision and Strategy

10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 101585

Engagement

10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 101715

Engagement

10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 101512

Engagement

10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 103035

Engagement

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Process
Element Hierarchy
ID
ID
Process element
Metric Category Metric ID
10006 5.0
Manage Student and Stakeholder Relationship and Cost Effectiveness 103216
Engagement

10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 103908

Engagement

10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 103911

Engagement

10006

5.0

10006

5.0

10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 103915

Engagement
Manage Student and Stakeholder Relationship and Cost Effectiveness 103919
Engagement
Manage Student and Stakeholder Relationship and Cost Effectiveness 103363
Engagement

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Process
Element Hierarchy
ID
ID
Process element
Metric Category Metric ID
10006 5.0
Manage Student and Stakeholder Relationship and Cost Effectiveness 104547
Engagement

10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 104548

Engagement

10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 104549

Engagement

10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 104550

Engagement

10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 104765

Engagement

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Process
Element Hierarchy
ID
ID
Process element
Metric Category Metric ID
10006 5.0
Manage Student and Stakeholder Relationship and Cost Effectiveness 104766
Engagement
10006

5.0

Manage Student and Stakeholder Relationship and Cost Effectiveness 104768

Engagement

10006

5.0

Manage Student and Stakeholder Relationship and Process Efficiency

Engagement

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 104721

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 104041

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 104042

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 104043

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 103486

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 103487

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 103488

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category Metric ID

Cost Effectiveness 103489

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 104132

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 104133

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 104135

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 104136

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 104164

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category Metric ID

Cost Effectiveness 104165

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 105357

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 105358

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 105398

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 105399

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 105400

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 103555

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 103558

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category Metric ID

Cost Effectiveness 103559

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 103560

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 103561

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 103562

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 103563

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 103564

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 103566

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 100132

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 100195

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category Metric ID

Cost Effectiveness 100196

10007

6.0

Develop and Manage Human Capital

Cost Effectiveness 100197

10007

6.0

Develop and Manage Human Capital

Process Efficiency

105354

10007

6.0

Develop and Manage Human Capital

Process Efficiency

105355

10007

6.0

Develop and Manage Human Capital

Process Efficiency

101031

10007

6.0

Develop and Manage Human Capital

Process Efficiency

101272

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105390

10007
10007
10007

6.0
6.0
6.0

Develop and Manage Human Capital

Develop and Manage Human Capital
Develop and Manage Human Capital

Staff Productivity
Staff Productivity
Staff Productivity

105391
105392
105393

10007
10007
10007
10007
10007

6.0
6.0
6.0
6.0
6.0

Develop
Develop
Develop
Develop
Develop

Staff
Staff
Staff
Staff
Staff

105394
105395
105396
105397
105359

Copyright 2016 APQC

and
and
and
and
and

Manage
Manage
Manage
Manage
Manage

Human
Human
Human
Human
Human

Capital
Capital
Capital
Capital
Capital

Productivity
Productivity
Productivity
Productivity
Productivity

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Staff Productivity

Metric ID
105360

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105361

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105362

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105363

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105364

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105365

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105366

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105367

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105368

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105369

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Staff Productivity

Metric ID
105370

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105371

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105372

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105373

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105374

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105375

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105376

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105377

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105378

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105379

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105380

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105381

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105382

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105383

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Staff Productivity

Metric ID
105384

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105385

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105386

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105387

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105273

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105274

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105275

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105276

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105277

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105278

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105279

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105280

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105281

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105282

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105283

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105284

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Staff Productivity

Metric ID
105285

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105286

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105287

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105288

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105289

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105290

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105291

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105292

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105293

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105294

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105295

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105296

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105297

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105298

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105299

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105300

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Staff Productivity

Metric ID
105301

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105302

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105303

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105304

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105305

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105306

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Staff Productivity

Metric ID
105307

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105308

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105309

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105310

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105311

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105312

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105313

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105314

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105315

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105316

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105317

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105318

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105319

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Staff Productivity

Metric ID
105320

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105321

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105322

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105323

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105324

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105325

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105326

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105327

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105328

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105329

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105330

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105331

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105332

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105333

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105334

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105335

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Staff Productivity

Metric ID
105336

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105337

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105338

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105339

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105340

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105341

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105342

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105343

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105344

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105345

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105346

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105347

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105348

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105349

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105350

10007

6.0

Develop and Manage Human Capital

Staff Productivity

105351

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Staff Productivity

Metric ID
105352

10007

6.0

Develop and Manage Human Capital

Staff Productivity

100487

10007

6.0

Develop and Manage Human Capital

Staff Productivity

100943

10007

6.0

Develop and Manage Human Capital

Staff Productivity

101335

10007

6.0

Develop and Manage Human Capital

Staff Productivity

101368

10007

6.0

Develop and Manage Human Capital

Staff Productivity

101416

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101435

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101441

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

100861

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Supplemental
Information

Metric ID
100028

Supplemental
Information
Supplemental
Information

100043

10007

6.0

Develop and Manage Human Capital

10007

6.0

Develop and Manage Human Capital

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

100060

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101963

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101964

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101965

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101966

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101967

Copyright 2016 APQC

100045

295 of 687

Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Supplemental
Information

Metric ID
101968

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101969

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101970

10007

6.0

Develop and Manage Human Capital

101971

10007

6.0

Develop and Manage Human Capital

Supplemental
Information
Supplemental
Information

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

102081

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101873

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101874

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101875

Copyright 2016 APQC

100082

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Supplemental
Information

Metric ID
101876

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

101877

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

102330

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

102301

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

103176

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

102618

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

104130

10007

6.0

Develop and Manage Human Capital

Supplemental
Information

104114

10007

6.0

Develop and Manage Human Capital

104562

10007

6.0

Develop and Manage Human Capital

Supplemental
Information
Supplemental
Information

Copyright 2016 APQC

104154

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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Metric ID
105353

10007

6.0

Develop and Manage Human Capital

10007

6.0

Develop and Manage Human Capital

10007

6.0

Develop and Manage Human Capital

10008

7.0

Manage Information Technology

Cost Effectiveness 105047

10008

7.0

Manage Information Technology

Cost Effectiveness 104494

10008

7.0

Manage Information Technology

Cost Effectiveness 104095

10008

7.0

Manage Information Technology

Cost Effectiveness 104100

10008

7.0

Manage Information Technology

Cost Effectiveness 104103

10008

7.0

Manage Information Technology

Cost Effectiveness 104105

10008

7.0

Manage Information Technology

Cost Effectiveness 104109

10008

7.0

Manage Information Technology

Cost Effectiveness 104641

Copyright 2016 APQC

105388
105389
105356

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category Metric ID

Cost Effectiveness 104661

10008

7.0

Manage Information Technology

Cost Effectiveness 104771

10008

7.0

Manage Information Technology

Cost Effectiveness 104772

10008

7.0

Manage Information Technology

Cost Effectiveness 104773

10008

7.0

Manage Information Technology

Cost Effectiveness 104946

10008

7.0

Manage Information Technology

Cost Effectiveness 104947

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category Metric ID

Cost Effectiveness 104996

10008

7.0

Manage Information Technology

Cost Effectiveness 104997

10008

7.0

Manage Information Technology

Cost Effectiveness 104998

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category Metric ID

Cost Effectiveness 104999

10008

7.0

Manage Information Technology

Cost Effectiveness 105000

10008

7.0

Manage Information Technology

Cost Effectiveness 105008

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category Metric ID

Cost Effectiveness 105009

10008

7.0

Manage Information Technology

Cost Effectiveness 105010

10008

7.0

Manage Information Technology

Cost Effectiveness 105011

10008

7.0

Manage Information Technology

Cost Effectiveness 105012

10008

7.0

Manage Information Technology

Cost Effectiveness 105013

10008

7.0

Manage Information Technology

Cost Effectiveness 100441

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category Metric ID

Cost Effectiveness 100443

10008

7.0

Manage Information Technology

Cost Effectiveness 100445

10008

7.0

Manage Information Technology

Cost Effectiveness 100798

10008

7.0

Manage Information Technology

Cycle Time

103395

10008

7.0

Manage Information Technology

Cycle Time

103397

10008

7.0

Manage Information Technology

Cycle Time

103400

10008

7.0

Manage Information Technology

Cycle Time

103403

10008

7.0

Manage Information Technology

Cycle Time

103405

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category
Cycle Time

Metric ID
103407

10008

7.0

Manage Information Technology

Cycle Time

103419

10008

7.0

Manage Information Technology

Cycle Time

103421

10008

7.0

Manage Information Technology

Cycle Time

103424

10008

7.0

Manage Information Technology

Cycle Time

103427

10008

7.0

Manage Information Technology

Cycle Time

103429

10008

7.0

Manage Information Technology

Cycle Time

103431

10008

7.0

Manage Information Technology

Cycle Time

105060

10008

7.0

Manage Information Technology

Process Efficiency

101241

10008

7.0

Manage Information Technology

Process Efficiency

100940

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category
Process Efficiency

Metric ID
100970

10008

7.0

Manage Information Technology

Process Efficiency

100972

10008

7.0

Manage Information Technology

Process Efficiency

100974

10008

7.0

Manage Information Technology

Process Efficiency

105064

10008

7.0

Manage Information Technology

Process Efficiency

105073

10008

7.0

Manage Information Technology

Staff Productivity

105061

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category
Staff Productivity

Metric ID
105062

10008

7.0

Manage Information Technology

Staff Productivity

101295

10008

7.0

Manage Information Technology

Supplemental
Information

101770

10008

7.0

Manage Information Technology

Supplemental
Information

100957

10008

7.0

Manage Information Technology

Supplemental
Information

105014

10008

7.0

Manage Information Technology

105076

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Copyright 2016 APQC

105077
105079
104948

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category
Supplemental
Information

Metric ID
104949

10008

7.0

Manage Information Technology

Supplemental
Information

104950

10008

7.0

Manage Information Technology

Supplemental
Information

104951

10008

7.0

Manage Information Technology

Supplemental
Information

104952

10008

7.0

Manage Information Technology

Supplemental
Information

104953

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category
Supplemental
Information

Metric ID
104954

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

104963

Supplemental
Information
Supplemental
Information

104969

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

Supplemental
Information

104971

10008

7.0

Manage Information Technology

Supplemental
Information

104972

Copyright 2016 APQC

104964
104965
104966
104967
104968

104970

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category
Supplemental
Information
Supplemental
Information

Metric ID
104973

10008

7.0

Manage Information Technology

10008

7.0

Manage Information Technology

Supplemental
Information

104978

10008

7.0

Manage Information Technology

Supplemental
Information

104979

10008

7.0

Manage Information Technology

Supplemental
Information

104980

10008

7.0

Manage Information Technology

Supplemental
Information

104981

10008

7.0

Manage Information Technology

Supplemental
Information

104984

10008

7.0

Manage Information Technology

Supplemental
Information

104985

Copyright 2016 APQC

104975

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category
Supplemental
Information

Metric ID
104986

10008

7.0

Manage Information Technology

Supplemental
Information

104987

10008

7.0

Manage Information Technology

Supplemental
Information

104988

10008

7.0

Manage Information Technology

Supplemental
Information

104944

10008

7.0

Manage Information Technology

Supplemental
Information

104945

10008

7.0

Manage Information Technology

Supplemental
Information

104625

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Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

Metric Category
Supplemental
Information

Metric ID
104626

10008

7.0

Manage Information Technology

Supplemental
Information

102723

10008

7.0

Manage Information Technology

Supplemental
Information

102725

10008

7.0

Manage Information Technology

Supplemental
Information

102727

10017

1.1.1

Assess the external environment

Supplemental
Information

101747

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category Metric ID

Cost Effectiveness 104780

10216

4.2

Procure materials and services

Cost Effectiveness 104789

10216

4.2

Procure materials and services

Cost Effectiveness 103993

10216

4.2

Procure materials and services

Cost Effectiveness 103994

10216

4.2

Procure materials and services

Cost Effectiveness 103997

10216

4.2

Procure materials and services

Cost Effectiveness 103998

10216

4.2

Procure materials and services

Cost Effectiveness 104002

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category Metric ID

Cost Effectiveness 104004

10216

4.2

Procure materials and services

Cost Effectiveness 104005

10216

4.2

Procure materials and services

Cost Effectiveness 103387

10216
10216

4.2
4.2

Procure materials and services

Procure materials and services

Cycle Time
Cycle Time

100642
103094

10216

4.2

Procure materials and services

Cycle Time

100322

10216

4.2

Procure materials and services

Process Efficiency

100385

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Process Efficiency

Metric ID
101214

10216

4.2

Procure materials and services

Process Efficiency

101768

10216

4.2

Procure materials and services

Process Efficiency

101861

10216

4.2

Procure materials and services

Process Efficiency

104251

10216

4.2

Procure materials and services

Process Efficiency

103199

10216

4.2

Procure materials and services

Process Efficiency

104118

10216

4.2

Procure materials and services

Process Efficiency

102822

10216

4.2

Procure materials and services

Process Efficiency

102703

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Process Efficiency

Metric ID
102705

10216

4.2

Procure materials and services

Process Efficiency

102648

10216

4.2

Procure materials and services

Process Efficiency

102426

10216

4.2

Procure materials and services

Process Efficiency

102428

10216

4.2

Procure materials and services

Process Efficiency

102430

10216

4.2

Procure materials and services

Process Efficiency

102415

10216

4.2

Procure materials and services

Process Efficiency

102419

10216

4.2

Procure materials and services

Process Efficiency

102422

10216

4.2

Procure materials and services

Process Efficiency

102450

10216

4.2

Procure materials and services

Process Efficiency

102452

10216

4.2

Procure materials and services

Process Efficiency

102454

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Staff Productivity

Metric ID
104117

10216

4.2

Procure materials and services

Staff Productivity

104129

10216

4.2

Procure materials and services

Staff Productivity

104139

10216

4.2

Procure materials and services

Supplemental
Information

101867

10216

4.2

Procure materials and services

Supplemental
Information

100673

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Supplemental
Information

Metric ID
100774

10216

4.2

Procure materials and services

Supplemental
Information

102746

10216

4.2

Procure materials and services

Supplemental
Information

102750

10216

4.2

Procure materials and services

Supplemental
Information

102754

10216

4.2

Procure materials and services

Supplemental
Information

102758

10216

4.2

Procure materials and services

Supplemental
Information

102762

10216

4.2

Procure materials and services

Supplemental
Information

102766

10216

4.2

Procure materials and services

Supplemental
Information

102770

10216

4.2

Procure materials and services

Supplemental
Information

102774

10216

4.2

Procure materials and services

Supplemental
Information

102778

10216

4.2

Procure materials and services

Supplemental
Information

102804

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Supplemental
Information

Metric ID
102659

10216

4.2

Procure materials and services

Supplemental
Information

102663

10216

4.2

Procure materials and services

Supplemental
Information

102665

10216

4.2

Procure materials and services

Supplemental
Information

102669

10216

4.2

Procure materials and services

Supplemental
Information

102671

10216

4.2

Procure materials and services

Supplemental
Information

102716

10216

4.2

Procure materials and services

104199

10216

4.2

Procure materials and services

Supplemental
Information
Supplemental
Information

10216

4.2

Procure materials and services

Supplemental
Information

102435

10216

4.2

Procure materials and services

Supplemental
Information

102438

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102432

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Supplemental
Information

Metric ID
102441

10216

4.2

Procure materials and services

Supplemental
Information

102444

10216

4.2

Procure materials and services

Supplemental
Information

102447

10216

4.2

Procure materials and services

102404

10216

4.2

Procure materials and services

Supplemental
Information
Supplemental
Information

10216

4.2

Procure materials and services

Supplemental
Information

102406

10216

4.2

Procure materials and services

102424

10216

4.2

Procure materials and services

Supplemental
Information
Supplemental
Information

10216

4.2

Procure materials and services

Supplemental
Information

105161

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102405

105166

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Supplemental
Information

Metric ID
104895

104896

10216

4.2

Procure materials and services

Supplemental
Information

10216

4.2

Procure materials and services

10219

4.3

Manage logistics and warehousing

Supplemental
104724
Information
Cost Effectiveness 105154

10219

4.3

Manage logistics and warehousing

Cost Effectiveness 105155

10219

4.3

Manage logistics and warehousing

Cost Effectiveness 104792

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Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing

Metric Category Metric ID

Cost Effectiveness 104793

10219

4.3

Manage logistics and warehousing

Cost Effectiveness 104777

10219

4.3

Manage logistics and warehousing

Cost Effectiveness 104778

10219

4.3

Manage logistics and warehousing

Cost Effectiveness 104783

10219

4.3

Manage logistics and warehousing

Cost Effectiveness 104111

10219

4.3

Manage logistics and warehousing

Cost Effectiveness 103505

10219

4.3

Manage logistics and warehousing

Cost Effectiveness 103506

10219

4.3

Manage logistics and warehousing

Cost Effectiveness 103509

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Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing

Metric Category Metric ID

Cost Effectiveness 103511

10219

4.3

Manage logistics and warehousing

Cycle Time

100509

10219

4.3

Manage logistics and warehousing

Process Efficiency

100756

10219

4.3

Manage logistics and warehousing

Process Efficiency

100759

10219

4.3

Manage logistics and warehousing

Process Efficiency

100762

10219

4.3

Manage logistics and warehousing

Process Efficiency

100765

10219

4.3

Manage logistics and warehousing

Process Efficiency

100706

10219

4.3

Manage logistics and warehousing

Process Efficiency

100422

10219

4.3

Manage logistics and warehousing

Process Efficiency

100097

10219

4.3

Manage logistics and warehousing

Process Efficiency

102362

10219

4.3

Manage logistics and warehousing

Process Efficiency

101878

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Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing

Metric Category
Process Efficiency

Metric ID
101880

10219

4.3

Manage logistics and warehousing

Process Efficiency

101882

10219

4.3

Manage logistics and warehousing

Process Efficiency

101884

10219

4.3

Manage logistics and warehousing

Process Efficiency

101886

10219

4.3

Manage logistics and warehousing

Process Efficiency

101888

10219

4.3

Manage logistics and warehousing

Process Efficiency

101890

10219

4.3

Manage logistics and warehousing

Process Efficiency

101892

10219

4.3

Manage logistics and warehousing

Process Efficiency

101894

10219

4.3

Manage logistics and warehousing

Process Efficiency

101896

10219

4.3

Manage logistics and warehousing

Process Efficiency

101898

10219

4.3

Manage logistics and warehousing

Process Efficiency

101900

10219

4.3

Manage logistics and warehousing

Process Efficiency

101741

10219

4.3

Manage logistics and warehousing

Process Efficiency

101940

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Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing

Metric Category
Process Efficiency

Metric ID
101221

10219

4.3

Manage logistics and warehousing

Process Efficiency

105153

10219

4.3

Manage logistics and warehousing

Process Efficiency

105251

10219

4.3

Manage logistics and warehousing

Process Efficiency

102586

10219

4.3

Manage logistics and warehousing

Process Efficiency

102645

10219

4.3

Manage logistics and warehousing

Process Efficiency

102625

10219

4.3

Manage logistics and warehousing

Process Efficiency

103097

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Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing

Metric Category
Process Efficiency

Metric ID
103099

10219

4.3

Manage logistics and warehousing

Process Efficiency

103101

10219

4.3

Manage logistics and warehousing

Process Efficiency

103103

10219

4.3

Manage logistics and warehousing

Process Efficiency

103105

10219

4.3

Manage logistics and warehousing

Process Efficiency

103107

10219

4.3

Manage logistics and warehousing

Process Efficiency

103109

10219

4.3

Manage logistics and warehousing

Process Efficiency

103111

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Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing

Metric Category
Staff Productivity

Metric ID
105152

10219

4.3

Manage logistics and warehousing

Supplemental
Information

100744

10219

4.3

Manage logistics and warehousing

Supplemental
Information

100747

10219

4.3

Manage logistics and warehousing

Supplemental
Information

100750

10219

4.3

Manage logistics and warehousing

Supplemental
Information

100753

10277

4.2.1

Develop sourcing strategies

Cost Effectiveness 105173

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Process
Element Hierarchy
ID
ID
Process element
10277 4.2.1
Develop sourcing strategies

Metric Category Metric ID

Cost Effectiveness 104471

10277

4.2.1

Develop sourcing strategies

Cost Effectiveness 104472

10277

4.2.1

Develop sourcing strategies

Cost Effectiveness 104473

10277

4.2.1

Develop sourcing strategies

Cost Effectiveness 103644

10277

4.2.1

Develop sourcing strategies

Cost Effectiveness 103650

10277

4.2.1

Develop sourcing strategies

Cost Effectiveness 103266

10277

4.2.1

Develop sourcing strategies

Cost Effectiveness 103271

10277

4.2.1

Develop sourcing strategies

Cost Effectiveness 102904

10277

4.2.1

Develop sourcing strategies

Cost Effectiveness 102908

10277

4.2.1

Develop sourcing strategies

Process Efficiency

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101008

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Process
Element Hierarchy
ID
ID
Process element
10277 4.2.1
Develop sourcing strategies

Metric Category
Process Efficiency

Metric ID
101011

100666

10277

4.2.1

Develop sourcing strategies

Process Efficiency

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost Effectiveness 103025

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost Effectiveness 103029

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost Effectiveness 103895

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost Effectiveness 103901

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost Effectiveness 104477

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Process
Element Hierarchy
ID
ID
Process element
10278 4.2.2
Select suppliers and develop/maintain contracts

Metric Category Metric ID

Cost Effectiveness 104478

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost Effectiveness 104479

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost Effectiveness 103353

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost Effectiveness 103358

10278

4.2.2

Select suppliers and develop/maintain contracts

Cost Effectiveness 105177

10278

4.2.2

Select suppliers and develop/maintain contracts

Process Efficiency

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104250

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Process
Element Hierarchy
ID
ID
Process element
10278 4.2.2
Select suppliers and develop/maintain contracts

Metric Category
Process Efficiency

Metric ID
103171

10278

4.2.2

Select suppliers and develop/maintain contracts

Process Efficiency

101138

10278

4.2.2

Select suppliers and develop/maintain contracts

Supplemental
Information

105194

10279

4.2.3

Order materials and services

Cost Effectiveness 105174

10279

4.2.3

Order materials and services

Cost Effectiveness 105167

10279

4.2.3

Order materials and services

Cost Effectiveness 105158

10279

4.2.3

Order materials and services

Cost Effectiveness 105159

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Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3
Order materials and services

Metric Category Metric ID

Cost Effectiveness 105160

10279

4.2.3

Order materials and services

Cost Effectiveness 104474

10279

4.2.3

Order materials and services

Cost Effectiveness 104475

10279

4.2.3

Order materials and services

Cost Effectiveness 104476

10279

4.2.3

Order materials and services

Cost Effectiveness 103790

10279

4.2.3

Order materials and services

Cost Effectiveness 103791

10279

4.2.3

Order materials and services

Cost Effectiveness 103797

10279

4.2.3

Order materials and services

Cost Effectiveness 103799

10279

4.2.3

Order materials and services

Cost Effectiveness 103321

10279

4.2.3

Order materials and services

Cost Effectiveness 103323

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Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3
Order materials and services

Metric Category Metric ID

Cost Effectiveness 102978

10279

4.2.3

Order materials and services

Cost Effectiveness 102979

10279

4.2.3

Order materials and services

Cycle Time

104915

10279

4.2.3

Order materials and services

Cycle Time

104916

10279

4.2.3

Order materials and services

Cycle Time

100639

10279

4.2.3

Order materials and services

Process Efficiency

101071

10279

4.2.3

Order materials and services

Process Efficiency

101074

10279

4.2.3

Order materials and services

Process Efficiency

101455

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Element Hierarchy
ID
ID
Process element
10279 4.2.3
Order materials and services

Metric Category
Staff Productivity

Metric ID
105162

10279

4.2.3

Order materials and services

Staff Productivity

101391

10279

4.2.3

Order materials and services

Staff Productivity

101393

10279

4.2.3

Order materials and services

Supplemental
Information

105204

10279

4.2.3

Order materials and services

104897

10279

4.2.3

Order materials and services

10279

4.2.3

Order materials and services

Supplemental
Information
Supplemental
Information
Supplemental
Information

10279

4.2.3

Order materials and services

Supplemental
Information

104900

10279

4.2.3

Order materials and services

Supplemental
Information

104901

10279

4.2.3

Order materials and services

Supplemental
Information

104902

10279

4.2.3

Order materials and services

104904

10279

4.2.3

Order materials and services

Supplemental
Information
Supplemental
Information

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104898
104899

104905

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Element Hierarchy
ID
ID
Process element
10279 4.2.3
Order materials and services

Metric Category
Supplemental
Information
Supplemental
Information

Metric ID
104906

10279

4.2.3

Order materials and services

10279

4.2.3

Order materials and services

Supplemental
Information

104908

10279

4.2.3

Order materials and services

Supplemental
Information

104909

10279

4.2.3

Order materials and services

Supplemental
Information

104910

10279

4.2.3

Order materials and services

104912

10279

4.2.3

Order materials and services

Supplemental
Information
Supplemental
Information

10279

4.2.3

Order materials and services

Supplemental
Information

104914

10279

4.2.3

Order materials and services

Supplemental
Information

104917

10279

4.2.3

Order materials and services

104918

10279

4.2.3

Order materials and services

10279

4.2.3

Order materials and services

10279

4.2.3

Order materials and services

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Copyright 2016 APQC

104907

104913

104919
104920
104921

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Element Hierarchy
ID
ID
Process element
10280 4.2.4
Manage suppliers

Metric Category Metric ID

Cost Effectiveness 102863

10280

4.2.4

Manage suppliers

Cost Effectiveness 102867

10280

4.2.4

Manage suppliers

Cost Effectiveness 103224

10280

4.2.4

Manage suppliers

Cost Effectiveness 103229

10280

4.2.4

Manage suppliers

Cost Effectiveness 103568

10280

4.2.4

Manage suppliers

Cost Effectiveness 103572

10280

4.2.4

Manage suppliers

Cost Effectiveness 104480

10280

4.2.4

Manage suppliers

Cost Effectiveness 104481

10280

4.2.4

Manage suppliers

Cost Effectiveness 104482

10280

4.2.4

Manage suppliers

Cost Effectiveness 105170

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Process
Element Hierarchy
ID
ID
Process element
10280 4.2.4
Manage suppliers

Metric Category
Process Efficiency

Metric ID
104840

10280

4.2.4

Manage suppliers

Process Efficiency

100985

10280

4.2.4

Manage suppliers

Process Efficiency

100988

10280

4.2.4

Manage suppliers

Process Efficiency

100102

10280

4.2.4

Manage suppliers

Supplemental
Information

105206

10280

4.2.4

Manage suppliers

Supplemental
Information

105208

10280

4.2.4

Manage suppliers

Supplemental
Information

105209

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Process
Element Hierarchy
ID
ID
Process element
10280 4.2.4
Manage suppliers

Metric Category
Supplemental
Information

Metric ID
105210

10280

4.2.4

Manage suppliers

Supplemental
Information

105211

10280

4.2.4

Manage suppliers

Supplemental
Information

105212

10281

4.2.1.1

Develop procurement plan

Supplemental
Information

105207

10297

4.2.3.6

Record receipt of goods

Cost Effectiveness 105035

10297

4.2.3.6

Record receipt of goods

Cost Effectiveness 105036

10297

4.2.3.6

Record receipt of goods

Cost Effectiveness 105037

10297

4.2.3.6

Record receipt of goods

Cost Effectiveness 105038

10297

4.2.3.6

Record receipt of goods

Staff Productivity

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105031

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Process
Element Hierarchy
ID
ID
Process element
10297 4.2.3.6
Record receipt of goods

Metric Category
Staff Productivity

Metric ID
105032

10297

4.2.3.6

Record receipt of goods

Staff Productivity

105033

10297

4.2.3.6

Record receipt of goods

Staff Productivity

105034

10297

4.2.3.6

Record receipt of goods

105015

10297

4.2.3.6

Record receipt of goods

10297

4.2.3.6

Record receipt of goods

10297

4.2.3.6

Record receipt of goods

10339

4.3.2

Plan and manage inbound material flow

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Cost Effectiveness

10339

4.3.2

Plan and manage inbound material flow

Cost Effectiveness 103333

10339

4.3.2

Plan and manage inbound material flow

Cost Effectiveness 103819

10339

4.3.2

Plan and manage inbound material flow

Cost Effectiveness 103822

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105016
105017
105018
105193

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Process
Element Hierarchy
ID
ID
Process element
10339 4.3.2
Plan and manage inbound material flow

Metric Category Metric ID

Cost Effectiveness 102994

10339

4.3.2

Plan and manage inbound material flow

Cost Effectiveness 101510

10339

4.3.2

Plan and manage inbound material flow

Cost Effectiveness 101713

10339

4.3.2

Plan and manage inbound material flow

Cost Effectiveness 101578

10339

4.3.2

Plan and manage inbound material flow

Process Efficiency

101235

10339

4.3.2

Plan and manage inbound material flow

Supplemental
Information

103075

10340

4.3.3

Operate warehousing

Cost Effectiveness 101571

10340

4.3.3

Operate warehousing

Cost Effectiveness 101710

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Process
Element Hierarchy
ID
ID
Process element
10340 4.3.3
Operate warehousing

Metric Category Metric ID

Cost Effectiveness 102975

10340

4.3.3

Operate warehousing

Cost Effectiveness 101507

10340

4.3.3

Operate warehousing

Cost Effectiveness 103780

10340

4.3.3

Operate warehousing

Cost Effectiveness 103781

10340

4.3.3

Operate warehousing

Cost Effectiveness 103784

10340

4.3.3

Operate warehousing

Cost Effectiveness 103788

10340

4.3.3

Operate warehousing

Cost Effectiveness 103319

10340

4.3.3

Operate warehousing

Cost Effectiveness 105192

10340

4.3.3

Operate warehousing

Cycle Time

100677

10340

4.3.3

Operate warehousing

Cycle Time

103072

10340

4.3.3

Operate warehousing

Process Efficiency

101231

10340

4.3.3

Operate warehousing

Process Efficiency

100781

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Process
Element Hierarchy
ID
ID
Process element
10340 4.3.3
Operate warehousing

Metric Category
Process Efficiency

Metric ID
100792

10340

4.3.3

Operate warehousing

Process Efficiency

100712

10340

4.3.3

Operate warehousing

Process Efficiency

100011

10340

4.3.3

Operate warehousing

Process Efficiency

101445

10340

4.3.3

Operate warehousing

Process Efficiency

101450

10340

4.3.3

Operate warehousing

Process Efficiency

102628

10340

4.3.3

Operate warehousing

Process Efficiency

103181

10340

4.3.3

Operate warehousing

Process Efficiency

104172

10340

4.3.3

Operate warehousing

Staff Productivity

100882

10340

4.3.3

Operate warehousing

Staff Productivity

100888

10340

4.3.3

Operate warehousing

Supplemental
Information

101439

10340

4.3.3

Operate warehousing

Supplemental
Information

102067

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Process
Element Hierarchy
ID
ID
Process element
10341 4.3.4
Operate delivery of materials

Metric Category Metric ID

Cost Effectiveness 105190

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 105191

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 103317

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 103770

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 103771

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 103774

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 103778

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 101505

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 102972

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 103083

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Process
Element Hierarchy
ID
ID
Process element
10341 4.3.4
Operate delivery of materials

Metric Category Metric ID

Cost Effectiveness 101708

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 101569

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 100739

10341

4.3.4

Operate delivery of materials

Cost Effectiveness 100742

10341

4.3.4

Operate delivery of materials

Cycle Time

100520

10341

4.3.4

Operate delivery of materials

Process Efficiency

100004

10341

4.3.4

Operate delivery of materials

Process Efficiency

102366

10341

4.3.4

Operate delivery of materials

Process Efficiency

102357

10341

4.3.4

Operate delivery of materials

Process Efficiency

102082

10341

4.3.4

Operate delivery of materials

Process Efficiency

101227

10341

4.3.4

Operate delivery of materials

Process Efficiency

102832

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Process
Element Hierarchy
ID
ID
Process element
10341 4.3.4
Operate delivery of materials

Metric Category
Process Efficiency

Metric ID
102597

10341

4.3.4

Operate delivery of materials

Process Efficiency

102600

10341

4.3.4

Operate delivery of materials

Process Efficiency

102375

10341

4.3.4

Operate delivery of materials

Process Efficiency

102573

10341

4.3.4

Operate delivery of materials

Supplemental
Information

101437

10341

4.3.4

Operate delivery of materials

Supplemental
Information

103081

10341

4.3.4

Operate delivery of materials

10342

4.3.5

Manage returns; manage reverse logistics

Supplemental
102592
Information
Cost Effectiveness 101564

10342

4.3.5

Manage returns; manage reverse logistics

Cost Effectiveness 101500

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Process
Element Hierarchy
ID
ID
Process element
10342 4.3.5
Manage returns; manage reverse logistics

Metric Category Metric ID

Cost Effectiveness 101702

10342

4.3.5

Manage returns; manage reverse logistics

Cost Effectiveness 103306

10342

4.3.5

Manage returns; manage reverse logistics

Cost Effectiveness 102959

10342

4.3.5

Manage returns; manage reverse logistics

Cost Effectiveness 103743

10342

4.3.5

Manage returns; manage reverse logistics

Cost Effectiveness 103747

10342

4.3.5

Manage returns; manage reverse logistics

Cost Effectiveness 103751

10342

4.3.5

Manage returns; manage reverse logistics

Cost Effectiveness 103755

10342
10342

4.3.5
4.3.5

Manage returns; manage reverse logistics

Manage returns; manage reverse logistics

Cycle Time
Process Efficiency

103155
101063

10342

4.3.5

Manage returns; manage reverse logistics

Process Efficiency

102266

10342

4.3.5

Manage returns; manage reverse logistics

Process Efficiency

101913

10342

4.3.5

Manage returns; manage reverse logistics

Process Efficiency

104208

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Process
Element Hierarchy
ID
ID
Process element
10342 4.3.5
Manage returns; manage reverse logistics

Metric Category
Process Efficiency

Metric ID
102828

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

102467

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

Supplemental
Information

102482

10342

4.3.5

Manage returns; manage reverse logistics

102485

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Copyright 2016 APQC

102470
102473
102476
102479

102488
102492
102496
102500
102503
102506
102509

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Element Hierarchy
ID
ID
Process element
10342 4.3.5
Manage returns; manage reverse logistics

Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Cost Effectiveness

Metric ID
102513

10342

4.3.5

Manage returns; manage reverse logistics

10342

4.3.5

Manage returns; manage reverse logistics

10378

5.1

Develop student and stakeholder listening

strategies

10378

5.1

Develop student and stakeholder listening

strategies

Cost Effectiveness 103585

10378

5.1

Develop student and stakeholder listening

strategies

Cost Effectiveness 103589

10378

5.1

Develop student and stakeholder listening

strategies

Cost Effectiveness 103593

10378

5.1

Develop student and stakeholder listening

strategies

Cost Effectiveness 102873

10378

5.1

Develop student and stakeholder listening

strategies

Cost Effectiveness 103234

10378

5.1

Develop student and stakeholder listening

strategies

Cost Effectiveness 101668

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102517
102521
103581

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Process
Element Hierarchy
ID
ID
Process element
10378 5.1
Develop student and stakeholder listening
strategies

Metric Category Metric ID

Cost Effectiveness 101465

10378

5.1

Develop student and stakeholder listening

strategies

Cost Effectiveness 101538

10378

5.1

Develop student and stakeholder listening

strategies

Process Efficiency

100992

10378

5.1
5.3

Supplemental
Information
Process Efficiency

104538

10380
10383

5.1.3.1

Develop student and stakeholder listening

strategies
Measure and evaluate student and stakeholder
service strategies
Identify district customer service standards

Process Efficiency

103177

10388

5.2.2

Manage stakeholder requests/inquiries

Cycle Time

103145

10388

5.2.2

Manage stakeholder requests/inquiries

Cycle Time

103146

10388

5.2.2

Manage stakeholder requests/inquiries

Cycle Time

103147

10388

5.2.2

Manage stakeholder requests/inquiries

Cycle Time

104515

10388

5.2.2

Manage stakeholder requests/inquiries

Cycle Time

104516

10388

5.2.2

Manage stakeholder requests/inquiries

Cycle Time

104517

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Process
Element Hierarchy
ID
ID
Process element
10388 5.2.2
Manage stakeholder requests/inquiries

Metric Category
Cycle Time

Metric ID
104518

10388

5.2.2

Manage stakeholder requests/inquiries

Cycle Time

104519

10388

5.2.2

Manage stakeholder requests/inquiries

Process Efficiency

104503

10388

5.2.2

Manage stakeholder requests/inquiries

Process Efficiency

104504

10388

5.2.2

Manage stakeholder requests/inquiries

Process Efficiency

104505

10388

5.2.2

Manage stakeholder requests/inquiries

Process Efficiency

104506

10388

5.2.2

Manage stakeholder requests/inquiries

Process Efficiency

104507

10388

5.2.2

Manage stakeholder requests/inquiries

Process Efficiency

104508

10388

5.2.2

Manage stakeholder requests/inquiries

Process Efficiency

104509

10388

5.2.2

Manage stakeholder requests/inquiries

Process Efficiency

104510

10388

5.2.2

Manage stakeholder requests/inquiries

Process Efficiency

104511

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Process
Element Hierarchy
ID
ID
Process element
10388 5.2.2
Manage stakeholder requests/inquiries

Metric Category
Supplemental
Information

Metric ID
104539

10388

5.2.2

Manage stakeholder requests/inquiries

Supplemental
Information

104540

10388

5.2.2

Manage stakeholder requests/inquiries

Supplemental
Information

104541

10388

5.2.2

Manage stakeholder requests/inquiries

Supplemental
Information

104528

10388

5.2.2

Manage stakeholder requests/inquiries

Supplemental
Information

104529

10388

5.2.2

Manage stakeholder requests/inquiries

Supplemental
Information

104530

10388

5.2.2

Manage stakeholder requests/inquiries

Supplemental
Information

104531

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Process
Element Hierarchy
ID
ID
Process element
10388 5.2.2
Manage stakeholder requests/inquiries
10388

5.2.2

Manage stakeholder requests/inquiries

10388

5.2.2

Manage stakeholder requests/inquiries

10388

5.2.2

Manage stakeholder requests/inquiries

10388

5.2.2

Manage stakeholder requests/inquiries

10388

5.2.2

Manage stakeholder requests/inquiries

10388

5.2.2

Manage stakeholder requests/inquiries

10388

5.2.2

Manage stakeholder requests/inquiries

10388

5.2.2

Manage stakeholder requests/inquiries

10388

5.2.2

Manage stakeholder requests/inquiries

10388

5.2.2

Manage stakeholder requests/inquiries

10388

5.2.2

Manage stakeholder requests/inquiries

10388

5.2.2

Manage stakeholder requests/inquiries

Copyright 2016 APQC

Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Metric ID
104618

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

104757

104619
104620
104621
104622
104623
104624

104758
104759
104760
104761
104762

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Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees

Metric Category Metric ID

Cost Effectiveness 104093

10410

6.2

Recruit/Source and Screen/Select employees

Cost Effectiveness 104060

10410

6.2

Recruit/Source and Screen/Select employees

Cost Effectiveness 104067

10410

6.2

Recruit/Source and Screen/Select employees

Cost Effectiveness 104071

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Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees

Metric Category Metric ID

Cost Effectiveness 103877

10410

6.2

Recruit/Source and Screen/Select employees

Cost Effectiveness 103956

10410

6.2

Recruit/Source and Screen/Select employees

Cost Effectiveness 103958

10410

6.2

Recruit/Source and Screen/Select employees

Cycle Time

100304

10410

6.2

Recruit/Source and Screen/Select employees

Cycle Time

100306

10410

6.2

Recruit/Source and Screen/Select employees

Cycle Time

100565

10410

6.2

Recruit/Source and Screen/Select employees

Cycle Time

100569

10410

6.2

Recruit/Source and Screen/Select employees

Process Efficiency

101123

10410

6.2

Recruit/Source and Screen/Select employees

Process Efficiency

100869

10410

6.2

Recruit/Source and Screen/Select employees

Process Efficiency

100801

10410

6.2

Recruit/Source and Screen/Select employees

Process Efficiency

100804

10410

6.2

Recruit/Source and Screen/Select employees

Process Efficiency

100807

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Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees

Metric Category
Process Efficiency

Metric ID
102613

10410

6.2

Recruit/Source and Screen/Select employees

Staff Productivity

105458

10410

6.2

Recruit/Source and Screen/Select employees

Staff Productivity

105459

10410

6.2

Recruit/Source and Screen/Select employees

Staff Productivity

105460

10410

6.2

Recruit/Source and Screen/Select employees

Staff Productivity

100493

10410

6.2

Recruit/Source and Screen/Select employees

Staff Productivity

101348

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

101365

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

101401

10410

6.2

Recruit/Source and Screen/Select employees

101342

10410

6.2

Recruit/Source and Screen/Select employees

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information
Supplemental
Information
Supplemental
Information

Copyright 2016 APQC

101344
101346

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Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees

Metric Category
Supplemental
Information

Metric ID
100083

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

101801

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

101802

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

101803

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

101804

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

101805

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Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees

Metric Category
Supplemental
Information

Metric ID
101806

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

101808

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

101809

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

101821

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

101824

10410

6.2

Recruit/Source and Screen/Select employees

101837

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information
Supplemental
Information

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

100029

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

100062

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101637

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Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees

Metric Category
Supplemental
Information

Metric ID
100046

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

104565

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information

104770

10410

6.2

Recruit/Source and Screen/Select employees

104498

10410

6.2

Recruit/Source and Screen/Select employees

10410

6.2

Recruit/Source and Screen/Select employees

10410

6.2

Recruit/Source and Screen/Select employees

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

Copyright 2016 APQC

104499
104500
102297

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Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees

Metric Category Metric ID

Cost Effectiveness 103484

10411

6.3

Develop and counsel employees

Cost Effectiveness 104049

10411

6.3

Develop and counsel employees

Cost Effectiveness 104052

10411

6.3

Develop and counsel employees

Cost Effectiveness 104054

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Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees

Metric Category Metric ID

Cost Effectiveness 104057

10411

6.3

Develop and counsel employees

Cost Effectiveness 104581

10411

6.3

Develop and counsel employees

Cost Effectiveness 104582

10411

6.3

Develop and counsel employees

Cost Effectiveness 103935

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Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees

Metric Category Metric ID

Cost Effectiveness 103623

10411

6.3

Develop and counsel employees

Cost Effectiveness 103628

10411

6.3

Develop and counsel employees

Cost Effectiveness 103630

10411

6.3

Develop and counsel employees

Cost Effectiveness 103634

10411

6.3

Develop and counsel employees

Cost Effectiveness 103624

10411

6.3

Develop and counsel employees

Cost Effectiveness 101434

10411

6.3

Develop and counsel employees

Cost Effectiveness 100133

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Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees

Metric Category Metric ID

Cost Effectiveness 100110

10411

6.3

Develop and counsel employees

Cost Effectiveness 100111

10411

6.3

Develop and counsel employees

Cost Effectiveness 100112

10411

6.3

Develop and counsel employees

Cost Effectiveness 100113

10411

6.3

Develop and counsel employees

Cost Effectiveness 100125

10411

6.3

Develop and counsel employees

Cycle Time

100293

10411

6.3

Develop and counsel employees

Cycle Time

100295

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Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees

Metric Category
Process Efficiency

Metric ID
100999

10411

6.3

Develop and counsel employees

Process Efficiency

101000

10411

6.3

Develop and counsel employees

Process Efficiency

101004

10411

6.3

Develop and counsel employees

Staff Productivity

100484

10411

6.3

Develop and counsel employees

Staff Productivity

100485

10411

6.3

Develop and counsel employees

Staff Productivity

100486

10411

6.3

Develop and counsel employees

Supplemental
Information

101399

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Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees

Metric Category
Supplemental
Information

Metric ID
101363

10411

6.3

Develop and counsel employees

Supplemental
Information

100048

10411

6.3

Develop and counsel employees

Supplemental
Information

100050

10411

6.3

Develop and counsel employees

Supplemental
Information

100064

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Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees

Metric Category
Supplemental
Information

Metric ID
100068

10411

6.3

Develop and counsel employees

Supplemental
Information

101777

10411

6.3

Develop and counsel employees

Supplemental
Information

101779

10411

6.3

Develop and counsel employees

101780

10411

6.3

Develop and counsel employees

Supplemental
Information
Supplemental
Information

10411

6.3

Develop and counsel employees

Supplemental
Information

101782

10411

6.3

Develop and counsel employees

Supplemental
Information

101783

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101781

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Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees

Metric Category
Supplemental
Information

Metric ID
101784

10411

6.3

Develop and counsel employees

Supplemental
Information

100031

10411

6.3

Develop and counsel employees

Supplemental
Information

101778

10411

6.3

Develop and counsel employees

Supplemental
Information

101644

10411

6.3

Develop and counsel employees

Supplemental
Information

101646

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Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees

Metric Category
Supplemental
Information

Metric ID
100037

10411

6.3

Develop and counsel employees

Supplemental
Information

100085

10411

6.3

Develop and counsel employees

Supplemental
Information

100087

10411

6.3

Develop and counsel employees

Supplemental
Information

104587

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Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees

Metric Category
Supplemental
Information

Metric ID
104588

10411

6.3

Develop and counsel employees

Supplemental
Information

104589

10411

6.3

Develop and counsel employees

Supplemental
Information

104590

10412

6.4

Reward, retain, and engage employees

Cost Effectiveness 100311

10412

6.4

Reward, retain, and engage employees

Cost Effectiveness 100314

10412

6.4

Reward, retain, and engage employees

Cost Effectiveness 100317

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Process
Element Hierarchy
ID
ID
Process element
10412 6.4
Reward, retain, and engage employees

Metric Category Metric ID

Cost Effectiveness 103894

10412

6.4

Reward, retain, and engage employees

Cost Effectiveness 103966

10412

6.4

Reward, retain, and engage employees

Cost Effectiveness 104062

10412

6.4

Reward, retain, and engage employees

Cost Effectiveness 104077

10412

6.4

Reward, retain, and engage employees

Cycle Time

100302

10412

6.4

Reward, retain, and engage employees

Cycle Time

100299

10412

6.4

Reward, retain, and engage employees

Process Efficiency

100324

10412

6.4

Reward, retain, and engage employees

Process Efficiency

101137

10412

6.4

Reward, retain, and engage employees

Staff Productivity

100492

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Process
Element Hierarchy
ID
ID
Process element
10412 6.4
Reward, retain, and engage employees

Metric Category
Supplemental
Information

Metric ID
101367

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

100089

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

101815

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

101817

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

101818

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

101819

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Process
Element Hierarchy
ID
ID
Process element
10412 6.4
Reward, retain, and engage employees

Metric Category
Supplemental
Information

Metric ID
101822

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

100074

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

101825

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

101648

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

100033

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

100115

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

100118

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

100121

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Process
Element Hierarchy
ID
ID
Process element
10412 6.4
Reward, retain, and engage employees

Metric Category
Supplemental
Information
Supplemental
Information

Metric ID
100233

10412

6.4

Reward, retain, and engage employees

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

100907

10412

6.4

Reward, retain, and engage employees

100909

10412

6.4

Reward, retain, and engage employees

Supplemental
Information
Supplemental
Information

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

104603

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

104628

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

104629

10412

6.4

Reward, retain, and engage employees

Supplemental
Information

104630

Copyright 2016 APQC

101403

100052

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Process
Element Hierarchy
ID
ID
Process element
10413 6.5
Redeploy and retire employees

Metric Category Metric ID

Cost Effectiveness 104075

10413

6.5

Redeploy and retire employees

Cost Effectiveness 104061

10413

6.5

Redeploy and retire employees

Cost Effectiveness 103962

10413

6.5

Redeploy and retire employees

Cost Effectiveness 103878

10413

6.5

Redeploy and retire employees

Cycle Time

100298

10413

6.5

Redeploy and retire employees

Cycle Time

100301

10413

6.5

Redeploy and retire employees

Process Efficiency

101124

10413

6.5

Redeploy and retire employees

Staff Productivity

101276

10413

6.5

Redeploy and retire employees

Staff Productivity

100491

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Process
Element Hierarchy
ID
ID
Process element
10413 6.5
Redeploy and retire employees

Metric Category
Supplemental
Information

Metric ID
101366

10413

6.5

Redeploy and retire employees

Supplemental
Information

101402

10413

6.5

Redeploy and retire employees

Supplemental
Information

100058

10413

6.5

Redeploy and retire employees

Supplemental
Information

100072

10413

6.5

Redeploy and retire employees

Supplemental
Information

101654

10413

6.5

Redeploy and retire employees

Supplemental
Information

100041

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Process
Element Hierarchy
ID
ID
Process element
10413 6.5
Redeploy and retire employees

Metric Category
Supplemental
Information

Metric ID
100095

10413

6.5

Redeploy and retire employees

Supplemental
Information

101811

10413

6.5

Redeploy and retire employees

Supplemental
Information

101812

10413

6.5

Redeploy and retire employees

Supplemental
Information

101813

10413

6.5

Redeploy and retire employees

Supplemental
Information

101814

10413

6.5

Redeploy and retire employees

Supplemental
Information

102072

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Process
Element Hierarchy
ID
ID
Process element
10413 6.5
Redeploy and retire employees

Metric Category
Supplemental
Information

Metric ID
102074

Supplemental
Information
Supplemental
Information
Supplemental
Information

102076

10413

6.5

Redeploy and retire employees

10413

6.5

Redeploy and retire employees

10413

6.5

Redeploy and retire employees

10443

6.2.5

Manage new hire/rehire

Cycle Time

104723

10443

6.2.5

Manage new hire/rehire

Cycle Time

100571

10443

6.2.5

Manage new hire/rehire

Process Efficiency

102290

10443

6.2.5

Manage new hire/rehire

Process Efficiency

102319

10443

6.2.5

Manage new hire/rehire

Process Efficiency

102606

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102078
104714

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Process
Element Hierarchy
ID
ID
Process element
10443 6.2.5
Manage new hire/rehire

Metric Category
Process Efficiency

Metric ID
104563

10443

6.2.5

Manage new hire/rehire

Process Efficiency

104564

10443

6.2.5

Manage new hire/rehire

101340

10443

6.2.5

Manage new hire/rehire

Supplemental
Information
Supplemental
Information

10469

6.3.1

Manage employee orientation and assignment

Cost Effectiveness 104566

10469

6.3.1

Manage employee orientation and assignment

Cost Effectiveness 104571

10469

6.3.1

Manage employee orientation and assignment

Supplemental
Information

Copyright 2016 APQC

102326

104576

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Process
Element Hierarchy
ID
ID
Process element
10470 6.3.2
Manage employee performance

Metric Category Metric ID

Cost Effectiveness 104572

10470

6.3.2

Manage employee performance

Cost Effectiveness 104567

10470

6.3.2

Manage employee performance

Cycle Time

104029

10470

6.3.2

Manage employee performance

Cycle Time

104031

10470

6.3.2

Manage employee performance

Cycle Time

104033

10470

6.3.2

Manage employee performance

Process Efficiency

102302

10470

6.3.2

Manage employee performance

Process Efficiency

102331

10470

6.3.2

Manage employee performance

Process Efficiency

102619

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Process
Element Hierarchy
ID
ID
Process element
10470 6.3.2
Manage employee performance

Metric Category
Supplemental
Information

Metric ID
104577

10472

6.3.4

Manage employee development

Cost Effectiveness 104569

10472

6.3.4

Manage employee development

Cost Effectiveness 104574

10472

6.3.4

Manage employee development

Supplemental
Information

10473

6.3.5

Develop and train employees

Cost Effectiveness 104575

10473

6.3.5

Develop and train employees

Cost Effectiveness 104570

Copyright 2016 APQC

104579

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Process
Element Hierarchy
ID
ID
Process element
10473 6.3.5
Develop and train employees

Metric Category Metric ID

Cost Effectiveness 104583

10473

6.3.5

Develop and train employees

Cost Effectiveness 104584

10473

6.3.5

Develop and train employees

Cost Effectiveness 104044

10473

6.3.5

Develop and train employees

Cost Effectiveness 104045

10473

6.3.5

Develop and train employees

Cost Effectiveness 100823

10473

6.3.5

Develop and train employees

Cycle Time

100326

10473

6.3.5

Develop and train employees

Cycle Time

100328

10473

6.3.5

Develop and train employees

Cycle Time

100330

10473

6.3.5

Develop and train employees

Cycle Time

104595

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Process
Element Hierarchy
ID
ID
Process element
10473 6.3.5
Develop and train employees

Metric Category
Process Efficiency

Metric ID
102304

10473

6.3.5

Develop and train employees

Process Efficiency

102315

10473

6.3.5

Develop and train employees

Process Efficiency

101904

10473

6.3.5

Develop and train employees

Process Efficiency

101040

10473

6.3.5

Develop and train employees

Process Efficiency

102621

10473

6.3.5

Develop and train employees

Process Efficiency

104586

10473

6.3.5

Develop and train employees

Process Efficiency

103478

10473

6.3.5

Develop and train employees

Process Efficiency

103480

10473

6.3.5

Develop and train employees

Staff Productivity

100488

10473

6.3.5

Develop and train employees

Staff Productivity

104585

10473

6.3.5

Develop and train employees

Supplemental
Information

100218

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Process
Element Hierarchy
ID
ID
Process element
10473 6.3.5
Develop and train employees

Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information

Metric ID
100224

10473

6.3.5

Develop and train employees

10473

6.3.5

Develop and train employees

10473

6.3.5

Develop and train employees

Supplemental
Information

104580

10473

6.3.5

Develop and train employees

Supplemental
Information

104591

10473

6.3.5

Develop and train employees

Supplemental
Information

104592

10473

6.3.5

Develop and train employees

Supplemental
Information

104593

10473

6.3.5

Develop and train employees

Supplemental
Information

104594

10493

6.3.5.4

Develop, conduct, and manage employee and/or

management training programs

Supplemental
Information

104597

Copyright 2016 APQC

100226
100228

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Process
Element Hierarchy
ID
ID
Process element
10493 6.3.5.4
Develop, conduct, and manage employee and/or
management training programs

and/or

Metric ID
104598

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

102780

10493

6.3.5.4

10493

6.3.5.4

10493

6.3.5.4

10493

6.3.5.4

10493

6.3.5.4

10493

6.3.5.4

Develop, conduct, and manage employee and/or

management training programs

Supplemental
Information

102246

10493

6.3.5.4

Develop, conduct, and manage employee and/or

management training programs

Supplemental
Information

102247

10493

6.3.5.4
6.3.5.4

10493

6.3.5.4

10493

6.3.5.4

10493

6.3.5.4

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

102248

10493

Develop, conduct, and manage employee

management training programs
Develop, conduct, and manage employee
management training programs
Develop, conduct, and manage employee
management training programs
Develop, conduct, and manage employee
management training programs
Develop, conduct, and manage employee
management training programs

Copyright 2016 APQC

Develop, conduct, and manage employee

management training programs
Develop, conduct, and manage employee
management training programs
Develop, conduct, and manage employee
management training programs
Develop, conduct, and manage employee
management training programs
Develop, conduct, and manage employee
management training programs

Metric Category
Supplemental
Information

and/or
and/or
and/or
and/or

and/or
and/or
and/or
and/or
and/or

102783
102786
102789
102245

102249
102250
102251
102252

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Process
Element Hierarchy
ID
ID
Process element
10493 6.3.5.4
Develop, conduct, and manage employee and/or
management training programs
10493 6.3.5.4
Develop, conduct, and manage employee and/or
management training programs
10494

6.4.1

10494

6.4.1

10494

Metric Category
Supplemental
Information
Supplemental
Information

Metric ID
102253
102254

Develop and manage reward, recognition, and

incentive programs
Develop and manage reward, recognition, and
incentive programs

Cost Effectiveness 100109

Process Efficiency

102608

6.4.1

Develop and manage reward, recognition, and

incentive programs

Process Efficiency

102321

10494

6.4.1

Develop and manage reward, recognition, and

incentive programs

Process Efficiency

102292

10497

6.4.5

Administer payroll

Cost Effectiveness 104046

10497

6.4.5

Administer payroll

Cost Effectiveness 104047

10497

6.4.5

Administer payroll

Process Efficiency

101082

10497

6.4.5

Administer payroll

Staff Productivity

100490

10513

6.5.2

Manage separation

Cost Effectiveness 104036

10513

6.5.2

Manage separation

Cost Effectiveness 104147

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Process
Element Hierarchy
ID
ID
Process element
10513 6.5.2
Manage separation

Metric Category Metric ID

Cost Effectiveness 104149

10513

6.5.2

Manage separation

Cycle Time

100523

10513

6.5.2

Manage separation

Cycle Time

100525

10513

6.5.2

Manage separation

Cycle Time

100527

10513

6.5.2

Manage separation

Cycle Time

100577

10513

6.5.2

Manage separation

Cycle Time

100579

10513

6.5.2

Manage separation

Process Efficiency

100019

10513

6.5.2

Manage separation

Process Efficiency

100021

10513

6.5.2

Manage separation

Process Efficiency

101961

10513

6.5.2

Manage separation

Process Efficiency

101293

10513

6.5.2

Manage separation

Process Efficiency

102166

10513

6.5.2

Manage separation

Process Efficiency

102168

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Process
Element Hierarchy
ID
ID
Process element
10513 6.5.2
Manage separation

Metric Category
Process Efficiency

Metric ID
102170

10513

6.5.2

Manage separation

Process Efficiency

101431

10513

6.5.2

Manage separation

Process Efficiency

103116

10513

6.5.2

Manage separation

Supplemental
Information

102814

10513

6.5.2

Manage separation

102818

10513

6.5.2

Manage separation

Supplemental
Information
Supplemental
Information

10513

6.5.2

Manage separation

Supplemental
Information

102300

10513

6.5.2

Manage separation

Supplemental
Information

102798

10513

6.5.2

Manage separation

Supplemental
Information

102800

Copyright 2016 APQC

102616

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Process
Element Hierarchy
ID
ID
Process element
10513 6.5.2
Manage separation

Metric Category
Supplemental
Information

Metric ID
102802

10513

6.5.2

Manage separation

Supplemental
Information

104125

10513

6.5.2

Manage separation

104718

10523

6.6.2

Manage employee inquiry process

Supplemental
Information
Cycle Time

10523

6.6.2

Manage employee inquiry process

Cycle Time

100303

10523

6.6.2

Manage employee inquiry process

Cycle Time

100305

10523

6.6.2

Manage employee inquiry process

Supplemental
Information

101400

10523

6.6.2

Manage employee inquiry process

Supplemental
Information

101364

Copyright 2016 APQC

100325

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Process
Element Hierarchy
ID
ID
Process element
10523 6.6.2
Manage employee inquiry process

Metric Category
Supplemental
Information

Metric ID
101787

10523

6.6.2

Manage employee inquiry process

Supplemental
Information

101788

10523

6.6.2

Manage employee inquiry process

Supplemental
Information

101789

10523

6.6.2

Manage employee inquiry process

Supplemental
Information

101791

10523

6.6.2

Manage employee inquiry process

Supplemental
Information

101792

10523

6.6.2

Manage employee inquiry process

Supplemental
Information

101794

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10523 6.6.2
Manage employee inquiry process

Metric Category
Supplemental
Information

Metric ID
101796

10523

6.6.2

Manage employee inquiry process

Supplemental
Information

101797

10531

6.6.7.3

Manage employee grievances

Cycle Time

100584

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 105002

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 101503

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 101494

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 101622

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Process
Element Hierarchy
ID
ID
Process element
10563 7.1
Manage the business of information technology
(IT)

Metric Category Metric ID

Cost Effectiveness 101627

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 101706

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 101697

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 103310

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 103295

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 102963

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 102943

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 103759

10563

7.1

Manage the business of information technology

(IT)

Cost Effectiveness 103725

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Process
Element Hierarchy
ID
ID
Process element
10563 7.1
Manage the business of information technology
(IT)
10563 7.1
Manage the business of information technology
(IT)
10563 7.1
Manage the business of information technology
(IT)

Metric Category
Cycle Time

Metric ID
103433

Cycle Time

103437

Process Efficiency

101324

10563

7.1

Manage the business of information technology

(IT)

Process Efficiency

100831

10563

7.1

Manage the business of information technology

(IT)

Process Efficiency

100834

10563

7.1

Manage the business of information technology

(IT)

Process Efficiency

104681

10563

7.1

Manage the business of information technology

(IT)

Supplemental
Information

104995

10563

7.1

Manage the business of information technology

(IT)

Supplemental
Information

104551

10563

7.1

Manage the business of information technology

(IT)

Supplemental
Information

102733

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Process
Element Hierarchy
ID
ID
Process element
10563 7.1
Manage the business of information technology
(IT)

10563

7.1

10563

7.1

10563

7.1

10563

7.1

Copyright 2016 APQC

Manage
(IT)
Manage
(IT)
Manage
(IT)
Manage
(IT)

the business of information technology

the business of information technology
the business of information technology
the business of information technology

Metric Category
Supplemental
Information

Metric ID
102736

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

102221
102222
102223
102192

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Process
Element Hierarchy
ID
ID
Process element
10563 7.1
Manage the business of information technology
(IT)

Metric Category
Supplemental
Information

Metric ID
102207

10564

7.2

Develop and manage IT customer relationships

Cost Effectiveness 105006

10564

7.2

Develop and manage IT customer relationships

Cost Effectiveness 103639

10564

7.2

Develop and manage IT customer relationships

Cost Effectiveness 102898

10564

7.2

Develop and manage IT customer relationships

Cost Effectiveness 103260

10564

7.2

Develop and manage IT customer relationships

Cost Effectiveness 101618

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Process
Element Hierarchy
ID
ID
Process element
10564 7.2
Develop and manage IT customer relationships

Metric Category Metric ID

Cost Effectiveness 101686

10564

7.2

Develop and manage IT customer relationships

Cost Effectiveness 101483

10564

7.2

Develop and manage IT customer relationships

Process Efficiency

100830

10564

7.2

Develop and manage IT customer relationships

Process Efficiency

101310

10564

7.2

Develop and manage IT customer relationships

Supplemental
Information

102187

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10564 7.2
Develop and manage IT customer relationships

Metric Category
Supplemental
Information

Metric ID
102732

10564

7.2

Develop and manage IT customer relationships

Supplemental
Information

104552

10564

7.2

Develop and manage IT customer relationships

Supplemental
Information

104993

10570

7.1.2

Develop the enterprise IT strategy

Process Efficiency

104655

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10575 7.1.5
Evaluate and communicate IT business value and
performance

Metric Category Metric ID

Cost Effectiveness 104671

10575

7.1.5

Evaluate and communicate IT business value and

performance

Cost Effectiveness 104653

10575

7.1.5

Evaluate and communicate IT business value and

performance

Cost Effectiveness 104654

10575

7.1.5

Process Efficiency

104647

10575

7.1.5

Process Efficiency

104648

10575

7.1.5

Evaluate and communicate IT business value and

performance
Evaluate and communicate IT business value and
performance
Evaluate and communicate IT business value and
performance

Staff Productivity

104677

10578

7.2.1

Develop IT services and solutions strategy

Cost Effectiveness 104672

10578

7.2.1

Develop IT services and solutions strategy

Cycle Time

104643

10578

7.2.1

Develop IT services and solutions strategy

Cycle Time

104644

10578

7.2.1

Develop IT services and solutions strategy

Process Efficiency

104651

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10578 7.2.1
Develop IT services and solutions strategy

Metric Category
Process Efficiency

Metric ID
104652

10578

7.2.1

Develop IT services and solutions strategy

Process Efficiency

104658

10578

7.2.1

Develop IT services and solutions strategy

Process Efficiency

104659

10578

7.2.1

Develop IT services and solutions strategy

Staff Productivity

104678

10581

7.2.3

Manage IT customer satisfaction

Cost Effectiveness 104673

10581

7.2.3

Manage IT customer satisfaction

Process Efficiency

104660

10581

7.2.3

Manage IT customer satisfaction

Process Efficiency

104649

10581

7.2.3

Manage IT customer satisfaction

Process Efficiency

104650

10581

7.2.3

Manage IT customer satisfaction

Staff Productivity

104676

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting

Copyright 2016 APQC

Metric Category Metric ID

Cost Effectiveness 105142

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Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting

Copyright 2016 APQC

Metric Category Metric ID

Cost Effectiveness 105143

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Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting

10728

8.1

Copyright 2016 APQC

Perform planning and management accounting

Metric Category Metric ID

Cost Effectiveness 105144

Cost Effectiveness 105145

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Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting

Copyright 2016 APQC

Metric Category Metric ID

Cost Effectiveness 105146

400 of 687

Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting

Copyright 2016 APQC

Metric Category Metric ID

Cost Effectiveness 105150

401 of 687

Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting

Copyright 2016 APQC

Metric Category Metric ID

Cost Effectiveness 105135

402 of 687

Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting

Copyright 2016 APQC

Metric Category Metric ID

Cost Effectiveness 105136

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Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting

Metric Category Metric ID

Cost Effectiveness 105148

10728

8.1

Perform planning and management accounting

Cost Effectiveness 105138

10728

8.1

Perform planning and management accounting

Cost Effectiveness 103385

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Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting

Metric Category Metric ID

Cost Effectiveness 101606

10728

8.1

Perform planning and management accounting

Cost Effectiveness 103065

10728

8.1

Perform planning and management accounting

Cost Effectiveness 103067

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Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting

Metric Category Metric ID

Cost Effectiveness 103802

10728

8.1

Perform planning and management accounting

Cost Effectiveness 103989

10728

8.1

Perform planning and management accounting

Process Efficiency

101089

10728

8.1

Perform planning and management accounting

Process Efficiency

101172

10728

8.1

Perform planning and management accounting

Supplemental
Information

102050

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10729 8.2
Perform revenue accounting

Metric Category Metric ID

Cost Effectiveness 103514

10729

8.2

Perform revenue accounting

Cost Effectiveness 105082

10729

8.2

Perform revenue accounting

Process Efficiency

101042

10729

8.2

Perform revenue accounting

Supplemental
Information

102017

10729

8.2

Perform revenue accounting

Supplemental
Information

105484

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10730 8.3
Perform general accounting and reporting

Copyright 2016 APQC

Metric Category Metric ID

Cost Effectiveness 104841

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Process
Element Hierarchy
ID
ID
Process element
10730 8.3
Perform general accounting and reporting

10730

8.3

Copyright 2016 APQC

Perform general accounting and reporting

Metric Category Metric ID

Cost Effectiveness 104842

Cost Effectiveness 103550

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Process
Element Hierarchy
ID
ID
Process element
10730 8.3
Perform general accounting and reporting

Metric Category Metric ID

Cost Effectiveness 103551

10730

8.3

Perform general accounting and reporting

Cost Effectiveness 103552

10730

8.3

Perform general accounting and reporting

Cost Effectiveness 103554

10730

8.3

Perform general accounting and reporting

Cycle Time

100613

10730

8.3

Perform general accounting and reporting

Process Efficiency

100981

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Process
Element Hierarchy
ID
ID
Process element
10730 8.3
Perform general accounting and reporting

Metric Category
Process Efficiency

Metric ID
104843

10730

8.3

Perform general accounting and reporting

Supplemental
Information

102048

10731

8.4

Manage fixed assets budgets

Process Efficiency

101161

10731

8.4

Manage fixed assets budgets

Supplemental
Information

102039

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll

Process element

Metric Category Metric ID

Cost Effectiveness 104501

10732

8.5

Process payroll

Cost Effectiveness 103945

10732

8.5

Process payroll

Cost Effectiveness 103948

10732

8.5

Process payroll

Cost Effectiveness 103950

10732

8.5

Process payroll

Cost Effectiveness 103951

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Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll

Process element

Metric Category Metric ID

Cost Effectiveness 103952

10732

8.5

Process payroll

Cost Effectiveness 103953

10732

8.5

Process payroll

Cost Effectiveness 102720

10732

8.5

Process payroll

Cost Effectiveness 102848

10732

8.5

Process payroll

Cost Effectiveness 100464

10732

8.5

Process payroll

Cycle Time

Copyright 2016 APQC

100152

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Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll

Process element

Metric Category
Process Efficiency

Metric ID
101184

10732

8.5

Process payroll

Process Efficiency

101106

10732

8.5

Process payroll

Process Efficiency

105268

10732

8.5

Process payroll

Staff Productivity

100920

10732

8.5

Process payroll

Staff Productivity

101372

10732

8.5

Process payroll

Supplemental
Information

102057

10732

8.5

Process payroll

Supplemental
Information

105259

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll

Process element

Metric Category
Supplemental
Information

Metric ID
105260

10732

8.5

Process payroll

Supplemental
Information

105261

10732

8.5

Process payroll

105262

10732

8.5

Process payroll

10732

8.5

Process payroll

10732

8.5

Process payroll

10732

8.5

Process payroll

Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information

10732

8.5

Process payroll

Supplemental
Information

105267

Copyright 2016 APQC

105263
105264
105265
105266

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Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll

Copyright 2016 APQC

Process element

Metric Category
Supplemental
Information

Metric ID
103379

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Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll

Copyright 2016 APQC

Process element

Metric Category
Supplemental
Information

Metric ID
103053

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Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements

10733

8.6

Copyright 2016 APQC

Process accounts payable and expense

reimbursements

Metric Category Metric ID

Cost Effectiveness 104828

Cost Effectiveness 104829

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Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements

Metric Category Metric ID

Cost Effectiveness 104830

10733

8.6

Process accounts payable and expense

reimbursements

Cost Effectiveness 104833

10733

8.6

Process accounts payable and expense

reimbursements

Cost Effectiveness 104834

10733

8.6

Process accounts payable and expense

reimbursements

Cost Effectiveness 104835

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Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements

Metric Category Metric ID

Cost Effectiveness 104825

10733

8.6

Process accounts payable and expense

reimbursements

Cost Effectiveness 103971

10733

8.6

Process accounts payable and expense

reimbursements

Process Efficiency

101095

10733

8.6

Process accounts payable and expense

reimbursements

Supplemental
Information

102018

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements

10733

8.6

Copyright 2016 APQC

Process accounts payable and expense

reimbursements

Metric Category
Supplemental
Information

Metric ID
104823

Supplemental
Information

104831

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Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements

Copyright 2016 APQC

Metric Category
Supplemental
Information

Metric ID
104827

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Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements

Metric Category
Supplemental
Information

Metric ID
104826

10734

8.7

Manage treasury operations

Cost Effectiveness 104816

10734

8.7

Manage treasury operations

Cost Effectiveness 104806

10734

8.7

Manage treasury operations

Cost Effectiveness 104893

10734

8.7

Manage treasury operations

Process Efficiency

103152

10734

8.7

Manage treasury operations

Process Efficiency

101167

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Process
Element Hierarchy
ID
ID
Process element
10734 8.7
Manage treasury operations

Metric Category
Staff Productivity

Metric ID
104617

10734

8.7

Manage treasury operations

Staff Productivity

104820

10734

8.7

Manage treasury operations

Staff Productivity

104812

10734

8.7

Manage treasury operations

Supplemental
Information

102045

10734

8.7

Manage treasury operations

10735

8.8

Manage internal controls

Supplemental
104776
Information
Cost Effectiveness 103378

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Process
Element Hierarchy
ID
ID
Process element
10735 8.8
Manage internal controls

Metric Category Metric ID

Cost Effectiveness 104014

10735

8.8

Manage internal controls

Cost Effectiveness 104015

10735

8.8

Manage internal controls

Cost Effectiveness 104016

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Process
Element Hierarchy
ID
ID
Process element
10735 8.8
Manage internal controls

Metric Category Metric ID

Cost Effectiveness 104019

10735

8.8

Manage internal controls

Cost Effectiveness 103051

10735

8.8

Manage internal controls

Process Efficiency

Copyright 2016 APQC

101163

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Process
Element Hierarchy
ID
ID
Process element
10735 8.8
Manage internal controls

Metric Category
Supplemental
Information

Metric ID
102041

10738

8.1.1

Perform planning/budgeting/forecasting

Cost Effectiveness 102988

10738

8.1.1

Perform planning/budgeting/forecasting

Cost Effectiveness 102990

10738

8.1.1

Perform planning/budgeting/forecasting

Cost Effectiveness 101574

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Process
Element Hierarchy
ID
ID
Process element
10738 8.1.1
Perform planning/budgeting/forecasting

Metric Category Metric ID

Cost Effectiveness 103811

10738

8.1.1

Perform planning/budgeting/forecasting

Cost Effectiveness 103812

10738

8.1.1

Perform planning/budgeting/forecasting

Cost Effectiveness 103813

10738

8.1.1

Perform planning/budgeting/forecasting

Cost Effectiveness 103330

10738

8.1.1

Perform planning/budgeting/forecasting

Cost Effectiveness 105139

10738

8.1.1

Perform planning/budgeting/forecasting

Cost Effectiveness 105149

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10738 8.1.1
Perform planning/budgeting/forecasting

Metric Category
Cycle Time

Metric ID
100635

10738

8.1.1

Perform planning/budgeting/forecasting

Cycle Time

100604

10738

8.1.1

Perform planning/budgeting/forecasting

Cycle Time

100160

10738

8.1.1

Perform planning/budgeting/forecasting

Process Efficiency

101098

10738

8.1.1

Perform planning/budgeting/forecasting

Process Efficiency

100892

10738

8.1.1

Perform planning/budgeting/forecasting

Process Efficiency

101760

10738

8.1.1

Perform planning/budgeting/forecasting

Process Efficiency

101761

10738

8.1.1

Perform planning/budgeting/forecasting

Process Efficiency

101762

10738

8.1.1

Perform planning/budgeting/forecasting

Staff Productivity

105134

10738

8.1.1

Perform planning/budgeting/forecasting

Supplemental
Information

102027

10739

8.1.2

Perform cost accounting and control

Supplemental
Information

102059

10739

8.1.2

Perform cost accounting and control

Supplemental
Information

105140

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4
Evaluate and manage financial performance

Metric Category Metric ID

Cost Effectiveness 105137

10741

8.1.4

Evaluate and manage financial performance

Cost Effectiveness 105147

10741

8.1.4

Evaluate and manage financial performance

Cost Effectiveness 104151

10741

8.1.4

Evaluate and manage financial performance

Cost Effectiveness 103677

10741

8.1.4

Evaluate and manage financial performance

Cost Effectiveness 103679

10741

8.1.4

Evaluate and manage financial performance

Cost Effectiveness 101555

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4
Evaluate and manage financial performance

Metric Category Metric ID

Cost Effectiveness 103282

10741

8.1.4

Evaluate and manage financial performance

Cost Effectiveness 102921

10741

8.1.4

Evaluate and manage financial performance

Cost Effectiveness 102923

10741

8.1.4

Evaluate and manage financial performance

Cycle Time

100616

10741

8.1.4

Evaluate and manage financial performance

Cycle Time

100617

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Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4
Evaluate and manage financial performance

Metric Category
Cycle Time

Metric ID
100618

10741

8.1.4

Evaluate and manage financial performance

Process Efficiency

101019

10741

8.1.4

Evaluate and manage financial performance

Staff Productivity

103159

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

101763

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

102009

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

101973

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

101976

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

100684

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

100405

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4
Evaluate and manage financial performance

Metric Category
Supplemental
Information

Metric ID
100407

102831

10741

8.1.4

Evaluate and manage financial performance

Supplemental
Information

10743

8.2.2

Generate tax statements

Cost Effectiveness 102933

10743

8.2.2

Generate tax statements

Cost Effectiveness 103289

10743

8.2.2

Generate tax statements

Cost Effectiveness 101561

10743

8.2.2

Generate tax statements

Cost Effectiveness 103694

10743

8.2.2

Generate tax statements

Cost Effectiveness 103697

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Process
Element Hierarchy
ID
ID
Process element
10743 8.2.2
Generate tax statements

Metric Category Metric ID

Cost Effectiveness 103699

10743

8.2.2

Generate tax statements

Cost Effectiveness 103702

10743

8.2.2

Generate tax statements

Cost Effectiveness 103706

10743

8.2.2

Generate tax statements

Cost Effectiveness 103709

10743

8.2.2

Generate tax statements

Cost Effectiveness 103343

10743

8.2.2

Generate tax statements

Cost Effectiveness 105482

10743

8.2.2

Generate tax statements

Cost Effectiveness 105483

10743

8.2.2

Generate tax statements

Cost Effectiveness 105486

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10743 8.2.2
Generate tax statements

Metric Category Metric ID

Cost Effectiveness 105487

10743

8.2.2

Generate tax statements

Cycle Time

100558

10743

8.2.2

Generate tax statements

Cycle Time

100164

10743

8.2.2

Generate tax statements

Process Efficiency

101035

10743

8.2.2

Generate tax statements

Process Efficiency

102134

10743

8.2.2

Generate tax statements

Process Efficiency

102142

10743

8.2.2

Generate tax statements

Process Efficiency

102161

10743

8.2.2

Generate tax statements

Staff Productivity

105495

10743

8.2.2

Generate tax statements

Staff Productivity

105477

10743

8.2.2

Generate tax statements

Staff Productivity

105479

10743

8.2.2

Generate tax statements

Staff Productivity

101287

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Process
Element Hierarchy
ID
ID
Process element
10743 8.2.2
Generate tax statements

Metric Category
Staff Productivity

Metric ID
101280

Supplemental
Information
Supplemental
Information
Supplemental
Information

100387

10743

8.2.2

Generate tax statements

10743

8.2.2

Generate tax statements

10743

8.2.2

Generate tax statements

10743

8.2.2

Generate tax statements

Supplemental
Information

101870

10743

8.2.2

Generate tax statements

102157

10743

8.2.2

Generate tax statements

Supplemental
Information
Supplemental
Information

10743

8.2.2

Generate tax statements

10744

8.2.3

Process accounts receivable (AR)

Supplemental
105503
Information
Cost Effectiveness 103843

10744

8.2.3

Process accounts receivable (AR)

Cost Effectiveness 103844

10744

8.2.3

Process accounts receivable (AR)

Cost Effectiveness 103845

Copyright 2016 APQC

100230
102010

105489

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Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3
Process accounts receivable (AR)

Metric Category Metric ID

Cost Effectiveness 103846

10744

8.2.3

Process accounts receivable (AR)

Cost Effectiveness 103850

10744

8.2.3

Process accounts receivable (AR)

Cost Effectiveness 103341

10744

8.2.3

Process accounts receivable (AR)

Cost Effectiveness 101581

10744

8.2.3

Process accounts receivable (AR)

Cost Effectiveness 103005

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3
Process accounts receivable (AR)

Metric Category Metric ID

Cost Effectiveness 103007

10744

8.2.3

Process accounts receivable (AR)

Cycle Time

100178

10744

8.2.3

Process accounts receivable (AR)

Cycle Time

100581

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency

102286

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency

102152

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency

101656

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency

101758

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency

101950

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency

101109

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency

105532

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency

103167

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3
Process accounts receivable (AR)

Metric Category
Process Efficiency

Metric ID
102463

10744

8.2.3

Process accounts receivable (AR)

Process Efficiency

102264

10744

8.2.3

Process accounts receivable (AR)

Staff Productivity

100904

10744

8.2.3

Process accounts receivable (AR)

Staff Productivity

100797

10744

8.2.3

Process accounts receivable (AR)

Staff Productivity

101395

10744

8.2.3

Process accounts receivable (AR)

Supplemental
Information

102033

10744

8.2.3

Process accounts receivable (AR)

Supplemental
Information

102011

10744

8.2.3

Process accounts receivable (AR)

101278

10744

8.2.3

Process accounts receivable (AR)

Supplemental
Information
Supplemental
Information

Copyright 2016 APQC

105433

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Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3
Process accounts receivable (AR)

Metric Category
Supplemental
Information

Metric ID
103004

103340

10744

8.2.3

Process accounts receivable (AR)

Supplemental
Information

10745

8.2.4

Manage and process collections

Cost Effectiveness 104467

10745

8.2.4

Manage and process collections

Cost Effectiveness 102940

10745

8.2.4

Manage and process collections

Cost Effectiveness 103293

10745

8.2.4

Manage and process collections

Cost Effectiveness 101563

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10745 8.2.4
Manage and process collections

Metric Category Metric ID

Cost Effectiveness 103716

10745

8.2.4

Manage and process collections

Cost Effectiveness 103717

10745

8.2.4

Manage and process collections

Cost Effectiveness 103718

10745

8.2.4

Manage and process collections

Cost Effectiveness 103723

10745

8.2.4

Manage and process collections

Cost Effectiveness 103724

10745

8.2.4

Manage and process collections

Process Efficiency

104166

10745

8.2.4

Manage and process collections

Process Efficiency

105436

10745

8.2.4

Manage and process collections

Process Efficiency

101048

10745

8.2.4

Manage and process collections

Process Efficiency

102155

10745

8.2.4

Manage and process collections

Staff Productivity

104115

10745

8.2.4

Manage and process collections

Staff Productivity

100796

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10745 8.2.4
Manage and process collections

Metric Category
Supplemental
Information

Metric ID
102013

10746

8.2.5

Manage and process adjustments/ deductions

Cost Effectiveness 103712

10746

8.2.5

Manage and process adjustments/ deductions

Cost Effectiveness 101562

10746

8.2.5

Manage and process adjustments/ deductions

Cost Effectiveness 103291

10746

8.2.5

Manage and process adjustments/ deductions

Cost Effectiveness 102937

10746

8.2.5

Manage and process adjustments/ deductions

Cycle Time

Copyright 2016 APQC

100628

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Process
Element Hierarchy
ID
ID
Process element
10746 8.2.5
Manage and process adjustments/ deductions

Metric Category
Process Efficiency

Metric ID
101043

10746

8.2.5

Manage and process adjustments/ deductions

Staff Productivity

100880

10746

8.2.5

Manage and process adjustments/ deductions

Supplemental
Information

102012

10747

8.3.1

Manage policies and procedures

Cost Effectiveness 103055

10747

8.3.1

Manage policies and procedures

Cost Effectiveness 101593

10747

8.3.1

Manage policies and procedures

Cost Effectiveness 103973

10747

8.3.1

Manage policies and procedures

Cost Effectiveness 103380

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10747 8.3.1
Manage policies and procedures

Metric Category Metric ID

Cost Effectiveness 104844

10747

8.3.1

Manage policies and procedures

Cost Effectiveness 104845

10747

8.3.1

Manage policies and procedures

Process Efficiency

101054

10747

8.3.1

Manage policies and procedures

Supplemental
Information

102015

10747

8.3.1

Manage policies and procedures

Supplemental
Information

104846

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10748 8.3.2
Perform general accounting

Metric Category Metric ID

Cost Effectiveness 103381

10748

8.3.2

Perform general accounting

Cost Effectiveness 103976

10748

8.3.2

Perform general accounting

Cost Effectiveness 103980

10748

8.3.2

Perform general accounting

Cost Effectiveness 103983

10748

8.3.2

Perform general accounting

Cost Effectiveness 101596

10748

8.3.2

Perform general accounting

Cost Effectiveness 103056

Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10748 8.3.2
Perform general accounting

Metric Category Metric ID

Cost Effectiveness 103059

10748

8.3.2

Perform general accounting

Cycle Time

100625

10748

8.3.2

Perform general accounting

Cycle Time

104615

10748

8.3.2

Perform general accounting

Process Efficiency

100848

10748

8.3.2

Perform general accounting

Process Efficiency

101096

10748

8.3.2

Perform general accounting

Process Efficiency

101765

10748

8.3.2

Perform general accounting

Process Efficiency

101753

10748

8.3.2

Perform general accounting

Staff Productivity

101330

10748

8.3.2

Perform general accounting

Staff Productivity

100875

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Process
Element Hierarchy
ID
ID
Process element
10748 8.3.2
Perform general accounting

Metric Category
Supplemental
Information

Metric ID
102025

10748

8.3.2

Perform general accounting

Supplemental
Information

101827

10748

8.3.2

Perform general accounting

100874

10748

8.3.2

Perform general accounting

Supplemental
Information
Supplemental
Information

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 103223

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 102986

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 102987

Copyright 2016 APQC

104847

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Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
Perform fixed asset accounting (facilities)

Metric Category Metric ID

Cost Effectiveness 101573

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 100456

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 103809

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 103810

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 103549

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 103329

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 103518

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 103535

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Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
Perform fixed asset accounting (facilities)

Metric Category Metric ID

Cost Effectiveness 103546

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 103547

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 104848

10749

8.3.3

Perform fixed asset accounting (facilities)

Cost Effectiveness 104468

10749

8.3.3

Perform fixed asset accounting (facilities)

Cycle Time

100591

10749
10749

8.3.3
8.3.3

Perform fixed asset accounting (facilities)

Perform fixed asset accounting (facilities)

Cycle Time
Cycle Time

100592
100593

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Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
Perform fixed asset accounting (facilities)

Metric Category
Process Efficiency

Metric ID
101902

10749

8.3.3

Perform fixed asset accounting (facilities)

Process Efficiency

101903

10749

8.3.3

Perform fixed asset accounting (facilities)

Process Efficiency

101869

10749

8.3.3

Perform fixed asset accounting (facilities)

Process Efficiency

101091

10749

8.3.3

Perform fixed asset accounting (facilities)

Process Efficiency

101162

10749

8.3.3

Perform fixed asset accounting (facilities)

Process Efficiency

100307

10749

8.3.3

Perform fixed asset accounting (facilities)

Process Efficiency

100734

10749

8.3.3

Perform fixed asset accounting (facilities)

Staff Productivity

100964

10749

8.3.3

Perform fixed asset accounting (facilities)

Staff Productivity

100965

10749

8.3.3

Perform fixed asset accounting (facilities)

Staff Productivity

101329

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Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
Perform fixed asset accounting (facilities)

Metric Category
Supplemental
Information
Supplemental
Information

Metric ID
100868

10749

8.3.3

Perform fixed asset accounting (facilities)

10749

8.3.3

Perform fixed asset accounting (facilities)

Supplemental
Information

102022

10749

8.3.3

Perform fixed asset accounting (facilities)

Supplemental
Information

102040

10749

8.3.3

Perform fixed asset accounting (facilities)

Supplemental
Information

105125

10749

8.3.3

Perform fixed asset accounting (facilities)

Supplemental
Information

104849

Copyright 2016 APQC

100733

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Process
Element Hierarchy
ID
ID
Process element
10750 8.3.4
Perform financial reporting

Metric Category Metric ID

Cost Effectiveness 104469

10750

8.3.4

Perform financial reporting

Cost Effectiveness 104851

10750

8.3.4

Perform financial reporting

Cost Effectiveness 103984

10750

8.3.4

Perform financial reporting

Cost Effectiveness 103383

10750

8.3.4

Perform financial reporting

Cost Effectiveness 101599

10750

8.3.4

Perform financial reporting

Cost Effectiveness 103061

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Process
Element Hierarchy
ID
ID
Process element
10750 8.3.4
Perform financial reporting

Metric Category
Cycle Time

Metric ID
100594

10750

8.3.4

Perform financial reporting

Cycle Time

100597

10750

8.3.4

Perform financial reporting

Cycle Time

100162

10750

8.3.4

Perform financial reporting

Cycle Time

100552

10750

8.3.4

Perform financial reporting

Cycle Time

100555

10750

8.3.4

Perform financial reporting

Process Efficiency

101090

10750

8.3.4

Perform financial reporting

Supplemental
Information

102021

10750

8.3.4

Perform financial reporting

Supplemental
Information

104852

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Process
Element Hierarchy
ID
ID
Process element
10751 8.4.1
Perform capital planning and project approval

Metric Category Metric ID

Cost Effectiveness 103064

10751

8.4.1

Perform capital planning and project approval

Cost Effectiveness 101603

10751

8.4.1

Perform capital planning and project approval

Cost Effectiveness 100010

10751

8.4.1

Perform capital planning and project approval

Cost Effectiveness 100008

10751

8.4.1

Perform capital planning and project approval

Cost Effectiveness 103801

10751

8.4.1

Perform capital planning and project approval

Cost Effectiveness 103325

10751

8.4.1

Perform capital planning and project approval

Cost Effectiveness 105141

10751
10751

8.4.1
8.4.1

Perform capital planning and project approval

Perform capital planning and project approval

Cycle Time
Process Efficiency

100586
100009

10751

8.4.1

Perform capital planning and project approval

Process Efficiency

101086

10751

8.4.1

Perform capital planning and project approval

Process Efficiency

105133

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Process
Element Hierarchy
ID
ID
Process element
10751 8.4.1
Perform capital planning and project approval

Metric Category
Supplemental
Information

Metric ID
102019

10752

8.4.2

Perform capital project accounting

Cost Effectiveness 104470

10752

8.4.2

Perform capital project accounting

Cost Effectiveness 103332

10752

8.4.2

Perform capital project accounting

Cost Effectiveness 103817

10752

8.4.2

Perform capital project accounting

Cost Effectiveness 103818

10752

8.4.2

Perform capital project accounting

Cost Effectiveness 101577

10752

8.4.2

Perform capital project accounting

Cost Effectiveness 102993

10752

8.4.2

Perform capital project accounting

Process Efficiency

101088

10752

8.4.2

Perform capital project accounting

Process Efficiency

100896

10752

8.4.2

Perform capital project accounting

Supplemental
Information

102020

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Process
Element Hierarchy
ID
ID
10753 8.5.1
Report time

Process element

Metric Category Metric ID

Cost Effectiveness 103022

10753

8.5.1

Report time

Cost Effectiveness 103023

10753

8.5.1

Report time

Cost Effectiveness 101604

10753

8.5.1

Report time

Cost Effectiveness 103887

10753

8.5.1

Report time

Cost Effectiveness 103890

10753

8.5.1

Report time

Cost Effectiveness 103892

10753

8.5.1

Report time

Cost Effectiveness 105252

10753

8.5.1

Report time

Cost Effectiveness 103351

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Process
Element Hierarchy
ID
ID
10753 8.5.1
Report time

Process element

Metric Category Metric ID

Cost Effectiveness 105253

10753

8.5.1

Report time

Cost Effectiveness 105254

10753

8.5.1

Report time

Cycle Time

100540

10753

8.5.1

Report time

Process Efficiency

101130

10753

8.5.1

Report time

Process Efficiency

101134

10753

8.5.1

Report time

Process Efficiency

104487

10753

8.5.1

Report time

Process Efficiency

104488

10753

8.5.1

Report time

Process Efficiency

102696

10753

8.5.1

Report time

Process Efficiency

102698

10753

8.5.1

Report time

Staff Productivity

101422

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Process
Element Hierarchy
ID
ID
10753 8.5.1
Report time

Process element

Metric Category
Supplemental
Information

Metric ID
102037

102389

10753

8.5.1

Report time

Supplemental
Information

10754

8.5.2

Manage pay

Cost Effectiveness 105255

10754

8.5.2

Manage pay

Cost Effectiveness 105256

10754

8.5.2

Manage pay

Cost Effectiveness 105257

10754

8.5.2

Manage pay

Cost Effectiveness 103736

10754

8.5.2

Manage pay

Cost Effectiveness 103739

10754

8.5.2

Manage pay

Cost Effectiveness 103741

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Process
Element Hierarchy
ID
ID
10754 8.5.2
Manage pay

Process element

Metric Category Metric ID

Cost Effectiveness 101602

10754

8.5.2

Manage pay

Cost Effectiveness 102956

10754

8.5.2

Manage pay

Cost Effectiveness 102957

10754

8.5.2

Manage pay

Cost Effectiveness 103304

10754

8.5.2

Manage pay

Cycle Time

100543

10754

8.5.2

Manage pay

Cycle Time

100546

10754

8.5.2

Manage pay

Cycle Time

100549

10754

8.5.2

Manage pay

Cycle Time

100536

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Process
Element Hierarchy
ID
ID
10754 8.5.2
Manage pay

Process element

Metric Category
Cycle Time

Metric ID
100529

10754

8.5.2

Manage pay

Cycle Time

100532

10754

8.5.2

Manage pay

Process Efficiency

101057

10754

8.5.2

Manage pay

Process Efficiency

101061

10754

8.5.2

Manage pay

Process Efficiency

101429

10754

8.5.2

Manage pay

Process Efficiency

101739

10754

8.5.2

Manage pay

Process Efficiency

101958

10754

8.5.2

Manage pay

Process Efficiency

101373

10754

8.5.2

Manage pay

Process Efficiency

102380

10754

8.5.2

Manage pay

Process Efficiency

102383

10754

8.5.2

Manage pay

Staff Productivity

101334

10754

8.5.2

Manage pay

Staff Productivity

101370

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Process
Element Hierarchy
ID
ID
10754 8.5.2
Manage pay

Process element

Metric Category
Supplemental
Information

Metric ID
102014

10754

8.5.2

Manage pay

Supplemental
Information

100390

10754

8.5.2

Manage pay

Supplemental
Information

102385

10755

8.5.3

Process payroll taxes

Cost Effectiveness 105269

10755

8.5.3

Process payroll taxes

Cost Effectiveness 105271

10755

8.5.3

Process payroll taxes

Cost Effectiveness 105272

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Process
Element Hierarchy
ID
ID
Process element
10755 8.5.3
Process payroll taxes

Metric Category Metric ID

Cost Effectiveness 103349

10755

8.5.3

Process payroll taxes

Cost Effectiveness 103019

10755

8.5.3

Process payroll taxes

Cost Effectiveness 103020

10755

8.5.3

Process payroll taxes

Cost Effectiveness 101605

10755

8.5.3

Process payroll taxes

Cost Effectiveness 103883

10755

8.5.3

Process payroll taxes

Cost Effectiveness 103885

10755

8.5.3

Process payroll taxes

Cycle Time

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100534

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Process
Element Hierarchy
ID
ID
Process element
10755 8.5.3
Process payroll taxes

Metric Category
Process Efficiency

Metric ID
101120

10755

8.5.3

Process payroll taxes

Process Efficiency

101128

10755

8.5.3

Process payroll taxes

Supplemental
Information

102007

10755

8.5.3

Process payroll taxes

Supplemental
Information

102387

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 103825

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 103826

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 103827

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 103828

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 103831

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Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)

Metric Category Metric ID

Cost Effectiveness 103835

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 103838

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 101580

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 100451

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 102997

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 102999

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Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)

Metric Category Metric ID

Cost Effectiveness 103001

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 103336

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 103338

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 104204

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 105043

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 105044

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Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)

Metric Category Metric ID

Cost Effectiveness 105045

10756

8.6.1

Process accounts payable (AP)

Cost Effectiveness 105046

10756

8.6.1

Process accounts payable (AP)

Cycle Time

100632

10756

8.6.1

Process accounts payable (AP)

Cycle Time

100636

10756

8.6.1

Process accounts payable (AP)

Cycle Time

104923

10756

8.6.1

Process accounts payable (AP)

Cycle Time

100575

10756

8.6.1

Process accounts payable (AP)

Cycle Time

100154

10756

8.6.1

Process accounts payable (AP)

Process Efficiency

101108

10756

8.6.1

Process accounts payable (AP)

Process Efficiency

101944

10756

8.6.1

Process accounts payable (AP)

Process Efficiency

101947

10756

8.6.1

Process accounts payable (AP)

Process Efficiency

101738

10756

8.6.1

Process accounts payable (AP)

Process Efficiency

102146

10756

8.6.1

Process accounts payable (AP)

Process Efficiency

102149

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Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)

Metric Category
Process Efficiency

Metric ID
102136

10756

8.6.1

Process accounts payable (AP)

Process Efficiency

102139

10756

8.6.1

Process accounts payable (AP)

Process Efficiency

102163

10756

8.6.1

Process accounts payable (AP)

Process Efficiency

102164

10756

8.6.1

Process accounts payable (AP)

Process Efficiency

104301

10756

8.6.1

Process accounts payable (AP)

Staff Productivity

105039

10756

8.6.1

Process accounts payable (AP)

Staff Productivity

105040

10756

8.6.1

Process accounts payable (AP)

Staff Productivity

105041

10756

8.6.1

Process accounts payable (AP)

Staff Productivity

105042

10756

8.6.1

Process accounts payable (AP)

Staff Productivity

101283

10756

8.6.1

Process accounts payable (AP)

Staff Productivity

101290

10756

8.6.1

Process accounts payable (AP)

Staff Productivity

100917

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Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)

Metric Category
Supplemental
Information

Metric ID
102032

Supplemental
Information
Supplemental
Information

101285

10756

8.6.1

Process accounts payable (AP)

10756

8.6.1

Process accounts payable (AP)

10756

8.6.1

Process accounts payable (AP)

Supplemental
Information

102996

10756

8.6.1

Process accounts payable (AP)

Supplemental
Information

104612

10756

8.6.1

Process accounts payable (AP)

104924

10756

8.6.1

Process accounts payable (AP)

Supplemental
Information
Supplemental
Information

10756

8.6.1

Process accounts payable (AP)

Supplemental
Information

104926

10756

8.6.1

Process accounts payable (AP)

Supplemental
Information

104927

10756

8.6.1

Process accounts payable (AP)

Supplemental
Information

104928

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103335

104925

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Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)

Metric Category
Supplemental
Information

Metric ID
104929

Supplemental
Information
Supplemental
Information

104922

10756

8.6.1

Process accounts payable (AP)

10756

8.6.1

Process accounts payable (AP)

10756

8.6.1

Process accounts payable (AP)

10757

8.6.2

Process expense reimbursements

Supplemental
105434
Information
Cost Effectiveness 104606

10757

8.6.2

Process expense reimbursements

Cost Effectiveness 104607

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104605

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Process
Element Hierarchy
ID
ID
Process element
10757 8.6.2
Process expense reimbursements

Metric Category Metric ID

Cost Effectiveness 103345

10757

8.6.2

Process expense reimbursements

Cost Effectiveness 102850

10757

8.6.2

Process expense reimbursements

Cost Effectiveness 103013

10757

8.6.2

Process expense reimbursements

Cost Effectiveness 101583

10757

8.6.2

Process expense reimbursements

Cost Effectiveness 103863

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Process
Element Hierarchy
ID
ID
Process element
10757 8.6.2
Process expense reimbursements

Metric Category Metric ID

Cost Effectiveness 103864

10757

8.6.2

Process expense reimbursements

Cost Effectiveness 103865

10757

8.6.2

Process expense reimbursements

Cost Effectiveness 103866

10757

8.6.2

Process expense reimbursements

Cost Effectiveness 103869

10757

8.6.2

Process expense reimbursements

Cost Effectiveness 103873

10757

8.6.2

Process expense reimbursements

Cycle Time

100587

10757

8.6.2

Process expense reimbursements

Process Efficiency

101262

10757

8.6.2

Process expense reimbursements

Process Efficiency

101995

10757

8.6.2

Process expense reimbursements

Process Efficiency

101119

10757

8.6.2

Process expense reimbursements

Process Efficiency

102650

10757

8.6.2

Process expense reimbursements

Staff Productivity

100952

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Process
Element Hierarchy
ID
ID
Process element
10757 8.6.2
Process expense reimbursements

Metric Category
Staff Productivity

Metric ID
101419

Supplemental
Information
Supplemental
Information

100955

10757

8.6.2

Process expense reimbursements

10757

8.6.2

Process expense reimbursements

10757

8.6.2

Process expense reimbursements

Supplemental
Information

104608

10757

8.6.2

Process expense reimbursements

Supplemental
Information

104609

10757

8.6.2

Process expense reimbursements

Supplemental
Information

104610

10757

8.6.2

Process expense reimbursements

Supplemental
Information

104611

Copyright 2016 APQC

102035

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Process
Element Hierarchy
ID
ID
10759 8.7.2
Manage cash

Process element

Metric Category Metric ID

Cost Effectiveness 104814

10759

8.7.2

Manage cash

Cost Effectiveness 104815

10759

8.7.2

Manage cash

Cycle Time

104809

10759

8.7.2

Manage cash

Cycle Time

100171

10759

8.7.2

Manage cash

Cycle Time

100175

10759

8.7.2

Manage cash

Staff Productivity

104810

10759

8.7.2

Manage cash

Staff Productivity

104811

10759

8.7.2

Manage cash

Staff Productivity

104818

10759

8.7.2

Manage cash

Staff Productivity

104819

10762

8.8.1

Establish internal controls, policies, and

procedures

Cost Effectiveness 103673

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Process
Element Hierarchy
ID
ID
Process element
10762 8.8.1
Establish internal controls, policies, and
procedures

Metric Category Metric ID

Cost Effectiveness 101554

10762

8.8.1

Establish internal controls, policies, and

procedures

Cost Effectiveness 102918

10762

8.8.1

Establish internal controls, policies, and

procedures

Cost Effectiveness 103161

10762

8.8.1

Establish internal controls, policies, and

procedures

Cost Effectiveness 103280

10762

8.8.1

Establish internal controls, policies, and

procedures

Process Efficiency

101018

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102006

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102372

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Process
Element Hierarchy
ID
ID
Process element
10762 8.8.1
Establish internal controls, policies, and
procedures

Metric Category
Supplemental
Information

Metric ID
102373

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102374

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102112

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102113

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102114

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Process
Element Hierarchy
ID
ID
Process element
10762 8.8.1
Establish internal controls, policies, and
procedures

Metric Category
Supplemental
Information

Metric ID
102115

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102312

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102313

10762

8.8.1

Establish internal controls, policies, and

procedures

Supplemental
Information

102314

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cost Effectiveness 103315

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cost Effectiveness 102969

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Process
Element Hierarchy
ID
ID
Process element
10763 8.8.2
Operate controls and monitor compliance with
internal controls policies and procedures

Metric Category Metric ID

Cost Effectiveness 101568

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cost Effectiveness 103766

10763

8.8.2

Cycle Time

100608

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures
Operate controls and monitor compliance with
internal controls policies and procedures

Cycle Time

100140

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cycle Time

100144

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Cycle Time

100148

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Process Efficiency

100899

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Process
Element Hierarchy
ID
ID
Process element
10763 8.8.2
Operate controls and monitor compliance with
internal controls policies and procedures

Metric Category
Process Efficiency

Metric ID
101070

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Process Efficiency

101424

10763

8.8.2

Process Efficiency

102392

10763

8.8.2

Process Efficiency

101375

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures
Operate controls and monitor compliance with
internal controls policies and procedures
Operate controls and monitor compliance with
internal controls policies and procedures

Supplemental
Information

102016

10763

8.8.2

Operate controls and monitor compliance with

internal controls policies and procedures

Supplemental
Information

101912

10763

8.8.2
8.8.2

10763

8.8.2

10764

8.8.3

Supplemental
Information
Supplemental
Information
Supplemental
Information
Cost Effectiveness

102398

10763

Operate controls and monitor compliance with

internal controls policies and procedures
Operate controls and monitor compliance with
internal controls policies and procedures
Operate controls and monitor compliance with
internal controls policies and procedures
Report on internal controls compliance

Copyright 2016 APQC

102401
103173
103879

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Process
Element Hierarchy
ID
ID
Process element
10764 8.8.3
Report on internal controls compliance

Metric Category Metric ID

Cost Effectiveness 101584

10764

8.8.3

Report on internal controls compliance

Cost Effectiveness 103016

10764

8.8.3

Report on internal controls compliance

Cost Effectiveness 103347

10764

8.8.3

Report on internal controls compliance

Process Efficiency

102391

10764

8.8.3

Report on internal controls compliance

Process Efficiency

101125

10764

8.8.3

Report on internal controls compliance

100770

10764

8.8.3

Report on internal controls compliance

10764

8.8.3

Report on internal controls compliance

Supplemental
Information
Supplemental
Information
Supplemental
Information

10764

8.8.3

Report on internal controls compliance

Supplemental
Information

101459

10794

8.2.2.1

Maintain property/taxpayer master files

Staff Productivity

105496

Copyright 2016 APQC

101533
102036

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Process
Element Hierarchy
ID
ID
Process element
10794 8.2.2.1
Maintain property/taxpayer master files

Metric Category
Staff Productivity

Metric ID
105497

10794

8.2.2.1

Maintain property/taxpayer master files

Supplemental
Information

105490

10795

8.2.2.2

Generate taxpayer billing data

Supplemental
Information

105491

10796

8.2.2.3

Transmit billing data to taxpayers

Supplemental
Information

105492

10797

8.2.2.4

Post receivable entries

Supplemental
Information

105493

10798

8.2.2.5

Resolve customer assessment inquiries 18

Supplemental
Information

105494

10876

8.6.1.8

Process payments

Process Efficiency

104604

11208

8.7.4

Monitor and execute risk

Cost Effectiveness 104817

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Process
Element Hierarchy
ID
ID
Process element
11208 8.7.4
Monitor and execute risk

Metric Category
Staff Productivity

Metric ID
104821

11208

8.7.4

Monitor and execute risk

Staff Productivity

104813

17058

8.0

Manage Financial Resources

Supplemental
Information

105126

17058

8.0

Manage Financial Resources

Supplemental
Information

105127

17058

8.0

Manage Financial Resources

Supplemental
Information

105128

17058

8.0

Manage Financial Resources

105083

17058

8.0

Manage Financial Resources

17058

8.0

Manage Financial Resources

Supplemental
Information
Supplemental
Information
Supplemental
Information

Copyright 2016 APQC

105084
105085

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Metric name
Formula
Units
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $1 billion revenue
the past three years / (Total business entity
revenue * 0.000000001)
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $100 million R&D
the past three years / (Research and development
spend
(R&D) costs over the past three reporting periods *
0.000000010)
Outsourced cost to perform the process "service
customers" per $1,000 revenue

Outsourced cost to perform the process "service

customers" / (Total business entity revenue *
0.0010)

dollars

Overhead cost to perform the process "service

customers" per $1,000 revenue

Overhead cost to perform the process "service

customers" / (Total business entity revenue *
0.0010)

dollars

Other cost to perform the process "service

customers" per $1,000 revenue

Costs other than personnel, systems, overhead,

and outsourced to perform the process "service
customers" / (Total business entity revenue *
0.0010)

dollars

Personnel cost to perform the process "service

customers" per $1,000 revenue

Personnel cost to perform the process "service

customers" / (Total business entity revenue *
0.0010)

dollars

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Metric name
Formula
Units
Systems cost of the customer order management ((Systems cost to perform the process group
percent
function as a percentage of the total cost of the
"develop customer care/customer service
function
strategy" + Systems cost to perform the process
"manage sales orders" + Systems cost to perform
the process "service customers" + 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

Total cost to perform the process "service

customers" per process FTE

Total cost to perform the process "service

customers" / Number of FTEs who perform the
process "service customers"

dollars

Total cost to perform the process "service

customers" per $1,000 revenue

Total cost to perform the process "service

customers"/(Total business entity revenue*.0010)

dollars

Total cost to perform the process "service

customers" per sales order
Total cost to perform the process "service
customers" per sales order line item
Systems cost to perform the process "service
customers" per $100,000 revenue

Total cost to perform the process "service

customers" / Number of sales orders placed
Total cost to perform the process "service
customers" / Number of sales order line items
Systems cost to perform the process "service
customers" / (Total business entity revenue *
0.000010)

dollars

Copyright 2016 APQC

dollars
dollars

483 of 687

Metric name
Other cost to perform the processes "manage
sales orders", "manage customer
requests/inquiries", and "manage customer
complaints" per $1,000 revenue

Formula
Units
(Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process "manage
sales orders" + Costs other than personnel,
systems, overhead, and outsourced to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)

Other cost to perform the processes "manage

sales orders", "manage customer
requests/inquiries", and "manage customer
complaints" per active customer

(Costs other than personnel, systems, overhead, dollars

and outsourced to perform the process "manage
sales orders" + Costs other than personnel,
systems, overhead, and outsourced to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Number of active customers in
customer master file

Overhead cost to perform the processes "manage

sales orders", "manage customer
requests/inquiries", and "manage customer
complaints" per $1,000 revenue

(Overhead cost to perform the process "manage

sales orders" + Overhead cost to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)

dollars

Overhead cost to perform the processes "manage

sales orders", "manage customer
requests/inquiries", and "manage customer
complaints" per active customer

(Overhead cost to perform the process "manage

sales orders" + Overhead cost to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Number of active customers in
customer master file

dollars

Total annual cost to perform the process "service

customers" per active customer

Total cost to perform the process "service

customers"/Number of active customers in
customer master file

dollars

Copyright 2016 APQC

484 of 687

Metric name
Total annual cost to perform the process "service
customers" per sales FTE

Formula
Units
Total cost to perform the process "service
dollars
customers"/Number of FTEs who perform the sales
function

Total cost to perform the process "service

customers" per $1 billion revenue

Total cost to perform the process "service

customers"/(Total business entity
revenue*.0000000010)

dollars

Number of FTEs that perform the process "service Number of FTEs who perform the process "service FTEs
customers" per $1 billion revenue
customers" / (Total business entity revenue *
0.000000001)
Annual overhead and other cost of the HR function ((Total cost to perform the function "develop and percent
as a percentage of total HR function cost
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to overhead and other costs * .
0001) / Total cost to perform the function "develop
and manage human capital") * 100
Total cost to perform the HR function per business Total cost to perform the function "develop and
entity FTE
manage human capital" / Number of business
entity FTEs

dollars

Internal cost to perform HR administration

activities per $1,000 revenue
Internal cost to perform HR administration
activities per business entity employee
Total budget for the HR function per $1,000
revenue

Internal cost for HR administration / (Total business dollars

entity revenue * 0.0010)
Internal cost for HR administration / Number of
dollars
business entity employees
Budget to perform the function "develop and
dollars
manage human capital" / (Total business entity
revenue*.001)

Total budget for the HR function per business

entity FTE

Budget to perform the function "develop and

manage human capital" / Number of business
entity FTEs

dollars

Budget for the HR function per business entity

employee

Budget to perform the function "develop and

manage human capital" / Number of business
entity employees

dollars

Copyright 2016 APQC

485 of 687

Metric name
Total business entity personnel cost per $1,000
revenue
Personnel cost for the business entity per business
entity employee
Personnel cost to perform the HR function per
$1,000 revenue

Formula
Units
Personnel cost for all employees / (Total business dollars
entity revenue * .001)
Personnel cost for all employees / Number of
dollars
business entity employees
(Total cost to perform the function "develop and
dollars
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to personnel costs * .0001) /
(Total business entity revenue*.001)

Personnel cost to perform the HR function per

business entity FTE

(Total cost to perform the function "develop and

dollars
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to personnel costs * .0001) /
Number of business entity FTEs

Personnel cost to perform the HR function per

business entity employee

(Total cost to perform the function "develop and

dollars
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to personnel costs * .0001) /
Number of business entity employees

Systems cost to perform the HR function per

$1,000 revenue

(Total cost to perform the function "develop and

dollars
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to systems costs * .0001) /
(Total business entity revenue*.001)

Copyright 2016 APQC

486 of 687

Metric name
Systems cost to perform the HR function per
business entity employee

Formula
Units
(Total cost to perform the function "develop and
dollars
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to systems costs * .0001) /
Number of business entity employees

Total cost of the North American Shared Services

Center as a percentage of revenue

(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) / Total
organization revenue

dollars

Total service center cost per customer (employees (Total in-house operating cost for your HR service
+ retirees)
center for North American center + Total of all
outsourcing costs associated with HR service
center for North American center) / (Total
employee headcount served by shared services
organization + Total retiree headcount served by
shared services organization)

dollars

Total service center in-house cost per transaction

CUSTOM

dollars

Total service center in-house cost per volume unit CUSTOM

dollars

Total service center cost (in-house + outsourced)

per employee served
Total cost to perform the HR function per $1,000
revenue

CUSTOM

dollars

Total cost to perform the function "develop and

manage human capital" / (Total business entity
revenue*.001)

dollars

Total cost to perform the HR function per "develop Total cost to perform the function "develop and
and counsel employees" FTE
manage human capital" / Number of FTEs who
perform the process group "develop and counsel
employees"

Copyright 2016 APQC

dollars

487 of 687

Metric name
Formula
Total cost to perform the HR function per "manage Total cost to perform the function "develop and
employee information" FTE
manage human capital" / Number of FTEs who
perform the process group "manage employee
information"
Total cost to perform the HR function per "recruit,
source, and select employees" FTE

Units
dollars

Total cost to perform the function "develop and

manage human capital" / Number of FTEs who
perform the process group "recruit, source, and
select employees"

dollars

Total cost to perform the HR function per "redeploy Total cost to perform the function "develop and
and retire employees" FTE
manage human capital" / Number of FTEs who
perform the process group "redeploy and retire
employees"

dollars

Total cost to perform the HR function per "reward

and retain employees" FTE

dollars

Total cost to perform the function "develop and

manage human capital" / Number of FTEs who
perform the process group "reward and retain
employees"

Total cost to perform the HR function per "develop Total cost to perform the function "develop and
and manage HR planning, policies, and strategies" manage human capital" / Number of FTEs who
FTE
perform the process group "develop and manage
human resources (HR) planning, policies, and
strategies"
Total cost to perform the HR function per HR
function FTE

dollars

Total cost to perform the function "develop and

dollars
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
entity employee
manage human capital" / Number of business
entity employees

dollars

Personnel cost of temporary staff/contractor per

temporary staff/contractor
Average fully loaded salary for middle
management or specialists

dollars

Copyright 2016 APQC

Personnel cost of temporary staff/contractors /

Number of temporary staff/contractors
Personnel cost for all middle
management/specialist employees / Number of
middle management/specialist employees

dollars

488 of 687

Metric name
Formula
Average fully loaded salary for operational workers Personnel cost for all operational worker/office
or office staff
staff employees / Number of operational
worker/office staff employees

Units
dollars

Average fully loaded salary for senior

management or executives

Personnel cost for all senior

management/executive employees / Number of
senior management/executive employees

Average speed to answer for North American

Shared Services Center
First contact resolution for North American Shared
Services Center
Number of FTEs that perform HR administration
activities per $1 billion revenue

Average speed to answer in seconds for your HR

seconds
service center for North American center
First contact resolution rate for North American
percent
center
Number of FTEs who perform HR administrative
FTEs
activities (exclude the activities for processing and
distributing payments) / (Total business entity
revenue*.000000001)

Number of FTEs that perform the HR function per

$1 billion revenue

Number of FTEs who perform the function

"develop and manage human capital" / (Total
business entity revenue*.000000001)

FTEs

Tier 1 employees per Tier 1 manager/supervisors

CUSTOM

employees

Transaction volume per Tier 1 employee

Call/inquiry volume per Tier 1 employee
Tier 2 employees per Tier 2 manager/supervisors

CUSTOM
CUSTOM
CUSTOM

transactions
calls/inquiries
employees

Transaction volume per Tier 2 employee

Call/inquiry volume per Tier 2 employee
Total company employees per Tier 1 headcount
Total company employees per Tier 2 headcount
Total company employees per North American
Shared recruiting/staffing service center specialist
headcount

CUSTOM
CUSTOM
CUSTOM
CUSTOM
Total employee headcount served by shared
services organization / Recruiting/staffing service
center specialist headcount for North American
Center

transactions
calls/inquiries
employees
employees
employees

Copyright 2016 APQC

dollars

489 of 687

Metric name
Total requisitions per North American Shared
Services Center recruiting/staffing specialist
headcount

Formula
Units
Number of job requisitions handled by SSO for
requisitions
North American center / Recruiting/staffing service
center specialist headcount for North American
Center

Total hires handled per North American Shared

Services Center recruiting/staffing specialist
headcount

Number of hires handled by SSO for North

American center / Recruiting/staffing service
center specialist headcount for North American
Center

hires

Total company employees per North American

Shared Services Center workforce administration
specialist headcount

Total employee headcount served by shared

services organization / Workforce administration
service center specialist headcount for North
American Center

employees

Total company employees per North American

Shared Services Center training administration
specialist headcount

Total employee headcount served by shared

services organization / Training administration
service center specialist headcount for North
American Center

employees

Total company employees per North American

Shared Services Center leave of absence
administration specialist headcount

Total employee headcount served by shared

employees
services organization / Leave of absence
administration service center specialist headcount
for North American Center

Total company employees per North American

Shared Services Center employee relations
specialist headcount

Total employee headcount served by shared

employees
services organization / Employee relations service
center specialist headcount for North American
Center

Self-service transaction volume per employee for

Center 1
Self-service inquiry per employee for Center 1

Self-service transaction volume for Center 1 / Total

employee headcount for Center 1
Self-service inquiry volume for Center 1 / Total
employee headcount for Center 1
Self-service transaction volume for Center 2 / Total
employee headcount for Center 2
Self-service inquiry volume for Center 2 / Total
employee headcount for Center 2

Self-service transaction volume per employee for

Center 2
Self-service inquiry per employee for Center 2

Copyright 2016 APQC

transactions
inquiry
transactions
inquiry

490 of 687

Metric name
Self-service transaction volume per employee for
Center 3
Self-service inquiry per employee for Center 3

Formula
Self-service transaction volume for Center 3 / Total
employee headcount for Center 3
Self-service inquiry volume for Center 3 / Total
employee headcount for Center 3
Self-service transaction volume per employee for Self-service transaction volume for Center 4 / Total
Center 4
employee headcount for Center 4
Self-service inquiry per employee for Center 4
Self-service inquiry volume for Center 4 / Total
employee headcount for Center 4
Self-service transaction volume per employee for Self-service transaction volume for Center 5 / Total
Center 5
employee headcount for Center 5
Self-service inquiry per employee for Center 5
Self-service inquiry volume for Center 5 / Total
employee headcount for Center 5
Self-service transaction volume per employee for Self-service transaction volume for Center 6 / Total
Center 6
employee headcount for Center 6
Self-service inquiry per employee for Center 6
Self-service inquiry volume for Center 6 / Total
employee headcount for Center 6
Self-service transaction volume per employee for Self-service transaction volume for Center 7 / Total
Center 7
employee headcount for Center 7
Self-service inquiry per employee for Center 7
Self-service inquiry volume for Center 7 / Total
employee headcount for Center 7
Total company employees per HR business partner Total employee headcount served by shared
headcount
services organization / HR business partners for
overall HR organization

Units
transactions

Total company employees per HR generalist

headcount

Total employee headcount served by shared

services organization / HR generalists for overall
HR organization

employees

Total company employees per HR administrator

headcount

Total employee headcount served by shared

services organization / HR administrators for
overall HR organization

employees

inquiry
transactions
inquiry
transactions
inquiry
transactions
inquiry
transactions
inquiry
employees

Total company employees per field HR headcount Total employee headcount served by shared
employees
services organization / Total field HR headcount for
overall HR organization

Copyright 2016 APQC

491 of 687

Metric name
Number of transactions per service center
employee
Number of calls/inquiries per service center
employee
Number of employees served per service center
employee
Number of retirees served per service center
employee
Number of transactions per Center 1 employee
Number of
Number of
employee
Number of
Number of
Number of
Number of
employee
Number of
Number of
Number of
Number of
employee
Number of

Formula
CUSTOM

Units
transactions

CUSTOM

calls/inquiries

CUSTOM

employees

CUSTOM

retirees

Transaction volume for Center 1 / Total employee

headcount for Center 1
calls/inquiries per Center 1 employee
Call/inquiry volume for Center 1 / Total employee
headcount for Center 1
employees served per Center 1
Employees served by Center 1 / Total employee
headcount for Center 1
retirees served per Center 1 employee Retirees served by Center 1 / Total employee
headcount for Center 1
transactions per Center 2 employee
Transaction volume for Center 2 / Total employee
headcount for Center 2
calls/inquiries per Center 2 employee
Call/inquiry volume for Center 2 / Total employee
headcount for Center 2
employees served per Center 2
Employees served by Center 2 / Total employee
headcount for Center 2
retirees served per Center 2 employee Retirees served by Center 2 / Total employee
headcount for Center 2
transactions per Center 3 employee
Transaction volume for Center 3 / Total employee
headcount for Center 3
calls/inquiries per Center 3 employee
Call/inquiry volume for Center 3 / Total employee
headcount for Center 3
employees served per Center 3
Employees served by Center 3 / Total employee
headcount for Center 3
retirees served per Center 3 employee Retirees served by Center 3 / Total employee
headcount for Center 3

Copyright 2016 APQC

transactions
calls
employees
retirees
transactions
calls
employees
retirees
transactions
calls
employees
retirees

492 of 687

Metric name
Number of transactions per Center 4 employee
Number of calls/inquiries per Center 4 employee
Number of employees served per Center 4
employee
Number of retirees served per Center 4 employee
Number of transactions per Center 5 employee
Number of calls/inquiries per Center 5 employee
Number of employees served per Center 5
employee
Number of retirees served per Center 5 employee
Number of transactions per Center 6 employee
Number of calls/inquiries per Center 6 employee
Number of employees served per Center 6
employee
Number of retirees served per Center 6 employee
Number of transactions per Center 7 employee
Number of calls/inquiries per Center 7 employee
Number of employees served per Center 7
employee
Number of retirees served per Center 7 employee

Copyright 2016 APQC

Formula
Transaction volume for Center 4 / Total employee
headcount for Center 4
Call/inquiry volume for Center 4 / Total employee
headcount for Center 4
Employees served by Center 4 / Total employee
headcount for Center 4
Retirees served by Center 4 / Total employee
headcount for Center 4
Transaction volume for Center 5 / Total employee
headcount for Center 5
Call/inquiry volume for Center 5 / Total employee
headcount for Center 5
Employees served by Center 5 / Total employee
headcount for Center 5
Retirees served by Center 5 / Total employee
headcount for Center 5
Transaction volume for Center 6 / Total employee
headcount for Center 6
Call/inquiry volume for Center 6 / Total employee
headcount for Center 6
Employees served by Center 6 / Total employee
headcount for Center 6
Retirees served by Center 6 / Total employee
headcount for Center 6
Transaction volume for Center 7 / Total employee
headcount for Center 7
Call/inquiry volume for Center 7 / Total employee
headcount for Center 7
Employees served by Center 7 / Total employee
headcount for Center 7
Retirees served by Center 7 / Total employee
headcount for Center 7

Units
transactions
calls
employees
retirees
transactions
calls
employees
retirees
transactions
calls
employees
retirees
transactions
calls
employees
retirees

493 of 687

Metric name
Total company employees per tier 1 headcount

Formula
Total employee headcount served by shared
services organization / (Tier 1 representative
headcount for Center 1 + Tier 1 representative
headcount for Center 2 + Tier 1 representative
headcount for Center 3 + Tier 1 representative
headcount for Center 4 + Tier 1 representative
headcount for Center 5 + Tier 1 representative
headcount for Center 6 + Tier 1 representative
headcount for Center 7)

Units
employees

Total company employees per tier 2 headcount

Total employee headcount served by shared

services organization / (Tier 2 representative
headcount for Center 1 + Tier 2 representative
headcount for Center 2 + Tier 2 representative
headcount for Center 3 + Tier 2 representative
headcount for Center 4 + Tier 2 representative
headcount for Center 5 + Tier 2 representative
headcount for Center 6 + Tier 2 representative
headcount for Center 7)

employees

Total customers (employees + retirees) per total

HR headcount

(Total employee headcount served by shared

customers
services organization + Total retiree headcount
served by shared services organization) / Total HR
headcount for overall HR organization

Total company employees per HRIS headcount

Total employee headcount served by shared

employees
services organization / HRIS headcount for overall
HR organization

Total company employees per talent acquisition

CoE headcount

Total employee headcount served by shared

services organization / Talent acquisition CoE
headcount for entire shared services operation

Total company employees per talent management Total employee headcount served by shared
CoE headcount
services organization / Talent management CoE
headcount for entire shared services operation

Copyright 2016 APQC

employees

employees

494 of 687

Metric name
Total company employees per compensation CoE
headcount

Formula
Total employee headcount served by shared
services organization / Compensation CoE
headcount for entire shared services operation

Units
employees

Total company employees per benefits CoE

headcount

Total employee headcount served by shared

employees
services organization / Benefits CoE headcount for
entire shared services operation

Total company employees per employee and labor Total employee headcount served by shared
employees
relations CoE headcount
services organization / Employee and labor
relations CoE headcount for entire shared services
operation
Total company employees per continuous
improvement headcount

Total employee headcount served by shared

services organization / Dedicated continuous
improvement headcount for overall HR
organization

employees

Tier 1 employees per Tier 1 manager/supervisors

for Center 1
Transaction volume per Tier 1 employee for Center
1
Call/inquiry volume per Tier 1 employee for Center
1
Tier 1 employees per Tier 1 manager/supervisors
for Center 2
Transaction volume per Tier 1 employee for Center
2
Call/inquiry volume per Tier 1 employee for Center
2
Tier 1 employees per Tier 1 manager/supervisors
for Center 3
Transaction volume per Tier 1 employee for Center
3
Call/inquiry volume per Tier 1 employee for Center
3

Tier 1 representative headcount for Center 1 /

Manager/supervisor headcount for Center 1
Transaction volume for Center 1 / Tier 1
representative headcount for Center 1
Call/inquiry volume for Center 1 / Tier 1
representative headcount for Center 1
Tier 1 representative headcount for Center 2 /
Manager/supervisor headcount for Center 2
Transaction volume for Center 2 / Tier 1
representative headcount for Center 2
Call/inquiry volume for Center 2 / Tier 1
representative headcount for Center 2
Tier 1 representative headcount for Center 3 /
Manager/supervisor headcount for Center 3
Transaction volume for Center 3 / Tier 1
representative headcount for Center 3
Call/inquiry volume for Center 3 / Tier 1
representative headcount for Center 3

employees

Copyright 2016 APQC

transactions
calls
employees
transactions
calls
employees
transactions
calls

495 of 687

Metric name
Tier 1 employees per Tier 1 manager/supervisors
for Center 4
Transaction volume per Tier 1 employee for Center
4
Call/inquiry volume per Tier 1 employee for Center
4
Tier 1 employees per Tier 1 manager/supervisors
for Center 5
Transaction volume per Tier 1 employee for Center
5
Call/inquiry volume per Tier 1 employee for Center
5
Tier 1 employees per Tier 1 manager/supervisors
for Center 6
Transaction volume per Tier 1 employee for Center
6
Call/inquiry volume per Tier 1 employee for Center
6
Tier 1 employees per Tier 1 manager/supervisors
for Center 7
Transaction volume per Tier 1 employee for Center
7
Call/inquiry volume per Tier 1 employee for Center
7
Tier 2 employees per Tier 2 manager/supervisors
for Center 1
Transaction volume per Tier 2 employee for Center
1
Call/inquiry volume per Tier 2 employee for Center
1
Tier 2 employees per Tier 2 manager/supervisors
for Center 2

Copyright 2016 APQC

Formula
Tier 1 representative headcount for Center 4
Manager/supervisor headcount for Center 4
Transaction volume for Center 4 / Tier 1
representative headcount for Center 4
Call/inquiry volume for Center 4 / Tier 1
representative headcount for Center 4
Tier 1 representative headcount for Center 5
Manager/supervisor headcount for Center 5
Transaction volume for Center 5 / Tier 1
representative headcount for Center 5
Call/inquiry volume for Center 5 / Tier 1
representative headcount for Center 5
Tier 1 representative headcount for Center 6
Manager/supervisor headcount for Center 6
Transaction volume for Center 6 / Tier 1
representative headcount for Center 6
Call/inquiry volume for Center 6 / Tier 1
representative headcount for Center 6
Tier 1 representative headcount for Center 7
Manager/supervisor headcount for Center 7
Transaction volume for Center 7 / Tier 1
representative headcount for Center 7
Call/inquiry volume for Center 7 / Tier 1
representative headcount for Center 7
Tier 2 representative headcount for Center 1
Manager/supervisor headcount for Center 1
Transaction volume for Center 1 / Tier 2
representative headcount for Center 1
Call/inquiry volume for Center 1 / Tier 2
representative headcount for Center 1
Tier 2 representative headcount for Center 2
Manager/supervisor headcount for Center 2

Units
employees
transactions
calls

employees
transactions
calls

employees
transactions
calls

employees
transactions
calls

employees
transactions
calls

employees

496 of 687

Metric name
Transaction volume per Tier 2 employee for Center
2
Call/inquiry volume per Tier 2 employee for Center
2
Tier 2 employees per Tier 2 manager/supervisors
for Center 3
Transaction volume per Tier 2 employee for Center
3
Call/inquiry volume per Tier 2 employee for Center
3
Tier 2 employees per Tier 2 manager/supervisors
for Center 4
Transaction volume per Tier 2 employee for Center
4
Call/inquiry volume per Tier 2 employee for Center
4
Tier 2 employees per Tier 2 manager/supervisors
for Center 5
Transaction volume per Tier 2 employee for Center
5
Call/inquiry volume per Tier 2 employee for Center
5
Tier 2 employees per Tier 2 manager/supervisors
for Center 6
Transaction volume per Tier 2 employee for Center
6
Call/inquiry volume per Tier 2 employee for Center
6
Tier 2 employees per Tier 2 manager/supervisors
for Center 7
Transaction volume per Tier 2 employee for Center
7

Copyright 2016 APQC

Formula
Transaction volume for Center 2 / Tier 2
representative headcount for Center 2
Call/inquiry volume for Center 2 / Tier 2
representative headcount for Center 2
Tier 2 representative headcount for Center 3
Manager/supervisor headcount for Center 3
Transaction volume for Center 3 / Tier 2
representative headcount for Center 3
Call/inquiry volume for Center 3 / Tier 2
representative headcount for Center 3
Tier 2 representative headcount for Center 4
Manager/supervisor headcount for Center 4
Transaction volume for Center 4 / Tier 2
representative headcount for Center 4
Call/inquiry volume for Center 4 / Tier 2
representative headcount for Center 4
Tier 2 representative headcount for Center 5
Manager/supervisor headcount for Center 5
Transaction volume for Center 5 / Tier 2
representative headcount for Center 5
Call/inquiry volume for Center 5 / Tier 2
representative headcount for Center 5
Tier 2 representative headcount for Center 6
Manager/supervisor headcount for Center 6
Transaction volume for Center 6 / Tier 2
representative headcount for Center 6
Call/inquiry volume for Center 6 / Tier 2
representative headcount for Center 6
Tier 2 representative headcount for Center 7
Manager/supervisor headcount for Center 7
Transaction volume for Center 7 / Tier 2
representative headcount for Center 7

Units
transactions
calls
/

employees
transactions
calls

employees
transactions
calls

employees
transactions
calls

employees
transactions
calls

employees
transactions

497 of 687

Metric name
Call/inquiry volume per Tier 2 employee for Center
7
Number of business entity employees per FTE in
HR administration

Formula
Units
Call/inquiry volume for Center 7 / Transaction
calls
volume for Center 7
Number of business entity employees / Number of employees
FTEs who perform HR administrative activities
(exclude the activities for processing and
distributing payments)

Number of business entity employees per HR

function FTE

Number of business entity employees / Number of employees

FTEs who perform the function "develop and
manage human capital"

Number of middle management/specialists

employees per HR function FTE

Number of middle management/specialist

employees / Number of FTEs who perform the
function "develop and manage human capital"

employees

Number of operational workers/office staff

employees per HR function FTE

Number of operational worker/office staff

employees / Number of FTEs who perform the
function "develop and manage human capital"

employees

Number of senior management/executive

employees per HR function FTE

Number of senior management/executive

employees / Number of FTEs who perform the
function "develop and manage human capital"

employees

Total cost for the learning management system as ((Hardware costs associated with ownership for
percent
a percentage of the total cost to perform the HR
your LMS + Software costs associated with
function
ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / Total
cost to perform the function "develop and manage
human capital") * 100.0
Operational workers/office staff as a percentage of (Number of operational worker/office staff
total business entity employees
employees / Number of business entity
employees) * 100

percent

Middle management/specialists as a percentage of (Number of middle management/specialist

total business entity employees
employees / Number of business entity
employees) * 100

percent

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Metric name
Other cost to perform the HR function as a
percentage of the total cost to perform the
function

Formula
Units
(Costs other than personnel, systems, overhead, percent
and outsourced to perform the function "develop
and manage human capital" / Total cost to perform
the function "develop and manage human
capital") * 100.0

Outsourced cost to perform the HR function as a

percentage of total HR function cost
Overhead cost to perform the HR function as a
percentage of the total cost to perform the
function

Percentage of cost to perform the HR function

percent
allocated to external costs
(Overhead cost to perform the function "develop percent
and manage human capital" / Total cost to perform
the function "develop and manage human
capital") * 100.0

Personnel cost to perform the HR function as a

percentage of total HR function cost

((Total cost to perform the function "develop and percent

manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to personnel costs * .0001) /
Total cost to perform the function "develop and
manage human capital") * 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
at least 25 but less than 30 years old
old / Number of business entity employees) *
100.0

percent

Percentage of business entity employees who are (Number of employees between 30 and 35 years
at least 30 but less than 35 years old
old / Number of business entity employees) *
100.0

percent

Percentage of business entity employees who are (Number of employees between 35 and 40 years
at least 35 but less than 40 years old
old / Number of business entity employees) *
100.0

percent

Percentage of business entity employees who are (Number of employees between 40 and 45 years
at least 40 but less than 45 years old
old / Number of business entity employees) *
100.0

percent

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Metric name
Formula
Percentage of business entity employees who are (Number of employees between 45 and 50 years
at least 45 but less than 50 years old
old / Number of business entity employees) *
100.0

Units
percent

Percentage of business entity employees who are (Number of employees between 50 and 55 years
at least 50 but less than 55 years old
old / Number of business entity employees) *
100.0

percent

Percentage of business entity employees who are (Number of employees between 55 and 60 years
at least 55 but less than 60 years old
old / Number of business entity employees) *
100.0

percent

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
Systems cost to perform the HR function as a
((Total cost to perform the function "develop and percent
percentage of total HR function cost
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to systems costs * .0001) / Total
cost to perform the function "develop and manage
human capital") * 100
Percentage of FTEs who perform the HR function
that do not directly report to the HR organization

Percentage of FTEs who perform the function

"develop and manage human capital" that do not
directly report to the HR organization

Percentage of business entity employees with 15

years of tenure or more

((Number of employees employed between 15 and percent

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

years of tenure or more

((Number of employees employed between 20 and percent

25 years + Number of employees employed
greater than 25 years) / Number of business entity
employees) * 100.0

Percentage of business entity employees with 25

years or more of tenure

(Number of employees employed greater than 25 percent

years / Number of business entity employees) *
100.0

Copyright 2016 APQC

percent

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Metric name
Formula
Percentage of business entity employees with less (Number of employees employed less than 1
than 1 year of tenure
year / Number of business entity employees) *
100.0

Units
percent

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 operational workers/office staff that (Number of female operational worker/office staff
are female
employees / Number of operational worker/office
staff employees) * 100

percent

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
total business entity employees
employees / Number of business entity
employees) * 100

percent

Percentage of senior management/executives that (Number of female senior management/executive percent

are female
employees / Number of senior
management/executive employees) * 100.0
Personnel cost for operational workers or office
staff as a percentage of total business entity
personnel cost

(Personnel cost for all operational worker/office

percent
staff employees / Personnel cost for all employees)
* 100.0

Personnel cost for middle management or

specialist as a percentage of total business entity
personnel cost

(Personnel cost for all middle

management/specialist employees / Personnel
cost for all employees) * 100

percent

Percentage of total employees who are remote

employees
Personnel cost for senior management or
executive employees as a percentage of total
business entity personnel cost

Percentage of total employees who are remote

employees
(Personnel cost for all senior
management/executive employees / Personnel
cost for all employees) * 100.0

percent

Copyright 2016 APQC

percent

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Metric name
HR service center employee turnover for North
American Shared Services Center
Self-service transaction volume per employee

Formula
HR service center employee turnover rate for
North American center
CUSTOM

Units
percent

Self-service inquiry per employee

CUSTOM

inquiries

Portal hits per 1,000 employees for North

American Shared Services Center

Number of portal hits for North American center /

(Total employee headcount served by shared
services organization * 0.001)

portal hits

Average IT budget variance for application

development and maintenance projects
Total IT cost, including depreciation/amortization,
per IT function FTE

Average budget variance for application

Percent
development and maintenance projects
IT costs during the past year / Number of FTEs who dollars
perform the function "manage information
technology"

Total IT budget, including

depreciation/amortization, as a percentage of
revenue

(IT budget for the past year / Total business entity percent
revenue) * 100.0

Total IT budget, including

depreciation/amortization, per employee
Total IT budget, including
depreciation/amortization, per FTE
Total IT cost, including depreciation/amortization,
per $1,000 revenue
Total IT cost, including depreciation/amortization,
per business entity FTE

IT budget for the past year / Number of business

entity employees
IT budget for the past year / Number of business
entity FTEs
IT costs during the past year / (Total business
entity revenue * 0.0010)
IT costs during the past year / Number of business
entity FTEs

dollars

Personnel cost to perform the function "manage

information technology", including
depreciation/amortization, per $1,000 revenue

(IT costs during the past year * (Percentage of IT

cost allocated to internal personnel cost +
Percentage of IT cost allocated to external
personnel cost) * 0.01) / (Total business entity
revenue * 0.0010)

dollars

Copyright 2016 APQC

transactions

dollars
dollars
dollars

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Metric name
Total IT budget to support product development,
including depreciation/amortization, per
associated IT FTE

Formula
IT budget dedicated to supporting product
development / IT FTEs supporting product
development

Systems cost to perform the function "manage

information technology", including
depreciation/amortization, per $1,000 revenue

(IT costs during the past year * (Percentage of IT

dollars
cost allocated to hardware + Percentage of IT cost
allocated to software + Percentage of IT cost
allocated to data and voice networks) * .01) /
(Total business entity revenue * .0010)

Overhead cost to perform the function "manage

information technology", including
depreciation/amortization, per $1,000 revenue

(IT costs during the past year * Percentage of IT

cost allocated to facilities and overhead * .01) /
(Total business entity revenue * .0010)

dollars

Other cost to perform the function "manage

information technology", including
depreciation/amortization, per $1,000 revenue

(IT costs during the past year * Percentage of IT

cost allocated to cost other than personnel,
systems, overhead, and outsourced * .01) / (Total
business entity revenue * .0010)

dollars

Other cost to perform the function "manage

information technology", excluding
depreciation/amortization, per $1,000 revenue

(Total annual IT cost (excluding

Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * Percentage of IT
operating cost (excluding
depreciation/amortization) allocated to costs other
than internal/external personnel, hardware,
software, data/voice networks, or
facilities/overhead *.0001) / (Total business entity
revenue * 0.0010)

Overhead cost to perform the function "manage

information technology", excluding
depreciation/amortization, per $1,000 revenue

(Total annual IT cost (excluding

Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * Percentage of IT
operating cost (excluding
depreciation/amortization) allocated to
facilities/overhead *.0001) / (Total business entity
revenue * 0.0010)

Copyright 2016 APQC

Units
dollars

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Metric name
Personnel cost to perform the function "manage
information technology", excluding
depreciation/amortization, per $1,000 revenue

Formula
Units
(Total annual IT cost (excluding
Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * (Percentage of IT
operating cost (excluding
depreciation/amortization) allocated to internal
personnel + Percentage of IT operating cost
(excluding depreciation/amortization) allocated to
external personnel)*.0001) / (Total business entity
revenue * 0.0010)

Systems cost to perform the function "manage

information technology", excluding
depreciation/amortization, per $1,000 revenue

(Total annual IT cost (excluding

Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * (Percentage of IT
operating cost (excluding
depreciation/amortization) allocated to hardware
+ Percentage of IT operating cost (excluding
depreciation/amortization) allocated to software +
Percentage of IT operating cost (excluding
depreciation/amortization) allocated to data and
voice networks)*.0001) / (Total business entity
revenue * 0.0010)

Total cost of IT development and maintenance,

excluding depreciation/amortization, per $1,000
revenue

(Total annual IT cost (excluding

Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * (Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"manage enterprise information" + Percentage of
IT operating cost (excluding
depreciation/amortization) dedicated to process
"develop and maintain IT solutions")*.0001) /
(Total business entity revenue * 0.0010)

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Metric name
Total cost of IT operations, excluding
depreciation/amortization, per $1,000 revenue

Formula
Units
(Total annual IT cost (excluding
Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * (Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"deploy IT solutions" + Percentage of IT operating
cost (excluding depreciation/amortization)
dedicated to process "deliver and support IT
services")*.0001) / (Total business entity revenue *
0.0010)

Total cost of IT planning and management,

excluding depreciation/amortization, per $1,000
revenue

(Total annual IT cost (excluding

Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * (Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"manage the business of IT" + Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"develop and manage IT customer relationships" +
Percentage of IT operating cost (excluding
depreciation/amortization) dedicated to process
"develop and implement security, privacy, and
data protection controls")*.0001) / (Total business
entity revenue * 0.0010)

Total IT capital cost, excluding

(Total annual IT cost (excluding
Dollars
depreciation/amortization, per business entity FTE depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT capital cost * .01) / Number of
business entity FTEs

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Metric name
Formula
Units
Total IT cost, excluding depreciation/amortization, Total annual IT cost (excluding
Dollars
per $1,000 revenue
depreciation/amortization) / (Total business entity
revenue * 0.0010)
Total IT cost, excluding depreciation/amortization, Total annual IT cost (excluding
per business entity FTE
depreciation/amortization) / Number of business
entity FTEs

Dollars

Total IT cost, excluding depreciation/amortization, Total annual IT cost (excluding

per IT function FTE
depreciation/amortization) / Number of FTEs who
perform the function "manage information
technology"

Dollars

Total IT operating cost, excluding

(Total annual IT cost (excluding
Dollars
depreciation/amortization, per business entity FTE depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * .01) / Number of
business entity FTEs
Total IT outsourced cost, excluding
depreciation/amortization, per $1,000 revenue

(Total annual IT cost (excluding

Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * Percentage of IT
operating cost (excluding
depreciation/amortization) that is outsourced * .
0001) / (Total business entity revenue * 0.0010)

Total cost of IT development and maintenance,

including depreciation/amortization, per $1,000
revenue

(Total cost to perform the process "develop

dollars
information and content management strategies"
+ Total cost to perform the process "define the
enterprise information architecture" + Total cost to
perform the process "manage information
resources" + Total cost to perform the process
"perform enterprise data and content
management" + Total cost to perform the process
"develop and maintain information technology
solutions") / (Total business entity revenue * .001)

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Metric name
Total cost of IT operations, including
depreciation/amortization, per $1,000 revenue

Formula
(((Percentage of IT cost allocated to the process
group "deploy IT solutions"+Percentage of IT cost
allocated to the process group "deliver and
support IT services")/100) * IT costs during the
past year)/(Total business entity revenue * 0.001)

Units

Total cost of IT planning and management,

including depreciation/amortization, per $1,000
revenue

(Total cost to perform the process group "manage dollars

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 business entity revenue * .
001)

IT expense, including depreciation/amortization,

per employee
Time in months to break even for new or
enhanced IT services for investments less than
$100,000

IT costs during the past year / Number of business dollars

entity employees
Time in months to break even for new or
months
enhanced IT services for investments less than
$100,000

dollars

Time in months to break even for new or

Time to break even for new or enhanced IT
months
enhanced IT services for investments greater than services with an investment level more than $100
$100 million
million
Time in months to break even for new or
Time in months to break even for new or
months
enhanced IT services for investments between $1 enhanced IT services for investments between $ 1
million and $100 million
million and $100 million
Time in months to break even for new or
enhanced IT services for investments between
$100,000 and $250,000

Time in months to break even for new or

enhanced IT services for investments between
$100,000 and $250,000

months

Time in months to break even for new or

enhanced IT services for investments between
$250,000 and $500,000

Time in months to break even for new or

enhanced IT services for investments between
$250,000 and $500,000

months

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Metric name
Time in months to break even for new or
enhanced IT services for investments between
$500,000 and $1 million

Formula
Time in months to break even for new or
enhanced IT services for investments between
$500,000 and $1 million

Units
months

Time-to-market (build-to-launch) in months for

Average build-to-launch time in months for major
major new/enhanced IT services investments less new or enhanced IT services in the investment
than $100,000 USD
level of less than $100,000 USD

months

Time-to-market (build-to-launch) in months for

major new/enhanced IT services investments
greater than $100 million USD

Average build-to-launch time in months for major

new or enhanced IT services in the investment
level of greater than $100 million USD

months

Time-to-market (build-to-launch) in months for

major new/enhanced IT services investments
between $1 million and $100 million USD

Average build-to-launch time in months for major

new or enhanced IT services in the investment
level of $1 million - $100 million USD

months

Time-to-market (build-to-launch) in months for

major new/enhanced IT services investments
between $100,000 and $250,000 USD

Average build-to-launch time in months for major

new or enhanced IT services in the investment
level of $100,000-$250,000 USD

months

Time-to-market (build-to-launch) in months for

major new/enhanced IT services investments
between $250,000 and $500,000 USD

Average build-to-launch time in months for major

new or enhanced IT services in the investment
level of $250,000-$500,000 USD

months

Time-to-market (build-to-launch) in months for

major new/enhanced IT services investments
between $500,000 and $1 million USD

Average build-to-launch time in months for major months

new or enhanced IT services in the investment
level of $500,000-$1 million USD

Average cycle time in months to break even for

major new or enhanced services
Number of FTEs that perform IT processes per $1
billion revenue

Average cycle time in months to break even for

major new or enhanced services
Number of FTEs who perform the function
"manage information technology"/(Total business
entity revenue * 0.0000000010)

Months
FTEs

Number of employees performing IT processes per Number of employees who perform the function employees
$1 billion revenue
"manage information technology" / (Total business
entity revenue * 0.000000001)

Copyright 2016 APQC

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Metric name
Formula
Number of FTEs that perform IT development and (Number of FTEs who perform the function
FTEs
maintenance per $1 billion revenue
"manage information technology" * (Percentage of
IT FTEs performing the process area "Manage
enterprise information" + Percentage of IT FTEs
performing the process area "Develop and
maintain information technology solutions")*.01) /
(Total business entity revenue * 0.0000000010)

Units

Number of FTEs that perform IT operations per $1 (Number of FTEs who perform the function
FTEs
billion revenue
"manage information technology" * (Percentage of
IT FTEs performing the process area "Deploy
information technology solutions" + Percentage of
IT FTEs performing the process area "Deliver and
support information technology services")*.01) /
(Total business entity revenue * 0.0000000010)
Number of FTEs that perform IT planning and
management per $1 billion revenue

(Number of FTEs who perform the function

FTEs
"manage information technology" * (Percentage of
IT FTEs performing the process area "manage the
business of IT" + Percentage of IT FTEs performing
the process area "Develop and manage IT
customer relationships" + Percentage of IT FTEs
performing the process area "Develop and
implement security, privacy, and data protection
controls")*.01) / (Total business entity revenue *
0.0000000010)

Average schedule variance for application

development and maintenance projects
Number of applications in the enterprise portfolio
per $1 billion in revenue.

Average schedule variance for application

development and maintenance projects
Applications are in the enterprise application
portfolio/(Total business entity revenue *
0.000000001)

Percent

Average number of function points delivered per

application development FTE

Average number of function points delivered per

application development FTE

Function Points

Copyright 2016 APQC

Applications

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Metric name
Average number of function points delivered per
application support FTE
Number of end users serviced by the IT function
per IT function FTE

Formula
Average number of function points delivered per
application support FTE
Number of end users serviced by the function
"manage information technology" / Number of
FTEs who perform the function "manage
information technology"

Units
Function Points

Percentage of FTEs who perform the function

"manage information technology" who are
external service providers

Percentage of FTEs who perform the function

"manage information technology" who are
external FTEs

percent

Number of external service provider FTEs who

perform the function "manage information
technology" per $1 billion revenue

(Number of FTEs who perform the function

FTEs
"manage information technology" * Percentage of
FTEs who perform the function "manage
information technology" who are external FTEs
*.01) / (Total business entity revenue *
0.0000000010)

Percentage of IT purchases where the key

decisions are made outside of the IT organization

Percentage of IT purchases where the key

decisions are made outside of the IT organization

Percentage of application development and

support FTEs that are for development
Percentage of application development and
support FTEs that are for support
Percentage of respondents claiming to be satisfied
with the IT helpdesk
Percentage allocation of IT costs related to other
costs to control / reduce the costs of your legacy
environment, excluding depreciation/amortization,
in the next 3 to 5 years

Percentage of application development and

Percent
support FTEs that are for development
Percentage of application development and
Percent
support FTEs that are for support
Percentage of respondents claiming to be satisfied Percent
with the IT helpdesk
Percentage allocation of IT costs related to the
Percent
"Legacy" environment for other to control and/or
reduce the costs of your legacy environment in the
next 3 to 5 years

Copyright 2016 APQC

end users serviced

Percent

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Metric name
Percentage allocation of IT costs related to
rationalizing the application portfolio to
control/reduce the costs of the enterprise legacy
environment, excluding depreciation/amortization,
in the next 3 to 5 years

Formula
Percentage allocation of IT costs related to the
"Legacy" environment for rationalizing the
application portfolio to control and/or reduce the
costs of the enterprise legacy environment in the
next 3 to 5 years

Percentage allocation of IT costs related to

renewing / revising / consolidating hardware to
control / reduce the costs of the enterprise legacy
environment, excluding depreciation/amortization,
in the next 3 to 5 years

Percentage allocation of IT costs related to the

Percent
"Legacy" environment for gradually renewing /
revising / consolidating hardware to control and/or
reduce the costs of the enterprise legacy
environment in the next 3 to 5 years

Percentage allocation of IT costs related to

renewing hardware, software and application
environment to control / reduce the costs of the
enterprise legacy environment, excluding
depreciation/amortization, in the next 3 to 5 years

Percentage allocation of IT costs related to the

"Legacy" environment for renewing hardware,
software and application environment to control
and/or reduce the costs of the enterprise legacy
environment in the next 3 to 5 years

Percent

Percentage allocation of IT costs related to the use

of an outsourcing partner to control / reduce the
costs of the enterprise legacy environment,
excluding depreciation/amortization, in the next 3
to 5 years

Percentage allocation of IT costs related to the

"Legacy" environment for using an outsourcing
partner to control and/or reduce the costs of the
enterprise legacy environment in the next 3 to 5
years

Percent

Percentage allocation of IT costs related to the use

of cloud services to control / reduce the costs of
the enterprise legacy environment, excluding
depreciation/amortization, in the next 3 to 5 years

Percentage allocation of IT costs related to the

"Legacy" environment for use cloud services to
control and/or reduce the costs of the enterprise
legacy environment in the next 3 to 5 years

Percent

Copyright 2016 APQC

Units
Percent

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Metric name
Percentage allocation of IT costs related to
wrapping / isolating the legacy environment from
new activities to control /reduce the costs of the
enterprise legacy environment, excluding
depreciation/amortization, in the next 3 to 5 years

Formula
Units
Percentage allocation of IT costs related to the
Percent
"Legacy" environment for wrapping / isolating the
legacy environment from new activities to control
and/or reduce the costs of the enterprise legacy
environment in the next 3 to 5 years

Percentage of FTEs performing IT processes that

perform application development roles
Percentage of FTEs performing IT processes that
perform application support roles
Percentage of FTEs performing IT processes that
perform executive or administrative roles
Percentage of FTEs performing IT processes that
perform infrastructure operations roles
Percentage of FTEs performing IT processes that
perform infrastructure support roles
Percentage of FTEs performing IT processes that
perform non-executive leadership roles (typically
first-line manager or team lead)

Percentage of FTEs performing IT processes that

perform application development roles
Percentage of FTEs performing IT processes that
perform application support roles
Percentage of FTEs performing IT processes that
perform executive or administrative roles
Percentage of FTEs performing IT processes that
perform infrastructure operations roles
Percentage of FTEs performing IT processes that
perform infrastructure support roles
Percentage of FTEs performing IT processes that
perform non-executive leadership roles (typically
first-line manager or team lead)

Percent

Percentage of FTEs performing IT processes that

perform policy-level executive roles
Percentage of FTEs performing IT processes that
perform program or project management roles

Percentage of FTEs performing IT processes that

perform perform policy-level executive roles
Percentage of FTEs performing IT processes that
perform program or project management roles

Percent

Percent
Percent
Percent
Percent
Percent

Percent

Percentage of FTEs performing IT processes that

Percentage of FTEs performing IT processes that
Percent
perform roles other than executive, administrative, perform roles other than executive, administrative,
strategy, planning, program/project management, strategy, planning, program/project management,
application development/support, infrastructure
application development/support, infrastructure
operations/support, or user support
operations/support, or user support
Percentage of FTEs performing IT processes that
perform strategy and planning roles

Copyright 2016 APQC

Percentage of FTEs performing IT processes that

perform strategy and planning roles

Percent

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Metric name
Percentage of FTEs performing IT processes that
perform user support roles
Percentage of IT cost (infrastructure, applications,
people), excluding depreciation/amortization,
related to the "Legacy" environment

Formula
Units
Percentage of FTEs performing IT processes that
Percent
perform user support roles
Percentage of IT costs (infrastructure, applications, Percent
people) related to the "Legacy" environment

Percentage of IT operating cost, excluding

depreciation/amortization, spent on external
business application development and
maintenance services

Percentage of IT operating cost (excluding

depreciation/amortization) spent on external
business application development and
maintenance services

Percent

Percentage of IT operating cost, excluding

depreciation/amortization, spent on externallyprovided cloud services

Percentage of IT operating cost (excluding

depreciation/amortization) spent on externallyprovided cloud services

Percent

Percentage of IT operating cost, excluding

depreciation/amortization, spent on externallyprovided infrastructure operations services

Percentage of IT operating cost (excluding

depreciation/amortization) spent on externallyprovided infrastructure operations services

Percent

Percentage of IT operating cost, excluding

depreciation/amortization, spent on externallyprovided user support services

Percentage of IT operating cost (excluding

depreciation/amortization) spent on externallyprovided user support services

Percent

Percentage of total IT cost, excluding

depreciation/amortization, allocated to
growth/transformation of the business

Percentage of total IT cost (excluding

depreciation/amortization) allocated to
growth/transformation

Percent

Percentage of total IT cost, excluding

depreciation/amortization, allocated to IT
development and maintenance

(Percentage of IT operating cost (excluding

Percent
depreciation/amortization) dedicated to process
"manage enterprise information" + Percentage of
IT operating cost (excluding
depreciation/amortization) dedicated to process
"develop and maintain IT solutions")

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Metric name
Percentage of total IT cost, excluding
depreciation/amortization, allocated to IT
operations

Formula
Units
(Percentage of IT operating cost (excluding
Percent
depreciation/amortization) dedicated to process
"deploy IT solutions" + Percentage of IT operating
cost (excluding depreciation/amortization)
dedicated to process "deliver and support IT
services")

Percentage of total IT cost, excluding

(Percentage of IT operating cost (excluding
Percent
depreciation/amortization, allocated to IT planning depreciation/amortization) dedicated to process
and management
"manage the business of IT" + Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"develop and manage IT customer relationships" +
Percentage of IT operating cost (excluding
depreciation/amortization) dedicated to process
"develop and implement security, privacy, and
data protection controls")
Percentage of total IT cost, excluding
depreciation/amortization, allocated to
operating/maintaining the business

Percentage of total IT cost (excluding

Percent
depreciation/amortization) dedicated to operating
the business

Number of IT FTEs reporting internally somewhere (Number of FTEs who perform the function
FTEs
other than IT per $1 billion revenue
"manage information technology" * Percentage of
IT employees reporting internally somewhere
other than IT *.01) / (Total business entity revenue
* 0.0000000010)
Number of IT FTEs reporting into the internal IT
organization per $1 billion revenue

(Number of FTEs who perform the function

FTEs
"manage information technology" * Percentage of
IT employees reporting into the internal IT
organization *.01) / (Total business entity revenue
* 0.0000000010)

Percentage of total IT cost allocated for

operating/maintaining the business

Percentage of IT cost allocated to operating the

business

Copyright 2016 APQC

percent

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Metric name
Percentage of total IT cost, including
depreciation/amortization, allocated for
growth/transformation of the business

Formula
Percentage of IT cost allocated to growing and
transforming the business

Units
percent

Percentage of total IT cost, including

depreciation/amortization, allocated to IT
operations

((Total cost to perform the process group "deploy

IT solutions" + Total cost to perform the process
group "deliver and support IT service" ) / IT costs
during the past year) * 100

percent

Percentage of total IT cost, including

(Percentage of IT cost allocated to the process
percent
depreciation/amortization, allocated to IT planning group "manage the business of information
and management
technology"+Percentage of IT cost allocated to the
process group "develop and manage IT customer
relationships"+Percentage of IT cost allocated to
the process group "manage business resiliency
and risk"+Percentage of IT cost for the process
group "manage IT knowledge")
Percentage of total IT cost, including
depreciation/amortization, allocated to IT
development and maintenance

((Total cost to perform the process "develop

percent
information and content management strategies"
+ Total cost to perform the process "define the
enterprise information architecture" + Total cost to
perform the process "manage information
resources" + Total cost to perform the process
"perform enterprise data and content
management" + Total cost to perform the process
"develop and maintain information technology
solutions") / IT costs during the past year) *100

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

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Metric name
Percentage of the total cost of the supply chain
function allocated to the process group "Procure
materials and services"

Formula
Units
Percentage of total cost to perform the supply
percent
chain function "deliver products and services"
allocated to process group "procure materials and
services"

Total cost of the process group "procure materials (Total cost to perform the supply chain function * dollars
and services" per $1 billion revenue
Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "procure materials and
services" * .01) / (Total business entity revenue * .
000000001)
Total cost to perform the procurement process
group as a percentage of cost of goods sold
(COGS)

(Total cost to perform the process group "procure

materials and services" / Cost of goods sold
(COGS)) * 100

percent

Total cost to perform the procurement process

group as a percentage of revenue

(Total cost to perform the process group "procure

materials and services" / Total business entity
revenue) * 100

percent

Total cost to perform the process group "procure

materials and services" per $1,000 revenue

Total cost to perform the process group "procure

materials and services" / (Total business entity
revenue * .001)

dollars

Total cost to perform the process group "procure

materials and services" per $1,000 purchases

Total cost to perform the process group "procure

materials and services" / (Value of all materials
and services purchased * .001)

dollars

Total cost to perform the procurement process

group per process group FTE

Total cost to perform the process group "procure

dollars
materials and services" / (Number of FTEs who
perform the process "develop sourcing strategies"
+ Number of FTEs who perform the process "select
suppliers and develop/maintain contracts" +
Number of FTEs who perform the process "order
materials and services" + Number of FTEs who
perform the process "appraise and develop
suppliers")

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Metric name
Total cost to perform the procurement process
group per purchase order

Formula
Total cost to perform the process group "procure
materials and services" / Number of purchase
orders placed

Total cost to perform the procurement process

group per purchase order line item

Total cost to perform the process group "procure

materials and services" / Number of purchase
order line items processed

Units
dollars

dollars

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 "appraise and develop
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 "appraise and
develop suppliers")) * 100.0

Days payable
Procure to pay cycle time in days

Days payable outstanding

days
Time in days required to pay suppliers from
days
purchase order placement until payment complete

Average supplier lead time in days on purchased

materials
Transaction amount per purchase order

Average supplier lead time on purchased materials days

Copyright 2016 APQC

Average transaction amount per purchase order

dollars

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Metric name
Number of FTEs that perform the process group
"procure materials and services" per $1 billion
purchases

Formula
(Number of FTEs who perform the process
FTEs
"develop sourcing strategies" + Number of FTEs
who perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "appraise and develop suppliers") / (Value
of all materials and services purchased * .
000000001)

Units

Percentage of total value of goods and services

purchased from top ten suppliers
Percentage of purchase value from certified
vendors
Number of FTEs that perform the process group
"procure materials and services" per $1 billion
revenue

Percentage of the total value of goods and

services purchased from your top 10 suppliers
Percentage of purchase value from certified
vendors
(Number of FTEs who perform the process
"develop sourcing strategies" + Number of FTEs
who perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "appraise and develop suppliers") / (Total
business entity revenue * .000000001)

percent

Strategic suppliers as a percentage of all active

suppliers

(Number of active suppliers considered strategic

suppliers / Number of active unique suppliers in
vendor master file) * 100

percent

percent
FTEs

Number of active vendors in the master file per $1 Number of active unique suppliers in vendor
million purchases
master file / (Value of all materials and services
purchased * .000001)

active vendors

Percentage of total purchases procured via

maverick buying
Percentage of total number of goods receipts
received without item and quantity verification

percent

Copyright 2016 APQC

Percentage of total purchase value procured via

maverick buying
(Number of goods receipts received without item
and quantity verification / Number of parts and
materials receipts received) * 100

percent

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Formula
Percentage of total number of items purchased
(Items received that fail inspection / Number of
and received failing inspection (incoming material items received) * 100.0
quality)

Units
percent

Percentage of supplier orders received by original

request date (on time)
Percentage of purchase orders approved
electronically
Percentage of purchase orders received complete

percent

Percentage of purchase orders received damage

free

Percentage of supplier orders delivered by original

request date
Percentage of purchase orders approved
electronically
Percentage of purchase orders received with all
items complete
(Number of purchase orders received with all
items damage free / Number of purchase orders
placed) * 100

percent
percent
percent

Percentage of purchase order line items received

complete
Percentage of purchase order line items received
damage free

Percentage of purchase order line items received percent

with all items complete
(Purchase order line items received damage free / percent
Number of purchase order line items processed) *
100.0

Percentage of purchase order line items

transacted using e-procurement enabled
catalogue suppliers

Percentage of purchase order line items

transacted using e-procurement enabled
catalogue suppliers

Percentage of purchase value transacted via an

electronic marketplace

(Percentage of purchases by currency volume

percent
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

private electronic marketplace

Percentage of purchases by currency volume

transacted electronically via private online trade
exchange

percent

Percentage of purchase value transacted via a

public electronic marketplace

Percentage of purchases by currency volume

transacted electronically via public online trade
exchange

percent

Copyright 2016 APQC

percent

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Metric name
Number of active suppliers in vendor master file
per procurement process group FTE

Formula
Units
Number of active unique suppliers in vendor
active suppliers
master file / (Number of FTEs who perform the
process "develop sourcing strategies" + Number
of FTEs who perform the process "select suppliers
and develop/maintain contracts" + Number of
FTEs who perform the process "order materials
and services" + Number of FTEs who perform the
process "appraise and develop suppliers")

Number of purchase orders processed per FTE that Number of purchase orders placed / (Number of
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 "appraise and
develop suppliers")

purchase orders

Total purchase value (spend, in thousands of

dollars) per procurement process group FTE

(Value of all materials and services purchased /

dollars
(Number of FTEs who perform the process
"develop sourcing strategies" + Number of FTEs
who perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "appraise and develop suppliers")) * .001

Percentage of value of purchased material that is

received from vendors that participate in vendormanaged inventory programs

Percentage of value of purchased materials from

vendors that participate in vendor-managed
programs

percent

Direct materials and services value as a

percentage of total value of purchases

(Value of all direct materials and services

purchased / Value of all materials and services
purchased) * 100

percent

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Metric name
Indirect materials and services value as a
percentage of total value of purchases

Formula
(Value of all indirect materials and services
purchased / Value of all materials and services
purchased) * 100

Percentage of total value of purchases allocated

(Value of purchases placed by other methods /
among the following purchase arrangement type: Value of all materials and services purchased) *
other
100.0

Units
percent

percent

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
among the following submission method:
electronic data interchange

(Value of purchase order line items submitted by

EDI / Value of all materials and services
purchased) * 100.0

percent

Percentage of total value of purchases allocated

among the following submission method: fax

(Value of purchase order line items submitted by percent

fax / Value of all materials and services purchased)
* 100.0

Percentage of total value of purchases allocated

(Value of purchase order line items submitted by
among the following submission method: internet internet / Value of all materials and services
purchased) * 100.0

percent

Percentage of total value of purchases allocated

among the following submission method: mail

(Value of purchase order line items submitted by

mail / Value of all materials and services
purchased) * 100.0

percent

Percentage of total value of purchases allocated

among the following submission method:
telephone

(Value of purchase order line items submitted by

telephone / Value of all materials and services
purchased) * 100.0

percent

Percentage of total value of purchases allocated

(Value of purchase order line items submitted by
among the following submission method: wireless WAP / Value of all materials and services
application protocol
purchased) * 100.0

percent

Percentage of total value of direct materials and

services purchased outside of country

percent

Percentage of total value of direct materials and

services purchased that is sourced outside of the
country

Percentage of value of supplier certified purchased Percentage of total value of purchased material
material
that is supplier certified
Copyright 2016 APQC

percent

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Metric name
Percentage of the total value of purchases
allocated among the following purchase
arrangement type: procurement cards

Formula
Units
(Value of purchases placed by procurement cards / percent
Value of all materials and services purchased) *
100.0

Percentage of the total value of purchases

allocated among the following purchase
arrangement type: individual purchase orders

(Value of purchases placed by individual purchase percent

orders / Value of all materials and services
purchased) * 100.0

Percentage of the total value of purchases

allocated among the following purchase
arrangement type: blanket/contract orders

(Value of purchases placed by blanket/contract

orders / Value of all materials and services
purchased) * 100.0

percent

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
by non-traditional submission methods (without a
buyer or purchasing agent being involved to
process the transaction)

((Value of purchase order line items submitted by

internet + Value of purchase order line items
submitted by WAP + Value of purchase order line
items submitted by EDI) / Value of all materials
and services purchased) * 100.0

percent

Percentage of total value of materials and services Percentage of materials and services purchase
purchases included in total cost of ownership
value that is included in a TCO model
model

percent

Value of materials and services per $1,000

revenue
Percentage of purchase requisition line items
allocated among the following request method:
electronic request direct to internal purchasing
department

Value of all materials and services purchased /

(Total business entity revenue * .001)
(Number of purchase requisition line items by
electronic request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0

dollars

Percentage of purchase requisition line items

allocated among the following request method:
other

(Number of purchase requisition line items by

other request methods / Number of purchase
requisition line items processed) * 100.0

percent

Percentage of purchase requisition line items

allocated among the following request method:
paper

(Number of purchase requisition line items by

paper request / Number of purchase requisition
line items processed) * 100.0

percent

Copyright 2016 APQC

percent

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Metric name
Percentage of purchase requisition line items
allocated among the following request method:
telephone request direct to internal purchasing
department

Formula
(Number of purchase requisition line items by
telephone request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0

Percentage of purchase requisition line items

allocated among the following request method:
telephone request direct to vendor

(Number of purchase requisition line items by

percent
telephone request direct to vendor / Number of
purchase requisition line items processed) * 100.0

Percentage of purchase requisition line items

allocated among the following request method:
electronic request direct to vendor

(Number of purchase requisition line items by

percent
electronic request direct to vendor / Number of
purchase requisition line items processed) * 100.0

Percentage of procurement process group staff

with formal training in negotiations
Percentage of procurement process group staff
with over three years of purchasing operations
experience

Percentage of procurement department staff with

formal training in negotiations
Percentage of procurement department staff with
over three years of purchasing operations
experience

percent

Percentage of procurement process group staff

with over three years of strategic
sourcing/commodity management experience

Percentage of procurement department staff with

over three years of strategic sourcing/commodity
management experience

percent

Percentage of purchase order line items

transacted via a portal
Percentage of unique suppliers who are active
suppliers

Percentage of purchase order line items

percent
transacted via portal
(Number of active unique suppliers in vendor
percent
master file / Number of unique suppliers in vendor
master file) * 100

Number of items received by the business entity

per procurement process group FTE

Number of items received / (Number of FTEs who items

perform the process "develop sourcing strategies"
+ Number of FTEs who perform the process "select
suppliers and develop/maintain contracts" +
Number of FTEs who perform the process "order
materials and services" + Number of FTEs who
perform the process "appraise and develop
suppliers")

Copyright 2016 APQC

Units
percent

percent

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Metric name
Percentage of spend that is processed by the
business entitys EPC (Engineering, Procurement,
and Construction) or EPCM (Engineering,
Procurement, and Construction Management)
partners

Formula
Percentage of spend processed by EPC or EPCM
partners

Units
Percent

Percentage of transactions that are processed by

the business entitys EPC (Engineering,
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners

Percentage of transactions processed by EPC or

EPCM partners

Percent

Ratio of Purchases to Revenue

(Value of all materials and services

percent
purchased/Total business entity revenue)*100
(Total cost to perform the process group "manage percent
logistics and warehousing"/Total costs of
continuing operations)*100

Total cost of the process group "manage logistics

and warehousing" as a percentage of the cost of
continuing operations
Total cost of the process group "manage logistics
and warehousing" per FTE that performs the
process group

Total cost to perform the process group "manage dollars

logistics and warehousing" / (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" +
Number of FTEs who perform the process "manage
returns; manage reverse logistics")

Total cost of the process group "manage logistics

and warehousing" per $1 billion revenue

(Total cost to perform the supply chain function *

Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "manage logistics and
warehousing" * .01) / (Total business entity
revenue * .000000001)

Copyright 2016 APQC

dollars

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Metric name
Total cost to perform the process group "Manage
logistics and warehousing" per sales order

Formula
(Total cost to perform the supply chain function *
Percentage of total cost to perform the supply
chain function "deliver products and services"
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)
(Transportation cost / Total cost to perform the
percent
supply chain function) * 100
Percentage of total cost to perform the supply
percent
chain function "deliver products and services"
allocated to process group "manage logistics and
warehousing"

Percentage of the total cost of the supply chain

function allocated to transportation
Percentage of the total cost of the supply chain
function allocated to the process group "Manage
logistics and warehousing"

Units
dollars

Total cost to perform the process group "manage

logistics and warehousing" as a percentage of
sales

Total logistics cost as a percentage of sales

Total cost to perform the process group "manage

logistics and warehousing" as a percentage of
costs of goods sold

(Total cost to perform the process group "manage percent

logistics and warehousing" / Cost of goods sold
(COGS)) * 100

Total cost to perform the process group "manage

logistics and warehousing" per $1,000 revenue

Total cost to perform the process group "manage dollars

logistics and warehousing" / (Total business entity
revenue * .001)

Total cost to perform the logistics process group

"manage logistics and warehousing" per "define
logistics strategy", "plan and manage inbound
material flow", "operate warehousing", and
"operate outbound transportation" process FTE

Total cost to perform the process group "manage dollars

logistics and warehousing" / (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")

Copyright 2016 APQC

percent

525 of 687

Metric name
Formula
Total cost to perform the process group "manage Total cost to perform the process group "manage
logistics and warehousing" per sales order fulfilled logistics and warehousing" / Number of sales
orders fulfilled

Units
dollars

Cycle time in hours from receiving a customer's

order to completing the order's preparation
Gross value of on-hand balance for typical parts
that have sales or usage of 0 units as a
percentage of total gross typical parts inventory
value

Cycle time in hours from receiving a customer's

order to completing the order's preparation
(Gross value of on-hand balance for typical
products that have zero sales or usage / Total
gross value of on-hand balance for all typical
products) * 100.0

hours

Gross value of on-hand balance for typical parts

that have sales or usage between 101 and 1,000
units as a percentage of total gross typical parts
inventory value

Percentage of on-hand balance value for SKUs with percent

sales between 101 and 1000

Gross value of on-hand balance for typical parts

that have sales or usage between 1 and 100 units
as a percentage of total gross typical parts
inventory value

(Gross value of on-hand balance for typical

products that have sales or usage between 1 and
100 units / Total gross value of on-hand balance
for all typical products) * 100.0

percent

percent

Gross value of on-hand balance for typical parts

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
Expedited costs as a percentage of total cost of
the logistics process group "manage logistics and
warehousing"

Percentage of total logistics costs that are

expedited

percent

Cost of damaged product as a percentage of sales Cost of damaged product as a percentage of sales percent
Turnover rate of logistics personnel

Turnover rate of logistics personnel

percent

Percentage of orders expedited

Percentage of sales orders considered expedited

percent

Percentage of business entity's total number of

Percentage of expedited orders resulting from
expedited orders caused by: documentation errors documentation error

Copyright 2016 APQC

percent

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Metric name
Percentage of annual expedited orders resulting
from inaccurate demand forecasts
Percentage of annual expedited orders resulting
from information technology/system failure
Percentage of annual expedited orders resulting
from late delivery/loss in transit
Percentage of annual expedited orders resulting
from manufacturing equipment failure
Percentage of annual expedited orders resulting
from network stock re-balances
Percentage of annual expedited orders resulting
from other issues
Percentage of annual expedited orders resulting
from poor transportation planning
Percentage of annual expedited orders resulting
from production schedule changes
Percentage of annual expedited orders resulting
from raw material shortages
Percentage of annual expedited orders resulting
from unavailable transport equipment
Percentage of annual expedited orders resulting
from transportation equipment failure
Perfect order performance

Formula
Percentage of expedited orders resulting
inaccurate demand forecasts
Percentage of expedited orders resulting
information technology/system failure
Percentage of expedited orders resulting
delivery/loss in transit
Percentage of expedited orders resulting
manufacturing equipment failure
Percentage of expedited orders resulting
network stock re-balances
Percentage of expedited orders resulting
other issues
Percentage of expedited orders resulting
transportation planning
Percentage of expedited orders resulting
production schedule changes
Percentage of expedited orders resulting
material shortages
Percentage of expedited orders resulting
unavailable transport equipment
Percentage of expedited orders resulting
transportation equipment failure
Perfect order performance

from

Units
percent

from

percent

from late percent

from

percent

from

percent

from

percent

from poor percent

from

percent

from raw percent

from

percent

from

percent
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

Copyright 2016 APQC

527 of 687

Metric name
Formula
Number of FTEs that perform the process group
(Number of FTEs who perform the process "define FTEs
"manage logistics and warehousing" excluding
logistics strategy" + Number of FTEs who perform
"manage returns; manage reverse logistics" per $1 the process "plan and manage inbound material
billion revenue
flow" + Number of FTEs who perform the process
"operate warehousing" + Number of FTEs who
perform the process "operate outbound
transportation") / (Total business entity revenue *
0.000000001)

Units

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
transportation" + Number of FTEs who perform the
process "manage returns; manage reverse
logistics") / (Total business entity revenue * .
000000001)
Value of inventory shrinkage as a percentage of
cost of goods sold (COGS)

What is your shrinkage, as a percentage of cost of percent

goods sold? Shrinkage is defined as the costs
associated with breakage, pilferage, and
deterioration of inventories.

Percentage of sales orders filled completely from

the primary sourcing location
Percentage of supplier on-time delivery

Percentage of sales orders completely filled from

primary sourcing location
Percentage of supplier on-time delivery

Percentage of ship from stock orders delivered in

full within 24 hours of order receipt
Number of SKUs for service/repair parts that have
zero sales as a percentage of the total number of
SKUs for service/repair parts

Percentage of ship from stock orders delivered in percent

full within 24 hours of order receipt
(Number of SKUs for service/repair parts that have percent
zero sales / Total number of SKUs for service/repair
parts) * 100.0

Copyright 2016 APQC

percent
percent

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Metric name
Number of SKUs for typical products that have
zero sales as a percentage of the total number of
SKUs for typical products

Formula
Percentage of SKUs for typical products with zero
sales

Units
percent

Number of SKUs for typical products that have

sales between 101 and 1,000 as a percentage of
the total number of SKUs for typical products

(Number of SKUs for typical products that have

sales between 101 and 1,000 / Total number of
SKUs for typical products) * 100.0

percent

Number of SKUs for typical products that have

sales between 1 and 100 as a percentage of the
total number of SKUs for typical products

Percentage of SKUs for typical products with sales percent

between 1 and 100

Number of SKUs for typical products that have

sales greater than 1,000 as a percentage of the
total number of SKUs for typical products

(Number of SKUs for typical products that have

percent
sales greater than 1,000 / Total number of SKUs for
typical products) * 100.0

Number of SKUs for service/repair parts that have Percentage of total parts with sales between 101
sales between 101 and 1,000 as a percentage of and 1000
the total number of SKUs for service/repair parts

percent

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
total number of SKUs for service/repair parts
for service/repair parts) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales greater than
sales greater than 1,000 as a percentage of the
1000
total number of SKUs for service/repair parts

Copyright 2016 APQC

percent

529 of 687

Metric name
Number of FTEs that perform the process group
"manage logistics and warehousing" as a
percentage of total business entity FTEs

Formula
Units
((Number of FTEs who perform the process "define percent
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" + Number of FTEs who perform the
process "manage returns; manage reverse
logistics")/Number of business entity FTEs)*100

Gross value of on-hand balance for service/repair

parts that have sales or usage of 0 units as a
percentage of total gross service/repair parts
inventory value

(Gross value of on-hand balance for service/repair percent

parts for products with zero sales or usage / Total
gross value of on-hand balance for all products'
service/repair parts) * 100.0

Gross value of on-hand balance for service/repair

parts that have sales or usage between 101 and
1,000 units as a percentage of total gross
service/repair parts inventory value

Percentage of on-hand balance for parts with sales percent

between 101 and 1000

Gross value of on-hand balance for service/repair

parts that have sales or usage between 1 and 100
units as a percentage of total gross service/repair
parts inventory value

(Gross value of on-hand balance for service/repair percent

parts for products with sales or usage between 1
and 100 units / Total gross value of on-hand
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
Total cost to perform the process "develop
sourcing strategies" per process FTE

Copyright 2016 APQC

Total cost to perform the process "develop

dollars
sourcing strategies" / Number of FTEs who perform
the process "develop sourcing strategies"

530 of 687

Metric name
Overhead cost to perform the process "develop
sourcing strategies" per $1,000 revenue

Formula
Overhead cost to perform the process "develop
sourcing strategies"/(Total business entity
revenue*0.0010)

Units

Other cost of the process "develop sourcing

strategies" per $1,000 revenue

Costs other than personnel, systems, overhead,

and outsourced to perform the process "develop
sourcing strategies"/(Total business entity
revenue*0.0010)

dollars

Outsourced cost of the process "develop sourcing

strategies" per $1,000 revenue

Outsourced cost to perform the process "develop

sourcing strategies"/(Total business entity
revenue*0.0010)

dollars

Total cost to perform the process "develop

sourcing strategies" per $1,000 purchases

Total cost to perform the process "develop

sourcing strategies" / (Value of all materials and
services purchased * .001)

dollars

Total cost to perform the process "develop

sourcing strategies" per $1,000 revenue

Total cost to perform the process "develop

sourcing strategies" / (Total business entity
revenue * .001)

dollars

Systems cost to perform the process "develop

sourcing strategies" per $100,000 revenue

Systems cost to perform the process "develop

sourcing strategies" / (Total business entity
revenue * 0.000010)

dollars

Systems cost to perform the process "develop

sourcing strategies" per $100,000 purchases

Systems cost to perform the process "develop

sourcing strategies" / (Value of all materials and
services purchased * 0.000010)

dollars

Personnel cost to perform the process "develop

sourcing strategies" per $1,000 revenue

Personnel cost to perform the process "develop

sourcing strategies" / (Total business entity
revenue * 0.0010)

dollars

Personnel cost to perform the process "develop

sourcing strategies" per $1,000 purchases

Personnel cost to perform the process "develop

sourcing strategies" / (Value of all materials and
services purchased * 0.0010)

dollars

dollars

Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion purchases
sourcing strategies" / (Value of all materials and
services purchased * .000000001)

Copyright 2016 APQC

531 of 687

Metric name
Formula
Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion revenue
sourcing strategies" / (Total business entity
revenue * .000000001)
Number of FTEs that perform the process "develop (Number of FTEs who perform the process
sourcing strategies" as a percentage of
"develop sourcing strategies" / (Number of FTEs
procurement process group FTEs
who perform the process "develop sourcing
strategies" + Number of FTEs who perform the
process "select suppliers and develop/maintain
contracts" + Number of FTEs who perform the
process "order materials and services" + Number
of FTEs who perform the process "appraise and
develop suppliers")) * 100

Units

percent

Personnel cost to perform the process "select

suppliers and develop/maintain contracts" per
$1,000 purchases

Personnel cost to perform the process "select

dollars
suppliers and develop/maintain contracts" / (Value
of all materials and services purchased * 0.0010)

Personnel cost to perform the process "select

suppliers and develop/maintain contracts" per
$1,000 revenue

Personnel cost to perform the process "select

dollars
suppliers and develop/maintain contracts" / (Total
business entity revenue * 0.0010)

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
revenue
entity revenue * .001)
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" / (Value of all
purchases
materials and services purchased * .001)
Overhead cost of the process "select suppliers and Overhead cost to perform the process "select
develop/maintain contracts" per $1,000 revenue suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)

Copyright 2016 APQC

dollars

532 of 687

Metric name
Other cost of the process "select suppliers and
develop/maintain contracts" per $1,000 revenue

Formula
Costs other than personnel, systems, overhead,
and outsourced to perform the process "select
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)

Units

Outsourced cost of the process "select suppliers

and develop/maintain contracts" per $1,000
revenue

Outsourced cost to perform the process "select

suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)

Systems cost to perform the process "select

suppliers and develop/maintain contracts" per
$100,000 purchases

Systems cost to perform the process "select

dollars
suppliers and develop/maintain contracts" / (Value
of all materials and services purchased *
0.000010)

Systems cost to perform the process "select

suppliers and develop/maintain contracts" per
$100,000 revenue

Systems cost to perform the process "select

dollars
suppliers and develop/maintain contracts" / (Total
business entity revenue * 0.000010)

dollars

dollars

Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" per process FTE and develop/maintain contracts" / Number of FTEs
who perform the process "select suppliers and
develop/maintain contracts"
Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion revenue

Copyright 2016 APQC

Number of FTEs who perform the process "select FTEs

suppliers and develop/maintain contracts" / (Total
business entity revenue * .000000001)

533 of 687

Metric name
Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" as a
percentage of procurement process group FTEs

Formula
(Number of FTEs who perform the process "select
suppliers and develop/maintain contracts" /
(Number of FTEs who perform the process
"develop sourcing strategies" + Number of FTEs
who perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "appraise and develop suppliers")) * 100

Units
percent

Number of FTEs that perform the process "select

suppliers and develop/maintain contracts" per $1
billion purchases

Number of FTEs who perform the process "select FTEs

suppliers and develop/maintain contracts" / (Value
of all materials and services purchased * .
000000001)

Total cost to perform the process "develop

sourcing strategies" as a percentage of total
procurement process group cost

(Total cost to perform the process "develop

percent
sourcing strategies" / Total cost to 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 dollars
and services" per process FTE
and services" / Number of FTEs who perform the
process "order materials and services"
Personnel cost to perform the process "order
materials and services" per process FTE

Personnel cost to perform the process "order

dollars
materials and services" / Number of FTEs who
perform the process "order materials and services"

Overhead cost to perform the process "order

materials and services" per $1,000 purchases

Overhead cost to perform the process "order

materials and services" / (Value of all materials
and services purchased * .001)

Other cost to perform the process "order materials Costs other than personnel, systems, overhead,
and services" per $1,000 purchases
and outsourced to perform the process "order
materials and services" / (Value of all materials
and services purchased * .001)
Copyright 2016 APQC

dollars

dollars

534 of 687

Metric name
Outsourced cost to perform the process "order
materials and services" per $1,000 purchases

Formula
Outsourced cost to perform the process "order
materials and services" / (Value of all materials
and services purchased * .001)

Overhead cost to perform the process "order

materials and services" per $1,000 revenue

Overhead cost to perform the process "order

materials and services" / (Total business entity
revenue * .001)

Units
dollars

dollars

Other cost to perform the process "order materials Costs other than personnel, systems, overhead,
and services" per $1,000 revenue
and outsourced to perform the process "order
materials and services" / (Total business entity
revenue * .001)

dollars

Outsourced cost to perform the process "order

materials and services" per $1,000 revenue

dollars

Outsourced cost to perform the process "order

materials and services" / (Total business entity
revenue * .001)

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 * .
001)
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per $1,000 purchases
and services" / (Value of all materials and services
purchased * .001)
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per purchase order
and services" / Number of purchase orders placed
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per purchase order line item
and services" / Number of purchase order line
items processed
Systems cost to perform the process "order
materials and services" per $100,000 revenue

Systems cost to perform the process "order

materials and services" / (Total business entity
revenue * .00001)

dollars

Systems cost to perform the process "order

materials and services" per $100,000 purchases

Systems cost to perform the process "order

materials and services" / (Value of all materials
and services purchased * .00001)

dollars

Copyright 2016 APQC

535 of 687

Metric name
Personnel cost to perform the process "order
materials and services" per $1,000 revenue

Formula
Personnel cost to perform the process "order
materials and services" / (Total business entity
revenue * .001)

Personnel cost to perform the process "order

materials and services" per $1,000 purchases

Personnel cost to perform the process "order

materials and services" / (Value of all materials
and services purchased * .001)

dollars

Average cycle time (in calendar days) from

requisition creation to requisition approval
Average cycle time (in calendar days) from
requisition approval date of purchase order
approval date

Cycle time from requisition creation to requisition

approval
Cycle time from requisition approval to purchase
order approval

Days

Cycle time in hours to place a purchase order

Cycle time in hours from the receipt of a purchase hours

requisition line item to the purchase order's
transmission to the vendor/contractor

Number of FTEs that perform the process "order

materials and services" per $1 billion purchases

Number of FTEs who perform the process "order

materials and services" / (Value of all materials
and services purchased * .000000001)

FTEs

Number of FTEs that perform the process "order

materials and services" per $1 billion revenue

Number of FTEs who perform the process "order

materials and services" / (Total business entity
revenue * .000000001)

FTEs

Number of FTEs that perform the process "order

materials and services" as a percentage of
procurement process group FTEs

(Number of FTEs who perform the process "order percent

materials and services" / (Number of FTEs who
perform the process "develop sourcing strategies"
+ Number of FTEs who perform the process "select
suppliers and develop/maintain contracts" +
Number of FTEs who perform the process "order
materials and services" + Number of FTEs who
perform the process "appraise and develop
suppliers")) * 100

Copyright 2016 APQC

Units
dollars

Days

536 of 687

Metric name
Number of purchase requisition line items
processed per "order materials/services" FTE

Formula
Number of purchase requisition line items
processed / Number of FTEs who perform the
process "order materials and services"

Units
purchase
requisition line
items

Number of purchase order line items processed

per "order materials and services" FTE

Number of purchase order line items processed /

Number of FTEs who perform the process "order
materials and services"

purchase order line

items

Number of purchase orders processed per "order

materials and services" FTE

Number of purchase orders placed / Number of

FTEs who perform the process "order materials
and services"

purchase orders

Total cost to perform the process "select suppliers (Total cost to perform the process "select suppliers percent
and develop/maintain contracts" as a percentage and develop/maintain contracts" / Total cost to
of total procurement process group cost
perform the process group "procure materials and
services") * 100
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total purchase value
total purchase value
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total purchase value
of total purchase value
Purchases made through invoice only (nonPurchases made through invoice only (non-PO) as Percent
purchase order) as a percentage of total purchase a percentage of total purchase value
value
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total purchase value
catalog as a percentage of total purchase value
Purchases made through purchase order - external Purchases made through purchase order 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
on" as a percentage of total purchase value

Percent

Purchases made through purchase order - "Hands Percent

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
Copyright 2016 APQC

537 of 687

Metric name
Formula
Units
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 (nonPurchases made through invoice only (non-PO) as Percent
purchase order) as a percentage of total invoice
a percentage of total invoice volume
volume
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total invoice volume
catalog as a percentage of total invoice volume
Purchases made through purchase order - external Purchases made through purchase order 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
on" as a percentage of total invoice volume

Percent

Purchases made through purchase order - "Hands Percent

On" as a percentage of total invoice volume

Purchases made through other channels as a

Purchases made through other channels as a
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
a contracted price loaded in the company's system contracted price in company's system or external
or external catalog
catalog

Percent

Percentage of purchase order line items that are

systematically created with no manual
involvement or intervention by a buyer

Percentage of purchase order line items

systematically created

Percent

Percentage of purchase orders that go through a

formal notification/acceptance process with
supplier

Percentage of purchase orders that go through a

formal notification/acceptance process with
supplier

Percent

Value of materials purchases as a percentage of

total purchases
Value of services purchases as a percentage of
total purchases
Value of EPC or EPCM purchases as a percentage
of total purchases
Value of other purchases as a percentage of total
purchases

Value of materials purchases as a percentage of

total purchases
Value of services purchases as a percentage of
total purchases
Value of EPC or EPCM purchases as a percentage
of total purchases
Value of other purchases as a percentage of total
purchases

Percent

Copyright 2016 APQC

Percent

Percent
Percent
Percent

538 of 687

Metric name
Personnel cost to perform the process "appraise
and develop suppliers" per $1,000 purchases

Formula
Units
Personnel cost to perform the process "appraise
dollars
and develop suppliers" / (Value of all materials and
services purchased * 0.0010)

Personnel cost to perform the process "appraise

and develop suppliers" per $1,000 revenue

Personnel cost to perform the process "appraise

and develop suppliers" / (Total business entity
revenue * 0.0010)

dollars

Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $100,000 purchases
develop suppliers" / (Value of all materials and
services purchased * 0.000010)
Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $100,000 revenue
develop suppliers" / (Total business entity revenue
* 0.000010)
Total cost to perform the process "appraise and
develop suppliers" per $1,000 purchases

Total cost to perform the process "appraise and

develop suppliers" / (Value of all materials and
services purchased * .001)

Total cost to perform the process "appraise and

develop suppliers" per $1,000 revenue

Total cost to perform the process "appraise and

dollars
develop suppliers" / (Total business entity revenue
* .001)

Overhead cost of the process "appraise and

develop suppliers" per $1,000 revenue

Systems cost to perform the process "appraise and dollars

develop suppliers"/(Total business entity
revenue*0.0010)

Other cost of the process "appraise and develop

suppliers" per $1,000 revenue

Overhead cost to perform the process "appraise

and develop suppliers"/(Total business entity
revenue*0.0010)

dollars

Outsourced cost of the process "appraise and

develop suppliers" per $1,000 revenue

Costs other than personnel, systems, overhead,

and outsourced to perform the process "appraise
and develop suppliers"/(Total business entity
revenue*0.0010)

dollars

Total cost to perform the process "appraise and

develop suppliers" per process FTE

Total cost to perform the process "appraise and

dollars
develop suppliers" / Number of FTEs who perform
the process "appraise and develop suppliers"

Copyright 2016 APQC

dollars

539 of 687

Metric name
Supplier first-pass quality yield

Formula
S25320472QN0001

Number of FTEs that perform the process

"appraise and develop suppliers" per $1 billion
purchases

Number of FTEs who perform the process

"appraise and develop suppliers" / (Value of all
materials and services purchased * .000000001)

Number of FTEs that perform the process

"appraise and develop suppliers" per $1 billion
revenue

Number of FTEs who perform the process

FTEs
"appraise and develop suppliers" / (Total business
entity revenue * .000000001)

Number of FTEs that perform the process "manage (Number of FTEs who perform the process
suppliers" as a percentage of procurement process "appraise and develop suppliers" / (Number of
group FTEs
FTEs who perform the process "develop sourcing
strategies" + Number of FTEs who perform the
process "select suppliers and develop/maintain
contracts" + Number of FTEs who perform the
process "order materials and services" + Number
of FTEs who perform the process "appraise and
develop suppliers")) * 100

Units
percent
FTEs

percent

Total cost to perform the process "order materials (Total cost to perform the process "order materials percent
and services" as a percentage of total
and services" / Total cost to perform the process
procurement process group cost
group "procure materials and services") * 100
Personnel cost to perform the process "order
materials and services" as a percentage of total
process cost

(Personnel cost to perform the process "order

percent
materials and services" / Total cost to perform the
process "order materials and services") * 100

Systems cost to perform the process "order

materials and services" as a percentage of total
process cost

(Systems cost to perform the process "order

percent
materials and services" / Total cost to perform the
process "order materials and services") * 100

Copyright 2016 APQC

540 of 687

Metric name
Overhead cost to perform the process "order
materials and services" as a percentage of total
process cost

Formula
Units
(Overhead cost to perform the process "order
percent
materials and services" / Total cost to perform the
process "order materials and services") * 100

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
materials and services" as a percentage of total
process cost

(Outsourced cost to perform the process "order

percent
materials and services" / Total cost to perform the
process "order materials and services") * 100

Total cost to perform the process "appraise and

develop suppliers" as a percentage of total
procurement process group cost

(Total cost to perform the process "appraise and

percent
develop suppliers" / Total cost to perform the
process group "procure materials and services") *
100

Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per thousand barrel of oil equivalent (BOE) goods" / (Average oil and gas net production
net production
(BOE/day) * .001)
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per gross operated producing well
goods" / Total operated producing well count
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per mile of pipe
goods" / Total number of miles of pipeline in
service
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per thousand barrels throughput
goods" / (Average refining throughput * .001)
Number of FTEs who perform the process "record
receipt of goods" per million barrel of oil
equivalent (BOE)

Copyright 2016 APQC

Number of business entity FTEs who perform the

process "record receipt of goods" / (Average oil
and gas net production (BOE/day) * .000001)

FTEs

541 of 687

Metric name
Number of FTEs who perform the process "record
receipt of goods" per thousand gross operated
producing wells

Formula
Number of business entity FTEs who perform the FTEs
process "record receipt of goods" / (Total operated
producing well count * .001)

Number of FTEs who perform the process "record

receipt of goods" per thousand miles of pipe

Number of business entity FTEs who perform the

process "record receipt of goods" / (Total number
of miles of pipeline in service * .001)

FTEs

Number of FTEs who perform the process "record Number of business entity FTEs who perform the
receipt of goods" per thousand barrels throughput process "record receipt of goods" / (Average
refining throughput * .001)

FTEs

Percentage of purchase orders with receipt of

goods or services
Percentage of goods purchases with receipts
performed after the invoice was received
Percentage of services purchases with receipts
performed after the invoice was received
Percentage of invoices blocked due to goods
receipt issues or price/quantity discrepancies
Personnel cost of the process "operate outbound
transportation" per process FTE

Percentage of purchase orders with receipt of

goods or services
Percentage of goods purchases with receipts
performed after the invoice was received
Percentage of services purchases with receipts
performed after the invoice was received
Percentage of invoices blocked due to goods
receipt issues or price/quantity discrepancies
Personnel cost to perform the process "operate
outbound transportation" / Number of FTEs who
perform the process "operate outbound
transportation"

Percent

Systems cost to perform the process "plan and

manage inbound material flow" per $100,000
revenue

Systems cost to perform the process "plan and

manage inbound material flow" / (Total business
entity revenue * .00001)

dollars

Total cost to perform the process "plan and

manage inbound material flow" per process FTE

Total cost to perform the process "plan and

manage inbound material flow" / Number of FTEs
who perform the process "plan and manage
inbound material flow"

dollars

Total cost to perform the process "plan and

manage inbound material flow" per $1,000
revenue

Total cost to perform the process "plan and

manage inbound material flow" / (Total business
entity revenue * .001)

dollars

Copyright 2016 APQC

Units

Percent
Percent
Percent
dollars

542 of 687

Metric name
Personnel cost to perform the process "plan and
manage inbound material flow" per $1,000
revenue

Formula
Personnel cost to perform the process "plan and
manage inbound material flow" / (Total business
entity revenue * .001)

Units

Other cost to perform the process "plan and

manage inbound material flow" per $1,000
revenue

Costs other than personnel, systems, overhead,

and outsourced to perform the process "plan and
manage inbound material flow" / (Total business
entity revenue * .001)

dollars

Overhead cost to perform the process "plan and

manage inbound material flow" per $1,000
revenue

Overhead cost to perform the process "plan and

manage inbound material flow" / (Total business
entity revenue * .001)

dollars

dollars

Outsourced cost to perform the process "plan and Outsourced cost to perform the process "plan and dollars
manage inbound material flow" per $1,000
manage inbound material flow" / (Total business
revenue
entity revenue * .001)
Number of FTEs that perform the process "plan
Number of FTEs who perform the process "plan
and manage inbound material flow" per $1 billion and manage inbound material flow" / (Total
revenue
business entity revenue * .000000001)

FTEs

Number of FTEs that perform the process "plan

(Number of FTEs who perform the process "plan
percent
and manage inbound material flow" as a
and manage inbound material flow" / (Number of
percentage of FTEs that perform the process group FTEs who perform the process "define logistics
"manage logistics and warehousing" (excluding
strategy" + Number of FTEs who perform the
"manage returns; manage reverse logistics)
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")) *100
Outsourced cost to perform the process "operate
warehousing" per $1,000 revenue

Outsourced cost to perform the process "operate

warehousing" / (Total business entity revenue * .
001)

dollars

Overhead cost to perform the process "operate

warehousing" per $1,000 revenue

Overhead cost to perform the process "operate

warehousing" / (Total business entity revenue * .
001)

dollars

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543 of 687

Metric name
Personnel cost to perform the process "operate
warehousing" per $1,000 revenue

Formula
Personnel cost to perform the process "operate
warehousing" / (Total business entity revenue * .
001)

Other cost to perform the process "operate

warehousing" per $1,000 revenue

Costs other than personnel, systems, overhead,

and outsourced to perform the process "operate
warehousing" / (Total business entity revenue * .
001)

dollars

Total cost to perform the process "operate

warehousing" as a percentage of cost of goods
sold

(Total cost to perform the process "operate

warehousing" / Cost of goods sold (COGS)) * 100

percent

Total cost to perform the process "operate

warehousing" per process FTE

Total cost to perform the process "operate

warehousing" / Number of FTEs who perform the
process "operate warehousing"

dollars

Total cost to perform the process "operate

warehousing" per $1,000 revenue

Total cost to perform the process "operate

warehousing" / (Total business entity revenue * .
001)

dollars

Total cost to perform the process "operate

warehousing" per sales order
Systems cost to perform the process "operate
warehousing" per $100,000 revenue

Total cost to perform the process "operate

warehousing" / Number of sales orders fulfilled
Systems cost to perform the process "operate
warehousing" / (Total business entity revenue * .
00001)

dollars

Personnel cost of the process "operate

warehousing" per process FTE

Personnel cost to perform the process "operate

warehousing" / Number of FTEs who perform the
process "operate warehousing"

dollars

Dock-to-stock cycle time in hours for supplier

deliveries
Pick-to-ship cycle time in hours for customer
orders
Number of FTEs that perform the process "operate
warehousing" per $1 billion revenue

Dock-to-stock cycle time for supplier deliveries in hours

hours
Pick-to-ship cycle time in hours for customer
hours
orders
Number of FTEs who perform the process "operate FTEs
warehousing" / (Total business entity revenue * .
000000001)

Inventory accuracy

Inventory accuracy

Copyright 2016 APQC

Units
dollars

dollars

percent

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Metric name
Inventory value per $1,000 total revenue
Field finished goods inventory days of supply

Formula
Gross value of inventory / (Total business entity
revenue * .001)
Field finished goods inventory days of supply

Units

Warehouse slot utilization

Warehouse slot utilization

percent

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

On-site finished goods inventory days of supply

Finished goods inventory days of supply

days

Unit fill rate

Unit fill rate

percent

dollars
days

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
performs the process "operate warehousing"

Number of sales orders fulfilled / Number of FTEs

who perform the process "operate warehousing"

Number of FTEs that perform the process "operate

warehousing" as a percentage of FTEs that
perform the process group "manage logistics and
warehousing" (excluding "manage returns;
manage reverse logistics)

(Number of FTEs who perform the process

percent
"operate warehousing" / (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")) *100

Percentage of finished goods inventory requiring

special handling or storage

Percentage of finished goods inventory requiring

special handling or storage

Copyright 2016 APQC

sales orders

percent

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Metric name
Transportation cost per mile

Formula
Transportation cost per mile

Personnel cost of the process "plan and manage

inbound material flow" per process FTE

Personnel cost to perform the process "plan and

manage inbound material flow" / Number of FTEs
who perform the process "plan and manage
inbound material flow"

dollars

Systems cost to perform the process "operate

outbound transportation" per $100,000 revenue

Systems cost to perform the process "operate

outbound transportation" / (Total business entity
revenue * .00001)

dollars

Total cost to perform the process "operate

outbound transportation" as a percentage of cost
of goods sold

(Total cost to perform the process "operate

outbound transportation" / Cost of goods sold
(COGS)) * 100

percent

Total cost to perform the process "operate

outbound transportation" per process FTE

Total cost to perform the process "operate

outbound transportation" / Number of FTEs who
perform the process "operate outbound
transportation"

dollars

Total cost to perform the process "operate

outbound transportation" per $1,000 revenue

Total cost to perform the process "operate

outbound transportation" / (Total business entity
revenue * .001)

dollars

Total cost to perform the process "operate

outbound transportation" per sales order

Total cost to perform the process "operate

dollars
outbound transportation" / Number of sales orders
fulfilled

Other cost to perform the process "operate

outbound transportation" per $1,000 revenue

Costs other than personnel, systems, overhead,

outsourced and freight to perform the process
"operate outbound transportation" / (Total
business entity revenue * .001)

dollars

Personnel cost to perform the process "operate

outbound transportation" per $1,000 revenue

Personnel cost to perform the process "operate

outbound transportation" / (Total business entity
revenue * .001)

dollars

Premium freight charges as a percentage of total

freight charges

Premium freight charges as a percentage of total

freight

percent

Copyright 2016 APQC

Units
dollars

546 of 687

Metric name
Overhead cost to perform the process "operate
outbound transportation" per $1,000 revenue

Formula
Overhead cost to perform the process "operate
outbound transportation" / (Total business entity
revenue * .001)

Units

Outsourced cost to perform the process "operate

outbound transportation" per $1,000 revenue

Outsourced cost (excluding freight) to perform the dollars

process "operate outbound transportation" / (Total
business entity revenue * .001)

Freight cost to perform the process "operate

outbound transportation" as a percentage of the
total logistics process group "manage logistics and
warehousing" excluding "manage returns; manage
reverse logistics" cost

(Freight cost to perform the process "operate

percent
outbound transportation" / (Total cost to perform
the process "define logistics 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")) *
100.0

Freight cost to perform the process "operate

outbound transportation" per $1,000 revenue

Freight cost to perform the process "operate

outbound transportation" / (Total business entity
revenue * .001)

dollars

dollars

Customer shipment to delivery cycle time in days Customer shipment to delivery cycle time in hours days
/ 24
Accurate documentation rate
Accurate documentation rate
percent
Percentage of orders shipped complete and on
time
Percentage of orders delivered complete and on
time
Full trailer-load or full container-load capacity
utilization
Number of FTEs that perform the process "operate
outbound transportation" per $1 billion revenue

Percentage of sales orders shipped complete and

on time
Percentage of sales orders delivered complete and
on time
Full trailer load or full container load capacity
utilization
Number of FTEs who perform the process "operate
outbound transportation" / (Total business entity
revenue * .000000001)

percent

Perfect condition rate

Perfect condition rate

percent

Copyright 2016 APQC

percent
percent
FTEs

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Metric name
Percentage of sales orders shipped as part of fullload shipments
Percentage of sales orders shipped on core
carriers
Percentage of outbound transport containers with
multiple-customer orders
Percentage of sales orders delivered on time

Formula
Percentage of sales orders shipped in full-load
shipments
Percentage of sales orders shipped on core
carriers
Percentage of outbound transport containers with
multiple-customer orders
Percentage of sales orders delivered on time

Number of FTEs that perform the process "operate

outbound transportation" as a percentage of FTEs
that perform the process group "manage logistics
and warehousing" (excluding "manage returns;
manage reverse logistics)

(Number of FTEs who perform the process

percent
"operate outbound 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")) *100

Approved preferred/core carriers for primary

transportation as a percentage of total carriers
used for primary transportation

(Number of approved preferred/core carriers for

percent
primary transportation mode / Number of carriers
used for primary transportation mode in the last
twelve months) * 100.0

Percentage of sales orders scheduled to customer

request
Outsourced cost to perform the process "manage
returns; manage reverse logistics" per $1,000
revenue

Percentage of sales orders scheduled according to percent

customer request
Outsourced cost to perform the process "manage dollars
returns; manage reverse logistics" / (Total business
entity revenue * 0.0010)

Other cost to perform the process "manage

returns; manage reverse logistics" per $1,000
revenue

Costs other than personnel, systems, overhead,

dollars
and outsourced to perform the process "manage
returns; manage reverse logistics" / (Total business
entity revenue * 0.0010)

Copyright 2016 APQC

Units
percent
percent
percent
percent

548 of 687

Metric name
Overhead cost to perform the process "manage
returns; manage reverse logistics" per $1,000
revenue

Formula
Units
Overhead cost to perform the process "manage
dollars
returns; manage reverse logistics" / (Total business
entity revenue * 0.0010)

Systems cost to perform the process "manage

returns; manage reverse logistics" per $100,000
revenue

Systems cost to perform the process "manage

dollars
returns; manage reverse logistics" / (Total business
entity revenue * 0.000010)

Personnel cost to perform the process "manage

returns; manage reverse logistics" per $1,000
revenue

Personnel cost to perform the process "manage

dollars
returns; manage reverse logistics" / (Total business
entity revenue * 0.0010)

Total cost to perform the process "manage returns; Total cost to perform the process "manage returns; dollars
manage reverse logistics" per process FTE
manage reverse logistics" / Number of FTEs who
perform the process "manage returns; manage
reverse logistics"
Total cost to perform the process "manage returns; Total cost to perform the process "manage returns; dollars
manage reverse logistics" per $1,000 revenue
manage reverse logistics" / (Total business entity
revenue * .001)
Total cost to perform the process "manage returns; Total cost to perform the process "manage returns; dollars
manage reverse logistics" per sales order
manage reverse logistics" / Number of sales orders
placed
Total cost to perform the process "manage returns; Total cost to perform the process "manage returns; dollars
manage reverse logistics" per sales order line item manage reverse logistics" / Number of sales order
line items
Return processing cycle time in days
Number of FTEs that perform the process "manage
returns; manage reverse logistics" per $1 billion
revenue

Return processing cycle time in days

days
Number of FTEs who perform the process "manage FTEs
returns; manage reverse logistics" / (Total business
entity revenue * .000000001)

Percentage of logistics costs associated with the

physical transportation, storage, or handling of
returned product

Percentage of logistics costs associated with

physical transportation, storage, or handling of
returned product

percent

Percentage of corrective actions for customer

complaints that are completed within 15 days
Value of returned products as a percentage of
sales

Percentage of corrective actions for customer

complaints that complete within 15 days
Value of returned products as a percentage of
sales

percent

Copyright 2016 APQC

percent

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Metric name
Percentage of returned product flowing through
the same logistics network as primary products
Percentage of returned goods that are donated

Formula
Percentage of returned product flowing through
the same logistics network as primary products
Percentage of returned goods that are donated

Units
percent

Percentage of returned goods that are sent to a

landfill
Percentage of returned goods that are disposed of
through other methods
Percentage of returned goods that are recycled
(materials reclaimed, leased)
Percentage of returned goods that are
remanufactured and resold through a secondary
channel

Percentage of
landfill
Percentage of
through other
Percentage of

percent

returned goods that are sent to a

percent

returned goods that are disposed of percent

methods
returned goods that are recycled
percent

Percentage of returned goods that are

remanufactured and resold

percent

Percentage of returned goods that are repackaged Percentage of returned goods that are repackaged percent
and resold through a secondary channel
and resold
Percentage of returned goods that are resold as-is
through a secondary channel
Percentage of returned goods that are sold as
scrap
Percentage of total returns flow generated due to
disposal requirements
Percentage of total returns flow generated due to
field service/corrective action
Percentage of total returns flow generated due to
marketing returns
Percentage of total returns flow generated due to
other events
Percentage of total returns flow generated due to
reclamation of leased products
Percentage of total returns flow generated due to
reusable packaging

Copyright 2016 APQC

Percentage of returned goods that are resold as-is percent

Percentage of returned goods that are sold as
scrap
Percentage of total returns flow generated due
disposal requirements
Percentage of total returns flow generated due
field service/corrective action
Percentage of total returns flow generated due
marketing returns
Percentage of total returns flow generated due
other events
Percentage of total returns flow generated due
reclamation of leased products
Percentage of total returns flow generated due
reusable packaging

percent
to

percent

to

percent

to

percent

to

percent

to

percent

to

percent

550 of 687

Metric name
Percentage of total returns flow generated due to
stock-balancing/marketing returns
Percentage of total returns flow generated due to
transit damage
Percentage of total returns flow generated due to
warranty/end-of-life returns
Total cost to perform the process group "develop
customer care/customer service strategy" per
process FTE

Formula
Percentage of total returns flow generated due to
stock-balancing/marketing returns
Percentage of total returns flow generated due to
transit damage
Percentage of total returns flow generated due to
warranty/end-of-life returns
Total cost to perform the process group "develop
customer care/customer service strategy" /
Number of FTEs who perform the process group
"develop customer care/customer service
strategy"

Units
percent

Total cost to perform the process group "develop

customer care/customer service strategy" per
$1,000 revenue

Total cost to perform the process group "develop

customer care/customer service strategy" / (Total
business entity revenue * 0.0010)

dollars

Total cost to perform the process group "develop

customer care/customer service strategy" per
sales order

Total cost to perform the process group "develop

customer care/customer service strategy" /
Number of sales orders placed

dollars

Total cost to perform the process group "develop

customer care/customer service strategy" per
sales order line item

Total cost to perform the process group "develop

customer care/customer service strategy" /
Number of sales order line items

dollars

Personnel cost to perform the process group

"develop customer care/customer service
strategy" per $1,000 revenue

Personnel cost to perform the process group

dollars
"develop customer care/customer service
strategy" / (Total business entity revenue * 0.0010)

Systems cost to perform the process group

"develop customer care/customer service
strategy" per $100,000 revenue

Systems cost to perform the process group

"develop customer care/customer service
strategy" / (Total business entity revenue *
0.000010)

Overhead cost to perform the process group

"develop customer care/customer service
strategy" per $1,000 revenue

Overhead cost to perform the process group

dollars
"develop customer care/customer service
strategy" / (Total business entity revenue * 0.0010)

Copyright 2016 APQC

percent
percent
dollars

dollars

551 of 687

Metric name
Formula
Units
Other cost of the process group "develop customer Costs other than personnel, systems, overhead,
dollars
care/customer service strategy" per $1,000
and outsourced to perform the process group
revenue
"develop customer care/customer service
strategy" / (Total business entity revenue * 0.0010)
Outsourced cost to perform the process group
"develop customer care/customer service
strategy" per $1,000 revenue

Outsourced cost to perform the process group

dollars
"develop customer care/customer service
strategy" / (Total business entity revenue * 0.0010)

Number of FTEs that perform the process group

"develop customer care/customer service
strategy" per $1 billion revenue

Number of FTEs who perform the process group

"develop customer care/customer service
strategy" / (Total business entity revenue *
0.000000001)

FTEs

Number of languages supported at the business

entity
Customer attrition (or churn) rate

Number of languages supported

languages

Customer attrition rate

percent

Call service level

Service level

seconds

Response time in minutes

coming from e-mail
Response time in minutes
coming from fax
Response time in minutes
coming from postal mail
Response time in minutes
coming from call backs
Response time in minutes
coming from SMS
Response time in minutes
coming from social media

Copyright 2016 APQC

for inbound requests

for inbound requests
for inbound requests
for inbound requests
for inbound requests
for inbound requests

Response time in minutes

through email
Response time in minutes
through fax
Response time in minutes
through postal mail
Response time in minutes
through call backs
Response time in minutes
through SMS
Response time in minutes
through social media

for contacts received

hours

for contacts received

hours

for contacts received

hours

for contacts received

minutes

for contacts received

minutes

for contacts received

minutes

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Metric name
Response time in minutes for inbound requests
coming from web chat or instant messaging
including virtual agents

Formula
Response time in minutes for contacts received
through web chat or instant messaging

Units
minutes

Average talk time in seconds, including agent hold Average talk time in seconds
seconds
time
First contact resolution rate for contacts received First contact resolution rate for contacts from
percent
through "other" channels
channels other than phone, email, web selfservice, web chat or instant messaging, dedicated
mobile apps, SMS social media, or postal mail
First contact resolution rate for dedicated mobile
applications ("apps")
First contact resolution rate for email contacts

First contact resolution rate for a dedicated mobile percent

application ("app")
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 social media

First contact resolution rate for SMS (mobile phone percent

short message service) contacts
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

messaging including virtual agents
First contact resolution rate for web self-service
contacts

First contact resolution rate for web chat or instant percent

messaging including virtual agents
First contact resolution rate for web self-service
percent
contacts

Copyright 2016 APQC

553 of 687

Metric name
Percentage of inbound dedicated mobile app
contacts outsourced to a third-party provider

Formula
Units
(Inbound contacts received through a dedicated
percent
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
outsourced to a third-party provider

(Inbound contacts received through social media

(including discussion forums, Facebook, Twitter,
etc.) from all outsourced providers / 100 percent
sum of inbound contacts outsourced to a thirdparty for live agent calls, IVR speech, IVR DTMF,
fax, postal mail, web transactions, online chats,
and other receipts) * 100.0

Inbound contacts for the process "manage

customer service" as a percentage of total
inbound contacts

Percentage of inbound contacts from all channels percent

related to the process "manage customer service"

Inbound contacts received via dedicated mobile

app as a percentage of total inbound contacts

(Inbound contacts received through a dedicated

mobile application / Total number of inbound
contacts) * 100.0

Inbound contacts received via SMS as a

percentage of total inbound contacts

(Total number of inbound contacts received

percent
through SMS / Total number of inbound contacts) *
100.0

Inbound contacts received via social media as a

percentage of total inbound contacts

(Total number of inbound contacts received

through social media / Total number of inbound
contacts) * 100.0

Copyright 2016 APQC

percent

percent

percent

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Metric name
Inbound requests received via phone as a
percentage of total inbound requests
Inbound requests received via email as a
percentage of total inbound requests
Inbound requests received via employee portal as
a percentage of total inbound requests
Inbound requests received via vendor portal as a
percentage of total inbound requests
Inbound requests received via chat as a
percentage of total inbound requests
Inbound requests received via walk-up as a
percentage of total inbound requests
Inbound requests received via other channels as a
percentage of total inbound requests

Formula
Allocation of incoming customer contact in finance
SSC via phone channel
Allocation of incoming customer contact in finance
SSC via email channel
Allocation of incoming customer contact in finance
SSC via employee portal channel
Allocation of incoming customer contact in finance
SSC via vendor portal channel
Allocation of incoming customer contact in finance
SSC via chat channel
Allocation of incoming customer contact in finance
SSC via walk-up channel
Allocation of incoming customer contact in finance
SSC via channels other than phone, email,
employee or vendor portal, chat, or walk-up

Percentage of employee time spent servicing

customers via social media channels
Percentage of employee time spent servicing
customers via website channel
Percentage of employee time spent servicing
customers via social media channel
Percentage of employee time spent servicing
customers via traditional face-to-face channel
Percentage of employee time spent servicing
customers via contact center channel
Percentage of employee time spent servicing
customers via business-to-business channel

Percentage of employee time spent working in the percent

social media channel servicing customers
Percentage of employee time spent working in the percent
website channel servicing customers
Percentage of employee time spent working in the percent
social media channel servicing customers
Percentage of employee time spent working in the percent
face-to-face channel servicing customers
Percentage of employee time spent working in the percent
contact center channel servicing customers
Percentage of employee time spent working in
percent
B2B channels other than website, mobile
applications, social media, face-to-face contact, or
contact centers channel servicing customers

Copyright 2016 APQC

Units
percent
percent
percent
percent
percent
percent
percent

555 of 687

Metric name
Formula
Systems cost to perform the process group
(Percentage of internal cost to perform process
"recruit, source, and select employees" per $1,000 group "recruit, source, and select employees"
revenue
allocated to systems * Percentage of total cost of
the process group "Recruit, source, and select
employees" allocated to internal cost * 0.0001 *
Total cost to perform the process group "recruit,
source, and select") / (Total business entity
revenue * 0.001)

Units
dollars

Personnel cost to perform the process group

(Percentage of internal cost to perform process
dollars
"recruit, source, and select employees" per $1,000 group "recruit, source, and select employees"
revenue
allocated to personnel * Percentage of total cost of
the process group "Recruit, source, and select
employees" allocated to internal cost * 0.0001 *
Total cost to perform the process group "recruit,
source, and select") / (Total business entity
revenue * 0.001)
Personnel cost to perform the process group
"recruit, source, and select employees" per new
hire

(Percentage of internal cost to perform process

dollars
group "recruit, source, and select employees"
allocated to personnel * Percentage of total cost of
the process group "Recruit, source, and select
employees" allocated to internal cost * 0.0001 *
Total cost to perform the process group "recruit,
source, and select") / Total number of new hires

Personnel cost to perform the process group

"recruit, source, and select employees" per
business entity employee

(Percentage of internal cost to perform process

dollars
group "recruit, source, and select employees"
allocated to personnel * Percentage of total cost of
the process group "Recruit, source, and select
employees" allocated to internal cost * 0.0001 *
Total cost to perform the process group "recruit,
source, and select") / Number of business entity
employees

Copyright 2016 APQC

556 of 687

Metric name
Formula
Units
Total cost to perform the process group "recruit,
Total cost to perform the process group "recruit,
dollars
source, and select employees" per $1,000 revenue 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,
source, and select employees" per business entity source, and select" / Number of business entity
employee
employees

dollars

Total cost to perform the process group "recruit,

source, and select employees" per new hire
Response time in hours for non-routine "recruit,
source, and select employees" inquiries

dollars

Total cost to perform the process group "recruit,

source, and select" / Total number of new hires
Response time in hours for a non-routine inquiry
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
and select employees" inquiries
the process group "recruit, source, and select
employees"

hours

hours

Cycle time in days from approval of job requisition

to acceptance of job offer
Cycle time in days from identifying the need to
hire a new employee to approval of the job
requisition

Cycle time in days from approval of job requisition days

to acceptance of job offer
Cycle time in days from identifying the need to
days
hire a new employee to approval of job requisition

Number of FTEs that perform the process group

"recruit, source, and select employees" per $1
billion revenue

Number of FTEs who perform the process group

"recruit, source, and select employees" / (Total
business entity revenue * .000000001)

New hire satisfaction rate for the recruiting

process
Job offer acceptance rate for middle
management/specialists
Job offer acceptance rate for operational
workers/office staff
Job offer acceptance rate for senior
management/executives

Latest captured satisfaction rate of new hires with percent

the recruiting experience
Job offer acceptance rate for middle
percent
management/specialist employees
Job offer acceptance rate for operational
percent
worker/office staff employees
Job offer acceptance rate for senior
percent
management/executive employees

Copyright 2016 APQC

FTEs

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Metric name
Formula
Units
Percentage of senior management/executive
Percentage of management positions filled by
percent
positions filled by internal promotion for the past 3 internal promotion versus external recruitment for
years
senior management/executive employees for the
past three years
Number of hours invested by hiring decision
makers per senior management/executive new
hire

Number of hours invested by hiring decision

makers per senior management/executive new
hire

hours

Number of hours invested by hiring decision

makers per middle management/specialist new
hire

Number of hours invested by hiring decision

makers per middle management/specialist new
hire

hours

Number of hours invested by hiring decision

Number of hours invested by hiring decision
hours
makers per operational worker/office staff new hire makers per operational worker/office staff new hire
Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "recruit, source, and
FTEs who perform the process group "recruit,
select employees"
source, and select employees"
Number of new hires per "recruit, source, and
select employees" FTE

Total number of new hires / Number of FTEs who

perform the process group "recruit, source, and
select employees"

Number of monthly non-routine "recruit, source,

and select employees" inquiries per business
entity employee

Number of non-routine inquiries received monthly inquiries

for the process group "recruit, source, and select
employees" / Number of business entity
employees

Number of monthly routine "recruit, source, and

select employees" inquiries per business entity
employee

Number of routine inquiries received monthly for

the process group "recruit, source, and select
employees" / Number of business entity
employees

inquiries

Middle management/specialists new hires as a

percentage of total new hires
Operational workers/office staff new hires as a
percentage of total new hires
Senior management/executives new hires as a
percentage of total new hires

Middle management/specialist new hires

percentage
Operational workers/office workers new hires
percentage
Senior management/executive new hires
percentage

percent

Copyright 2016 APQC

new hires

percent
percent

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Metric name
Formula
Systems cost to perform the process group
Percentage of internal cost to perform process
"recruit, source, and select employees" as a
group "recruit, source, and select employees"
percentage of the total cost to perform the process allocated to systems * Percentage of total cost of
group
the process group "Recruit, source, and select
employees" allocated to internal cost * 0.01

Units
percent

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 nonroutine inquiries received monthly for the process
group "recruit, source, and select employees")) *
100.0
Percentage of "recruit, source, and select
employees" inquiries received that are routine

Number of routine inquiries received monthly for percent

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

employees" inquiries received via digital
communication channels

Percentage of inquiries received for the process

group "recruit, source and select employees"
through digital communication channels

Percentage of "recruit, source, and select

employees" inquiries received via e-mail

Percentage of the total inquiries received monthly percent

for the process group "recruit, source, and select
employees" via e-mail

Percentage of "recruit, source, and select

employees" inquiries received via channels other
than e-mail, phone, and face-to-face

Percentage of inquiries received monthly for the

percent
process group "recruit, source, and select
employees" via channels other than e-mail, phone,
and face-to-face interaction

Copyright 2016 APQC

percent

559 of 687

Metric name
Percentage of "recruit, source, and select
employees" inquiries received via face-to-face

Formula
Percentage of inquiries received monthly for the
process group "recruit, source, and select
employees" via face-to-face interaction

Units
percent

Percentage of "recruit, source, and select

employees" inquiries received via non-digital
communication channels

Percentage of inquiries received for the process

group "recruit, source and select employees"
through non-digital communication channels

percent

Percentage of "recruit, source, and select

employees" inquiries received via phone

Percentage of inquiries received monthly for the

process group "recruit, source, and select
employees" via phone

percent

Percentage of "reward and retain employees"

inquiries received via digital communication
channels

Percentage of inquiries received for the process

group "reward and retain employees" through
digital communication channels

percent

Percentage of "reward and retain employees"

inquiries received via non-digital communication
channels

Percentage of inquiries received for the process

percent
group "reward and retain employees" through nondigital communication channels

Percentage of new hires that originated from

Percentage of new hires from internal employee
percent
employee referrals
referrals
Outsourced cost of the process group "recruit,
Percentage of total cost of the process group
percent
source, and select employees" as a percentage of "Recruit, source, and select employees" allocated
the total cost to perform the process group
to external cost
Other cost to perform the process group "recruit, (Percentage of internal cost to perform process
percent
source, and select employees" as a percentage of group "recruit, source, and select employees"
total cost to perform the process
allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the process
group "recruit, source, and select")/Total cost to
perform the process group "recruit, source, and
select"
Personnel cost to perform the process group
Percentage of internal cost to perform process
percent
"recruit, source, and select employees" as a
group "recruit, source, and select employees"
percentage of the total cost to perform the process allocated to personnel * Percentage of total cost of
group
the process group "Recruit, source, and select
employees" allocated to internal cost * 0.01

Copyright 2016 APQC

560 of 687

Metric name
Formula
Units
Overhead cost to perform the process group
(Percentage of internal cost to perform process
percent
"recruit, source, and select employees" as a
group "recruit, source, and select employees"
percentage of the total cost to perform the process allocated to overhead*Internal cost to perform the
group
process group "recruit, source, and select")/Total
cost to perform the process group "recruit, source,
and select"
Overhead and other costs of the process group
Percentage of internal cost to perform process
percent
"Recruit, source, and select employees" as a
group "recruit, source, and select employees"
percentage of the total cost to perform the process allocated to overhead and other costs *
group
Percentage of total cost of the process group
"Recruit, source, and select employees" allocated
to internal cost * 0.01
Percentage of 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

Permanent full-time new hires as a percentage of

total new hires
Permanent part-time new hires as a percentage of
total new hires
Contingent new hires as a percentage of total new
hires
Percentage of middle management/specialist
positions filled by internal promotion for the past 3
years

Permanent full-time positions as a percentage of

total new hires
Permanent part-time positions as a percentage of
total new hires
Contingent positions as a percentage of total new
hires
Percentage of management positions filled by
internal promotion versus external recruitment for
middle management/specialist employees for the
past three years

Copyright 2016 APQC

percent
percent
percent
percent

561 of 687

Metric name
Total cost for the learning management system
per employee attending classroom or e-learning
training

Formula
Units
(Hardware costs associated with ownership for
dollars
your LMS + Software costs associated with
ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / (Number
of employees who attend e-learning training +
Number of employees who attend classroom
training)

Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the
dollars
employee development" and "develop and train
process group piece "develop and counsel-learning
employees" per $1,000 revenue
only" allocated to personnel/100) * Internal cost to
perform the process group piece "develop and
counsel-learning only") / (Total business entity
revenue * .001)
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the
dollars
employee development" and "develop and train
process group piece "develop and counsel-learning
employees" per business entity employee
only" allocated to personnel/100) * Internal cost to
perform the process group piece "develop and
counsel-learning only") / Number of business
entity employees
Personnel cost to perform the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per $1,000 revenue

Copyright 2016 APQC

((Percentage of internal cost to perform the

dollars
process group piece "develop and counselperformance and employee relations" allocated to
personnel/100) * Internal cost to perform the
process group piece "develop and counselperformance and employee relations") / (Total
business entity revenue * .001)

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Metric name
Personnel cost to perform the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per business entity employee

Formula
Units
((Percentage of internal cost to perform the
dollars
process group piece "develop and counselperformance and employee relations" allocated to
personnel/100) * Internal cost to perform the
process group piece "develop and counselperformance and employee relations") / Number of
business entity employees

Personnel cost to perform the process group

"develop and counsel employees" per $1,000
revenue

(Percentage of internal cost to perform the process dollars

group "develop and counsel employees" allocated
to personnel cost * Percentage of total cost to
perform the process group "develop and counsel
employees" allocated to internal cost * 0.0001 *
Total cost to perform the process group "develop
and counsel employees" ) / (Total business entity
revenue * 0.001)

Personnel cost to perform the process group

"Develop and counsel employees" per business
entity employee

(Percentage of internal cost to perform the process dollars

group "develop and counsel employees" allocated
to personnel cost * Percentage of total cost to
perform the process group "develop and counsel
employees" allocated to internal cost * 0.0001 *
Total cost to perform the process group "develop
and counsel employees" ) / Number of business
entity employees

Total cost to perform the process group "develop

and counsel employees" per business entity
employee

(Total cost to perform the process group piece

dollars
"develop and counsel-learning only" + Total cost to
perform the process group piece "develop and
counsel-performance and employee relations") /
Number of business entity employees

Copyright 2016 APQC

563 of 687

Metric name
Total cost to perform the process group "develop
and counsel employees" per $1,000 revenue

Formula
Total cost to perform the process group "develop
and counsel employees" / (Total business entity
revenue * .001)

Units

Total cost to perform the processes "manage

employee development" and "develop and train
employees" per business entity employee

Total cost to perform the process group piece

dollars
"develop and counsel-performance and employee
relations" / Number of business entity employees

dollars

Total cost to perform the processes "manage

Total cost to perform the process group piece
dollars
employee orientation and deployment," "manage "develop and counsel-performance and employee
employee performance," and "manage employee relations" / (Total business entity revenue * .001)
relations" per $1,000 revenue
Total cost to perform the processes "manage
Total cost to perform the process group piece
dollars
employee orientation and deployment," "manage "develop and counsel-performance and employee
employee performance," and "manage employee relations" / Number of business entity employees
relations" per business entity employee
Total cost to perform the processes "manage
employee development" and "develop and train
employees" per $1,000 revenue

Total cost to perform the process group piece

"develop and counsel-learning only" / (Total
business entity revenue * .001)

Total cost for the learning management system as

a percentage of the system cost to perform the
processes "manage employee development" and
"develop and train employees"

((Hardware costs associated with ownership for

percent
your LMS + Software costs associated with
ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / Systems
cost to perform the process group piece "develop
and counsel-learning only" ) * 100

Cost to maintain and support the learning

management system per temporary
staff/contractor dedicated to the activity

Labor cost for temporary or contract employees to dollars

maintain and support LMS / Number of temporary
or contract employees required to maintain and
support LMS

Copyright 2016 APQC

dollars

564 of 687

Metric name
Formula
Learning management system consultancy/third- Consultancy/third-party costs associated with
party cost per employee attending classroom or e- ownership for your LMS / (Number of employees
learning training
who attend e-learning training + Number of
employees who attend classroom training)

Units
dollars

Learning management system hardware cost per

employee attending classroom or e-learning
training

Hardware costs associated with ownership for your dollars

LMS / (Number of employees who attend elearning training + Number of employees who
attend classroom training)

Learning management system software cost per

employee attending classroom or e-learning
training

Software costs associated with ownership for your dollars

LMS / (Number of employees who attend elearning training + Number of employees who
attend classroom training)

Learning management system upgrade and

maintenance cost per employee attending
classroom or e-learning training

Upgrade and maintenance costs associated with

ownership for your LMS / (Number of employees
who attend e-learning training + Number of
employees who attend classroom training)

Cost to maintain and support the learning

management system per employee dedicated to
the activity

Labor cost for full or part-time employees to

dollars
maintain and support LMS / Number of full or parttime employees required to maintain and support
LMS

Response time in hours for non-routine "develop

and counsel employees" inquiries

Response time in hours for a non-routine inquiry

for the process group "develop and counsel
employees"

hours

Response time in hours for routine "develop and

counsel employees" inquiries

Response time in hours for a routine inquiry for

the process group "develop and counsel
employees"

hours

Copyright 2016 APQC

dollars

565 of 687

Metric name
Number of FTEs that perform the process group
"develop and counsel employees" per $1 billion
revenue

Formula
(Number of FTEs who perform the process group
piece "develop and counsel-performance and
employee relations" + Number of FTEs who
perform the process group piece "develop and
counsel-learning only") / (Total business entity
revenue * .000000001)

Units

Number of FTEs that perform the processes

"manage employee development" and "develop
and train employees" per $1 billion revenue

Number of FTEs who perform the process group

piece "develop and counsel-learning only" / (Total
business entity revenue * .000000001)

FTEs

Number of FTEs that perform the processes

"manage employee orientation and deployment,"
"manage employee performance," and "manage
employee relations" per $1 billion revenue

Number of FTEs who perform the process group

piece "develop and counsel-performance and
employee relations" / (Total business entity
revenue * .000000001)

FTEs

FTEs

Number of business entity employees per FTE that Number of business entity employees / (Number of employees
performs the process group "develop and counsel FTEs who perform the process group piece
employees"
"develop and counsel-performance and employee
relations" + Number of FTEs who perform the
process group piece "develop and counsel-learning
only")
Number of business entity employees per
"manage employee development" and "develop
and train business entity employees" FTE

Number of business entity employees / Number of employees

FTEs who perform the process group piece
"develop and counsel-learning only"

Number of business entity employees per

"manage employee orientation and deployment,"
"manage employee performance," and "manage
employee relations" FTE

Number of business entity employees / Number of employees

FTEs who perform the process group piece
"develop and counsel-performance and employee
relations"

Number of monthly routine "develop and counsel

employees" inquiries per business entity
employee

Number of routine inquiries received monthly for inquiries

the process group "develop and counsel" / Number
of business entity employees

Copyright 2016 APQC

566 of 687

Metric name
Number of monthly non-routine "develop and
counsel employees" inquiries per business entity
employee

Formula
Units
Number of non-routine inquiries received monthly inquiries
for the process group "develop and counsel" /
Number of business entity employees

Overhead cost to perform the processes "manage

employee development" and "develop and train
employees" as a percentage of the total cost to
perform the processes

(Percentage of internal cost to perform the process percent

group piece "develop and counsel-learning only"
allocated to overhead*Internal cost to perform the
process group piece "develop and counsel-learning
only")/Total cost to perform the process group
piece "develop and counsel-learning only"

Overhead cost to perform the processes "manage

employee orientation and deployment," "manage
employee performance," and "manage employee
relations" as a percentage of the total cost to
perform the processes

(Percentage of internal cost to perform the process percent

group piece "develop and counsel-performance
and employee relations" allocated to
overhead*Internal cost to perform the process
group piece "develop and counsel-performance
and employee relations")/Total cost to perform the
process group piece "develop and counselperformance and employee relations"

Personnel cost to perform the processes "manage

employee development" and "develop and train
employees" as a percentage of the total cost to
perform the processes

(Percentage of internal cost to perform the process percent

group piece "develop and counsel-learning only"
allocated to personnel*Internal cost to perform the
process group piece "develop and counsel-learning
only")/Total cost to perform the process group
piece "develop and counsel-learning only"

Copyright 2016 APQC

567 of 687

Metric name
Personnel cost to perform the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" as a percentage of the total cost to
perform the processes

Formula
Units
(Percentage of internal cost to perform the process percent
group piece "develop and counsel-performance
and employee relations" allocated to
personnel*Internal cost to perform the process
group piece "develop and counsel-performance
and employee relations")/Total cost to perform the
process group piece "develop and counselperformance and employee relations"

Percentage of "develop and counsel employees"

inquiries received that are routine

Number of routine inquiries received monthly for percent

the process group "develop and counsel"/(Number
of routine inquiries received monthly for the
process group "develop and counsel"+Number of
non-routine inquiries received monthly for the
process group "develop and counsel")*100

Percentage of "develop and counsel employees"

inquiries received via digital communication
channels

Percentage of inquiries received for the process

group "develop and counsel employees"
employees" through digital communication
channels

percent

Percentage of "develop and counsel employees"

inquiries received via e-mail
Percentage of "develop and counsel employees"
inquiries received via face-to-face

Percentage of inquiries received monthly for the

process group "develop and counsel" via e-mail
Percentage of inquiries received monthly for the
process group "develop and counsel employees"
via face-to-face interaction

percent

Percentage of "develop and counsel employees"

inquiries received via non-digital communication
channels

Percentage of inquiries received for the process

group "develop and counsel employees"
employees" through non-digital communication
channels

percent

Percentage of "develop and counsel employees"

inquiries received via phone

Percentage of inquiries received monthly for the

process group "develop and counsel" via phone

percent

Copyright 2016 APQC

percent

568 of 687

Metric name
Percentage of "develop and counsel employees"
inquiries received that are non-routine

Formula
Units
Number of non-routine inquiries received monthly percent
for the process group "develop and counsel"/
(Number of routine inquiries received monthly for
the process group "develop and counsel"+Number
of non-routine inquiries received monthly for the
process group "develop and counsel")*100

Other cost to perform the processes "manage

employee development" and "develop and train
employees" as a percentage of total cost to
perform the processes

(Percentage of internal cost to perform the process percent

group piece "develop and counsel-learning only"
allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the process
group piece "develop and counsel-learning
only")/Total cost to perform the process group
piece "develop and counsel-learning only"

Percentage of "develop and counsel employees"

inquiries received via channels other than e-mail,
phone, and face-to-face

Percentage of inquiries received monthly for the

process group "develop and counsel employees"
via channels other than e-mail, phone, and faceto-face interaction

percent

Outsourced cost of the processes "manage

employee development" and "develop and train
employees" as a percentage of the total cost to
perform the processes

(Outsourced cost to perform the process group

piece "develop and counsel-learning only"/Total
cost to perform the process group piece "develop
and counsel-learning only")*100

percent

Outsourced cost of the processes "manage

employee orientation and deployment," "manage
employee performance," and "manage employee
relations" as a percentage of the total cost to
perform the processes

(Outsourced cost to perform the process group

piece "develop and counsel-performance and
employee relations"/Total cost to perform the
process group piece "develop and counselperformance and employee relations")*100

percent

Copyright 2016 APQC

569 of 687

Metric name
Other cost of the processes "manage employee
orientation and deployment," "manage employee
performance," and "manage employee relations"
as a percentage of total cost to perform the
processes

Formula
Units
(Percentage of internal cost to perform the process percent
group piece "develop and counsel-performance
and employee relations" allocated to costs other
than personnel, systems, and overhead*Internal
cost to perform the process group piece "develop
and counsel-performance and employee
relations")/Total cost to perform the process group
piece "develop and counsel-performance and
employee relations"

Systems cost to perform the processes "manage

employee development" and "develop and train
employees" as a percentage of the total cost to
perform the processes

(Percentage of internal cost to perform the process percent

group piece "develop and counsel-learning only"
allocated to systems*Internal cost to perform the
process group piece "develop and counsel-learning
only")/Total cost to perform the process group
piece "develop and counsel-learning only"

Systems cost to perform the processes "manage

employee orientation and deployment," "manage
employee performance," and "manage employee
relations" as a percentage of the total cost to
perform the processes

(Percentage of internal cost to perform the process percent

group piece "develop and counsel-performance
and employee relations" allocated to
systems*Internal cost to perform the process
group piece "develop and counsel-performance
and employee relations")/Total cost to perform the
process group piece "develop and counselperformance and employee relations"

Personnel cost to perform the process group

Percentage of internal cost to perform the process percent
"Develop and counsel employees" as a percentage group "develop and counsel employees" allocated
of the total cost to perform the process group
to personnel cost * 0.01 * Percentage of total cost
to perform the process group "develop and
counsel employees" allocated to internal cost

Copyright 2016 APQC

570 of 687

Metric name
Formula
Units
Systems cost to perform the process group
Percentage of internal cost to perform the process percent
"Develop and counsel employees" as a percentage group "develop and counsel employees" allocated
of the total cost to perform the process group
to systems cost * 0.01 * Percentage of total cost to
perform the process group "develop and counsel
employees" allocated to internal cost
Overhead and other costs to perform the process Percentage of internal cost to perform the process percent
group "Develop and counsel employees" as a
group "develop and counsel employees" allocated
percentage of the total cost to perform the process to overhead and other costs * 0.01 * Percentage of
group
total cost to perform the process group "develop
and counsel employees" allocated to internal cost
Outsourced cost of the process group "Develop
and counsel employees" as a percentage of the
total cost to perform the process group

Percentage of total cost to perform the process

percent
group "develop and counsel employees" allocated
to external cost

Average salary including base, overtime, and

(Total base pay for middle management/specialist dollars
variable pay for middle management or specialists employees + Total overtime pay for middle
management/specialist employees + Total variable
pay for middle management/specialist employees)
/ Number of middle management/specialist
employees
Average salary including base, overtime, and
(Total base pay for operational worker/office staff dollars
variable pay for operational workers or office staff employees + Total overtime pay for operational
worker/office staff employees + Total variable pay
for operational worker/office staff employees) /
Number of operational worker/office staff
employees
Average salary including base, overtime, and
(Total base pay for senior management/executive
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

Copyright 2016 APQC

dollars

571 of 687

Metric name
Total cost to perform the process group "reward
and retain employees" per $1,000 revenue

Formula
Total cost to perform the process group "reward
and retain employees" / (Total business entity
revenue * .001)

Total cost to perform the process group "reward

and retain employees" per business entity
employee

Total cost to perform the process group "reward

dollars
and retain employees" / Number of business entity
employees

Personnel cost to perform the process group

((Percentage of internal cost to perform the
"reward and retain employees" per business entity process group "reward and retain employees"
employee
allocated to personnel * Internal cost to perform
the process group "reward and retain
employees") / 100) / Number of business entity
employees

Units
dollars

dollars

Personnel cost to perform the process group

"reward and retain employees" per $1,000
revenue

((Percentage of internal cost to perform the

dollars
process group "reward and retain employees"
allocated to personnel * Internal cost to perform
the process group "reward and retain
employees") / 100) / (Total business entity revenue
* .001)

Response time in hours for routine "reward and

retain employees" inquiries

Response time in hours for a routine inquiry for

hours
the process group "reward and retain employees"

Response time in hours for non-routine "reward

and retain employees" inquiries

Response time in hours for a non-routine inquiry

for the process group "reward and retain
employees"

hours

Average tenure in months for business entity

agents
Number of FTEs that perform the process group
"reward and retain employees" per $1 billion
revenue

Average tenure in months for business entity

agents
Number of FTEs who perform the process group
"reward and retain employees" / (Total business
entity revenue * .000000001)

months
FTEs

Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "reward and retain
FTEs who perform the process group "reward and
employees"
retain employees"

Copyright 2016 APQC

572 of 687

Metric name
Formula
Units
Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries
employees" inquiries per business entity
for the process group "reward and retain
employee
employees" / Number of business entity
employees
Systems cost to perform the process group
(Percentage of internal cost to perform the process percent
"reward and retain employees" as a percentage of group "reward and retain employees" allocated to
the total cost to perform the process group
systems*Internal cost to perform the process
group "reward and retain employees")/Total cost to
perform the process group "reward and retain
employees"
Percentage of "reward and retain employees"
inquiries received via face-to-face

Percentage of inquiries received monthly for the

process group "reward and retain employees" via
face-to-face interaction

Percentage of "reward and retain employees"

inquiries received that are non-routine

Number of non-routine inquiries received monthly percent

for the process group "reward and retain
employees"/(Number of routine inquiries received
monthly for the process group "reward and retain
employees"+Number of non-routine inquiries
received monthly for the process group "reward
and retain employees")*100

Percentage of "reward and retain employees"

inquiries received that are routine

Number of routine inquiries received monthly for percent

the process group "reward and retain employees" /
(Number of routine inquiries received monthly for
the process group "reward and retain employees"
+ Number of non-routine inquiries received
monthly for the process group "reward and retain
employees") * 100

Percentage of "reward and retain employees"

inquiries received via channels other than e-mail,
phone, and face-to-face

Percentage of inquiries received monthly for the

process group "reward and retain employees" via
channels other than e-mail, phone, and face-toface interaction

Copyright 2016 APQC

percent

percent

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Metric name
Percentage of "reward and retain employees"
inquiries received via e-mail

Formula
Percentage of inquiries received monthly for the
process group "reward and retain employees" via
e-mail

Units
percent

Personnel 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
personnel*Internal cost to perform the process
group "reward and retain employees")/Total cost to
perform the process group "reward and retain
employees"
Percentage of "reward and retain employees"
inquiries received via phone

Percentage of inquiries received monthly for the

process group "reward and retain employees" via
phone

Outsourced cost of the process group "reward and Outsourced cost to perform the process group
retain employees" as a percentage of the total
"reward and retain employees"/Total cost to
cost to perform the process group
perform the process group "reward and retain
employees"*100

percent

percent

Other cost to perform the process group "reward

and retain employees" as a percentage of total
cost to perform the process

(Percentage of internal cost to perform the process percent

group "reward and retain employees" allocated to
costs other than personnel, systems, and
overhead*Internal cost to perform the process
group "reward and retain employees")/Total cost to
perform the process group "reward and retain
employees"

Base pay per middle management or specialist

employee

Total base pay for middle management/specialist

employees / Number of middle
management/specialist employees

dollars

Base pay per operational worker or office staff

employee

Total base pay for operational worker/office staff

employees / Number of operational worker/office
staff employees

dollars

Base pay per senior management or executive

employee

Total base pay for senior management/executive

employees / Number of senior
management/executive employees

dollars

Copyright 2016 APQC

574 of 687

Metric name
Number of vacation days per year per employee

Formula
Number of vacation days per year per employee

Units

Number of monthly routine "reward and retain

employees" inquiries per business entity
employee

Number of routine inquiries received monthly for inquiries

the process group "reward and retain employees" /
Number of business entity employees

Number of days absent per employee excluding

maternity and paternity leave

Number of days absent due to sickness excluding days

maternity and paternity leave per employee

days

Number of days absent per employee including

Number of days absent due to sickness, maternity, days
maternity and paternity leave
and paternity leave per employee
Overhead cost to perform the process group
(Percentage of internal cost to perform the process percent
"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
perform the process group "reward and retain
employees"
Overhead and other costs of the process group
(Percentage of internal cost of the process group
"reward and retain employees" as a percentage of "Reward and retain employees" allocated to
the total cost to perform the process group
overhead and other costs * Percentage of total
cost of the process group "Reward and retain
employees" allocated to internal cost * 0.01)

percent

Senior management or executive overtime pay as (Total overtime pay for senior
a percentage of total pay
management/executive employees/Total pay for
senior management/executive employees)*100

percent

Middle management or specialist overtime pay as (Total overtime pay for middle
a percentage of total pay (including cost of
management/specialist employees/Total pay for
benefits)
middle management/specialist employees)*100

percent

Operational workers or office staff overtime pay as (Total overtime pay for operational worker/office
a percentage of total pay (including cost of
staff employees/Total pay for operational
benefits)
worker/office staff employees)*100

percent

Copyright 2016 APQC

575 of 687

Metric name
Personnel cost to perform the process group
"redeploy and retire employees" per business
entity employee

Formula
((Percentage of internal cost to perform the
process group "redeploy and retire employees"
allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees")/ 100) / Number of business entity
employees

Units

Personnel cost to perform the process group

"redeploy and retire employees" per $1,000
revenue

((Percentage of internal cost to perform the

dollars
process group "redeploy and retire employees"
allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees") / 100) / (Total business entity revenue
* .001)

Total cost to perform the process group "redeploy

and retire employees" per business entity
employee

Total cost to perform the process group "redeploy dollars

and retire employees" / Number of business entity
employees

Total cost to perform the process group "redeploy

and retire employees" per $1,000 revenue

Total cost to perform the process group "redeploy

and retire employees" / (Total business entity
revenue * .001)

dollars

Response time in hours for non-routine "redeploy

and retire employees" inquiries

Response time in hours for a non-routine inquiry

for the process group "redeploy and retire
employees"

hours

Response time in hours for routine "redeploy and

retire employees" inquiries

Response time in hours for a routine inquiry for

hours
the process group "redeploy and retire employees"

Number of FTEs that perform the process group

"redeploy and retire employees" per $1 billion
revenue

Number of FTEs who perform the process group

"redeploy and retire employees" / (Total business
entity revenue * .000000001)

Number of internal hires per "redeploy and retire

employees" FTE

Number of vacancies filled by internal candidates / internal hires

Number of FTEs who perform the process group
"redeploy and retire employees"

dollars

FTEs

Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "redeploy and retire
FTEs who perform the process group "redeploy
employees"
and retire employees"
Copyright 2016 APQC

576 of 687

Metric name
Number of monthly non-routine "redeploy and
retire employees" inquiries per business entity
employee

Formula
Units
Number of non-routine inquiries received monthly inquiries
for the process group "redeploy and retire
employees" / Number of business entity
employees

Number of monthly routine "redeploy and retire

employees" inquiries per business entity
employee

Number of routine inquiries received monthly for inquiries

the process group "redeploy and retire employees"
/ Number of business entity employees

Overhead cost to perform the process group

"redeploy and retire employees" as a percentage
of the total cost to perform the process group

(Percentage of internal cost to perform the process percent

group "redeploy and retire employees" allocated
to overhead*Internal cost to perform the process
group "redeploy and retire employees")/Total cost
to perform the process group "redeploy and retire
employees"

Personnel cost to perform the process group

"redeploy and retire employees" as a percentage
of the total cost to perform the process group

(Percentage of internal cost to perform the process percent

group "redeploy and retire employees" allocated
to personnel*Internal cost to perform the process
group "redeploy and retire employees")/Total cost
to perform the process group "redeploy and retire
employees"

Outsourced cost of the process group "redeploy

Outsourced cost to perform the process group
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

percent

Other cost to perform the process group "redeploy (Percentage of internal cost to perform the process percent
and retire employees" as a percentage of the total group "redeploy and retire employees" allocated
cost to perform the process group
to costs other than personnel, systems, and
overhead*Internal cost to perform the process
group "redeploy and retire employees")/Total cost
to perform the process group "redeploy and retire
employees"

Copyright 2016 APQC

577 of 687

Metric name
Systems cost to perform the process group
"redeploy and retire employees" as a percentage
of the total cost to perform the process group

Formula
Units
(Percentage of internal cost to perform the process percent
group "redeploy and retire employees" allocated
to 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"

inquiries received via digital communication
channels

Percentage of inquiries received for the process

group "redeploy and retire employees"
employees" through digital communication
channels

percent

Percentage of "redeploy and retire employees"

inquiries received via non-digital communication
channels

Percentage of inquiries received for the process

group "redeploy and retire employees"
employees" through non-digital communication
channels

percent

Percentage of "redeploy and retire employees"

inquiries received that are non-routine

Number of non-routine inquiries received monthly percent

for the process group "redeploy and retire
employees"/(Number of routine inquiries received
monthly for the process group "redeploy and retire
employees"+Number of non-routine inquiries
received monthly for the process group "redeploy
and retire employees")*100

Percentage of "redeploy and retire employees"

inquiries received that are routine

Number of routine inquiries received monthly for percent

the process group "redeploy and retire
employees"/(Number of routine inquiries received
monthly for the process group "redeploy and retire
employees"+Number of non-routine inquiries
received monthly for the process group "redeploy
and retire employees")*100

Percentage of "redeploy and retire employees"

inquiries received via face-to-face

Percentage of inquiries received monthly for the

process group "redeploy and retire" via face-toface interaction

Copyright 2016 APQC

percent

578 of 687

Metric name
Formula
Percentage of "redeploy and retire employees"
Percentage of inquiries received monthly for the
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

Units
percent

Percentage of "redeploy and retire employees"

Percentage of inquiries received monthly for the
process inquiries received via e-mail
process group "redeploy and retire" via e-mail
Percentage of "redeploy and retire employees"
Percentage of inquiries received monthly for the
process inquiries received via phone
process group "redeploy and retire" via phone
Overhead and other cost to perform the process
(Percentage of total cost to perform the process
group "Redeploy and retire employees" as a
group "redeploy and retire employees" allocated
percentage of the total cost to perform the process to internal costs * Percentage of internal costs of
group
the process group "Redeploy and retire
employees" allocated to overhead and other
costs) / 100

percent
percent
percent

Cycle time in days from identifying the need to

hire a new employee until new hire begins in the
agreed position

Cycle time in days from identifying the need to

days
hire a new employee to approval of job requisition
+ 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

Cycle time in days from job acceptance until new

hire begins in the agreed position

Cycle time in days from job offer acceptance until days

new hire begins in the agreed position, including
time for orientation and initial set-up

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
are still within your business entity
Percentage of operational worker/office staff new
hire retention after 12 months

Percentage of operational worker/office staff

percent
employees who joined in the past 12 months who
are still within your business entity

Percentage of senior management/executive new

hire retention after 12 months

Percentage of senior management/executive

percent
employees who joined in the past 12 months that
are still within your business entity

Copyright 2016 APQC

579 of 687

Metric name
Number of approved job requisitions per "recruit,
source, and select employees" FTE

Formula
Units
Annual number of job requisitions/ Number of FTEs job requisitions
who perform the process group "recruit, source,
and select employees"

Number of new hires as a percentage of approved

job requisitions
New employees as a percentage of total business
entity employees
Percentage of operational workers/office staff
positions filled by internal promotion for the past 3
years

(Total number of new hires / Annual number of job percent

requisitions) * 100
(Total number of new hires / Number of business
percent
entity employees) * 100
Percentage of management positions filled by
percent
internal promotion versus external recruitment for
operational worker/office staff employees for the
past three years

Total cost to perform the process "manage

(Percentage of total cost to perform the process
dollars
employee orientation and deployment" per $1,000 group "develop and counsel employees" allocated
revenue
to the process "manage employee orientation and
deployment" * 0.01 * Total cost to perform the
process group "develop and counsel
employees" ) / (Total business entity revenue *
0.001)
Total cost to perform the process "manage
employee orientation and deployment" per
business entity employee

(Percentage of total cost to perform the process

dollars
group "develop and counsel employees" allocated
to the process "manage employee orientation and
deployment" * 0.01 * Total cost to perform the
process group "develop and counsel
employees" ) / Number of business entity
employees

Cost to perform the process "manage employee

orientation and deployment" as a percentage of
the total cost to perform the process group
"develop and counsel employees"

Percentage of total cost to perform the process

percent
group "develop and counsel employees" allocated
to the process "manage employee orientation and
deployment"

Copyright 2016 APQC

580 of 687

Metric name
Total cost to perform the process "Manage
employee performance" per business entity
employee

Formula
Units
(Percentage of total cost to perform the process
dollars
group "develop and counsel employees" allocated
to the process "manage employee performance" *
0.01 * Total cost to perform the process group
"develop and counsel employees" ) / Number of
business entity employees

Total cost to perform the process "Manage

employee performance" per $1,000 revenue

(Percentage of total cost to perform the process

dollars
group "develop and counsel employees" allocated
to the process "manage employee performance" *
0.01 * Total cost to perform the process group
"develop and counsel employees" ) / (Total
business entity revenue * 0.001)

Cycle time in days for the formal performance

review process from start to finish for middle
management/specialists

Cycle time in days from start to finish for a formal days

performance review for a middle
management/specialist employee

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 Operational performance review for an operational
workers/office staff
worker/office staff employee
Cycle time in days for the formal performance
review process from start to finish for senior
management/executives

Cycle time in days from start to finish for a formal days

performance review for a senior
management/executive employee

Percentage of middle management/specialists that Percentage of middle management/specialist

receive a formal performance review
employees who receive a formal performance
review

percent

Percentage of operational workers/office staff that Percentage of operational worker/office staff

receive a formal performance review
employees who receive a formal performance
review

percent

Percentage of senior management/executives that Percentage of senior management/executive

receive a formal performance review
employees who receive a formal performance
review

percent

Copyright 2016 APQC

581 of 687

Metric name
Cost to perform the process "manage employee
performance" as a percentage of the total cost to
perform the process group "develop and counsel
employees"

Formula
Units
Percentage of total cost to perform the process
percent
group "develop and counsel employees" allocated
to the process "manage employee performance"

Total cost to perform the process "Manage

employee development" per $1,000 revenue

(Percentage of total cost to perform the process

dollars
group "develop and counsel employees" allocated
to the process "manage employee development" *
0.01 * Total cost to perform the process group
"develop and counsel employees" ) / (Total
business entity revenue * 0.001)

Total cost to perform the process "Manage

employee development" per business entity
employee

(Percentage of total cost to perform the process

dollars
group "develop and counsel employees" allocated
to the process "manage employee development" *
0.01 * Total cost to perform the process group
"develop and counsel employees" ) / Number of
business entity employees

Cost to perform the process "manage employee

Percentage of total cost to perform the process
percent
development" as a percentage of the total cost to group "develop and counsel employees" allocated
perform the process group "develop and counsel to the process "manage employee development"
employees"
Total cost to perform the process "Develop and
train employees" per business entity employee

Total cost to perform the process "Develop and

train employees" / Number of business entity
employees

Total cost to perform the process "Develop and

train employees" per $1,000 revenue

Total cost to perform the process "Develop and

dollars
train employees" / (Total business entity revenue
* 0.001)

Copyright 2016 APQC

dollars

582 of 687

Metric name
Personnel cost to perform the process "develop
and train employees" per $1,000 revenue

Formula
Units
(Percentage of internal cost of the process
dollars
"Develop and train employees" allocated to
personnel cost * Percentage of total cost of the
process "Develop and train employees" allocated
to internal cost * Total cost to perform the process
"Develop and train employees" * 0.0001) / (Total
business entity revenue * 0.001)

Personnel cost to perform the process "Develop

and train employees" per business entity
employee

(Percentage of internal cost of the process

dollars
"Develop and train employees" allocated to
personnel cost * Percentage of total cost of the
process "Develop and train employees" allocated
to internal cost * Total cost to perform the process
"Develop and train employees" * 0.0001) /
Number of business entity employees

Internal cost to perform learning administration

activities per $1,000 revenue
Internal cost to perform learning administration
activities per business entity employee
Learning budget per business entity employee

Internal cost for learning administration / (Total

dollars
business entity revenue * 0.0010)
Internal cost for learning administration/ Number dollars
of business entity employees
Budget for learning for the process group "develop dollars
and counsel-learning only"/Number of business
entity employees

Average time in days to close an identified skill or Cycle time in days to close an identified skill or
capability gap through training for an operational capability gap through training for an operational
workers/office staff employee
worker/office staff employee

days

Average time in days to close an identified skill or Cycle time in days to close an identified skill or
capability gap through training for a middle
capability gap through training for a middle
management/specialists employee
management/specialist employee

days

Average time in days to close an identified skill or Cycle time in days to close an identified skill or
capability gap through training for a senior
capability gap through training for a senior
management/executives employee
management/executive

days

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

Copyright 2016 APQC

583 of 687

Metric name
Formula
Units
Percentage of middle management/specialists who Percentage of middle management/specialists who percent
attended management development programs
attend management development programs
Percentage of operational staff/office staff who
attended management development programs

Percentage of operational worker/office staff who

attend management development programs

percent

Percentage of CEO and senior leadership time

spent on leadership development
Number of FTEs that perform learning
administration activities per $1 billion revenue

Percentage of CEO and senior leadership time put percent

toward leadership development
Number of FTEs who perform learning
FTEs
administrative activities (exclude the activities for
processing and distributing payments) / (Total
business entity revenue*.000000001)

Percentage of senior management/executives who Percentage of senior management/executives who percent

attend management development programs
attend management development programs
Number of FTEs that perform the process "develop Number of FTEs who perform the process "Develop FTEs
and train employees" per $1 billion revenue
and train employees" / (Total business entity
revenue * .000000001)
Hours spent developing new classroom training
content per trainee

Number of hours for developing classroom training hours

/ Number of employees who attend classroom
training

Hours spent developing new e-learning training

content per trainee

Number of hours for developing e-learning training hours

/ Number of employees who attend e-learning
training

Number of business entity employees per FTE in

learning administration

Number of business entity employees / Number of employees

FTEs who perform learning administrative
activities (exclude the activities for processing and
distributing payments)

Number of business entity employees per

"Develop and train employees" FTE

Number of business entity employees / Number of employees

FTEs who perform the process "Develop and train
employees"

Number of learning days per employee

Number of days dedicated to formal learning per

employee

Copyright 2016 APQC

days

584 of 687

Metric name
Number of learning days per middle
management/specialists employee
Number of learning days per operational
workers/office staff employee
Number of learning days per senior
management/executive employee

Formula
Number of days dedicated to formal learning per
middle management/specialist employee
Number of days dedicated to formal learning per
operational worker/office staff employee
Number of days per employee dedicated to
learning for senior management/executive
employees

Units

Cost to perform the process "develop and train

employees" as a percentage of the total cost to
perform the process group "develop and counsel
employees"

Percentage of total cost to perform the process

percent
group "develop and counsel employees" allocated
to the process "develop and train employees"

days
days
days

Personnel cost to perform the process "Develop

Percentage of internal cost of the process
percent
and train employees" as a percentage of the total "Develop and train employees" allocated to
cost to perform the process
personnel cost * 0.01 * Percentage of total cost of
the process "Develop and train employees"
allocated to internal cost
Systems cost to perform the process "Develop and Percentage of internal cost of the process
train employees" as a percentage of the total cost "Develop and train employees" allocated to
to perform the process
systems cost * 0.01 * Percentage of total cost of
the process "Develop and train employees"
allocated to internal cost

percent

Overhead and other costs to perform the process Percentage of internal cost of the process
"Develop and train employees" as a percentage of "Develop and train employees" allocated to
the total cost to perform the process
overhead and other costs * 0.01 * Percentage of
total cost of the process "Develop and train
employees" allocated to internal cost

percent

Outsourced cost of the process "Develop and train Percentage of total cost of the process "Develop
employees" as a percentage of the total cost to
and train employees" allocated to external cost
perform the process

percent

Percentage of learning days delivered using

computer based training

percent

Copyright 2016 APQC

Percentage of per-employee learning days

delivered using computer based training

585 of 687

Metric name
Formula
Percentage of learning days delivered using
Percentage of per-employee learning days
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

Units
percent

Percentage of training programs developed

externally
Percentage of training programs developed
internally
Percentage of training programs developed
through other channels
Percentage of training programs developed
through partnerships with external specialists
Percentage of learning days delivered using
classroom instruction provided by your
organization

percent

Percentage of training programs developed

externally
Percentage of training programs developed
internally
Percentage of training programs developed
through other channels
Percentage of training programs developed
through partnerships with external specialists
Percentage of learning days delivered through
classroom instruction provided by your
organization

percent
percent
percent
percent

Percentage of learning days delivered using

Percentage of learning days delivered through
percent
computer-based training (self-instruction) installed computer-based training (self-instruction) installed
from CD-ROM
from CD-ROM
Percentage of learning days delivered using
computer-based training (self-instruction)
delivered over the Web (either directly or
downloaded)
Percentage of learning days delivered
correspondence courses
Percentage of learning days delivered
learning (interactive)
Percentage of learning days delivered
external classroom instruction
Percentage of learning days delivered
the-job training
Percentage of learning days delivered
methods

Copyright 2016 APQC

using
using
using
using
using

Percentage of learning days delivered through a

percent
computer-based training (self-instruction) over the
web (either directly or downloaded)
Percentage of learning days delivered through
correspondence courses
ePercentage of learning days delivered through elearning (interactive)
Percentage of learning days delivered through
external classroom instruction
onPercentage of per-employee learning days
delivered using on-the-job training
other Percentage of learning days delivered through
other types of training methods

percent
percent
percent
percent
percent

586 of 687

Metric name
Percentage of learning days delivered using
streaming video
Percentage of learning days delivered using
virtual, classroom-based training delivered online

Formula
Percentage of learning days delivered through
streaming video
Percentage of learning days delivered through a
virtual or classroom-based training online

Units
percent

Average agent salary

Average agent salary

dollars

Percentage of senior management/executive

salary that is performance-related pay

Percentage of salaries for all senior

management/executive employees that is
performance-related pay

percent

Percentage of operational workers/office staff

salary that is performance-related pay

Percentage of salaries for all operational

percent
worker/office staff employees that is performancerelated pay

Percentage of middle management/specialist

salary that is performance-related pay

Percentage of salaries for all middle

management/specialist employees that is
performance-related pay

Internal cost to perform payroll administration

activities per $1,000 revenue
Internal cost to perform payroll administration
activities per business entity employee
Number of FTEs that perform payroll
administration activities per $1 billion revenue

Internal cost for payroll administration / (Total

dollars
business entity revenue * 0.0010)
Internal cost for payroll administration/Number of dollars
business entity employees
Number of FTEs who perform payroll
FTEs
administrative activities (exclude the activities for
processing and distributing payments) / (Total
business entity revenue*.000000001)

Number of business entity employees per FTE in

payroll administration

Number of business entity employees / Number of employees

FTEs who perform payroll administrative activities
(exclude the activities for processing and
distributing payments)

Total expatriation cost as a percentage of total

cost of continuing operations
Total relocation expenses as a percentage of total
cost of continuing operations

(Total expenditure for expatriation / Total costs of

continuing operations)*100
(Total cost of relocation expenses paid to
employees / Total costs of continuing
operations)*100

Copyright 2016 APQC

percent

percent

percent
percent

587 of 687

Metric name
Total expenditure for repatriation as a percentage
of total cost of continuing operations
Cycle time in days for processing an employee's
retirement
Cycle time in days from identification of need for
expatriation to date of transfer

Formula
Units
(Total expenditure for repatriation / Total costs of percent
continuing operations)*100
Cycle time in days to process an employee's
days
retirement
Cycle time in days to process an expatriation from days
identification of need for expatriation to date of
transfer

Cycle time in days from identification of need for

repatriation to date of transfer

Cycle time in days to process a repatriation from

identification of need for repatriation to date of
transfer

days

Cycle time in days from receipt of leave of

absence request to confirmation of approval/nonapproval issued to employee

Cycle time in days from request for leave of

absence to confirmation of absence to employee

days

Cycle time in days from request for internal

transfer to completion of transfer
Agent involuntary attrition rate

Cycle time in days for the internal transfer process days

Agent involuntary attrition rate

percent

Agent voluntary attrition rate

Agent voluntary attrition rate

percent

Percentage of business entity employees that

were redeployed for reasons other than filling a
vacancy

Percentage of employees redeployed for reasons

other than filling a vacancy

percent

Involuntary terminations as a percentage of total

business entity employees

(Number of involuntary employee

terminations/Number of business entity
employees)*100

percent

Middle management/specialists involuntary

terminations as a percentage of total involuntary
terminations

(Number of involuntary employee terminations for percent

middle management/specialist employees /
Number of involuntary employee
terminations)*100

Operational workers/office staff involuntary

terminations as a percentage of total involuntary
terminations

(Number of involuntary employee terminations for percent

operational worker/office staff employees /
Number of involuntary employee
terminations)*100

Copyright 2016 APQC

588 of 687

Metric name
Senior management/executives involuntary
terminations as a percentage of total involuntary
terminations

Formula
(Number of involuntary senior
management/executive employee terminations /
Number of involuntary employee
terminations)*100

Units
percent

Voluntary terminations as a percentage of total

business entity employees

(Number of voluntary employee

terminations/Number of business entity
employees)*100

percent

Employee turnover rate

((Number of voluntary employee

terminations+Number of involuntary employee
terminations)/Number of business entity
employees)*100

percent

Operational workers/office staff voluntary

terminations as a percentage of total voluntary
terminations

(Number of voluntary employee terminations for

percent
operational worker/office staff employees /
Number of voluntary employee terminations)*100

Percentage of the work force that are expatriates

Senior management/executives voluntary
terminations as a percentage of total voluntary
terminations

Percentage of business entity's work force that are percent

expatriates
(Number of voluntary senior
percent
management/executive employee terminations /
Number of voluntary employee terminations)*100

Middle management/specialists voluntary

terminations as a percentage of total voluntary
terminations

(Number of voluntary employee terminations for

percent
middle management/specialist employees /
Number of voluntary employee terminations)*100

Percentage of vacancies filled by internal

candidates for middle management/specialists

(Number of middle management/specialist

percent
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100

Percentage of vacancies filled by internal

candidates for operational workers/office staff

(Number of operational worker/office staff

percent
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100

Copyright 2016 APQC

589 of 687

Metric name
Percentage of vacancies filled by internal
candidates for senior management/executives

Formula
Units
(Number of senior management/executive
percent
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100

Employees relocated within a country as a

percentage of total business entity employees

(Number of employees relocated within your

country / Number of business entity
employees)*100

percent

Percentage of total vacancies filled by internal

candidates
Average time in days to fulfill an ad hoc
information request

Percentage of vacancies at your business entity

that are filled by internal candidates
Cycle time in days for the function "develop and
manage human capital" to fulfill an ad hoc
information request

percent

Response time in hours for non-routine "manage

employee information" inquiries

Response time in hours for a non-routine inquiry

for the process group "manage employee
information"

hours

Response time in hours for routine "manage

employee information" inquiries

Response time in hours for a routine inquiry for

the process group "manage employee
information"

hours

Number of monthly routine "manage employee

information" inquiries per business entity
employee

Number of routine inquiries received monthly for

the process group "manage employee
information" / Number of business entity
employees

inquiries

Number of monthly non-routine "manage

employee information" inquiries per business
entity employee

Number of non-routine inquiries received monthly inquiries

for the process group "manage employee
information" / Number of business entity
employees

Copyright 2016 APQC

days

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Metric name
Percentage of "manage employee information"
inquiries received that are non-routine

Formula
Units
Number of non-routine inquiries received monthly percent
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"

inquiries received that are routine

Number of routine inquiries received monthly for percent

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"

inquiries received via channels other than e-mail,
phone, and face-to-face

Percentage of inquiries received monthly for the

percent
process group "manage employee information" via
channels other than e-mail, phone, and face-toface interaction

Percentage of "manage employee information"

inquiries received via digital communication
channels

Percentage of inquiries received for the process

group "manage employee information"
employees" through digital communication
channels

Percentage of "manage employee information"

inquiries received via e-mail

Percentage of inquiries received monthly for the

percent
process group "manage employee information" via
e-mail

Percentage of "manage employee information"

inquiries received via face-to-face

Percentage of inquiries received monthly for the

percent
process group "manage employee information" via
face-to-face interaction

Copyright 2016 APQC

percent

591 of 687

Metric name
Percentage of "manage employee information"
inquiries received via non-digital communication
channels

Formula
Percentage of inquiries received for the process
group "manage employee information"
employees" through non-digital communication
channels

Percentage of "manage employee information"

inquiries received via phone

Percentage of inquiries received monthly for the

percent
process group "manage employee information" via
phone

Cycle time in days required to resolve an

employee grievance
Total cost of the process group "manage the
business of IT", excluding
depreciation/amortization, per $1,000 revenue

Cycle time in days to resolve an employee

days
grievance
(Total annual IT cost (excluding
Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"manage the business of IT" *.0001) / (Total
business entity revenue * 0.0010)

Other cost of the process group "manage the

business of information technology", including
depreciation/amortization, per $100,000 revenue

Costs other than personnel, systems, overhead,

and outsourced to perform the process group
"manage the business of IT" / (Total business
entity revenue * 0.000010)

dollars

Other cost of the process group "manage business Costs other than personnel, systems, overhead,
resiliency and risk", including
and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "manage business resiliency and risk" / (Total
business entity revenue * 0.000010)

dollars

Outsourced cost of the process group "manage

business resiliency and risk", including
depreciation/amortization, per $100,000 revenue

dollars

Copyright 2016 APQC

Outsourced cost to perform the process group

"manage business resiliency and risk" / (Total
business entity revenue * 0.000010)

Units
percent

592 of 687

Metric name
Formula
Outsourced cost of the process group "manage the Outsourced cost to perform the process group
business of information technology", including
"manage the business of IT" / (Total business
depreciation/amortization, per $100,000 revenue entity revenue * 0.000010)

Units
dollars

Overhead cost to perform the process group

Overhead cost to perform the process group
dollars
"manage the business of information technology", "manage the business of information technology" /
including depreciation/amortization, per $100,000 (Total business entity revenue * 0.000010)
revenue
Overhead cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $100,000 revenue

Overhead cost to perform the process group

"manage business resiliency and risk" / (Total
business entity revenue * 0.000010)

dollars

Systems cost to perform the process group

Systems cost to perform the process group
dollars
"manage the business of information technology", "manage the business of information technology" /
including depreciation/amortization, per $100,000 (Total business entity revenue * 0.000010)
revenue
Systems cost of the process group "manage
business resiliency and risk", including
depreciation/amortization, per $100,000 revenue

Systems cost to perform the process group

"manage business resiliency and risk" / (Total
business entity revenue * 0.000010)

dollars

Personnel cost of the process group "manage the

business of information technology", including
depreciation/amortization, per $1,000 revenue

Personnel cost to perform the process group

"manage the business of IT" / (Total business
entity revenue * 0.0010)

dollars

Personnel cost of the process group "manage

business resiliency and risk", including
depreciation/amortization, per $1,000 revenue

Personnel cost to perform the process group

"manage business resiliency and risk" / (Total
business entity revenue * 0.0010)

dollars

Total cost to perform the process "manage the

business of IT", including
depreciation/amortization, per $1,000 revenue

Total cost to perform the process group "manage dollars

the business of IT" / (Total business entity revenue
* 0.0010)

Total cost to perform the process "manage

business resiliency and risk", including
depreciation/amortization, per $1,000 revenue

Total cost to perform the process group "manage

business resiliency and risk" / (Total business
entity revenue * 0.0010)

Copyright 2016 APQC

dollars

593 of 687

Metric name
Formula
Units
Time in months to respond to major business shifts Time in months to respond to a major business
months
shift
Time in weeks to close an identified IT skill or
Time in weeks to close an identified IT skill or
weeks
capability gap
capability gap
Number of IT FTEs for the process group "manage (Number of FTEs who perform the function
FTEs
the business of information technology" per $1
"manage information technology" * Percentage of
billion revenue
IT FTEs performing the process area "manage the
business of IT" *.01) / (Total business entity
revenue * 0.0000000010)
Level of FTE experience in years for the process
group "manage business resiliency and risk"

Average level of experience in years for FTEs who years

perform the process group "manage business
resiliency and risk"

Level of FTE experience in years for the process

group "manage the business of information
technology"

Average level of experience in years for FTEs who years

perform the process group "manage the business
of IT"

Average number of hours per year of technical

training per IT (or service line) employee
supporting product development

Hours of training per employee supporting product hours per year

development

Percentage of total IT cost, excluding

depreciation/amortization, allocated to process
group "manage the business of information
technology"

Percentage of IT operating cost (excluding

depreciation/amortization) dedicated to process
"manage the business of IT"

Percent

Percentage of business entity IT FTEs who perform Percentage of IT FTEs performing the process area percent
the process group "manage the business of
"manage the business of IT"
information technology"
Percentage of total IT cost, including
depreciation/amortization, allocated to process
group "manage business resiliency and risk"

Copyright 2016 APQC

Percentage of IT cost allocated to the process

group "manage business resiliency and risk"

percent

594 of 687

Metric name
Percentage of total IT cost, including
depreciation/amortization, allocated to process
group "manage the business of information
technology"

Percentage of IT work force to be newly hired

within 1 year
Percentage of IT work force to be replaced for
other reasons within 1 year
Percentage of IT work force to retire within 1 year

Formula
Units
(Total cost to perform the process group "manage percent
the business of IT" / (Total cost to perform the
process group "manage the business of IT" + Total
cost to perform the process group "develop and
manage IT customer relationships" + Total cost to
perform the process group "manage business
resiliency and risk" + Total cost to perform the
process group "manage IT knowledge" + Total cost
to perform the process "develop information and
content management strategies" + Total cost to
perform the process "define the enterprise
information architecture" + Total cost to perform
the process "manage information resources" +
Total cost to perform the process "perform
enterprise data and content management" + Total
cost to perform the process "develop and maintain
information technology solutions" + Total cost to
perform the process group "deploy IT solutions" +
Total cost to perform the process group "deliver
and support IT service")) * 100

Percentage of IT workforce expected to be newly

hired within 1 year
Percentage of IT workforce expected to be
replaced for other reasons within 1 year
Percentage of IT workforce expected to retire
within 1 year
Percentage of IT budget, including
(IT budget allocated to the process group "manage
depreciation/amortization, allocated to the process business resiliency and risk" / IT budget for the
group "manage business resiliency and risk"
past year) * 100.0

Copyright 2016 APQC

percent
percent
percent
percent

595 of 687

Metric name
Formula
Units
Percentage of IT budget, including
(IT budget allocated to the process group "manage percent
depreciation/amortization, allocated to the process the business of information technology" / IT
group "manage the business of information
budget for the past year) * 100.0
technology"
Total cost of the process group "develop and
manage IT customer relationships", excluding
depreciation/amortization, per $1,000 revenue

(Total annual IT cost (excluding

Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"develop and manage IT customer relationships"
*.0001) / (Total business entity revenue * 0.0010)

Total cost to perform the process group "develop Total cost to perform the process group "develop
and manage IT customer relationships", including and manage IT customer relationships" / (Total
depreciation/amortization, per $1,000 revenue
business entity revenue * 0.0010)
Personnel cost of the process group "develop and
manage IT customer relationships", including
depreciation/amortization, per $1,000 revenue

dollars

Personnel cost to perform the process group

dollars
"develop and manage IT customer relationships" /
(Total business entity revenue * 0.0010)

Systems cost to perform the process group

Systems cost to perform the process group
dollars
"develop and manage IT customer relationships", "develop and manage IT customer relationships" /
including depreciation/amortization, per $100,000 (Total business entity revenue * 0.000010)
revenue
Outsourced cost of the process group "develop
Outsourced cost to perform the process group
dollars
and manage information technology customer
"develop and manage IT customer relationships" /
relationships", including depreciation/amortization, (Total business entity revenue * 0.000010)
per $100,000 revenue

Copyright 2016 APQC

596 of 687

Metric name
Overhead cost of the process group "develop and
manage IT customer relationships", including
depreciation/amortization, per $100,000 revenue

Formula
Units
Overhead cost to perform the process group
dollars
"develop and manage IT customer relationships" /
(Total business entity revenue * 0.000010)

Other cost of the process group "develop and

Costs other than personnel, systems, overhead,
dollars
manage information technology customer
and outsourced to perform the process group
relationships", including depreciation/amortization, "develop and manage IT customer relationships" /
per $100,000 revenue
(Total business entity revenue * 0.000010)
Level of FTE experience in years for the process
group "develop and manage information
technology customer relationships"

Average level of experience in years for FTEs who years

perform the process group "develop and manage
IT customer relationships"

Number of IT FTEs that perform the process group (Number of FTEs who perform the function
FTEs
"develop and manage information technology
"manage information technology" * Percentage of
customer relationships" per $1 billion revenue
IT FTEs performing the process area "Develop and
manage IT customer relationships" *.01) / (Total
business entity revenue * 0.0000000010)
Percentage of IT budget, including
(IT budget allocated to the process group "develop percent
depreciation/amortization, allocated to the process and manage IT customer relationships" / IT budget
group "develop and manage IT customer
for the past year) * 100.0
relationships"

Copyright 2016 APQC

597 of 687

Metric name
Percentage of total IT cost, including
depreciation/amortization, allocated to process
group "develop and manage IT customer
relationships"

Formula
Units
(Total cost to perform the process group "develop percent
and manage IT customer relationships" / (Total
cost to perform the process group "manage the
business of IT" + Total cost to perform the process
group "develop and manage IT customer
relationships" + Total cost to perform the process
group "manage business resiliency and risk" +
Total cost to perform the process group "manage
IT knowledge" + Total cost to perform the process
"develop information and content management
strategies" + Total cost to perform the process
"define the enterprise information architecture" +
Total cost to perform the process "manage
information resources" + Total cost to perform the
process "perform enterprise data and content
management" + Total cost to perform the process
"develop and maintain information technology
solutions" + Total cost to perform the process
group "deploy IT solutions" + Total cost to perform
the process group "deliver and support IT
service")) * 100

Percentage of business entity IT FTEs who perform Percentage of IT FTEs performing the process area percent
the process group "develop and manage it
"Develop and manage IT customer relationships"
customer relationships"
Percentage of total IT cost, excluding
depreciation/amortization, allocated to process
group "develop and manage IT customer
relationships"

Percentage of IT operating cost (excluding

depreciation/amortization) dedicated to process
"develop and manage IT customer relationships"

Percent

Solutions planning horizon

Planning horizon in years for IT solutions aligned

with organizational strategy

years

Copyright 2016 APQC

598 of 687

Metric name
Total IT budget to perform the process "evaluate
and communicate IT business value and
performance" in support of product development,
including depreciation/amortization, per $1,000 of
revenue

Formula
(IT budget dedicated to supporting product
development*Percentage of the IT budget
dedicated to "evaluate and communicate IT
business value and performance"*0.01) / (Total
business entity revenue* 0.0010)

Average percentage of planned return on

investment (ROI) that was achieved for: Level 5
solutions

Average ROI for level-5 solutions

percent

Average percentage of planned return on

investment (ROI) that was achieved for: all other
solutions other than Level 5

Average ROI for non-level-5 solutions

percent

Average solution impact ratio for: Level 5 solutions Average IT solution impact for Level 5 solutions

Units
dollars

benefit to cost

Average solution impact ratio for: all other

solutions other than Level 5
Number of IT FTEs for the process "Evaluate and
communicate IT business value and performance"
per $1 billion revenue

Average IT solution impact for non-Level 5

benefit to cost
solutions
Number of IT FTEs supporting the process
FTEs
"evaluate and communicate IT business value and
performance" / (Total business entity revenue *
0.000000001)

Total IT budget to perform the process "develop IT

services and solutions strategy" in support of
product development, including
depreciation/amortization, per $1,000 of revenue

(IT budget dedicated to supporting product

development*Percentage of the IT budget
dedicated to "develop IT services and solutions
strategy"*0.01) / (Total business entity revenue*
0.0010)

dollars

Average cycle time from identification of demand

to disposition for: Level 5 solutions
Average cycle time from identification of demand
to disposition for: all other Levels other than Level
5

Cycle time from lead identification to hand-off for

Level 5 solutions
Cycle time from lead identification to hand-off for
non-Level 5 solutions

days

Solutions capture rate for: Level 5 solutions

Level 5 solutions provided for and accepted by the percent

customer as a percentage of total potential
solutions

Copyright 2016 APQC

days

599 of 687

Metric name
Formula
Units
Solutions capture rate for:all other solutions other Non-Level 5 solutions provided for and accepted
percent
than Level 5
by the customer as a percentage of total potential
solutions
Percentage of solutions provided that are directly
meeting IT strategy
Percentage of solutions provided that are for
repeat customers
Number of IT FTEs for the process "Develop IT
services and solutions strategy" per $1 billion
revenue

Percentage of solutions meeting IT strategy

percent

Percentage of solutions for repeat customers

percent

Number of IT FTEs supporting the process

"develop IT services and solutions strategy" /
(Total business entity revenue * 0.000000001)

FTEs

Total IT budget to perform the process "manage IT

customer satisfaction" in support of product
development, including depreciation/amortization,
per $1,000 of revenue

(IT budget dedicated to supporting product

development*Percentage of the IT budget
dedicated to "manage IT customer
satisfaction"*0.01) / (Total business entity
revenue* 0.0010)

dollars

Net Promoter Score (NPS)

NPS for IT solutions

percent

Percent on-time performance for: Level 5 solutions Percentage of IT solutions meeting schedule for
Level 5 solutions
Percent on-time performance for: all other
Percentage of IT solutions meeting schedule for
solutions other than Level 5
non-Level 5 solutions
Number of IT FTEs for the process "Manage IT
Number of IT FTEs supporting the process
customer satisfaction" per $1 billion revenue
"manage IT customer satisfaction" / (Total
business entity revenue * 0.000000001)

Copyright 2016 APQC

percent
percent
FTEs

600 of 687

Metric name
Personnel cost to perform the process group
"perform planning and management accounting"
per $1,000 revenue

Copyright 2016 APQC

Formula
Units
((Percentage of internal costs of the process
dollars
"planning, budgeting, and forecasting" allocated to
personnel costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * .0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") + (Percentage of
internal costs of the processes "perform cost
accounting and control" and "perform cost
management" allocated to personnel costs *
Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to internal costs * .0001 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
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
process "evaluate and manage financial
performance")) / (Total business entity revenue * .
001)

601 of 687

Metric name
Personnel cost to perform the process group
"perform planning and management accounting"
per process group FTE

Copyright 2016 APQC

Formula
Units
((Percentage of internal costs of the process
dollars
"planning, budgeting, and forecasting" allocated to
personnel costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * .0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") + (Percentage of
internal costs of the processes "perform cost
accounting and control" and "perform cost
management" allocated to personnel costs *
Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to internal costs * .0001 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
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
process "evaluate and manage financial
performance")) / (Number of FTEs who perform the
process "perform planning/budgeting/forecasting"
+ Number of FTEs who perform the processes
"perform cost accounting and control" and
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance")

602 of 687

Metric name
Systems cost to perform the process group
"perform planning and management accounting"
per $100,000 revenue

Formula
Units
((Percentage of internal costs of the process
dollars
"planning, budgeting, and forecasting" allocated to
systems 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 cost of the processes "perform cost
accounting and control" and "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 * .0001 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of internal costs of
the process "evaluate and manage financial
performance" allocated to systems costs *
Percentage of total cost of the process "evaluate
and manage financial performance" allocated to
internal costs * .0001 * Total cost to perform the
process "evaluate and manage financial
performance")) / (Total business entity revenue * .
00001)

Total cost to perform the process group "perform

planning and management accounting" per
$1,000 revenue

(Total cost to perform the process "perform

planning/budgeting/forecasting" + Total cost to
perform the processes "perform cost accounting
and control" and "perform cost management" +
Total cost to perform the process "evaluate and
manage financial performance") / (Total business
entity revenue * .001)

Copyright 2016 APQC

dollars

603 of 687

Metric name
Total cost to perform the process group "perform
planning and management accounting" per
process group FTE

Copyright 2016 APQC

Formula
Units
(Total cost to perform the process "perform
dollars
planning/budgeting/forecasting" + Total cost to
perform the processes "perform cost accounting
and control" and "perform cost management" +
Total cost to perform the process "evaluate and
manage financial performance") / (Number of FTEs
who perform the process "perform
planning/budgeting/forecasting" + Number of FTEs
who perform the processes "perform cost
accounting and control" and "perform cost
management" + Number of FTEs who perform the
process "evaluate and manage financial
performance")

604 of 687

Metric name
Total internal cost to perform the process group
"perform planning and management accounting"
per process group FTE

Copyright 2016 APQC

Formula
Units
((Percentage of total cost of the process "planning, dollars
budgeting, and forecasting" allocated to internal
costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to internal costs * .01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of total cost of the
process "evaluate and manage financial
performance" allocated to internal costs * .01 *
Total cost to perform the process "evaluate and
manage financial performance")) / (Number of
FTEs who perform the process "perform
planning/budgeting/forecasting" + Number of FTEs
who perform the processes "perform cost
accounting and control" and "perform cost
management" + Number of FTEs who perform the
process "evaluate and manage financial
performance")

605 of 687

Metric name
Outsourced cost to perform the process group
"perform planning and management accounting"
per $1,000 revenue

Copyright 2016 APQC

Formula
Units
((Percentage of total cost of the process "planning, dollars
budgeting, and forecasting" allocated to external
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
entity revenue * .001)

606 of 687

Metric name
Overhead and other cost to perform the process
group "perform planning and management
accounting" per $100,000 revenue

Copyright 2016 APQC

Formula
Units
((Percentage of internal costs of the process
dollars
"planning, budgeting, and forecasting" allocated to
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
accounting and control" and "perform cost
management" allocated to overhead and other
costs * Percentage of total cost of the process
"perform cost accounting and control" and
"perform cost management" allocated to internal
costs * .0001 * Total cost to perform the processes
"perform cost accounting and control" and
"perform cost management") + (Percentage of
internal costs of the process "evaluate and
manage financial performance" allocated to
overhead and other costs * Percentage of total
cost of the process "evaluate and manage
financial performance" allocated to internal costs *
.0001 * Total cost to perform the process "evaluate
and manage financial performance")) / (Total
business entity revenue * .00001)

607 of 687

Metric name
Formula
Units
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 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") / Number of FTEs who perform the
processes "perform cost accounting and control"
and "perform cost management"
Overhead and other costs to perform the process
"perform cost accounting and control" and
"perform cost management" per $100,000
revenue

(Percentage of internal costs of the processes

dollars
"perform cost accounting and control" and
"perform cost management" allocated to overhead
and other costs * Percentage of total cost of the
process "perform cost accounting and control" and
"perform cost management" allocated to internal
costs * 0.0001 * Total cost to perform the
processes "perform cost accounting and control"
and "perform cost management") / (Total business
entity revenue * 0.00001)

Systems cost to perform the processes "perform

cost accounting and control" and "perform cost
management" per $100,000 revenue

(Percentage of internal cost of the processes

dollars
"perform cost accounting and control" and
"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
entity revenue * 0.00001)

Copyright 2016 APQC

608 of 687

Metric name
Outsourced cost to perform the processes
"perform cost accounting and control" and
"perform cost management" per $1,000 revenue

Formula
Units
(Percentage of total cost of the process "perform dollars
cost accounting and control" and "perform cost
management" allocated to external costs * 0.01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") / (Total business entity revenue *
0.001)

Personnel cost to perform the processes "perform (Percentage of internal costs of the processes
dollars
cost accounting and control" and "perform cost
"perform cost accounting and control" and
management" per process FTE
"perform cost management" allocated to
personnel costs * Percentage of total cost of the
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") / Number of
FTEs who perform the processes "perform cost
accounting and control" and "perform cost
management"
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes
dollars
cost accounting and control" and "perform cost
"perform cost accounting and control" and
management" per $1,000 revenue
"perform cost management" allocated to
personnel 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
entity revenue * 0.001)

Copyright 2016 APQC

609 of 687

Metric name
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management" per $1,000 revenue

Formula
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management" / (Total business entity revenue *
0.001)

Total cost to perform the processes "perform cost

accounting and control" and "perform cost
management" per process FTE

Total cost to perform the processes "perform cost

accounting and control" and "perform cost
management" / Number of FTEs who perform the
processes "perform cost accounting and control"
and "perform cost management"

Units
dollars

dollars

Number of FTEs that perform the processes

Number of FTEs who perform the processes
"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)

FTEs

Number of FTEs that perform the process group

"perform planning and management accounting"
per $1 billion revenue

FTEs

(Number of FTEs who perform the process

"perform planning/budgeting/forecasting" +
Number of FTEs who perform the processes
"perform cost accounting and control" and
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance") / (Total business entity
revenue * .000000001)

Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
to the process group "perform planning and
"perform planning/budgeting/forecasting" +
management accounting"
Number of FTEs who perform the processes
"perform cost accounting and control" and
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance") / Number of FTEs who
perform the function "manage financial
resources") * 100

Copyright 2016 APQC

percent

610 of 687

Metric name
Total cost to perform the order to invoice
processes per $1,000 revenue

Formula
(Total cost to perform the process "process
customer credit" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "invoice customer") / (Total
business entity revenue * .0010)

Units

Total cost to perform the process group "perform

revenue accounting" per $1,000 revenue

(Total cost to perform the process "process

dollars
customer credit" + Total cost to perform the
process "invoice customer" + Total cost to perform
the process "process accounts receivable (AR)" +
Total cost to perform the process "manage and
process adjustments/deductions" + Total cost to
perform the process "manage and process
collections") / (Total business entity revenue *
0.001)

Number of FTEs that perform the processes

"manage and process accounts receivable",
"manage and process collections", and "manage
and process adjustments/deductions" per $1
billion revenue

(Number of FTEs who perform the process

"process accounts receivable (AR)" + Number of
FTEs who perform the process "manage and
process collections" + Number of FTEs who
perform the process "manage and process
adjustments/deductions") / (Total business entity
revenue * .000000001)

dollars

FTEs

Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
percent
to the processes "manage sales orders", "process "manage sales orders" + Number of FTEs who
customer credit", and "invoice customer"
perform the process "process customer credit" +
Number of FTEs who perform the process "invoice
customer") / Number of FTEs who perform the
function "manage financial resources") * 100
Percentage of customer accounts that are active
customers

Copyright 2016 APQC

(Number of active customers in customer master percent

file / Number of customers in the customer master
file) * 100.0

611 of 687

Metric name
Personnel cost to perform the process group
"Perform general accounting and reporting" per
process group FTE

Copyright 2016 APQC

Formula
Units
((Total cost to perform the process "manage
dollars
policies and procedures" * Percentage of total cost
of the process "Manage policies and procedures"
allocated to internal cost * Percentage of internal
cost of the process "Manage policies and
procedures" allocated to personnel cost * .0001)
+ (Total cost to perform the process "perform
general accounting" * Percentage of total cost of
the process "Perform general accounting"
allocated to internal cost * Percentage of internal
cost of the process "Perform general accounting"
allocated to personnel cost * .0001) + Personnel
cost to perform the process "perform fixed-asset
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
cost of the process "Perform financial reporting"
allocated to internal cost * Percentage of internal
cost of the process "Perform financial reporting"
allocated to personnel cost * .0001)) / (Number of
FTEs who perform the process "manage policies
and procedures" (general accounting and
reporting) + Number of FTEs who perform the
process "perform general accounting" + Number
of FTEs who perform the process "perform fixedasset accounting" + Number of FTEs who perform
the process "perform financial reporting")

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Metric name
Personnel cost to perform the process group
"perform general accounting and reporting" per
$1,000 revenue

Formula
Units
((Total cost to perform the process "manage
dollars
policies and procedures" * Percentage of total cost
of the process "Manage policies and procedures"
allocated to internal cost * Percentage of internal
cost of the process "Manage policies and
procedures" allocated to personnel cost * .0001)
+ (Total cost to perform the process "perform
general accounting" * Percentage of total cost of
the process "Perform general accounting"
allocated to internal cost * Percentage of internal
cost of the process "Perform general accounting"
allocated to personnel cost * .0001) + Personnel
cost to perform the process "perform fixed-asset
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
cost of the process "Perform financial reporting"
allocated to internal cost * Percentage of internal
cost of the process "Perform financial reporting"
allocated to personnel cost * .0001)) / (Total
business entity revenue * .001)

Total cost to perform the process group "Perform

(Total cost to perform the process "manage
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) per $1,000 revenue
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (Total business entity revenue *
0.001)

Copyright 2016 APQC

dollars

613 of 687

Metric name
Formula
Total cost to perform the process group "perform ((Total cost to perform the process "manage
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

Units
percent

Total cost to perform the process group "Perform

(Total cost to perform the process "manage
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) per $1 billion revenue
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (Total business entity revenue * .
000000001)

dollars

Total cost to perform the process group "Perform

(Total cost to perform the process "manage
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) per process group FTE
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (Number of FTEs who perform the
process "manage policies and procedures"
(general accounting and reporting) + Number of
FTEs who perform the process "perform general
accounting" + Number of FTEs who perform the
process "perform financial reporting")

dollars

Cycle time in days to perform annual close at the

site level

Cycle time in calendar days between running trial days

balance to completing the consolidated financial
statements

Number of FTEs that perform the process group

"perform general accounting and reporting"
(excluding fixed assets) per $1 billion revenue

(Number of FTEs who perform the process

FTEs
"manage policies and procedures" (general
accounting and reporting) + Number of FTEs who
perform the process "perform general accounting"
+ Number of FTEs who perform the process
"perform financial reporting") / (Total business
entity revenue * .000000001)

Copyright 2016 APQC

614 of 687

Metric name
Formula
Number of FTEs that perform the process group
(Number of FTEs who perform the process
FTEs
"perform general accounting and reporting" per $1 "manage policies and procedures" (general
billion revenue
accounting and reporting) + Number of FTEs who
perform the process "perform general accounting"
+ Number of FTEs who perform the process
"perform fixed-asset accounting" + Number of
FTEs who perform the process "perform financial
reporting") / (Total business entity revenue * .
000000001)

Units

Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
percent
to the process group "perform general accounting "manage policies and procedures" (general
and reporting" (excluding fixed asset accounting) accounting and reporting) + Number of FTEs who
perform the process "perform general accounting"
+ Number of FTEs who perform the process
"perform financial reporting") / Number of FTEs
who perform the function "manage financial
resources") * 100
Number of FTEs that perform the process group
"manage fixed-asset project accounting" per $1
billion revenue

(Number of FTEs who perform the process

FTEs
"perform capital planning and project approval" +
Number of FTEs who perform the process "perform
capital project accounting") / (Total business entity
revenue * .000000001)

Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
percent
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
perform the function "manage financial
resources") * 100

Copyright 2016 APQC

615 of 687

Metric name
Personnel cost of the process group "process
payroll" per "process payroll" FTE

Formula
Units
(Personnel cost to perform the process "report
dollars
time"+Personnel cost to perform the process
"manage pay"+Personnel cost to perform the
process "process payroll taxes")/(Number of FTEs
who perform the process "report time"+Number of
FTEs who perform the process "manage
pay"+Number of FTEs who perform the process
"report payroll taxes")

Total cost to perform the process group "process

payroll" per $1,000 revenue

(Total cost to perform the process "report time" + dollars

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

payroll" per disbursement

(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")/Number of payroll disbursements

Total cost to perform the process group "process

payroll" per employee paid

(Total cost to perform the process "report time" + dollars

Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Total number of employees paid

Total cost to perform the process group "process

payroll" per manual check/payment

(Total cost to perform the process "report time" + dollars

Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (Number of payroll disbursements *
Percentage of payroll disbursements that were
manual cheques * .01)

Copyright 2016 APQC

dollars

616 of 687

Metric name
Total cost to perform the process group "process
payroll" per payroll FTE

Formula
Units
(Total cost to perform the process "report time" + dollars
Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")

Total cost to perform the process group "process

payroll" per payroll inquiry

(Total cost to perform the process "report time" + dollars

Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
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" +
Total cost to perform the process "process payroll
taxes") / Total costs of continuing operations) *
100
Personnel cost to perform the process group
"process payroll" per $1,000 revenue

(Personnel cost to perform the process "report

time"+Personnel cost to perform the process
"manage pay"+Personnel cost to perform the
process "process payroll taxes")/(Total business
entity revenue * .001)

dollars

Total cost to perform the process group "process

payroll" as a percentage of revenue

((Total cost to perform the process "report time" + percent

Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Total business entity revenue) * 100

Cycle time in business days to process the payroll Cycle time in business days to process payroll
days
from HR/benefits system cut-off to payroll transmit
date

Copyright 2016 APQC

617 of 687

Metric name
Number of FTEs that perform the process group
"process payroll" per 1,000 employees paid

Formula
(Number of FTEs who perform the process "report FTEs
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

"process payroll" per $1 billion revenue

(Number of FTEs who perform the process "report FTEs

time" + Number of FTEs who perform the process
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / (Total business
entity revenue * .000000001)

First contact resolution rate for payroll inquiries

Percentage of payroll inquiries resolved during the percent

initial contact
Total number of employees paid / (Number of FTEs employees
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 employees paid per FTE that performs

the process "process payroll"

Number of payroll inquiries per "process payroll"

FTE

Units

Number of payroll inquiries received / (Number of payroll inquiries

FTEs who perform the process "report time" +
Number of FTEs who perform the process "manage
pay" + Number of FTEs who perform the process
"process payroll taxes")

Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process "report percent
to the process group "process payroll"
time" + Number of FTEs who perform the process
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / Number of FTEs
who perform the function "manage financial
resources") * 100
Percentage of paid employees that are exempt
employees

Copyright 2016 APQC

(Number of employees paid that are salaried

percent
(exempt) employees / Total number of employees
paid) * 100
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Metric name
Percentage of paid employees that are nonexempt employees

Formula
(Number of employees paid that are hourly (nonexempt) employees / Total number of employees
paid) * 100

Percentage of paid employees that are retired

employees

(Number of employees paid that are retired

percent
employees receiving payments from payroll / Total
number of employees paid) * 100

Percentage of paid employees that are paid

weekly
Percentage of paid employees that are paid biweekly
Percentage of paid employees that are paid semimonthly
Percentage of paid employees that are paid
monthly
Percentage of paid employees that are paid other
than monthly, semi-monthly, bi-weekly, or weekly

(Number of employees paid weekly / Total number

of employees paid) * 100
(Number of employees paid every two weeks /
Total number of employees paid) * 100
(Number of employees paid twice per month /
Total number of employees paid) * 100
(Number of employees paid monthly / Total
number of employees paid) * 100
(Number of employees paid other than weekly,
every two weeks, twice per month, or monthly /
Total number of employees paid) * 100

percent

Percentage of payroll disbursements that include

garnished wages

Percentage of payroll disbursements which

included garnished wages

percent

Copyright 2016 APQC

Units
percent

percent
percent
percent
percent

619 of 687

Metric name
Formula
Units
Systems cost to perform the process group
(((Percentage of internal cost of the process
percent
"process payroll" as a percentage of the total cost "Report time" allocated to systems costs *
of the process group
Percentage of total cost to perform the process
"report time" allocated to internal costs * 0.0001 *
Total cost to perform the process "report time") +
(Percentage of internal cost of the process
"Manage pay" allocated to systems costs *
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 cost of the process
"Process payroll taxes" allocated to systems costs
* Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
0.0001 * Total cost to perform the process
"process payroll taxes")) / (Total cost to perform
the process "report time" + Total cost to perform
the process "manage pay" + Total cost to perform
the process "process payroll taxes")) * 100

Copyright 2016 APQC

620 of 687

Metric name
Personnel cost of the process group "process
payroll" as a percentage of the total cost to
perform the process group

Copyright 2016 APQC

Formula
Units
(((Percentage of internal costs of the process
percent
"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 *
Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
0.0001 * Total cost to perform the process
"process payroll taxes")) / (Total cost to perform
the process "report time" + Total cost to perform
the process "manage pay" + Total cost to perform
the process "process payroll taxes")) * 100

621 of 687

Metric name
Personnel cost to perform the process group
"process accounts payable and expense
reimbursements" per $1,000 revenue

Formula
Units
(((Total cost to perform the process "process
dollars
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to personnel cost) *.0001) + (Total cost
to perform the process "process expense
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
allocated to internal cost * Percentage of internal
cost of the process "Process expense
reimbursements" allocated to personnel cost * .
0001)) / (Total business entity revenue * 0.001)

Personnel cost to perform the process group

"process accounts payable and expense
reimbursements" per process group FTE

((Total cost to perform the process "process

dollars
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to personnel cost *.0001) + (Total cost to
perform the process "process expense
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
allocated to internal cost * Percentage of internal
cost of the process "Process expense
reimbursements" allocated to personnel cost * .
0001)) / (Number of FTEs who perform the process
"process accounts payable (AP)" + Number of FTEs
who perform the process "process expense
reimbursements")

Copyright 2016 APQC

622 of 687

Metric name
Systems cost to perform the process group
"process accounts payable and expense
reimbursements" per $100,000 revenue

Formula
Units
((Total cost to perform the process "process
dollars
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to systems cost *.0001) + (Total cost to
perform the process "process expense
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
allocated to internal cost * Percentage of internal
cost of the process "Process expense
reimbursements" allocated to systems cost * .
0001)) / (Total business entity revenue * 0.00001)

Total cost to perform the process group "process

accounts payable and expense reimbursements"
as a percentage of revenue

((Total cost to perform the process "process

percent
accounts payable (AP)" + Total cost to perform the
process "process expense reimbursements") / Total
business entity revenue ) * 100

Total cost to perform the process group "process

accounts payable and expense reimbursements"
per $1 billion revenue

(Total cost to perform the process "process

dollars
accounts payable (AP)" + Total cost to perform the
process "process expense reimbursements") /
(Total business entity revenue * 0.000000001)

Total cost to perform the process group "process

accounts payable and expense reimbursements"
per process FTE

(Total cost to perform the process "process

dollars
accounts payable (AP)" + Total cost to perform the
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")

Copyright 2016 APQC

623 of 687

Metric name
Outsourced cost to perform the process group
"process accounts payable and expense
reimbursements" per $1,000 revenue

Formula
Units
((Percentage of total cost of the process "Process dollars
accounts payable" allocated to external cost *
Total cost to perform the process "process
accounts payable (AP)" / 100) + (Percentage of
total cost of the process "Process expense
reimbursements" allocated to external cost * Total
cost to perform the process "process expense
reimbursements" / 100)) / (Total business entity
revenue * 0.001)

Total cost to perform the process group "process

accounts payable and expense reimbursements"
per $1,000 revenue

(Total cost to perform the process "process

dollars
accounts payable (AP)" + Total cost to perform the
process "process expense reimbursements") /
(Total business entity revenue * 0.001)

Number of FTEs that perform the process group

"process accounts payable and expense
reimbursements" per $1 billion revenue

(Number of FTEs who perform the process

FTEs
"process accounts payable (AP)" + Number of FTEs
who perform the process "process expense
reimbursements") / (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 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

Copyright 2016 APQC

624 of 687

Metric name
Outsourced cost to perform the process group
"process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group

Formula
Units
(((Total cost to perform the process "process
percent
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to external cost / 100) + (Total cost to
perform the process "process expense
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
allocated to external cost / 100)) / (Total cost to
perform the process "process accounts payable
(AP)" + Total cost to perform the process "process
expense reimbursements")) * 100

Systems cost to perform the process group

(((Total cost to perform the process "process
percent
"process accounts payable and expense
accounts payable (AP)" * Percentage of total cost
reimbursements" as a percentage of the total cost of the process "Process accounts payable"
of the process group
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to systems cost / 10000) + (Total cost to
perform the process "process expense
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
allocated to internal cost * Percentage of internal
cost of the process "Process expense
reimbursements" allocated to systems cost /
10000)) / (Total cost to perform the process
"process accounts payable (AP)" + Total cost to
perform the process "process expense
reimbursements")) * 100

Copyright 2016 APQC

625 of 687

Metric name
Formula
Units
Personnel cost to perform the process group
(((Total cost to perform the process "process
percent
"process accounts payable and expense
accounts payable (AP)" * Percentage of total cost
reimbursements" as a percentage of the total cost of the process "Process accounts payable"
of the process group
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to personnel cost / 10000) + (Total cost
to perform the process "process expense
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
allocated to internal cost * Percentage of internal
cost of the process "Process expense
reimbursements" allocated to personnel cost /
10000)) / (Total cost to perform the process
"process accounts payable (AP)" + Total cost to
perform the process "process expense
reimbursements")) * 100

Copyright 2016 APQC

626 of 687

Metric name
Overhead and other cost to perform the process
group "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group

Formula
Units
(((Total cost to perform the process "process
percent
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to overhead and other costs / 10000) +
(Total cost to perform the process "process
expense reimbursements" * Percentage of total
cost of the process "Process expense
reimbursements" allocated to internal cost *
Percentage of internal cost of the process "Process
expense reimbursements" allocated to overhead
and other costs / 10000)) / (Total cost to perform
the process "process accounts payable (AP)" +
Total cost to perform the process "process expense
reimbursements")) * 100

Total cost of the process group "Manage treasury

operations" per global legal entity supported

Total cost to perform the process group "manage

treasury operations" / Number of global legal
entities supported by treasury management
operation

dollars

Total cost to perform the process group "manage

treasury operations" per $1 billion revenue

Total cost to perform the process group "manage

treasury operations" / (Total business entity
revenue * .000000001)

dollars

Total cost to perform the process group "manage

treasury operations" per $1,000 revenue

Total cost to perform the process group "manage

treasury operations" / (Total business entity
revenue * .001)

dollars

Return on invested capital

Return on invested capital

percent

Number of FTEs that perform the process group

"manage treasury operations" per $1 billion
revenue

Number of FTEs who perform the process group

"manage treasury operations" / (Total business
entity revenue * .000000001)

FTEs

Copyright 2016 APQC

627 of 687

Metric name
Number of bank accounts per "manage treasury
operations" FTE

Formula
Units
Number of corporate bank accounts managed by bank accounts
this finance SSC / Number of FTEs who perform the
process group "manage treasury operations"

Number of global legal entities supported per $1

billion revenue

Number of global legal entities supported by

treasury management operation / (Total business
entity revenue * .000000001)

entities

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"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group
to the process group "manage treasury
"manage treasury operations" / Number of FTEs
operations"
who perform the function "manage financial
resources") * 100

percent

Return on working capital

percent

Return on working capital

Systems cost to perform the process group

(Systems cost to perform the process "establish
dollars
"manage internal controls" per $100,000 revenue internal controls, policies, and procedures" +
Systems cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" + Systems cost
to perform the process "report on internal controls
compliance") / (Total business entity revenue *
0.000010)

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Metric name
Total cost to perform the process group "manage
internal controls" as a percentage of revenue

Formula
Units
((Total cost to perform the process "establish
percent
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

internal controls" per $1 billion revenue

(Total cost to perform the process "establish

dollars
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 * 0.000000001)

Total cost to perform the process group "manage

internal controls" per $1,000 revenue

(Total cost to perform the process "establish

dollars
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 * 0.0010)

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Metric name
Total cost to perform the process group "manage
internal controls" per process FTE

Formula
Units
(Total cost to perform the process "establish
dollars
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") /
(Number of FTEs who perform the process
"establish internal controls, policies, and
procedures" + Number of FTEs who perform the
process "operate controls and monitor compliance
with internal controls policies and procedures" +
Number of FTEs who perform the process "report
on internal controls compliance")

Personnel cost to perform the process group

"manage internal controls" per $1,000 revenue

(Personnel cost to perform the process "establish dollars

internal controls, policies, and procedures" +
Personnel cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" + Personnel cost
to perform the process "report on internal controls
compliance") / (Total business entity revenue *
0.0010)

Number of FTEs that perform the process group

"manage internal controls" per $1 billion revenue

(Number of FTEs who perform the process

FTEs
"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 business
entity revenue * .000000001)

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Metric name
Formula
Units
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
percent
to the process group "manage internal controls"
"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") / Number of FTEs
who perform the function "manage financial
resources") * 100
Personnel cost to perform the process "perform
planning/budgeting/forecasting" per process FTE

(Percentage of internal costs of the process

dollars
"planning, budgeting, and forecasting" allocated to
personnel costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * 0.0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") / Number of FTEs
who perform the process "perform
planning/budgeting/forecasting"

Personnel cost to perform the process "perform

planning/budgeting/forecasting" per $1,000
revenue

(Percentage of internal costs of the process

dollars
"planning, budgeting, and forecasting" allocated to
personnel costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * 0.0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") / (Total business
entity revenue * 0.001)

Outsourced cost to perform the process "perform

planning/budgeting/forecasting" per $1,000
revenue

(Percentage of total cost of the process "planning, dollars

budgeting, and forecasting" allocated to external
costs * Total cost to perform the process "perform
planning/budgeting/forecasting" * 0.01) / (Total
business entity revenue * 0.001)

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Metric name
Total cost to perform the process "perform
planning/budgeting/forecasting" as a percentage
of revenue

Formula
(Total cost to perform the process "perform
planning/budgeting/forecasting" / Total business
entity revenue) * 100

Units
percent

Total cost to perform the process "perform

planning/budgeting/forecasting" per process FTE

Total cost to perform the process "perform

dollars
planning/budgeting/forecasting" / Number of FTEs
who perform the process "perform
planning/budgeting/forecasting"

Total cost to perform the process "perform

planning/budgeting/forecasting" per $1,000
revenue

Total cost to perform the process "perform

planning/budgeting/forecasting" / (Total business
entity revenue * 0.001)

Systems cost to perform the process "perform

planning/budgeting/forecasting" per $100,000
revenue

(Percentage of internal costs of the process

dollars
"planning, budgeting, and forecasting" allocated to
systems costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * 0.0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") / (Total business
entity revenue * 0.00001)

Overhead and other costs to perform the process

"perform planning/budgeting/forecasting" per
$100,000 revenue

(Percentage of internal costs of the process

dollars
"planning, budgeting, and forecasting" allocated to
overhead and other costs * Percentage of total
cost of the process "planning, budgeting, and
forecasting" allocated to internal costs * 0.0001 *
Total cost to perform the process "perform
planning/budgeting/forecasting") / (Total business
entity revenue * 0.00001)

dollars

Total internal cost to perform the process "perform (Percentage of total cost of the process "planning, dollars
planning/budgeting/forecasting" per process FTE budgeting, and forecasting" allocated to internal
costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") /
Number of FTEs who perform the process "perform
planning/budgeting/forecasting"

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Metric name
Formula
Cycle time in days to update/revise the rolling
Cycle time in days to update/revise the rolling
days
forecast
forecast
Cycle time in days to prepare the financial forecast Cycle time in days to prepare the financial forecast days
Cycle time in days to complete the annual budget Cycle time in days to complete the budget

Units

days

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
revenue
entity revenue * .000000001)
Number of budget versions produced before final
approval
Percentage error for the inventory cost forecast

Number of budget versions produced before final

approval
Percentage error for the inventory cost forecast

budget versions

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 the process "perform
planning/budgeting/forecasting"

Number of line items budgeted for the complete

line items
budget / Number of FTEs who perform the process
"perform planning/budgeting/forecasting"

Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "perform planning/ budgeting/
"perform planning/budgeting/forecasting" /
forecasting"
Number of FTEs who perform the function
"manage financial resources") * 100

percent

percent

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
perform the function "manage financial
resources") * 100
Percentage of cost base accounted for by activity- Percentage of costs base from activity-based
based costing
costing

Copyright 2016 APQC

percent

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Metric name
Formula
Overhead and other costs to perform the process (Percentage of internal costs of the process
"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") / (Total business entity revenue *
0.00001)

Units
dollars

Total internal cost to perform the process

(Percentage of total cost of the process "evaluate
"evaluate and manage financial performance" per and manage financial performance" allocated to
process FTE
internal costs * .01 * Total cost to perform the
process "evaluate and manage financial
performance") / Number of FTEs who perform the
process "evaluate and manage financial
performance"

dollars

Total revenue per active customer

dollars

Total cost to perform the process "evaluate and

manage financial performance" per process FTE

Total business entity revenue / Number of active

customers in customer master file
Total cost to perform the process "evaluate and
manage financial performance" / Number of FTEs
who perform the process "evaluate and manage
financial performance"

Total cost to perform the process "evaluate and

manage financial performance" per $1,000
revenue

Total cost to perform the process "evaluate and

manage financial performance" / (Total business
entity revenue * 0.001)

dollars

Outsourced cost to perform the process "evaluate (Percentage of total cost of the process "evaluate
and manage financial performance" per $1,000
and manage financial performance" allocated to
revenue
external costs * 0.01 * Total cost to perform the
process "evaluate and manage financial
performance") / (Total business entity revenue *
0.001)

Copyright 2016 APQC

dollars

dollars

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Metric name
Formula
Units
Systems cost to perform the process "evaluate
(Percentage of internal costs of the process
dollars
and manage financial performance" per $100,000 "evaluate and manage financial performance"
revenue
allocated to systems costs * Percentage of total
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") /
(Total business entity revenue * 0.00001)
Personnel cost to perform the process "evaluate
and manage financial performance" per process
FTE

(Percentage of internal costs of the process

dollars
"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 *
0.0001 * Total cost to perform the process
"evaluate and manage financial performance") /
Number of FTEs who perform the process
"evaluate and manage financial performance"

Personnel cost to perform the process "evaluate

and manage financial performance" per $1,000
revenue

(Percentage of internal costs of the process

dollars
"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 *
0.0001 * Total cost to perform the process
"evaluate and manage financial performance") /
(Total business entity revenue * 0.001)

Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new customers
of new customers
Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new markets
of new markets

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Metric name
Cycle time in days to perform financial evaluation
of new products
Number of FTEs that perform the process
"evaluate and manage financial performance" per
$1 billion revenue

Formula
Cycle time in days to perform financial evaluation days
of new products
Number of FTEs who perform the process
FTEs
"evaluate and manage financial performance" /
(Total business entity revenue * .000000001)

Units

Revenue per employee for the current reporting

period
Percentage growth in EBITDA over the past three
reporting periods

Total business entity revenue / Number of business dollars

entity employees
((Earnings before interest, taxes, depreciation and percent
amortization for the current 12-month period Earnings before interest, taxes, depreciation and
amortization over the past three reporting periods)
/ Earnings before interest, taxes, depreciation and
amortization over the past three reporting periods)
* 100.0

Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "evaluate and manage financial
"evaluate and manage financial performance" /
performance"
Number of FTEs who perform the function
"manage financial resources") * 100

percent

Percentage of employees with compensations

affected by profit

(Number of employees with compensation

affected by profit / Number of business entity
employees) * 100.0

percent

Percentage of employees with compensations

affected by budget versus actual variances

(Number of employees with compensation

affected by budget versus actual variances /
Number of business entity employees) * 100.0

percent

EBITDA margin (current reporting period)

(Earnings before interest, taxes, depreciation and

amortization for the current 12-month period /
Total business entity revenue) * 100.0

percent

Compounded annual growth rate in earnings

(((Earnings before interest, taxes, depreciation and percent
before interest, tax, depreciation and amortization amortization for the current 12-month period
over the past three reporting periods
/Earnings before interest, taxes, depreciation and
amortization over the past three reporting periods)
^ 0.3333) - 1) * 100.0

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Metric name
Compounded annual growth rate of revenue over
the past three reporting periods

Formula
Units
(((Total business entity revenue / Total revenue
percent
over the past three reporting periods) ^ 0.3333) 1) * 100.0

Revenue growth over the past three reporting

periods

((Total business entity revenue - Total revenue

over the past three reporting periods) / Total
revenue over the past three reporting periods) *
100.0

Personnel cost to perform the process "invoice

customer" per $1,000 revenue

(Percentage of total cost of the process "invoice

dollars
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") / (Total
business entity revenue * 0.001)

Systems cost to perform the process "invoice

customer" per $100,000 revenue

(Percentage of total cost of the process "invoice

dollars
customer" allocated to internal costs * Percentage
of internal cost of the process "Invoice customer"
allocated to systems costs * 0.0001 * Total cost to
perform the process "invoice customer") / (Total
business entity revenue * 0.00001)

Outsourced cost to perform the process "invoice

customer" per $1,000 revenue

(Total cost to perform the process "invoice

dollars
customer" * Percentage of total cost of the process
"invoice customer" allocated to external costs *
0.01) / (Total business entity revenue * 0.001)

Total cost to perform the process "invoice

customer" as a percentage of revenue

(Total cost to perform the process "invoice

percent
customer" / Total business entity revenue) * 100.0

Total cost to perform the process "invoice

customer" per process FTE

Total cost to perform the process "invoice

customer" / Number of FTEs who perform the
process "invoice customer"

Copyright 2016 APQC

percent

dollars

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Metric name
Total cost to perform the process "invoice
customer" per $1 billion revenue

Formula
Total cost to perform the process "invoice
customer" / (Total business entity revenue *
0.000000001)

Total cost to perform the process "invoice

customer" per $1,000 revenue

Total cost to perform the process "invoice

dollars
customer" / (Total business entity revenue * .001)

Total cost to perform the process "invoice

customer" per invoice line item processed
Total cost to perform the process "invoice
customer" per invoice processed

Total cost to perform the process "invoice

dollars
customer" / Number of line items billed/invoiced
Total cost to perform the process "invoice
dollars
customer" / Number of invoices billed to customer

Systems cost to perform the process "process

customer credit" per $100,000 revenue

(Percentage of total cost of the process "process

dollars
customer credit" allocated to internal costs *
Percentage of internal cost of the process "Process
customer credit" allocated to systems costs *
0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.00001)

Total cost to perform the process "invoice

customer" per active customer

Total cost to perform the process "invoice

customer" / Number of active customers in
customer master file

Total cost to perform the process "invoice

customer" per customer account

Total cost to perform the process "invoice

dollars
customer" / Number of customers in the customer
master file

Personnel cost to perform the process "invoice

customer" per process FTE

(Percentage of internal costs of the process

"invoice customer" allocated to personnel cost *
Percentage of total cost of the process "invoice
customer" allocated to internal costs * 0.0001 *
Total cost to perform the process "invoice
customer") / Number of FTEs who perform the
process "invoice customer"

Copyright 2016 APQC

Units
dollars

dollars

dollars

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Metric name
Overhead and other costs to perform the process
"invoice customers" per $100,000 revenue

Formula
(Percentage of internal costs of the process
"invoice customer" allocated to overhead and
other costs * Percentage of total cost of the
process "invoice customer" allocated to internal
costs * 0.0001 * Total cost to perform the process
"invoice customer") / (Total business entity
revenue * 0.00001)

Units

Cycle time in days between transmission of

invoice and shipment of goods or delivery of
services

Cycle time in calendar days from the transmission days

of an invoice/bill to shipping/providing the
good/service

Cycle time in days to generate complete and

correct billing data
Number of FTEs that perform the process "invoice
customer" per $1 billion revenue

Cycle time in days to generate complete and

days
correct billing data
Number of FTEs who perform the process "invoice FTEs
customer" / (Total business entity revenue * .
000000001)

dollars

Percentage of invoice line items invoiced using

Percentage of invoice line items invoiced using
electronic or automatic methods
electronic or automatic methods
Percentage of invoice line items processed error
Percentage of invoice line items processed error
free the first time
free the first time
Percentage of invoices automatically generated
Percentage of invoices automatically generated
based on event triggers
based on event triggers
Number of updates to the customer master file per Number of updates to customer master file /
FTE that performs the process "invoice customer" Number of FTEs who perform the process "invoice
customer"

percent

Number of active customers per FTE that performs Number of active customers in customer master
the process "invoice customer"
file / Number of FTEs who perform the process
"invoice customer"

active customers

percent
percent
updates

Number of customer accounts per FTE that

performs the process "invoice customer"

Number of customers in the customer master file / customer accounts

Number of FTEs who perform the process "invoice
customer"

Number of invoices processed per FTE that

performs the process "invoice customer"

Number of invoices billed to customer / Number of invoices

FTEs who perform the process "invoice customer"

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Metric name
Number of invoice line items processed per FTE
that performs the process "invoice customer"

Formula
Units
Number of line items billed/invoiced / Number of invoice line items
FTEs who perform the process "invoice customer"

Average value per line item billed

Total value of line items billed/invoiced / Number dollars

of line items billed/invoiced
Average number of line items per invoice
Number of line items billed/invoiced / Number of invoice line items
invoices billed to customer
Percentage of 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
function "manage financial resources") * 100
Percentage of billed/invoiced line items offering a
discount

(Number of invoice line items billed/invoiced that

offer a discount / Number of line items
billed/invoiced) * 100

percent

Percentage of invoice line items that are

denominated in a foreign currency
Percentage of FTEs who perform the process
"invoice customer" who perform management
activities

Percentage of invoices billed with credit terms

percent

Percentage of billed/invoiced line items offering a

discount for which the discount is taken
Total cost to perform the process "process
accounts receivable (AR)" as a percentage of
revenue

Percentage of line items billed/invoiced offering a

discount for which the discount is taken
(Total cost to perform the process "process
accounts receivable (AR)" / Total business entity
revenue) * 100

Total cost to perform the process "process

accounts receivable (AR)" per process FTE

Total cost to perform the process "process

dollars
accounts receivable (AR)" / Number of FTEs who
perform the process "process accounts receivable
(AR)"

Total cost to perform the process "process

accounts receivable (AR)" per $1 billion revenue

Total cost to perform the process "process

accounts receivable (AR)" / (Total business entity
revenue * .000000001)

Copyright 2016 APQC

(Number of FTEs who perform the process "invoice percent

customer" who perform management activities /
Number of FTEs who perform the process "invoice
customer") * 100.0
percent
percent

dollars

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Metric name
Total cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue

Formula
Total cost to perform the process "process
accounts receivable (AR)" / (Total business entity
revenue * .001)

Total cost to perform the process "process

accounts receivable (AR)" per customer receipt

Total cost to perform the process "process

accounts receivable (AR)" / Number of receipts
processed

Systems cost to perform the process "process

accounts receivable" per $100,000 revenue

(Percentage of internal cost of the process

dollars
"Process accounts receivable (AR)" allocated to
systems costs * Percentage of total cost of the
process "process accounts receivable" allocated to
internal costs * 0.0001 * Total cost to perform the
process "process accounts receivable (AR)") /
(Total business entity revenue * .00001)

Outsourced cost to perform the process "process

accounts receivable (AR)" per $1,000 revenue

Outsourced cost to perform the process "process

accounts receivable (AR)" / (Total business entity
revenue *.0010)

Personnel cost to perform the process "process

accounts receivable (AR)" per process FTE

(Percentage of internal costs of the process

dollars
"process accounts receivable" allocated to
personnel costs * Percentage of total cost of the
process "process accounts receivable" 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)"

Copyright 2016 APQC

Units
dollars

dollars

dollars

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Metric name
Personnel cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue

Formula
Units
(Percentage of internal costs of the process
dollars
"process accounts receivable" allocated to
personnel costs * Percentage of total cost of the
process "process accounts receivable" allocated to
internal costs * 0.0001 * Total cost to perform the
process "process accounts receivable (AR)") /
(Total business entity revenue * .001)

Days sales outstanding

Average days sales outstanding in accounts

days
receivable
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
Percentage of manual receipts
(Number of receipts processed that are received
percent
manually / Number of receipts processed) * 100.0
Percentage of invoice line items paid in full the
first time

(Number of billed/invoiced line items that are paid percent

in full the first time / Number of line items
billed/invoiced) * 100

Outstanding payment days as a proportion of

standard payment days

Average days sales outstanding in accounts

receivable / Standard payment terms in calendar
days for accounts receivable

Percentage of total receipts that are processed

error free the first time
Percentage of receipts received electronically or
automatically
Number of FTEs that perform the process "process
accounts receivable (AR)" per $1 billion revenue

(Number of receipts processed error-free first

percent
time / Number of receipts processed) * 100
Percentage of receipts received electronically or
percent
automatically
Number of FTEs who perform the process "process FTEs
accounts receivable (AR)" / (Total business entity
revenue * .000000001)

Percentage of line items billed/invoiced that is

entered into the general ledger through an
automated method

Percentage of line items billed/invoiced into the

system through an automated method

percent

Accounts receivable per $1,000 revenue

Value of accounts receivable outstanding / (Total

business entity revenue * 0.0010)

dollars

Copyright 2016 APQC

days

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Metric name
Percentage of receipts automatically matched to
open items in the accounts receivable sub ledger

Formula
Units
(Number of receipts that are automatically
percent
matched to open items in the accounts receivable
sub ledger / Number of receipts processed) * 100

Percentage of line items billed/invoiced paid on

time

(Number of billed/invoiced line items that are paid percent

on time / Number of line items billed/invoiced) *
100.0

Number of customer accounts per FTE that

Number of customers in the customer master file / customer accounts
performs the process "process accounts receivable Number of FTEs who perform the process "process
(AR)"
accounts receivable (AR)"
Number of invoices billed per FTE that performs
the process "process accounts receivable (AR)"

Number of invoices billed to customer / Number of invoices

FTEs who perform the process "process accounts
receivable (AR)"

Number of receipts processed per FTE that

Number of receipts processed / Number of FTEs
performs the process "process accounts receivable who perform the process "process accounts
(AR)"
receivable (AR)"

receipts

Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "process accounts receivable (AR)" "process accounts receivable (AR)" / Number of
FTEs who perform the function "manage financial
resources") * 100

percent

Percentage of total finance function FTEs allocated

to the processes "process accounts receivable
(AR)," "manage and process collections," and
"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" + Number of FTEs who
perform the process "manage and process
adjustments/deductions") / Number of FTEs who
perform the function "manage financial
resources") * 100

percent

Number of invoice line items per receipt

Number of line items billed/invoiced / Number of

receipts processed
Number of receipts processed / (Total business
entity revenue * 0.001)

invoice line items

Number of receipts processed per $1,000 of

revenue

Copyright 2016 APQC

receipts

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Metric name
Personnel cost to perform the process "process
accounts receivable (AR)" as a percentage of the
total process cost

Formula
Units
Percentage of internal costs of the process
percent
"process accounts receivable" allocated to
personnel costs * Percentage of total cost of the
process "process accounts receivable" allocated to
internal costs * 0.01

Systems cost to perform the process "process

accounts receivable" as a percentage of the total
cost of the process

Percentage of internal cost of the process "Process percent

accounts receivable (AR)" allocated to systems
costs * Percentage of total cost of the process
"process accounts receivable" allocated to internal
costs * 0.01

Total cost to perform the process "manage and

process collections" per customer receipt

(Total cost to perform the process "manage and

dollars
process collections"/Number of receipts processed)

Personnel cost to perform the process "manage

and process collections" per $1,000 revenue

(Percentage of internal costs of the process

"manage and process collections" allocated to
personnel cost * Percentage of total cost of the
process "manage and process collections"
allocated to internal costs * 0.0001 * Total cost to
perform the process "manage and process
collections") / (Total business entity revenue * .
001)

dollars

Systems cost to perform the process "manage and (Percentage of internal cost of the process
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"
allocated to internal costs * 0.0001 * Total cost to
perform the process "manage and process
collections") / (Total business entity revenue * .
00001)

dollars

Outsourced cost to perform the process "manage

and process collections" per $1,000 revenue

dollars

Copyright 2016 APQC

Outsourced cost to perform the process "manage

and process collections" / (Total business entity
revenue *.0010)

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Metric name
Total cost to perform the process "manage and
process collections" as a percentage of revenue

Formula
(Total cost to perform the process "manage and
process collections" / Total business entity
revenue) * 100

Units
percent

Total cost to perform the process "manage and

process collections" per $1 billion revenue

Total cost to perform the process "manage and

process collections" / (Total business entity
revenue * .000000001)

dollars

Total cost to perform the process "manage and

process collections" per $1,000 revenue

Total cost to perform the process "manage and

process collections" / (Total business entity
revenue * .001)

dollars

Total cost to perform the process "manage and

process collections" per active customer

Total cost to perform the process "manage and

dollars
process collections" / Number of active customers
in customer master file

Total cost to perform the process "manage and

process collections" per process FTE

Total cost to perform the process "manage and

dollars
process collections" / Number of FTEs who perform
the process "manage and process collections"

Total uncollectable balances as a percentage of

revenue
Percentage of invoices billed to customers that
have credit terms
Number of FTEs that perform the process "manage
and process collections" per $1 billion revenue

(Total value of uncollectable balances / Total

percent
business entity revenue) * 100
(Number of invoices billed with credit terms /
percent
Number of invoices billed to customer) * 100.0
Number of FTEs who perform the process "manage FTEs
and process collections" / (Total business entity
revenue * .000000001)

Percentage of invoice line items that are adjusted (Number of billed/invoiced line items that are
by the customer prior to payment
adjusted prior to paying / Number of line items
billed/invoiced) * 100

percent

Number of active customers managed per FTE that Number of active customers in customer master
performs the process "manage and process
file / Number of FTEs who perform the process
collections"
"manage and process collections"

customers

Number of invoices per "manage and process

collections" FTE

invoices

Copyright 2016 APQC

Number of invoices billed to customer/Number of

FTEs who perform the process "manage and
process collections"

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Metric name
Formula
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "manage and process collections" "manage and process collections" / Number of
FTEs who perform the function "manage financial
resources") * 100

Units
percent

Total cost to perform the process "manage and

process adjustments/deductions" per $1,000
revenue

Total cost to perform the process "manage and

dollars
process adjustments/deductions" / (Total business
entity revenue * .001)

Outsourced cost to perform the process "manage

and process adjustments/deductions" per $1,000
revenue

Outsourced cost to perform the process "manage

and process adjustments/deductions" / (Total
business entity revenue *.0010)

dollars

Systems cost to perform the process "manage and (Percentage of internal cost of the process
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
"manage and process adjustments/deductions") /
(Total business entity revenue * .00001)

dollars

Personnel cost to perform the process "manage

and process adjustments/deductions" per $1,000
revenue

(Percentage of internal costs of the process

"manage and process adjustments/deductions"
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
"manage and process adjustments/deductions") /
(Total business entity revenue * .001)

dollars

Cycle time in days to resolve adjustments

Cycle time in calendar days from identifying an

adjustment to fully resolving and reflecting it in
the accounting records

days

Copyright 2016 APQC

646 of 687

Metric name
Formula
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
and process adjustments/deductions" per $1
and process adjustments/deductions" / (Total
billion revenue
business entity revenue * .000000001)
Number of adjustments and deductions per FTE
that performs the process "manage and process
adjustments/deductions"

Number of adjustments/deductions / Number of

FTEs who perform the process "manage and
process adjustments/deductions"

Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "manage and process
"manage and process adjustments/deductions" /
adjustments/deductions"
Number of FTEs who perform the function
"manage financial resources") * 100

adjustments and
deductions
percent

Personnel cost to perform the process "manage

financial policies and procedures" per $1,000
revenue

(Total cost to perform the process "manage

dollars
policies and procedures" * Percentage of total cost
of the process "Manage policies and procedures"
allocated to internal cost * Percentage of internal
cost of the process "Manage policies and
procedures" allocated to personnel cost * .0001) /
(Total business entity revenue * 0.001)

Outsourced cost to perform the process "manage

policies and procedures" per $1,000 revenue

Outsourced cost to perform the process "manage

policies and procedures" / (Total business entity
revenue *.0010)

Total cost to perform the process "Manage

financial policies and procedures" per $1,000
revenue

Total cost to perform the process "manage policies dollars

and procedures" / (Total business entity revenue *
0.001)

Systems cost to perform the process "manage

financial policies and procedures" per $100,000
revenue

(Total cost to perform the process "manage

dollars
policies and procedures" * Percentage of total cost
of the process "Manage policies and procedures"
allocated to internal cost * Percentage of internal
cost of the process "Manage policies and
procedures" allocated to systems cost * .0001) /
(Total business entity revenue * 0.00001)

Copyright 2016 APQC

Units

dollars

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Metric name
Formula
Units
Total cost to perform the process "Manage policies Total cost to perform the process "manage policies dollars
and procedures" per process FTE
and procedures" / Number of FTEs who perform
the process "manage policies and procedures"
(general accounting and reporting)
Personnel cost to perform the process "Manage
policies and procedures" per process FTE

(Total cost to perform the process "manage

dollars
policies and procedures" * Percentage of total cost
of the process "Manage policies and procedures"
allocated to internal cost * Percentage of internal
cost of the process "Manage policies and
procedures" allocated to personnel cost * .0001) /
Number of FTEs who perform the process "manage
policies and procedures" (general accounting and
reporting)

Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
financial policies and procedures" per $1 billion
policies and procedures" (general accounting and
revenue
reporting) / (Total business entity revenue * .
000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "manage policies and procedures" "manage policies and procedures" (general
accounting and reporting) / Number of FTEs who
perform the function "manage financial
resources") * 100
Percentage of FTEs who perform the process group
"Perform general accounting and reporting"
allocated to the process "Manage policies and
procedures"

Copyright 2016 APQC

percent

(Number of FTEs who perform the process

percent
"manage policies and procedures" (general
accounting and reporting) * 100) / (Number of
FTEs who perform the process "manage policies
and procedures" (general accounting and
reporting) + Number of FTEs who perform the
process "perform general accounting" + Number
of FTEs who perform the process "perform fixedasset accounting" + Number of FTEs who perform
the process "perform financial reporting")

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Metric name
Systems cost to perform the process "perform
general accounting" per $100,000 revenue

Formula
Units
(Total cost to perform the process "perform
dollars
general accounting" * Percentage of total cost of
the process "Perform general accounting"
allocated to internal cost * Percentage of internal
cost of the process "Perform general accounting"
allocated to systems cost * .0001) / (Total business
entity 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)
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per journal entry line item
accounting" / Number of journal entry line items
processed
Total cost to perform the process "Perform general Total cost to perform the process "perform general dollars
accounting" per process FTE
accounting" / Number of FTEs who perform the
process "perform general accounting"
Outsourced cost to perform the process "perform
general accounting" per $1,000 revenue

Outsourced cost to perform the process "perform

general accounting" / (Total business entity
revenue *.0010)

dollars

Personnel cost to perform the process "perform

general accounting" per $1,000 revenue

(Total cost to perform the process "perform

general accounting" * Percentage of total cost of
the process "Perform general accounting"
allocated to internal cost * Percentage of internal
cost of the process "Perform general accounting"
allocated to personnel cost * .0001) / (Total
business entity revenue * 0.001)

dollars

Copyright 2016 APQC

649 of 687

Metric name
Personnel cost to perform the process "perform
general accounting" per process FTE

Formula
(Total cost to perform the process "perform
general accounting" * Percentage of total cost of
the process "Perform general accounting"
allocated to internal cost * Percentage of internal
cost of the process "Perform general accounting"
allocated to personnel cost * .0001) / Number of
FTEs who perform the process "perform general
accounting"

Units

Cycle time in days to produce period-end

management reports

Cycle time in calendar days from running the

initial trial balance to completing the period-end
management report

days

Cycle time in days to complete the monthly

financial close
Manual journal entry line item percentage

Cycle time in days to complete monthly financial

close
Percentage of journal entry line items from a
manual recurring source + Percentage of journal
entry line items from a manual non-recurring
source

days

dollars

percent

Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
general accounting" per $1 billion revenue
general accounting" / (Total business entity
revenue * .000000001)
Percentage of journal entry line items processed
error free the first time
Percentage change in business entity's gross
margin over the past three years
Number of journal entry line items per FTE that
performs the process "perform general
accounting"

Percentage of journal entry line items processed

error free the first time
Percentage change in business entity's gross
margin over the past three years
Number of journal entry line items processed /
Number of FTEs who perform the process "perform
general accounting"

Number of accounts per FTE that performs the

process "perform general accounting"

Number of accounts in the chart of accounts /

accounts
Number of FTEs who perform the process "perform
general accounting"

Copyright 2016 APQC

percent
percent
journal entry line
items

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Metric name
Formula
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "perform general accounting"
"perform general accounting" / Number of FTEs
who perform the function "manage financial
resources") * 100

Units
percent

Percentage of accounts that are standard with the (Number of standard accounts in chart of accounts percent
business units reporting to your site
/ Number of accounts in the chart of accounts) *
100.0
Number of accounts in the chart of accounts

Number of accounts in the chart of accounts

accounts

Percentage of FTEs who perform the process group (Number of FTEs who perform the process
percent
"Perform general accounting and reporting"
"perform general accounting" * 100) / (Number of
allocated to the process "Perform general
FTEs who perform the process "manage policies
accounting"
and procedures" (general accounting and
reporting) + Number of FTEs who perform the
process "perform general accounting" + Number
of FTEs who perform the process "perform fixedasset accounting" + Number of FTEs who perform
the process "perform financial reporting")
Systems cost of the fixed assets cycle per
$100,000 revenue

(Systems cost to perform the process "perform

dollars
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
business entity revenue * 0.000010)

Personnel cost to perform the process "perform

fixed-asset accounting" per $1,000 revenue

Personnel cost to perform the process "perform

fixed-asset accounting" / (Total business entity
revenue * 0.001)

dollars

Personnel cost to perform the process "perform

Personnel cost to perform the process "perform
fixed-asset accounting" per fixed asset transaction fixed-asset accounting" / Number of fixed asset
transactions

dollars

Copyright 2016 APQC

651 of 687

Metric name
Outsourced cost to perform the process "perform
fixed-asset accounting" per $1,000 revenue

Formula
Outsourced cost to perform the process "perform
fixed-asset accounting" / (Total business entity
revenue *.0010)

Total cost to perform the fixed assets cycle per

$1,000 revenue

(Total cost to perform the process "perform capital dollars

planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed-asset accounting") / (Total business
entity revenue * 0.0010)

Total cost to perform the process "perform fixedasset accounting" per $1,000 revenue

Total cost to perform the process "perform fixeddollars

asset accounting" / (Total business entity revenue
* 0.0010)

Total cost to perform the process "perform fixedasset accounting" per fixed asset transaction

Total cost to perform the process "perform fixedasset accounting" / Number of fixed asset
transactions

Total cost to perform the fixed assets cycle per

fixed assets cycle FTE

(Total cost to perform the process "perform capital dollars

planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed-asset accounting") / (Number of
FTEs who perform the process "perform capital
planning and project approval" + Number of FTEs
who perform the process "perform capital project
accounting" + Number of FTEs who perform the
process "perform fixed-asset accounting")

Systems cost to perform the process "perform

fixed-asset accounting" per $100,000 revenue

Systems cost to perform the process "perform

fixed-asset accounting" / (Total business entity
revenue * 0.000010)

dollars

Total cost of repair and maintenance per $1,000

gross value of fixed assets
Total cost of the depreciation expense per $1,000
revenue

Cost to repair and maintain fixed assets / (Gross

value of fixed assets * 0.0010)
Depreciation expense for fixed assets / (Total
business entity revenue * 0.0010)

dollars

Copyright 2016 APQC

Units
dollars

dollars

dollars

652 of 687

Metric name
Total cost to perform the fixed assets cycle as
percentage of revenue

Formula
Units
((Total cost to perform the process "perform capital percent
planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed-asset accounting") / Total business
entity revenue) * 100.0

Total cost to perform the fixed assets cycle per $1 (Total cost to perform the process "perform capital dollars
billion revenue
planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed-asset accounting") / (Total business
entity revenue * 0.000000001)
Personnel cost to perform the process "Perform
fixed-asset accounting" per process FTE

Personnel cost to perform the process "perform

fixed-asset accounting" / Number of FTEs who
perform the process "perform fixed-asset
accounting"

Total cost to perform the fixed assets cycle per

cycle FTE

(Total cost to perform the process "perform capital dollars

planning and project approval"+Total cost to
perform the process "perform capital project
accounting"+Total cost to perform the process
"perform fixed-asset accounting")/(Number of FTEs
who perform the process "perform capital planning
and project approval"+Number of FTEs who
perform the process "perform capital project
accounting"+Number of FTEs who perform the
process "perform fixed-asset accounting")

Cycle time in days to capitalize a fixed asset

purchase
Cycle time in days to close a capital project
Cycle time in days to complete an approved
capital expenditure plan

Cycle time in calendar days to capitalize a fixed

asset purchase
Cycle time in days to close a capital project
Cycle time in days to complete an approved
capital expenditure plan

Copyright 2016 APQC

dollars

days
days
days

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Metric name
Percentage of capital projects budgeted and
approved in the capital expenditure plan

Formula
Units
((Number of capital projects approved in the past percent
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

Percentage of approved capital projects

considered within or on budget for spending
Number of FTEs that perform the process "perform
fixed-asset accounting" per $1 billion revenue

Percentage of approved capital projects

percent
considered within or on budget for spending
Number of FTEs who perform the process "perform FTEs
fixed-asset accounting" / (Total business entity
revenue * 0.000000001)

Number of FTEs to perform the fixed assets cycle

per $1 billion revenue

(Number of FTEs who perform the process

"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") / (Total business entity revenue * .
000000001)

FTEs

Return on fixed assets

Return on fixed assets

percent

Fixed asset turnover

Number of fixed assets managed per FTE that
performs the process "perform fixed-asset
accounting"

Total business entity revenue / Net book value of percent

fixed assets
Number of fixed assets managed / Number of FTEs fixed assets
who perform the process "perform fixed-asset
accounting"

Number of fixed assets transactions per FTE that

performs the process "perform fixed-asset
accounting"

Number of fixed asset transactions / Number of

fixed asset
FTEs who perform the process "perform fixed-asset transactions
accounting"

Number of journal entry line items for fixed asset

transactions per fixed asset accounting FTE

Number of journal entry line items processed to

record fixed asset transactions / Number of FTEs
who perform the process "perform fixed-asset
accounting"

Copyright 2016 APQC

percent

journal entry line

items

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Metric name
Net value of fixed assets as a percentage of gross
value of fixed assets
Fixed asset transactions resulting from physical
inventories as a percentage of total fixed asset
transactions

Formula
Units
(Net book value of fixed assets / Gross value of
percent
fixed assets) * 100.0
(Number of fixed asset transactions from physical percent
inventories / Number of fixed asset transactions) *
100.0

Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
percent
to the process "perform fixed asset accounting"
"perform fixed-asset accounting" / Number of FTEs
who perform the function "manage financial
resources") * 100
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
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
function "manage financial resources") * 100

percent

Total value of Assets Under Management per

$1,000 revenue

Total value of Assets Under Management for the

overall organization / (Total annual revenue for
retail banking operation * .001)

dollars

Percentage of FTEs who perform the process group

"Perform general accounting and reporting"
allocated to the process "Perform fixed-asset
accounting"

(Number of FTEs who perform the process

percent
"perform fixed-asset accounting" * 100) / (Number
of FTEs who perform the process "manage policies
and procedures" (general accounting and
reporting) + Number of FTEs who perform the
process "perform general accounting" + Number
of FTEs who perform the process "perform fixedasset accounting" + Number of FTEs who perform
the process "perform financial reporting")

Copyright 2016 APQC

655 of 687

Metric name
Total cost to perform the process "perform
financial reporting" per process FTE

Formula
Units
Total cost to perform the process "perform
dollars
financial reporting" / Number of FTEs who perform
the process "perform financial reporting"

Personnel cost to perform the process "Perform

financial reporting" per process FTE

(Total cost to perform the process "perform

dollars
financial reporting" * Percentage of total cost of
the process "Perform financial reporting" allocated
to internal cost * Percentage of internal cost of the
process "Perform financial reporting" allocated to
personnel cost * .0001) / Number of FTEs who
perform the process "perform financial reporting"

Total cost to perform the process "perform

financial reporting" per $1,000 revenue

Total cost to perform the process "perform

dollars
financial reporting" / (Total business entity revenue
* 0.001)

Systems cost to perform the process "perform

financial reporting" per $100,000 revenue

(Total cost to perform the process "perform

dollars
financial reporting" * Percentage of total cost of
the process "Perform financial reporting" allocated
to internal cost * Percentage of internal cost of the
process "Perform financial reporting" allocated to
systems cost * .0001) / (Total business entity
revenue * 0.00001)

Outsourced cost to perform the process "perform

financial reporting" per $1,000 revenue

Outsourced cost to perform the process "perform dollars

financial reporting" / (Total business entity revenue
*.0010)

Personnel cost to perform the process "perform

financial reporting" per $1,000 revenue

(Total cost to perform the process "perform

dollars
financial reporting" * Percentage of total cost of
the process "Perform financial reporting" allocated
to internal cost * Percentage of internal cost of the
process "Perform financial reporting" allocated to
personnel cost * .0001) / (Total business entity
revenue * 0.001)

Copyright 2016 APQC

656 of 687

Metric name
Cycle time in days from producing annual flash
reports to completing consolidated annual
financial statements

Formula
Cycle time in calendar days from producing flash
reports and completing the consolidated financial
statements

Units

Cycle time in calendar days from producing

monthly flash reports to completing the monthly
consolidated financial statements

Cycle time in calendar days from producing

days
monthly flash reports and completing the monthly
consolidated financial statements

Cycle time in days to complete the monthly

consolidated financial statements

Cycle time in days to between running the

days
business entity monthly trial balance and monthly
consolidated financial statements

days

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
quarterly consolidated financial statements and
the release of earnings

Cycle time in days between completion of

quarterly consolidated financial statements and
the release of earnings

days

Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
financial reporting" per $1 billion revenue
financial reporting" / (Total business entity revenue
* 0.000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
percent
to the process "perform financial reporting"
"perform financial reporting" / Number of FTEs who
perform the function "manage financial
resources") * 100
Percentage of FTEs who perform the process group (Number of FTEs who perform the process
percent
"Perform general accounting and reporting"
"perform financial reporting" * 100) / (Number of
allocated to the process "Perform financial
FTEs who perform the process "manage policies
reporting"
and procedures" (general accounting and
reporting) + Number of FTEs who perform the
process "perform general accounting" + Number
of FTEs who perform the process "perform fixedasset accounting" + Number of FTEs who perform
the process "perform financial reporting")

Copyright 2016 APQC

657 of 687

Metric name
Formula
Personnel cost to perform the process "perform
Personnel cost to perform the process "perform
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue
business entity revenue * 0.001)

Units
dollars

Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue
business entity revenue *.0010)

dollars

Actual capital expenditure as a percentage of

(Actual capital spending two years prior / Capital
budgeted capital expenditures for two years prior expenditure budget two years prior) * 100.0

percent

Actual capital expenditure as a percentage of

budgeted capital expenditures for one year prior
Total cost to perform the process "perform capital
planning and project approval" per $1,000
revenue

(Actual capital spending one year prior / Capital

percent
expenditure budget one year prior) * 100.0
Total cost to perform the process "perform capital dollars
planning and project approval" / (Total business
entity revenue * 0.0010)

Systems cost to perform the process "perform

capital planning and project approval" per
$100,000 revenue

Systems cost to perform the process "perform

capital planning and project approval" / (Total
business entity revenue * 0.000010)

dollars

Personnel cost to perform the process "perform

Personnel cost to perform the process "perform
dollars
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
Actual capital expenditure as a percentage of
budgeted capital expenditures for the most recent
year

Cycle time in days to approve a capital project

days
(Actual capital spending for most recent year /
percent
Capital expenditure budget for most recent year) *
100.0

Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
capital planning and project approval" per $1
capital planning and project approval" / (Total
billion revenue
business entity revenue * .000000001)
Number of approved capital projects per FTE for
Number of capital projects approved in the past 12 approved projects
the process "perform capital planning and project months / Number of FTEs who perform the process
approval"
"perform capital planning and project approval"

Copyright 2016 APQC

658 of 687

Metric name
Formula
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "perform capital planning and
"perform capital planning and project approval" /
project approval"
Number of FTEs who perform the function
"manage financial resources") * 100

Units
percent

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")
Systems cost to perform the process "perform
Systems cost to perform the process "perform
dollars
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 $1,000 revenue
project accounting" / (Total business entity
revenue * 0.0010)
Total cost of the process "perform capital project
accounting" per approved capital project

Total cost to perform the process "perform capital dollars

project accounting" / Number of capital projects
approved in the past 12 months

Outsourced cost to perform the process "perform

capital project accounting" per $1,000 revenue

Outsourced cost to perform the process "perform dollars

capital project accounting" / (Total business entity
revenue *.0010)

Personnel cost to perform the process "perform

capital project accounting" per $1,000 revenue

Personnel cost to perform the process "perform

dollars
capital project accounting" / (Total business entity
revenue * 0.001)

Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
capital project accounting" per $1 billion revenue capital project accounting" / (Total business entity
revenue * 0.000000001)
Number of capital projects not budgeted as a
percentage of approved projects

(Approved and non-budgeted capital projects /

percent
Number of capital projects approved in the past 12
months) * 100.0

Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "perform capital project accounting" "perform capital project accounting" / Number of
FTEs who perform the function "manage financial
resources") * 100
Copyright 2016 APQC

percent

659 of 687

Metric name
Personnel cost to perform the process "report
time" per $1,000 revenue
Personnel cost to perform the process "report
time" per employee paid

Formula
Units
Personnel cost to perform the process "report
dollars
time" / (Total business entity revenue *.0010)
(Percentage of internal costs of the process "report dollars
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") / Total number
of employees paid

Outsourced cost to perform the process "report

time" per $1,000 revenue

(Total cost to perform the process "report time" *

Percentage of total cost to perform the process
"report time" allocated to external costs * .01)/
(Total business entity revenue * 0.001)

dollars

Total cost to perform the process "report time" per

$1,000 revenue
Total cost to perform the process "report time" per
employee paid
Total cost to perform the process "report time" per
time record processed
Outsourced cost to perform the process "report
time" per employee paid

Total cost to perform the process "report time" /

(Total business entity revenue * 0.001)
Total cost to perform the process "report time" /
Total number of employees paid
Total cost to perform the process "report time" /
Number of time records processed
(Total cost to perform the process "report time" *
Percentage of total cost to perform the process
"report time" allocated to external costs * .01) /
Total number of employees paid

dollars
dollars
dollars
dollars

Systems cost to perform the process "report time" (Percentage of internal cost of the process "Report dollars
per employee paid
time" allocated to systems costs * Percentage of
total cost to perform the process "report time"
allocated to internal costs * 0.0001 * Total cost to
perform the process "report time") / Total number
of employees paid

Copyright 2016 APQC

660 of 687

Metric name
Overhead and other costs to perform the process
"report time" per employee paid

Formula
Units
(Total cost to perform the process "report time" * dollars
Percentage of total cost to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to overhead and other costs * .
0001)/Total number of employees paid

Overhead cost and other costs to perform the

process "report time" per $1,000 revenue

(Total cost to perform the process "report time" * dollars

Percentage of total cost to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to overhead and other costs * .
0001)/(Total business entity revenue * 0.001)

Cycle time in business days to process time record Cycle time in business days from receiving the
data and enter into payroll system
time record from the employee and entering the
data into the payroll system

days

Number of FTEs that perform the process "report

time" per $1 billion revenue

Number of FTEs who perform the process "report

time" / (Total business entity revenue * .
000000001)

FTEs

Number of FTEs that perform the process "report

time" per 1,000 employees paid

Number of FTEs who perform the process "report

time" / (Total number of employees paid * 0.001)

FTEs

Percentage of time records that are submitted

electronically
Percentage of time records that are entered
manually into the payroll system
Percentage of time records that are processed first
time error free
Percentage of time records that are returned to
the employee/field for validation and/or correction

Percentage of time records submitted

electronically
Percentage of time records entered manually

percent

Percentage of time records processed error-free

the first time
Percentage of time records returned to the the
field for validation and/or correction

percent

Number of time records processed per "report

time" FTE

Number of time records processed / Number of

FTEs who perform the process "report time"

time records

Copyright 2016 APQC

percent

percent

661 of 687

Metric name
Formula
Units
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 payroll FTEs performing the
"report time" process

(Number of FTEs who perform the process "report percent

time" /(Number of FTEs who perform the process
"report time"+Number of FTEs who perform the
process "manage pay"+Number of FTEs who
perform the process "process payroll taxes") ) *
100

Overhead and other costs to perform the process

"manage pay" per employee paid

(Total cost to perform the process "manage pay" * dollars

Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to overhead and other costs * .
0001)/Total number of employees paid

Overhead cost and other costs to perform the

process "manage pay" per $1,000 revenue

(Total cost to perform the process "manage pay" * dollars

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 business entity revenue * 0.001)

Outsourced cost to perform the process "manage

pay" per employee paid

(Total cost to perform the process "manage pay" * dollars

Percentage of total cost of the process "manage
pay" allocated to external costs * .01)/Total
number of employees paid

Total cost to perform the process "manage pay"

per $1,000 revenue
Total cost to perform the process "manage pay"
per employee paid
Total cost to perform the process "manage pay"
per payroll disbursement

Total cost to perform the process "manage pay" /

(Total business entity revenue * 0.001)
Total cost to perform the process "manage pay" /
Total number of employees paid
Total cost to perform the process "manage pay" /
Number of payroll disbursements

Copyright 2016 APQC

dollars
dollars
dollars

662 of 687

Metric name
Outsourced cost to perform the process "manage
pay" per $1,000 revenue

Formula
Units
(Total cost to perform the process "manage pay" * dollars
Percentage of total cost of the process "manage
pay" allocated to external costs * .01)/(Total
business entity revenue * 0.001)

Personnel cost to perform the process "manage

pay" per $1,000 revenue

Personnel cost to perform the process "manage

pay" / (Total business entity revenue *.0010)

Personnel cost to perform the process "manage

pay" per employee paid

(Percentage of internal costs of the process

dollars
"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" ) / Total
number of employees paid

Systems cost to perform the process "manage

pay" per employee paid

(Percentage of internal cost of the process

dollars
"Manage pay" allocated to systems costs *
Percentage of total cost of the process "manage
pay" allocated to internal costs * 0.0001 * Total
cost to perform the process "manage pay" ) / Total
number of employees paid

Cycle time in business days to reflect a new

employee in the payroll system

Cycle time in business days from the effective

date of hire for a new employee until they are
included in the payroll system

Cycle time in business days to remove a

terminated employee from the payroll system

Cycle time in business days from the effective

days
date that an employee is terminated until they are
removed from the payroll system

Cycle time in business days to resolve a payroll

error

Cycle time in business days from when an error is days

identified/reported to when it is fully resolved and
reflected in the accounting records

Cycle time in business days from the payroll

system cut-off date until payroll transmit date

Cycle time in business days from the payroll

system cut-off date until payroll transmit date

Copyright 2016 APQC

dollars

days

days

663 of 687

Metric name
Cycle time in business days between the time
period cut-off for employees and the payroll
transmit date

Formula
Cycle time in business days between the time
period cut-off for employees and the payroll
transmit date

Units

Cycle time in business days from HR/benefits

system cut-off until payroll system cut-off date
Number of FTEs that perform the process "manage
pay" per $1 billion revenue

Cycle time in business days from HR/benefits

days
system cut-off until payroll system cut-off date
Number of FTEs who perform the process "manage FTEs
pay" / (Total business entity revenue * .
000000001)

days

Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
pay" per 1,000 employees paid
pay" / (Total number of employees paid * 0.001)
Number of voided checks/payments as a
percentage of payroll disbursements
Payment errors as a percentage of total payroll
disbursements
Percentage of employees receiving payroll
disbursements via direct deposit
Number of payroll-related inquiries as a
percentage of payroll disbursements
Percentage of payroll disbursements that are
manual checks/payments
Percentage of payroll disbursements that include
retroactive pay adjustments
Number of manual checks/payments per "process
payroll" FTE

(Number of checks/payments voided during the

percent
year / Number of payroll disbursements) * 100
Percentage of payroll disbursements with errors
percent
identified after distribution
Percentage of employees receiving payroll
percent
disbursements via direct deposit
(Number of payroll inquiries received / Number of percent
payroll disbursements) * 100
Percentage of payroll disbursements that were
percent
manual cheques
Percentage of payroll disbursements that were or percent
included retroactive pay adjustments
(Number of payroll disbursements * Percentage of manual checks
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

"manage pay" FTE

Number of payroll disbursements / Number of FTEs disbursements

who perform the process "manage pay"

Copyright 2016 APQC

664 of 687

Metric name
Formula
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "manage pay"
"manage pay" / Number of FTEs who perform the
function "manage financial resources") * 100

Units
percent

Business days the HR/Benefits system is open for

employee data changes, new hires and
termination during payroll period

Number of business days HR/Benefit system is

open for employee data changes, new hires, and
terminations during payroll period

days

Percentage of total payroll FTEs performing the

"manage pay" process

(Number of FTEs who perform the process

percent
"manage pay" / (Number of FTEs who perform the
process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
FTEs who perform the process "process payroll
taxes")) * 100

Outsourced cost to perform the process "process

payroll taxes" per employee paid

(Total cost to perform the process "process payroll dollars

taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
external costs * .01)/Total number of employees
paid

Overhead and other costs to perform the process

"process payroll taxes" per employee paid

(Total cost to perform the process "process payroll dollars

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

Overhead cost and other costs to perform the

process "process payroll taxes" per $1,000
revenue

(Total cost to perform the process "process payroll dollars

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 business
entity revenue * 0.001)

Copyright 2016 APQC

665 of 687

Metric name
Systems cost to perform the process "process
payroll taxes" per employee paid

Formula
Units
(Percentage of internal cost of the process
dollars
"Process payroll taxes" allocated to systems costs
* Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
0.0001 * Total cost to perform the process
"process payroll taxes") / Total number of
employees paid

Personnel cost to perform the process "process

payroll taxes" per $1,000 revenue

Personnel cost to perform the process "process

payroll taxes" / (Total business entity revenue
*.0010)

Personnel cost to perform the process "process

payroll taxes" per employee paid

(Percentage of internal costs of the process "report dollars

payroll taxes" allocated to personnel costs *
Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
0.0001 * Total cost to perform the process
"process payroll taxes") / Total number of
employees paid

Outsourced cost to perform the process "process

payroll taxes" per $1,000 revenue

(Total cost to perform the process "process payroll dollars

taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
external costs * .01)/(Total business entity revenue
* 0.001)

Total cost to perform the process "process payroll

taxes" per $1,000 revenue

Total cost to perform the process "process payroll

taxes" / (Total business entity revenue * 0.001)

Total cost to perform the process "process payroll

taxes" per employee paid
Cycle time in business days from notification of
required garnishment to the time the garnishment
is processed in the payroll system and scheduled
for withholding

Total cost to perform the process "process payroll dollars

taxes" / Total number of employees paid
Cycle time in business days from notification of
days
required garnishment to the time the garnishment
is processed in the payroll system and scheduled
for withholding

Copyright 2016 APQC

dollars

dollars

666 of 687

Metric name
Formula
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
payroll taxes" per $1 billion revenue
payroll taxes" / (Total business entity revenue * .
000000001)

Units

Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
payroll taxes" per 1,000 employees paid
payroll taxes" / (Total number of employees paid *
0.001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "process payroll taxes"
"process payroll taxes" / Number of FTEs who
perform the function "manage financial
resources") * 100

percent

Percentage of total payroll FTEs performing the

"process payroll taxes" process

(Number of FTEs who perform the process

"process payroll taxes" / (Number of FTEs who
perform the process "report time"+Number of
FTEs who perform the process "manage
pay"+Number of FTEs who perform the process
"process payroll taxes")) * 100

percent

Total cost to perform the process "process

accounts payable" as a percentage of revenue

(Total cost to perform the process "process

accounts payable (AP)" / Total business entity
revenue ) * 100

percent

Total cost to perform the process "process

accounts payable" per process FTE

Total cost to perform the process "process

accounts payable (AP)" / Number of FTEs who
perform the process "process accounts payable
(AP)"

dollars

Total cost to perform the process "Process

accounts payable" per $1 billion revenue

Total cost to perform the process "process

accounts payable (AP)" / (Total business entity
revenue * 0.000000001)

dollars

Total cost to perform the process "Process

accounts payable" per $1,000 purchases

Total cost to perform the process "process

accounts payable (AP)" / (Value of all materials
and services purchased * 0.001)

dollars

Total cost to perform the process "process

accounts payable (AP)" per $1,000 revenue

Total cost to perform the process "process

accounts payable (AP)" / (Total business entity
revenue * 0.001)

dollars

Copyright 2016 APQC

667 of 687

Metric name
Formula
Total cost to perform the process "process
Total cost to perform the process "process
accounts payable (AP)" per disbursement/payment accounts payable (AP)" / Total number of
disbursements excluding T&E disbursements

Units
dollars

Total cost to perform the process "process

Total cost to perform the process "process
accounts payable" per invoice line item processed accounts payable (AP)" / Number of invoice line
items processed

dollars

Outsourced cost to perform the process "process

accounts payable (AP)" per $1,000 revenue

(Percentage of total cost of the process "Process

accounts payable" allocated to external cost *
Total cost to perform the process "process
accounts payable (AP)" / 100) / (Total business
entity revenue * 0.001)

dollars

Total cost to perform the process "process

accounts payable (AP)" per invoice processed

Total cost to perform the process "process

accounts payable (AP)" / Number of invoices
processed

dollars

Personnel cost to perform the process "process

accounts payable" per process FTE

((Total cost to perform the process "process

accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to personnel cost) *.0001) / Number of
FTEs who perform the process "process accounts
payable (AP)"

dollars

Personnel cost to perform the process "process

accounts payable (AP)" per $1,000 purchases

((Total cost to perform the process "process

dollars
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to personnel cost) *.0001) / (Value of all
materials and services purchased * 0.001)

Copyright 2016 APQC

668 of 687

Metric name
Personnel cost to perform the process "process
accounts payable (AP)" per $1,000 revenue

Formula
((Total cost to perform the process "process
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to personnel cost) *.0001) / (Total
business entity revenue * 0.001)

Systems cost to perform the process "process

accounts payable (AP)" per $100,000 purchases

((Total cost to perform the process "process

accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to systems cost) *.0001) / (Value of all
materials and services purchased * 0.00001)

Systems cost to perform the process "process

accounts payable (AP)" per $100,000 revenue

((Total cost to perform the process "process

dollars
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to systems cost) *.0001) / (Total business
entity revenue * 0.00001)

Value of purchases (in millions) per FTE that

performs the process "process accounts payable
(AP)"

Value of all materials and services purchased /

(Number of FTEs who perform the process
"process accounts payable (AP)" * 1000000)

dollars

Total cost to perform the process "process

accounts payable" per thousand barrel of oil
equivalent (BOE)

Total cost to perform the process "process

accounts payable (AP)" / (Average oil and gas net
production (BOE/day) * .001)

Dollars

Total cost to perform the process "process

accounts payable" per gross operated producing
well

Total cost to perform the process "process

Dollars
accounts payable (AP)" / Total operated producing
well count

Copyright 2016 APQC

Units
dollars

dollars

669 of 687

Metric name
Total cost to perform the process "process
accounts payable" per mile of pipe

Formula
Total cost to perform the process "process
accounts payable (AP)" / Total number of miles of
pipeline in service

Total cost to perform the process "process

accounts payable" per thousand barrels
throughput

Total cost to perform the process "process

accounts payable (AP)" / (Average refining
throughput * .001)

Dollars

Cycle time in days to resolve an invoice error

Cycle time in calendar days from discovering an

invoice error to its resolution
Cycle time in hours from the receipt of an invoice
to its entry into the accounts payable/invoicing
system

days

Cycle time in hours to enter invoice data into the

system

Units
Dollars

hours

Average cycle time (in calendar days) from the

first time an invoice is blocked/parked to the final
time the invoice in unblocked/unparked

Average cycle time from the first time an invoice is Days

blocked/parked until it is unblocked/unparked

Cycle time in days from receipt of invoice until

payment is transmitted
Cycle time in days from receipt of invoice until
approved and scheduled for payment
Number of FTEs that perform the process "process
accounts payable (AP)" per $1 billion revenue

Cycle time in calendar days from receipt of an

days
invoice until payment is transmitted
Cycle time in calendar days from the receipt of an days
invoice to its approval and scheduling
Number of FTEs who perform the process "process FTEs
accounts payable (AP)" / (Total business entity
revenue * .000000001)

Percentage of disbursements that are first time

error free
Percentage of discounts available that are taken

Percentage of disbursements that is processed

percent
error-free the first time
(Number of invoice line items that are paid within percent
the discount period / Number of invoice line items
received that offer a discount) * 100

Payables outstanding per $1,000 revenue

Value of accounts payable / (Total business entity

revenue * 0.0010)
Percentage of invoice line items received
Percentage of invoice line items received
electronically
electronically
Percentage of invoice line items that are matched Percentage of invoice line items that is matched
the first time
the first time

Copyright 2016 APQC

dollars
percent
percent

670 of 687

Metric name
Percentage of invoice line items matched with a
purchase order
Percentage of invoice line items paid on time

Formula
Percentage of invoice line items that is matched
with a purchase order
Percentage of invoice line items paid on time

Units
percent

Percentage of invoices paid within the discount

period
Percentage of invoice line items which are
manually keyed into the financial system
Number of FTEs who perform the process "process
accounts payable (AP)" per $1 billion purchases

(Number of invoices paid within discount period / percent

Number of invoices processed) * 100.0
Percentage of invoice line items that is entered
percent
into the financial system by manual keying
Number of FTEs who perform the process "process FTEs
accounts payable (AP)" / (Value of all materials
and services purchased * 0.000000001)

percent

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)
Number of FTEs who perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable" per thousand gross operated
accounts payable (AP)" / (Total operated producing
producing wells
well count * .001)
Number of FTEs who perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable" per thousand miles of pipe
accounts payable (AP)" / (Total number of miles of
pipeline in service * .001)
Number of FTEs who perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable" per thousand barrels
accounts payable (AP)" / (Average refining
throughput
throughput * .001)
Number of invoice line items processed per FTE
that performs the process "process accounts
payable (AP)"

Number of invoice line items processed / Number

of FTEs who perform the process "process
accounts payable (AP)"

invoice line items

Number of invoices processed per FTE that

performs the process "process accounts payable
(AP)"

Number of invoices processed / Number of FTEs

who perform the process "process accounts
payable (AP)"

invoices

Number of disbursements per FTE that performs

the process "process accounts payable (AP)"

Total number of disbursements excluding T&E

disbursements
disbursements / Number of FTEs who perform the
process "process accounts payable (AP)"

Copyright 2016 APQC

671 of 687

Metric name
Formula
Units
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
percent
to the process "process accounts payable"
"process accounts payable (AP)" / Number of FTEs
who perform the function "manage financial
resources") * 100
Number of invoiced line items per $1,000
purchases
Systems cost to perform the process "process
accounts payable" as a percentage of the total
cost of the process

Number of invoice line items processed / (Value of invoice line items

all materials and services purchased * 0.001)
(Percentage of total cost of the process "Process
percent
accounts payable" allocated to internal cost *
Percentage of internal cost of the process "Process
accounts payable" allocated to systems cost) *.01

Personnel cost to perform the process "Process

(Percentage of total cost of the process "Process
percent
accounts payable" as a percentage of total process accounts payable" allocated to internal cost *
cost
Percentage of internal cost of the process "Process
accounts payable" allocated to personnel cost)
*.01
Outsourced cost to perform the process "Process
accounts payable" as a percentage of the total
cost of the process

Percentage of total cost of the process "Process

accounts payable" allocated to external cost

percent

Percentage of invoices processed through selfPercentage of invoices processed through selfPercent

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
clearing house (ACH) as a percentage of the total
number of payments sent

Number of payments sent through automated

clearing house (ACH) as a percentage of total
payments sent

Percent

Payments sent to vendors through paper check as Number of payments sent through paper check as Percent
a percentage of the total number of payments
a percentage of total payments sent
sent
Payments sent to vendors through e-Payable as a
percentage of the total number of payments sent

Copyright 2016 APQC

Number of payments sent through ePayable as a

percentage of total payments sent

Percent

672 of 687

Metric name
Formula
Units
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
Percentage of invoices paid on time

Percentage of invoices paid on time

Percent

Overhead and other cost to perform the process

(Percentage of total cost of the process "Process
percent
"Process accounts payable" as a percentage of the accounts payable" allocated to internal cost *
total cost of the process
Percentage of internal cost of the process "Process
accounts payable" allocated to overhead and
other costs) *.01
Number of invoices processed per $1,000 of
purchases
Personnel cost of the process "Process expense
reimbursements" per $100,000 of T&E
expenditures

Number of invoices processed / (Value of all

invoices
materials and services purchased * 0.001)
(Total cost to perform the process "process
dollars
expense reimbursements" * Percentage of total
cost of the process "Process expense
reimbursements" allocated to internal cost *
Percentage of internal cost of the process "Process
expense reimbursements" allocated to personnel
cost * .0001) / (Total value of T&E expenditures *
0.00001)

Systems cost of the process "Process expense

reimbursements" per $100,000 of T&E
expenditures

(Total cost to perform the process "process

dollars
expense reimbursements" * Percentage of total
cost of the process "Process expense
reimbursements" allocated to internal cost *
Percentage of internal cost of the process "Process
expense reimbursements" allocated to systems
cost * .0001) / (Total value of T&E expenditures *
0.00001)

Copyright 2016 APQC

673 of 687

Metric name
Systems cost to perform the process "process
expense reimbursements" per $100,000 revenue

Formula
Units
(Total cost to perform the process "process
dollars
expense reimbursements" * Percentage of total
cost of the process "Process expense
reimbursements" allocated to internal cost *
Percentage of internal cost of the process "Process
expense reimbursements" allocated to systems
cost * .0001) / (Total business entity revenue *
0.00001)

Personnel cost to perform the process "Process

expense reimbursements" per process FTE

(Total cost to perform the process "process

dollars
expense reimbursements" * Percentage of total
cost of the process "Process expense
reimbursements" allocated to internal cost *
Percentage of internal cost of the process "Process
expense reimbursements" allocated to personnel
cost * .0001) / Number of FTEs who perform the
process "process expense reimbursements"

Personnel cost to perform the process "process

expense reimbursements" per $1,000 revenue

(Total cost to perform the process "process

dollars
expense reimbursements" * Percentage of total
cost of the process "Process expense
reimbursements" allocated to internal cost *
Percentage of internal cost of the process "Process
expense reimbursements" allocated to personnel
cost * .0001) / (Total business entity revenue *
0.001)

Outsourced cost to perform the process "process

expense reimbursements" per $1,000 revenue

(Percentage of total cost of the process "Process

expense reimbursements" allocated to external
cost * Total cost to perform the process "process
expense reimbursements" / 100) / (Total business
entity revenue * 0.001)

Total cost to perform the process "process expense (Total cost to perform the process "process
reimbursements" as a percentage of revenue
expense reimbursements" / Total business entity
revenue ) * 100
Copyright 2016 APQC

dollars

percent

674 of 687

Metric name
Formula
Units
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per process FTE
reimbursements" / Number of FTEs who perform
the process "process expense reimbursements"
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per $1 billion revenue
reimbursements" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "Process expense Total cost to perform the process "process expense dollars
reimbursements" per $1,000 of T&E expenditures reimbursements" / (Total value of T&E
expenditures * 0.001)
Total cost to perform the process "Process expense Total cost to perform the process "process expense dollars
reimbursements" per $1,000 revenue
reimbursements" / (Total business entity revenue *
0.001)
Total cost to perform the process "Process expense Total cost to perform the process "process expense dollars
reimbursements" per T&E disbursement
reimbursements" / Number of T&E disbursements
Cycle time in days to approve and schedule T&E
reimbursements

Cycle time in calendar days from the receipt of an days

expense report to its approval and scheduling for
payment

Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
expense reimbursements" per $1 million T&E
expense reimbursements" / (Total value of T&E
expenditures
expenditures * 0.000001)
Percentage of expense report exception line items (Number of expense report line items with
percent
exceptions / Expense report line items) * 100
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
expense reimbursements" per $1 billion revenue expense reimbursements" / (Total business entity
revenue * .000000001)
Percentage of total T&E expenditures made using
cash advances
Number of expense report line items per FTE that
performs the process "process expense
reimbursements"

Copyright 2016 APQC

(Total value of cash advances / Total value of T&E

expenditures) * 100.0
Expense report line items / Number of FTEs who
perform the process "process expense
reimbursements"

percent
expense report line
items

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Metric name
Number of T&E disbursements per "process
expense reimbursements" FTE

Formula
Number of T&E disbursements / Number of FTEs
who perform the process "process expense
reimbursements"

Units
disbursements

Number of expense report line items per $1,000

T&E expenditure
Percentage of total finance function FTEs allocated
to the process "process expense reimbursements"

Expense report line items / (Total value of T&E

expenditures * 0.001)
(Number of FTEs who perform the process
"process expense reimbursements" / Number of
FTEs who perform the function "manage financial
resources") * 100

expense report line

items
percent

Personnel cost of the process "Process expense

(Percentage of total cost of the process "Process
reimbursements" as a percentage of total cost for expense reimbursements" allocated to internal
the process
cost * Percentage of internal cost of the process
"Process expense reimbursements" allocated to
personnel cost) * .01

percent

Systems cost to perform the process "Process

expense reimbursements" as a percentage of the
total cost of the process

(Percentage of total cost of the process "Process

expense reimbursements" allocated to internal
cost * Percentage of internal cost of the process
"Process expense reimbursements" allocated to
systems cost) *.01

percent

Overhead and other cost to perform the process

"Process expense reimbursements" as a
percentage of the total cost of the process

(Percentage of total cost of the process "Process

expense reimbursements" allocated to internal
cost * Percentage of internal cost of the process
"Process expense reimbursements" allocated to
overhead and other costs) *.01

percent

Outsourced cost to perform the process "Process

expense reimbursements" as a percentage of the
total cost of the process

Percentage of total cost of the process "Process

expense reimbursements" allocated to external
cost

percent

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676 of 687

Metric name
Total cost of the process group "Manage treasury
operations" per bank used in cash collection
network

Formula
Total cost to perform the process group "manage
treasury operations" / Number of banks used in
organization's cash collection network

Units

Total cost of the process group "Manage treasury

operations" per bank used in cash disbursement
network

Total cost to perform the process group "manage

treasury operations" / Number of banks used in
organization's cash disbursement network

dollars

Cycle time in days to refresh the cash flow

forecast
Cycle time in hours to initiate, approve, and
dispatch a wire transfer
Cycle time in hours to reconcile a single bank
account

Cycle time in calendar days to refresh cash flow

forecast
Cycle time in hours to initiate, approve, and
dispatch a wire transfer
Cycle time in days to reconcile a single bank
account from bank account statement receipt
through ending book balance reconciliation

days

dollars

hours
hours

Number of banks used in cash collection network Number of banks used in organization's cash
per FTE that performs the process group "Manage collection network / Number of FTEs who perform
treasury operations"
the process group "manage treasury operations"

banks

Number of banks used in cash disbursement

network per FTE that performs the process group
"Manage treasury operations"

Number of banks used in organization's cash

disbursement network / Number of FTEs who
perform the process group "manage treasury
operations"

banks

Number of banks used in cash collection network

per $1 billion revenue

Number of banks used in organization's cash

banks
collection network / (Total business entity revenue
* .000000001)

Number of banks used in cash disbursement

network per $1 billion revenue

Number of banks used in organization's cash

disbursement network / (Total business entity
revenue * .000000001)

Total cost to perform the process "establish

internal controls, policies, and procedures" per
$1,000 revenue

Total cost to perform the process "establish

dollars
internal controls, policies, and procedures" / (Total
business entity revenue * 0.0010)

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banks

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Metric name
Formula
Units
Outsourced cost to perform the process "establish Outsourced cost to perform the process "establish dollars
internal controls, policies, and procedures" per
internal controls, policies, and procedures" / (Total
$1,000 revenue
business entity revenue *.0010)
Personnel cost to perform the process "establish
internal controls, policies, and procedures" per
$1,000 revenue

Personnel cost to perform the process "establish

dollars
internal controls, policies, and procedures" / (Total
business entity revenue * 0.0010)

Risk assessment cost as a percentage of total cost Percentage of cost to perform the process
to perform the process "establish internal controls, "establish internal controls, policies, and
policies, and procedures"
procedures" allocated to risk assessment

percent

Systems cost to perform the process "establish

internal controls, policies, and procedures" per
$100,000 revenue

Systems cost to perform the process "establish

dollars
internal controls, policies, and procedures" / (Total
business entity revenue * 0.000010)

Number of FTEs that perform the process

"establish internal controls, policies, and
procedures" per $1 billion revenue

Number of FTEs who perform the process

"establish internal controls, policies, and
procedures" / (Total business entity revenue *
0.000000001)

Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "establish internal controls, policies, "establish internal controls, policies, and
and procedures"
procedures" / Number of FTEs who perform the
function "manage financial resources") * 100

FTEs

percent

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
officers/employees + Number of other nonindependent members on the audit committee +
Number of audit committee independent
members)) * 100.0

Copyright 2016 APQC

678 of 687

Metric name
Formula
Units
Percentage of other non-independent members on (Number of other non-independent members on
percent
the compensation committee
the compensation committee / (Number of
compensation committee officers/employees +
Number of other non-independent members on
the compensation committee + Number of
compensation committee independent members))
* 100.0
Percentage of other non-independent members on (Number of other non-independent members on
percent
the governance committee
the governance committee / (Number of
governance committee officers/employees +
Number of other non-independent members on
the governance committee + Number of
governance committee independent members)) *
100.0
Percentage of independent members on the audit (Number of audit committee independent
committee
members / (Number of audit committee
officers/employees + Number of other nonindependent members on the audit committee +
Number of audit committee independent
members)) * 100.0

percent

Percentage of independent members on the

compensation committee

(Number of compensation committee independent percent

members / (Number of compensation committee
officers/employees + Number of other nonindependent members on the compensation
committee + Number of compensation committee
independent members)) * 100.0

Percentage of independent members on the

governance committee

(Number of governance committee independent

members / (Number of governance committee
officers/employees + Number of other nonindependent members on the governance
committee + Number of governance committee
independent members)) * 100.0

Copyright 2016 APQC

percent

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Metric name
Percentage of independent, outside directors on
the board

Formula
(Number of independent or outside directors on
the board / Number of directors on the board) *
100.0

Percentage of officers/employees on the audit

committee

(Number of audit committee officers/employees / percent

(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 officers/employees on the

compensation committee

(Number of compensation committee

percent
officers/employees / (Number of compensation
committee officers/employees + Number of other
non-independent members on the compensation
committee + Number of compensation committee
independent members)) * 100.0

Percentage of officers/employees on the

governance committee

(Number of governance committee

percent
officers/employees / (Number of governance
committee officers/employees + Number of other
non-independent members on the governance
committee + Number of governance committee
independent members)) * 100.0

Systems cost to perform the process "operate

controls and monitor compliance with internal
controls policies and procedures" per $100,000
revenue

Systems cost to perform the process "operate

dollars
controls and monitor compliance with internal
controls policies and procedures" / (Total business
entity revenue * 0.000010)

Personnel cost to perform the process "operate

controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue

Personnel cost to perform the process "operate

dollars
controls and monitor compliance with internal
controls policies and procedures" / (Total business
entity revenue * 0.0010)

Copyright 2016 APQC

Units
percent

680 of 687

Metric name
Outsourced cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue

Formula
Units
Outsourced cost to perform the process "operate dollars
controls and monitor compliance with internal
controls policies and procedures" / (Total business
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 days to deploy change in enabling
technology
Cycle time in calendar days (including weekends)
from identification of change in risk until changes
to risk management policies and procedures are
completed and ready for
deployment/communication/implementation by
the business entity

Cycle time in days to deploy change in enabling

technology
Cycle time in calendar days (including weekends)
from identification of change in risk until changes
to risk management policies and procedures are
completed and ready for
deployment/communication/implementation by
the business entity

days

Cycle time in calendar days (including weekends)

from the identification of a control violation until
the violation is reported/communicated to the
control or process owner

Cycle time in calendar days (including weekends)

from the identification of a control violation until
the violation is reported/communicated to the
control or process owner

days

Cycle time in days from reporting of a control

violation until investigation is completed and
remediation steps/control changes are developed

Cycle time in days from reporting of a control

violation until investigation is completed and
remediation steps/control changes are developed

days

Number of control violations per 1,000 business

entity employees

Number of control violations in last twelve months control violations

pertaining to financial reporting/accounting and/or
security/access to financial records / (Number of
business entity employees * 0.0010)

Copyright 2016 APQC

days

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Metric name
Number of FTEs that perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" per $1 billion
revenue

Formula
Number of FTEs who perform the process "operate FTEs
controls and monitor compliance with internal
controls policies and procedures" / (Total business
entity revenue * 0.000000001)

Number of times last year employees used

existing communication channels to report
suspected improprieties per 1,000 employees

Number of times employees used existing

communication channels to report suspected
improprieties in past 12 months / (Number of
business entity employees * 0.0010)

Units

times

Percentage of primary controls that are automated (Number of automated primary controls / Number percent
of identified primary controls) * 100.0
Number of primary controls per 1,000 employees Number of identified primary controls / (Number of controls
business entity employees * 0.0010)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
percent
to the process "operate controls and monitor
"operate controls and monitor compliance with
compliance with internal controls policies and
internal controls policies and procedures" /
procedures"
Number of FTEs who perform the function
"manage financial resources") * 100
Percentage of total control violations that are new (Number of new control violations in last twelve
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
in nature
Percentage of primary controls that are preventive
in nature
Self assessments as a percentage of risk
assessment cost
Total cost to perform the process "report on
internal controls compliance" per $1,000 revenue

Copyright 2016 APQC

percent

(Number of detective primary controls / Number of percent

identified primary controls) * 100.0
(Number of preventative primary controls /
percent
Number of identified primary controls) * 100.0
Percentage of conducting risk assessment cost
percent
toward self assessments
Total cost to perform the process "report on
dollars
internal controls compliance" / (Total business
entity revenue * 0.0010)

682 of 687

Metric name
Formula
Units
Outsourced cost to perform the process "report on Outsourced cost to perform the process "report on dollars
internal controls compliance" per $1,000 revenue internal controls compliance" / (Total business
entity revenue *.0010)
Personnel cost to perform the process "report on
internal controls compliance" per $1,000 revenue

Personnel cost to perform the process "report on

internal controls compliance" / (Total business
entity revenue * 0.0010)

dollars

Systems cost to perform the process "report on

internal controls compliance" per $100,000
revenue

Systems cost to perform the process "report on

internal controls compliance" / (Total business
entity revenue * 0.000010)

dollars

Previously identified control violations as a

percentage of total control violations

(Number of previously identified control violations percent

in last twelve months / Number of control
violations in last twelve months) * 100.0

Number of FTEs that perform the process "report

on internal controls compliance" per $1 billion
revenue

Number of FTEs who perform the process "report

on internal controls compliance" / (Total business
entity revenue * 0.000000001)

Independent internal resources as a percentage of

risk assessment cost
Outside consultants as a percentage of risk
assessment cost
Percentage of total finance function FTEs allocated
to the process "report on internal controls
compliance"

Percentage of conducting risk assessment cost

percent
toward independent internal resources
Percentage of conducting risk assessment cost
percent
toward outside consultants
(Number of FTEs who perform the process "report percent
on internal controls compliance" / Number of FTEs
who perform the function "manage financial
resources") * 100

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

FTEs

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

Copyright 2016 APQC

683 of 687

Metric name
Formula
Number of active customers per FTE that performs Number of active customers in customer master
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
Percentage of FTEs who perform the process
"invoice customer" who maintain
customer/product master files

Units
active customers

(Number of FTEs who perform the process "invoice percent

customer" who maintain customer/product master
files / Number of FTEs who perform the process
"invoice customer") * 100.0

Percentage of FTEs who perform the process

(Number of FTEs who perform the process "invoice percent
"invoice customer" who generate customer billing customer" who generate customer billing data /
data
Number of FTEs who perform the process "invoice
customer") * 100.0
Percentage of FTEs who perform the process
"invoice customer" who transmit billing data to
customers

(Number of FTEs who perform the process "invoice percent

customer" who transmit billing data to customer /
Number of FTEs who perform the process "invoice
customer") * 100.0

Percentage of FTEs who perform the process

"invoice customer" who post accounts receivable
entries

(Number of FTEs who perform the process "invoice percent

customer" who post accounts receivable entries /
Number of FTEs who perform the process "invoice
customer") * 100.0

Percentage of FTEs who perform the process

"invoice customer" who resolve customer billing
inquiries

(Number of FTEs who perform the process "invoice percent

customer" who resolve customer billing inquiries /
Number of FTEs who perform the process "invoice
customer") * 100.0

Percentage of disbursements submitted

electronically
Total cost of the process group "Manage treasury
operations" per foreign currency involved in
foreign exchange hedging program

Percentage of disbursements processed that are

submitted electronically
Total cost to perform the process group "manage
treasury operations" / Number of foreign
currencies involved in foreign exchange hedging
program

Copyright 2016 APQC

percent
dollars

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Metric name
Formula
Units
Number of foreign currencies involved in foreign
Number of foreign currencies involved in foreign
foreign currencies
exchange hedging program per $1 billion revenue exchange hedging program / (Total business entity
revenue * .000000001)
Number of foreign currencies involved in foreign
Number of foreign currencies involved in foreign
foreign currencies
exchange hedging program per FTE that performs exchange hedging program / Number of FTEs who
the process group "Manage treasury operations"
perform the process group "manage treasury
operations"
Total annual non-interest expense per $1,000
revenue

Total non-interest expense for retail banking

dollars
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

revenue

Total operating expense for retail banking

dollars
operation / (Total annual revenue for retail banking
operation * .001)

Non-interest expense as a percentage of total

assets
Net income plus interest as a percentage of total
assets
New transaction account income as a percentage
of fee income

Annual non-interest expense per total assets for

percent
the overall bank
Annual net income plus interest expense per total percent
assets for the overall bank
Percentage of annual fee income for banking
percent
operation attributed to new transaction accounts
opened in the last year

Copyright 2016 APQC

685 of 687

ABOUT APQC
An internationally recognized resource for process
and performance improvement, APQC helps
organizations adapt to rapidly changing
environments, build new and better ways to work,
and succeed in a competitive marketplace. With a
focus on productivity, knowledge management,
benchmarking, and quality improvement initiatives,
APQC works with its member organizations to
identify best practices; discover effective methods
of improvement; broadly disseminate findings; and
connect individuals with one another and the
knowledge, training,
and tools they need to
COPYRIGHT
AND ATTRIBUTION
succeed.
Founded
1977,RESERVED.
APQC is a member-based
2016
APQC.
ALL in
RIGHTS
This Process
nonprofit serving
organizations
around
the world in
Classification
Framework
(PCF)
is the
all sectors ofintellectual
business, education,
government.
copyrighted
property ofand
APQC.
APQC
APQC is alsothe
a proud
of thediscussion,
2003, 2004,
encourages
wide winner
distribution,
and
2008,
and
North American
Most Admired
use
of 2012,
the PCF
for2013
classifying
and defining
Knowledge
Enterprises
(MAKE)
awards.APQC
This award
organizational
processes.
Accordingly,
herebyis
based on
by Teleos,
a European
based
grants
youa astudy
perpetual,
worldwide,
royalty-free
research
the
KNOW modify,
network.and create
license
tofirm,
use, and
copy,
publish,
derivative works of the PCF, provided that all copies
of the PCF and any derivative works contain the
following attribution:
This APQC Process Classification Framework (PCF) is an open standard developed
by APQC, a nonprofit that promotes benchmarking and best practices worldwide. The
PCF is intended to facilitate organizational improvement through process
management and benchmarking, regardless of industry, size, or geography. To
download the full PCF or industry-specific versions of the PCF, as well as associated
measures and benchmarking, please visit www.apqc.org/pcf.

Copyright 2016 APQC

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Copyright 2016 APQC