Petroleum Upstream v705 Vs Petroleum Upstream v610

PETROLEUM UPSTREAM PROCESS
CLASSIFICATION FRAMEWORK
VERSION NUMBER 7.0.5
GENERATED ON 10/25/2016
For more information about the PCF, visit www.apqc.org/pcf
COMPARED TO PETROLEUM UPSTREAM PROCESS CLASSIFICATION FRAMEWORK VERSION 6
Copyright 2016 APQC

MEWORK VERSION 6.1.0
Copyright 2016 APQC

UNDERSTANDING THIS FILE
This file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended to
communicate the various aspects of the framework necessary to interpret it and make full use of its inten
capabilities.
These pages illustrate the configuration of this file. If you have further questions, please contact APQC dir
on pcf_feedback@apqc.org or +1-713-681-4020.
PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used througho
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back t
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by
process element. It will be consistent across releases as long as the conceptual meaning does not change
Hierarchy ID is the human-readable index number corresponding to this specific process element on eac
row. This number will not be consistent across releases - meaning that a process element may have a diff
hierarchy ID among a set of releases.
Difference index is a score identifying the volume of changes to this process element across releases. T
score is only computed when a specific release is compared to another specific release. The difference ind
encapsulates the changes among all of the process element's descendents, not just the immediate childr
The greater the number, the more significant the changes between the two releases.
Change details is a sentence explaning the differences in the immediate child-level descendents of the
specific process element. A "plus" symbol ("+") before a number indicates that the specific process elem
was added since the last release. A "minus" symbol ("-") before a number indicates that the specific proce
element was removed since the last release. If the process element was renamed, the sentence will inclu
phrase "RENAME, WAS:" followed by the name previously used by the process element. A new element is
identified by the word "NEW". A "c" before a number indicates that the specific process element changed
the compared release; it saw elements added, removed, the name changed, or some combination of thos
three operations.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarki
library for this specific process element. For more information, please visit http://www.apqc.org/osb
Copyright 2016 APQC

EXAMPLE
In the above image, one can discern that a new process element "8.0 Manage Financial Resources" (170
was added to the framework. This new element was added to the file. This new element contains a num
previously used elements, including a significant change to one of its immediate children, 10731, which
present in the previous release, but under a different parent. Also category 11 saw relatively few change
(difference index = 2) while category 12 saw the most changes (difference index = 121). Develop and
manage human capital had a number of changes to its immediate children (see the change details) but
structure overall remains very simlar (difference index = 50).
Copyright 2016 APQC

ets intended to
use of its intended
ntact APQC directly
used throughout
aterials back to
identified by the
es not change.
lement on each
ay have a different
oss releases. The

difference index
mediate children.
ndents of the
process element
specific process
ence will include the
ew element is
ment changed since
nation of those
s Benchmarking
org/osb
Copyright 2016 APQC

esources" (17058)
ontains a number of
10731, which was
ely few changes
Develop and
e details) but the
Copyright 2016 APQC

Hierarchy Difference
PCF ID ID Name Index
10002 1.0 Develop Vision and Strategy 67
10003 2.0 Develop and Manage Upstream Petroleum-Related Technologies 58
14200 3.0 Acquire, Explore, and Appraise Hydrocarbon Assets 1
14201 4.0 Develop, Produce, and Deplete Hydrocarbon Assets 42
20025 5.0 Deliver Services 67

20085 6.0 Manage Customer Service 99
10007 7.0 Develop and Manage Human Capital 45
10008 8.0 Manage Information Technology (IT) 9
17058 9.0 Manage Financial Resources 46

19207 10.0 Acquire, Construct, and Manage Property Assets 54
16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and Resiliency 7
10012 12.0 Manage External Relationships 16

10013 13.0 Develop and Manage Business Capabilities 56
Copyright 2016 APQC 7 of 1170

Metrics
Change details available?
c10016 Y
+19696, +19698 Y
N
+10217, RENAME, WAS:Develop, Produce and N
Deplete Hydrocarbon Assets
+20026, +20040, +20058, NEW Y
+10378, +10379, +12658, +20110, +20595, NEW Y
+17052, +20134, -17053, -17056, c10413, c17043 Y
RENAME, WAS:Manage Information Technology Y
Y
+10966, +19208, +19238, c10937, NEW N
RENAME, WAS:Manage Enterprise Risk, N
Compliance, Remediation and Resiliency
N
c11179 Y

17040 1.1 Define the business concept and long-term vision 14
10017 1.1.1 Assess the external environment 4
19945 1.1.1.1 Identify competitors 1
10021 1.1.1.2 Analyze and evaluate competition 0
10022 1.1.1.3 Identify economic trends 0
10023 1.1.1.4 Identify political and regulatory issues 0
19399 1.1.1.5 Identify trends in demand for oil and gas in future decades 0
10024 1.1.1.6 Assess new technology innovations 0
19400 1.1.1.7 Identify trends in Exploration & Production (E&P) and 0
midstream asset funding
19401 1.1.1.8 Identify trends in joint venture ownership taxation and 0
10025 1.1.1.9 funding
Analyze demographics 0
10026 1.1.1.10 Identify social and cultural changes 1
10027 1.1.1.11 Identify ecological concerns 0

16790 1.1.1.12 Identify intellectual property concerns 1
16791 1.1.1.13 Evaluate IP acquisition options 1
10018 1.1.2 Survey market and determine customer needs and wants 4
10028 1.1.2.1 Conduct qualitative/quantitative research and assessments 1
19946 1.1.2.2 Capture customer needs and wants 1

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

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

19402 1.1.3.7 Analyze current physical asset base 0
19403 1.1.3.8 Analyze personnel and their knowledge/skills 0
10020 1.1.4 Establish strategic vision 2
19949 1.1.4.1 Define the strategic vision 1

10035 1.1.4.2 Align stakeholders around strategic vision 0
10036 1.1.4.3 Communicate strategic vision to stakeholders 0
19404 1.1.4.4 Establish production target for the year 0
16792 1.1.5 Conduct organization restructuring opportunities 0
16793 1.1.5.1 Identify restructuring opportunities 0
16794 1.1.5.2 Perform due-diligence 0
16795 1.1.5.3 Analyze deal options 0
16796 1.1.5.3.1 Evaluate acquisition options 0
16797 1.1.5.3.2 Evaluate merger options 0
16798 1.1.5.3.3 Evaluate de-merger options 0
16799 1.1.5.3.4 Evaluate divesture options 0
10015 1.2 Develop business strategy 41
10037 1.2.1 Develop overall mission statement 0
10044 1.2.1.1 Define current business 0
10045 1.2.1.2 Formulate mission 0
10046 1.2.1.3 Communicate mission 0
10038 1.2.2 Define and evaluate strategic options to achieve the objectives 13
10047 1.2.2.1 Define strategic options 0

10048 1.2.2.2 Assess and analyze impact of each option 2
13289 1.2.2.2.1 Identify implications for key operating model business 1
elements that require change
13290 1.2.2.2.2 Identify implications for key technology aspects 1
16800 1.2.2.3 Develop B2B strategy 2
16801 1.2.2.3.1 Develop service as a product strategy 1
16802 1.2.2.4 Develop B2C strategy 1

16803 1.2.2.5 Develop partner/alliance strategy 1
16805 1.2.2.6 Develop merger/demerger/acquisition/exit strategy 1
16806 1.2.2.7 Develop innovation strategy 1
14189 1.2.2.8 Develop sustainability strategy 0
19950 1.2.2.9 Develop global support strategy 1
19951 1.2.2.10 Develop shared services strategy 1
14197 1.2.2.11 Develop lean/continuous improvement strategy 0
19952 1.2.2.12 Develop innovation strategy and framework 1
19405 1.2.3 Develop business strategy 0
19406 1.2.3.1 Develop long-term (5 to 10 -year) business strategy 0
19407 1.2.3.2 Develop mid-term (1 to 3-year) business strategy 0
19408 1.2.3.3 Develop short-term (quarter to 1 year) business strategy 0
19409 1.2.3.4 Develop commodity price collapse strategy 0
10040 1.2.4 Coordinate and align functional and process strategies 0
10041 1.2.5 Create organizational design 4
10049 1.2.5.1 Evaluate breadth and depth of organizational structure 0

10050 1.2.5.2 Perform job-specific roles mapping and value-added 1
analyses
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity 1
10052 1.2.5.4 Perform organization redesign workshops 0

10053 1.2.5.5 Design the relationships between organizational units 0
10054 1.2.5.6 Develop role analysis and activity diagrams for key 1
processes
10055 1.2.5.7 Assess organizational implication of feasible alternatives 0
10056 1.2.5.8 Migrate to new organization 0
19410 1.2.5.9 Evaluate effectiveness of organizational change 0
10042 1.2.6 Develop and set organizational goals 3
19953 1.2.6.1 Identify organizational goals 1
19411 1.2.6.2 Align business unit goals with company goals 0
19954 1.2.6.3 Establish baseline metrics 1

19955 1.2.6.4 Monitor performance against goals 1
10043 1.2.7 Formulate business unit strategies 3
19956 1.2.7.1 Analyze business unit strategies 1
19957 1.2.7.2 Identify core competency for each business unit 1
19958 1.2.7.3 Refine business unit strategies in support of company 1
strategy
19412 1.2.7.4 Obtain business financing 0
19413 1.2.7.5 Structure resources to meet goals 0
19959 1.2.8 Develop customer experience strategy 17
19960 1.2.8.1 Assess customer experience 4
19961 1.2.8.1.1 Identify and review customer touchpoints 1
19962 1.2.8.1.2 Assess customer experience across touchpoints 1
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1
experiences
19964 1.2.8.2 Design customer experience 8
16612 1.2.8.2.1 Define and manage personas 1

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

19975 1.3.1.1 Identify strategic priorities 1
19976 1.3.1.2 Develop strategic initiatives based on business/customer 1
value
19977 1.3.1.3 Review with stakeholders 1
10058 1.3.2 Evaluate strategic initiatives 2
19978 1.3.2.1 Determine business value for each strategic priority 1
19979 1.3.2.2 Determine the customer value for each strategic priority 1
10059 1.3.3 Select strategic initiatives 2
19980 1.3.3.1 Prioritize strategic initiatives 1
19981 1.3.3.2 Communicate strategic initiatives to business units and 1
stakeholders
10060 1.3.4 Establish high-level measures 3
19982 1.3.4.1 Identify business value drivers 1
19983 1.3.4.2 Establish baselines for business value drivers 1
19984 1.3.4.3 Monitor performance against baselines 1
19507 1.3.5 Execute strategic initiatives 1

Metrics
c10016 Y
c10019, c10020 N
+19945, +16790, +16791, c10026 Y
NEW N
N
N
N
N
N
N
N
N
RENAME, WAS:Identify social and cultural trends N
N
NEW N
NEW N
+19946, +19947, -10029, c10028 N
RENAME, WAS:Conduct qualitative/quantitative N
assessments
NEW N
NEW N
+19948, c10033, c10034, RENAME, WAS:Perform N
internal analysis
N
NEW N
N
N
RENAME, WAS:Analyze financial position N
RENAME, WAS:Identify enterprise core N
competencies

Metrics
N
N
+19949, RENAME, WAS:Establish strategic vision N
and goals
NEW N
N
N
N
N
N
N
N
N
N
N
N
+19959, +18916, c10038, c10041 N
N
N
N
N
+16800, +16802, +16803, +16805, +16806, N
+19950, +19951, +19952, -14190, RENAME,
WAS:Evaluate strategic options to achieve the
objectives
N
+13289, +13290 N
NEW N
NEW N
+16801, NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
N
NEW N
NEW N
N
NEW N
N
N
N
N
N
N
c10050, c10051, c10054, RENAME, WAS:Create N
organizational design (structure, governance,
reporting, etc.)
N
RENAME, WAS:Perform job-specific roles mapping N
and value-add analyses
RENAME, WAS:Clarify role activities and assess N
hand-offs
N
N
RENAME, WAS:Develop role and activity analysis N
for key processes
N
N
N
+19953, +19954, +19955 N
NEW N
N
NEW N

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

+19969, +19970, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19972, +19973, NEW N
NEW N
NEW N
NEW N
NEW N
+19507, RENAME, WAS:Manage strategic N
initiatives
+19975, +19976, +19977 N

Metrics
NEW N
NEW N
NEW N
+19978, +19979 N
NEW N
NEW N
+19980, +19981 N
NEW N
NEW N
+19982, +19983, +19984 N

NEW N
NEW N
NEW N
NEW N

10003 2.0 Develop and Manage Upstream Petroleum-Related 58
Technologies
19696 2.1 Govern and manage product/service development program 29
10061 2.1.1 Manage upstream petroleum-related technology portfolio 0
10063 2.1.1.1 Evaluate performance of existing upstream petroleum- 0
related technologies against market opportunities
10064 2.1.1.2 Define upstream petroleum-related technology 0
development requirements
19466 2.1.1.3 Assess technology deficiencies by asset class and rank 0
needs
10066 2.1.1.4 Confirm alignment of upstream petroleum-related 0
technology concepts with business strategy
10073 2.1.1.5 Plan and develop cost, quality and performance targets 0
10074 2.1.1.6 Prioritize and select new upstream petroleum-related 0
technology concepts
10075 2.1.1.7 Specify development timing targets 0
10076 2.1.1.8 Plan for upstream petroleum-related technology offering 0
modifications
10067 2.1.2 Manage upstream petroleum-related technology life cycle 8
10077 2.1.2.1 Introduce new upstream petroleum-related technologies 0
10078 2.1.2.2 Retire outdated/inefficient upstream petroleum-related 0
technologies
10079 2.1.2.3 Identify and refine performance indicators 0
11423 2.1.2.4 Conduct post launch review 8
19646 2.1.2.4.1 Carry out post launch analytics to test the acceptability 1
in the market
11424 2.1.2.4.2 Review market performance 1
11425 2.1.2.4.3 Review effectiveness of supply chain and distribution 1
network
19647 2.1.2.4.4 Apply data and analytics to review supply chain 1
methodologies

11426 2.1.2.4.5 Review quality and performance of the product/service 1
11427 2.1.2.4.6 Conduct financial review 1
11428 2.1.2.4.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9
19941 2.1.3.1 Conduct mandatory and elective reviews 1

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

11742 2.1.4.2 Manage bills of material 1
11743 2.1.4.3 Manage routings 1
11744 2.1.4.4 Manage specifications 1
11745 2.1.4.5 Manage drawings 1
11746 2.1.4.6 Manage product/material classification 1
11747 2.1.4.7 Develop and maintain quality/inspection documents 1
11748 2.1.4.8 Maintain process specification data 1
11749 2.1.4.9 Manage traceability data 1
11750 2.1.4.10 Review and approve data access requests 1
19698 2.2 Generate and define new product/service ideas 18
10065 2.2.1 Perform discovery research 0
10070 2.2.1.1 Identify new upstream petroleum-related technologies 0
10072 2.2.1.2 Assess feasibility of integrating new leading upstream 0
petroleum-related technologies into upstream petroleum-
related technology concepts

19467 2.2.1.3 Develop protocol for and conduct cost-benefit analyses 0
19468 2.2.1.4 Evaluate investment options based on performance and 0
cost-benefit analysis
19669 2.2.2 Generate new product/service concepts 5
19986 2.2.2.1 Gather new product/service ideas and requirements 1
19987 2.2.2.2 Analyze new product/service ideas and requirements 1
19988 2.2.2.3 Evaluate new product/service inputs and requirements 1
19989 2.2.2.4 Formulate new product/service concepts 1
10068 2.2.2.5 Identify potential improvements to existing upstream 0
petroleum-related technologies
19990 2.2.3 Define product/service development requirements 12
11331 2.2.3.1 Define product/service requirements 9
19991 2.2.3.1.1 Define basic functional requirements 1

16808 2.2.3.1.2 Derive interoperability requirements for products and 1
services
16809 2.2.3.1.3 Derive safety requirements for products and services 1
16810 2.2.3.1.4 Derive security requirements for products and services 1
16811 2.2.3.1.5 Derive regulatory compliance requirements 1
16812 2.2.3.1.6 Derive requirements from industry standards 1
19992 2.2.3.1.7 Develop user experience requirements 1
16814 2.2.3.1.8 Derive services-as-a-product offering 1
16815 2.2.3.2 Define post launch support model 1
17389 2.2.3.3 Identify product/service bundling opportunities 1
10062 2.3 Develop new upstream petroleum-related technologies 11
10080 2.3.1 Assess, design, build, and evaluate upstream petroleum-related 10
technologies
10083 2.3.1.1 Assign resources to upstream petroleum-related technology 0
project
19469 2.3.1.2 Identify existing solutions to be leveraged 0
10084 2.3.1.3 Prepare high-level business case and technical assessment 0
10085 2.3.1.4 Develop asset specific upstream petroleum-related 0
technology design specifications

16813 2.3.1.5 Develop user experience design specifications 1
16817 2.3.1.6 Provide warranty-related recommendations 1
10086 2.3.1.7 Document design specifications 0
10087 2.3.1.8 Conduct Front End Design and Engineering FEED 0
19995 2.3.1.9 Design products/services 7
16819 2.3.1.9.1 Design for manufacturing 1

16820 2.3.1.9.2 Design for product servicing 1
16821 2.3.1.9.3 Design for re-manufacturing 1
16822 2.3.1.9.4 Review product troubleshooting methodology 1
16818 2.3.1.9.5 Design and manage product data, design, and bill of 1
materials
16823 2.3.1.9.6 Design for product upgrades 1
10088 2.3.1.10 Build prototypes/proof of concepts 1
19470 2.3.1.11 Evaluate prototype in the field and evaluate feasibility for 0
wider deployment
10089 2.3.1.12 Eliminate quality and reliability problems 0
10091 2.3.1.13 Identify design/development performance indicators 0
10092 2.3.1.14 Collaborate on design with suppliers and contract 0
manufacturers to produce product
10081 2.3.2 Test new or revised upstream petroleum-related technologies 0
10093 2.3.2.1 Prepare detailed cost-benefit analysis of application in other 0
assets
10094 2.3.2.2 Test application in other assets 0
10095 2.3.2.3 Finalize product/service characteristics and business cases 0
10096 2.3.2.4 Finalize technical requirements 0
10097 2.3.2.5 Identify requirements for changes to manufacturing/delivery 0
processes
10082 2.3.3 Prepare for production 1
10098 2.3.3.1 Develop and test prototype production and/or service 0
delivery process
10099 2.3.3.2 Design and obtain necessary materials and equipment 0
10100 2.3.3.3 Install and validate production process or methodology 0

19998 2.3.3.4 Validate launch procedures 1

Metrics
+19696, +19698 Y
+19985, +11740, NEW Y

Y
N
N
N
N
N
+11423 Y
N
N
N
+19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
+19941, +16826, +16827, +19697, +12771, NEW N
NEW N
NEW N
NEW N
NEW N
+12772, +12773, +12776, NEW N

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

Metrics
N
N
+19986, +19987, +19988, +19989, NEW N

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

+19991, +16808, +16809, +16810, +16811, N
+16812, +19992, +16814, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
Y
+16813, +16817, +19995, c10088 Y
N
N
N

Metrics
NEW N
NEW N
N
N
+16819, +16820, +16821, +16822, +16818, N
+16823, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
RENAME, WAS:Build prototype N
N
N
N
N
Y
N
N
N
N
N
+19998 Y
N
N
N

Metrics
NEW N

12984 3.1 Acquire asset (access) 0
12985 3.1.1 Strategize acquisition 0
12986 3.1.1.1 Define key value drivers 0
12987 3.1.2 Identify opportunities/geological prospects 0
12988 3.1.2.1 Gather/create opportunities 0
19414 3.1.2.2 Acquire data on geological prospect 0
12989 3.1.2.3 Screen and prioritize opportunities 0
12990 3.1.2.4 Develop key alignment points 0
12991 3.1.2.5 Engage key decision makers 0
12992 3.1.2.6 Select opportunities to evaluate 0
12993 3.1.3 Evaluate opportunities 0
12994 3.1.3.1 Form team and dedicate resources 0
19415 3.1.3.2 Evaluate data on geological prospect 0
12995 3.1.3.3 Conduct technical analysis 0
19416 3.1.3.4 Identify and evaluate risks associated with target acquisition 0
and development
12996 3.1.3.5 Identify sources of value and develop business case 0
12997 3.1.3.6 Determine value and decide whether to pursue 0
12998 3.1.4 Pursue opportunities 0
12999 3.1.4.1 Confirm potential value of target 0
13000 3.1.4.2 Develop pursuit plan 0
13001 3.1.4.3 Establish price and negotiation strategy 0
13002 3.1.4.4 Structure deal, launch offer, close contracts 0
13003 3.1.4.5 Finalize agreement and prepare for integration 0
13004 3.1.5 Handover successful opportunities to exploration, development 0
or production
13005 3.2 Explore asset 1
13006 3.2.1 Develop exploration strategy 0
13007 3.2.2 Acquire seismic data 0
13008 3.2.3 Process seismic data 0
13009 3.2.4 Develop seismic models 0

13010 3.2.5 Perform basin analysis 0
19417 3.2.6 Develop geologic model of prospect 1
19418 3.2.6.1 Build surface geological model 0

19419 3.2.6.2 Build subsurface and reservoir model 0
19420 3.2.6.3 Identify missing developmental data 0
19421 3.2.6.4 Develop data acquisition plan and costs 0
13013 3.2.6.5 Develop prospect definition 0
19422 3.2.6.6 Create exploration plan 0
19423 3.2.6.7 Conduct cultural and onsite hydrogeological, meteorological 0
archeologic and biological analysis
13014 3.2.6.8 Create ready-to-drill inventory 0
19424 3.2.6.9 Obtain stakeholder input 0
13011 3.2.7 Develop prospect drilling portfolio 0
13012 3.2.7.1 Develop program for data collection from exploratory wells 0
19425 3.2.7.2 Contract for wells and services 0
19426 3.2.7.3 Develop schedule and logistics for contracted field services 0
19427 3.2.8 Drill exploration wells 0
19428 3.2.8.1 Log well 0
13023 3.2.8.2 Acquire/process well log data 0
19429 3.2.8.3 Plug and abandon well if it does not meet minimum 0
productivity criteria
19430 3.2.8.4 Case well 0
19431 3.2.8.5 Cement casing to formation 0
19432 3.2.8.6 Perforate casing and stimulate where necessary 0
19433 3.2.8.7 Run drill stem test for productivity 0
13016 3.2.9 Evaluate exploration wells and delineate geological prospects 0
13017 3.2.10 Submit regulatory reports as required 0
13018 3.2.11 Handover successful exploration wells for appraisal 0
13019 3.3 Appraise asset 0
19434 3.3.1 Gather and analyze data from exploration program 0
13021 3.3.1.1 Organize asset data 0

13022 3.3.1.2 Acquire/process seismic data 0
13024 3.3.1.3 R Acquire and analyze geophysical data 0
13025 3.3.1.4 Acquire and analyze geochemical data 0
13026 3.3.1.5 Estimate data uncertainty 0
13027 3.3.2 Develop asset model 0
13028 3.3.2.1 Update surface geological model 0
13029 3.3.2.2 Update seismic model 0
13030 3.3.2.3 Correlate well data 0
13031 3.3.2.4 Integrate seismic and well model 0
13032 3.3.2.5 Update reservoir model 0
13033 3.3.2.6 Characterize reservoir 0
13034 3.3.2.7 Estimate hydrocarbon potential 0
13035 3.3.3 Build field development scenarios 0
13036 3.3.3.1 Build sub-surface development scenarios 0
13037 3.3.3.2 Build facility infrastructure scenarios 0
13038 3.3.3.3 Build operating scenarios 0
13040 3.3.4 Evaluate economic viability 0
13041 3.3.4.1 Evaluate well costs 0
13042 3.3.4.2 Evaluate facility, pipeline and other infrastructure costs 0
13043 3.3.4.3 Perform prospect development economic analysis and 0
alternatives
13044 3.3.4.4 Perform uncertainty analysis 0
13045 3.3.5 Propose development plan 0
13046 3.3.5.1 Develop proposal 0
13047 3.3.5.2 Compile plan 0
19435 3.3.5.3 Obtain corporate approval to proceed 0
13048 3.3.5.4 Submit regulatory reports 0
13049 3.3.6 Handover appraisal results to field development team 0

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
c19417 N
N
N
N
N

Metrics
N
RENAME, WAS:Develop geologic model of prospect N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

10215 4.1 Plan for and align supply chain resources 7

10221 4.1.1 Develop production and materials strategies 1
10229 4.1.1.1 Define field production targets 0
10230 4.1.1.2 Define labor and materials policies 0
10231 4.1.1.3 Define outsourcing policies 0
10232 4.1.1.4 Define capital expense policies 0
10233 4.1.1.5 Define capacities 0
10234 4.1.1.6 Define production network and supply constraints 0
14193 4.1.1.7 Define production process 0
19551 4.1.1.8 Define standard operating procedures 1
14194 4.1.1.9 Define production workplace layout and infrastructure 0
10222 4.1.2 Manage demand for products and services 6
10235 4.1.2.1 Develop baseline demand forecasts 1

10236 4.1.2.2 Collaborate demand with customers 1
10237 4.1.2.3 Develop demand consensus forecast 1
10238 4.1.2.4 Determine ability to deliver as scheduled/required 0

10239 4.1.2.5 Monitor activity against demand forecast and revise forecast 1
10240 4.1.2.6 Evaluate and revise demand forecasting approach 1
10241 4.1.2.7 Measure demand forecast accuracy 1

10216 4.2 Procure materials and services 1
10277 4.2.1 Develop sourcing strategies 0
10281 4.2.1.1 Develop procurement plan 0
10282 4.2.1.2 Clarify purchasing requirements 0
19436 4.2.1.3 Establish qualifications for suppliers and ranking system 0
10283 4.2.1.4 Develop inventory strategy 0
10284 4.2.1.5 Match needs to vendors capabilities 0

10285 4.2.1.6 Analyze organization's spend profile 0
10286 4.2.1.7 Seek opportunities to improve efficiency and value 0
10287 4.2.1.8 Collaborate with suppliers to identify sourcing opportunities 0
19437 4.2.1.9 Collaborate with suppliers to identify discounts/preferred 0
vendor status
19438 4.2.2 Specify requirements, delivery criteria, performance level and 0
proposal evaluation criteria
19439 4.2.2.1 Confirm AFE (authorization for expenditure) for specific 0
request
19440 4.2.2.2 Conduct solicitation for goods and services based on field 0
requirements
19441 4.2.2.3 Evaluate proposals from vendors 0
10278 4.2.3 Select suppliers and develop/maintain contracts 0
10288 4.2.3.1 Select suppliers 0
10289 4.2.3.2 Certify and validate suppliers 0
10290 4.2.3.3 Negotiate and establish contracts 0
10291 4.2.3.4 Manage contracts 0
10279 4.2.4 Order materials and services 1
10292 4.2.4.1 Process/Review requisitions 0
10293 4.2.4.2 Approve requisitions 0
10294 4.2.4.3 Solicit/Track vendor quotes 0
10295 4.2.4.4 Create/Distribute purchase orders 0
10296 4.2.4.5 Expedite orders and satisfy enquiries, goods and service 0
field requests
10297 4.2.4.6 Record receipt of goods and services 0
10298 4.2.4.7 Research/Resolve order exceptions 1
10280 4.2.5 Manage suppliers 0

10299 4.2.5.1 Monitor/Manage supplier information 0
10300 4.2.5.2 Prepare/Analyze procurement and vendor performance 0
10301 4.2.5.3 Support inventory and production processes 0
10302 4.2.5.4 Monitor quality of product and services delivered 0
10217 4.3 Produce/Manufacture/Deliver product 29

10303 4.3.1 Schedule production 8
19563 4.3.1.1 Model and simulate plant 1

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

10311 4.3.2.2 Execute detailed line schedule 1
10319 4.3.2.3 Report maintenance issues 1
10313 4.3.2.4 Rerun defective items 1
19566 4.3.2.5 Monitor and optimize production process 5
19567 4.3.2.5.1 Automate and control plant 1
19568 4.3.2.5.2 Perform advanced process control 1
19569 4.3.2.5.3 Perform real-time optimization 1
19570 4.3.2.5.4 Manage plant alarms and alerts 1
10314 4.3.2.6 Assess production performance 1
10369 4.3.3 Perform quality testing 6
10318 4.3.3.1 Calibrate test equipment 1

10374 4.3.3.2 Perform testing using the standard testing procedure 1
10375 4.3.3.3 Record test results 1
12045 4.3.3.4 Track and analyze non-conformance trends 1
12046 4.3.3.5 Perform root cause analysis 1
10370 4.3.4 Maintain production records and manage lot traceability 3
10376 4.3.4.1 Determine lot numbering system 1
10377 4.3.4.2 Determine lot use 1

13050 4.4 Develop asset 0
13051 4.4.1 Develop surface facilities 0
13052 4.4.1.1 Prepare conceptual design 0
19442 4.4.1.2 Conduct archeological and environmental assessment along 0
route and reroute field collection system as required
13060 4.4.1.3 Prepare front-end engineering design (FEED) and costs 0
13068 4.4.1.4 Prepare detailed design 0
19443 4.4.1.5 Negotiate surface right-of-way access with landowners 0
19444 4.4.1.6 Acquire permits for development from regulatory authorities 0
13075 4.4.1.7 Construct and precommission 0
19445 4.4.1.8 Obtain operating permit 0
13079 4.4.1.9 Commission and prepare handover 0
13083 4.4.2 Develop subsurface 0
13084 4.4.2.1 Develop preliminary well design 0
13085 4.4.2.2 Develop detailed well design 0
13086 4.4.2.3 Develop well program 0
13087 4.4.2.4 Construct well 0
13093 4.4.2.5 Modify well design based on well performance and cost 0
13095 4.4.3 Submit regulatory reports 0
13096 4.4.4 Handover to Production 0
13097 4.5 Produce asset 0
13098 4.5.1 Establish asset depletion strategy 0
13099 4.5.1.1 Define short-term and long-term "life of field" strategy 0
13103 4.5.1.2 Define term "operational" plan 0
13107 4.5.2 Operate asset 0
13108 4.5.2.1 Define operation architecture 0
13109 4.5.2.2 Define production planning 0
13110 4.5.2.3 Execute production 0
13111 4.5.2.4 Conduct surveillance 0
13112 4.5.2.5 Optimize production 0
13113 4.5.2.6 Perform maintenance 0
13121 4.5.2.7 Manage activities 0
19446 4.5.2.8 Evaluate asset 0

19447 4.5.3 Measure production of oil, gas and water 0
19448 4.5.3.1 Establish production data management system and 0
hydrocarbon accounting system
19449 4.5.3.2 Measure production of hydrocarbon and produced water 0
19450 4.5.3.3 Measure injection of water, gas, steam, CO2, polymer 0
19451 4.5.3.4 Measure gas used for power production or flared/vented 0
19452 4.5.3.5 Measure the chemical composition of the hydrocarbons 0
produced
19453 4.5.5 Transfer hydrocarbons produced for sale 0
10219 4.6 Manage logistics and warehousing 4
10338 4.6.1 Define logistics strategy 1
10343 4.6.1.1 Translate customer service requirements into logistics 0
requirements
10344 4.6.1.2 Design logistics network 0
10345 4.6.1.3 Communicate outsourcing needs 0
10346 4.6.1.4 Develop and maintain delivery service policy 0
10347 4.6.1.5 Optimize transportation schedules and costs 0
19454 4.6.1.6 Define records keeping and certifications required 0
10348 4.6.1.7 Define key performance measures 0
16905 4.6.1.8 Define reverse logistics strategy 1
10339 4.6.2 Plan and manage inbound material flow 1
19455 4.6.2.1 Plan and manage inbound permits for materials 0
10349 4.6.2.2 Plan inbound material receipts 0
10350 4.6.2.3 Manage inbound material flow 0
10351 4.6.2.4 Monitor inbound delivery performance 0
10352 4.6.2.5 Manage flow of returned products 0
12708 4.6.2.6 Control quality of returned parts 1
10340 4.6.3 Operate warehousing 1
10353 4.6.3.1 Track inventory deployment 0
10354 4.6.3.2 Receive, inspect and store inbound deliveries 0
10355 4.6.3.3 Track product availability 0
10356 4.6.3.4 Pick, pack, and ship product for delivery 0

10357 4.6.3.5 Track inventory accuracy 0
10358 4.6.3.6 Track third-party logistics storage and shipping performance 0
10359 4.6.3.7 Manage physical finished goods inventory 1
10341 4.6.4 Operate and optimize outbound transportation 0
19456 4.6.4.1 Plan and manage outbound permits for materials 0
19457 4.6.4.2 Check certification to operate of transporters 0
19458 4.6.4.3 Issue transport contracts 0
10360 4.6.4.4 Plan, transport, and deliver outbound product 0
10361 4.6.4.5 Track carrier delivery performance 0
10362 4.6.4.6 Manage transportation fleet 0
10363 4.6.4.7 Process and audit carrier invoices and documents 0
19459 4.6.4.8 Manage materials taken to licensed off-site disposal 0
19460 4.6.5 Submit regulatory reports for materials used and logistics 0
13127 4.7 Exit opportunity 0
19461 4.7.1 Evaluate options for disposal of subsurface and surface assets 0
and/or infrastructure
19462 4.7.1.1 Evaluate options, costs and detailed plans for plug and 0
abandon (P&A) of wells
19500 4.7.1.2 Evaluate options, costs and detailed plans for future 0
monitoring and land disposition
13128 4.7.2 Develop exit strategy 0
13129 4.7.3 Perform sale or trade 0
13130 4.7.4 Perform abandonment 0
19463 4.7.4.1 Submit detailed plans for plug and abandon (P&A) of wells 0
and facilities and remediation of site for regulatory approval
19464 4.7.4.2 Contract for plug and abandon (P&A) of wells and facilities 0
13131 4.7.4.3 Demolish and secure 0
13132 4.7.4.4 Restore site 0
19465 4.7.4.5 Monitor site for duration of time required by regulators 0
13133 4.7.4.6 Prepare handover to new operator or landowner 0
14202 4.7.5 Submit regulatory reports for plug and abandon (P&A) and site 0
remediation for approval and release of bond for the site

Metrics
Y
+19551 N
N
N
N
N
N
N
N
NEW N
N
c10235, c10236, c10237, c10239, c10240, c10241 N
RENAME, WAS:Develop baseline forecasts N

RENAME, WAS:Collaborate with field operations N
RENAME, WAS:Develop consensus forecast with N

field operations
N
RENAME, WAS:Monitor activity against forecast and N
revise forecast
RENAME, WAS:Evaluate and revise forecasting N
approach
RENAME, WAS:Measure forecast accuracy N
Y
Y
Y
N
N
N
N

Metrics
N
N
N
N
N
Y
N
N
N
N
c10298 Y
N
N
N
N
N
Y
RENAME, WAS:Research/resolve and document N
exceptions
Y
N
N
N
N
+10303, +10304, +10369, +10370, NEW Y

Metrics
+19563, +10306, +10307, +10308, +10315, N
+10316, +10309, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10310, +10311, +10319, +10313, +19566, Y
+10314, NEW
NEW N
NEW N
NEW N
NEW N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10318, +10374, +10375, +12045, +12046, NEW N
NEW N
NEW Y
NEW N
NEW N
NEW N
+10376, +10377, NEW N
NEW N
NEW N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
-10342 Y
+16905 Y
N
N
N
N
N
N
N
NEW N
+12708 Y
N
N
N
N
N
NEW N
+10359 Y
N
N
N
N

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

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

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

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

20051 5.2.2.1 Define and manage skills taxonomy 1
20052 5.2.2.2 Create resource plan 1
20053 5.2.2.3 Match resource demand with capacity, skills, and 1
capabilities
20054 5.2.2.4 Collaborate with suppliers and partners to supplement skills 1
and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1
20056 5.2.2.6 Monitor and manage resource capacity and availability 1
12127 5.2.3 Enable service delivery resources 8
12128 5.2.3.1 Develop service delivery training plan 1

12129 5.2.3.2 Develop training materials 1
12131 5.2.3.3 Manage training schedule 1
12132 5.2.3.4 Deliver operations training 1
12133 5.2.3.5 Deliver technical training 1
20057 5.2.3.6 Perform skill and capability testing 1
12135 5.2.3.7 Evaluate training effectiveness 1
20058 5.3 Deliver service to customer 27
20059 5.3.1 Initiate service delivery 10
20060 5.3.1.1 Review contract and agreed terms 1

20061 5.3.1.2 Understand customer requirements and define refine 1
approach
20062 5.3.1.3 Modify/revise and approve project plan 1
20063 5.3.1.4 Review customer business objectives 1
20064 5.3.1.5 Confirm environmental readiness 1
20065 5.3.1.6 Identify, select, and assign resources 3
20066 5.3.1.6.1 Establish people objectives 1
20067 5.3.1.6.2 Establish engagement rules 1
20068 5.3.1.7 Plan for service delivery 1
20069 5.3.2 Execute service delivery 8
20070 5.3.2.1 Analyze environment and customer needs 1

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

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

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

+20038, +20039, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20041, +20050, +12127, NEW N
+20042, +20043, +20044, +20045, +20046, N
+20047, +20048, +20049, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20051, +20052, +20053, +20054, +20055, N
+20056, NEW

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, N
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, N
+20075, +20076, NEW
NEW N

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

10378 6.1 Develop customer care/customer service strategy 13
20086 6.1.1 Define customer service requirements across the enterprise 1

20087 6.1.2 Define customer service experience 1
20088 6.1.3 Define and manage customer service channel strategy 1
10382 6.1.4 Define customer service policies and procedures 1
10383 6.1.5 Establish target service level for each customer segment 1
20089 6.1.6 Define warranty offering 6
16893 6.1.6.1 Determine and document warranty policies 1

16890 6.1.6.2 Create and manage warranty rules/claim codes for products 1
20090 6.1.6.3 Agree warranty responsibilities with suppliers 1
20091 6.1.6.4 Define warranty related offerings for customers 1
12673 6.1.6.5 Communicate warranty policies and offerings 1
20092 6.1.7 Develop recall strategy 1
10379 6.2 Plan and manage customer service contacts 23
10387 6.2.1 Plan and manage customer service work force 5

10390 6.2.1.1 Forecast volume of customer service contacts 1
10391 6.2.1.2 Schedule customer service work force 1
10392 6.2.1.3 Track work force utilization 1
10393 6.2.1.4 Monitor and evaluate quality of customer interactions with 1
customer service representatives
10388 6.2.2 Manage customer service problems, requests, and inquiries 7
10394 6.2.2.1 Receive customer problems, requests, and inquiries 1

13482 6.2.2.2 Analyze problems, requests, and inquiries 1
10395 6.2.2.3 Resolve customer problems, requests, and inquiries 1
10396 6.2.2.4 Respond to customer problems, requests, and inquiries 1
16928 6.2.2.5 Identify and capture upsell/cross-sell opportunities 1
16937 6.2.2.6 Deliver opportunity to sales team 1

10389 6.2.3 Manage customer complaints 6
10397 6.2.3.1 Receive customer complaints 1

10398 6.2.3.2 Route customer complaints 1
10399 6.2.3.3 Resolve customer complaints 1
10400 6.2.3.4 Respond to customer complaints 1
19072 6.2.3.5 Analyze customer complaints and response/redressal 1
20094 6.2.4 Process returns 3
10364 6.2.4.1 Authorize return 1
20095 6.2.4.2 Process return and record reason 1
12840 6.2.5 Report incidents and risks to regulatory bodies 1
12658 6.3 Service products after sales 33
12669 6.3.1 Process warranty claims 14
20096 6.3.1.1 Receive warranty claim 1

12671 6.3.1.2 Validate warranty claim 1
20097 6.3.1.3 Investigate warranty issues 4
20098 6.3.1.3.1 Define issue 1
20099 6.3.1.3.2 Investigate issue/perform root cause analysis 1
20100 6.3.1.3.3 Receive investigation result/recommendation for 1
corrective action
20101 6.3.1.4 Determine responsible party 1
20102 6.3.1.5 Manage preauthorizations 1
12668 6.3.1.6 Approve or reject warranty claim 1
20103 6.3.1.7 Notify originator of approve/reject decision 1
20104 6.3.1.8 Authorize payment 1
20105 6.3.1.9 Close claim 1
12667 6.3.1.10 Reconcile warranty transaction disposition 1
20106 6.3.2 Manage supplier recovery 3
20107 6.3.2.1 Create supplier recovery claims 1
20108 6.3.2.2 Negotiate recoveries with suppliers 1
10218 6.3.3 Service products 13

10321 6.3.3.1 Identify and schedule resources to meet service 3
requirements
10327 6.3.3.1.1 Create resourcing plan and schedule 1
10328 6.3.3.1.2 Create service order fulfillment schedule 1
10322 6.3.3.2 Provide service to specific customers 4
10330 6.3.3.2.1 Organize daily service order fulfillment schedule 1
10331 6.3.3.2.2 Execute product repair 1
10332 6.3.3.2.3 Manage service order fulfillment 1
10323 6.3.3.3 Ensure quality of service 5
10334 6.3.3.3.1 Identify completed service orders for feedback 1
10335 6.3.3.3.2 Identify incomplete service orders and service failures 1
10336 6.3.3.3.3 Solicit customer feedback on services delivered 1
10337 6.3.3.3.4 Process customer feedback on services delivered 1
20109 6.3.4 Salvage or repair returned products 2
10366 6.3.4.1 Perform salvage activities 0
14195 6.3.4.2 Manage repair/refurbishment and return to customer/stock 1
20110 6.4 Manage product recalls and regulatory audits 7
20111 6.4.1 Initiate recall 1

20112 6.4.2 Assess the likelihood and consequences of occurrence of any 1
hazards
20113 6.4.3 Manage recall related communications 1
20115 6.4.5 Monitor and audit recall effectiveness 1
20116 6.4.6 Manage recall termination 1
20595 6.5 Evaluate customer service operations and customer satisfaction 22
10401 6.5.1 Measure customer satisfaction with customer problems, 4

requests, and inquiries handling
11687 6.5.1.1 Solicit customer feedback on customer service experience 1
11688 6.5.1.2 Analyze customer service data and identify improvement 1
opportunities

18126 6.5.1.3 Provide customer feedback to product management on 1
customer service experience
10402 6.5.2 Measure customer satisfaction with customer- complaint 4
handling and resolution
11236 6.5.2.1 Solicit customer feedback on complaint handling and 1
resolution
11237 6.5.2.2 Analyze customer complaint data and identify improvement 1
opportunities
11689 6.5.2.3 Identify common customer complaints 1
10403 6.5.3 Measure customer satisfaction with products and services 6
11238 6.5.3.1 Gather and solicit post-sale customer feedback on products 1

and services
11239 6.5.3.2 Solicit post-sale customer feedback on ad effectiveness 1
20117 6.5.3.3 Solicit customer feedback on cross-channel experience 1
11240 6.5.3.4 Analyze product and service satisfaction data and identify 1
improvement opportunities
11241 6.5.3.5 Provide feedback and insights to appropriate teams (product 1
design/development, marketing, manufacturing)
12672 6.5.4 Evaluate and manage warranty performance 6
20118 6.5.4.1 Measure customer satisfaction with warranty handling and 1

resolution
12676 6.5.4.2 Monitor and report on warranty management metrics 1
20119 6.5.4.3 Identify improvement opportunities 1
12674 6.5.4.4 Identify opportunities to eliminate warranty waste 1
20120 6.5.4.5 Investigate fraudulent claims 1
20121 6.5.5 Evaluate recall performance 1

Metrics
+10378, +10379, +12658, +20110, +20595, NEW Y
+20086, +20087, +20088, +10382, +10383, Y

+20089, +20092, NEW
NEW N
NEW N
NEW N
NEW N
NEW Y
+16893, +16890, +20090, +20091, +12673, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10387, +10388, +10389, +20094, +12840, NEW Y
+10390, +10391, +10392, +10393, NEW Y

NEW N
NEW N
NEW N
NEW N
+10394, +13482, +10395, +10396, +16928, Y

+16937, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+10397, +10398, +10399, +10400, +19072, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20095, c10364, NEW N
RENAME, WAS:Authorize and process returns N
NEW N
NEW N
+12669, +20106, +10218, +20109, NEW Y
+20096, +12671, +20097, +20101, +20102, Y
+12668, +20103, +20104, +20105, +12667, NEW
NEW N
NEW N
+20098, +20099, +20100, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20107, +20108, NEW N
NEW N
NEW N
+10321, +10322, +10323, NEW Y

Metrics
+10327, +10328, NEW N
NEW N
NEW N
+10330, +10331, +10332, NEW N
NEW N
NEW N
NEW N
+10334, +10335, +10336, +10337, NEW N
NEW N
NEW Y
NEW N
NEW N
c14195, NEW N
N
RENAME, WAS:Manage repair/refurbishment and N
return to field site
+20111, +20112, +20113, +20114, +20115, N
+20116, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10401, +10402, +10403, +12672, +20121, NEW N
+11687, +11688, +18126, NEW N
NEW N
NEW N

Metrics
NEW N
+11236, +11237, +11689, NEW N
NEW N
NEW N
NEW N
+11238, +11239, +20117, +11240, +11241, NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
+20118, +12676, +20119, +12674, +20120, NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

17043 7.1 Develop and manage human resources planning, policies, and 9
strategies
17044 7.1.1 Develop human resources strategy 0

10418 7.1.1.1 Identify strategic HR needs 0
10419 7.1.1.2 Define HR and business function roles and accountability 0
10420 7.1.1.3 Determine HR costs 0
10421 7.1.1.4 Establish HR measures 0
10422 7.1.1.5 Communicate HR strategies 0
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools 0
17045 7.1.2 Develop and implement workforce strategy and policies 7
10423 7.1.2.1 Gather skill requirements according to corporate strategy 0

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

10417 7.1.3 Monitor and update strategy, plans, and policies 1
10434 7.1.3.1 Measure realization of objectives 0

10435 7.1.3.2 Measure contribution to business strategy 0
10436 7.1.3.3 Communicate plans and provide updates to stakeholders 0
10438 7.1.3.4 Review and revise HR plans 0
17046 7.1.4 Develop competency management models 0
10410 7.2 Recruit, source, and select employees 10
10439 7.2.1 Manage employee requisitions 6
10445 7.2.1.1 Align staffing plan to work force plan and business unit 1
strategies/resource needs
10447 7.2.1.2 Develop and maintain job descriptions 1

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

10450 7.2.1.5 Modify job requisitions 1
10451 7.2.1.6 Notify hiring manager 0
10452 7.2.1.7 Manage requisition dates 0
10440 7.2.2 Recruit/Source candidates 1
10453 7.2.2.1 Determine recruitment methods and channels 0
10454 7.2.2.2 Perform recruiting activities/events 0
10455 7.2.2.3 Manage recruitment vendors 0
17047 7.2.2.4 Manage employee referral programs 0
17048 7.2.2.5 Manage recruitment channels 1
20123 7.2.3 Screen and select candidates 1
10456 7.2.3.1 Identify and deploy candidate selection tools 0
10457 7.2.3.2 Interview candidates 0
10458 7.2.3.3 Test candidates 0
10459 7.2.3.4 Select and reject candidates 0
10443 7.2.4 Manage new hire/re-hire 0
10463 7.2.4.1 Draw up and make offer 0

10464 7.2.4.2 Negotiate offer 0
10465 7.2.4.3 Hire candidate 0
10444 7.2.5 Manage applicant information 1
10460 7.2.5.1 Obtain candidate background information 0
10466 7.2.5.2 Create applicant record 0
10467 7.2.5.3 Manage/track applicant data 1
20124 7.2.5.3.1 Complete position classification and level of experience 1
10468 7.2.5.4 Archive and retain records of non-hires 0
10411 7.3 Develop and counsel employees 10
10469 7.3.1 Manage employee orientation and deployment 0
10474 7.3.1.1 Create/maintain employee on-boarding program 0
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding 0
program
17050 7.3.1.3 Execute onboarding program 0
10470 7.3.2 Manage employee performance 1
10479 7.3.2.1 Define employee performance objectives 1
10480 7.3.2.2 Review, appraise, and manage employee performance 0
10481 7.3.2.3 Evaluate and review performance program 0
10472 7.3.3 Manage employee development 2
10487 7.3.3.1 Define employee development guidelines 0
10488 7.3.3.2 Develop employee career plans and career paths 1
17051 7.3.3.3 Manage employee skill and competency development 1
10473 7.3.4 Develop and train employees 7

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

10491 7.3.4.3 Align learning programs with competencies 0
10492 7.3.4.4 Establish training needs by analysis of required and 0
available skills
10493 7.3.4.5 Develop, conduct, and manage employee and/or 0
management training programs

20125 7.3.4.6 Manage examinations and certifications 5
20126 7.3.4.6.1 Liaise with external certification authorities 1
20127 7.3.4.6.2 Administer certification tests 1
20128 7.3.4.6.3 Appraise experience qualifications 1
20129 7.3.4.6.4 Administer certificate issue and maintenance 1
17052 7.4 Manage employee relations 1
10483 7.4.1 Manage health and safety 0
10484 7.4.2 Manage collective bargaining process 0
10485 7.4.3 Manage labor management partnerships 0
10531 7.4.4 Manage employee grievances 0
10412 7.5 Reward and retain employees 6
10494 7.5.1 Develop and manage reward, recognition, and motivation 1
programs
10498 7.5.1.1 Develop salary/compensation structure and plan 0
10499 7.5.1.2 Develop benefits and reward plan 0
10500 7.5.1.3 Perform competitive analysis of benefit and rewards 0
10501 7.5.1.4 Identify compensation requirements based on financial, 0
benefits, and HR policies
10502 7.5.1.5 Administer compensation and rewards to employees 0
10503 7.5.1.6 Reward and motivate employees 0
10495 7.5.2 Manage and administer benefits 0
10504 7.5.2.1 Deliver employee benefits program 0
10505 7.5.2.2 Administer benefit enrollment 0
10506 7.5.2.3 Process claims 0
10507 7.5.2.4 Perform benefit reconciliation 0
20131 7.5.3 Manage employee assistance and retention 2
10508 7.5.3.1 Deliver programs to support work/life balance for employees 0
10509 7.5.3.2 Develop family support systems 1
10510 7.5.4 Review retention and motivation indicators 1
10511 7.5.4.1 Review compensation plan 1
10497 7.5.5 Administer Payroll 0
10413 7.6 Redeploy and retire employees 4

10512 7.6.1 Manage promotion and demotion process 0
10513 7.6.2 Manage separation 0
10514 7.6.3 Manage retirement 0
10515 7.6.4 Manage leave of absence 0
10516 7.6.5 Develop and implement employee outplacement 0
20132 7.6.6 Manage workforce scheduling 2
20133 7.6.6.1 Receive required resources/skills and capabilities 1
10517 7.6.7 Manage resource deployment 1
17055 7.6.8 Relocate employees and manage assignments 0

10520 7.6.8.1 Manage expatriates 0
20134 7.7 Manage employee information and analytics 2
10522 7.7.1 Manage reporting processes 0
10523 7.7.2 Manage employee inquiry process 0
10524 7.7.3 Manage and maintain employee data 0
10525 7.7.4 Manage human resource information systems HRIS 1
10526 7.7.5 Develop and manage employee metrics 0

10527 7.7.6 Develop and manage time and attendance systems 0
10530 7.7.7 Manage/Collect employee suggestions and perform employee 0
research
17057 7.8 Manage employee communication 1
10529 7.8.1 Develop employee communication plan 0
16944 7.8.2 Conduct employee engagement surveys 1
10532 7.8.3 Deliver employee communications 0

Metrics
+17052, +20134, -17053, -17056, c10413, c17043 Y
c10417, c17045, RENAME, WAS:Develop and N

manage human resources (HR) planning, policies,
and strategies
N
N
N
N
N
N
N
+16938, +11622, +11623, +20122, c10424, N
RENAME, WAS:Develop workforce strategy and
policies
N
RENAME, WAS:Plan employee resourcing N

requirements per unit/organization
+10210 N
NEW N
N
NEW N
N
NEW N
NEW N
N
N
N
N
N
NEW N

Metrics
RENAME, WAS:Monitor and update strategy, plans N
and policies
N
N
N
N
N
+20123, -17049 Y
-10449, c10445, c10446, c10447, c10448, c10450 N
RENAME, WAS:Align staffing plan to workforce plan N

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

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

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

Metrics
N
N
N
N
N
+20124 N
NEW N
N
Y
Y
N
N
N
c10479 Y
RENAME, WAS:Define performance objectives N
N
N
c10488, c17051 Y
N
RENAME, WAS:Develop employee career plans N
RENAME, WAS:Manage employee skills N

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

Metrics
+20126, +20127, +20128, +20129, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
Y
+10494, +20131, -17053, -17054 Y
NEW Y
N
N
N
N
N
N
N
N
N
N
N
+10509, NEW N
N
NEW N
+10511 N
NEW N
Y
+20132, c10517, RENAME, WAS:Re-deploy and Y
retire employees

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

10563 8.1 Manage the business of information technology 2

10570 8.1.1 Develop the enterprise IT strategy 1
10603 8.1.1.1 Build strategic intelligence 0
10604 8.1.1.2 Identify long-term IT needs of the enterprise in collaboration 0
with stakeholders
10605 8.1.1.3 Define strategic standards, guidelines, and principles 0
10606 8.1.1.4 Define and establish IT architecture and development 0
standards
10607 8.1.1.5 Define strategic vendors for IT components 0
10608 8.1.1.6 Establish IT governance organization and processes 0
10609 8.1.1.7 Build strategic roadmap to develop IT capabilities in support 1
of business objectives
19471 8.1.1.8 Define functions that will operate globally vs nationally 0
10571 8.1.2 Define the enterprise architecture 1
10611 8.1.2.1 Establish the current and future enterprise architecture 1
definition
10612 8.1.2.2 Confirm enterprise architecture maintenance approach 0
10613 8.1.2.3 Maintain the relevance of the enterprise architecture 0
10614 8.1.2.4 Act as clearinghouse for IT research and innovation 0
10615 8.1.2.5 Govern the enterprise architecture 0
10572 8.1.3 Manage the IT portfolio 0
10616 8.1.3.1 Establish the IT portfolio 0
10617 8.1.3.2 Analyze and evaluate the value of the IT portfolio for the 0
enterprise
10618 8.1.3.3 Provision resources in accordance with strategic priorities 0
10573 8.1.4 Perform IT research and innovation 0
10620 8.1.4.1 Research technologies to innovate IT services and solutions 0
10621 8.1.4.2 Transition viable technologies for IT services and solutions 0
development
10575 8.1.5 Evaluate and communicate IT business value and performance 0

10625 8.1.5.1 Establish and monitor key performance indicators 0
10626 8.1.5.2 Evaluate IT plan performance 0
10627 8.1.5.3 Communicate IT value 0
10564 8.2 Develop and manage IT customer relationships 5
10578 8.2.1 Develop IT services and solutions strategy 2
11244 8.2.1.1 Research IT services and solutions to address business and 1
user requirements
11245 8.2.1.2 Translate business and user requirements into IT services 1

and solutions requirements
11246 8.2.1.3 Formulate IT services and solutions strategic initiatives 0

11247 8.2.1.4 Coordinate strategies with internal stakeholders to ensure 0
alignment
11248 8.2.1.5 Evaluate and select IT services and solutions strategic 0
initiatives
10579 8.2.2 Develop and manage IT service levels 3
10640 8.2.2.1 Create and maintain the IT services and solutions catalog 0
10641 8.2.2.2 Establish and maintain business and IT service-level 1
agreements
10642 8.2.2.3 Evaluate and report service-level attainment results 1
10643 8.2.2.4 Communicate business and IT service-level improvement 1

opportunities
10580 8.2.3 Perform demand-side management (DSM) for IT services 0
10644 8.2.3.1 Analyze IT services and solutions consumption and usage 0
10645 8.2.3.2 Develop and implement incentive programs that improve 0
consumption efficiency
10646 8.2.3.3 Develop volume/unit forecast for IT services and solutions 0
10581 8.2.4 Manage IT customer satisfaction 0
10647 8.2.4.1 Capture and analyze customer satisfaction 0
10648 8.2.4.2 Assess and communicate customer satisfaction patterns 0

10649 8.2.4.3 Initiate improvements based on customer satisfaction 0
patterns
10582 8.2.5 Market IT services and solutions 0
10650 8.2.5.1 Develop IT services and solutions marketing strategy 0
10651 8.2.5.2 Develop and manage IT customer strategy 0
10652 8.2.5.3 Manage IT services and solutions advertising and 0
promotional campaigns
10653 8.2.5.4 Process and track IT services and solutions orders 0
11220 8.3 Develop and implement security, privacy, and data protection 0
controls
11230 8.3.1 Establish information security, privacy, and data protection 0
strategies and levels
11231 8.3.2 Test, evaluate, and implement information security and privacy 0
and data protection controls
10565 8.4 Manage enterprise information 1
10583 8.4.1 Develop information and content management strategies 1
10654 8.4.1.1 Understand information and content management needs 1
and the role of IT services for executing the business
strategy
10655 8.4.1.2 Assess the information and content management 0
implications of new technologies
10656 8.4.1.3 Identify and prioritize information and content management 0
actions
10584 8.4.2 Define the enterprise information architecture 0
10657 8.4.2.1 Define information elements, composite structure, logical 0
relationships and constraints, taxonomy, and derivation
10658 8.4.2.2 rules
Define information access requirements 0
10659 8.4.2.3 Establish data custodianship 0
10660 8.4.2.4 Manage changes to content data architecture requirements 0
10585 8.4.3 Manage information resources 0
10661 8.4.3.1 Define the enterprise information/data policies and 0
standards
10662 8.4.3.2 Develop and implement data and content administration 0

10586 8.4.4 Perform enterprise data and content management 0
10663 8.4.4.1 Define sources and destinations of content data 0
10664 8.4.4.2 Manage technical interfaces to users of content 0
10665 8.4.4.3 Manage retention, revision, and retirement of enterprise 0
information
10566 8.5 Develop and maintain information technology solutions 0
10587 8.5.1 Develop the IT development strategy 0
10666 8.5.1.1 Establish sourcing strategy for IT development 0
10667 8.5.1.2 Define development processes, methodologies, and tools 0
standards
10668 8.5.1.3 Select development methodologies and tools 0
10588 8.5.2 Perform IT services and solutions life cycle planning 0
10669 8.5.2.1 Plan development of new requirements 0
10670 8.5.2.2 Plan development of feature and functionality enhancement 0
10671 8.5.2.3 Develop life cycle plan for IT services and solutions 0
10589 8.5.3 Develop and maintain IT services and solutions architecture 0
10672 8.5.3.1 Create IT services and solutions architecture 0
10673 8.5.3.2 Revise IT services and solutions architecture 0
10674 8.5.3.3 Retire IT services and solutions architecture 0
10590 8.5.4 Create IT services and solutions 0
10675 8.5.4.1 Understand confirmed requirements 0
10676 8.5.4.2 Design IT services and solutions 0
10677 8.5.4.3 Acquire/Develop IT service/solution components 0
10678 8.5.4.4 Train services and solutions resources 0
10679 8.5.4.5 Test IT services/solutions 0
10680 8.5.4.6 Confirm customer acceptance 0
10591 8.5.5 Maintain IT services and solutions 0
10681 8.5.5.1 Understand upkeep/enhance requirements and defect 0
analysis
10682 8.5.5.2 Design change to existing IT service/solution 0
10683 8.5.5.3 Acquire/Develop changed IT service/solution component 0
10684 8.5.5.4 Test IT service/solution change 0
10685 8.5.5.5 Retire solutions and services 0

10567 8.6 Deploy information technology solutions 0
10592 8.6.1 Develop the IT deployment strategy 0
10686 8.6.1.1 Establish IT services and solutions change policies 0
10687 8.6.1.2 Define deployment process, procedures, and tools standards 0
10688 8.6.1.3 Select deployment methodologies and tools 0

10593 8.6.2 Plan and implement changes 0
10689 8.6.2.1 Plan change deployment 0
10690 8.6.2.2 Communicate changes to stakeholders 0
10691 8.6.2.3 Administer change schedule 0
10692 8.6.2.4 Train impacted users 0
10693 8.6.2.5 Distribute and install change 0
10694 8.6.2.6 Verify change 0
10594 8.6.3 Plan and manage releases 0
10695 8.6.3.1 Understand and coordinate release design and acceptance 0
10696 8.6.3.2 Plan release rollout 0
10697 8.6.3.3 Distribute and install release 0
10698 8.6.3.4 Verify release 0
10568 8.7 Deliver and support information technology services 0
10595 8.7.1 Develop IT services and solution delivery strategy 0
10699 8.7.1.1 Establish sourcing strategy for IT delivery 0
10700 8.7.1.2 Define delivery processes, procedures, and tools standards 0
10701 8.7.1.3 Select delivery methodologies and tools 0
10596 8.7.2 Develop IT support strategy 0
10702 8.7.2.1 Establish sourcing strategy for IT support 0
10703 8.7.2.2 Define IT support services 0
10597 8.7.3 Manage IT infrastructure resources 0
10704 8.7.3.1 Manage IT inventory and assets 0
10705 8.7.3.2 Manage IT resource capacity 0
10598 8.7.4 Manage IT infrastructure operations 0
10706 8.7.4.1 Deliver IT services and solutions 0
10707 8.7.4.2 Perform IT operations support services 0
10599 8.7.5 Support IT services and solutions 0

10708 8.7.5.1 Manage availability 0
10709 8.7.5.2 Manage facilities 0
10710 8.7.5.3 Manage backup/recovery 0
10711 8.7.5.4 Manage performance and capacity 0
10712 8.7.5.5 Manage incidents 0
10713 8.7.5.6 Manage problems 0
10714 8.7.5.7 Manage inquiries 0

Metrics
Y
c10609 Y
N
N
N
N
N
N
RENAME, WAS:Build strategic plan to support N
business objectives
N
c10611 N
RENAME, WAS:Establish the enterprise architecture N
definition
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
Y
c11244, c11245 Y
RENAME, WAS:Research IT services and solutions N
to address business, governmental and user
requirements
RENAME, WAS:Translate business, governmental N
and user requirements into IT services and
solutions requirements
N
N
c10641, c10642, c10643 N

N
RENAME, WAS:Establish and maintain business and N
IT service level agreements
RENAME, WAS:Evaluate and report service level N
attainment results
RENAME, WAS:Communicate business and IT N
service level improvement opportunities
N
N
N
N
Y
N
N

Metrics
N
N
N
N
N
N
Y
Y
c10654 Y
RENAME, WAS:Understand information and content N
management needs and IT service's role in
executing the business strategy
N
Y
N
N
N
N
Y
N

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

Metrics
Y
Y
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
Y

Metrics
N
N
N
N
N
N
N

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

10788 9.1.4.7 Manage continuous cost improvement 0
10729 9.2 Perform revenue accounting 5
19472 9.2.1 Perform hydrocarbon accounting 0
19473 9.2.1.1 Record daily field production 0

19474 9.2.1.2 Determine contract quantities of hydrocarbons sold 0
19475 9.2.1.3 Value quantities sold 0
19476 9.2.1.4 Calculate working owner and royalty owner interest 0
19477 9.2.1.5 Distribute payments 0
10742 9.2.2 Process customer credit 2
10789 9.2.2.1 Establish credit policies 0
10790 9.2.2.2 Analyze/approve new account applications 0
14187 9.2.2.3 Analyze credit scoring history 1
14188 9.2.2.4 Forecast credit scoring requirement 1
10791 9.2.2.5 Review existing accounts 0
10792 9.2.2.6 Produce credit/collection reports 0
10793 9.2.2.7 Reinstate or suspend accounts based on credit policies 0
10743 9.2.3 Invoice customer 0
10794 9.2.3.1 Maintain customer/product master files 0
10795 9.2.3.2 Generate customer billing data 0
10796 9.2.3.3 Transmit billing data to customers 0
10797 9.2.3.4 Post receivable entries 0
10798 9.2.3.5 Resolve customer billing inquiries 0
10744 9.2.4 Process accounts receivable (AR) 0
10799 9.2.4.1 Establish AR policies 0
10800 9.2.4.2 Receive/deposit customer payments 0
10801 9.2.4.3 Apply cash remittances 0
10802 9.2.4.4 Prepare AR reports 0
10803 9.2.4.5 Post AR activity to the general ledger 0
10745 9.2.5 Manage and process collections 3
10804 9.2.5.1 Establish policies for delinquent accounts 0
10805 9.2.5.2 Analyze delinquent account balances 0
10806 9.2.5.3 Correspond/negotiate with delinquent accounts 0
10807 9.2.5.4 Discuss account resolution with internal parties 0
10808 9.2.5.5 Process adjustments/write off balances 1
14007 9.2.5.6 Perform recovery workout 1

14008 9.2.5.7 Manage default accounts 1

10746 9.2.6 Manage and process adjustments/deductions 0
10809 9.2.6.1 Establish policies/procedures for adjustments 0
10810 9.2.6.2 Analyze adjustments 0
10811 9.2.6.3 Correspond/negotiate with customer 0
10812 9.2.6.4 Discuss resolution with internal parties 0
10813 9.2.6.5 Prepare chargeback invoices 0
10814 9.2.6.6 Process related entries 0
10730 9.3 Perform general accounting and reporting 3
10747 9.3.1 Manage policies and procedures 1
10815 9.3.1.1 Negotiate service-level agreements 1
10816 9.3.1.2 Establish accounting policies 0

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

10824 9.3.2.6 Reconcile general ledger accounts 0
10825 9.3.2.7 Perform consolidations and process eliminations 0
10826 9.3.2.8 Prepare trial balance 0
10827 9.3.2.9 Prepare and post management adjustments 0
19478 9.3.3 Perform joint venture accounting 0
19479 9.3.3.1 Record jointly controlled assets 0
19480 9.3.3.2 Record venturer's share of expenses and income 0
19481 9.3.3.3 Perform joint interest billing 0
10749 9.3.4 Perform fixed-asset accounting 0
10828 9.3.4.1 Establish fixed-asset policies and procedures 0
10829 9.3.4.2 Maintain fixed-asset master data files 0

10830 9.3.4.3 Process and record fixed-asset additions and retires 0
10831 9.3.4.4 Process and record fixed-asset adjustments, enhancements, 0
revaluations, and transfers
10832 9.3.4.5 Process and record fixed-asset maintenance and repair 0
expenses
10833 9.3.4.6 Calculate and record depreciation expense 0
10834 9.3.4.7 Reconcile fixed-asset ledger 0
10835 9.3.4.8 Track fixed-assets including physical inventory 0
10836 9.3.4.9 Provide fixed-asset data to support tax, statutory, and 0
regulatory reporting
10750 9.3.5 Perform financial reporting 1
10837 9.3.5.1 Prepare business unit financial statements 0
10838 9.3.5.2 Prepare consolidated financial statements 0
10839 9.3.5.3 Perform business unit reporting/review management reports 0
10840 9.3.5.4 Perform consolidated reporting/review of cost management 0
reports
10841 9.3.5.5 Prepare statements for board review 0
10842 9.3.5.6 Produce quarterly/annual filings and shareholder reports 0
10843 9.3.5.7 Produce regulatory reports 0
14074 9.3.5.8 Perform legal and management consolidation 1
10731 9.4 Manage fixed-asset project accounting 0
10751 9.4.1 Perform capital planning and project approval 0
10844 9.4.1.1 Develop capital investment policies and procedures 0
10845 9.4.1.2 Develop and approve capital expenditure plans and budgets 0
10846 9.4.1.3 Review and approve capital projects and fixed-asset 0
acquisitions
10847 9.4.1.4 Conduct financial justification for project approval 0
19482 9.4.2 Account for land and lease assets 0
19483 9.4.2.1 Record and track contract information 0
19484 9.4.2.2 Analyze obligations to meet drilling schedules 0
19485 9.4.2.3 Create and maintain divisions of interest for ownership 0
10752 9.4.3 Perform capital project accounting 0
10848 9.4.3.1 Create project account codes 0

10849 9.4.3.2 Record project-related transactions 0
10850 9.4.3.3 Monitor and track capital projects and budget spending 0
10851 9.4.3.4 Close/capitalize projects 0
10852 9.4.3.5 Measure financial returns on completed capital projects 0
10732 9.5 Process payroll 4
10753 9.5.1 Report time 0
10853 9.5.1.1 Establish policies and procedures 0
10854 9.5.1.2 Collect and record employee time worked 0
10855 9.5.1.3 Analyze and report paid and unpaid leave 0
10856 9.5.1.4 Monitor regular, overtime, and other hours 0
10857 9.5.1.5 Analyze and report employee utilization 0
10754 9.5.2 Manage pay 1
10858 9.5.2.1 Enter employee time worked into payroll system 0
10859 9.5.2.2 Maintain and administer employee earnings information 0
10860 9.5.2.3 Maintain and administer applicable deductions 0
10861 9.5.2.4 Monitor changes in tax status of employees 0
10862 9.5.2.5 Process and distribute payments 0
10863 9.5.2.6 Process and distribute manual checks 0
10864 9.5.2.7 Process period-end adjustments 1
10865 9.5.2.8 Respond to employee payroll inquiries 0

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

14076 9.5.3.2 Manage tax plan 1
10866 9.5.3.3 Calculate and pay applicable payroll taxes 0
10867 9.5.3.4 Produce and distribute employee annual tax statements 0
10868 9.5.3.5 File regulatory payroll tax forms 0
10733 9.6 Process accounts payable and expense reimbursements 3
10756 9.6.1 Process accounts payable (AP) 3
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file 0
10870 9.6.1.2 Maintain/manage electronic commerce 0

10871 9.6.1.3 Audit invoices and key data in AP system 0
10872 9.6.1.4 Approve payments 0
10873 9.6.1.5 Process financial accruals and reversals 0
10874 9.6.1.6 Process payroll taxes 1
10875 9.6.1.7 Research/Resolve payroll exceptions 1
10876 9.6.1.8 Process payments 0
10877 9.6.1.9 Respond to AP inquiries 0
10878 9.6.1.10 Retain records 0
10879 9.6.1.11 Adjust accounting records 0
10757 9.6.2 Process expense reimbursements 0
10880 9.6.2.1 Establish and communicate expense reimbursement policies 0
and approval limits
10881 9.6.2.2 Capture and report relevant tax data 0
10882 9.6.2.3 Approve reimbursements and advances 0
10883 9.6.2.4 Process reimbursements and advances 0
10884 9.6.2.5 Manage personal accounts 0
10734 9.7 Manage treasury operations 24
10758 9.7.1 Manage treasury policies and procedures 0
10885 9.7.1.1 Establish scope and governance of treasury operations 0
10886 9.7.1.2 Establish and publish treasury policies 0
10887 9.7.1.3 Develop treasury procedures 0
10888 9.7.1.4 Monitor treasury procedures 0
10889 9.7.1.5 Audit treasury procedures 0
10890 9.7.1.6 Revise treasury procedures 0
10891 9.7.1.7 Develop and confirm internal controls for treasury 0
10892 9.7.1.8 Define system security requirements 0
10759 9.7.2 Manage cash 1
10893 9.7.2.1 Manage and reconcile cash positions 0
10894 9.7.2.2 Manage cash equivalents 0
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs) 0
10896 9.7.2.4 Develop cash flow forecasts 1
10897 9.7.2.5 Manage cash flows 0

10898 9.7.2.6 Produce cash management accounting transactions and 0
reports
10899 9.7.2.7 Manage and oversee banking relationships 0
10900 9.7.2.8 Analyze, negotiate, resolve, and confirm bank fees 0
10760 9.7.3 Manage in-house bank accounts 0
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries 0
10902 9.7.3.2 Manage and facilitate inter-company borrowing transactions 0
10903 9.7.3.3 Manage centralized outgoing payments on behalf of 0
subsidiaries
10904 9.7.3.4 Manage central incoming payments on behalf of 0
10905 9.7.3.5 subsidiaries
Manage internal payments and netting transactions 0
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts 0
10907 9.7.3.7 Provide account statements for in-house bank accounts 0
10761 9.7.4 Manage debt and investment 1
14079 9.7.4.1 Establish investment policy 1
10908 9.7.4.2 Manage financial intermediary relationships 0
10909 9.7.4.3 Manage liquidity 0
10910 9.7.4.4 Manage issuer exposure 0
10911 9.7.4.5 Process and oversee debt and investment transactions 0
10912 9.7.4.6 Process and oversee foreign currency transactions 0
10913 9.7.4.7 Produce debt and investment accounting transaction reports 0
14210 9.7.4.8 Process and oversee interest rate transactions 0
11208 9.7.5 Monitor and execute risk and hedging transactions 21
12974 9.7.5.1 Develop risk management/hedging strategy 1
11209 9.7.5.2 Manage interest rate risk 5
19575 9.7.5.2.1 Manage interest rate market data 1

19576 9.7.5.2.2 Determine interest rate exposure for all markets 1
19577 9.7.5.2.3 Determine interest rate hedge requirements in 1
accordance with risk policy
19578 9.7.5.2.4 Execute interest rate trades 1
11210 9.7.5.3 Manage foreign exchange risk 6

19579 9.7.5.3.1 Manage foreign exchange market data 1
19580 9.7.5.3.2 Determine foreign exchange exposure for all currencies 1
19581 9.7.5.3.3 Determine foreign exchange hedge requirements in 1
19582 9.7.5.3.4 Execute foreign exchange trades 1
19583 9.7.5.3.5 Mange foreign exchange balance sheet risk 1
11211 9.7.5.4 Manage exposure risk 4
19584 9.7.5.4.1 Determine current customer exposures and limit 1
exceptions
19585 9.7.5.4.2 Resolve customer exposure limit violations 1
19586 9.7.5.4.3 Manage customer collateral 1
19587 9.7.5.4.4 Perform annual customer credit reviews 1
20137 9.7.5.5 Execute hedging transactions 4
19588 9.7.5.5.1 Measure physical positions 1
19589 9.7.5.5.2 Establish hedges 1
19590 9.7.5.5.3 Unwind hedges 1
11213 9.7.5.5.4 Evaluate and refine hedging positions 0
11215 9.7.5.5.5 Monitor credit 0
11214 9.7.5.6 Produce hedge accounting transactions and reports 0
16958 9.7.6 Manage financial fraud/dispute cases 1
10735 9.8 Manage internal controls 2
10762 9.8.1 Establish internal controls, policies, and procedures 1
10914 9.8.1.1 Establish board of directors and audit committee 0

10915 9.8.1.2 Define and communicate code of ethics 0
10916 9.8.1.3 Assign roles and responsibility for internal controls 0
11250 9.8.1.4 Define business process objectives and risks 0
11251 9.8.1.5 Define entity/unit risk tolerances 0
10763 9.8.2 Operate controls and monitor compliance with internal controls 0
policies and procedures
10917 9.8.2.1 Design and implement control activities 0
10918 9.8.2.2 Monitor control effectiveness 0
10919 9.8.2.3 Remediate control deficiencies 0

10920 9.8.2.4 Create compliance function 0
10921 9.8.2.5 Operate compliance function 0
10922 9.8.2.6 Implement and maintain controls-related enabling 0
technologies and tools
19486 9.8.2.7 Comply with country-specific financial accounting and 0
regulatory reporting requirements
10764 9.8.3 Report on internal controls compliance 1
10923 9.8.3.1 Report to external auditors 0
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities 0
exchanges, etc.
10925 9.8.3.3 Report to third parties 1
10926 9.8.3.4 Report to internal management 0

10736 9.9 Manage taxes 0
10765 9.9.1 Develop tax strategy and plan 0
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy 0
10928 9.9.1.2 Consolidate and optimize total tax plan 0
10929 9.9.1.3 Maintain tax master data 0
10766 9.9.2 Process taxes 0
10930 9.9.2.1 Perform tax planning/strategy 0
10931 9.9.2.2 Prepare returns 0
10932 9.9.2.3 Prepare foreign taxes 0
10933 9.9.2.4 Calculate deferred taxes 0
10934 9.9.2.5 Account for taxes 0
10935 9.9.2.6 Monitor tax compliance 0
10936 9.9.2.7 Address tax inquiries 0
10737 9.10 Manage international funds/consolidation 0
10767 9.10.1 Monitor international rates 0
10768 9.10.2 Manage transactions 0
10769 9.10.3 Monitor currency exposure/hedge currency 0
10770 9.10.4 Report results 0
17059 9.11 Perform global trade services 1
14090 9.11.1 Screen sanctioned party list 0

14091 9.11.2 Control exports and imports 0
14092 9.11.3 Classify products 0
19593 9.11.4 Perform currency conversion 1
14093 9.11.5 Calculate duty 0
14094 9.11.6 Communicate with customs 0
14095 9.11.7 Document trade 0
14096 9.11.8 Process trade preferences 0
14097 9.11.9 Handle restitution 0
14098 9.11.10 Prepare letter of credit 0

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

Metrics
N
N
N
N
+14187, +14188 Y
Y
Y
NEW N
NEW N
Y
Y
N
Y
Y
Y
Y
Y
Y
Y
N
N
N
N
N
+14007, +14008, c10808 Y
N
N
N
N
RENAME, WAS:Process adjustments/write-off N
balances
NEW N
NEW N

Metrics
Y
N
N
N
N
N
N
Y
c10815 Y
RENAME, WAS:Negotiate service level agreements N
N
N
N
c10822 Y
N
N
N
RENAME, WAS:Process period-end adjustments N
(e.g., accruals, currency conversions)
N
N
N
N
N
N
N
N
N
Y
N
N

Metrics
N
N
N
N
N
N
+14074 Y
N
N
N
N
N
N
N
NEW N
Y
Y
N
N
N
N
N
N
N
N
Y
N

Metrics
N
N
N
N
c10755 Y
Y
N
N
N
N
N
c10864 Y
N
N
N
N
N
N
RENAME, WAS:Process period end adjustments N
N
+14075, +14076, RENAME, WAS:Process payroll Y
taxes
NEW N
NEW N
N
N
N
c10756 Y
c10874, c10875, RENAME, WAS:Process accounts Y
payable
N
N

Metrics
N
N
N
RENAME, WAS:Process taxes N
RENAME, WAS:Research/resolve exceptions N
Y
N
N
N
Y
N
N
N
N
N
+16958 Y
N
N
N
N
N
N
N
N
N
c10896 Y
N
N
N
RENAME, WAS:Develop cash-flow forecasts N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
+14079 N
NEW N
N
N
N
N
N
N
N
+12974, +20137, -11212, c11209, c11210 Y
NEW N
+19575, +19576, +19577, +19578, RENAME, N
WAS:Manage interest-rate risk
NEW N
NEW N
NEW N
NEW N
+19579, +19580, +19581, +19582, +19583, N
RENAME, WAS:Manage foreign-exchange risk

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

Metrics
N
N
N
c10925 Y
N
N
RENAME, WAS:Report to third parties (e.g., N

business partners)
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+19593 N
N

Metrics
N
N
NEW N
N
N
N
N
N
N

10937 10.1 Plan and acquire assets 8
10941 10.1.1 Develop property strategy and long term vision 3
10955 10.1.1.1 Confirm alignment of property requirements with business 0

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

10943 10.1.2 Plan facility 0
10958 10.1.2.1 Design facility 0
10959 10.1.2.2 Analyze budget 0
10960 10.1.2.3 Select property 0
10961 10.1.2.4 Negotiate terms for facility 0
10962 10.1.2.5 Manage construction or modification to building 0
10944 10.1.3 Provide workspace and facilities 3
10963 10.1.3.1 Acquire workspace and facilities 1

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

10965 10.1.4.1 Relocate people 0
10966 10.2 Relocate material and tools 1
19501 10.2.1 Relocate material and tools 0
19487 10.2.2 Manage compliance with operating standards and regulations 0
19488 10.2.3 Develop KPIs for equipment and overall maintenance process 0
19208 10.3 Design and construct productive assets 22
19209 10.3.1 Manage capital program for productive assets 4
19210 10.3.1.1 Define capital investment plan 1

19211 10.3.1.2 Monitor capital program 1
19212 10.3.1.3 Secure construction financing 1
20139 10.3.2 Design and plan asset construction 6
19220 10.3.2.1 Develop construction strategy 1

11276 10.3.2.2 Perform construction performance management 1
19221 10.3.2.3 Obtain construction permissions 1
19222 10.3.2.4 Design assets 1
19223 10.3.2.5 Plan construction resources 1
19229 10.3.3 Schedule and perform construction work 6
19230 10.3.3.1 Schedule construction work 1

19231 10.3.3.2 Obtain resources 1
19232 10.3.3.3 Construct new assets 1
19233 10.3.3.4 Augment existing assets 1
19234 10.3.3.5 Renew/Replace assets 1
19224 10.3.4 Manage asset construction 5
19225 10.3.4.1 Monitor work performance 1
19226 10.3.4.2 Undertake construction quality control 1
19227 10.3.4.3 Create work and asset records 1
19228 10.3.4.4 Manage safety, security, and access to sites 1
19238 10.4 Maintain productive assets 22
19239 10.4.1 Plan asset maintenance 7
19240 10.4.1.1 Develop maintenance strategies 1

10967 10.4.1.2 Analyze assets and predict maintenance requirements 0
19241 10.4.1.3 Specify maintenance policies 1
10968 10.4.1.4 Integrate preventive maintenance into operations schedule 1
19242 10.4.1.5 Identify work management tasks & priorities 1

19243 10.4.1.6 Conduct resource planning 1
19244 10.4.1.7 Create work plans 1

19245 10.4.2 Manage asset maintenance 8
19246 10.4.2.1 Schedule work 1

19247 10.4.2.2 Obtain required resources 1
19248 10.4.2.3 Undertake quality control 1
19249 10.4.2.4 Update work and asset records 1
19250 10.4.2.5 Manage maintenance work safety 1
19251 10.4.2.6 Define maintenance performance targets 1
19252 10.4.2.7 Monitor maintenance performance against targets/contracts 1
19253 10.4.3 Perform asset maintenance 6
10947 10.4.3.1 Perform preventative asset maintenance 1

19254 10.4.3.2 Perform routine asset maintenance 1
19255 10.4.3.3 Perform corrective asset maintenance and repairs 1
19256 10.4.3.4 Identify unplanned maintenance requirements 1
19257 10.4.3.5 Perform unplanned maintenance and repairs 1
14204 10.5 Dispose of non-productive/underperforming assets 0
14207 10.5.3 Perform exit/abandonment activities 0

Metrics
+10966, +19208, +19238, c10937, NEW N
-10942, c10941, c10944, RENAME, WAS:Design N
and construct/acquire support facilities
c10956, c10957, RENAME, WAS:Develop property N

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

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

Metrics
NEW N
NEW N
+19220, +11276, +19221, +19222, +19223, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19230, +19231, +19232, +19233, +19234, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19225, +19226, +19227, +19228, NEW N
NEW N
NEW N
NEW N
NEW N
+19239, +19245, +19253, NEW N
+19240, +19241, +19242, +19243, +19244, N
c10968, NEW
NEW N
N
NEW N
RENAME, WAS:Develop approach to integrate N
preventive maintenance into production schedule
NEW N
NEW N
NEW N

Metrics
+19246, +19247, +19248, +19249, +19250, N
+19251, +19252, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10947, +19254, +19255, +19256, +19257, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N

16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and 7
Resiliency
17060 11.1 Manage enterprise risk 2
16439 11.1.1 Establish the enterprise risk framework and policies 0
16440 11.1.1.1 Determine risk tolerance for organization 0
16441 11.1.1.2 Develop and maintain enterprise risk policies and 0
procedures
16442 11.1.1.3 Identify and implement enterprise risk management tools 0
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the 0
organization
16444 11.1.1.5 Prepare and report enterprise risk to executive management 0
and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities 2
16446 11.1.2.1 Identify enterprise level risks 0
16447 11.1.2.2 Assess risks to determine which to mitigate 0
16448 11.1.2.3 Develop risk mitigation and management strategy and 1
integrate with existing performance management processes
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are 0
implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored 0
16451 11.1.2.6 Report on enterprise risk activities 1
16452 11.1.2.7 Coordinate business unit and functional risk management 0
activities
16453 11.1.2.8 Ensure that each business unit/function follows the 0
enterprise risk management process
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 0
16456 11.1.3.1 Identify risks 0
16457 11.1.3.2 Assess risks using enterprise risk framework policies and 0
procedures

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

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

19596 11.2.2.8 Compile and communicate internal and regulatory 1
compliance reports
16470 11.2.2.9 Maintain relationships with regulators as appropriate 0
11185 11.3 Manage remediation efforts 0
11201 11.3.1 Create remediation plans 0
11202 11.3.2 Contact and confer with experts 0

11203 11.3.3 Identify/dedicate resources 0
11204 11.3.4 Investigate legal aspects 0
11205 11.3.5 Investigate damage cause 0
11206 11.3.6 Amend or create policy 0
11216 11.4 Manage business resiliency 0
11221 11.4.1 Develop the business resilience strategy 0
11222 11.4.2 Perform continuous business operations planning 0
11223 11.4.3 Test continuous business operations 0
11224 11.4.4 Maintain continuous business operations 0
16471 11.4.5 Share knowledge of specific risks across other parts of the 0
organization

Metrics
N
N
N
N
N
N
c16448, c16451 N
N
N
RENAME, WAS:Develop risk mitigation and N
management strategy, and integrate with existing
performance management processes
N
N
RENAME, WAS:Report on risk activities N
N
N
N
N

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

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

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

Metrics
N
N
N
N
Y
N
N
N
N
N

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

12870 12.2.1.2 Appoint responsible executives 1
12871 12.2.1.3 Monitor relationships 1
12872 12.2.1.4 Receive input from internal advisors 1
12873 12.2.1.5 Receive input from external advisors 1
12874 12.2.1.6 Liaise with authorities 1
11039 12.2.2 Manage relations with quasi-government bodies 4
12875 12.2.2.1 Establish relationships with agencies 1
12876 12.2.2.2 Respond to audit inquiries 1
12877 12.2.2.3 Maintain documentation of contacts 1
12878 12.2.2.4 Plan and manage meetings 1
11040 12.2.3 Manage relations with trade or industry groups 3
12879 12.2.3.1 Evaluate the requirements for strategic relationships 1
12880 12.2.3.2 Monitor the success of the partnerships 1
12881 12.2.3.3 Extend or change the relationships 1
11041 12.2.4 Manage lobby activities 0
11012 12.3 Manage relations with board of directors 1
11042 12.3.1 Report financial results 1
11043 12.3.2 Report audit findings 0
11013 12.4 Manage legal and ethical issues 2
11044 12.4.1 Create ethics policies 0
11045 12.4.2 Manage corporate governance policies 0
11046 12.4.3 Develop and perform preventive law programs 0
11047 12.4.4 Ensure compliance 0

11053 12.4.4.1 Plan and initiate compliance program 0
11054 12.4.4.2 Execute compliance program 0
11048 12.4.5 Manage outside counsel 1
11056 12.4.5.1 Assess problem and determine work requirements 0
11057 12.4.5.2 Engage/Retain outside counsel if necessary 0
11058 12.4.5.3 Receive strategy/budget 0
11059 12.4.5.4 Receive work product and manage/monitor case and work 1
performed
11060 12.4.5.5 Process payment for legal services 0
11061 12.4.5.6 Track legal activity/performance 0
11049 12.4.6 Protect intellectual property 1
11062 12.4.6.1 Manage copyrights, patents, and trademarks 1
11063 12.4.6.2 Maintain intellectual property rights and restrictions 0
11064 12.4.6.3 Administer licensing terms 0
11065 12.4.6.4 Administer options 0
11050 12.4.7 Resolve disputes and litigations 0
11051 12.4.8 Provide legal advice/counseling 0
11052 12.4.9 Negotiate and document agreements/contracts 0
11014 12.5 Manage public relations program 0
11066 12.5.1 Manage community relations 0
19489 12.5.2 Facilitate public information and education 0
11067 12.5.3 Manage media relations 0
11068 12.5.4 Promote political stability 0
11069 12.5.5 Create press releases 0
11070 12.5.6 Issue press releases 0

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

Metrics
N
N
c11059 N
N
N
N
RENAME, WAS:Receive work product and manage/ N
monitor case and work performed
N
N
c11062 N
RENAME, WAS:Manage copyrights and patents N
N
N
N
N
N
N
N
N
N
N
N
N
N

16378 13.1 Create and manage organizational performance strategy Manage 3
business processes
16379 13.1.1 Establish and maintain process management governance 0
16380 13.1.1.1 Define and manage governance approach 0
16381 13.1.1.2 Establish and maintain process tools and templates 0
16382 13.1.1.3 Assign and support process ownership 0
16383 13.1.1.4 Perform process governance activities 0
16384 13.1.2 Define and manage process frameworks 0
16385 13.1.2.1 Establish and maintain process framework 0
16386 13.1.2.2 Identify cross-functional processes 0
16387 13.1.3 Define processes 2
16388 13.1.3.1 Scope processes 0
16389 13.1.3.2 Analyze processes 1
20140 13.1.3.2.1 Identify published best practices 1
16390 13.1.3.3 Model and document processes 1
16391 13.1.3.4 Publish processes 0
16392 13.1.4 Manage process performance 1
16393 13.1.4.1 Provide process training 0
16394 13.1.4.2 Support process execution 0
16395 13.1.4.3 Measure and report process performance 1
20141 13.1.4.3.1 Identify additional metrics as required 1
16396 13.1.5 Improve processes 0
16397 13.1.5.1 Identify and select improvement opportunities 0
16398 13.1.5.2 Manage improvement projects 0
16399 13.1.5.3 Perform continuous improvement activities 0
16400 13.2 Manage portfolio, program, and project 14
16401 13.2.1 Manage portfolio 0
16402 13.2.1.1 Establish portfolio strategy 0
16403 13.2.1.2 Define portfolio governance 0
16404 13.2.1.3 Monitor and control portfolio 0
16405 13.2.2 Manage programs 0

16406 13.2.2.1 Establish program structure and approach 0
16407 13.2.2.2 Manage program stakeholders and partners 0
16408 13.2.2.3 Manage program execution 0
16409 13.2.2.4 Review and report program performance 0
16410 13.2.3 Manage projects 14
16411 13.2.3.1 Establish project scope 7
11117 13.2.3.1.1 Identify project requirements and objectives 1
16412 13.2.3.1.2 Identify project resource requirements 1

11118 13.2.3.1.3 Assess culture and readiness for project management 1
approach
11119 13.2.3.1.4 Identify appropriate project management methodologies 1
11120 13.2.3.1.5 Create business case and obtain funding 1
11121 13.2.3.1.6 Develop project measures and indicators 1
16413 13.2.3.2 Develop project plans 7
11123 13.2.3.2.1 Define roles and resources 1

20142 13.2.3.2.2 Acquire/secure project resources 1
11124 13.2.3.2.3 Identify specific IT requirements 1
11125 13.2.3.2.4 Create training and communication plans 1
11127 13.2.3.2.5 Design recognition and reward approaches 1
11128 13.2.3.2.6 Design and plan launch of project 1
11129 13.2.3.2.7 Deploy the project 1
16414 13.2.3.3 Execute projects 0
11131 13.2.3.4 Evaluate impact of project management (strategy and 0
projects) on measures and outcomes
16415 13.2.3.5 Report the status of project 0
16416 13.2.3.6 Manage project scope 0
11132 13.2.3.7 Promote and sustain activity and involvement 0
11133 13.2.3.8 Realign and refresh project management strategy and 0
approaches

16417 13.2.3.9 Review and report project performance 0
16418 13.2.3.10 Close projects 0
17471 13.3 Manage enterprise quality 1
17472 13.3.1 Establish quality requirements 0
17473 13.3.1.1 Define critical-to-quality characteristics 0
17474 13.3.1.2 Define preventive quality activities 0
17475 13.3.1.3 Develop quality controls 0
17476 13.3.1.3.1 Define process steps for controls (or integration points) 0
17477 13.3.1.3.2 Define sampling plan 0
17478 13.3.1.3.3 Identify measurement methods 0
17479 13.3.1.3.4 Define required competencies 0
17480 13.3.1.4 Prove capability to assess compliance with requirements 0
17481 13.3.1.5 Finalize quality plan 0
17482 13.3.2 Evaluate performance to requirements 0
17483 13.3.2.1 Test against quality plan 0
17484 13.3.2.1.1 Conduct test and collect data 0
17485 13.3.2.1.2 Record result(s) 0
17486 13.3.2.1.3 Determine disposition of result(s) 0
17487 13.3.2.2 Assess results of tests 0
17488 13.3.2.2.1 Assess sample significance 0
17489 13.3.2.2.2 Summarize result(s) 0
17490 13.3.2.2.3 Recommend actions 0
17491 13.3.2.2.4 Decide next steps 0
17492 13.3.3 Manage non-conformance 0
17493 13.3.3.1 Assess potential impact 0
17494 13.3.3.2 Determine immediate action(s) 0
17495 13.3.3.3 Identify root cause(s) 0
17496 13.3.3.4 Take corrective or preventative action 0
17497 13.3.3.5 Close non-conformance 0
17498 13.3.4 Implement and maintain the enterprise quality management 1
system (EQMS)
17499 13.3.4.1 Define the quality strategy 1

17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics 0
17502 13.3.4.4 Develop and document EQMS policies, procedures, 0
standards, and measures
17503 13.3.4.5 Assess the EQMS performance 0
17504 13.3.4.6 Create environment and capability for EQMS 0
improvement(s)
17505 13.3.4.6.1 Reward quality excellence 0
17506 13.3.4.6.2 Create and maintain quality partnerships 0
17507 13.3.4.6.3 Maintain talent capabilities and competencies 0
17508 13.3.4.6.4 Incorporate EQMS messaging into communication 0
channels
17509 13.3.4.6.5 Assure independent EQMS management access to 0
appropriate authority in the organization
17510 13.3.4.6.6 Transfer proven EQMS methods 0
11074 13.4 Manage change 6
11134 13.4.1 Plan for change 3
11138 13.4.1.1 Select process improvement methodology 0
11139 13.4.1.2 Assess readiness for change 0
11140 13.4.1.3 Determine stakeholders 0
11141 13.4.1.4 Identify change champion(s) 1
11142 13.4.1.5 Form design team 0
11143 13.4.1.6 Define scope 0
11144 13.4.1.7 Understand current state 0
11145 13.4.1.8 Define future state 0
11146 13.4.1.9 Conduct organizational risk analysis 0
11147 13.4.1.10 Assess cultural issues 0
20143 13.4.1.11 Identify impacted groups 1
20144 13.4.1.12 Determine degree/extent of impact 1
11148 13.4.1.13 Establish accountability for change management 0
11149 13.4.1.14 Identify barriers to change 0
11150 13.4.1.15 Determine change enablers 0
11151 13.4.1.16 Identify resources and develop measures 0

11135 13.4.2 Design the change 1
11152 13.4.2.1 Assess connection to other initiatives 0
11153 13.4.2.2 Develop change management plans 0
11154 13.4.2.3 Develop training plan 0
11155 13.4.2.4 Develop communication plan 0
20145 13.4.2.5 Assign change champion(s) 1
11156 13.4.2.6 Develop rewards/incentives plan 0
11157 13.4.2.7 Establish change adoption metrics 0
11158 13.4.2.8 Establish/Clarify new roles 0
11159 13.4.2.9 Identify budget/roles 0
11136 13.4.3 Implement change 2
11160 13.4.3.1 Create commitment for improvement/change 0
11161 13.4.3.2 Reengineer business processes and systems 1
11162 13.4.3.3 Support transition to new roles or exit strategies for 0

incumbents
11163 13.4.3.4 Monitor change 0
20146 13.4.3.5 Report on change 1
11137 13.4.4 Sustain improvement 0
11164 13.4.4.1 Monitor improved process performance 0
11165 13.4.4.2 Capture and reuse lessons learned from change process 0
11166 13.4.4.3 Take corrective action as necessary 0
11073 13.5 Develop and manage enterprise-wide knowledge management 7
(KM) capability
11095 13.5.1 Develop KM strategy 0
11100 13.5.1.1 Develop governance model 0
11101 13.5.1.2 Establish central KM core group 0
11102 13.5.1.3 Define roles and accountability of core group versus 0
operating units
11103 13.5.1.4 Develop funding models 0
11104 13.5.1.5 Identify links to key initiatives 0
11105 13.5.1.6 Develop core KM methodologies 0
11106 13.5.1.7 Assess IT needs and engage IT function 0

11107 13.5.1.8 Develop training and communication plans 0
11108 13.5.1.9 Develop change management approaches 0
11109 13.5.1.10 Develop strategic measures and indicators 0
11096 13.5.2 Assess KM capabilities 7
11110 13.5.2.1 Assess maturity of existing KM initiatives 1
11111 13.5.2.2 Evaluate existing KM approaches 2
11112 13.5.2.3 Identify gaps and needs 1

11113 13.5.2.4 Enhance/Modify existing KM approaches 1
11114 13.5.2.5 Develop new KM approaches 1
11115 13.5.2.6 Implement new KM approaches 1
16436 13.6 Measure and benchmark 9

11071 13.6.1 Create and manage organizational performance strategy 0
11075 13.6.1.1 Create enterprise measurement systems model 0
11076 13.6.1.2 Measure process productivity 0
11077 13.6.1.3 Measure cost effectiveness 0
11078 13.6.1.4 Measure staff efficiency 0
11079 13.6.1.5 Measure cycle time 0
11072 13.6.2 Benchmark performance 0
11083 13.6.2.1 Conduct performance assessments 0
11084 13.6.2.2 Develop benchmarking capabilities 0
11085 13.6.2.3 Conduct internal process and external competitive 0
benchmarking
11087 13.6.2.4 Conduct gap analysis to understand need for change and 0
degree needed
11088 13.6.2.5 Establish need for change 0
20147 13.6.3 Evaluate process performance 9

10270 13.6.3.1 Establish appropriate performance indicators (metrics) 1
10271 13.6.3.2 Establish monitoring frequency 1
20148 13.6.3.3 Collect data 1
10272 13.6.3.4 Calculate performance measures 1
10273 13.6.3.5 Identify performance trends 1
10274 13.6.3.6 Analyze performance against benchmark data 1
10275 13.6.3.7 Prepare reports 1
10276 13.6.3.8 Develop performance improvement plan 1
11179 13.7 Manage environmental health and safety (EHS) 16
11180 13.7.1 Determine environmental health and safety impacts 1
11186 13.7.1.1 Evaluate environmental impact of products, services, and 0

operations
11187 13.7.1.2 Conduct health and safety and environmental audits 0
19490 13.7.2 Establish EHS organizational structure and resources 2
19491 13.7.2.1 Establish supporting agreements with local, regional and 1

specialized for EHS support
11181 13.7.3 Develop and execute functional EHS program 6
11188 13.7.3.1 Identify regulatory and stakeholder requirements 0

11189 13.7.3.2 Assess future risks and opportunities 0
11190 13.7.3.3 Create EHS policy, practices and procedures 1
11191 13.7.3.4 Record and manage EHS events 1
19492 13.7.3.5 Manage EHS documents and records 1

19493 13.7.3.6 Develop and manage EHS communications 1
19494 13.7.3.7 Establish and manage the management of change (MoC) 1

process for EHS
11182 13.7.4 Train and educate functional employees and responders 1

11192 13.7.4.1 Communicate EHS issues to stakeholders and provide 1
support
19495 13.7.4.2 Manage site specific and general training 0
19496 13.7.4.3 Manage certification process 0
11183 13.7.5 Monitor and manage functional EHS management program 5
11193 13.7.5.1 Manage EHS costs and benefits 1
11194 13.7.5.2 Measure and report EHS performance 1
11196 13.7.5.3 Implement emergency response program 0

11197 13.7.5.4 Implement pollution prevention program 0
19497 13.7.5.4.1 Monitor emissions 0
19498 13.7.5.5 Implement Permit to Work (PtW) system 0
19499 13.7.5.6 Implement EHS contractor and visitor access system 1
11195 13.7.5.7 Provide employees /families with EHS support 1

Metrics
c11179 Y
N
N
N
N
N
N
N
N
N
c16390 N
N
+20140 N
NEW N
RENAME, WAS:Map processes N
N
N
N
N
+20141 N
NEW N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
c16411 N
+16412, +11120, +11121, c11117, c11118, N
c11119, RENAME, WAS:Identify project resource
requirements
RENAME, WAS:Design recognition and reward N
approaches
NEW N
RENAME, WAS:Design and plan launch of project N
RENAME, WAS:Deploy the project N

NEW N
NEW N
+11123, +20142, +11124, +11125, +11127, N
+11128, +11129
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
c17499 N
RENAME, WAS:Develop regulatory compliance N

procedures

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

Metrics
+20145 N
N
N
N
N
NEW N
N
N
N
N
+20146, c11161 N
N
RENAME, WAS:Re-engineer business processes and N
systems
N
N
NEW N
N
N
N
N
Y
N
N
N
N
N
N
N
N

Metrics
N
N
N
+11112, c11110, c11111, c11111, c11113, N
c11114, c11115
RENAME, WAS:Create business case and obtain N
funding
RENAME, WAS:Identify gaps and needs, RENAME, N
WAS:Develop project measures and indicators
NEW N
RENAME, WAS:Define roles and resources N
RENAME, WAS:Identify specific IT requirements N
RENAME, WAS:Create training and communication N

plans
+20147 N
N
N
N
N
N
N
N
N
N
N
N
+10270, +10271, +20148, +10272, +10273, N
+10274, +10275, +10276, NEW

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
c11180, c11181, c11183, c19490, RENAME, N
WAS:Develop and manage health, safety, security
and environment (HSSE)
RENAME, WAS:Determine health, safety and Y
security and environmental impacts
N
N
c19491, RENAME, WAS:Establish HSSE N
organizational structure and resources
RENAME, WAS:Establish supporting agreements N
with local, regional and specialized for HSSE
support
c11190, c11191, c19492, c19493, c19494, N
RENAME, WAS:Develop and execute functional
HSSE program
N
N
RENAME, WAS:Create HSSE policy, practices and N
procedures
RENAME, WAS:Record and manage HSSE events N
RENAME, WAS:Manage HSSE documents and N

records

Metrics
RENAME, WAS:Develop and manage HSSE N
communications
RENAME, WAS:Establish and manage the N
management of change (MoC) process for HSSE
c11192 N
RENAME, WAS:Communicate HSSE issues to N
stakeholders and provide support
N
N
c11193, c11194, c11195, c19499, RENAME, N
WAS:Monitor and manage functional HSSE
management program
RENAME, WAS:Manage HSSE costs and benefits N
RENAME, WAS:Measure and report HSSE N

performance
N
N
N
N
RENAME, WAS:Implement HSSE contractor and N
visitor access system
RENAME, WAS:Provide employees /families with N
HSSE support

17040 1.1 Define the business concept and long-term vision 14
10017 1.1.1 Assess the external environment 4
19945 1.1.1.1 Identify competitors 1
10021 1.1.1.2 Analyze and evaluate competition 0
10022 1.1.1.3 Identify economic trends 0
10023 1.1.1.4 Identify political and regulatory issues 0
19399 1.1.1.5 Identify trends in demand for oil and gas in future decades 0
10024 1.1.1.6 Assess new technology innovations 0
19400 1.1.1.7 Identify trends in Exploration & Production (E&P) and 0
midstream asset funding
19401 1.1.1.8 Identify trends in joint venture ownership taxation and 0
10025 1.1.1.9 funding
Analyze demographics 0
10026 1.1.1.10 Identify social and cultural changes 1
10027 1.1.1.11 Identify ecological concerns 0

16790 1.1.1.12 Identify intellectual property concerns 1
16791 1.1.1.13 Evaluate IP acquisition options 1
10018 1.1.2 Survey market and determine customer needs and wants 4
10028 1.1.2.1 Conduct qualitative/quantitative research and assessments 1
19946 1.1.2.2 Capture customer needs and wants 1

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

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

19402 1.1.3.7 Analyze current physical asset base 0
19403 1.1.3.8 Analyze personnel and their knowledge/skills 0
10020 1.1.4 Establish strategic vision 2
19949 1.1.4.1 Define the strategic vision 1

10035 1.1.4.2 Align stakeholders around strategic vision 0
10036 1.1.4.3 Communicate strategic vision to stakeholders 0
19404 1.1.4.4 Establish production target for the year 0
16792 1.1.5 Conduct organization restructuring opportunities 0
16793 1.1.5.1 Identify restructuring opportunities 0
16794 1.1.5.2 Perform due-diligence 0
16795 1.1.5.3 Analyze deal options 0
16796 1.1.5.3.1 Evaluate acquisition options 0
16797 1.1.5.3.2 Evaluate merger options 0
16798 1.1.5.3.3 Evaluate de-merger options 0
16799 1.1.5.3.4 Evaluate divesture options 0
10015 1.2 Develop business strategy 41
10037 1.2.1 Develop overall mission statement 0
10044 1.2.1.1 Define current business 0
10045 1.2.1.2 Formulate mission 0
10046 1.2.1.3 Communicate mission 0
10038 1.2.2 Define and evaluate strategic options to achieve the objectives 13
10047 1.2.2.1 Define strategic options 0

10048 1.2.2.2 Assess and analyze impact of each option 2
13289 1.2.2.2.1 Identify implications for key operating model business 1
13290 1.2.2.2.2 Identify implications for key technology aspects 1
16800 1.2.2.3 Develop B2B strategy 2
16801 1.2.2.3.1 Develop service as a product strategy 1
16802 1.2.2.4 Develop B2C strategy 1

16803 1.2.2.5 Develop partner/alliance strategy 1
16805 1.2.2.6 Develop merger/demerger/acquisition/exit strategy 1
16806 1.2.2.7 Develop innovation strategy 1
14189 1.2.2.8 Develop sustainability strategy 0
19950 1.2.2.9 Develop global support strategy 1
19951 1.2.2.10 Develop shared services strategy 1
14197 1.2.2.11 Develop lean/continuous improvement strategy 0
19952 1.2.2.12 Develop innovation strategy and framework 1
19405 1.2.3 Develop business strategy 0
19406 1.2.3.1 Develop long-term (5 to 10 -year) business strategy 0
19407 1.2.3.2 Develop mid-term (1 to 3-year) business strategy 0
19408 1.2.3.3 Develop short-term (quarter to 1 year) business strategy 0
19409 1.2.3.4 Develop commodity price collapse strategy 0
10040 1.2.4 Coordinate and align functional and process strategies 0
10041 1.2.5 Create organizational design 4
10049 1.2.5.1 Evaluate breadth and depth of organizational structure 0

10050 1.2.5.2 Perform job-specific roles mapping and value-added 1
analyses
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity 1
10052 1.2.5.4 Perform organization redesign workshops 0

10053 1.2.5.5 Design the relationships between organizational units 0
10054 1.2.5.6 Develop role analysis and activity diagrams for key 1
processes
10055 1.2.5.7 Assess organizational implication of feasible alternatives 0
10056 1.2.5.8 Migrate to new organization 0
19410 1.2.5.9 Evaluate effectiveness of organizational change 0
10042 1.2.6 Develop and set organizational goals 3
19953 1.2.6.1 Identify organizational goals 1
19411 1.2.6.2 Align business unit goals with company goals 0
19954 1.2.6.3 Establish baseline metrics 1

19955 1.2.6.4 Monitor performance against goals 1
10043 1.2.7 Formulate business unit strategies 3
19956 1.2.7.1 Analyze business unit strategies 1
19957 1.2.7.2 Identify core competency for each business unit 1
19958 1.2.7.3 Refine business unit strategies in support of company 1
strategy
19412 1.2.7.4 Obtain business financing 0
19413 1.2.7.5 Structure resources to meet goals 0
19959 1.2.8 Develop customer experience strategy 17
19960 1.2.8.1 Assess customer experience 4
19961 1.2.8.1.1 Identify and review customer touchpoints 1
19962 1.2.8.1.2 Assess customer experience across touchpoints 1
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1
experiences
19964 1.2.8.2 Design customer experience 8
16612 1.2.8.2.1 Define and manage personas 1

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

19975 1.3.1.1 Identify strategic priorities 1
19976 1.3.1.2 Develop strategic initiatives based on business/customer 1
value
19977 1.3.1.3 Review with stakeholders 1
10058 1.3.2 Evaluate strategic initiatives 2
19978 1.3.2.1 Determine business value for each strategic priority 1
19979 1.3.2.2 Determine the customer value for each strategic priority 1
10059 1.3.3 Select strategic initiatives 2
19980 1.3.3.1 Prioritize strategic initiatives 1
19981 1.3.3.2 Communicate strategic initiatives to business units and 1
stakeholders
10060 1.3.4 Establish high-level measures 3
19982 1.3.4.1 Identify business value drivers 1
19983 1.3.4.2 Establish baselines for business value drivers 1
19984 1.3.4.3 Monitor performance against baselines 1
19507 1.3.5 Execute strategic initiatives 1

10003 2.0 Develop and Manage Upstream Petroleum-Related 58
Technologies
19696 2.1 Govern and manage product/service development program 29
10061 2.1.1 Manage upstream petroleum-related technology portfolio 0
10063 2.1.1.1 Evaluate performance of existing upstream petroleum- 0
related technologies against market opportunities
10064 2.1.1.2 Define upstream petroleum-related technology 0
19466 2.1.1.3 Assess technology deficiencies by asset class and rank 0
needs
10066 2.1.1.4 Confirm alignment of upstream petroleum-related 0
technology concepts with business strategy
10073 2.1.1.5 Plan and develop cost, quality and performance targets 0
10074 2.1.1.6 Prioritize and select new upstream petroleum-related 0
technology concepts
10075 2.1.1.7 Specify development timing targets 0
10076 2.1.1.8 Plan for upstream petroleum-related technology offering 0
modifications
10067 2.1.2 Manage upstream petroleum-related technology life cycle 8
10077 2.1.2.1 Introduce new upstream petroleum-related technologies 0
10078 2.1.2.2 Retire outdated/inefficient upstream petroleum-related 0
technologies
10079 2.1.2.3 Identify and refine performance indicators 0
11423 2.1.2.4 Conduct post launch review 8
19646 2.1.2.4.1 Carry out post launch analytics to test the acceptability 1
in the market
11424 2.1.2.4.2 Review market performance 1
11425 2.1.2.4.3 Review effectiveness of supply chain and distribution 1
network
19647 2.1.2.4.4 Apply data and analytics to review supply chain 1
methodologies

11426 2.1.2.4.5 Review quality and performance of the product/service 1
11427 2.1.2.4.6 Conduct financial review 1
11428 2.1.2.4.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9
19941 2.1.3.1 Conduct mandatory and elective reviews 1

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

11742 2.1.4.2 Manage bills of material 1
11743 2.1.4.3 Manage routings 1
11744 2.1.4.4 Manage specifications 1
11745 2.1.4.5 Manage drawings 1
11746 2.1.4.6 Manage product/material classification 1
11747 2.1.4.7 Develop and maintain quality/inspection documents 1
11748 2.1.4.8 Maintain process specification data 1
11749 2.1.4.9 Manage traceability data 1
11750 2.1.4.10 Review and approve data access requests 1
19698 2.2 Generate and define new product/service ideas 18
10065 2.2.1 Perform discovery research 0
10070 2.2.1.1 Identify new upstream petroleum-related technologies 0
10072 2.2.1.2 Assess feasibility of integrating new leading upstream 0

19467 2.2.1.3 Develop protocol for and conduct cost-benefit analyses 0
19468 2.2.1.4 Evaluate investment options based on performance and 0
cost-benefit analysis
19669 2.2.2 Generate new product/service concepts 5
19986 2.2.2.1 Gather new product/service ideas and requirements 1
19987 2.2.2.2 Analyze new product/service ideas and requirements 1
19988 2.2.2.3 Evaluate new product/service inputs and requirements 1
19989 2.2.2.4 Formulate new product/service concepts 1
10068 2.2.2.5 Identify potential improvements to existing upstream 0
19990 2.2.3 Define product/service development requirements 12
11331 2.2.3.1 Define product/service requirements 9
19991 2.2.3.1.1 Define basic functional requirements 1

16808 2.2.3.1.2 Derive interoperability requirements for products and 1
services
16809 2.2.3.1.3 Derive safety requirements for products and services 1
16810 2.2.3.1.4 Derive security requirements for products and services 1
16811 2.2.3.1.5 Derive regulatory compliance requirements 1
16812 2.2.3.1.6 Derive requirements from industry standards 1
19992 2.2.3.1.7 Develop user experience requirements 1
16814 2.2.3.1.8 Derive services-as-a-product offering 1
16815 2.2.3.2 Define post launch support model 1
17389 2.2.3.3 Identify product/service bundling opportunities 1
10062 2.3 Develop new upstream petroleum-related technologies 11
10080 2.3.1 Assess, design, build, and evaluate upstream petroleum-related 10
technologies
10083 2.3.1.1 Assign resources to upstream petroleum-related technology 0
project
19469 2.3.1.2 Identify existing solutions to be leveraged 0
10084 2.3.1.3 Prepare high-level business case and technical assessment 0
10085 2.3.1.4 Develop asset specific upstream petroleum-related 0

16813 2.3.1.5 Develop user experience design specifications 1
16817 2.3.1.6 Provide warranty-related recommendations 1
10086 2.3.1.7 Document design specifications 0
10087 2.3.1.8 Conduct Front End Design and Engineering FEED 0
19995 2.3.1.9 Design products/services 7
16819 2.3.1.9.1 Design for manufacturing 1

16820 2.3.1.9.2 Design for product servicing 1
16821 2.3.1.9.3 Design for re-manufacturing 1
16822 2.3.1.9.4 Review product troubleshooting methodology 1
16818 2.3.1.9.5 Design and manage product data, design, and bill of 1
materials
16823 2.3.1.9.6 Design for product upgrades 1
10088 2.3.1.10 Build prototypes/proof of concepts 1
19470 2.3.1.11 Evaluate prototype in the field and evaluate feasibility for 0
wider deployment
10089 2.3.1.12 Eliminate quality and reliability problems 0
10091 2.3.1.13 Identify design/development performance indicators 0
10092 2.3.1.14 Collaborate on design with suppliers and contract 0
10081 2.3.2 Test new or revised upstream petroleum-related technologies 0
10093 2.3.2.1 Prepare detailed cost-benefit analysis of application in other 0
assets
10094 2.3.2.2 Test application in other assets 0
10095 2.3.2.3 Finalize product/service characteristics and business cases 0
10096 2.3.2.4 Finalize technical requirements 0
10097 2.3.2.5 Identify requirements for changes to manufacturing/delivery 0
processes
10082 2.3.3 Prepare for production 1
10098 2.3.3.1 Develop and test prototype production and/or service 0
delivery process
10099 2.3.3.2 Design and obtain necessary materials and equipment 0
10100 2.3.3.3 Install and validate production process or methodology 0

19998 2.3.3.4 Validate launch procedures 1

12984 3.1 Acquire asset (access) 0
12985 3.1.1 Strategize acquisition 0
12986 3.1.1.1 Define key value drivers 0
12987 3.1.2 Identify opportunities/geological prospects 0
12988 3.1.2.1 Gather/create opportunities 0
19414 3.1.2.2 Acquire data on geological prospect 0
12989 3.1.2.3 Screen and prioritize opportunities 0
12990 3.1.2.4 Develop key alignment points 0
12991 3.1.2.5 Engage key decision makers 0
12992 3.1.2.6 Select opportunities to evaluate 0
12993 3.1.3 Evaluate opportunities 0
12994 3.1.3.1 Form team and dedicate resources 0
19415 3.1.3.2 Evaluate data on geological prospect 0
12995 3.1.3.3 Conduct technical analysis 0
19416 3.1.3.4 Identify and evaluate risks associated with target acquisition 0
and development
12996 3.1.3.5 Identify sources of value and develop business case 0
12997 3.1.3.6 Determine value and decide whether to pursue 0
12998 3.1.4 Pursue opportunities 0
12999 3.1.4.1 Confirm potential value of target 0
13000 3.1.4.2 Develop pursuit plan 0
13001 3.1.4.3 Establish price and negotiation strategy 0
13002 3.1.4.4 Structure deal, launch offer, close contracts 0
13003 3.1.4.5 Finalize agreement and prepare for integration 0
13004 3.1.5 Handover successful opportunities to exploration, development 0
or production
13005 3.2 Explore asset 1
13006 3.2.1 Develop exploration strategy 0
13007 3.2.2 Acquire seismic data 0
13008 3.2.3 Process seismic data 0
13009 3.2.4 Develop seismic models 0

13010 3.2.5 Perform basin analysis 0
19417 3.2.6 Develop geologic model of prospect 1
19418 3.2.6.1 Build surface geological model 0

19419 3.2.6.2 Build subsurface and reservoir model 0
19420 3.2.6.3 Identify missing developmental data 0
19421 3.2.6.4 Develop data acquisition plan and costs 0
13013 3.2.6.5 Develop prospect definition 0
19422 3.2.6.6 Create exploration plan 0
19423 3.2.6.7 Conduct cultural and onsite hydrogeological, meteorological 0
13014 3.2.6.8 Create ready-to-drill inventory 0
19424 3.2.6.9 Obtain stakeholder input 0
13011 3.2.7 Develop prospect drilling portfolio 0
13012 3.2.7.1 Develop program for data collection from exploratory wells 0
19425 3.2.7.2 Contract for wells and services 0
19426 3.2.7.3 Develop schedule and logistics for contracted field services 0
19427 3.2.8 Drill exploration wells 0
19428 3.2.8.1 Log well 0
13023 3.2.8.2 Acquire/process well log data 0
19429 3.2.8.3 Plug and abandon well if it does not meet minimum 0
productivity criteria
19430 3.2.8.4 Case well 0
19431 3.2.8.5 Cement casing to formation 0
19432 3.2.8.6 Perforate casing and stimulate where necessary 0
19433 3.2.8.7 Run drill stem test for productivity 0
13016 3.2.9 Evaluate exploration wells and delineate geological prospects 0
13017 3.2.10 Submit regulatory reports as required 0
13018 3.2.11 Handover successful exploration wells for appraisal 0
13019 3.3 Appraise asset 0
19434 3.3.1 Gather and analyze data from exploration program 0
13021 3.3.1.1 Organize asset data 0

13022 3.3.1.2 Acquire/process seismic data 0
13024 3.3.1.3 R Acquire and analyze geophysical data 0
13025 3.3.1.4 Acquire and analyze geochemical data 0
13026 3.3.1.5 Estimate data uncertainty 0
13027 3.3.2 Develop asset model 0
13028 3.3.2.1 Update surface geological model 0
13029 3.3.2.2 Update seismic model 0
13030 3.3.2.3 Correlate well data 0
13031 3.3.2.4 Integrate seismic and well model 0
13032 3.3.2.5 Update reservoir model 0
13033 3.3.2.6 Characterize reservoir 0
13034 3.3.2.7 Estimate hydrocarbon potential 0
13035 3.3.3 Build field development scenarios 0
13036 3.3.3.1 Build sub-surface development scenarios 0
13037 3.3.3.2 Build facility infrastructure scenarios 0
13038 3.3.3.3 Build operating scenarios 0
13040 3.3.4 Evaluate economic viability 0
13041 3.3.4.1 Evaluate well costs 0
13042 3.3.4.2 Evaluate facility, pipeline and other infrastructure costs 0
13043 3.3.4.3 Perform prospect development economic analysis and 0
alternatives
13044 3.3.4.4 Perform uncertainty analysis 0
13045 3.3.5 Propose development plan 0
13046 3.3.5.1 Develop proposal 0
13047 3.3.5.2 Compile plan 0
19435 3.3.5.3 Obtain corporate approval to proceed 0
13048 3.3.5.4 Submit regulatory reports 0
13049 3.3.6 Handover appraisal results to field development team 0

10215 4.1 Plan for and align supply chain resources 7

10221 4.1.1 Develop production and materials strategies 1
10229 4.1.1.1 Define field production targets 0
10230 4.1.1.2 Define labor and materials policies 0
10231 4.1.1.3 Define outsourcing policies 0
10232 4.1.1.4 Define capital expense policies 0
10233 4.1.1.5 Define capacities 0
10234 4.1.1.6 Define production network and supply constraints 0
14193 4.1.1.7 Define production process 0
19551 4.1.1.8 Define standard operating procedures 1
14194 4.1.1.9 Define production workplace layout and infrastructure 0
10222 4.1.2 Manage demand for products and services 6
10235 4.1.2.1 Develop baseline demand forecasts 1

10236 4.1.2.2 Collaborate demand with customers 1
10237 4.1.2.3 Develop demand consensus forecast 1
10238 4.1.2.4 Determine ability to deliver as scheduled/required 0

10239 4.1.2.5 Monitor activity against demand forecast and revise forecast 1
10240 4.1.2.6 Evaluate and revise demand forecasting approach 1
10241 4.1.2.7 Measure demand forecast accuracy 1

10216 4.2 Procure materials and services 1
10277 4.2.1 Develop sourcing strategies 0
10281 4.2.1.1 Develop procurement plan 0
10282 4.2.1.2 Clarify purchasing requirements 0
19436 4.2.1.3 Establish qualifications for suppliers and ranking system 0
10283 4.2.1.4 Develop inventory strategy 0
10284 4.2.1.5 Match needs to vendors capabilities 0

10285 4.2.1.6 Analyze organization's spend profile 0
10286 4.2.1.7 Seek opportunities to improve efficiency and value 0
10287 4.2.1.8 Collaborate with suppliers to identify sourcing opportunities 0
19437 4.2.1.9 Collaborate with suppliers to identify discounts/preferred 0
vendor status
19438 4.2.2 Specify requirements, delivery criteria, performance level and 0
proposal evaluation criteria
19439 4.2.2.1 Confirm AFE (authorization for expenditure) for specific 0
request
19440 4.2.2.2 Conduct solicitation for goods and services based on field 0
requirements
19441 4.2.2.3 Evaluate proposals from vendors 0
10278 4.2.3 Select suppliers and develop/maintain contracts 0
10288 4.2.3.1 Select suppliers 0
10289 4.2.3.2 Certify and validate suppliers 0
10290 4.2.3.3 Negotiate and establish contracts 0
10291 4.2.3.4 Manage contracts 0
10279 4.2.4 Order materials and services 1
10292 4.2.4.1 Process/Review requisitions 0
10293 4.2.4.2 Approve requisitions 0
10294 4.2.4.3 Solicit/Track vendor quotes 0
10295 4.2.4.4 Create/Distribute purchase orders 0
10296 4.2.4.5 Expedite orders and satisfy enquiries, goods and service 0
field requests
10297 4.2.4.6 Record receipt of goods and services 0
10298 4.2.4.7 Research/Resolve order exceptions 1
10280 4.2.5 Manage suppliers 0

10299 4.2.5.1 Monitor/Manage supplier information 0
10300 4.2.5.2 Prepare/Analyze procurement and vendor performance 0
10301 4.2.5.3 Support inventory and production processes 0
10302 4.2.5.4 Monitor quality of product and services delivered 0
10217 4.3 Produce/Manufacture/Deliver product 29

10303 4.3.1 Schedule production 8
19563 4.3.1.1 Model and simulate plant 1

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

10311 4.3.2.2 Execute detailed line schedule 1
10319 4.3.2.3 Report maintenance issues 1
10313 4.3.2.4 Rerun defective items 1
19566 4.3.2.5 Monitor and optimize production process 5
19567 4.3.2.5.1 Automate and control plant 1
19568 4.3.2.5.2 Perform advanced process control 1
19569 4.3.2.5.3 Perform real-time optimization 1
19570 4.3.2.5.4 Manage plant alarms and alerts 1
10314 4.3.2.6 Assess production performance 1
10369 4.3.3 Perform quality testing 6
10318 4.3.3.1 Calibrate test equipment 1

10374 4.3.3.2 Perform testing using the standard testing procedure 1
10375 4.3.3.3 Record test results 1
12045 4.3.3.4 Track and analyze non-conformance trends 1
12046 4.3.3.5 Perform root cause analysis 1
10370 4.3.4 Maintain production records and manage lot traceability 3
10376 4.3.4.1 Determine lot numbering system 1
10377 4.3.4.2 Determine lot use 1

13050 4.4 Develop asset 0
13051 4.4.1 Develop surface facilities 0
13052 4.4.1.1 Prepare conceptual design 0
19442 4.4.1.2 Conduct archeological and environmental assessment along 0
route and reroute field collection system as required
13060 4.4.1.3 Prepare front-end engineering design (FEED) and costs 0
13068 4.4.1.4 Prepare detailed design 0
19443 4.4.1.5 Negotiate surface right-of-way access with landowners 0
19444 4.4.1.6 Acquire permits for development from regulatory authorities 0
13075 4.4.1.7 Construct and precommission 0
19445 4.4.1.8 Obtain operating permit 0
13079 4.4.1.9 Commission and prepare handover 0
13083 4.4.2 Develop subsurface 0
13084 4.4.2.1 Develop preliminary well design 0
13085 4.4.2.2 Develop detailed well design 0
13086 4.4.2.3 Develop well program 0
13087 4.4.2.4 Construct well 0
13093 4.4.2.5 Modify well design based on well performance and cost 0
13096 4.4.4 Handover to Production 0
13097 4.5 Produce asset 0
13098 4.5.1 Establish asset depletion strategy 0
13099 4.5.1.1 Define short-term and long-term "life of field" strategy 0
13103 4.5.1.2 Define term "operational" plan 0
13107 4.5.2 Operate asset 0
13108 4.5.2.1 Define operation architecture 0
13109 4.5.2.2 Define production planning 0
13110 4.5.2.3 Execute production 0
13111 4.5.2.4 Conduct surveillance 0
13112 4.5.2.5 Optimize production 0
13113 4.5.2.6 Perform maintenance 0
13121 4.5.2.7 Manage activities 0
19446 4.5.2.8 Evaluate asset 0

19447 4.5.3 Measure production of oil, gas and water 0
19448 4.5.3.1 Establish production data management system and 0
19449 4.5.3.2 Measure production of hydrocarbon and produced water 0
19450 4.5.3.3 Measure injection of water, gas, steam, CO2, polymer 0
19451 4.5.3.4 Measure gas used for power production or flared/vented 0
19452 4.5.3.5 Measure the chemical composition of the hydrocarbons 0
produced
19453 4.5.5 Transfer hydrocarbons produced for sale 0
10219 4.6 Manage logistics and warehousing 4
10338 4.6.1 Define logistics strategy 1
10343 4.6.1.1 Translate customer service requirements into logistics 0
requirements
10344 4.6.1.2 Design logistics network 0
10345 4.6.1.3 Communicate outsourcing needs 0
10346 4.6.1.4 Develop and maintain delivery service policy 0
10347 4.6.1.5 Optimize transportation schedules and costs 0
19454 4.6.1.6 Define records keeping and certifications required 0
10348 4.6.1.7 Define key performance measures 0
16905 4.6.1.8 Define reverse logistics strategy 1
10339 4.6.2 Plan and manage inbound material flow 1
19455 4.6.2.1 Plan and manage inbound permits for materials 0
10349 4.6.2.2 Plan inbound material receipts 0
10350 4.6.2.3 Manage inbound material flow 0
10351 4.6.2.4 Monitor inbound delivery performance 0
10352 4.6.2.5 Manage flow of returned products 0
12708 4.6.2.6 Control quality of returned parts 1
10340 4.6.3 Operate warehousing 1
10353 4.6.3.1 Track inventory deployment 0
10354 4.6.3.2 Receive, inspect and store inbound deliveries 0
10355 4.6.3.3 Track product availability 0
10356 4.6.3.4 Pick, pack, and ship product for delivery 0

10357 4.6.3.5 Track inventory accuracy 0
10358 4.6.3.6 Track third-party logistics storage and shipping performance 0
10359 4.6.3.7 Manage physical finished goods inventory 1
10341 4.6.4 Operate and optimize outbound transportation 0
19456 4.6.4.1 Plan and manage outbound permits for materials 0
19457 4.6.4.2 Check certification to operate of transporters 0
19458 4.6.4.3 Issue transport contracts 0
10360 4.6.4.4 Plan, transport, and deliver outbound product 0
10361 4.6.4.5 Track carrier delivery performance 0
10362 4.6.4.6 Manage transportation fleet 0
10363 4.6.4.7 Process and audit carrier invoices and documents 0
19459 4.6.4.8 Manage materials taken to licensed off-site disposal 0
19460 4.6.5 Submit regulatory reports for materials used and logistics 0
13127 4.7 Exit opportunity 0
19461 4.7.1 Evaluate options for disposal of subsurface and surface assets 0
19462 4.7.1.1 Evaluate options, costs and detailed plans for plug and 0
abandon (P&A) of wells
19500 4.7.1.2 Evaluate options, costs and detailed plans for future 0
monitoring and land disposition
13130 4.7.4 Perform abandonment 0
19463 4.7.4.1 Submit detailed plans for plug and abandon (P&A) of wells 0
and facilities and remediation of site for regulatory approval
19464 4.7.4.2 Contract for plug and abandon (P&A) of wells and facilities 0
13131 4.7.4.3 Demolish and secure 0
13132 4.7.4.4 Restore site 0
19465 4.7.4.5 Monitor site for duration of time required by regulators 0
13133 4.7.4.6 Prepare handover to new operator or landowner 0
14202 4.7.5 Submit regulatory reports for plug and abandon (P&A) and site 0
remediation for approval and release of bond for the site

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

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

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

20051 5.2.2.1 Define and manage skills taxonomy 1
20052 5.2.2.2 Create resource plan 1
20053 5.2.2.3 Match resource demand with capacity, skills, and 1
capabilities
20054 5.2.2.4 Collaborate with suppliers and partners to supplement skills 1
and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1
20056 5.2.2.6 Monitor and manage resource capacity and availability 1
12127 5.2.3 Enable service delivery resources 8
12128 5.2.3.1 Develop service delivery training plan 1

12129 5.2.3.2 Develop training materials 1
12131 5.2.3.3 Manage training schedule 1
12132 5.2.3.4 Deliver operations training 1
12133 5.2.3.5 Deliver technical training 1
20057 5.2.3.6 Perform skill and capability testing 1
12135 5.2.3.7 Evaluate training effectiveness 1
20058 5.3 Deliver service to customer 27
20059 5.3.1 Initiate service delivery 10
20060 5.3.1.1 Review contract and agreed terms 1

20061 5.3.1.2 Understand customer requirements and define refine 1
approach
20062 5.3.1.3 Modify/revise and approve project plan 1
20063 5.3.1.4 Review customer business objectives 1
20064 5.3.1.5 Confirm environmental readiness 1
20065 5.3.1.6 Identify, select, and assign resources 3
20066 5.3.1.6.1 Establish people objectives 1
20067 5.3.1.6.2 Establish engagement rules 1
20068 5.3.1.7 Plan for service delivery 1
20069 5.3.2 Execute service delivery 8
20070 5.3.2.1 Analyze environment and customer needs 1

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

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

10378 6.1 Develop customer care/customer service strategy 13
20086 6.1.1 Define customer service requirements across the enterprise 1

20087 6.1.2 Define customer service experience 1
20088 6.1.3 Define and manage customer service channel strategy 1
10382 6.1.4 Define customer service policies and procedures 1
10383 6.1.5 Establish target service level for each customer segment 1
20089 6.1.6 Define warranty offering 6
16893 6.1.6.1 Determine and document warranty policies 1

16890 6.1.6.2 Create and manage warranty rules/claim codes for products 1
20090 6.1.6.3 Agree warranty responsibilities with suppliers 1
20091 6.1.6.4 Define warranty related offerings for customers 1
12673 6.1.6.5 Communicate warranty policies and offerings 1
20092 6.1.7 Develop recall strategy 1
10379 6.2 Plan and manage customer service contacts 23
10387 6.2.1 Plan and manage customer service work force 5

10390 6.2.1.1 Forecast volume of customer service contacts 1
10391 6.2.1.2 Schedule customer service work force 1
10392 6.2.1.3 Track work force utilization 1
10393 6.2.1.4 Monitor and evaluate quality of customer interactions with 1
10388 6.2.2 Manage customer service problems, requests, and inquiries 7
10394 6.2.2.1 Receive customer problems, requests, and inquiries 1

13482 6.2.2.2 Analyze problems, requests, and inquiries 1
10395 6.2.2.3 Resolve customer problems, requests, and inquiries 1
10396 6.2.2.4 Respond to customer problems, requests, and inquiries 1
16928 6.2.2.5 Identify and capture upsell/cross-sell opportunities 1
16937 6.2.2.6 Deliver opportunity to sales team 1

10389 6.2.3 Manage customer complaints 6
10397 6.2.3.1 Receive customer complaints 1

10398 6.2.3.2 Route customer complaints 1
10399 6.2.3.3 Resolve customer complaints 1
10400 6.2.3.4 Respond to customer complaints 1
19072 6.2.3.5 Analyze customer complaints and response/redressal 1
20094 6.2.4 Process returns 3
10364 6.2.4.1 Authorize return 1
20095 6.2.4.2 Process return and record reason 1
12840 6.2.5 Report incidents and risks to regulatory bodies 1
12658 6.3 Service products after sales 33
12669 6.3.1 Process warranty claims 14
20096 6.3.1.1 Receive warranty claim 1

12671 6.3.1.2 Validate warranty claim 1
20097 6.3.1.3 Investigate warranty issues 4
20098 6.3.1.3.1 Define issue 1
20099 6.3.1.3.2 Investigate issue/perform root cause analysis 1
20100 6.3.1.3.3 Receive investigation result/recommendation for 1
corrective action
20101 6.3.1.4 Determine responsible party 1
20102 6.3.1.5 Manage preauthorizations 1
12668 6.3.1.6 Approve or reject warranty claim 1
20103 6.3.1.7 Notify originator of approve/reject decision 1
20104 6.3.1.8 Authorize payment 1
20105 6.3.1.9 Close claim 1
12667 6.3.1.10 Reconcile warranty transaction disposition 1
20106 6.3.2 Manage supplier recovery 3
20107 6.3.2.1 Create supplier recovery claims 1
20108 6.3.2.2 Negotiate recoveries with suppliers 1
10218 6.3.3 Service products 13

10321 6.3.3.1 Identify and schedule resources to meet service 3
requirements
10327 6.3.3.1.1 Create resourcing plan and schedule 1
10328 6.3.3.1.2 Create service order fulfillment schedule 1
10322 6.3.3.2 Provide service to specific customers 4
10330 6.3.3.2.1 Organize daily service order fulfillment schedule 1
10331 6.3.3.2.2 Execute product repair 1
10332 6.3.3.2.3 Manage service order fulfillment 1
10323 6.3.3.3 Ensure quality of service 5
10334 6.3.3.3.1 Identify completed service orders for feedback 1
10335 6.3.3.3.2 Identify incomplete service orders and service failures 1
10336 6.3.3.3.3 Solicit customer feedback on services delivered 1
10337 6.3.3.3.4 Process customer feedback on services delivered 1
20109 6.3.4 Salvage or repair returned products 2
10366 6.3.4.1 Perform salvage activities 0
14195 6.3.4.2 Manage repair/refurbishment and return to customer/stock 1
20110 6.4 Manage product recalls and regulatory audits 7
20111 6.4.1 Initiate recall 1

20112 6.4.2 Assess the likelihood and consequences of occurrence of any 1
hazards
20113 6.4.3 Manage recall related communications 1
20115 6.4.5 Monitor and audit recall effectiveness 1
20116 6.4.6 Manage recall termination 1
20595 6.5 Evaluate customer service operations and customer satisfaction 22
10401 6.5.1 Measure customer satisfaction with customer problems, 4

11687 6.5.1.1 Solicit customer feedback on customer service experience 1
11688 6.5.1.2 Analyze customer service data and identify improvement 1
opportunities

18126 6.5.1.3 Provide customer feedback to product management on 1
10402 6.5.2 Measure customer satisfaction with customer- complaint 4
11236 6.5.2.1 Solicit customer feedback on complaint handling and 1
resolution
11237 6.5.2.2 Analyze customer complaint data and identify improvement 1
opportunities
11689 6.5.2.3 Identify common customer complaints 1
10403 6.5.3 Measure customer satisfaction with products and services 6
11238 6.5.3.1 Gather and solicit post-sale customer feedback on products 1

and services
11239 6.5.3.2 Solicit post-sale customer feedback on ad effectiveness 1
20117 6.5.3.3 Solicit customer feedback on cross-channel experience 1
11240 6.5.3.4 Analyze product and service satisfaction data and identify 1
11241 6.5.3.5 Provide feedback and insights to appropriate teams (product 1
12672 6.5.4 Evaluate and manage warranty performance 6
20118 6.5.4.1 Measure customer satisfaction with warranty handling and 1

resolution
12676 6.5.4.2 Monitor and report on warranty management metrics 1
20119 6.5.4.3 Identify improvement opportunities 1
12674 6.5.4.4 Identify opportunities to eliminate warranty waste 1
20120 6.5.4.5 Investigate fraudulent claims 1
20121 6.5.5 Evaluate recall performance 1

17043 7.1 Develop and manage human resources planning, policies, and 9
strategies
17044 7.1.1 Develop human resources strategy 0

10418 7.1.1.1 Identify strategic HR needs 0
10419 7.1.1.2 Define HR and business function roles and accountability 0
10420 7.1.1.3 Determine HR costs 0
10421 7.1.1.4 Establish HR measures 0
10422 7.1.1.5 Communicate HR strategies 0
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools 0
17045 7.1.2 Develop and implement workforce strategy and policies 7
10423 7.1.2.1 Gather skill requirements according to corporate strategy 0

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

10417 7.1.3 Monitor and update strategy, plans, and policies 1
10434 7.1.3.1 Measure realization of objectives 0

10435 7.1.3.2 Measure contribution to business strategy 0
10436 7.1.3.3 Communicate plans and provide updates to stakeholders 0
10438 7.1.3.4 Review and revise HR plans 0
17046 7.1.4 Develop competency management models 0
10410 7.2 Recruit, source, and select employees 10
10439 7.2.1 Manage employee requisitions 6
10445 7.2.1.1 Align staffing plan to work force plan and business unit 1
10447 7.2.1.2 Develop and maintain job descriptions 1

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

10450 7.2.1.5 Modify job requisitions 1
10451 7.2.1.6 Notify hiring manager 0
10452 7.2.1.7 Manage requisition dates 0
10440 7.2.2 Recruit/Source candidates 1
10453 7.2.2.1 Determine recruitment methods and channels 0
10454 7.2.2.2 Perform recruiting activities/events 0
10455 7.2.2.3 Manage recruitment vendors 0
17047 7.2.2.4 Manage employee referral programs 0
17048 7.2.2.5 Manage recruitment channels 1
20123 7.2.3 Screen and select candidates 1
10456 7.2.3.1 Identify and deploy candidate selection tools 0
10457 7.2.3.2 Interview candidates 0
10458 7.2.3.3 Test candidates 0
10459 7.2.3.4 Select and reject candidates 0
10443 7.2.4 Manage new hire/re-hire 0
10463 7.2.4.1 Draw up and make offer 0

10464 7.2.4.2 Negotiate offer 0
10465 7.2.4.3 Hire candidate 0
10444 7.2.5 Manage applicant information 1
10460 7.2.5.1 Obtain candidate background information 0
10466 7.2.5.2 Create applicant record 0
10467 7.2.5.3 Manage/track applicant data 1
20124 7.2.5.3.1 Complete position classification and level of experience 1
10468 7.2.5.4 Archive and retain records of non-hires 0
10411 7.3 Develop and counsel employees 10
10469 7.3.1 Manage employee orientation and deployment 0
10474 7.3.1.1 Create/maintain employee on-boarding program 0
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding 0
program
17050 7.3.1.3 Execute onboarding program 0
10470 7.3.2 Manage employee performance 1
10479 7.3.2.1 Define employee performance objectives 1
10480 7.3.2.2 Review, appraise, and manage employee performance 0
10481 7.3.2.3 Evaluate and review performance program 0
10472 7.3.3 Manage employee development 2
10487 7.3.3.1 Define employee development guidelines 0
10488 7.3.3.2 Develop employee career plans and career paths 1
17051 7.3.3.3 Manage employee skill and competency development 1
10473 7.3.4 Develop and train employees 7

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

10491 7.3.4.3 Align learning programs with competencies 0
10492 7.3.4.4 Establish training needs by analysis of required and 0
available skills
10493 7.3.4.5 Develop, conduct, and manage employee and/or 0
management training programs

20125 7.3.4.6 Manage examinations and certifications 5
20126 7.3.4.6.1 Liaise with external certification authorities 1
20127 7.3.4.6.2 Administer certification tests 1
20128 7.3.4.6.3 Appraise experience qualifications 1
20129 7.3.4.6.4 Administer certificate issue and maintenance 1
17052 7.4 Manage employee relations 1
10483 7.4.1 Manage health and safety 0
10484 7.4.2 Manage collective bargaining process 0
10485 7.4.3 Manage labor management partnerships 0
10531 7.4.4 Manage employee grievances 0
10412 7.5 Reward and retain employees 6
10494 7.5.1 Develop and manage reward, recognition, and motivation 1
programs
10498 7.5.1.1 Develop salary/compensation structure and plan 0
10499 7.5.1.2 Develop benefits and reward plan 0
10500 7.5.1.3 Perform competitive analysis of benefit and rewards 0
10501 7.5.1.4 Identify compensation requirements based on financial, 0
10502 7.5.1.5 Administer compensation and rewards to employees 0
10503 7.5.1.6 Reward and motivate employees 0
10495 7.5.2 Manage and administer benefits 0
10504 7.5.2.1 Deliver employee benefits program 0
10505 7.5.2.2 Administer benefit enrollment 0
10506 7.5.2.3 Process claims 0
10507 7.5.2.4 Perform benefit reconciliation 0
20131 7.5.3 Manage employee assistance and retention 2
10508 7.5.3.1 Deliver programs to support work/life balance for employees 0
10509 7.5.3.2 Develop family support systems 1
10510 7.5.4 Review retention and motivation indicators 1
10511 7.5.4.1 Review compensation plan 1
10497 7.5.5 Administer Payroll 0
10413 7.6 Redeploy and retire employees 4

10512 7.6.1 Manage promotion and demotion process 0
10513 7.6.2 Manage separation 0
10514 7.6.3 Manage retirement 0
10515 7.6.4 Manage leave of absence 0
10516 7.6.5 Develop and implement employee outplacement 0
20132 7.6.6 Manage workforce scheduling 2
20133 7.6.6.1 Receive required resources/skills and capabilities 1
10517 7.6.7 Manage resource deployment 1
17055 7.6.8 Relocate employees and manage assignments 0

10520 7.6.8.1 Manage expatriates 0
20134 7.7 Manage employee information and analytics 2
10522 7.7.1 Manage reporting processes 0
10523 7.7.2 Manage employee inquiry process 0
10524 7.7.3 Manage and maintain employee data 0
10525 7.7.4 Manage human resource information systems HRIS 1
10526 7.7.5 Develop and manage employee metrics 0

10527 7.7.6 Develop and manage time and attendance systems 0
10530 7.7.7 Manage/Collect employee suggestions and perform employee 0
research
17057 7.8 Manage employee communication 1
10529 7.8.1 Develop employee communication plan 0
16944 7.8.2 Conduct employee engagement surveys 1
10532 7.8.3 Deliver employee communications 0

10563 8.1 Manage the business of information technology 2

10570 8.1.1 Develop the enterprise IT strategy 1
10603 8.1.1.1 Build strategic intelligence 0
10604 8.1.1.2 Identify long-term IT needs of the enterprise in collaboration 0
with stakeholders
10605 8.1.1.3 Define strategic standards, guidelines, and principles 0
10606 8.1.1.4 Define and establish IT architecture and development 0
standards
10607 8.1.1.5 Define strategic vendors for IT components 0
10608 8.1.1.6 Establish IT governance organization and processes 0
10609 8.1.1.7 Build strategic roadmap to develop IT capabilities in support 1
19471 8.1.1.8 Define functions that will operate globally vs nationally 0
10571 8.1.2 Define the enterprise architecture 1
10611 8.1.2.1 Establish the current and future enterprise architecture 1
definition
10612 8.1.2.2 Confirm enterprise architecture maintenance approach 0
10613 8.1.2.3 Maintain the relevance of the enterprise architecture 0
10614 8.1.2.4 Act as clearinghouse for IT research and innovation 0
10615 8.1.2.5 Govern the enterprise architecture 0
10572 8.1.3 Manage the IT portfolio 0
10616 8.1.3.1 Establish the IT portfolio 0
10617 8.1.3.2 Analyze and evaluate the value of the IT portfolio for the 0
enterprise
10618 8.1.3.3 Provision resources in accordance with strategic priorities 0
10573 8.1.4 Perform IT research and innovation 0
10620 8.1.4.1 Research technologies to innovate IT services and solutions 0
10621 8.1.4.2 Transition viable technologies for IT services and solutions 0
development
10575 8.1.5 Evaluate and communicate IT business value and performance 0

10625 8.1.5.1 Establish and monitor key performance indicators 0
10626 8.1.5.2 Evaluate IT plan performance 0
10627 8.1.5.3 Communicate IT value 0
10564 8.2 Develop and manage IT customer relationships 5
10578 8.2.1 Develop IT services and solutions strategy 2
11244 8.2.1.1 Research IT services and solutions to address business and 1
user requirements
11245 8.2.1.2 Translate business and user requirements into IT services 1

and solutions requirements
11246 8.2.1.3 Formulate IT services and solutions strategic initiatives 0

11247 8.2.1.4 Coordinate strategies with internal stakeholders to ensure 0
alignment
11248 8.2.1.5 Evaluate and select IT services and solutions strategic 0
initiatives
10579 8.2.2 Develop and manage IT service levels 3
10640 8.2.2.1 Create and maintain the IT services and solutions catalog 0
10641 8.2.2.2 Establish and maintain business and IT service-level 1
agreements
10642 8.2.2.3 Evaluate and report service-level attainment results 1
10643 8.2.2.4 Communicate business and IT service-level improvement 1

opportunities
10580 8.2.3 Perform demand-side management (DSM) for IT services 0
10644 8.2.3.1 Analyze IT services and solutions consumption and usage 0
10645 8.2.3.2 Develop and implement incentive programs that improve 0
10646 8.2.3.3 Develop volume/unit forecast for IT services and solutions 0
10581 8.2.4 Manage IT customer satisfaction 0
10647 8.2.4.1 Capture and analyze customer satisfaction 0
10648 8.2.4.2 Assess and communicate customer satisfaction patterns 0

10649 8.2.4.3 Initiate improvements based on customer satisfaction 0
patterns
10582 8.2.5 Market IT services and solutions 0
10650 8.2.5.1 Develop IT services and solutions marketing strategy 0
10651 8.2.5.2 Develop and manage IT customer strategy 0
10652 8.2.5.3 Manage IT services and solutions advertising and 0
promotional campaigns
10653 8.2.5.4 Process and track IT services and solutions orders 0
11220 8.3 Develop and implement security, privacy, and data protection 0
controls
11230 8.3.1 Establish information security, privacy, and data protection 0
11231 8.3.2 Test, evaluate, and implement information security and privacy 0
and data protection controls
10565 8.4 Manage enterprise information 1
10583 8.4.1 Develop information and content management strategies 1
10654 8.4.1.1 Understand information and content management needs 1
and the role of IT services for executing the business
strategy
10655 8.4.1.2 Assess the information and content management 0
implications of new technologies
10656 8.4.1.3 Identify and prioritize information and content management 0
actions
10584 8.4.2 Define the enterprise information architecture 0
10657 8.4.2.1 Define information elements, composite structure, logical 0
relationships and constraints, taxonomy, and derivation
10658 8.4.2.2 rules
Define information access requirements 0
10659 8.4.2.3 Establish data custodianship 0
10660 8.4.2.4 Manage changes to content data architecture requirements 0
10585 8.4.3 Manage information resources 0
10661 8.4.3.1 Define the enterprise information/data policies and 0
standards
10662 8.4.3.2 Develop and implement data and content administration 0

10586 8.4.4 Perform enterprise data and content management 0
10663 8.4.4.1 Define sources and destinations of content data 0
10664 8.4.4.2 Manage technical interfaces to users of content 0
10665 8.4.4.3 Manage retention, revision, and retirement of enterprise 0
information
10566 8.5 Develop and maintain information technology solutions 0
10587 8.5.1 Develop the IT development strategy 0
10666 8.5.1.1 Establish sourcing strategy for IT development 0
10667 8.5.1.2 Define development processes, methodologies, and tools 0
standards
10668 8.5.1.3 Select development methodologies and tools 0
10588 8.5.2 Perform IT services and solutions life cycle planning 0
10669 8.5.2.1 Plan development of new requirements 0
10670 8.5.2.2 Plan development of feature and functionality enhancement 0
10671 8.5.2.3 Develop life cycle plan for IT services and solutions 0
10589 8.5.3 Develop and maintain IT services and solutions architecture 0
10672 8.5.3.1 Create IT services and solutions architecture 0
10673 8.5.3.2 Revise IT services and solutions architecture 0
10674 8.5.3.3 Retire IT services and solutions architecture 0
10590 8.5.4 Create IT services and solutions 0
10675 8.5.4.1 Understand confirmed requirements 0
10676 8.5.4.2 Design IT services and solutions 0
10677 8.5.4.3 Acquire/Develop IT service/solution components 0
10678 8.5.4.4 Train services and solutions resources 0
10679 8.5.4.5 Test IT services/solutions 0
10680 8.5.4.6 Confirm customer acceptance 0
10591 8.5.5 Maintain IT services and solutions 0
10681 8.5.5.1 Understand upkeep/enhance requirements and defect 0
analysis
10682 8.5.5.2 Design change to existing IT service/solution 0
10683 8.5.5.3 Acquire/Develop changed IT service/solution component 0
10684 8.5.5.4 Test IT service/solution change 0
10685 8.5.5.5 Retire solutions and services 0

10567 8.6 Deploy information technology solutions 0
10592 8.6.1 Develop the IT deployment strategy 0
10686 8.6.1.1 Establish IT services and solutions change policies 0
10687 8.6.1.2 Define deployment process, procedures, and tools standards 0
10688 8.6.1.3 Select deployment methodologies and tools 0

10593 8.6.2 Plan and implement changes 0
10689 8.6.2.1 Plan change deployment 0
10690 8.6.2.2 Communicate changes to stakeholders 0
10691 8.6.2.3 Administer change schedule 0
10692 8.6.2.4 Train impacted users 0
10693 8.6.2.5 Distribute and install change 0
10694 8.6.2.6 Verify change 0
10594 8.6.3 Plan and manage releases 0
10695 8.6.3.1 Understand and coordinate release design and acceptance 0
10696 8.6.3.2 Plan release rollout 0
10697 8.6.3.3 Distribute and install release 0
10698 8.6.3.4 Verify release 0
10568 8.7 Deliver and support information technology services 0
10595 8.7.1 Develop IT services and solution delivery strategy 0
10699 8.7.1.1 Establish sourcing strategy for IT delivery 0
10700 8.7.1.2 Define delivery processes, procedures, and tools standards 0
10701 8.7.1.3 Select delivery methodologies and tools 0
10596 8.7.2 Develop IT support strategy 0
10702 8.7.2.1 Establish sourcing strategy for IT support 0
10703 8.7.2.2 Define IT support services 0
10597 8.7.3 Manage IT infrastructure resources 0
10704 8.7.3.1 Manage IT inventory and assets 0
10705 8.7.3.2 Manage IT resource capacity 0
10598 8.7.4 Manage IT infrastructure operations 0
10706 8.7.4.1 Deliver IT services and solutions 0
10707 8.7.4.2 Perform IT operations support services 0
10599 8.7.5 Support IT services and solutions 0

10708 8.7.5.1 Manage availability 0
10709 8.7.5.2 Manage facilities 0
10710 8.7.5.3 Manage backup/recovery 0
10711 8.7.5.4 Manage performance and capacity 0
10712 8.7.5.5 Manage incidents 0
10713 8.7.5.6 Manage problems 0
10714 8.7.5.7 Manage inquiries 0

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

10788 9.1.4.7 Manage continuous cost improvement 0
10729 9.2 Perform revenue accounting 5
19472 9.2.1 Perform hydrocarbon accounting 0
19473 9.2.1.1 Record daily field production 0

19474 9.2.1.2 Determine contract quantities of hydrocarbons sold 0
19475 9.2.1.3 Value quantities sold 0
19476 9.2.1.4 Calculate working owner and royalty owner interest 0
19477 9.2.1.5 Distribute payments 0
10742 9.2.2 Process customer credit 2
10789 9.2.2.1 Establish credit policies 0
10790 9.2.2.2 Analyze/approve new account applications 0
14187 9.2.2.3 Analyze credit scoring history 1
14188 9.2.2.4 Forecast credit scoring requirement 1
10791 9.2.2.5 Review existing accounts 0
10792 9.2.2.6 Produce credit/collection reports 0
10793 9.2.2.7 Reinstate or suspend accounts based on credit policies 0
10743 9.2.3 Invoice customer 0
10794 9.2.3.1 Maintain customer/product master files 0
10795 9.2.3.2 Generate customer billing data 0
10796 9.2.3.3 Transmit billing data to customers 0
10797 9.2.3.4 Post receivable entries 0
10798 9.2.3.5 Resolve customer billing inquiries 0
10744 9.2.4 Process accounts receivable (AR) 0
10799 9.2.4.1 Establish AR policies 0
10800 9.2.4.2 Receive/deposit customer payments 0
10801 9.2.4.3 Apply cash remittances 0
10802 9.2.4.4 Prepare AR reports 0
10803 9.2.4.5 Post AR activity to the general ledger 0
10745 9.2.5 Manage and process collections 3
10804 9.2.5.1 Establish policies for delinquent accounts 0
10805 9.2.5.2 Analyze delinquent account balances 0
10806 9.2.5.3 Correspond/negotiate with delinquent accounts 0
10807 9.2.5.4 Discuss account resolution with internal parties 0
10808 9.2.5.5 Process adjustments/write off balances 1
14007 9.2.5.6 Perform recovery workout 1

14008 9.2.5.7 Manage default accounts 1

10746 9.2.6 Manage and process adjustments/deductions 0
10809 9.2.6.1 Establish policies/procedures for adjustments 0
10810 9.2.6.2 Analyze adjustments 0
10811 9.2.6.3 Correspond/negotiate with customer 0
10812 9.2.6.4 Discuss resolution with internal parties 0
10813 9.2.6.5 Prepare chargeback invoices 0
10814 9.2.6.6 Process related entries 0
10730 9.3 Perform general accounting and reporting 3
10747 9.3.1 Manage policies and procedures 1
10815 9.3.1.1 Negotiate service-level agreements 1
10816 9.3.1.2 Establish accounting policies 0

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

10824 9.3.2.6 Reconcile general ledger accounts 0
10825 9.3.2.7 Perform consolidations and process eliminations 0
10826 9.3.2.8 Prepare trial balance 0
10827 9.3.2.9 Prepare and post management adjustments 0
19478 9.3.3 Perform joint venture accounting 0
19479 9.3.3.1 Record jointly controlled assets 0
19480 9.3.3.2 Record venturer's share of expenses and income 0
19481 9.3.3.3 Perform joint interest billing 0
10749 9.3.4 Perform fixed-asset accounting 0
10828 9.3.4.1 Establish fixed-asset policies and procedures 0
10829 9.3.4.2 Maintain fixed-asset master data files 0

10830 9.3.4.3 Process and record fixed-asset additions and retires 0
10831 9.3.4.4 Process and record fixed-asset adjustments, enhancements, 0
10832 9.3.4.5 Process and record fixed-asset maintenance and repair 0
expenses
10833 9.3.4.6 Calculate and record depreciation expense 0
10834 9.3.4.7 Reconcile fixed-asset ledger 0
10835 9.3.4.8 Track fixed-assets including physical inventory 0
10836 9.3.4.9 Provide fixed-asset data to support tax, statutory, and 0
10750 9.3.5 Perform financial reporting 1
10837 9.3.5.1 Prepare business unit financial statements 0
10838 9.3.5.2 Prepare consolidated financial statements 0
10839 9.3.5.3 Perform business unit reporting/review management reports 0
10840 9.3.5.4 Perform consolidated reporting/review of cost management 0
reports
10841 9.3.5.5 Prepare statements for board review 0
10842 9.3.5.6 Produce quarterly/annual filings and shareholder reports 0
10843 9.3.5.7 Produce regulatory reports 0
14074 9.3.5.8 Perform legal and management consolidation 1
10731 9.4 Manage fixed-asset project accounting 0
10751 9.4.1 Perform capital planning and project approval 0
10844 9.4.1.1 Develop capital investment policies and procedures 0
10845 9.4.1.2 Develop and approve capital expenditure plans and budgets 0
10846 9.4.1.3 Review and approve capital projects and fixed-asset 0
acquisitions
10847 9.4.1.4 Conduct financial justification for project approval 0
19482 9.4.2 Account for land and lease assets 0
19483 9.4.2.1 Record and track contract information 0
19484 9.4.2.2 Analyze obligations to meet drilling schedules 0
19485 9.4.2.3 Create and maintain divisions of interest for ownership 0
10752 9.4.3 Perform capital project accounting 0
10848 9.4.3.1 Create project account codes 0

10849 9.4.3.2 Record project-related transactions 0
10850 9.4.3.3 Monitor and track capital projects and budget spending 0
10851 9.4.3.4 Close/capitalize projects 0
10852 9.4.3.5 Measure financial returns on completed capital projects 0
10732 9.5 Process payroll 4
10753 9.5.1 Report time 0
10853 9.5.1.1 Establish policies and procedures 0
10854 9.5.1.2 Collect and record employee time worked 0
10855 9.5.1.3 Analyze and report paid and unpaid leave 0
10856 9.5.1.4 Monitor regular, overtime, and other hours 0
10857 9.5.1.5 Analyze and report employee utilization 0
10754 9.5.2 Manage pay 1
10858 9.5.2.1 Enter employee time worked into payroll system 0
10859 9.5.2.2 Maintain and administer employee earnings information 0
10860 9.5.2.3 Maintain and administer applicable deductions 0
10861 9.5.2.4 Monitor changes in tax status of employees 0
10862 9.5.2.5 Process and distribute payments 0
10863 9.5.2.6 Process and distribute manual checks 0
10864 9.5.2.7 Process period-end adjustments 1
10865 9.5.2.8 Respond to employee payroll inquiries 0

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

14076 9.5.3.2 Manage tax plan 1
10866 9.5.3.3 Calculate and pay applicable payroll taxes 0
10867 9.5.3.4 Produce and distribute employee annual tax statements 0
10868 9.5.3.5 File regulatory payroll tax forms 0
10733 9.6 Process accounts payable and expense reimbursements 3
10756 9.6.1 Process accounts payable (AP) 3
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file 0
10870 9.6.1.2 Maintain/manage electronic commerce 0

10871 9.6.1.3 Audit invoices and key data in AP system 0
10872 9.6.1.4 Approve payments 0
10873 9.6.1.5 Process financial accruals and reversals 0
10874 9.6.1.6 Process payroll taxes 1
10875 9.6.1.7 Research/Resolve payroll exceptions 1
10876 9.6.1.8 Process payments 0
10877 9.6.1.9 Respond to AP inquiries 0
10878 9.6.1.10 Retain records 0
10879 9.6.1.11 Adjust accounting records 0
10757 9.6.2 Process expense reimbursements 0
10880 9.6.2.1 Establish and communicate expense reimbursement policies 0
and approval limits
10881 9.6.2.2 Capture and report relevant tax data 0
10882 9.6.2.3 Approve reimbursements and advances 0
10883 9.6.2.4 Process reimbursements and advances 0
10884 9.6.2.5 Manage personal accounts 0
10734 9.7 Manage treasury operations 24
10758 9.7.1 Manage treasury policies and procedures 0
10885 9.7.1.1 Establish scope and governance of treasury operations 0
10886 9.7.1.2 Establish and publish treasury policies 0
10887 9.7.1.3 Develop treasury procedures 0
10888 9.7.1.4 Monitor treasury procedures 0
10889 9.7.1.5 Audit treasury procedures 0
10890 9.7.1.6 Revise treasury procedures 0
10891 9.7.1.7 Develop and confirm internal controls for treasury 0
10892 9.7.1.8 Define system security requirements 0
10759 9.7.2 Manage cash 1
10893 9.7.2.1 Manage and reconcile cash positions 0
10894 9.7.2.2 Manage cash equivalents 0
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs) 0
10896 9.7.2.4 Develop cash flow forecasts 1
10897 9.7.2.5 Manage cash flows 0

10898 9.7.2.6 Produce cash management accounting transactions and 0
reports
10899 9.7.2.7 Manage and oversee banking relationships 0
10900 9.7.2.8 Analyze, negotiate, resolve, and confirm bank fees 0
10760 9.7.3 Manage in-house bank accounts 0
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries 0
10902 9.7.3.2 Manage and facilitate inter-company borrowing transactions 0
10903 9.7.3.3 Manage centralized outgoing payments on behalf of 0
subsidiaries
10904 9.7.3.4 Manage central incoming payments on behalf of 0
10905 9.7.3.5 subsidiaries
Manage internal payments and netting transactions 0
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts 0
10907 9.7.3.7 Provide account statements for in-house bank accounts 0
10761 9.7.4 Manage debt and investment 1
14079 9.7.4.1 Establish investment policy 1
10908 9.7.4.2 Manage financial intermediary relationships 0
10909 9.7.4.3 Manage liquidity 0
10910 9.7.4.4 Manage issuer exposure 0
10911 9.7.4.5 Process and oversee debt and investment transactions 0
10912 9.7.4.6 Process and oversee foreign currency transactions 0
10913 9.7.4.7 Produce debt and investment accounting transaction reports 0
14210 9.7.4.8 Process and oversee interest rate transactions 0
11208 9.7.5 Monitor and execute risk and hedging transactions 21
12974 9.7.5.1 Develop risk management/hedging strategy 1
11209 9.7.5.2 Manage interest rate risk 5
19575 9.7.5.2.1 Manage interest rate market data 1

19576 9.7.5.2.2 Determine interest rate exposure for all markets 1
19577 9.7.5.2.3 Determine interest rate hedge requirements in 1
19578 9.7.5.2.4 Execute interest rate trades 1
11210 9.7.5.3 Manage foreign exchange risk 6

19579 9.7.5.3.1 Manage foreign exchange market data 1
19580 9.7.5.3.2 Determine foreign exchange exposure for all currencies 1
19581 9.7.5.3.3 Determine foreign exchange hedge requirements in 1
19582 9.7.5.3.4 Execute foreign exchange trades 1
19583 9.7.5.3.5 Mange foreign exchange balance sheet risk 1
11211 9.7.5.4 Manage exposure risk 4
19584 9.7.5.4.1 Determine current customer exposures and limit 1
exceptions
19585 9.7.5.4.2 Resolve customer exposure limit violations 1
19586 9.7.5.4.3 Manage customer collateral 1
19587 9.7.5.4.4 Perform annual customer credit reviews 1
20137 9.7.5.5 Execute hedging transactions 4
19588 9.7.5.5.1 Measure physical positions 1
19589 9.7.5.5.2 Establish hedges 1
19590 9.7.5.5.3 Unwind hedges 1
11213 9.7.5.5.4 Evaluate and refine hedging positions 0
11215 9.7.5.5.5 Monitor credit 0
11214 9.7.5.6 Produce hedge accounting transactions and reports 0
16958 9.7.6 Manage financial fraud/dispute cases 1
10735 9.8 Manage internal controls 2
10762 9.8.1 Establish internal controls, policies, and procedures 1
10914 9.8.1.1 Establish board of directors and audit committee 0

10915 9.8.1.2 Define and communicate code of ethics 0
10916 9.8.1.3 Assign roles and responsibility for internal controls 0
11250 9.8.1.4 Define business process objectives and risks 0
11251 9.8.1.5 Define entity/unit risk tolerances 0
10763 9.8.2 Operate controls and monitor compliance with internal controls 0
policies and procedures
10917 9.8.2.1 Design and implement control activities 0
10918 9.8.2.2 Monitor control effectiveness 0
10919 9.8.2.3 Remediate control deficiencies 0

10920 9.8.2.4 Create compliance function 0
10921 9.8.2.5 Operate compliance function 0
10922 9.8.2.6 Implement and maintain controls-related enabling 0
19486 9.8.2.7 Comply with country-specific financial accounting and 0
regulatory reporting requirements
10764 9.8.3 Report on internal controls compliance 1
10923 9.8.3.1 Report to external auditors 0
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities 0
exchanges, etc.
10925 9.8.3.3 Report to third parties 1
10926 9.8.3.4 Report to internal management 0

10736 9.9 Manage taxes 0
10765 9.9.1 Develop tax strategy and plan 0
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy 0
10928 9.9.1.2 Consolidate and optimize total tax plan 0
10929 9.9.1.3 Maintain tax master data 0
10766 9.9.2 Process taxes 0
10930 9.9.2.1 Perform tax planning/strategy 0
10931 9.9.2.2 Prepare returns 0
10932 9.9.2.3 Prepare foreign taxes 0
10933 9.9.2.4 Calculate deferred taxes 0
10934 9.9.2.5 Account for taxes 0
10935 9.9.2.6 Monitor tax compliance 0
10936 9.9.2.7 Address tax inquiries 0
10737 9.10 Manage international funds/consolidation 0
10767 9.10.1 Monitor international rates 0
10768 9.10.2 Manage transactions 0
10769 9.10.3 Monitor currency exposure/hedge currency 0
10770 9.10.4 Report results 0
17059 9.11 Perform global trade services 1
14090 9.11.1 Screen sanctioned party list 0

14091 9.11.2 Control exports and imports 0
14092 9.11.3 Classify products 0
19593 9.11.4 Perform currency conversion 1
14093 9.11.5 Calculate duty 0
14094 9.11.6 Communicate with customs 0
14095 9.11.7 Document trade 0
14096 9.11.8 Process trade preferences 0
14097 9.11.9 Handle restitution 0
14098 9.11.10 Prepare letter of credit 0

10937 10.1 Plan and acquire assets 8
10941 10.1.1 Develop property strategy and long term vision 3
10955 10.1.1.1 Confirm alignment of property requirements with business 0

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

10943 10.1.2 Plan facility 0
10958 10.1.2.1 Design facility 0
10959 10.1.2.2 Analyze budget 0
10960 10.1.2.3 Select property 0
10961 10.1.2.4 Negotiate terms for facility 0
10962 10.1.2.5 Manage construction or modification to building 0
10944 10.1.3 Provide workspace and facilities 3
10963 10.1.3.1 Acquire workspace and facilities 1

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

10965 10.1.4.1 Relocate people 0
10966 10.2 Relocate material and tools 1
19501 10.2.1 Relocate material and tools 0
19487 10.2.2 Manage compliance with operating standards and regulations 0
19488 10.2.3 Develop KPIs for equipment and overall maintenance process 0
19208 10.3 Design and construct productive assets 22
19209 10.3.1 Manage capital program for productive assets 4
19210 10.3.1.1 Define capital investment plan 1

19211 10.3.1.2 Monitor capital program 1
19212 10.3.1.3 Secure construction financing 1
20139 10.3.2 Design and plan asset construction 6
19220 10.3.2.1 Develop construction strategy 1

11276 10.3.2.2 Perform construction performance management 1
19221 10.3.2.3 Obtain construction permissions 1
19222 10.3.2.4 Design assets 1
19223 10.3.2.5 Plan construction resources 1
19229 10.3.3 Schedule and perform construction work 6
19230 10.3.3.1 Schedule construction work 1

19231 10.3.3.2 Obtain resources 1
19232 10.3.3.3 Construct new assets 1
19233 10.3.3.4 Augment existing assets 1
19234 10.3.3.5 Renew/Replace assets 1
19224 10.3.4 Manage asset construction 5
19225 10.3.4.1 Monitor work performance 1
19226 10.3.4.2 Undertake construction quality control 1
19227 10.3.4.3 Create work and asset records 1
19228 10.3.4.4 Manage safety, security, and access to sites 1
19238 10.4 Maintain productive assets 22
19239 10.4.1 Plan asset maintenance 7
19240 10.4.1.1 Develop maintenance strategies 1

10967 10.4.1.2 Analyze assets and predict maintenance requirements 0
19241 10.4.1.3 Specify maintenance policies 1
10968 10.4.1.4 Integrate preventive maintenance into operations schedule 1
19242 10.4.1.5 Identify work management tasks & priorities 1

19243 10.4.1.6 Conduct resource planning 1
19244 10.4.1.7 Create work plans 1

19245 10.4.2 Manage asset maintenance 8
19246 10.4.2.1 Schedule work 1

19247 10.4.2.2 Obtain required resources 1
19248 10.4.2.3 Undertake quality control 1
19249 10.4.2.4 Update work and asset records 1
19250 10.4.2.5 Manage maintenance work safety 1
19251 10.4.2.6 Define maintenance performance targets 1
19252 10.4.2.7 Monitor maintenance performance against targets/contracts 1
19253 10.4.3 Perform asset maintenance 6
10947 10.4.3.1 Perform preventative asset maintenance 1

19254 10.4.3.2 Perform routine asset maintenance 1
19255 10.4.3.3 Perform corrective asset maintenance and repairs 1
19256 10.4.3.4 Identify unplanned maintenance requirements 1
19257 10.4.3.5 Perform unplanned maintenance and repairs 1
14204 10.5 Dispose of non-productive/underperforming assets 0
14207 10.5.3 Perform exit/abandonment activities 0

16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and 7
Resiliency
17060 11.1 Manage enterprise risk 2
16439 11.1.1 Establish the enterprise risk framework and policies 0
16440 11.1.1.1 Determine risk tolerance for organization 0
16441 11.1.1.2 Develop and maintain enterprise risk policies and 0
procedures
16442 11.1.1.3 Identify and implement enterprise risk management tools 0
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the 0
organization
16444 11.1.1.5 Prepare and report enterprise risk to executive management 0
and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities 2
16446 11.1.2.1 Identify enterprise level risks 0
16447 11.1.2.2 Assess risks to determine which to mitigate 0
16448 11.1.2.3 Develop risk mitigation and management strategy and 1
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are 0
implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored 0
16451 11.1.2.6 Report on enterprise risk activities 1
16452 11.1.2.7 Coordinate business unit and functional risk management 0
activities
enterprise risk management process
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 0
16456 11.1.3.1 Identify risks 0
16457 11.1.3.2 Assess risks using enterprise risk framework policies and 0
procedures

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

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

19596 11.2.2.8 Compile and communicate internal and regulatory 1
compliance reports
16470 11.2.2.9 Maintain relationships with regulators as appropriate 0
11185 11.3 Manage remediation efforts 0
11201 11.3.1 Create remediation plans 0
11202 11.3.2 Contact and confer with experts 0

11203 11.3.3 Identify/dedicate resources 0
11204 11.3.4 Investigate legal aspects 0
11205 11.3.5 Investigate damage cause 0
11206 11.3.6 Amend or create policy 0
11216 11.4 Manage business resiliency 0
11221 11.4.1 Develop the business resilience strategy 0
11222 11.4.2 Perform continuous business operations planning 0
11223 11.4.3 Test continuous business operations 0
11224 11.4.4 Maintain continuous business operations 0
16471 11.4.5 Share knowledge of specific risks across other parts of the 0
organization

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

12870 12.2.1.2 Appoint responsible executives 1
12871 12.2.1.3 Monitor relationships 1
12872 12.2.1.4 Receive input from internal advisors 1
12873 12.2.1.5 Receive input from external advisors 1
12874 12.2.1.6 Liaise with authorities 1
11039 12.2.2 Manage relations with quasi-government bodies 4
12875 12.2.2.1 Establish relationships with agencies 1
12876 12.2.2.2 Respond to audit inquiries 1
12877 12.2.2.3 Maintain documentation of contacts 1
12878 12.2.2.4 Plan and manage meetings 1
11040 12.2.3 Manage relations with trade or industry groups 3
12879 12.2.3.1 Evaluate the requirements for strategic relationships 1
12880 12.2.3.2 Monitor the success of the partnerships 1
12881 12.2.3.3 Extend or change the relationships 1
11041 12.2.4 Manage lobby activities 0
11012 12.3 Manage relations with board of directors 1
11042 12.3.1 Report financial results 1
11043 12.3.2 Report audit findings 0
11013 12.4 Manage legal and ethical issues 2
11044 12.4.1 Create ethics policies 0
11045 12.4.2 Manage corporate governance policies 0
11046 12.4.3 Develop and perform preventive law programs 0
11047 12.4.4 Ensure compliance 0

11053 12.4.4.1 Plan and initiate compliance program 0
11054 12.4.4.2 Execute compliance program 0
11048 12.4.5 Manage outside counsel 1
11056 12.4.5.1 Assess problem and determine work requirements 0
11057 12.4.5.2 Engage/Retain outside counsel if necessary 0
11058 12.4.5.3 Receive strategy/budget 0
11059 12.4.5.4 Receive work product and manage/monitor case and work 1
performed
11060 12.4.5.5 Process payment for legal services 0
11061 12.4.5.6 Track legal activity/performance 0
11049 12.4.6 Protect intellectual property 1
11062 12.4.6.1 Manage copyrights, patents, and trademarks 1
11063 12.4.6.2 Maintain intellectual property rights and restrictions 0
11064 12.4.6.3 Administer licensing terms 0
11065 12.4.6.4 Administer options 0
11050 12.4.7 Resolve disputes and litigations 0
11051 12.4.8 Provide legal advice/counseling 0
11052 12.4.9 Negotiate and document agreements/contracts 0
11014 12.5 Manage public relations program 0
11066 12.5.1 Manage community relations 0
19489 12.5.2 Facilitate public information and education 0
11067 12.5.3 Manage media relations 0
11068 12.5.4 Promote political stability 0
11069 12.5.5 Create press releases 0
11070 12.5.6 Issue press releases 0

16378 13.1 Create and manage organizational performance strategy Manage 3
business processes
16379 13.1.1 Establish and maintain process management governance 0
16380 13.1.1.1 Define and manage governance approach 0
16381 13.1.1.2 Establish and maintain process tools and templates 0
16382 13.1.1.3 Assign and support process ownership 0
16383 13.1.1.4 Perform process governance activities 0
16384 13.1.2 Define and manage process frameworks 0
16385 13.1.2.1 Establish and maintain process framework 0
16386 13.1.2.2 Identify cross-functional processes 0
16387 13.1.3 Define processes 2
16388 13.1.3.1 Scope processes 0
16389 13.1.3.2 Analyze processes 1
20140 13.1.3.2.1 Identify published best practices 1
16390 13.1.3.3 Model and document processes 1
16391 13.1.3.4 Publish processes 0
16392 13.1.4 Manage process performance 1
16393 13.1.4.1 Provide process training 0
16394 13.1.4.2 Support process execution 0
16395 13.1.4.3 Measure and report process performance 1
20141 13.1.4.3.1 Identify additional metrics as required 1
16396 13.1.5 Improve processes 0
16397 13.1.5.1 Identify and select improvement opportunities 0
16398 13.1.5.2 Manage improvement projects 0
16399 13.1.5.3 Perform continuous improvement activities 0
16400 13.2 Manage portfolio, program, and project 14
16401 13.2.1 Manage portfolio 0
16402 13.2.1.1 Establish portfolio strategy 0
16403 13.2.1.2 Define portfolio governance 0
16404 13.2.1.3 Monitor and control portfolio 0
16405 13.2.2 Manage programs 0

16406 13.2.2.1 Establish program structure and approach 0
16407 13.2.2.2 Manage program stakeholders and partners 0
16408 13.2.2.3 Manage program execution 0
16409 13.2.2.4 Review and report program performance 0
16410 13.2.3 Manage projects 14
16411 13.2.3.1 Establish project scope 7
11117 13.2.3.1.1 Identify project requirements and objectives 1
16412 13.2.3.1.2 Identify project resource requirements 1

11118 13.2.3.1.3 Assess culture and readiness for project management 1
approach
11119 13.2.3.1.4 Identify appropriate project management methodologies 1
11120 13.2.3.1.5 Create business case and obtain funding 1
11121 13.2.3.1.6 Develop project measures and indicators 1
16413 13.2.3.2 Develop project plans 7
11123 13.2.3.2.1 Define roles and resources 1

20142 13.2.3.2.2 Acquire/secure project resources 1
11124 13.2.3.2.3 Identify specific IT requirements 1
11125 13.2.3.2.4 Create training and communication plans 1
11127 13.2.3.2.5 Design recognition and reward approaches 1
11128 13.2.3.2.6 Design and plan launch of project 1
11129 13.2.3.2.7 Deploy the project 1
16414 13.2.3.3 Execute projects 0
11131 13.2.3.4 Evaluate impact of project management (strategy and 0
16415 13.2.3.5 Report the status of project 0
16416 13.2.3.6 Manage project scope 0
11132 13.2.3.7 Promote and sustain activity and involvement 0
11133 13.2.3.8 Realign and refresh project management strategy and 0
approaches

16417 13.2.3.9 Review and report project performance 0
16418 13.2.3.10 Close projects 0
17471 13.3 Manage enterprise quality 1
17472 13.3.1 Establish quality requirements 0
17473 13.3.1.1 Define critical-to-quality characteristics 0
17474 13.3.1.2 Define preventive quality activities 0
17475 13.3.1.3 Develop quality controls 0
17476 13.3.1.3.1 Define process steps for controls (or integration points) 0
17477 13.3.1.3.2 Define sampling plan 0
17478 13.3.1.3.3 Identify measurement methods 0
17479 13.3.1.3.4 Define required competencies 0
17480 13.3.1.4 Prove capability to assess compliance with requirements 0
17481 13.3.1.5 Finalize quality plan 0
17482 13.3.2 Evaluate performance to requirements 0
17483 13.3.2.1 Test against quality plan 0
17484 13.3.2.1.1 Conduct test and collect data 0
17485 13.3.2.1.2 Record result(s) 0
17486 13.3.2.1.3 Determine disposition of result(s) 0
17487 13.3.2.2 Assess results of tests 0
17488 13.3.2.2.1 Assess sample significance 0
17489 13.3.2.2.2 Summarize result(s) 0
17490 13.3.2.2.3 Recommend actions 0
17491 13.3.2.2.4 Decide next steps 0
17492 13.3.3 Manage non-conformance 0
17493 13.3.3.1 Assess potential impact 0
17494 13.3.3.2 Determine immediate action(s) 0
17495 13.3.3.3 Identify root cause(s) 0
17496 13.3.3.4 Take corrective or preventative action 0
17497 13.3.3.5 Close non-conformance 0
17498 13.3.4 Implement and maintain the enterprise quality management 1
system (EQMS)
17499 13.3.4.1 Define the quality strategy 1

17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics 0
17502 13.3.4.4 Develop and document EQMS policies, procedures, 0
standards, and measures
17503 13.3.4.5 Assess the EQMS performance 0
17504 13.3.4.6 Create environment and capability for EQMS 0
improvement(s)
17505 13.3.4.6.1 Reward quality excellence 0
17506 13.3.4.6.2 Create and maintain quality partnerships 0
17507 13.3.4.6.3 Maintain talent capabilities and competencies 0
17508 13.3.4.6.4 Incorporate EQMS messaging into communication 0
channels
17509 13.3.4.6.5 Assure independent EQMS management access to 0
appropriate authority in the organization
17510 13.3.4.6.6 Transfer proven EQMS methods 0
11074 13.4 Manage change 6
11134 13.4.1 Plan for change 3
11138 13.4.1.1 Select process improvement methodology 0
11139 13.4.1.2 Assess readiness for change 0
11140 13.4.1.3 Determine stakeholders 0
11141 13.4.1.4 Identify change champion(s) 1
11142 13.4.1.5 Form design team 0
11143 13.4.1.6 Define scope 0
11144 13.4.1.7 Understand current state 0
11145 13.4.1.8 Define future state 0
11146 13.4.1.9 Conduct organizational risk analysis 0
11147 13.4.1.10 Assess cultural issues 0
20143 13.4.1.11 Identify impacted groups 1
20144 13.4.1.12 Determine degree/extent of impact 1
11148 13.4.1.13 Establish accountability for change management 0
11149 13.4.1.14 Identify barriers to change 0
11150 13.4.1.15 Determine change enablers 0
11151 13.4.1.16 Identify resources and develop measures 0

11135 13.4.2 Design the change 1
11152 13.4.2.1 Assess connection to other initiatives 0
11153 13.4.2.2 Develop change management plans 0
11154 13.4.2.3 Develop training plan 0
11155 13.4.2.4 Develop communication plan 0
20145 13.4.2.5 Assign change champion(s) 1
11156 13.4.2.6 Develop rewards/incentives plan 0
11157 13.4.2.7 Establish change adoption metrics 0
11158 13.4.2.8 Establish/Clarify new roles 0
11159 13.4.2.9 Identify budget/roles 0
11136 13.4.3 Implement change 2
11160 13.4.3.1 Create commitment for improvement/change 0
11161 13.4.3.2 Reengineer business processes and systems 1
11162 13.4.3.3 Support transition to new roles or exit strategies for 0

incumbents
11163 13.4.3.4 Monitor change 0
20146 13.4.3.5 Report on change 1
11137 13.4.4 Sustain improvement 0
11164 13.4.4.1 Monitor improved process performance 0
11165 13.4.4.2 Capture and reuse lessons learned from change process 0
11166 13.4.4.3 Take corrective action as necessary 0
11073 13.5 Develop and manage enterprise-wide knowledge management 7
(KM) capability
11095 13.5.1 Develop KM strategy 0
11100 13.5.1.1 Develop governance model 0
11101 13.5.1.2 Establish central KM core group 0
11102 13.5.1.3 Define roles and accountability of core group versus 0
operating units
11103 13.5.1.4 Develop funding models 0
11104 13.5.1.5 Identify links to key initiatives 0
11105 13.5.1.6 Develop core KM methodologies 0
11106 13.5.1.7 Assess IT needs and engage IT function 0

11107 13.5.1.8 Develop training and communication plans 0
11108 13.5.1.9 Develop change management approaches 0
11109 13.5.1.10 Develop strategic measures and indicators 0
11096 13.5.2 Assess KM capabilities 7
11110 13.5.2.1 Assess maturity of existing KM initiatives 1
11111 13.5.2.2 Evaluate existing KM approaches 2
11112 13.5.2.3 Identify gaps and needs 1

11113 13.5.2.4 Enhance/Modify existing KM approaches 1
11114 13.5.2.5 Develop new KM approaches 1
11115 13.5.2.6 Implement new KM approaches 1
16436 13.6 Measure and benchmark 9

11071 13.6.1 Create and manage organizational performance strategy 0
11075 13.6.1.1 Create enterprise measurement systems model 0
11076 13.6.1.2 Measure process productivity 0
11077 13.6.1.3 Measure cost effectiveness 0
11078 13.6.1.4 Measure staff efficiency 0
11079 13.6.1.5 Measure cycle time 0
11072 13.6.2 Benchmark performance 0
11083 13.6.2.1 Conduct performance assessments 0
11084 13.6.2.2 Develop benchmarking capabilities 0
11085 13.6.2.3 Conduct internal process and external competitive 0
benchmarking
11087 13.6.2.4 Conduct gap analysis to understand need for change and 0
degree needed
11088 13.6.2.5 Establish need for change 0
20147 13.6.3 Evaluate process performance 9

10270 13.6.3.1 Establish appropriate performance indicators (metrics) 1
10271 13.6.3.2 Establish monitoring frequency 1
20148 13.6.3.3 Collect data 1
10272 13.6.3.4 Calculate performance measures 1
10273 13.6.3.5 Identify performance trends 1
10274 13.6.3.6 Analyze performance against benchmark data 1
10275 13.6.3.7 Prepare reports 1
10276 13.6.3.8 Develop performance improvement plan 1
11179 13.7 Manage environmental health and safety (EHS) 16
11180 13.7.1 Determine environmental health and safety impacts 1
11186 13.7.1.1 Evaluate environmental impact of products, services, and 0

operations
11187 13.7.1.2 Conduct health and safety and environmental audits 0
19490 13.7.2 Establish EHS organizational structure and resources 2
19491 13.7.2.1 Establish supporting agreements with local, regional and 1

specialized for EHS support
11181 13.7.3 Develop and execute functional EHS program 6
11188 13.7.3.1 Identify regulatory and stakeholder requirements 0

11189 13.7.3.2 Assess future risks and opportunities 0
11190 13.7.3.3 Create EHS policy, practices and procedures 1
11191 13.7.3.4 Record and manage EHS events 1
19492 13.7.3.5 Manage EHS documents and records 1

19493 13.7.3.6 Develop and manage EHS communications 1
19494 13.7.3.7 Establish and manage the management of change (MoC) 1

process for EHS
11182 13.7.4 Train and educate functional employees and responders 1

11192 13.7.4.1 Communicate EHS issues to stakeholders and provide 1
support
19495 13.7.4.2 Manage site specific and general training 0
19496 13.7.4.3 Manage certification process 0
11183 13.7.5 Monitor and manage functional EHS management program 5
11193 13.7.5.1 Manage EHS costs and benefits 1
11194 13.7.5.2 Measure and report EHS performance 1
11196 13.7.5.3 Implement emergency response program 0

11197 13.7.5.4 Implement pollution prevention program 0
19497 13.7.5.4.1 Monitor emissions 0
19498 13.7.5.5 Implement Permit to Work (PtW) system 0
19499 13.7.5.6 Implement EHS contractor and visitor access system 1
11195 13.7.5.7 Provide employees /families with EHS support 1

Metrics
c10016 Y
c10019, c10020 N
+19945, +16790, +16791, c10026 Y
NEW N
N
N
N
N
N
N
N
N
RENAME, WAS:Identify social and cultural trends N
N
NEW N
NEW N
+19946, +19947, -10029, c10028 N
RENAME, WAS:Conduct qualitative/quantitative N
assessments
NEW N
NEW N
+19948, c10033, c10034, RENAME, WAS:Perform N
internal analysis
N
NEW N
N
N
RENAME, WAS:Analyze financial position N
RENAME, WAS:Identify enterprise core N
competencies

Metrics
N
N
+19949, RENAME, WAS:Establish strategic vision N
and goals
NEW N
N
N
N
N
N
N
N
N
N
N
N
+19959, +18916, c10038, c10041 N
N
N
N
N
+16800, +16802, +16803, +16805, +16806, N
+19950, +19951, +19952, -14190, RENAME,
WAS:Evaluate strategic options to achieve the
objectives
N
+13289, +13290 N
NEW N
NEW N
+16801, NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
N
NEW N
NEW N
N
NEW N
N
N
N
N
N
N
c10050, c10051, c10054, RENAME, WAS:Create N
organizational design (structure, governance,
reporting, etc.)
N
RENAME, WAS:Perform job-specific roles mapping N
and value-add analyses
RENAME, WAS:Clarify role activities and assess N
hand-offs
N
N
RENAME, WAS:Develop role and activity analysis N
for key processes
N
N
N
+19953, +19954, +19955 N
NEW N
N
NEW N

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

+19969, +19970, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19972, +19973, NEW N
NEW N
NEW N
NEW N
NEW N
+19507, RENAME, WAS:Manage strategic N
initiatives
+19975, +19976, +19977 N

Metrics
NEW N
NEW N
NEW N
+19978, +19979 N
NEW N
NEW N
+19980, +19981 N
NEW N
NEW N
+19982, +19983, +19984 N

NEW N
NEW N
NEW N
NEW N

Metrics
+19696, +19698 Y
+19985, +11740, NEW Y

Y
N
N
N
N
N
+11423 Y
N
N
N
+19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
+19941, +16826, +16827, +19697, +12771, NEW N
NEW N
NEW N
NEW N
NEW N
+12772, +12773, +12776, NEW N

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

Metrics
N
N
+19986, +19987, +19988, +19989, NEW N

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

+19991, +16808, +16809, +16810, +16811, N
+16812, +19992, +16814, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
Y
+16813, +16817, +19995, c10088 Y
N
N
N

Metrics
NEW N
NEW N
N
N
+16819, +16820, +16821, +16822, +16818, N
+16823, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
RENAME, WAS:Build prototype N
N
N
N
N
Y
N
N
N
N
N
+19998 Y
N
N
N

Metrics
NEW N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
c19417 N
N
N
N
N

Metrics
N
RENAME, WAS:Develop geologic model of prospect N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
Y
+19551 N
N
N
N
N
N
N
N
NEW N
N
c10235, c10236, c10237, c10239, c10240, c10241 N
RENAME, WAS:Develop baseline forecasts N

RENAME, WAS:Collaborate with field operations N
RENAME, WAS:Develop consensus forecast with N

field operations
N
RENAME, WAS:Monitor activity against forecast and N
revise forecast
RENAME, WAS:Evaluate and revise forecasting N
approach
RENAME, WAS:Measure forecast accuracy N
Y
Y
Y
N
N
N
N

Metrics
N
N
N
N
N
Y
N
N
N
N
c10298 Y
N
N
N
N
N
Y
RENAME, WAS:Research/resolve and document N
exceptions
Y
N
N
N
N
+10303, +10304, +10369, +10370, NEW Y

Metrics
+19563, +10306, +10307, +10308, +10315, N
+10316, +10309, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10310, +10311, +10319, +10313, +19566, Y
+10314, NEW
NEW N
NEW N
NEW N
NEW N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10318, +10374, +10375, +12045, +12046, NEW N
NEW N
NEW Y
NEW N
NEW N
NEW N
+10376, +10377, NEW N
NEW N
NEW N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
-10342 Y
+16905 Y
N
N
N
N
N
N
N
NEW N
+12708 Y
N
N
N
N
N
NEW N
+10359 Y
N
N
N
N

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

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

+20038, +20039, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20041, +20050, +12127, NEW N
+20042, +20043, +20044, +20045, +20046, N
+20047, +20048, +20049, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20051, +20052, +20053, +20054, +20055, N
+20056, NEW

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, N
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, N
+20075, +20076, NEW
NEW N

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

Metrics
+10378, +10379, +12658, +20110, +20595, NEW Y
+20086, +20087, +20088, +10382, +10383, Y

+20089, +20092, NEW
NEW N
NEW N
NEW N
NEW N
NEW Y
+16893, +16890, +20090, +20091, +12673, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10387, +10388, +10389, +20094, +12840, NEW Y
+10390, +10391, +10392, +10393, NEW Y

NEW N
NEW N
NEW N
NEW N
+10394, +13482, +10395, +10396, +16928, Y

+16937, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+10397, +10398, +10399, +10400, +19072, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20095, c10364, NEW N
RENAME, WAS:Authorize and process returns N
NEW N
NEW N
+12669, +20106, +10218, +20109, NEW Y
+20096, +12671, +20097, +20101, +20102, Y
+12668, +20103, +20104, +20105, +12667, NEW
NEW N
NEW N
+20098, +20099, +20100, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20107, +20108, NEW N
NEW N
NEW N
+10321, +10322, +10323, NEW Y

Metrics
+10327, +10328, NEW N
NEW N
NEW N
+10330, +10331, +10332, NEW N
NEW N
NEW N
NEW N
+10334, +10335, +10336, +10337, NEW N
NEW N
NEW Y
NEW N
NEW N
c14195, NEW N
N
RENAME, WAS:Manage repair/refurbishment and N
return to field site
+20111, +20112, +20113, +20114, +20115, N
+20116, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10401, +10402, +10403, +12672, +20121, NEW N
+11687, +11688, +18126, NEW N
NEW N
NEW N

Metrics
NEW N
+11236, +11237, +11689, NEW N
NEW N
NEW N
NEW N
+11238, +11239, +20117, +11240, +11241, NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
+20118, +12676, +20119, +12674, +20120, NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+17052, +20134, -17053, -17056, c10413, c17043 Y
c10417, c17045, RENAME, WAS:Develop and N

manage human resources (HR) planning, policies,
and strategies
N
N
N
N
N
N
N
+16938, +11622, +11623, +20122, c10424, N
RENAME, WAS:Develop workforce strategy and
policies
N
RENAME, WAS:Plan employee resourcing N

requirements per unit/organization
+10210 N
NEW N
N
NEW N
N
NEW N
NEW N
N
N
N
N
N
NEW N

Metrics
RENAME, WAS:Monitor and update strategy, plans N
and policies
N
N
N
N
N
+20123, -17049 Y
-10449, c10445, c10446, c10447, c10448, c10450 N
RENAME, WAS:Align staffing plan to workforce plan N

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

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

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

Metrics
N
N
N
N
N
+20124 N
NEW N
N
Y
Y
N
N
N
c10479 Y
RENAME, WAS:Define performance objectives N
N
N
c10488, c17051 Y
N
RENAME, WAS:Develop employee career plans N
RENAME, WAS:Manage employee skills N

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

Metrics
+20126, +20127, +20128, +20129, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
Y
+10494, +20131, -17053, -17054 Y
NEW Y
N
N
N
N
N
N
N
N
N
N
N
+10509, NEW N
N
NEW N
+10511 N
NEW N
Y
+20132, c10517, RENAME, WAS:Re-deploy and Y
retire employees

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

Metrics
Y
c10609 Y
N
N
N
N
N
N
RENAME, WAS:Build strategic plan to support N
business objectives
N
c10611 N
RENAME, WAS:Establish the enterprise architecture N
definition
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
Y
c11244, c11245 Y
RENAME, WAS:Research IT services and solutions N
to address business, governmental and user
requirements
RENAME, WAS:Translate business, governmental N
and user requirements into IT services and
N
N
c10641, c10642, c10643 N

N
RENAME, WAS:Establish and maintain business and N
IT service level agreements
RENAME, WAS:Evaluate and report service level N
attainment results
RENAME, WAS:Communicate business and IT N
service level improvement opportunities
N
N
N
N
Y
N
N

Metrics
N
N
N
N
N
N
Y
Y
c10654 Y
RENAME, WAS:Understand information and content N
management needs and IT service's role in
executing the business strategy
N
Y
N
N
N
N
Y
N

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

Metrics
Y
Y
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
Y

Metrics
N
N
N
N
N
N
N

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

Metrics
N
N
N
N
+14187, +14188 Y
Y
Y
NEW N
NEW N
Y
Y
N
Y
Y
Y
Y
Y
Y
Y
N
N
N
N
N
+14007, +14008, c10808 Y
N
N
N
N
RENAME, WAS:Process adjustments/write-off N
balances
NEW N
NEW N

Metrics
Y
N
N
N
N
N
N
Y
c10815 Y
RENAME, WAS:Negotiate service level agreements N
N
N
N
c10822 Y
N
N
N
RENAME, WAS:Process period-end adjustments N
(e.g., accruals, currency conversions)
N
N
N
N
N
N
N
N
N
Y
N
N

Metrics
N
N
N
N
N
N
+14074 Y
N
N
N
N
N
N
N
NEW N
Y
Y
N
N
N
N
N
N
N
N
Y
N

Metrics
N
N
N
N
c10755 Y
Y
N
N
N
N
N
c10864 Y
N
N
N
N
N
N
RENAME, WAS:Process period end adjustments N
N
+14075, +14076, RENAME, WAS:Process payroll Y
taxes
NEW N
NEW N
N
N
N
c10756 Y
c10874, c10875, RENAME, WAS:Process accounts Y
payable
N
N

Metrics
N
N
N
RENAME, WAS:Process taxes N
RENAME, WAS:Research/resolve exceptions N
Y
N
N
N
Y
N
N
N
N
N
+16958 Y
N
N
N
N
N
N
N
N
N
c10896 Y
N
N
N
RENAME, WAS:Develop cash-flow forecasts N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
+14079 N
NEW N
N
N
N
N
N
N
N
+12974, +20137, -11212, c11209, c11210 Y
NEW N
+19575, +19576, +19577, +19578, RENAME, N
WAS:Manage interest-rate risk
NEW N
NEW N
NEW N
NEW N
+19579, +19580, +19581, +19582, +19583, N
RENAME, WAS:Manage foreign-exchange risk

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

Metrics
N
N
N
c10925 Y
N
N
RENAME, WAS:Report to third parties (e.g., N

business partners)
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+19593 N
N

Metrics
N
N
NEW N
N
N
N
N
N
N

Metrics
+10966, +19208, +19238, c10937, NEW N
-10942, c10941, c10944, RENAME, WAS:Design N
and construct/acquire support facilities
c10956, c10957, RENAME, WAS:Develop property N

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

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

Metrics
NEW N
NEW N
+19220, +11276, +19221, +19222, +19223, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19230, +19231, +19232, +19233, +19234, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19225, +19226, +19227, +19228, NEW N
NEW N
NEW N
NEW N
NEW N
+19239, +19245, +19253, NEW N
+19240, +19241, +19242, +19243, +19244, N
c10968, NEW
NEW N
N
NEW N
RENAME, WAS:Develop approach to integrate N
preventive maintenance into production schedule
NEW N
NEW N
NEW N

Metrics
+19246, +19247, +19248, +19249, +19250, N
+19251, +19252, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10947, +19254, +19255, +19256, +19257, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N

Metrics
N
N
N
N
N
N
c16448, c16451 N
N
N
RENAME, WAS:Develop risk mitigation and N
management strategy, and integrate with existing
performance management processes
N
N
RENAME, WAS:Report on risk activities N
N
N
N
N

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

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

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

Metrics
N
N
N
N
Y
N
N
N
N
N

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

Metrics
N
N
c11059 N
N
N
N
RENAME, WAS:Receive work product and manage/ N
monitor case and work performed
N
N
c11062 N
RENAME, WAS:Manage copyrights and patents N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
c11179 Y
N
N
N
N
N
N
N
N
N
c16390 N
N
+20140 N
NEW N
RENAME, WAS:Map processes N
N
N
N
N
+20141 N
NEW N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
c16411 N
+16412, +11120, +11121, c11117, c11118, N
c11119, RENAME, WAS:Identify project resource
requirements
RENAME, WAS:Design recognition and reward N
approaches
NEW N
RENAME, WAS:Design and plan launch of project N
RENAME, WAS:Deploy the project N

NEW N
NEW N
+11123, +20142, +11124, +11125, +11127, N
+11128, +11129
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
c17499 N
RENAME, WAS:Develop regulatory compliance N

procedures

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

Metrics
+20145 N
N
N
N
N
NEW N
N
N
N
N
+20146, c11161 N
N
RENAME, WAS:Re-engineer business processes and N
systems
N
N
NEW N
N
N
N
N
Y
N
N
N
N
N
N
N
N

Metrics
N
N
N
+11112, c11110, c11111, c11111, c11113, N
c11114, c11115
RENAME, WAS:Create business case and obtain N
funding
RENAME, WAS:Identify gaps and needs, RENAME, N
WAS:Develop project measures and indicators
NEW N
RENAME, WAS:Define roles and resources N
RENAME, WAS:Identify specific IT requirements N
RENAME, WAS:Create training and communication N

plans
+20147 N
N
N
N
N
N
N
N
N
N
N
N
+10270, +10271, +20148, +10272, +10273, N
+10274, +10275, +10276, NEW

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
c11180, c11181, c11183, c19490, RENAME, N
WAS:Develop and manage health, safety, security
and environment (HSSE)
RENAME, WAS:Determine health, safety and Y
security and environmental impacts
N
N
c19491, RENAME, WAS:Establish HSSE N
organizational structure and resources
RENAME, WAS:Establish supporting agreements N
with local, regional and specialized for HSSE
support
c11190, c11191, c19492, c19493, c19494, N
RENAME, WAS:Develop and execute functional
HSSE program
N
N
RENAME, WAS:Create HSSE policy, practices and N
procedures
RENAME, WAS:Record and manage HSSE events N
RENAME, WAS:Manage HSSE documents and N

records

Metrics
RENAME, WAS:Develop and manage HSSE N
communications
RENAME, WAS:Establish and manage the N
management of change (MoC) process for HSSE
c11192 N
RENAME, WAS:Communicate HSSE issues to N
stakeholders and provide support
N
N
c11193, c11194, c11195, c19499, RENAME, N
WAS:Monitor and manage functional HSSE
management program
RENAME, WAS:Manage HSSE costs and benefits N
RENAME, WAS:Measure and report HSSE N

performance
N
N
N
N
RENAME, WAS:Implement HSSE contractor and N
visitor access system
RENAME, WAS:Provide employees /families with N
HSSE support

Process
Element Hierarchy
ID ID Process element
10001 Root
10002 1.0 Develop Vision and Strategy
17040 1.1 Define the business concept and long-term vision
10017 1.1.1 Assess the external environment
19945 1.1.1.1 Identify competitors
10021 1.1.1.2 Analyze and evaluate competition

Process
Element Hierarchy
10022 1.1.1.3 Identify economic trends
10023 1.1.1.4 Identify political and regulatory issues
19399 1.1.1.5 Identify trends in demand for oil and gas in future decades
10024 1.1.1.6 Assess new technology innovations
19401 1.1.1.8 Identify trends in joint venture ownership taxation and

funding

Process
Element Hierarchy
10025 1.1.1.9 Analyze demographics
10026 1.1.1.10 Identify social and cultural changes
10027 1.1.1.11 Identify ecological concerns
16790 1.1.1.12 Identify intellectual property concerns
16791 1.1.1.13 Evaluate IP acquisition options
10018 1.1.2 Survey market and determine customer needs and wants

Process
Element Hierarchy
10028 1.1.2.1 Conduct qualitative/quantitative research and assessments
19946 1.1.2.2 Capture customer needs and wants
19947 1.1.2.3 Assess customer needs and wants
10019 1.1.3 Assess the internal environment
10030 1.1.3.1 Analyze organizational characteristics
19948 1.1.3.2 Analyze internal operations

Process
Element Hierarchy
10031 1.1.3.3 Create baselines for current processes
10032 1.1.3.4 Analyze systems and technology
10033 1.1.3.5 Analyze financial health
10034 1.1.3.6 Identify core competencies
19402 1.1.3.7 Analyze current physical asset base

Process
Element Hierarchy
19403 1.1.3.8 Analyze personnel and their knowledge/skills
10020 1.1.4 Establish strategic vision
19949 1.1.4.1 Define the strategic vision
10035 1.1.4.2 Align stakeholders around strategic vision
10036 1.1.4.3 Communicate strategic vision to stakeholders
19404 1.1.4.4 Establish production target for the year

Process
Element Hierarchy
16792 1.1.5 Conduct organization restructuring opportunities
16793 1.1.5.1 Identify restructuring opportunities
16794 1.1.5.2 Perform due-diligence
16795 1.1.5.3 Analyze deal options

Process
Element Hierarchy
16796 1.1.5.3.1 Evaluate acquisition options
16797 1.1.5.3.2 Evaluate merger options
16798 1.1.5.3.3 Evaluate de-merger options
16799 1.1.5.3.4 Evaluate divesture options
10015 1.2 Develop business strategy

Process
Element Hierarchy
10037 1.2.1 Develop overall mission statement
10044 1.2.1.1 Define current business
10045 1.2.1.2 Formulate mission
10046 1.2.1.3 Communicate mission
10038 1.2.2 Define and evaluate strategic options to achieve the

objectives

Process
Element Hierarchy
10047 1.2.2.1 Define strategic options
10048 1.2.2.2 Assess and analyze impact of each option
13289 1.2.2.2.1 Identify implications for key operating model business

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

Process
Element Hierarchy
16806 1.2.2.7 Develop innovation strategy
14189 1.2.2.8 Develop sustainability strategy
19950 1.2.2.9 Develop global support strategy
19951 1.2.2.10 Develop shared services strategy
14197 1.2.2.11 Develop lean/continuous improvement strategy
19952 1.2.2.12 Develop innovation strategy and framework

Process
Element Hierarchy
19409 1.2.3.4 Develop commodity price collapse strategy
10040 1.2.4 Coordinate and align functional and process strategies
10041 1.2.5 Create organizational design
10049 1.2.5.1 Evaluate breadth and depth of organizational structure
10050 1.2.5.2 Perform job-specific roles mapping and value-added analyses
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity

Process
Element Hierarchy
10052 1.2.5.4 Perform organization redesign workshops
10053 1.2.5.5 Design the relationships between organizational units
10054 1.2.5.6 Develop role analysis and activity diagrams for key processes
10055 1.2.5.7 Assess organizational implication of feasible alternatives
10056 1.2.5.8 Migrate to new organization

Process
Element Hierarchy
10042 1.2.6 Develop and set organizational goals
19953 1.2.6.1 Identify organizational goals
19954 1.2.6.3 Establish baseline metrics
19955 1.2.6.4 Monitor performance against goals
10043 1.2.7 Formulate business unit strategies
19956 1.2.7.1 Analyze business unit strategies
19957 1.2.7.2 Identify core competency for each business unit
19958 1.2.7.3 Refine business unit strategies in support of company

strategy

Process
Element Hierarchy
19413 1.2.7.5 Structure resources to meet goals
19959 1.2.8 Develop customer experience strategy
19960 1.2.8.1 Assess customer experience
19961 1.2.8.1.1 Identify and review customer touchpoints
19962 1.2.8.1.2 Assess customer experience across touchpoints
19963 1.2.8.1.3 Perform root cause analysis of problematic customer

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

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

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

value
19977 1.3.1.3 Review with stakeholders

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

stakeholders
10060 1.3.4 Establish high-level measures

Process
Element Hierarchy
19982 1.3.4.1 Identify business value drivers
19983 1.3.4.2 Establish baselines for business value drivers
19984 1.3.4.3 Monitor performance against baselines
19507 1.3.5 Execute strategic initiatives
10003 2.0 Develop and Manage Upstream Petroleum-Related

Technologies
19696 2.1 Govern and manage product/service development program
10061 2.1.1 Manage upstream petroleum-related technology portfolio

Process
Element Hierarchy
10063 2.1.1.1 Evaluate performance of existing upstream petroleum-related
technologies against market opportunities
10064 2.1.1.2 Define upstream petroleum-related technology development

requirements
10066 2.1.1.4 Confirm alignment of upstream petroleum-related technology

concepts with business strategy

Process
Element Hierarchy
10073 2.1.1.5 Plan and develop cost, quality and performance targets
10074 2.1.1.6 Prioritize and select new upstream petroleum-related

technology concepts
10075 2.1.1.7 Specify development timing targets
10076 2.1.1.8 Plan for upstream petroleum-related technology offering

modifications

Process
Element Hierarchy
10067 2.1.2 Manage upstream petroleum-related technology life cycle
10077 2.1.2.1 Introduce new upstream petroleum-related technologies
10078 2.1.2.2 Retire outdated/inefficient upstream petroleum-related

technologies
10079 2.1.2.3 Identify and refine performance indicators

Process
Element Hierarchy
11423 2.1.2.4 Conduct post launch review
19646 2.1.2.4.1 Carry out post launch analytics to test the acceptability in the
market
11424 2.1.2.4.2 Review market performance
11425 2.1.2.4.3 Review effectiveness of supply chain and distribution network
19647 2.1.2.4.4 Apply data and analytics to review supply chain

methodologies

Process
Element Hierarchy
11426 2.1.2.4.5 Review quality and performance of the product/service
11427 2.1.2.4.6 Conduct financial review
11428 2.1.2.4.7 Conduct new product development process assessment
19985 2.1.3 Manage patents, copyrights, and regulatory requirements
19941 2.1.3.1 Conduct mandatory and elective reviews
16826 2.1.3.2 Review infringement of patents and copyrights
16827 2.1.3.3 Determine patent and copyright needs

Process
Element Hierarchy
19697 2.1.3.4 Define product technical documentation management
requirements
12771 2.1.3.5 Manage regulatory requirements
12772 2.1.3.5.1 Train employees on appropriate regulatory requirements
12773 2.1.3.5.2 Maintain records for regulatory agencies
12776 2.1.3.5.3 Manage regulatory submission life cycle
11740 2.1.4 Manage product and service master data

Process
Element Hierarchy
11741 2.1.4.1 Manage materials master lists
11742 2.1.4.2 Manage bills of material
11743 2.1.4.3 Manage routings
11744 2.1.4.4 Manage specifications
11745 2.1.4.5 Manage drawings
11746 2.1.4.6 Manage product/material classification
11747 2.1.4.7 Develop and maintain quality/inspection documents
11748 2.1.4.8 Maintain process specification data
11749 2.1.4.9 Manage traceability data

Process
Element Hierarchy
11750 2.1.4.10 Review and approve data access requests
19698 2.2 Generate and define new product/service ideas
10065 2.2.1 Perform discovery research
10070 2.2.1.1 Identify new upstream petroleum-related technologies
10072 2.2.1.2 Assess feasibility of integrating new leading upstream

19669 2.2.2 Generate new product/service concepts
19986 2.2.2.1 Gather new product/service ideas and requirements

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

19990 2.2.3 Define product/service development requirements
11331 2.2.3.1 Define product/service requirements
19991 2.2.3.1.1 Define basic functional requirements

Process
Element Hierarchy
16808 2.2.3.1.2 Derive interoperability requirements for products and
services
16809 2.2.3.1.3 Derive safety requirements for products and services
16810 2.2.3.1.4 Derive security requirements for products and services
16811 2.2.3.1.5 Derive regulatory compliance requirements
16812 2.2.3.1.6 Derive requirements from industry standards
19992 2.2.3.1.7 Develop user experience requirements
16814 2.2.3.1.8 Derive services-as-a-product offering
16815 2.2.3.2 Define post launch support model
17389 2.2.3.3 Identify product/service bundling opportunities
10062 2.3 Develop new upstream petroleum-related technologies
10080 2.3.1 Assess, design, build, and evaluate upstream petroleum-

related technologies

Process
Element Hierarchy
10083 2.3.1.1 Assign resources to upstream petroleum-related technology
project
10084 2.3.1.3 Prepare high-level business case and technical assessment
10085 2.3.1.4 Develop asset specific upstream petroleum-related

16813 2.3.1.5 Develop user experience design specifications
16817 2.3.1.6 Provide warranty-related recommendations
10086 2.3.1.7 Document design specifications

Process
Element Hierarchy
10087 2.3.1.8 Conduct Front End Design and Engineering FEED
19995 2.3.1.9 Design products/services
16819 2.3.1.9.1 Design for manufacturing
16820 2.3.1.9.2 Design for product servicing
16821 2.3.1.9.3 Design for re-manufacturing

16822 2.3.1.9.4 Review product troubleshooting methodology
16818 2.3.1.9.5 Design and manage product data, design, and bill of materials
16823 2.3.1.9.6 Design for product upgrades

10088 2.3.1.10 Build prototypes/proof of concepts
10089 2.3.1.12 Eliminate quality and reliability problems

Process
Element Hierarchy
10091 2.3.1.13 Identify design/development performance indicators
10092 2.3.1.14 Collaborate on design with suppliers and contract

10081 2.3.2 Test new or revised upstream petroleum-related technologies
10093 2.3.2.1 Prepare detailed cost-benefit analysis of application in other

assets
10094 2.3.2.2 Test application in other assets

Process
Element Hierarchy
10095 2.3.2.3 Finalize product/service characteristics and business cases
10096 2.3.2.4 Finalize technical requirements
10097 2.3.2.5 Identify requirements for changes to manufacturing/delivery

processes
10082 2.3.3 Prepare for production
10098 2.3.3.1 Develop and test prototype production and/or service delivery
process

Process
Element Hierarchy
10099 2.3.3.2 Design and obtain necessary materials and equipment
10100 2.3.3.3 Install and validate production process or methodology
19998 2.3.3.4 Validate launch procedures
12984 3.1 Acquire asset (access)
13005 3.2 Explore asset
13006 3.2.1 Develop exploration strategy
13007 3.2.2 Acquire seismic data

Process
Element Hierarchy
13008 3.2.3 Process seismic data
13009 3.2.4 Develop seismic models
13010 3.2.5 Perform basin analysis
19417 3.2.6 Develop geologic model of prospect
19420 3.2.6.3 Identify missing developmental data
19421 3.2.6.4 Develop data acquisition plan and costs
13013 3.2.6.5 Develop prospect definition
19422 3.2.6.6 Create exploration plan

19423 3.2.6.7 Conduct cultural and onsite hydrogeological, meteorological
13014 3.2.6.8 Create ready-to-drill inventory
19424 3.2.6.9 Obtain stakeholder input

Process
Element Hierarchy
13011 3.2.7 Develop prospect drilling portfolio
19427 3.2.8 Drill exploration wells
13016 3.2.9 Evaluate exploration wells and delineate geological prospects
13019 3.3 Appraise asset
13040 3.3.4 Evaluate economic viability
13045 3.3.5 Propose development plan

Process
Element Hierarchy
13049 3.3.6 Handover appraisal results to field development team
10215 4.1 Plan for and align supply chain resources
10221 4.1.1 Develop production and materials strategies
10229 4.1.1.1 Define field production targets
10230 4.1.1.2 Define labor and materials policies
10231 4.1.1.3 Define outsourcing policies
10232 4.1.1.4 Define capital expense policies
10233 4.1.1.5 Define capacities
10234 4.1.1.6 Define production network and supply constraints

Process
Element Hierarchy
14193 4.1.1.7 Define production process
14194 4.1.1.9 Define production workplace layout and infrastructure
10222 4.1.2 Manage demand for products and services
10235 4.1.2.1 Develop baseline demand forecasts
10236 4.1.2.2 Collaborate demand with customers
10237 4.1.2.3 Develop demand consensus forecast
10238 4.1.2.4 Determine ability to deliver as scheduled/required
10239 4.1.2.5 Monitor activity against demand forecast and revise forecast

Process
Element Hierarchy
10240 4.1.2.6 Evaluate and revise demand forecasting approach
10241 4.1.2.7 Measure demand forecast accuracy
10216 4.2 Procure materials and services
10277 4.2.1 Develop sourcing strategies
10281 4.2.1.1 Develop procurement plan
10282 4.2.1.2 Clarify purchasing requirements
19436 4.2.1.3 Establish qualifications for suppliers and ranking system
10283 4.2.1.4 Develop inventory strategy

Process
Element Hierarchy
10284 4.2.1.5 Match needs to vendors capabilities
10285 4.2.1.6 Analyze organization's spend profile
10286 4.2.1.7 Seek opportunities to improve efficiency and value
10287 4.2.1.8 Collaborate with suppliers to identify sourcing opportunities
19439 4.2.2.1 Confirm AFE (authorization for expenditure) for specific

request
10278 4.2.3 Select suppliers and develop/maintain contracts
10288 4.2.3.1 Select suppliers
10289 4.2.3.2 Certify and validate suppliers
10290 4.2.3.3 Negotiate and establish contracts
10291 4.2.3.4 Manage contracts
10279 4.2.4 Order materials and services

Process
Element Hierarchy
10292 4.2.4.1 Process/Review requisitions
10293 4.2.4.2 Approve requisitions
10294 4.2.4.3 Solicit/Track vendor quotes
10295 4.2.4.4 Create/Distribute purchase orders
10296 4.2.4.5 Expedite orders and satisfy enquiries, goods and service field
requests
10297 4.2.4.6 Record receipt of goods and services
10298 4.2.4.7 Research/Resolve order exceptions
10280 4.2.5 Manage suppliers
10299 4.2.5.1 Monitor/Manage supplier information
10300 4.2.5.2 Prepare/Analyze procurement and vendor performance

Process
Element Hierarchy
10301 4.2.5.3 Support inventory and production processes
10302 4.2.5.4 Monitor quality of product and services delivered
10217 4.3 Produce/Manufacture/Deliver product
10303 4.3.1 Schedule production
10306 4.3.1.2 Generate line level plan
10307 4.3.1.3 Generate detailed schedule
10308 4.3.1.4 Schedule production orders and create lots

Process
Element Hierarchy
10315 4.3.1.5 Schedule preventive (planned) maintenance (preventive
maintenance orders)
10316 4.3.1.6 Schedule requested (unplanned) maintenance (work order
cycle)
10309 4.3.1.7 Release production orders and create lots
10304 4.3.2 Produce product
10310 4.3.2.1 Manage raw material inventory
10311 4.3.2.2 Execute detailed line schedule
10319 4.3.2.3 Report maintenance issues
10313 4.3.2.4 Rerun defective items

Process
Element Hierarchy
10314 4.3.2.6 Assess production performance
10369 4.3.3 Perform quality testing
10318 4.3.3.1 Calibrate test equipment
10374 4.3.3.2 Perform testing using the standard testing procedure
10375 4.3.3.3 Record test results
10370 4.3.4 Maintain production records and manage lot traceability
10376 4.3.4.1 Determine lot numbering system
10377 4.3.4.2 Determine lot use

Process
Element Hierarchy
13050 4.4 Develop asset
19444 4.4.1.6 Acquire permits for development from regulatory authorities
19445 4.4.1.8 Obtain operating permit
13097 4.5 Produce asset
19446 4.5.2.8 Evaluate asset
19447 4.5.3 Measure production of oil, gas and water

Process
Element Hierarchy
19448 4.5.3.1 Establish production data management system and
19449 4.5.3.2 Measure production of hydrocarbon and produced water
19450 4.5.3.3 Measure injection of water, gas, steam, CO2, polymer
19451 4.5.3.4 Measure gas used for power production or flared/vented
19452 4.5.3.5 Measure the chemical composition of the hydrocarbons

produced
19453 4.5.5 Transfer hydrocarbons produced for sale
10219 4.6 Manage logistics and warehousing

Process
Element Hierarchy
10338 4.6.1 Define logistics strategy
10343 4.6.1.1 Translate customer service requirements into logistics

requirements
10344 4.6.1.2 Design logistics network
10345 4.6.1.3 Communicate outsourcing needs
10346 4.6.1.4 Develop and maintain delivery service policy
10347 4.6.1.5 Optimize transportation schedules and costs
10348 4.6.1.7 Define key performance measures

Process
Element Hierarchy
10339 4.6.2 Plan and manage inbound material flow
19455 4.6.2.1 Plan and manage inbound permits for materials
10349 4.6.2.2 Plan inbound material receipts
10350 4.6.2.3 Manage inbound material flow
10351 4.6.2.4 Monitor inbound delivery performance
10352 4.6.2.5 Manage flow of returned products
10340 4.6.3 Operate warehousing
10353 4.6.3.1 Track inventory deployment
10354 4.6.3.2 Receive, inspect and store inbound deliveries
10355 4.6.3.3 Track product availability

Process
Element Hierarchy
10356 4.6.3.4 Pick, pack, and ship product for delivery
10357 4.6.3.5 Track inventory accuracy
10358 4.6.3.6 Track third-party logistics storage and shipping performance
10359 4.6.3.7 Manage physical finished goods inventory
10341 4.6.4 Operate and optimize outbound transportation
19456 4.6.4.1 Plan and manage outbound permits for materials

Process
Element Hierarchy
19458 4.6.4.3 Issue transport contracts
10360 4.6.4.4 Plan, transport, and deliver outbound product
10361 4.6.4.5 Track carrier delivery performance
10362 4.6.4.6 Manage transportation fleet
10363 4.6.4.7 Process and audit carrier invoices and documents
19459 4.6.4.8 Manage materials taken to licensed off-site disposal

Process
Element Hierarchy
19460 4.6.5 Submit regulatory reports for materials used and logistics
13127 4.7 Exit opportunity
19461 4.7.1 Evaluate options for disposal of subsurface and surface assets
20025 5.0 Deliver Services

Process
Element Hierarchy
20026 5.1 Establish service delivery governance and strategies
20027 5.1.1 Establish service delivery governance
20028 5.1.1.1 Set up and maintain service delivery governance and

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

satisfaction
20032 5.1.2 Develop service delivery strategies
20033 5.1.2.1 Define service delivery goals
20034 5.1.2.2 Define labor policies
20035 5.1.2.3 Evaluate resource availability
20036 5.1.2.4 Define service delivery network and supply constraints

Process
Element Hierarchy
20037 5.1.2.5 Define service delivery process
20038 5.1.2.6 Review and validate service delivery procedures
20039 5.1.2.7 Define service delivery workplace layout and infrastructure
20040 5.2 Manage service delivery resources
20041 5.2.1 Manage service delivery resource demand
20042 5.2.1.1 Monitor pipeline
20043 5.2.1.2 Develop baseline forecasts
20044 5.2.1.3 Collaborate with customers
20045 5.2.1.4 Develop consensus forecast
20046 5.2.1.5 Determine availability of skills to deliver on current and

20047 5.2.1.6 Monitor activity against forecast and revise forecast

Process
Element Hierarchy
20048 5.2.1.7 Evaluate and revise forecasting approach
20049 5.2.1.8 Measure forecast accuracy
20050 5.2.2 Create and manage resource plan
20051 5.2.2.1 Define and manage skills taxonomy
20052 5.2.2.2 Create resource plan
20053 5.2.2.3 Match resource demand with capacity, skills, and capabilities
20054 5.2.2.4 Collaborate with suppliers and partners to supplement skills

and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity
20056 5.2.2.6 Monitor and manage resource capacity and availability
12127 5.2.3 Enable service delivery resources

Process
Element Hierarchy
12128 5.2.3.1 Develop service delivery training plan
12129 5.2.3.2 Develop training materials
12131 5.2.3.3 Manage training schedule
12132 5.2.3.4 Deliver operations training
12133 5.2.3.5 Deliver technical training
20057 5.2.3.6 Perform skill and capability testing
12135 5.2.3.7 Evaluate training effectiveness
20058 5.3 Deliver service to customer
20059 5.3.1 Initiate service delivery
20060 5.3.1.1 Review contract and agreed terms

Process
Element Hierarchy
20061 5.3.1.2 Understand customer requirements and define refine
approach
20062 5.3.1.3 Modify/revise and approve project plan
20063 5.3.1.4 Review customer business objectives
20064 5.3.1.5 Confirm environmental readiness
20065 5.3.1.6 Identify, select, and assign resources
20066 5.3.1.6.1 Establish people objectives
20067 5.3.1.6.2 Establish engagement rules
20068 5.3.1.7 Plan for service delivery
20069 5.3.2 Execute service delivery
20070 5.3.2.1 Analyze environment and customer needs
20071 5.3.2.2 Define solution

Process
Element Hierarchy
20072 5.3.2.3 Validate solution
20073 5.3.2.4 Identify changes
20074 5.3.2.5 Obtain approval to proceed
20075 5.3.2.6 Make build/buy solution
20076 5.3.2.7 Deploy solution

20077 5.3.3 Complete service delivery
20078 5.3.3.1 Conduct service delivery/project review and evaluate success
20079 5.3.3.2 Complete/finalize financial management activities
20080 5.3.3.3 Confirm delivery according to contract terms
20081 5.3.3.4 Release resources
20082 5.3.3.5 Manage service delivery completion
20083 5.3.3.6 Harvest knowledge
20084 5.3.3.7 Archive records and update systems

Process
Element Hierarchy
20085 6.0 Manage Customer Service
10378 6.1 Develop customer care/customer service strategy
20086 6.1.1 Define customer service requirements across the enterprise
20087 6.1.2 Define customer service experience
10382 6.1.4 Define customer service policies and procedures
10383 6.1.5 Establish target service level for each customer segment
16890 6.1.6.2 Create and manage warranty rules/claim codes for products

Process
Element Hierarchy
12673 6.1.6.5 Communicate warranty policies and offerings
10379 6.2 Plan and manage customer service contacts
10387 6.2.1 Plan and manage customer service work force
10390 6.2.1.1 Forecast volume of customer service contacts
10391 6.2.1.2 Schedule customer service work force
10392 6.2.1.3 Track work force utilization

Process
Element Hierarchy
10393 6.2.1.4 Monitor and evaluate quality of customer interactions with
10388 6.2.2 Manage customer service problems, requests, and inquiries
10394 6.2.2.1 Receive customer problems, requests, and inquiries
13482 6.2.2.2 Analyze problems, requests, and inquiries
10395 6.2.2.3 Resolve customer problems, requests, and inquiries
10396 6.2.2.4 Respond to customer problems, requests, and inquiries
16928 6.2.2.5 Identify and capture upsell/cross-sell opportunities
16937 6.2.2.6 Deliver opportunity to sales team

Process
Element Hierarchy
10389 6.2.3 Manage customer complaints
10397 6.2.3.1 Receive customer complaints
10398 6.2.3.2 Route customer complaints
10399 6.2.3.3 Resolve customer complaints
10400 6.2.3.4 Respond to customer complaints
19072 6.2.3.5 Analyze customer complaints and response/redressal
20094 6.2.4 Process returns

Process
Element Hierarchy
10364 6.2.4.1 Authorize return
20095 6.2.4.2 Process return and record reason

12840 6.2.5 Report incidents and risks to regulatory bodies
12658 6.3 Service products after sales
12669 6.3.1 Process warranty claims
20096 6.3.1.1 Receive warranty claim
12671 6.3.1.2 Validate warranty claim

Process
Element Hierarchy
20097 6.3.1.3 Investigate warranty issues
20098 6.3.1.3.1 Define issue
20099 6.3.1.3.2 Investigate issue/perform root cause analysis
20100 6.3.1.3.3 Receive investigation result/recommendation for corrective

action
20101 6.3.1.4 Determine responsible party
20102 6.3.1.5 Manage preauthorizations

12668 6.3.1.6 Approve or reject warranty claim

Process
Element Hierarchy
20103 6.3.1.7 Notify originator of approve/reject decision
20104 6.3.1.8 Authorize payment

20105 6.3.1.9 Close claim
12667 6.3.1.10 Reconcile warranty transaction disposition

20106 6.3.2 Manage supplier recovery
20107 6.3.2.1 Create supplier recovery claims
10218 6.3.3 Service products
10321 6.3.3.1 Identify and schedule resources to meet service requirements
10327 6.3.3.1.1 Create resourcing plan and schedule
10328 6.3.3.1.2 Create service order fulfillment schedule
10322 6.3.3.2 Provide service to specific customers

Process
Element Hierarchy
10330 6.3.3.2.1 Organize daily service order fulfillment schedule
10331 6.3.3.2.2 Execute product repair
10332 6.3.3.2.3 Manage service order fulfillment
10323 6.3.3.3 Ensure quality of service
10334 6.3.3.3.1 Identify completed service orders for feedback
10335 6.3.3.3.2 Identify incomplete service orders and service failures
10336 6.3.3.3.3 Solicit customer feedback on services delivered
10337 6.3.3.3.4 Process customer feedback on services delivered
20109 6.3.4 Salvage or repair returned products

Process
Element Hierarchy
10366 6.3.4.1 Perform salvage activities
14195 6.3.4.2 Manage repair/refurbishment and return to customer/stock
20595 6.5 Evaluate customer service operations and customer

satisfaction
10401 6.5.1 Measure customer satisfaction with customer problems,

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

opportunities
18126 6.5.1.3 Provide customer feedback to product management on


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

resolution
11237 6.5.2.2 Analyze customer complaint data and identify improvement

opportunities
11689 6.5.2.3 Identify common customer complaints
10403 6.5.3 Measure customer satisfaction with products and services
11238 6.5.3.1 Gather and solicit post-sale customer feedback on products

and services

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

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

Process
Element Hierarchy
17044 7.1.1 Develop human resources strategy
10418 7.1.1.1 Identify strategic HR needs
10419 7.1.1.2 Define HR and business function roles and accountability
10420 7.1.1.3 Determine HR costs
10421 7.1.1.4 Establish HR measures
10422 7.1.1.5 Communicate HR strategies
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools

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

market environment
10424 7.1.2.2 Plan employee resourcing requirements per business

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

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

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

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

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

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

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

Process
Element Hierarchy
20124 7.2.5.3.1 Complete position classification and level of experience
10468 7.2.5.4 Archive and retain records of non-hires
10411 7.3 Develop and counsel employees
10469 7.3.1 Manage employee orientation and deployment
10474 7.3.1.1 Create/maintain employee on-boarding program
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding

program
17050 7.3.1.3 Execute onboarding program

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

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

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

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

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

programs

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

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

Process
Element Hierarchy
10506 7.5.2.3 Process claims
10507 7.5.2.4 Perform benefit reconciliation
20131 7.5.3 Manage employee assistance and retention
10508 7.5.3.1 Deliver programs to support work/life balance for employees
10509 7.5.3.2 Develop family support systems
10510 7.5.4 Review retention and motivation indicators
10511 7.5.4.1 Review compensation plan
10497 7.5.5 Administer Payroll

Process
Element Hierarchy
10413 7.6 Redeploy and retire employees
10512 7.6.1 Manage promotion and demotion process
10513 7.6.2 Manage separation
10514 7.6.3 Manage retirement
10515 7.6.4 Manage leave of absence
10516 7.6.5 Develop and implement employee outplacement
20132 7.6.6 Manage workforce scheduling
20133 7.6.6.1 Receive required resources/skills and capabilities
10517 7.6.7 Manage resource deployment

Process
Element Hierarchy
17055 7.6.8 Relocate employees and manage assignments
10520 7.6.8.1 Manage expatriates
20134 7.7 Manage employee information and analytics
10522 7.7.1 Manage reporting processes
10523 7.7.2 Manage employee inquiry process
10524 7.7.3 Manage and maintain employee data
10525 7.7.4 Manage human resource information systems HRIS
10526 7.7.5 Develop and manage employee metrics

Process
Element Hierarchy
10527 7.7.6 Develop and manage time and attendance systems
10530 7.7.7 Manage/Collect employee suggestions and perform employee

research
17057 7.8 Manage employee communication
10529 7.8.1 Develop employee communication plan
16944 7.8.2 Conduct employee engagement surveys
10532 7.8.3 Deliver employee communications

Process
Element Hierarchy
10008 8.0 Manage Information Technology (IT)
10563 8.1 Manage the business of information technology
10570 8.1.1 Develop the enterprise IT strategy
10603 8.1.1.1 Build strategic intelligence
10604 8.1.1.2 Identify long-term IT needs of the enterprise in collaboration

with stakeholders

Process
Element Hierarchy
10605 8.1.1.3 Define strategic standards, guidelines, and principles
10606 8.1.1.4 Define and establish IT architecture and development

standards
10607 8.1.1.5 Define strategic vendors for IT components
10608 8.1.1.6 Establish IT governance organization and processes
10609 8.1.1.7 Build strategic roadmap to develop IT capabilities in support

10571 8.1.2 Define the enterprise architecture
10611 8.1.2.1 Establish the current and future enterprise architecture

definition
10612 8.1.2.2 Confirm enterprise architecture maintenance approach

Process
Element Hierarchy
10613 8.1.2.3 Maintain the relevance of the enterprise architecture
10614 8.1.2.4 Act as clearinghouse for IT research and innovation
10615 8.1.2.5 Govern the enterprise architecture
10572 8.1.3 Manage the IT portfolio
10616 8.1.3.1 Establish the IT portfolio
10617 8.1.3.2 Analyze and evaluate the value of the IT portfolio for the
enterprise
10618 8.1.3.3 Provision resources in accordance with strategic priorities
10573 8.1.4 Perform IT research and innovation

Process
Element Hierarchy
10620 8.1.4.1 Research technologies to innovate IT services and solutions
10621 8.1.4.2 Transition viable technologies for IT services and solutions

development
10575 8.1.5 Evaluate and communicate IT business value and performance
10625 8.1.5.1 Establish and monitor key performance indicators
10626 8.1.5.2 Evaluate IT plan performance
10627 8.1.5.3 Communicate IT value
10564 8.2 Develop and manage IT customer relationships

Process
Element Hierarchy
10578 8.2.1 Develop IT services and solutions strategy
11244 8.2.1.1 Research IT services and solutions to address business and

user requirements
11245 8.2.1.2 Translate business and user requirements into IT services and
11246 8.2.1.3 Formulate IT services and solutions strategic initiatives
11247 8.2.1.4 Coordinate strategies with internal stakeholders to ensure

alignment
11248 8.2.1.5 Evaluate and select IT services and solutions strategic

initiatives
10579 8.2.2 Develop and manage IT service levels

Process
Element Hierarchy
10640 8.2.2.1 Create and maintain the IT services and solutions catalog
10641 8.2.2.2 Establish and maintain business and IT service-level

agreements
10642 8.2.2.3 Evaluate and report service-level attainment results
10643 8.2.2.4 Communicate business and IT service-level improvement

opportunities
10580 8.2.3 Perform demand-side management (DSM) for IT services

Process
Element Hierarchy
10644 8.2.3.1 Analyze IT services and solutions consumption and usage
10645 8.2.3.2 Develop and implement incentive programs that improve

10646 8.2.3.3 Develop volume/unit forecast for IT services and solutions
10581 8.2.4 Manage IT customer satisfaction
10647 8.2.4.1 Capture and analyze customer satisfaction
10648 8.2.4.2 Assess and communicate customer satisfaction patterns
10649 8.2.4.3 Initiate improvements based on customer satisfaction

patterns
10582 8.2.5 Market IT services and solutions
10650 8.2.5.1 Develop IT services and solutions marketing strategy

Process
Element Hierarchy
10651 8.2.5.2 Develop and manage IT customer strategy
10652 8.2.5.3 Manage IT services and solutions advertising and promotional

campaigns
10653 8.2.5.4 Process and track IT services and solutions orders
11220 8.3 Develop and implement security, privacy, and data protection
controls
11230 8.3.1 Establish information security, privacy, and data protection

11231 8.3.2 Test, evaluate, and implement information security and

privacy and data protection controls
10565 8.4 Manage enterprise information

Process
Element Hierarchy
10583 8.4.1 Develop information and content management strategies
10654 8.4.1.1 Understand information and content management needs and

the role of IT services for executing the business strategy
10655 8.4.1.2 Assess the information and content management implications

of new technologies
10656 8.4.1.3 Identify and prioritize information and content management

actions
10584 8.4.2 Define the enterprise information architecture

Process
Element Hierarchy
10657 8.4.2.1 Define information elements, composite structure, logical
relationships and constraints, taxonomy, and derivation rules
10658 8.4.2.2 Define information access requirements
10659 8.4.2.3 Establish data custodianship
10660 8.4.2.4 Manage changes to content data architecture requirements
10585 8.4.3 Manage information resources
10661 8.4.3.1 Define the enterprise information/data policies and standards
10662 8.4.3.2 Develop and implement data and content administration

Process
Element Hierarchy
10586 8.4.4 Perform enterprise data and content management
10663 8.4.4.1 Define sources and destinations of content data
10664 8.4.4.2 Manage technical interfaces to users of content
10665 8.4.4.3 Manage retention, revision, and retirement of enterprise

information
10566 8.5 Develop and maintain information technology solutions
10587 8.5.1 Develop the IT development strategy
10666 8.5.1.1 Establish sourcing strategy for IT development
10667 8.5.1.2 Define development processes, methodologies, and tools

standards

Process
Element Hierarchy
10668 8.5.1.3 Select development methodologies and tools
10588 8.5.2 Perform IT services and solutions life cycle planning
10669 8.5.2.1 Plan development of new requirements
10670 8.5.2.2 Plan development of feature and functionality enhancement
10671 8.5.2.3 Develop life cycle plan for IT services and solutions
10589 8.5.3 Develop and maintain IT services and solutions architecture
10672 8.5.3.1 Create IT services and solutions architecture
10673 8.5.3.2 Revise IT services and solutions architecture
10674 8.5.3.3 Retire IT services and solutions architecture

Process
Element Hierarchy
10590 8.5.4 Create IT services and solutions
10675 8.5.4.1 Understand confirmed requirements
10676 8.5.4.2 Design IT services and solutions
10677 8.5.4.3 Acquire/Develop IT service/solution components
10678 8.5.4.4 Train services and solutions resources
10679 8.5.4.5 Test IT services/solutions
10680 8.5.4.6 Confirm customer acceptance
10591 8.5.5 Maintain IT services and solutions

Process
Element Hierarchy
10681 8.5.5.1 Understand upkeep/enhance requirements and defect analysis
10682 8.5.5.2 Design change to existing IT service/solution
10683 8.5.5.3 Acquire/Develop changed IT service/solution component
10684 8.5.5.4 Test IT service/solution change
10685 8.5.5.5 Retire solutions and services

10567 8.6 Deploy information technology solutions
10592 8.6.1 Develop the IT deployment strategy
10686 8.6.1.1 Establish IT services and solutions change policies

Process
Element Hierarchy
10687 8.6.1.2 Define deployment process, procedures, and tools standards
10688 8.6.1.3 Select deployment methodologies and tools
10593 8.6.2 Plan and implement changes
10689 8.6.2.1 Plan change deployment
10690 8.6.2.2 Communicate changes to stakeholders
10691 8.6.2.3 Administer change schedule
10692 8.6.2.4 Train impacted users
10693 8.6.2.5 Distribute and install change
10694 8.6.2.6 Verify change

Process
Element Hierarchy
10594 8.6.3 Plan and manage releases
10695 8.6.3.1 Understand and coordinate release design and acceptance
10696 8.6.3.2 Plan release rollout
10697 8.6.3.3 Distribute and install release
10698 8.6.3.4 Verify release

10568 8.7 Deliver and support information technology services
10595 8.7.1 Develop IT services and solution delivery strategy
10699 8.7.1.1 Establish sourcing strategy for IT delivery
10700 8.7.1.2 Define delivery processes, procedures, and tools standards

Process
Element Hierarchy
10701 8.7.1.3 Select delivery methodologies and tools
10596 8.7.2 Develop IT support strategy
10702 8.7.2.1 Establish sourcing strategy for IT support
10703 8.7.2.2 Define IT support services
10597 8.7.3 Manage IT infrastructure resources
10704 8.7.3.1 Manage IT inventory and assets
10705 8.7.3.2 Manage IT resource capacity
10598 8.7.4 Manage IT infrastructure operations
10706 8.7.4.1 Deliver IT services and solutions

Process
Element Hierarchy
10707 8.7.4.2 Perform IT operations support services
10599 8.7.5 Support IT services and solutions
10708 8.7.5.1 Manage availability
10709 8.7.5.2 Manage facilities
10710 8.7.5.3 Manage backup/recovery
10711 8.7.5.4 Manage performance and capacity
10712 8.7.5.5 Manage incidents

10713 8.7.5.6 Manage problems
10714 8.7.5.7 Manage inquiries

Process
Element Hierarchy
17058 9.0 Manage Financial Resources
10728 9.1 Perform planning and management accounting
10738 9.1.1 Perform planning/budgeting/forecasting
10771 9.1.1.1 Develop and maintain budget policies and procedures
10772 9.1.1.2 Prepare periodic budgets and plans
20135 9.1.1.3 Operationalize and implement plans to achieve budget
10773 9.1.1.4 Prepare periodic financial forecasts
20136 9.1.1.5 Perform variance analysis against forecasts and budgets

Process
Element Hierarchy
10739 9.1.2 Perform cost accounting and control
10774 9.1.2.1 Perform inventory accounting
14057 9.1.2.2 Perform profit center accounting
10775 9.1.2.3 Perform cost of sales analysis
10776 9.1.2.4 Perform product costing
10777 9.1.2.5 Perform variance analysis
11175 9.1.2.6 Report on profitability
10740 9.1.3 Perform cost management
10778 9.1.3.1 Determine key cost drivers

10779 9.1.3.2 Measure cost drivers

Process
Element Hierarchy
10780 9.1.3.3 Determine critical activities
10781 9.1.3.4 Manage asset resource deployment and utilization
10741 9.1.4 Evaluate and manage financial performance
10782 9.1.4.1 Assess customer and product profitability
10783 9.1.4.2 Evaluate new products
10784 9.1.4.3 Perform life cycle costing
10785 9.1.4.4 Optimize customer and product mix
10786 9.1.4.5 Track performance of new-customer and product strategies
10787 9.1.4.6 Prepare activity-based performance measures
10788 9.1.4.7 Manage continuous cost improvement

Process
Element Hierarchy
10729 9.2 Perform revenue accounting
19472 9.2.1 Perform hydrocarbon accounting
10742 9.2.2 Process customer credit
10789 9.2.2.1 Establish credit policies
10790 9.2.2.2 Analyze/approve new account applications
14187 9.2.2.3 Analyze credit scoring history
14188 9.2.2.4 Forecast credit scoring requirement
10791 9.2.2.5 Review existing accounts
10792 9.2.2.6 Produce credit/collection reports
10793 9.2.2.7 Reinstate or suspend accounts based on credit policies

Process
Element Hierarchy
10743 9.2.3 Invoice customer
10794 9.2.3.1 Maintain customer/product master files
10795 9.2.3.2 Generate customer billing data
10796 9.2.3.3 Transmit billing data to customers
10797 9.2.3.4 Post receivable entries

10798 9.2.3.5 Resolve customer billing inquiries
10744 9.2.4 Process accounts receivable (AR)
10799 9.2.4.1 Establish AR policies
10800 9.2.4.2 Receive/deposit customer payments

Process
Element Hierarchy
10801 9.2.4.3 Apply cash remittances
10802 9.2.4.4 Prepare AR reports
10803 9.2.4.5 Post AR activity to the general ledger
10745 9.2.5 Manage and process collections
10804 9.2.5.1 Establish policies for delinquent accounts
10805 9.2.5.2 Analyze delinquent account balances
10806 9.2.5.3 Correspond/negotiate with delinquent accounts
10807 9.2.5.4 Discuss account resolution with internal parties
10808 9.2.5.5 Process adjustments/write off balances
14007 9.2.5.6 Perform recovery workout
14008 9.2.5.7 Manage default accounts
10746 9.2.6 Manage and process adjustments/deductions

Process
Element Hierarchy
10809 9.2.6.1 Establish policies/procedures for adjustments
10810 9.2.6.2 Analyze adjustments
10811 9.2.6.3 Correspond/negotiate with customer
10812 9.2.6.4 Discuss resolution with internal parties
10813 9.2.6.5 Prepare chargeback invoices
10814 9.2.6.6 Process related entries
10730 9.3 Perform general accounting and reporting
10747 9.3.1 Manage policies and procedures
10815 9.3.1.1 Negotiate service-level agreements
10816 9.3.1.2 Establish accounting policies
10817 9.3.1.3 Set and enforce approval limits

Process
Element Hierarchy
10818 9.3.1.4 Establish common financial systems
10748 9.3.2 Perform general accounting
10819 9.3.2.1 Maintain chart of accounts
10820 9.3.2.2 Process journal entries
10821 9.3.2.3 Process allocations
10822 9.3.2.4 Process period end adjustments
10823 9.3.2.5 Post and reconcile intercompany transactions
10824 9.3.2.6 Reconcile general ledger accounts
10825 9.3.2.7 Perform consolidations and process eliminations
10826 9.3.2.8 Prepare trial balance

Process
Element Hierarchy
10827 9.3.2.9 Prepare and post management adjustments
19478 9.3.3 Perform joint venture accounting
10749 9.3.4 Perform fixed-asset accounting
10828 9.3.4.1 Establish fixed-asset policies and procedures
10829 9.3.4.2 Maintain fixed-asset master data files
10830 9.3.4.3 Process and record fixed-asset additions and retires
10831 9.3.4.4 Process and record fixed-asset adjustments, enhancements,

10832 9.3.4.5 Process and record fixed-asset maintenance and repair

expenses
10833 9.3.4.6 Calculate and record depreciation expense

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

10750 9.3.5 Perform financial reporting
10837 9.3.5.1 Prepare business unit financial statements
10838 9.3.5.2 Prepare consolidated financial statements
10839 9.3.5.3 Perform business unit reporting/review management reports

Process
Element Hierarchy
10840 9.3.5.4 Perform consolidated reporting/review of cost management
reports
10841 9.3.5.5 Prepare statements for board review
10842 9.3.5.6 Produce quarterly/annual filings and shareholder reports
10843 9.3.5.7 Produce regulatory reports
14074 9.3.5.8 Perform legal and management consolidation
10731 9.4 Manage fixed-asset project accounting
10751 9.4.1 Perform capital planning and project approval
10844 9.4.1.1 Develop capital investment policies and procedures

Process
Element Hierarchy
10845 9.4.1.2 Develop and approve capital expenditure plans and budgets
10846 9.4.1.3 Review and approve capital projects and fixed-asset

acquisitions
10847 9.4.1.4 Conduct financial justification for project approval
19482 9.4.2 Account for land and lease assets
10752 9.4.3 Perform capital project accounting
10848 9.4.3.1 Create project account codes

10849 9.4.3.2 Record project-related transactions
10850 9.4.3.3 Monitor and track capital projects and budget spending

Process
Element Hierarchy
10851 9.4.3.4 Close/capitalize projects
10852 9.4.3.5 Measure financial returns on completed capital projects
10732 9.5 Process payroll
10753 9.5.1 Report time
10853 9.5.1.1 Establish policies and procedures
10854 9.5.1.2 Collect and record employee time worked

10855 9.5.1.3 Analyze and report paid and unpaid leave
10856 9.5.1.4 Monitor regular, overtime, and other hours
10857 9.5.1.5 Analyze and report employee utilization

10754 9.5.2 Manage pay
10858 9.5.2.1 Enter employee time worked into payroll system
10859 9.5.2.2 Maintain and administer employee earnings information

Process
Element Hierarchy
10860 9.5.2.3 Maintain and administer applicable deductions
10861 9.5.2.4 Monitor changes in tax status of employees
10862 9.5.2.5 Process and distribute payments
10863 9.5.2.6 Process and distribute manual checks

10864 9.5.2.7 Process period-end adjustments
10865 9.5.2.8 Respond to employee payroll inquiries

10755 9.5.3 Manage and process payroll taxes
10866 9.5.3.3 Calculate and pay applicable payroll taxes
10867 9.5.3.4 Produce and distribute employee annual tax statements
10868 9.5.3.5 File regulatory payroll tax forms
10733 9.6 Process accounts payable and expense reimbursements
10756 9.6.1 Process accounts payable (AP)

Process
Element Hierarchy
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file
10870 9.6.1.2 Maintain/manage electronic commerce

10871 9.6.1.3 Audit invoices and key data in AP system
10872 9.6.1.4 Approve payments

10873 9.6.1.5 Process financial accruals and reversals
10874 9.6.1.6 Process payroll taxes
10875 9.6.1.7 Research/Resolve payroll exceptions
10876 9.6.1.8 Process payments
10877 9.6.1.9 Respond to AP inquiries
10878 9.6.1.10 Retain records

10879 9.6.1.11 Adjust accounting records
10757 9.6.2 Process expense reimbursements

Process
Element Hierarchy
10880 9.6.2.1 Establish and communicate expense reimbursement policies
and approval limits
10881 9.6.2.2 Capture and report relevant tax data
10882 9.6.2.3 Approve reimbursements and advances

10883 9.6.2.4 Process reimbursements and advances
10884 9.6.2.5 Manage personal accounts
10734 9.7 Manage treasury operations
10758 9.7.1 Manage treasury policies and procedures
10885 9.7.1.1 Establish scope and governance of treasury operations
10886 9.7.1.2 Establish and publish treasury policies
10887 9.7.1.3 Develop treasury procedures
10888 9.7.1.4 Monitor treasury procedures
10889 9.7.1.5 Audit treasury procedures

10890 9.7.1.6 Revise treasury procedures

Process
Element Hierarchy
10891 9.7.1.7 Develop and confirm internal controls for treasury
10892 9.7.1.8 Define system security requirements
10759 9.7.2 Manage cash
10893 9.7.2.1 Manage and reconcile cash positions
10894 9.7.2.2 Manage cash equivalents
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs)

10896 9.7.2.4 Develop cash flow forecasts
10897 9.7.2.5 Manage cash flows
10898 9.7.2.6 Produce cash management accounting transactions and

reports
10899 9.7.2.7 Manage and oversee banking relationships

Process
Element Hierarchy
10900 9.7.2.8 Analyze, negotiate, resolve, and confirm bank fees
10760 9.7.3 Manage in-house bank accounts
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries
10902 9.7.3.2 Manage and facilitate inter-company borrowing transactions

10903 9.7.3.3 Manage centralized outgoing payments on behalf of
subsidiaries
10904 9.7.3.4 Manage central incoming payments on behalf of subsidiaries
10905 9.7.3.5 Manage internal payments and netting transactions
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts
10907 9.7.3.7 Provide account statements for in-house bank accounts

10761 9.7.4 Manage debt and investment
10908 9.7.4.2 Manage financial intermediary relationships

Process
Element Hierarchy
10909 9.7.4.3 Manage liquidity
10910 9.7.4.4 Manage issuer exposure
10911 9.7.4.5 Process and oversee debt and investment transactions
10912 9.7.4.6 Process and oversee foreign currency transactions
10913 9.7.4.7 Produce debt and investment accounting transaction reports
14210 9.7.4.8 Process and oversee interest rate transactions
11208 9.7.5 Monitor and execute risk and hedging transactions
12974 9.7.5.1 Develop risk management/hedging strategy
11209 9.7.5.2 Manage interest rate risk

11210 9.7.5.3 Manage foreign exchange risk
19582 9.7.5.3.4 Execute foreign exchange trades

Process
Element Hierarchy
19583 9.7.5.3.5 Mange foreign exchange balance sheet risk
11211 9.7.5.4 Manage exposure risk
20137 9.7.5.5 Execute hedging transactions
19589 9.7.5.5.2 Establish hedges

19590 9.7.5.5.3 Unwind hedges
11213 9.7.5.5.4 Evaluate and refine hedging positions
11215 9.7.5.5.5 Monitor credit
11214 9.7.5.6 Produce hedge accounting transactions and reports
10735 9.8 Manage internal controls
10762 9.8.1 Establish internal controls, policies, and procedures
10914 9.8.1.1 Establish board of directors and audit committee
10915 9.8.1.2 Define and communicate code of ethics

Process
Element Hierarchy
10916 9.8.1.3 Assign roles and responsibility for internal controls
11250 9.8.1.4 Define business process objectives and risks
11251 9.8.1.5 Define entity/unit risk tolerances
10763 9.8.2 Operate controls and monitor compliance with internal

controls policies and procedures
10917 9.8.2.1 Design and implement control activities
10918 9.8.2.2 Monitor control effectiveness
10919 9.8.2.3 Remediate control deficiencies
10920 9.8.2.4 Create compliance function

Process
Element Hierarchy
10921 9.8.2.5 Operate compliance function
10922 9.8.2.6 Implement and maintain controls-related enabling
10764 9.8.3 Report on internal controls compliance
10923 9.8.3.1 Report to external auditors
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities

exchanges, etc.
10925 9.8.3.3 Report to third parties
10926 9.8.3.4 Report to internal management
10736 9.9 Manage taxes
10765 9.9.1 Develop tax strategy and plan
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy
10928 9.9.1.2 Consolidate and optimize total tax plan
10929 9.9.1.3 Maintain tax master data

Process
Element Hierarchy
10766 9.9.2 Process taxes
10930 9.9.2.1 Perform tax planning/strategy
10931 9.9.2.2 Prepare returns
10932 9.9.2.3 Prepare foreign taxes
10933 9.9.2.4 Calculate deferred taxes
10934 9.9.2.5 Account for taxes
10935 9.9.2.6 Monitor tax compliance
10936 9.9.2.7 Address tax inquiries
10737 9.10 Manage international funds/consolidation
10767 9.10.1 Monitor international rates
10768 9.10.2 Manage transactions

Process
Element Hierarchy
10769 9.10.3 Monitor currency exposure/hedge currency
10770 9.10.4 Report results
17059 9.11 Perform global trade services
14090 9.11.1 Screen sanctioned party list
14091 9.11.2 Control exports and imports
14092 9.11.3 Classify products
19593 9.11.4 Perform currency conversion
14093 9.11.5 Calculate duty

14094 9.11.6 Communicate with customs
14095 9.11.7 Document trade

Process
Element Hierarchy
14096 9.11.8 Process trade preferences
14097 9.11.9 Handle restitution
14098 9.11.10 Prepare letter of credit
19207 10.0 Acquire, Construct, and Manage Property Assets
10937 10.1 Plan and acquire assets
10941 10.1.1 Develop property strategy and long term vision
10955 10.1.1.1 Confirm alignment of property requirements with business

strategy
10956 10.1.1.2 Appraise the external environment
10957 10.1.1.3 Determine build or buy decision
10943 10.1.2 Plan facility

Process
Element Hierarchy
10958 10.1.2.1 Design facility
10959 10.1.2.2 Analyze budget
10960 10.1.2.3 Select property
10961 10.1.2.4 Negotiate terms for facility
10962 10.1.2.5 Manage construction or modification to building
10944 10.1.3 Provide workspace and facilities
10963 10.1.3.1 Acquire workspace and facilities
10964 10.1.3.2 Change fit/form/function of workspace and facilities
10949 10.1.4 Manage facilities operations
10965 10.1.4.1 Relocate people
10966 10.2 Relocate material and tools
19208 10.3 Design and construct productive assets

Process
Element Hierarchy
19209 10.3.1 Manage capital program for productive assets
19210 10.3.1.1 Define capital investment plan
19211 10.3.1.2 Monitor capital program
19212 10.3.1.3 Secure construction financing

20139 10.3.2 Design and plan asset construction
19220 10.3.2.1 Develop construction strategy
11276 10.3.2.2 Perform construction performance management
19221 10.3.2.3 Obtain construction permissions
19222 10.3.2.4 Design assets
19223 10.3.2.5 Plan construction resources
19229 10.3.3 Schedule and perform construction work

Process
Element Hierarchy
19230 10.3.3.1 Schedule construction work
19231 10.3.3.2 Obtain resources
19232 10.3.3.3 Construct new assets
19233 10.3.3.4 Augment existing assets
19234 10.3.3.5 Renew/Replace assets
19224 10.3.4 Manage asset construction
19225 10.3.4.1 Monitor work performance
19226 10.3.4.2 Undertake construction quality control
19227 10.3.4.3 Create work and asset records
19228 10.3.4.4 Manage safety, security, and access to sites
19238 10.4 Maintain productive assets

Process
Element Hierarchy
19239 10.4.1 Plan asset maintenance
19240 10.4.1.1 Develop maintenance strategies
10967 10.4.1.2 Analyze assets and predict maintenance requirements
19241 10.4.1.3 Specify maintenance policies
10968 10.4.1.4 Integrate preventive maintenance into operations schedule
19242 10.4.1.5 Identify work management tasks & priorities
19243 10.4.1.6 Conduct resource planning
19244 10.4.1.7 Create work plans

19245 10.4.2 Manage asset maintenance
19246 10.4.2.1 Schedule work
19247 10.4.2.2 Obtain required resources

Process
Element Hierarchy
19248 10.4.2.3 Undertake quality control
19249 10.4.2.4 Update work and asset records
19250 10.4.2.5 Manage maintenance work safety
19251 10.4.2.6 Define maintenance performance targets
19252 10.4.2.7 Monitor maintenance performance against targets/contracts
19253 10.4.3 Perform asset maintenance
10947 10.4.3.1 Perform preventative asset maintenance
19254 10.4.3.2 Perform routine asset maintenance
19255 10.4.3.3 Perform corrective asset maintenance and repairs
19256 10.4.3.4 Identify unplanned maintenance requirements
19257 10.4.3.5 Perform unplanned maintenance and repairs

Process
Element Hierarchy
14204 10.5 Dispose of non-productive/underperforming assets
16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and

Resiliency
17060 11.1 Manage enterprise risk
16439 11.1.1 Establish the enterprise risk framework and policies
16440 11.1.1.1 Determine risk tolerance for organization
16441 11.1.1.2 Develop and maintain enterprise risk policies and procedures
16442 11.1.1.3 Identify and implement enterprise risk management tools
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the

organization

Process
Element Hierarchy
16444 11.1.1.5 Prepare and report enterprise risk to executive management
and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities
16446 11.1.2.1 Identify enterprise level risks
16447 11.1.2.2 Assess risks to determine which to mitigate
16448 11.1.2.3 Develop risk mitigation and management strategy and

16449 11.1.2.4 Verify business unit and functional risk mitigation plans are
implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored
16451 11.1.2.6 Report on enterprise risk activities
16452 11.1.2.7 Coordinate business unit and functional risk management

activities
16453 11.1.2.8 Ensure that each business unit/function follows the enterprise
risk management process
16454 11.1.2.9 Ensure that each business unit/function follows the enterprise
risk reporting process

Process
Element Hierarchy
17462 11.1.3 Manage business unit and function risk
16456 11.1.3.1 Identify risks
16457 11.1.3.2 Assess risks using enterprise risk framework policies and
procedures
16458 11.1.3.3 Develop mitigation plans for risks
16459 11.1.3.4 Implement mitigation plans for risks
16460 11.1.3.5 Monitor risks
16461 11.1.3.6 Analyze risk activities and update plans
16462 11.1.3.7 Report on risk activities
17467 11.2 Manage compliance
17468 11.2.1 Establish compliance framework and policies
17469 11.2.1.1 Develop enterprise compliance policies and procedures

Process
Element Hierarchy
17470 11.2.1.2 Implement enterprise compliance activities
14133 11.2.1.3 Manage internal audits
14137 11.2.1.4 Maintain controls-related technologies and tools
16463 11.2.2 Manage regulatory compliance
16464 11.2.2.1 Develop regulatory compliance procedures
16465 11.2.2.2 Identify applicable regulatory requirements
16466 11.2.2.3 Monitor the regulatory environment for changing or emerging

regulations
16467 11.2.2.4 Assess current compliance position and identify weaknesses

16468 11.2.2.5 Implement missing or stronger regulatory compliance controls
and policies

Process
Element Hierarchy
16469 11.2.2.6 Monitor and test regulatory compliance position and existing
controls
19595 11.2.2.7 Compile and communicate compliance scorecard(s)
19596 11.2.2.8 Compile and communicate internal and regulatory compliance

reports
16470 11.2.2.9 Maintain relationships with regulators as appropriate
11185 11.3 Manage remediation efforts
11201 11.3.1 Create remediation plans
11202 11.3.2 Contact and confer with experts
11203 11.3.3 Identify/dedicate resources

Process
Element Hierarchy
11204 11.3.4 Investigate legal aspects
11205 11.3.5 Investigate damage cause
11206 11.3.6 Amend or create policy
11216 11.4 Manage business resiliency
11221 11.4.1 Develop the business resilience strategy
11222 11.4.2 Perform continuous business operations planning

11223 11.4.3 Test continuous business operations
11224 11.4.4 Maintain continuous business operations
16471 11.4.5 Share knowledge of specific risks across other parts of the
organization
10012 12.0 Manage External Relationships

Process
Element Hierarchy
11010 12.1 Build investor relationships
11035 12.1.1 Plan, build, and manage lender relations
11036 12.1.2 Plan, build, and manage analyst relations
11037 12.1.3 Communicate with shareholders
11011 12.2 Manage government and industry relationships
11038 12.2.1 Manage government relations
12869 12.2.1.1 Assess relationships
12870 12.2.1.2 Appoint responsible executives
12871 12.2.1.3 Monitor relationships
12872 12.2.1.4 Receive input from internal advisors
12873 12.2.1.5 Receive input from external advisors
12874 12.2.1.6 Liaise with authorities

Process
Element Hierarchy
11039 12.2.2 Manage relations with quasi-government bodies
12875 12.2.2.1 Establish relationships with agencies
12878 12.2.2.4 Plan and manage meetings
11040 12.2.3 Manage relations with trade or industry groups
12879 12.2.3.1 Evaluate the requirements for strategic relationships
12880 12.2.3.2 Monitor the success of the partnerships
12881 12.2.3.3 Extend or change the relationships
11041 12.2.4 Manage lobby activities

11012 12.3 Manage relations with board of directors
11042 12.3.1 Report financial results

Process
Element Hierarchy
11043 12.3.2 Report audit findings
11013 12.4 Manage legal and ethical issues
11044 12.4.1 Create ethics policies
11045 12.4.2 Manage corporate governance policies
11046 12.4.3 Develop and perform preventive law programs
11047 12.4.4 Ensure compliance
11053 12.4.4.1 Plan and initiate compliance program
11054 12.4.4.2 Execute compliance program

Process
Element Hierarchy
11048 12.4.5 Manage outside counsel
11056 12.4.5.1 Assess problem and determine work requirements
11057 12.4.5.2 Engage/Retain outside counsel if necessary
11058 12.4.5.3 Receive strategy/budget
11059 12.4.5.4 Receive work product and manage/monitor case and work
performed
11060 12.4.5.5 Process payment for legal services
11061 12.4.5.6 Track legal activity/performance

Process
Element Hierarchy
11049 12.4.6 Protect intellectual property
11062 12.4.6.1 Manage copyrights, patents, and trademarks
11063 12.4.6.2 Maintain intellectual property rights and restrictions
11064 12.4.6.3 Administer licensing terms
11065 12.4.6.4 Administer options
11050 12.4.7 Resolve disputes and litigations

11051 12.4.8 Provide legal advice/counseling
11052 12.4.9 Negotiate and document agreements/contracts

Process
Element Hierarchy
11014 12.5 Manage public relations program
11066 12.5.1 Manage community relations
11067 12.5.3 Manage media relations
11068 12.5.4 Promote political stability
11069 12.5.5 Create press releases
11070 12.5.6 Issue press releases
10013 13.0 Develop and Manage Business Capabilities
16378 13.1 Create and manage organizational performance strategy

Manage business processes

Process
Element Hierarchy
16379 13.1.1 Establish and maintain process management governance
16380 13.1.1.1 Define and manage governance approach
16381 13.1.1.2 Establish and maintain process tools and templates
16382 13.1.1.3 Assign and support process ownership
16383 13.1.1.4 Perform process governance activities
16384 13.1.2 Define and manage process frameworks
16385 13.1.2.1 Establish and maintain process framework
16386 13.1.2.2 Identify cross-functional processes

Process
Element Hierarchy
16387 13.1.3 Define processes
16388 13.1.3.1 Scope processes
16389 13.1.3.2 Analyze processes
20140 13.1.3.2.1 Identify published best practices
16390 13.1.3.3 Model and document processes
16391 13.1.3.4 Publish processes
16392 13.1.4 Manage process performance
16393 13.1.4.1 Provide process training

Process
Element Hierarchy
16394 13.1.4.2 Support process execution
16395 13.1.4.3 Measure and report process performance
20141 13.1.4.3.1 Identify additional metrics as required
16396 13.1.5 Improve processes
16397 13.1.5.1 Identify and select improvement opportunities
16398 13.1.5.2 Manage improvement projects
16399 13.1.5.3 Perform continuous improvement activities
16400 13.2 Manage portfolio, program, and project
16401 13.2.1 Manage portfolio
16402 13.2.1.1 Establish portfolio strategy

Process
Element Hierarchy
16403 13.2.1.2 Define portfolio governance
16404 13.2.1.3 Monitor and control portfolio
16405 13.2.2 Manage programs
16406 13.2.2.1 Establish program structure and approach
16407 13.2.2.2 Manage program stakeholders and partners
16408 13.2.2.3 Manage program execution
16409 13.2.2.4 Review and report program performance

Process
Element Hierarchy
16410 13.2.3 Manage projects
16411 13.2.3.1 Establish project scope
11117 13.2.3.1.1 Identify project requirements and objectives
16412 13.2.3.1.2 Identify project resource requirements
11118 13.2.3.1.3 Assess culture and readiness for project management

approach
11119 13.2.3.1.4 Identify appropriate project management methodologies
11120 13.2.3.1.5 Create business case and obtain funding

Process
Element Hierarchy
11121 13.2.3.1.6 Develop project measures and indicators
16413 13.2.3.2 Develop project plans
11123 13.2.3.2.1 Define roles and resources
20142 13.2.3.2.2 Acquire/secure project resources
11124 13.2.3.2.3 Identify specific IT requirements
11125 13.2.3.2.4 Create training and communication plans
11127 13.2.3.2.5 Design recognition and reward approaches
11128 13.2.3.2.6 Design and plan launch of project
11129 13.2.3.2.7 Deploy the project

Process
Element Hierarchy
16414 13.2.3.3 Execute projects
11131 13.2.3.4 Evaluate impact of project management (strategy and

16415 13.2.3.5 Report the status of project
16416 13.2.3.6 Manage project scope
11132 13.2.3.7 Promote and sustain activity and involvement
11133 13.2.3.8 Realign and refresh project management strategy and

approaches
16417 13.2.3.9 Review and report project performance

Process
Element Hierarchy
16418 13.2.3.10 Close projects
17471 13.3 Manage enterprise quality
17472 13.3.1 Establish quality requirements
17473 13.3.1.1 Define critical-to-quality characteristics
17474 13.3.1.2 Define preventive quality activities
17475 13.3.1.3 Develop quality controls
17476 13.3.1.3.1 Define process steps for controls (or integration points)

Process
Element Hierarchy
17477 13.3.1.3.2 Define sampling plan
17478 13.3.1.3.3 Identify measurement methods
17479 13.3.1.3.4 Define required competencies
17480 13.3.1.4 Prove capability to assess compliance with requirements
17481 13.3.1.5 Finalize quality plan
17482 13.3.2 Evaluate performance to requirements

Process
Element Hierarchy
17483 13.3.2.1 Test against quality plan
17484 13.3.2.1.1 Conduct test and collect data
17485 13.3.2.1.2 Record result(s)
17486 13.3.2.1.3 Determine disposition of result(s)
17487 13.3.2.2 Assess results of tests
17488 13.3.2.2.1 Assess sample significance
17489 13.3.2.2.2 Summarize result(s)

Process
Element Hierarchy
17490 13.3.2.2.3 Recommend actions
17491 13.3.2.2.4 Decide next steps
17492 13.3.3 Manage non-conformance
17493 13.3.3.1 Assess potential impact
17494 13.3.3.2 Determine immediate action(s)
17495 13.3.3.3 Identify root cause(s)
17496 13.3.3.4 Take corrective or preventative action
17497 13.3.3.5 Close non-conformance

Process
Element Hierarchy
17498 13.3.4 Implement and maintain the enterprise quality management
system (EQMS)
17499 13.3.4.1 Define the quality strategy
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics
17502 13.3.4.4 Develop and document EQMS policies, procedures, standards,

and measures

Process
Element Hierarchy
17503 13.3.4.5 Assess the EQMS performance
17504 13.3.4.6 Create environment and capability for EQMS improvement(s)
17505 13.3.4.6.1 Reward quality excellence
17506 13.3.4.6.2 Create and maintain quality partnerships
17507 13.3.4.6.3 Maintain talent capabilities and competencies
17508 13.3.4.6.4 Incorporate EQMS messaging into communication channels
17509 13.3.4.6.5 Assure independent EQMS management access to appropriate

authority in the organization

Process
Element Hierarchy
17510 13.3.4.6.6 Transfer proven EQMS methods
11074 13.4 Manage change
11134 13.4.1 Plan for change
11138 13.4.1.1 Select process improvement methodology
11139 13.4.1.2 Assess readiness for change
11140 13.4.1.3 Determine stakeholders

Process
Element Hierarchy
11141 13.4.1.4 Identify change champion(s)
11142 13.4.1.5 Form design team
11143 13.4.1.6 Define scope
11144 13.4.1.7 Understand current state
11145 13.4.1.8 Define future state
11146 13.4.1.9 Conduct organizational risk analysis
11147 13.4.1.10 Assess cultural issues
20143 13.4.1.11 Identify impacted groups
20144 13.4.1.12 Determine degree/extent of impact

Process
Element Hierarchy
11148 13.4.1.13 Establish accountability for change management
11149 13.4.1.14 Identify barriers to change
11150 13.4.1.15 Determine change enablers
11151 13.4.1.16 Identify resources and develop measures
11135 13.4.2 Design the change
11152 13.4.2.1 Assess connection to other initiatives
11153 13.4.2.2 Develop change management plans

Process
Element Hierarchy
11154 13.4.2.3 Develop training plan
11155 13.4.2.4 Develop communication plan
20145 13.4.2.5 Assign change champion(s)
11156 13.4.2.6 Develop rewards/incentives plan
11157 13.4.2.7 Establish change adoption metrics
11158 13.4.2.8 Establish/Clarify new roles
11159 13.4.2.9 Identify budget/roles

Process
Element Hierarchy
11136 13.4.3 Implement change
11160 13.4.3.1 Create commitment for improvement/change
11161 13.4.3.2 Reengineer business processes and systems
11162 13.4.3.3 Support transition to new roles or exit strategies for

incumbents
11163 13.4.3.4 Monitor change
20146 13.4.3.5 Report on change
11137 13.4.4 Sustain improvement

Process
Element Hierarchy
11164 13.4.4.1 Monitor improved process performance
11165 13.4.4.2 Capture and reuse lessons learned from change process
11166 13.4.4.3 Take corrective action as necessary
11073 13.5 Develop and manage enterprise-wide knowledge management

(KM) capability
11095 13.5.1 Develop KM strategy
11100 13.5.1.1 Develop governance model
11101 13.5.1.2 Establish central KM core group

Process
Element Hierarchy
11102 13.5.1.3 Define roles and accountability of core group versus operating
units
11103 13.5.1.4 Develop funding models
11104 13.5.1.5 Identify links to key initiatives
11105 13.5.1.6 Develop core KM methodologies
11106 13.5.1.7 Assess IT needs and engage IT function
11107 13.5.1.8 Develop training and communication plans
11108 13.5.1.9 Develop change management approaches

Process
Element Hierarchy
11109 13.5.1.10 Develop strategic measures and indicators
11096 13.5.2 Assess KM capabilities
11110 13.5.2.1 Assess maturity of existing KM initiatives
11111 13.5.2.2 Evaluate existing KM approaches
11112 13.5.2.3 Identify gaps and needs
11113 13.5.2.4 Enhance/Modify existing KM approaches
11114 13.5.2.5 Develop new KM approaches
11115 13.5.2.6 Implement new KM approaches
16436 13.6 Measure and benchmark

Process
Element Hierarchy
11071 13.6.1 Create and manage organizational performance strategy
11075 13.6.1.1 Create enterprise measurement systems model
11076 13.6.1.2 Measure process productivity
11077 13.6.1.3 Measure cost effectiveness
11078 13.6.1.4 Measure staff efficiency

Process
Element Hierarchy
11079 13.6.1.5 Measure cycle time
11072 13.6.2 Benchmark performance
11083 13.6.2.1 Conduct performance assessments
11084 13.6.2.2 Develop benchmarking capabilities
11085 13.6.2.3 Conduct internal process and external competitive

benchmarking
11087 13.6.2.4 Conduct gap analysis to understand need for change and
degree needed
11088 13.6.2.5 Establish need for change
20147 13.6.3 Evaluate process performance

Process
Element Hierarchy
10270 13.6.3.1 Establish appropriate performance indicators (metrics)
10271 13.6.3.2 Establish monitoring frequency
20148 13.6.3.3 Collect data
10272 13.6.3.4 Calculate performance measures
10273 13.6.3.5 Identify performance trends
10274 13.6.3.6 Analyze performance against benchmark data
10275 13.6.3.7 Prepare reports
10276 13.6.3.8 Develop performance improvement plan
11179 13.7 Manage environmental health and safety (EHS)

Process
Element Hierarchy
11180 13.7.1 Determine environmental health and safety impacts
11186 13.7.1.1 Evaluate environmental impact of products, services, and

operations
11187 13.7.1.2 Conduct health and safety and environmental audits
11181 13.7.3 Develop and execute functional EHS program
11188 13.7.3.1 Identify regulatory and stakeholder requirements
11189 13.7.3.2 Assess future risks and opportunities

Process
Element Hierarchy
11190 13.7.3.3 Create EHS policy, practices and procedures
11191 13.7.3.4 Record and manage EHS events
11182 13.7.4 Train and educate functional employees and responders
11192 13.7.4.1 Communicate EHS issues to stakeholders and provide support
11183 13.7.5 Monitor and manage functional EHS management program
11193 13.7.5.1 Manage EHS costs and benefits
11194 13.7.5.2 Measure and report EHS performance
11196 13.7.5.3 Implement emergency response program

Process
Element Hierarchy
11197 13.7.5.4 Implement pollution prevention program
11195 13.7.5.7 Provide employees /families with EHS support

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

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

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

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

established by sovereign or multinational authorities. Examine various
regions and geopolitical formations to identify those political and
regulatory issues-present or developing-that can potentially affect the
organization. Plan for an iterative process, partitioned across regional
and geopolitical entities that have a direct bearing on the
organization's activities. Assess changes in environmental
compliance, product standards, trade barriers, etc.
Lead time for development can be decades from when a resource is

located until an asset is brought onto production.
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.
Rules within countries change to encourage or discourage

investement

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

composite. Isolate shifts in the societal composition and distribution,
as well as the value systems and attributes that bind the organization
together. Analyze well-regarded publications--and gather the
perspective of public intellectuals and opinion leaders--on relevant
issues.
Identifying changes in ecological ecosystems that can be directly or
indirectly detrimental to the organization. Analyze ecological factors
within the immediate ecosystem for near to middle-term impact.
Analyze the ecology, at large, to get a sense of long-term shifts and
concerns. Gather analyses from research publications. Speak to
subject matter experts. Engage with advocacy groups, lawyers,
journalists, and the active populations.
Establishing measures and procedures for identifying various

intellectual property threats and concerns.
Establishing and defining measures and methods for valuation and
acquisitions of IP. Defining the value of intellectual property for buying
and licensing of IP rights.
Examining the market to identify customer required solutions. Assess
the relevant market(s) to determine the products/services that are
needed or wanted by customers. Carry out quantitative and
qualitative analyses to capture and investigate products/services.
Employ creative techniques that allow for a closer appreciation of the
customer, and design relevant solutions.

Definition
Investigating key market features and customer characteristics, using
qualitative and quantitative measures to capture relevant aspects.
Distill key ingredients that allow the organization to Capture customer
needs and wants [19946], and Assess customer needs and wants
[19947]. Conduct standardized appraisals by defining selection
parameters and setting quotas.
Identifying and collecting customers' wants and needs of a product
and/or services from a marketing perspective. Identify which
consumer needs are important and whether needs are being met by
current products/services.
Creating customer profiles to get a picture of customers and their
needs. Identify particular groups of people/organizations that benefit
from your product/services and then selling to them.
Undertaking a review of the organization's in-house skills and
resources in order to create a big-picture understanding of internal
capacities. Assess the organization's capabilities in order to advance
the advantageous and weed out the detrimental aspects. Identify
synergic associations within the backdrop of the forces and players
active in the market, and take into account all externalities.
Identifying and examining key attributes that differentiate the

organization in the market and those that underscore the core of its
operations. Consider how the organization functions. Reflect over
tangible and intangible aspects in order to spot critical correlations
and the interplay between these attributes. Have senior executives
conduct the analysis, with input from management and operational
personnel.
Identify key elements of operations and measure effectiveness of

these elements within internal operations.

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

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

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

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

Definition
Current personnel assets form part of the basis of the business. You
will not bid on assets without understanding whether you have the
appropriate skills.
Establishing the organization's long-term vision as a strategic
positioning and engagement of stakeholders. Institute the vision by
creating strategic orientations of all stakeholders. Understand the
strategy development frameworks in this context.
Developing goals to define organizations vision. Define and document
ideas, direction, and activities which enable the organization to reach
these goals.
Orienting those entities, associated with the organization that have a
direct bearing on its operations and output, in a way that advances its
strategic vision. Map all stakeholders in strategic configurations,
within the architectural layout of the marketplace, and position the
organization relative to them. (This exercise is undertaken by senior
strategy personnel, drawing upon the process Define a business
concept and long-term vision [17040].)
Developing and executing communication strategies to convey an

alignment plan of all organizational stakeholders, which helps the
organization realize its vision. Create custom communication
strategies and delivery channels with the objective of orienting
stakeholders according to the configuration maps created in the
process Align stakeholders around a strategic vision [10035]. Have
senior strategy personnel closely collaborate with the
communications/marketing team.
Exploration and Production (E&P) companies usually express target in

volume of crude oil or volume of gas.

Definition
Examining the scope and contingencies for restructuring based on
market situation and internal realities. Map the market forces over
which any and all probabilities can be probed for utility and viability.
Once the restructuring options have been analyzed and the due-
diligence performed, execute the deal. Consider seeking professional
services for assistance in formalizing these opportunities.
Identifying opportunities for restructuring the organization, through an

analysis of internal viability and external contingency. Conduct a
broad-based survey of the market landscape, taking the large-scale
trends and movements into account, to determine the necessity and
possibility of restructuring the organization. Review the organization's
internal capacities, the readiness of its process frameworks, the
robustness of its financials, the capableness of its systems, the
resourcefulness of its personnel, etc. for assimilating an extensive
overhaul.
Auditing the status quo of the probabilities, before formalizing any

restructuring of the organization with another entity. Systematically
investigate all entities discerned to be of interest in Identify
restructuring opportunities [16793], to verify all tangible and
substantial facts. Consider engaging specialist professional services
including legal, accounting, and consulting help.
Examining various options shortlisted for assimilating new entities
into the organization or dissociating from it. Undertake a piecemeal
and comprehensive consideration of each option identified for
acquisition, merger, de-merger, and divestment. Consider intangible
and non-material aspects of the entities involved and synergic
aspects. Consider the assistance of specialist professional services.

Definition
Appraising entities identified as being suitable for acquisition, taking
into account the restructuring opportunities in the internal and
external context. Verify the appropriateness and viability of the short-
listed options. Ensure these entities pertain to the state-of-affairs in
the market, as well as fit with the resources and capabilities of the
organization.
Appraising entities identified as being suitable for a merger, taking
stock of the restructuring opportunities within the firm and the
market. Verify the appropriateness and viability of such options.
Assess these entities to ensure their pertinence to the contextual
state-of-affairs in the market, as well as a fit with the resources and
capabilities of the organization itself. (This process can be carried out,
in its entirety, by qualified in-house personnel or may be designated
to specialist professional services providers.)
Evaluating departments and subsidiaries within the organization,

and/or previously merged entities, to assess the appropriateness of a
de-merger, taking account of the fit between these entities as well as
any relevant externalities. Examine the pertinence and soundness of a
formalized dissociation.
Evaluating departments and/or subsidiaries within the organization to
assess the appropriateness of a divestment, taking account of all
market externalities. Examine any internal entities that have been
identified to be suitable for dismemberment from the organization.
Ensure the pertinence and soundness of such a move.
Developing an organization's mission statement, strategy, and

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

Definition
Establishing an overarching, compact statement that concisely
underscores the mission of the organization. Define and communicate
a clear and succinct mission statement, which encapsulates how the
organization aims to proceed in order to Establish a strategic vision
[10020]. Solicit critical inputs from senior management and strategy
executives, and collaborate with marketing or personnel from allied
functions.
Defining the status quo relating to the de facto core of what the
business is. Reflect over the fundamental essence of what the
business accomplishes and the manner in which it operates. Look
beyond the obvious solution capabilities to delineate capacities that
form the basis of the business engine. Involve senior executives and
management personnel and possibly professional services providers.
Outlining actionable objectives that effectively set a course to fulfill

the organization's vision. In this fundamental activity, articulate
certain goals or targets in broad but practicable terms to reach long-
term objectives.
Developing and executing a communication strategy to convey the
mission statement. Create a universal communication strategy and
appropriate delivery channels, with the objective of leveraging the
latter to execute the former. Convey the inherent message of the
mission to all stakeholders, including employees, customers, and the
public. Ensure collaboration between senior strategy personnel and
the communications/marketing team.
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.

Definition
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.
Scoping and probing to study the impact of strategic options for

fulfilling the organization's objectives. Estimate a measure of the
impact effectuated by each set of strategic decisions, which comprise
Define strategic options [10047]. Closely examine the consequences
of each option.
Determine impacts of elements such as staffing, skills, training, new
markets, technology, or policies within operating model which needs
change.
Determining key factors for technology ROI, benefits, architecture,
etc.
Defining a long term plan of action and roadmap to achieve business
to business objectives and goals.
Defining objectives related to business and delivery models to
productize service.
Defining a long term plan of action and roadmap to achieve business
to consumer objectives and goals.
Defining direction and plan objectives for partnering with other
companies to deliver product/services. Focus on creating a vision and
strategic objectives, and culminate in creating measures for strategic
alliance or partnership.
Defining a strategy for corporate development. Include providing a
framework for evaluating merger and acquisition candidates; and
planning for a value creation through merging/demerging with a
company, acquiring a company, or exiting from an already
merged/acquired company.

Definition
Developing a plan and vision to encourage advancements in
technology or services. Create a roadmap for changing or innovating
the business model to make business operations more competitive.
Set up new R&D services for changing or bringing new value
propositions, services, production processes, and invention of
technology not previously used by competitors etc.
Formulating strategic options that create opportunities for the
sustenance and prosperity of the business in the long run. Go beyond
business longevity to consider alternate strategies that allow the
organization's preservation of vitality over time. Earmark resources
and target processes, the former of which are dedicated to the
absorption of sustainable practices in the latter.
Developing a plan to deploy support services and support functions
throughout the organization globally. Arrange the organization's
functional support areas to create efficiencies of scale in the delivery
of support services, globally.
Charting a plan to leverage internal services and support functions
throughout the organization. Delineate a framework of parameters
and criteria to selectively filter service areas for inclusion among the
organization's common resources. Arrange the organization's
functional areas to create efficiencies of scale in the delivery of
internal services.
Developing strategies for the optimization of processes and the
improvement of functional areas in order to improve the bottom line.
Create a road map of decision choices that would allow the
organization to continuously enhance process efficiencies and
advance performance standards.
Creating a framework for disruptive change. Change includes
practices for growth strategies, new product categories, services or
business models. Changes generate significant new value for
consumers, customers, and the corporation. It also seeks to leverage
breakthrough disruptive innovation .

Definition
This is the strategy to allow the business to continue to operate in an
environment of rapidly falling commodity while still achieving long-
term business strategy
Aligning the approach and method of individual units, departments,
systems, and operations within the organization, in accordance with
the larger strategic course adopted. Employ the organization's
strategic path to guide the functions, divisions, and operations.
Calibrate the plan and method of each functional area, as well as the
processes therein, to Select the long-term business strategy [10039].
Formulating a design for the organization's resources that allow it to

meet its objectives. Develop a new framework for molding the
organization's various processes into a coherent and seamless whole.
Evaluating the structural makeup of the organization, including

pertinent features of and associated synergies among constituent
elements. Examine the organization's architectural framework, paying
close attention to the individual elements, the relations among them,
and the conjoint and co-acting forces therein. Analyze functions and
processes, as well as work-related positions. Scrutinize various
relevant characteristics associated with each of them, depending
upon the scale, scope, and type of organization.
Appraising job-specific roles within the organizational chart and their

hierarchical architecture. Analyze a map of work-related roles within
the organizational structure. Examine the value added by the
positions associated with jobs to be performed and how they stack up
within the organization's operations.
Examining the constituent exercises and undertakings within a work-
related position for the purpose of effective delegation. Deconstruct
job-specific roles into activities and visualize the relations among
them, with the objective of assigning responsibilities to the
appropriate personnel.

Definition
Organizing workshop sessions to adopt organizational redesign.
Communicate the organizational structure and mapping of
responsibilities against job roles in order to facilitate an effective
understanding among personnel. Use a collaborative process that
may include participative workshop sessions.
Fleshing out the connections and dependencies among the various
units of the organization. Delineate the relationship among business
units or process frameworks within the organization, in terms of
activities, synergies, and shared resources and responsibilities.
Formalize relationships among business units so that any mutual
coherence is clearly understood and can be attended to.
Creating an understanding of the fit between job roles and

organizational processes in order to properly place personnel.
Deconstruct key processes into constituent activities, and examine
job-related roles. Take cues from Develop role activity diagrams to
assess hand-off activity [10051]. Map appropriate positions against
these important processes, which in turn expedite the deployment of
staff members.
Probing the repercussions of all practicable organizational design

options. Analyze the significance and impact of workable
organizational structure options. Closely examine the long-term
impact of these frameworks over the functioning of the organization.
Embracing and ratifying a new organizational structure. (Assume the

new framework to be the best fit through Assess the organizational
implications of feasible alternatives [10055].)

Definition
Developing overall goals for the organization that help in
accomplishing its mission. Formulate organization-wide targets in the
near to middle term, which will accumulate and propel the
organization to realize its long-term objectives, as outlined in Develop
an overall mission statement [10037]. Enlist business unit heads or
equivalent personnel, in close collaboration with senior management
executives.
Creating and developing strategic objectives that establishes a

process to outline expected outcomes and guide employees' efforts.
Establishing baselines that provide standards for assessing

performance. Create metrics and KPI's for various
functions/processes/activities based on organizational goals.
Defining methodology and frequency of assessment for measuring
and monitoring performance of various functions/processes/activities
against standard set goals.
Charting a strategic course for business units in order to leverage
opportunities, sidestep hurdles, and create synergies among each
other. Create strategic road maps for the organization's units--in light
of their individual resources and requirements, as well as their
relationships with other business units--to achieve organizational
goals.
Assessing the performance of a business unit against set
organizational goals which are based on pre-defined metrics collected
through various business unit operations.
Determining the resources and skills of each business unit based on
knowledge and technical capacity. Enable business units to meet
customer needs and grow in a competitive marketplace.
Evaluating existing business unit strategy based on the company's
strategy and eliminate unwanted/unnecessary resources/elements
and re-consider necessary resources to meet the overall company's
strategy.

Definition
includes manpower /contracts /milestones /accounting / tax
Defining a roadmap to meet customer expectations while considering
how it will affect the business.
Measuring customer feedback in regard to product and services
effectiveness based on overall satisfaction. The data to be analyzed is
collected through surveys, customer responses, and feedbacks based
on the delivered products/services.
Creating methods to gauge customer experiences, expectations, and
suggestions. Review both liked and disliked areas of product/services
to be delivered. Evaluate touchpoints based on the nature of
product/service in the market e.g., billboards, web sites, direct mail,
service calls, etc.
Evaluating customer experiences, expectations, and suggestions in
both liked and disliked areas of the product or services. Analyze all
modes of communication, human and physical interactions, or
customers experience during the relationship lifecycle with your
organization. Evaluate the gaps/further development/alterations to
the existing product/service to attain better customer response.
Analyzing the core reason for the customer
experience/feedback/response about the product/service to take
considerable action for better customer experience.
Creating a design of how customers interact with the business by
analyzing data captured through various customer interaction and
customer involvement. These will be captured through various
channels such as customer satisfaction surveys, feedback forms,
product reviews, targeted studies, observational studies, or voice of
customer research.
Identifying a set of characteristics that define the demographic and
behavioral patterns of the customer. Further, use persona scoring to
design your marketing strategies around personas, and measure and
optimize your interactions with the contacts classified by a certain
persona.

Definition
Creating a story of the customer's experience: from initial contact,
through the process of engagement and into a long-term relationship.
The goal is to teach organization about the customer.
Defining parameters to show aggregated, consistent, and holistic
representation of known data about customers. Define key
parameters which enable the tracking of customers and
communications across every channel.
Establishing a direction and vision on how the organization behaves
towards customers in a consistent, effective way. The key attributes
for customer experience vision consists of emotional connection,
commitments and expectations, compelling value proposition, and
ease of understanding the organization's behavior.
Creating a process to validate the sales process and the assumptions

that underpin the business model. Understand if the products/services
have a repeatable, scalable business model around that product.
Aligning and defining a relevant, differentiated, and credible value

proposition for the brand. Align experience to ensure that the product
and service quality is consistent with brand promise and business
strategies.
Planning, development, and management of content-written or in
other media. Getting the right content to the right user at the right
time through strategic planning of content creation, delivery, and
governance.
Creating a roadmap for customer experience support with an overall
approach, process flow, and impact timeframe.
Determining the necessary skills and competencies required to
efficiently collect customer experiences through the support structure.
Identifying the effect of customer experience through customer

experience support structure on other functions of customer services
related to customer.

Definition
Defining a standard guideline to create and execute the capacities of
registering customer experiences in a timely manner. Create a
common understanding of what behaviors are required to implement
the strategy. Define what talent/skills your organization needs to
reach customer experience goals.
Conveying planned procedures and methods to both internal
departments and external stakeholders like customers, suppliers, etc.,
in an effective manner based on organizational objective.
Managing strategic initiatives, from development through selection,
execution, and evaluation. Conduct and oversee strategic projects
supporting long-term objectives. Administer programs of strategic
significance by developing such initiatives, select the most
appropriate projects, and formulate measures to assess their impact.
Developing strategic projects that help fulfill long-term goals. Develop

time-bound projects that are discretionary in nature and lie beyond
the scope of the organization's routine operations.
Creating a statement of the organization's direction to guide decision
making around the allocation of resources. Provide a focus on the
organization's overarching goals to ensure coherent and considered
action. Strategic objectives are ranked by their importance in
achieving the strategic goals. All subsequent operational or tactical
planning and resource allocation is based on strategic priorities
Creating a statement of the organization's direction based on what is

considered value to the customer or business.
Developing a process for stakeholder dialog that is integrated into the
assessment of business strategies. Report on the evaluation of the
business objectives, strategies, subject, or past events.

Definition
Examining projects of strategic significance that lie outside the
purview of the organization's routine operations. Closely analyze
strategic initiatives for their applicability and feasibility, given the
organization's vision.
Establishing a standard measure of value to determine the business
worth for each of the Identify strategic priorities [19975]. List the
effectiveness and utility for every important strategic element based
on the benefit it adds to the business.
Analyzing the value preposition; the value the customer gets from a
product/services for each of your Identify strategic priorities [19975].
Customer value is the satisfaction a consumer feels after making a
purchase for goods or services relative to what he/she must give up to
receive them.
Selecting relevant projects of strategic significance that create
opportunities for the organization to realize its long-term objectives,
on the basis of their suitability to the organization's constraints and
reality. Select from the process Evaluate strategic initiatives [10058],
based on their applicability and feasibility for the organization. Enlist
senior management, especially strategy personnel.
Listing the most effective procedures in the order of most important to

the least. Create measures or filter for determining which of many
strategic initiatives is most important to the least important.
Establishing procedures for communications within the organization

which creates the road map for successful understanding of strategic
initiatives for both business units and stakeholders (internal and
external).
Devising measures to examine strategic projects. Formulate
evaluation criteria to assess the strategic initiatives for the level of
impact.

Definition
Determining key indicators or factors responsible for driving business
value. Key business value drivers comprise of operational, financial,
and sustainability drivers.
Establishing baseline measures that provide standards for assessing
performance of Identify business value drivers [19982].
Overseeing the progress of activities to ensure they are on-course and
on-schedule in meeting the objectives and performance targets
against Establish baselines for business value drivers [19983].
Successfully implement strategic initiatives. Execution of strategy is

also defined as the process of implementing logical set of connected
activities by an organization to make a strategy work.
Detailing practices and procedures related to the concept of
developing and managing products and services. These are reflected
in the process groups Govern and manage product/service
development program [19696], Generate and define new
product/service ideas [19698], and Develop products and services
[10062].
Supervising the complete product/service program from innovation
until its commercial success. Meeting the customer demand and
expectations. Conduct further development and innovation pertaining
to business goals.
Managing a portfolio of product/service offerings to take advantage of
shifts in the market expectations, all the while coordinating with the
overall business strategy. Revisit the product/service portfolio in light
of market opportunities, and overhaul it to capture value created by
these opportunities. Identify gaps between current offerings and the
market expectations to direct the organization's R&D activity. Create
new solutions, and revise or retire existing ones so that the revamped
portfolio aligns with Develop a business strategy [10015].

Definition
Assessing the capabilities and performance of existing
products/services, in light of market opportunities. Examine
performance of the existing line of products/services, including
measures of profitability, penetration, and value delivered. Identify
gaps between existing solutions' portfolio or their performance levels,
on the one hand, and the current market demand, available
technologies, and/or customer expectations, on the other. Consider
opportunities in the present market environment and any relation with
the performance. Consider input from professional services providers.
Identifying requirements for new products/services or potential

improvements to current offerings. Define spaces where existing
products/services can be enhanced or entirely new ones developed
(given Evaluate performance of existing products/services against
market opportunities [10063]). Depending on the nature of the final
product/service, define requirements as a batch of new abilities or
characteristics, which are to be incorporated in the offerings. Enlist
senior management executives, with assistance from specialized
professional services providers.
Checking the alignment of product/service portfolio, and its individual

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

Definition
Setting prerequisites for the cost of development and quality
standards for the new solutions' portfolio and/or its individual
offerings. Set targets for the budget and quality standards for the
revamped portfolio of solution offerings. Prepare a plan for the outlay
required for revising and adding new product/services. Identify
intended levels of quality for these, bearing in mind the existing
standards of solutions offered by the organization and its competitors.
Enlist senior management executives, particularly those responsible
for finance and budgeting, product/service design,
manufacturing/processing, delivery, and quality control.
Selecting from among the potential new/revised solutions and

capitalizing on market opportunities so that they meet the cost and
quality prerequisites. Create an index of product/service concepts, and
arrange them in order of preference. Base prioritization on adherence
to Plan and develop cost and quality targets [10073], and choose
options that would comprise the revised solution portfolio.
Determining the individual and collective timeframe for realizing

new/revised solutions. Create a schedule that clearly demarcates the
timeframes designated for the development of every new solution
and/or revising each of the existing ones. Create a timetable by
setting deadlines for each step in overhauling the product/service
portfolio.
Developing a programmatic procedure for changing products/services
while paying heed to all stakeholders involved and the prerequisites
identified. Create a plan for changing the existing portfolio of solution
offerings. Develop a systematic program for the design, processing,
and delivery of the new product/service concepts. Construct project-
flow diagrams. Identify the stakeholders involved and personnel
responsible for each stage, as well as the necessary decisions.
Earmark the budgetary outlay, and conduct any strategic planning
required.

Definition
Manage the introduction and withdrawal of products/services.
Administer associated changes, namely measuring the performance of
new solution offerings and the revision of master files in the archives.
Launching revamped product/service portfolio in to the market.

Introduction in to the marketplace is done by deploying effective
channels for marketing, sales, delivery, and after-sales servicing.
Introduce new/revised solution offerings in a concerted effort.
Coordinate a cross-functional effort.
Removing nonconforming products and services. Withdraw those
products/services that do not conform to market realities and are not
positioned to take advantage of prevailing opportunities. Coordinate
with processing/delivery teams within the organization and key
stakeholders in the supply chain. Create mechanisms for continued
after-sales servicing, as well as deploy effective public relations efforts
in order to preserve the image and goodwill of the organization
through the process.
Attuning the performance measures of products/services to better

reflect the revamped portfolio of solution offerings. Revise the
parameters used to measure performance, apropos the organization's
product/service offerings. (Modify these standards in consideration of
the changes made to the portfolio by Introduce new products/services
[10077] and Retire outdated products/services [10078].)

Definition
Learning from either a test or a full production run within the
consumer market. Companies use this as an opportunity to both test
and react to new products, ideas, or innovations based on the initial
reaction of consumers on an individual level. Within this process,
analytics are used to determine the relative success of a new product
offering. Within this process, companies will launch key analytics to
test a products acceptance. They will also review market performance
and compare to similar products and against the business case or the
financial plan. Companies can also measure the effectiveness of their
supply chain network, and can apply what is learned from the post
launch review to other new products, processes, and procedures to
ensure and enhance the product quality.
Measuring the performance of marketing once the product/services

are launched. This broadly covers measuring user engagement and
product's/service's performance in the market.
Conducting customer and market analysis to review progress and

identify opportunities for increasing market position. Track and review
product/service response through sales reports, website statistics,
direct response from customers, and survey reports.
Determining the performance of supply chain to all departments and
logistics from input to shop floor. Seeking performance reviews at
each intersection and communication channels. Review effectiveness
of supply chain and distribution to check if it is meeting the demands
of the various groups and organizations that are concerned with its
activities (groups might include customers, partners, suppliers, and
vendors).
Collecting and examining raw data with the purpose of drawing

conclusions about that information and correlate gaps and efficiencies
to the existing supply chain channels. Apply the information to make
better business decisions to the related supply chain methodologies
to meet efficiency.

Definition
Identifying the quality and performance of the product/service
delivered to customers. Analyze data from the customer feedback,
audits, measures of customer satisfaction (such as product quality
complaints and recalls), and organizational policies on delivery.
Evaluating organization's financial reports and financial reporting

processes. Review and document the ROI catered by the
product/service delivery to the customer in the market.
Analyzing the steps involved in the development of new product, its
effect on existing product, resources, and functions related to the
development of the new product until its sale in the competitive
market place.
Determining the attributes necessary to protect and safeguard
intellectual assets, maximize the value of IP assets through
streamlined process, and collaboration between departments. Focus
on needs to safeguard, critical assets, and assets' value.
Conducting necessary performance reviews on enforcement of
processes and steps to ensure protection. Determine policies and
reviews for Manage patents, copyrights, and regulatory requirements [
19985 ].
Reviewing activities in regards to patentability and infringement. The
usage of Open Source in commercial product development will be
reviewed in regard to licensing, community development, etc.
Determining the business need for patents and copyrights. The

patents and copyrights are managed by Manage copyrights and
patents [11062].

Definition
Defining sourcing and procurement requirements for new product
technical documentation management. Make sourcing-based
decisions that identify the capabilities that will be required in order to
launch the new product. This documentation will be used to support
the product following entry into service. It is compiled and managed
in Manage product and process related data [12082], but the
capability to manage and maintain this documentation must be
defined and established.
Aligning regulatory activities related to managing industry

requirements. Train employees on regulatory requirements. Records
for the appropriate regulatory agencies must be maintained and the
new product process must be approved by the appropriate regulatory
body before it is published to the organization. The submission
lifecycle, i.e. creation, review, and approval of the submission and its
components must be managed in a collaborative fashion.
Conducting training and impart learning to existing and new

employees. Training will relate to the most recent/enforced regulations
of the business to meet Manage regulatory requirements [ 12771 ].
Identifying steps and procedures to manage and regularly update the

records for regulatory agencies. Updates will be made to safety
procedures, identity and access management, software tools and
applications, internal accessibility policies, internal quality
parameters, etc.
Determine and follow the timely input and update of regulatory
information by assessing reforms, regulatory policies, and guidelines.
Controlling/authorizing to enable services' and products' data and

other critical data of these functions through a well secured storage
and accessibility processes backed by siloed applications/IT systems.

Definition
Controlling the details of materials' storage and utilization, supplier
details linked to materials, in a defined sequential manner and
ensuring regular updates with permissible accessibility.
Managing the purchase details/bills through regular and error free
updates to applications. Create manual entries wherever necessary
and ensure timely review of the laid processes and systems.
Controlling and executing the flow of operations from raw form to

finished product in a defined format using industry
applications/routing sheets for the specific product/service layout.
Direct, supervise, and control the product/service details necessary to
execute the process. Adhere to details and descriptions for
product/service through identified or guided parameters towards final
outcome in the market with due critical analysis formed on
organizational objectives.
Administering the specifications of the product/service and ensure
accessibility for product alteration/new product development.
Controlling the details of the product and the input materials. Manage
classification throughout the production process, and for future
accessibility to new product development or product enrichment.
Determining procedures required to assess the sustainability of

defined criterion for product/service delivery to customers. Retain
results for further review as a procedural practice.
Directing and handling data with respect to the procedures followed
across different functions and mission critical applications.
Identifying and handling data accessed by the permitted touch points.

Ensure that no data is accessible to any unnecessary recipient. Data
flow should be controlled through secured access and free from
unauthorized access.

Definition
Determining the requests pertaining to data accessibility. Review the
requester details based on internal data security policies and permit
data access only if internal policies and data access parameters are
met.
Identifying and describing new product or service thoughts based on
organizational objectives/targets.
Coordinating R&D activity to identify new technologies to integrate
into the revamped portfolio of products/services. Conduct early-stage
R&D activity to close gaps between existing solution offerings and
changing market expectations. Triangulate appropriate technologies
that can support the development of a revised product/service
portfolio.
Determining new technologies to revise the portfolio of solution
offerings. Identify recently developed technological advances that can
be leveraged in the development or advancement of the
organization's product/service portfolio. Enlist senior management in
conjunction with personnel responsible for the design, processing, and
delivery of products/services. Have the organization's research
division(s) carry out the process.
Appraising the feasibility of integrating new technologies, whether

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

based on Generate and define new product/service ideas [ 19698 ]

Definition
Assessing and reviewing the concepts and requirements of Generate
and define new product/service ideas [ 19698 ]
Assessing and reviewing the required inputs and necessary elements
such as automation, technology, hardware installation, regulatory
requirements, certifications, etc., for new products/services through
defined process and analysis.
Devising ideas and elements necessary for thoughts on new
product/service development.
Defining potential enhancements to current products/services in order
to take advantage of a shift in market expectations. Identify how the
existing line of products/services may be revised--through
enhancements to individual solutions or across-the-board
renovations--in order to capitalize on present opportunities in the
market.
Encompassing the identification and capture of new product/ service
requirements or potential improvements to current products/services.
Collaborating with members of the supply chain to ensure the
feasibility of what is being defined in the requirements. For example, a
product with manufacturing requirements that supply chain cannot
currently fulfill requires a corporate decision to either upgrade
manufacturing capabilities or abandon the new product. Enterprise-
level effects and needs must be considered. Depending on the nature
of the final product or service, these requirements are often defined
as a set of abilities, such as availability or reliability, that influence
product development decisions.
Determining requirements related to the creation of the

product/service. Explain potential achievements that could be made.
Determining the operations of functions related to the product/service

in the marketing environment.

Definition
Determining the ability of products and services to work together,
exchange and use information in a multi-vendor, multi-network, and
multi-service environment.
Developing safety requirements in line with environmental safety,
occupational health and safety, and community health and safety
guidelines.
Implementing security requirements through authentication and
encryption of CE device data stream. Utilize security measures such
as cryptographic protocols and hardware security (smart cards).
Meeting regulatory requirements set forth by such directives as RoHS,

WEEE, ELV, and REACH.
Complying with consumer electronic industry standards developed by
the Consumer Technology Association (CTA).
Identifying and creating steps and tools to develop the user
experience.
Productizing the service by defining the scope of the service/cost.
Target market for the service and make the service more tangible.
Defining SLAs (Service Level Agreement) and service level KPIs (Key
Performance Indicator).
Establishing areas of growth and further development of
product/service mix, customization, market based changes, etc., to
further demonstrate value to the customer in the competition.
Developing new products/services from scratch, including all activities
associated with the design, prototyping, evaluation, and market
testing of these planned offerings.
Creating and evaluating new products/services, with the objective of
readying them for production. Undertake the design and development
of new products/services. Allocate resources to these projects, create
specifications, ensure compliance, conduct prototyping, test, and
conduct on-boarding of supply-chain stakeholders. Enlist R&D staff,
with the involvement of functional heads, in this iterative process.

Definition
Allocating resources to the design, development, and evaluation of
product/service concepts. Allocate funds, personnel, and time for
developing the new and/or revised products/services. Begin to design
the potential new product/service concepts that have been prioritized
and selected for further development.
Preparing a business-level business case and a technical feasibility
assessment in order to move the product/service projects forward.
Weigh the costs and benefits of designing, developing, and evaluating
the shortlisted product/service concepts. Prepare a business case to
justify the product/service projects. Conduct a technical appraisal to
ensure that the organization has the technical know-how and
resources to further develop these concepts.
Creating design specifications. Create specifications for the design of

new or revised product/service concepts as a measure to meet during
development. Have the senior functional-level solutioning or design
staff create a framework of compliance standards for these
products/services.
Determining the usability and user experience of products and the
business impact it creates.
Providing warranty plan and pricing specifications for
recommendation.
Documenting requirements to meet in the design of new or revised
products/services. Specify technical, quality, and costing
requirements, as well as ergonomic, safety, and servicing
requirements for such products/services. Ensure the information
presented can be understood by the personnel executing the design
and includes examples, anecdotal references, and illustrations.

Definition
Conducting any mandatory and elective appraisals of the
product/service design specifications in order to ensure compliance
with external standards. Carry out external reviews of specifications
created for the development of new product/service designs. Conduct
mandatory appraisals such as legal and regulatory, as well as any
optional assessments that, for instance, pitch the specifications
against industrial benchmarks.
Creating a sketch of the customer focused product/service in Develop

and Manage Products and Services [ 10003 ].
Carrying out the steps necessary to appropriately manufacture correct
parts. This includes designing application, product hardware, mold,
casting, mechanical, and electrical aspects of the product.
Creating product application service view to allow for product

servicing and refurbishing.
Replacing core components and republishing.
Reviewing the design and approach for troubleshooting the product.
Designing the BOM-Bill of material, manufacturing BOM and Service

BOMA bill of materials list for all the raw materials and
components/parts used in the producing end product.
Designing hardware and software upgrade techniques.
Building prototypes for shortlisted product/service concepts. Develop
prototypes for those product/service concepts that have been
identified for further development. Provide proof-of-concepts, and test
any processes involved. Build prototypes in line with the design
specifications already outlined. Enlist the solutioning and/or design
staff.
Eliminating any problems relating to utility of the product/service over
the course of its expected lifetime. Tweak the prototype in order to
comply with the required quality and reliability standards. Further
refine the prototype, so it may be subjected to testing.

Definition
Identifying performance parameters. Determine the parameters to
measure performance of the design and development of the
product/service concepts into prototypes.
Interacting with suppliers and manufactures to determine design
decisions. Collaborate with vendors, suppliers, contractors, and
subcontractors to verify feasibility of co-producing the prototype's
design. Ensure that efforts can be coordinated with other stakeholders
in the organization's supply chain ecosystem at the time of
manufacturing, producing, or packaging the finished product/service.
Vetting the market before producing new products/services.

Contextualize these products/services with the objective of refining
them in order to create a product-market fit that takes stock of market
realities and customer expectations but does not compromise
profitability.
Composing a detailed study of the market ecosystem in light of new
products/services. Conduct a detailed analysis of the targeted
market(s) in order to Introduce new products/services [10077].
Examine the competition, market size and growth rate, market trends,
customer segments and their characteristics, market influencers,
distribution channels, and profitability. Enlist in-house marketing
and/or solutioning teams, or outsource to specialized professional
services agencies.
Conducting both qualitative and quantitative studies to determine the

fit between the newly developed products/services and the
customers. Conduct external tests of the new product/service, and
then refine them to maximize the customer uptake. Gather feedback
from prospective customers and targeted populations by conducting
surveys, focus groups, interviews, and detailed studies. Enlist
professional services such as public relations or market research
organizations.

Definition
Finalizing the characteristics of new products/services by
appropriately weighing feedback from prospective customers against
a cost-benefit analysis in order to produce a profitable business
proposition. Refine the attributes of the newly developed
products/services, in light of the feedback and insights collected
during Conduct customer tests and interviews [10094]. Revisit the
high-level business case to justify the resources assigned to the
product/service project against the anticipated benefits.
Reassessing the technical requirements in light of the final

product/service attributes. Revisit the technical assessment to
revalidate the organization's capacity for progressing with new
product/service projects, in light of the revised product/service
characteristics.
Identifying any changes that need to be effectuated in the
organization's internal processes for manufacturing, and delivering
the newly developed products/services. Determine if any changes
need to be made to the production and distribution processes, in light
of the new products/services. Begin production process planning.
Prepare for factory layout planning. Generate shop-floor instructions
and changes to the supply chain.
Composing and initiating the production operations for processing

prototypes into finished products/services. Commence production of
the prototypes developed. Design processes, acquire the requisite
machinery and raw materials, start manufacturing, and monitor these
processes for any changes.
Creating the new manufacturing/delivery processes for the new
products/services, and testing them to ensure proper functioning.
Create the production/delivery process for the prototypes that have
been built for the new products/services. Conduct trial-runs to test
these processes and their integration with the organization's other
processes.

Definition
Developing and/or sourcing the essential machinery needed for
creating purpose-built processes, as well as the raw materials, to
produce the new products/services. Either design the equipment and
materials needed internally, or source from external vendors. Obtain
the feedstock or raw materials needed to prepare the finished
products, as well as the machinery hardware and software needed to
arrange production lines, factory operations, assemblies, and
manufacturing processes. Revisit the technologies that underpin the
new or revised products/services in order to source the right
equipment and materials.
Finalizing production process or methodology. Install and initiate the

production process to manufacture the new products, using the
equipment and machinery already assembled. In the case of new
services, implement delivery processes and methodologies. Validate
processes for the accuracy of their operation and proper functioning.
Verifying the measures/processes/techniques through systems and

tools involved in the introduction of products and services.
Defining and identifying key strategies for suitable geological
prospects. Screen and prioritize prospects for further evaluation.
Analyze collected data via technical analysis to determine value for
potential pursuit. Negotiate, establish, and agree on integration.
Hand over successful opportunities to exploration, development, or
production.
Executing seismic exploration to render graphic representation of
specific portions of the geologic structure of the Earth's subsurface to
discover petroleum reservoirs.
Evaluating geological prospects for its oil and gas yielding potential.
Acquiring seismic data by transmitting controlled acoustic energy into

the earth, and recording the energy that is reflected back from
geologic boundaries in the subsurface.

Definition
Processing seismic reflections to produce a synthetic image of the
Earth's subsurface geologic structure. The images are produced using
computers, sophisticated software, and specialized skills.
Developing seismic models prior to and after conducting surveys to

acquire seismic data. Pre- and post-survey modeling increases the
ability to identify targets with maximum clarity.
Interpreting seismic data along with other geoscientific information by
geophysicists to make assessments of the extent of hydrocarbons and
hydrocarbon-bearing rocks in a subterranean basin.
Creating geologic models of prospects. These include surface models,

and subsurface and reservoir models.
Pinpointing missing developmental data and planning development to
acquire missing data on the geological prospect.
Using development data to develop data acquisition plan and cost to
form a basis for improving knowledge of the prospect.
Fostering a prospect definition through utilization of acquired seismic
data.
Utilizing prospect definition to create an exploration plan.
Performing cultural and onsite hydrogeologic, meteorologic,
archeologic, and biological analysis a required step for the permitting
process.
Preparing inventory before the seismic shoot and/or exploratory
drilling program as a required step for the permitting process.
Obtaining stakeholders input as a license to operate is conveyed by
people through their government. As a result, public input and
regulatory compliance for any action in the field (in this instance the
seismic shoot and/or exploratory drilling program) is necessary.

Definition
Creating the prospect drilling portfolio to include development of a
program for data collection from exploratory wells and contracting for
wells and services. A schedule and logistics for contracted field
services is developed by the operator and exploration wells are
drilled.
Analyzing the well logs to determine whether to plug or case a well.
The well is logged in both Acquire, Explore, and Appraise Hydrocarbon
Assets [14200] and again in Develop, Produce and Deplete
Hydrocarbon Assets [14201]. If the well does not meet minimum
criteria, it is cemented, plugged and abandoned. If the well has
potential, it is cased. The well is perforated and hydraulically
stimulated, and a drill stem test or productivity test is conducted.
Evaluating exploration wells and delineating geological prospects.

Regulatory reports are submitted and the successful explorations are
handed over for appraisal.
Appraising assets to delineate the extent of the discovery or the
amounts of oil or gas in the subsurface. This is executed as soon as a
significant hydrocarbon occurrence is found by an exploration- or
wildcat-well. A data set from various disciplines is discussed by a
team of specialists to come to an evaluation of the investment
opportunity. In a formal appraisal, a model is used, which attempts to
describe, in varying amounts of detail, and quantitatively, the
workings of the system. Geological factors such as amount and quality
of structural control, and the type and quality of reservoir rocks
expected must be evaluated.
Arriving at a decision as to whether or not a prospect is to be drilled.

This evaluation of geological factors must be controlled by economic
factors such as amount of possible productive acreage available, cost
and type of leases, cost of the exploratory well, and other purely
economic considerations.
Advancing the development plan through the approval process so
regulatory reports can be submitted.

Definition
Providing the results of the appraisal to the production/field
development team.
Creating strategies for production and materials. Handle the demand
for the products/services of the organization. Develop plans for
handling materials. Develop and administer the schedule for master
production. Plan for distribution requirements and its constraints by
reviewing and assessing distribution policies and performance and by
establishing quality standards and procedures.
Creating strategies for production processes, as well as the process of

managing materials. Define production and supply constraints. Design
a blueprint of the workplace. Establish rules and regulations regarding
the employees, outsourcing of services, and the expenditure to be
incurred on the manufacturing capital.
Creating quantifiable strategic objectives for each manufacturing
segment in conjunction with sales projections.
Setting up internal rules and regulations regarding the employees and
the materials.
Creating rules and regulations regarding contracting out of a business
process to another party in order to reduce costs.
Designing rules and regulations pertaining to the expenditure incurred
in acquiring or upgrading the existing stock of manufacturing capital.
Outlining the manufacturing and processing capacities of the

organization. Delineate the capabilities required for optimizing output
with available resources. Analyze capabilities possessed by the
organization concerning the raw materials required and the process
necessitated for producing finished products.
Defining limitations in the ability of the organization's supply chain to
deliver a new stock, and creating a network of production
stakeholders. Frame and manage relationships within the flow of
manufacturing and processing operations. Identify probable supply
issues.

Definition
Outlining the scheme of processing inventory into finished
products/services. This includes the use of raw materials, machinery,
skill sets, and knowledge to create new offerings.
Determining the floor plans for the processing facility that is meant for
delivering finished products/services. Identify the totality of
infrastructure needed for using this space in the manufacturing
process, including machinery, factory floors, offices, and furniture.
Forecasting demand for products/services using secondary research
and customer feedback. Refine these forecasts. Inspect the approach
used in creating forecasts, and determine its accuracy.
Identify the bedrock levels of market demand anticipated for the

organization's products/services. Estimate future demand for product
and services using historical data, analysis of the market environment
and any externalities, etc. to create ex ante approximations.
Working closely with the organization's customers to understand their

drives and behavior, with the objective of estimating future demand.
Reach out to customers through various means to understand their
behavior patterns, usage elasticity, and degree of variability--and
ultimately determine demand for each offering.
Arriving at a consensus over the forecasted levels of demand for
products/services. Consensus is achieved by juxtaposing decisions
developed in the baseline forecast with those reached at by
collaborating with customers. Enlist senior-level decision makers of
the sales and marketing functions.
Identify the volume of products/services that may be committed for
delivery to fulfill sales. Figure out the amount of stock available.
Forecast its volumes.
Picking out any activity that deviates from the forecast, and adjusting
it. Closely track and study the levels of demand as they emerge.
Refine the consensus forecast as needed.

Definition
Examining the methodology used to estimate future demand. Refine it
in light of current market realities and demand.
Calculating and inspecting the accuracy of demand forecasts. Use
metrics to check the reliability of the forecasts created.
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.
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.
Selecting suppliers based on various practical and financial
requirements. Factors such as cost, expertise, specific capabilities,
and vendor saturation in the marketplace are evaluated. For
example, one vendor may have the majority of the work and to keep
the marketplace competitive, an alternate vendor may be desired.
Developing an inventory strategy (conventional manufacturing, just-

in-time, material requirements planning, economic order quantity,
etc.) to avoid shortages or surplus inventory.

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

Definition
Handling operations related to processing/reviewing the requisitions.
Establish and maintain procedures for the initiation, authorization, and
processing of purchase requirements to procure products/services.
Approving requisitions for materials and services. Examine distributor-

specific requests, and validate them individually.
Requesting quotes from suppliers. Use a request for quotation (RFQ)
to invite suppliers into a bidding process for specific
products/services.
Creating and placing the orders for purchasing materials and services
from suppliers. Analyze vendor quotes. Choose the most cost-effective
vendors. Create vendor-specific orders. Distribute them in order to
initiate the purchasing process.
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.

Definition
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.
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.
Processing and delivering the finished goods manufactured by the

organization. Schedule the production of products. Execute the
product production activities. Perform tests to oversee and ensure
quality of production. Maintain records of the production process.
Track lots.
Scheduling the production of final products. Generate a detailed
schedule plan. Create and release production orders and lots.
Schedule the planned and unplanned maintenance orders.
Initiating the line-level plan for production. Break down the production
schedule into specific lines, specifying the various objectives the
production schedule.
Broadening the line-level plan. Specify all the individual production
processes, along with the timing and the duration to come up with a
working schedule that tracks the whole process and any deviations
that might occur.
Creating a schedule to commence production of orders received, and
creating lots to consolidate the processing. Plan when the production
orders are to be initiated by commencing the operations for
processing products/services. Specify which materials to produce,
where to produce them, which operations will facilitate this, and on
which date production is to start. Define the size of production lots,
demarcating the durations of batch production.

Definition
Scheduling planned maintenance of the production equipment.
Scheduling requested maintenance in order to address breakdowns

where repairs or corrective remedies are needed immediately. Create
a scheme for undertaking unplanned maintenance work on
equipment/machinery that has come to be in urgent need for it.
Express turnaround to redress using specialized personnel.
Initiating the delivery of production orders, and creating lots.

Communicate the order that specifies which material to produce,
where to produce it, which operations to require, and on which date
production takes place. Define how to settle the order costs. Create
production lots, which is a particular production unit of an assembly
that is planned and manufactured.
Manufacturing the product. Convert the raw materials to develop
consumer-ready products. Manage the raw materials to implement the
detailed production schedule. Reproduce the defective items to
ensure efficiency. Benchmark performance.
Administering the inventory of raw materials. Manage the total cost of
all component parts in stock but not yet used. Manage the cost of the
direct materials (i.e., materials incorporated into the final product)
and indirect materials (i.e., materials not incorporated into the final
product but consumed during the production process).
Creating and implementing the detailed line production schedule on

the ground level.
Recording and reporting any deviations or issues in the maintenance
schedule, in the performance to the production management team,
and for unplanned maintenance.
Reproducing the items produced defectively. Assess the produced
items by conducting quality and standardization tests in order to
diagnose any discrepancies. Reproduce defective items.

Definition
Analyzing and benchmarking the production process to judge its
effectiveness and efficiency. Create production metrics to numerically
calculate the performance of the production process.
Executing tests to evaluate the quality of the products manufactured.
Calibrate the test equipment. Conduct the actual tests. Record the
results and outcomes of the quality test conducted.
Regulating the equipment used for performing quality tests. Assess

correspondence between the quality testing equipment and the
desired quality standards. Ensure the calibration standard is more
accurate than the instrument being tested.
Performing testing using calibrated equipment and in consent with the
standard testing procedure, including testing time.
Documenting the results and outcomes of the quality tests. Track the
performance of the production process. Record/Document it to
evaluate the qualitative efficiency of the production process. Use
electronic devices and software in order to ensure effectiveness in
recording the results and outcomes of the test.
Perpetuating the production records by systematically documenting
and using it to ensure the effective management of lots. Determine
the lot numbering system and its use. (The lot number enables
tracking of the constituent parts, as well as labor and equipment
records involved in the manufacturing of a product. It enables
manufacturers and to perform quality control checks, calculate
expiration dates, and issue corrections of their production output.)
Allotting an identification number to a particular quantity or lot of

material manufactured. Assign lot numbers on the basis of specific
production units, material similarity, etc. Place lot numbers on the
outside of packaging.
Identifying the use of production lots. Define where, how, and when to
use a specific production lot.

Definition
Developing surface and subsurface facilities to enable the extraction
of the hydrocarbons. These were discovered in the process group
Appraise Asset [13019]. Submit appropriate regulatory reports and
handover the designs to the production team. The development of a
surface facility includes the design and development of a field
collection system as connections between well heads, surface treating
facilities, and points of transfer from field to larger collection lines
(either onshore or offshore) are required. (These are pipelines within
the field.) Developing the subsurface includes designing and
constructing a well.
This is permission to put a pipeline in place as opposed to permission

to actually operate the pipeline. (This is particularly prevalent in North
America).
Once the pipeline is installed and tested, reulatory bodies need to
provide a permit granting permission to use the pipeline.
Initiating and establishing a strategy to ready asset for production and
sale. Establish an asset depletion strategy, followed by the actual
operation of the asset according to the defined strategy/plan and
measuring the production of oil, gas, and water (bbls of oil and cubic
meters of gas, as well as composition) to determine its economic
value. Regulatory reports are submitted and the hydrocarbons are
then produced for sale. (This is the step between field production
and midstream processing where the hydrocarbons are transported
through automated custody transfer system to processing plant,
pipeline or tanker transport.)
Evaluate asset vs other assets in portfolio. Assets are not equal - what
works in one field may not work on other assets nor produce the same
rate of return. Constant analysis of the portfolio to highgrade assets
gets the most from deployed capital and allows for the disposal of less
profitable assets.
bbls of oil and cubic meters of gas, as well as composition are
measured to determine the economic value.

Definition
To account for the hydrocarbon produced it's chemical composition is
used as a basis for determining the economic value. It must satisfy
government, joint venture and other stakeholder requirements
including transparency and traceability as this is the economic engine
of an E&P company and forms the basis for reservoir management.
Measure bbls of oil and cubic meter of gas per well or operating unit
(including produced and injected water and/or gas) to establish the
production and mass balance in reservoir. Forms the basis for
nominations, production levels, tanker scheduling, truck pickup,
pipeline nomination, processing plant operation, loading operations,
etc. This happens in the field
Measure produced and injected water and/or gas to establish mass
balance in reservoir for reservoir management. This happens in the
field
Measure gas used for power production or flared. Flared means you
have smokestack in which you burn oil or gas as a means of disposal.
The other alternative is to re-inject the gas into the reservoir
The volume of the hydrocarbon (including measurement of

temperature, pressure) as well as composition used to determine the
economic value of the production stream.
This is the step between field production and midstream processing
where the hydrocarbons are transported through automated custody
transfer system to processing plant, pipeline or tanker transport.
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.

Definition
Outlining the strategy for managing logistics. Translate customer
requirements logistic requirements. Create an efficient logistic
network and outsourcing portions of logistics activities. Design a
logistics strategy that optimizes transportation costs and schedule.
Define key performance indicators.
Determining the requirements for managing the flow of things
between the point of origin and the point of consumption by assessing
the service requirements of the customers.
Developing a network for logistical activities. Create a network of
entities through which materials and information flow, encompassing
all related activities associated with the flow of transformation of
products.
Conveying outsourcing needs within the organization, with the
objective of sourcing the assistance required. Define the portion of
logistical activities that can be transferred to outside suppliers. Assess
third-party agencies to carefully select the most appropriate agencies
for outsourcing. Convey these needs to management or the
appropriate authority.
Establishing rules and regulations, as well as the terms and conditions
regarding the delivery of service by the company. Develop a delivery
plan that specifies what, how, when, and in which way to deliver
services to the customer.
Optimizing the schedule and costs of transportation services. Design a
logistics strategy by strategically creating delivery routes and
systems, which optimizes the overall transportation schedules and
costs. Evaluate different transportation sources in order to select the
most appropriate and cost-effective sources.
Establishing measures for evaluating the performance of the logistics
strategy of the organization. Establish key performance indicators,
including the logistics performance index, delivery in full, and delivery
on time.

Definition
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.
Permitting of materials for transport including hazardous materials to
and from well sites
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.
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.

Definition
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 third-

party agencies. Monitor logistics storage and shipping performance for
third-party agencies. Use measures such as a logistics scoreboard,
activity-based costing, economic value analysis, and balanced
scorecards.
Administering the movement of the finished products that are
processed by the organization through its warehouses. Track goods
through the use of systems such as barcodes in order to monitor the
volumes available, quantity of out-flowing goods, remaining shelf life
of the product, etc.--ultimately, to best manage the warehouse
capacity.
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.
Permitting of materials for transport including hazardous materials to

and from well sites

Definition
Transport contracts are only issued to certified, insured, licensed and
inspected transporters and drivers. Upstream petroleum is viewed as
having deep pockets and thus liability for transport is often on the
operator rather then the transportation company. Use of
transportation by uncertified equipment and drivers can often delay
shipment or in repeated infractions result in the suspension of a
company's license to operate .
Organizing the transportation and delivery of outbound products. Plan

and organize the transportation, shipping, and delivery of the end
products. Create a plan that specifies dispatch and delivery of the
product to its destination, as well the transportation.
Monitoring delivery performance when carrying products from the
warehouse/distribution centers to the retailers or end consumers.
Create a performance metrics based on the key performance
indicators.
Taking care of a range of functions related to the means of transport
used for delivering the end products. Manage vehicle financing,
vehicle maintenance, vehicle telematics (tracking and diagnostics),
driver management, speed management, fuel management, and
health and safety management.
Organizing and inspecting all account statements and any other
documentation for the carriers used in delivery. Create, manage, and
inspect all documents related to the financial, regulatory, and
administrative accounts of all the carriers/freights. Generate receipts
for all freight transactions.
Manage materials produced in field that require off-site disposal such
as drill cuttings, mud, produced water often requiring a transportation
permit, permit for disposal at specific licensed site, extensive records
maintainance and governmental reporting. However liability often
remains with the original waste generator even at perminant disposal
sites

Definition
Reporting on the transport to and from field site. This includes
quantities and composition of chemicals used. This is a task required
by a myriad of governmental bodies. Each of the regulators has record
keeping and reporting requirements that differ according to country,
province, and state, even locally. This is part of the public's right-to-
know what is going through and being used in their community.
Assessing the value of continuing production from a resource such as

exploratory wells, development wells, and platforms. This may result
in finding that it is not economic to maintain the asset and meet
minimum ROI levels of the company. Evaluate options for disposal of
subsurface and surface assets and/or infrastructure, the cost of
maintaining an asset vs disposing of it is evaluated, as well as the risk
of continued operation vs risk of abandonment. An exit strategy is
developed and the asset is sold, traded, or abandoned. Regulatory
reports for plug and abandon (P&A), site remediation for approval, and
release of bond for the site are submitted. Abandonment requires a
plan, regulatory approvals, funding, long-term monitoring, and
reporting.
Assets including exploratory wells, development wells, platforms all

have a limited lifetime. Production from a resource may result in it not
being economic to maintain the asset and meet minimum ROI levels
of the company so the options for disposal of the assets must be
evaluated. The cost of maintaining an asset vs disposing of it must be
evaluated, as well as the risk of continued operation vs risk of
abandonment.
Offering services to customers. This is the act of providing service

delivery as a core business practice and covers identifying strategies
for performing service delivery, managing resources, and delivering
services to the customer.

Definition
Creating rules and regulations for service delivery to the customer.
Establish a system to manage performance, delivery, and direction of
service delivery. Engage with the customer for satisfaction feedback.
Define goals, policies, processes, and workplace layout and
infrastructure as a part of the service delivery strategy.
Establishing service delivery governance through a system that

manages performance, development, and direction. Allow for
customer feedback on delivery satisfaction.
Providing a system for which to manage customer needs and a
structure for which to facilitate service delivery to fulfill those needs.
Conducting and implementing performance measures to ensure

successful delivery of service to the customer.
Providing guidance of resources to ensure that the development and
direction of service delivery is in line with customer needs.
Engaging the customer post delivery to gauge the effectiveness of
services rendered in order to improve on key delivery functions going
forward.
Constructing strategies that identify goals, policies, processes, and
procedures in relation to service delivery. Review and validate
strategies. Define the workplace layout and infrastructure.
Aligning organization practices to meet the needs of the customer by

creating service delivery goals.
Outlining labor policies for resources and ensuring that those policies
meet the needs of the organization, the customer, and government
regulations.
Understanding the needs of the customer and providing the necessary
resources to meet those requirements.
Identifying and understanding the limitations imposed upon service
delivery network and supply.

Definition
Defanging policies and procedures that focus on meeting the needs
and expectations of the customer within the working parameters of
the organization.
Revisioning service delivery procedures that fall short of performance
parameters. Realign procedures with specified expectations in order
to provide successful service delivery.
Creating a workplace that best serves the needs of the organization
and customer through strategic layout and infrastructure.
Understanding the demands on resources and creating a plan to

enable the delivery of services via those resources.
Ensuring necessary resources are maintained through monitoring
pipeline, developing forecasts, and collaborating with customers.
Determine skills needed for service deliver and forecast customer
orders. Monitor forecasted orders and modify if where needed.
Measure forecast accuracy.
Tracking potential opportunities as they move through the various
stages of the pipeline.
Identifying the demand anticipated for the organization's services.
Estimate future demand for services using historical data, analysis of
the market environment, and external data.
Providing a collaborative meeting in which to engage the customer to
understand the scope of their needs and constructing solutions based
on need and constraints.
Arriving at a consensus over the forecasted levels of demand for
services by analyzing baseline forecasts and customer input.
Identifying what skillset is necessary for the delivery of opportunities.
Determine the forecast of customer orders based upon those skillsets
and the resources available.
Overseeing all activities necessary to deliver services to customer.
Revise forecast to account for any issues that may arise. This could
be changes in market trend, resource changes, etc.

Definition
Recognizing potential problems in the current forecast and making the
necessary changes to align the forecast meet demand.
Analyzing forecasting against actuals to determine accuracy. Modify

forecasting to align with actual need.
Identifying the need for and creating a resource plan. Understand
resource demand and align with capacity, skills, and capabilities.
Enlist suppliers and partners to supplement needed skills and
capabilities. Monitor and manage capabilities and skills with an eye
on critical resources and supplier capacity.
Analyzing the skills needed to perform services to be delivered.
Classify and organize these skills requirements.
Creating a plan to ensure that all resources are available to carry out
services required for the customer. This can include physical
resources and personnel.
Matching demand with skills and capability. Enlisting suppliers and
partners to help with demand when needed.
Understanding organizational need to enlist suppliers to provide
resources for gaps in skills and capabilities. Identify where additional
skills are needed and collaborate with third parties to fill those
demands.
Realizing critical resources required to perform and carry out customer
needs. Engage with suppliers to fulfill those needs, if necessary.
Identify supplier threshold for performing those needs.
Directing and managing workforce needs. Ensure that resources are
at full capacity. Monitor that all resources are able to skilled in their
respective rolls. Make sure that necessary resources are available to
provide the needed services.
Instituting training to enable resources to provide service delivery to
the customer. Develop a training plan. Create materials that provide
for operation and technical training. Schedule, perform, and evaluate
training.

Definition
Creating a detailed summary of all the actions relevant to teaching a
person a particular skill or type of behavior. Determine who will
deliver the training. Determine when and where the apprentice or
trainee needs to go to receive the structured component of the
training.
Developing materials necessary to provide comprehensive training for
the skills or behavior needed to deliver services. This can be any
number for formats such as classroom or computer based training.
Providing training to the employee within a manageable timeframe to

meet the needs of both the individual and the organization.
Educating service delivery personnel on all aspects of the operations
process of the organization.
Ensuring that all personnel are trained on all technical aspects of
service delivery.
Verifying that training provided to the person was successful through
the administration testing and the application of skills for practical
use.
Eliciting feedback from various sources to evaluate the training
provided. This can be achieved through testing and the practical
application of skills. Additionally, manager or student feedback can
be garnered to evaluate training effectiveness.
Rendering service to the customer by initiating, executing, and
completing tasks associated with service delivery.
Collaborating with the customer to understand service needs.
Review, understand, and modify the delivery scope with the
organization needs of the customer in mind. Confirm readiness and
identify, select, and assign resources. Plan for service delivery.
Meeting with the customer, partner, and/or supplier to review the

terms of the solutions contract and agree on the terms set forth.

Definition
Taking the customer requirements for a solution and applying those
requirements to a refined approach for service.
Updating the project plan to align with the new solution approach
agreed upon with the customer.
Aligning the customer business objectives with the agreed service
delivery solution.
Confirming that the organization has the recourses necessary to meet
the expectations for the solution for service delivery.
Identifying, selecting, and assigning resources required to deliver
service to the customer. Ensure that all objectives are established
and met, and the all rules of engagement have been identified and
communicated.
Providing the workforce with a plan of action and goals necessary to
provide a service. Make sure that those objectives are met.
Establishing guidelines for how resources engage with the customer.
For example, set rules of accountability, interaction, and
accommodation when engaging the customer. Resources should be
polite, empathetic, and attentive.
Establishing a plan of action to successfully render a solution for
service delivery.
Carrying out service delivery to the customer by creating and
deploying the necessary solution. Analyze need and create a solution.
Validate the solution and make changes if needed. Obtain approval
to build/buy solution and then deploy solution to customer.
Understanding the needs of the customer and providing the necessary

resources to meet those requirements within the scope of the
organization.
Creating a plan of action to provide service delivery to the customer
through a possible solution. This solution should be in response to a
collaborative effort made by the organization and the customer to
meet service delivery needs.

Definition
Validating that the proposed solution is feasible and provides the
needed services for the customer.
Realizing issues within the original drafted solution and providing
changes to correct those issues.
Gaining approval from all avenues to proceed with providing solutions
for service delivery.
Constructing or purchasing solutions necessary to provide service
delivery.
Providing the customer with promised services and solutions.
Implementing final steps to complete service delivery to the customer.
Evaluate success through project review, complete finance activities,
and confirm delivery. Release resources and manage completion by
harvesting knowledge and systems by archiving records.
Reviewing the entire service delivery process to evaluate the success

of the project from beginning to end.
Insuring all payments are received and all activates therein are
completed.
Confirming that the organization has satisfied all terms of the delivery
contract set forth in collaboration between the organization and
customer.
Discharging leveraged resources from service delivery commitments
upon completion. Returning resources to the resource pool.
Ensuring that all aspects of the service delivery process are

completed both internally and externally.
Garnering feedback from all avenues to collect a knowledge base
concerning services rendered.
Completing and archiving all records associated with requested
services. Update all necessary systems to reflect those changes.

Definition
Managing customers before and after the delivery of services. This
includes developing and planning customer service practices with an
eye on steering processes relating to inquiries after sales, feedback,
warranties, and recalls.
Defining a plan that removes customer obstacles by gathering
operational insight and competitive insight, as well as improving soft
skills and forward resolution for employees. Develop customer
segmentation. Define rules and regulations for customer service.
Establish service levels for customers.
Defining a set of behaviors, skills, and policies needed to provide
customer service effectively across the enterprise.
Communicating to the customer service resources what is expected
when engaging the customer. Relate service level expectations to the
workforce. Ensure positive customer experience.
Outlining the framework of policies and methods for developing

customer service strategy. Establish the rules and regulations that
serve as a guideline for the customer service strategy. Take into
account customer needs and behavior.
Determining and implementing levels for customer services.
Benchmark certain customer service practices, and base customer
level services on those benchmarks. Create a service level
agreement, which is a negotiated agreement designed to create a
common understanding about services, priorities, and responsibilities.
Establishing and maintaining claims processing and routing rules.

Establish and maintain claims processing and routing rules for product
warranties, coverage lists, repair, fault, trouble codes, repair time
setup, and warranty policy registration. This also includes rolling out
the codes and rules, and the improvements/ updates to these rules
and codes via systematic updates.

Definition
Communicating rules and updates via training manuals for new
products and training resources.
Planning and administering work force operations for customer
service provision by taking care of customer services
requests/inquiries, as well as the complaints.
Creating and administering the work force deployed for the customer
service process. Forecast the customer work force needs to correctly
schedule the work force. Track the utility of the work force deployed.
Examine the interactions between the customer and customer service
representatives to achieve high quality.
Projecting the total work force required to service customer service

inquiries in order to effectively predict the volume of vendor contracts
required. Estimate the number of the customer service contracts in an
agreed-upon time frame in order to strategically maintain the work
force necessitated for customer inquires. Analyze historical data
around customer service contracts, the universe of customer
inquiries, frequency of inquiries, servicing capability (per head) of the
employees, etc.
Deploying the work force to manage customer service contracts.

Create a systematic summary of the operations and service required,
as well as the specific amount of work force that is to be deployed to
the customer service operations. Ensure work force is directly
proportional to the estimated forecast of customer service contracts.
Tracking the utilization of work force deployed for managing customer

service operations. Monitor the utility of the work force deployed for
managing customer service operations in order to evaluate its
efficiency and cost effectiveness. Calculate the overall labor
effectiveness, which measures the utility, performance, and quality of
the work force.

Definition
Tracking and determining the quality of interactions between the
customer and customer representatives. Use electronic devices to
record and effectively assess customer representatives' interactions.
Handling the requests and inquiries from customers that seek

information regarding the organization's products/services. Obtain the
customer requests online and by phone. Direct these requests to
higher-level representatives. Approve requests, and respond to
customers.
Receiving requests for information from customers over multiple
channels. Receive various requests and inquiries from customers
regarding products/services. Accept these inquiries through channels
such as email, telephone, online forms, text messages, social media,
and in person. Supply dedicated equipment, systems, and personnel.
Analyzing various requests and inquiries from customers regarding

products/services. Provide answers and offerings to satisfy the
customer's needs.
Routing customer inquiries in order to service them with the most
apposite response. Direct customer inquires to the best suited
personnel or system. Have a system or procedure capable of
efficiently channeling these requests.
Responding to customer requests by email, conversation, interactive
voice response, mail, etc. with the most appropriate reply. Instill a
robust process to locate the right information for a solution to a
customer's problem.
Utilizing customer inquiries as opportunities to either provide a
comparable service to the one in question, offer additional
complimentary service, or suggest a service that is better than what
was initially offered.
Providing possible sales leads to the sales team in an effort to garner
more business opportunities.

Definition
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.
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].)
Analysis of log provides input for continuous service improvement and
customer profiling e.g. claims for lost baggage or refunds on cancelled
tickets
Acquiring returns and identify if the returns are scraped or salvaged.

Definition
Approving and carrying forward the requests by the customers to
return the product. This is part of the process of returning a product
in order to receive a refund, replacement, or repair during the
product's warranty period.
Notating the reason for the return of the product.
Notifying all stakeholders, legal, and industry regulatory bodies of the
incidents and risks related to a return or recall, if needed.
Assigning post-sales policies and paying claims on purchased
products. This is a process that is an administrative function focused
on creating rules (claim codes). This group ensures that claims are
valid and are processed quickly. As well as to quickly determine
responsibility for claim settlement.
Identifying, investigating, and processes warranty claims. This
process includes: receipt and validation of a warranty claim; definition
and diagnosis / root cause analysis of an issue and recommendation
for corrective action; the determination of responsibility for settlement
of the claim; the transaction being approved or denied; and the
originator being notified and payment authorized. In the case of a
recurring event, further investigation (definition and diagnosis or root
cause analysis) is performed, and a recommendation for corrective
action is made and implemented in production/design. It ends when
the claim is closed.
Receiving incoming warranty claims. Route claim to correct

department. Document claim.
Ensuring that the claim falls within the parameters of the warranty in
question. After validation is made, the claim must be investigated.

Definition
Executing investigational and analysis of warranty claims. This
involves notification and definition of a warranty issue, includes the
scheduling of a field service agent to perform further investigation;
the request and receipt of defective parts; and diagnosis/root cause
analysis. This concludes with the receipt of the result and
recommendation for corrective action.
Defining the issue of the claim. The warranty team will look into the
issue and understand whether it is covered by the claim code or if
more detail is required. Field service will be scheduled to further
qualify the definition of the issue and to collect more evidence.
Investigating claims by an appropriate functional representative.

Once the issue has been clearly defined and diagnosed and a
recommendation for corrective action is determined, it will be
provided to the warranty management team.
Receiving investigative results to assess claim approval or denial. The
warranty team will assess the results of the investigation and the
recommendations for corrective action.
Identifying responsible party for a claim. There is no negotiation with
the supplier at this point. For A&D, there can be multiple warranties
applicable to the same part: a new part warranty, a new product
warranty (for the product the part is installed on), and a supplier
warranty from the company that last repaired the part. The
information required for this decision would be the output of Receive
component/part and analyze fault [19728].
Authorizing claims prior to submittal.

Following Defining issue [20098], an approval or rejection with be
made against the warranty claim. If it is deemed that the claim falls
within the warranty parameters, the claim will be approved. If the
claim is deemed to fall outside warranty parameters, the claim with
be rejected.

Definition
Contacting the originator of whether the warranty claim has been
approved or rejected.
Allowing for a payment to be made to the claimant.
Archiving and closing the warranty claim after a final decision has
been made to either approve or reject.
Assuring that the warranty transaction has been completed.
Managing the recovery of costs from suppliers for individual claims.
Raising a supplier recovery claim. This is based off the decision made
in Receive investigation result/recommendation for corrective action
[20100].
Validating specific service requirements for individual customers.
Determine and schedule resource to fulfill these requirements. Provide
service to specific individual customers. Ensure the quality of service
delivery.
Determining and scheduling the resources required to fulfill customer
service requirements. Create a detailed schedule about the service
orders and development of these service orders.
Developing a plan for sourcing and deploying the resources required
to fulfill customer service needs. Document a detailed summary of all
types of resources (equipment, finance, personnel, time, etc.) required
to complete customer service requests and procure these resources.
Identify and assess various sources in order to effectively create a
resourcing plan.
Designing a detailed summary of customer service order
requirements, along with information concerning the timing and
duration for these services. Categorize the customer needs. Monitor
the services delivered.
Dispatching resources for managing and fulfilling daily service
requirements. Manage the progress of order fulfillment. Complete
order blocks.

Definition
Laying out a daily plan of specific service orders that need to be
fulfilled. Document and systematically order these activities to ensure
high effectiveness and efficiency.
Dispatching and delivering the resources needed for the specific
service requirements from the source/warehouse. Manage the
dispatch, transportation, and delivery of the services.
Handling and managing orders fulfilled, along with the orders are not
or partially fulfilled to track the order fulfillment progress. Use
electronic devices such as trackers and GPS in order track and ensure
delivery of the orders.
Guaranteeing the quality of service provided to customers. Identify
the successful and unsuccessful orders along with the service failures.
Collect customer feedback. Process the feedback to ensure the quality
of service in the future.
Determining the service orders that have been successfully delivered.
Identify the service orders completed and delivered to the customer.
Leverage communication systems to ensure coordination with the
customers in order to avoid mishaps.
Determining orders which have not been completed or delivered.
Identify the service orders that are partially or entirely incomplete, as
well as the orders that have not been delivered to the customer. Use
techniques such as project trackers to recognize the progress of the
service orders.
Obtaining and procuring customer reviews or feedback on the
services delivered. Design a customer feedback form, or communicate
with the customer through the phone or online.
Assessing and incorporating customer reviews/feedback into the
service plan to ensure high quality of service.
Determining if a returned product can be salvaged or repaired.
Salvage or repair is dependent upon the product, the condition of the
product, or the availability of a like item.

Definition
Executing activities for reinstating the returned products. Present the
customer with additional incentives of compensation in case of any
defective products delivery or any discrepancy in the product
specifications in order to save the order from being permanently
returned.
Administering the reinstatement of the returned product in order to
return them back to customers. Repair or remanufacture the defective
or ineffective products returned by the customer. Process the delivery
of the repaired or remanufactured products back to the customer.
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.
Creating an avenue for which the customer can provide feedback on

their experience with how their inquiry, problem, or request was
handled.
Reviewing customer service feedback to identify areas in which
improvements can be made. Engage with management to discuss
issues.
Handing over data to management to analyze common issues in
regards to customer service.

Definition
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.
Determining complaint patterns in order to identify common issues.
Document common problems for correction.
Calculating satisfaction levels of customers with products/services.
Obtain customer feedback on products/services, as well as the
effectiveness of the advertising campaigns. Examine this information
to reach meaningful conclusions, which could then be used to
enhance the customer service operations.
Obtaining customer feedback/review on the quality and utility derived

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

Definition
Assessing the influence of advertisements on purchasing behavior.
Use techniques such as surveys and product recognition tests,
questionnaires or feedback flyers, and toll-free numbers in order to
encourage customer interaction after the sale.
Engaging with the customer to understand their cross-channel

experience. Find out what channels were effective and what areas
need improvement.
Assessing the information collected on customer satisfaction levels
with products/services in order to determine areas for improvement.
Examine the data and information extracted from the customer
feedback and reviews to measure the satisfaction levels of the
customers. Identify opportunities that could enhance the customer
satisfaction levels and the overall customer service strategy.
Providing feedback from customers on products/services to the

product management team. Analyze information collected through
Gather and solicit post-sale customer feedback on products/services
[11238]. Share with the product management team for consideration
while improving existing offerings or developing new
products/services.
Delivering processes traditionally defined as human resources.
Process groups include those related to developing and maintaining
workforce strategy, recruiting employees, developing and counseling
employees, managing employee relations, rewarding and retaining
employees, redeploying and retiring employees, managing employee
information, and managing employee communications.
Creating strategies for the HR function. Create and implement

strategies for managing the work force. Supervise and enhance the
strategies, plans, and policies supporting the HR function. Developing
models for managing competency levels of the HR of the organization.

Definition
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.
Outlining the charge and duty of the HR function by defining its
responsibility areas, as well as ensuring its accountability. Establish
the HR function by laying out the roles and responsibilities for this
function and the rules and regulations guiding HR. Define the goals
and objectives of the HR, as well as a mission and vision for this
function. Create a mechanism involving a set of policies, code of
conduct, and institutional procedure to ensure HR accountability.
Ascertaining the costs and expenses of the HR function. Identify and

report HR investments using, for example, a cost approach or a
present value of future earnings approach.
Evaluating the performance of HR function. Lay out the course of HR
procedures that would formulate a plan of action needed to fulfill
strategic HR needs. Deploy measures such as hiring policies, leave
management, internal code of conducts, and compensation structure.
Conveying the strategies of HR function to employees and

management. Effectively explain the vision, plans, and anticipated
benefits of the HR strategy employees, as well as the public. Develop
statements and messages that are easy to read, informative, and
relevant to the audience.
Creating a strategy for the use of systems/technologies/tools in
operating the HR function. Create a strategy concerning the use and
utility of HR support tools and technologies. Decide what specific tools
to use and in what quantity. Determine the levels of technology
required for the HR management.

Definition
Creating and executing strategies and policies for smooth
administration of work force. Determine and gather skill requirements.
Plan the requirements for employee resourcing per unit. Create
compensation, succession, HR program, and employee diversity plans.
Develop and administer policies for HR. Develop benefits for
employees. Create models for work force strategies.
Evaluating the current and future skill requirements of the

organization with regard to the overall corporate strategy of the
organization and market conditions. Identify and establish the
minimum skills needed for the requisite HR needs.
Determining the requirements for employees and the need for
employee resourcing for each every unit/function. Lay out a plan
detailing employee resourcing requirements of individual functions
and the organization as a whole.
Designing a plan that specifies the combination of wages, salaries,
and benefits the employees receive in exchange for work. Define the
total amount of compensation, in addition to the manner in which the
compensation is paid and the purposes for which employees can
receive bonuses, salary increases, and incentives.
Creating a scheme of awards and recognition for sales employees to

promote a results-based culture. Create specific incentives to reach
desired outcomes, such as landing key clients, growing the customer
base, providing exceptional servicing, and increasing profit margins.
Creating and implementing the plan for continuation of key positions

within the organization. Identify internal people with the potential to
fill key business leadership positions. Provide critical development
experiences to employees who can move into important roles. Engage
leaders to support the development of high-potential leaders.

Definition
Creating a program that incorporates incentives and compensation
put forth by the organization to recognize high performing workers
and excellence in leadership.
Creating and implementing the plan for ensuring a diverse work force.
Develop and hire employees with varying characteristics including,
but not limited to, religious and political beliefs, gender, ethnicity,
education, socioeconomic background, sexual orientation, and
geographic location.
Identifying skills, knowledge, and attributes that need enhancement
in order to perform a job. Develop the appropriate training programs.
These programs can be computer-based, classroom, or on-the-job
training, etc.
Developing a program to entice prospective resources to engage with
the organization for a position of employment.
Creating HR programs and services such as employee engagements
programs to promote positive employee behavior. Create a variety of
programs and services to support employees' professional and
personal needs at work and at home.
Creating rules and regulations that govern the HR function. Develop a
policy plan that serves as a guideline for setting rules and regulations
that help in achieving the HR goals and objectives.
Ensuring rules and regulations are followed and are flexible enough to
accommodate indispensable deviations.
Planning benefits in kind (also called fringe benefits, perquisites, or
perks). Include various types of non-wage compensations provided to
employees in addition to normal wages or salaries.
Creating and implementing models for effectively strategizing the
work force of the organization. Develop a model that specifies the
organization's overall approach for maximizing the performance of its
work force by defining the goals, objectives, and expectations of the
work force. Manage all aspects of performance required for the work
force to function, including recruitment, selection, retention, and
professional development.

Definition
Implementing models for effectively strategizing the work force of the
organization. Carry out all aspects of performance required for the
work force to function, including recruitment, selection, retention, and
professional development.
Supervising the HR strategy, plans, and policies in order to refurbish
them whenever needed. Determine the performance of HR plans and
policies by measuring the objective achievement rate and its
contribution to the overall business strategy. Ensure that information
about these plans and strategies is effectively communicated to
various stakeholders. Incorporate any suggestions by these
stakeholders when revising HR plans and policies.
Determining the accomplishment of HR goals and objectives. Evaluate

the effectiveness of the HR function by estimating the present rate of
achievement of the established objectives. Use metrics to determine
if the objectives are being realized. Leverage measures such as
turnover, training, return on human capital, costs of labor, and
expenses per employee.
Determining the role of HR function in implementing the
organizational strategy. Measure the correlation between the HR
performance and the overall business strategy. Calculate the amount
of contribution of the HR function to the overall business growth.
Conveying the plans for HR function to stakeholders. Ensure that the

HR plans and strategy are effectively communicated to the people
who can affect or be affected by the organization's actions, objectives,
and policies such as the creditors, shareholders, employees, and
suppliers. Provide regular updates to these stakeholders to ensure
effective communication.

Definition
Reassessing the strategies, plans, and policies of the HR function, with
the objective of revising them. Revisit the schematic plans for the HR
function. Taking stock of any suggestions or feedback from the
stakeholders, revamp the blueprint of HR strategies and plans.
Creating and implementing the tools for managing the competency

levels of HR. Design a model for integrating HR planning with business
planning. Assess current HR capacity based on the competencies
against the capacity needed to achieve the vision, mission, and
business goals of the organization. Consider factors such as employee
development, career path, compensation policies, and performance
management.
Determining and handling employee requirements. Recruit or source

the candidates as per the requirements. Screen and select the most
appropriate candidates. Take care of the newly hired and re-hired
employees. Maintain records of information for all applicants.
Handling the requirements for new employees. Create and open job
requisitions by clearly defining the job descriptions. Post these
requirements internally and externally, and modify them as
appropriate. Manage the dates of the whole requisition process.
Creating a correspondence between the plan for hiring new
employees and the desired employee requirements. Staff an adequate
amount of people with the appropriate skills to effectively accomplish
its legislative, regulatory, service, and production requirements.

Definition
Creating descriptions for job requisitions. Define the normal
components of a job description, such as the overall position
description with general areas of responsibility listed, essential
functions of the job described with a couple of examples of each,
required knowledge, skills, abilities, required education and
experience, a description of the physical demands, and a description
of the work environment.
Developing specific job requisitions, and ensuring their accessibility.

Create and open a job requisition to fill the vacant positions within the
organization. Clearly describe the job title, department, fill date, and
the requisite skills and qualifications for the job.
Posting and advertising job descriptions. Display open job descriptions

internally and externally. Use public portals, online portals, and
websites to upload these requisitions in order for applications to be
received.
Making the necessary alterations to job requisitions. Revamp or revise
the job requisitions in case a position is filled or is not vacant
anymore, as well as in case of any new openings. (It involves Manage
the internal/external job posting websites [10449] to make the
necessary changes.)
Informing and communicating with the hiring manager. Notify the
manager responsible for the hiring process in cases of any new
position openings or changes.
Determining and managing the dates for the employee requisition
process.
Recruiting new candidates for deployment across various functional
areas inside the organization. Select methods for sourcing new
employees. Manage relationships with third-party agencies. Stage
recruitment fairs and drives. Manage employee referral programs.

Definition
Defining the methods and channels for recruitments in order to
maximize the amount of candidate availability. Use channels such as
headhunting, job postings, job portals, networking websites, and
media advertising. Choose from the various methods of recruitment
such as internal/external third-party sourcing.
Organizing and executing recruiting activities and events. Activities
and events include on-campus hiring, refresher courses, information
sessions, career fairs, etc. to increase the coverage of the sourcing in
order to ensure that the most deserving and appropriate candidates
are hired.
Establishing and maintaining relationships with recruitment vendors
(suppliers). Create and maintain relationships with third-party
agencies such as staffing and firms to expand. Use these relationships
to implement the sourcing process effectively.
Creating and managing a recruiting strategy where current employees
are rewarded for referring qualified candidates for employment.
Establishing and maintaining channels for recruiting. Extract the best

out of every recruitment channel. Manage all the processes related to
all the sourcing channels.
Evaluating and selecting potential employees through interviews,
tests, etc.
Identifying and implementing tools for the selection of candidates.
Recognize candidate selection tools such as screening, telephone
interviews, hiring manager interviews, drug testing, and skills
assessment. Effectively deploy these tools to check if the candidates
fit in the workplace or not, as well as to ensure workplace safety.
Assessing the candidates by their performance in the interviews.

Conduct HR interview, technical interview, hiring manager interview,
etc. Understand the mindset of the candidate, and comprehend
his/her personal and professional lives.

Definition
Examining the candidates through tests. Prepare tools such as
aptitude, technical, and grammar tests. Test the skills of the candidate
through a written, oral, or computerized test.
Approving the deserving candidates, and rejecting the others.
Examining the performance of candidates. Ensure candidates would
fit well with the organization. (Assess performance from Interview
candidates [10457] and Test candidates [10458].)
Creating and making job offers to the selected candidates. Fairly
negotiate the job offers. Agree on terms with the candidate to
complete the hiring process.
Compiling job-related information for the selected candidates in order
to make up a job. Include information about the job description,
reporting relationship, salary, bonus potential, benefits, and vacation
allotment.
Negotiating an offer with selected candidates. Discuss the job offer
with the candidate to ensure a mutual understanding.
Wrapping up the process for hiring candidates. Agree to all hiring
terms and conditions. Have the candidate accept and sign the job
offer.
Creating and maintaining a system for managing the information of
applicants. Create records for all candidates who apply. Maintain and
track information through the use applicant-tracking systems.
Conducting a background investigation on the candidates with the

objective of looking up and compiling criminal, commercial, and
financial records.
Creating and documenting the records of all applicants. Manage all
individual applicants, including hires and non-hires. Maintain records
to avoid any duplication and promote efficiency.
Keeping track of all the information about the candidates who apply
for jobs. Use applicant-tracking systems that can be accessed online
as a central location and database for recruitment efforts.

Definition
Identifying the requirements for the position to be filled. Determine
the experience and skills necessary to perform the tasks outlined.
Retaining and storing the records of the candidates who were rejected
and not hired to ensure future availability in case the need arises.
Create a centralized repository of profiles. Label these records in order
to readily identify them. Add remarks for any future consideration.
Assisting employees in developing their capabilities, and providing

them counseling services. Handle the orientation and deployment of
the employees. Administer the performance of employees. Administer
the development and enhancement of the employees. Provide
training and development programs for employees.
Creating and maintaining various employee on-boarding programs
typically known as induction programs in order to ensure that the new
employees are effectively introduced to the organization and its
existing employees. Examine and evaluate the performance of these
induction programs. Execute these programs on the ground level.
Creating and maintaining a mechanism through which new employees

acquire the necessary knowledge, skills, and behaviors to become
effective organizational members and insiders. Conduct formal
meetings, lectures, videos, printed materials, and/or computer-based
orientations to introduce newcomers to their new jobs and the
organization.
Assessing the performance and effectiveness of employee on-
boarding program. Examine the performance of on-boarding program
through feedback and reviews from the new employees. Create web
and written forms. Obtain information through face-to-face
discussions.
Bringing the employee on-boarding program into effect. Implement
Create/Maintain employee on-boarding program [10474]. Conduct
training sessions and employee engagement programs.

Definition
Defining individual performance objectives. Review performance in
order to provide appraisals. Evaluate the efficiency and effectiveness
of the current performance program. Update it regularly.
Outlining the objectives for employee performance. Establish key

performance objectives and measures such as customer-focus
objectives, financially focused objectives, and employee growth
objectives.
Refurbishing, appraising, and managing the performance of
employees. Create performance reviews for all the employees by
qualitatively and quantitatively measuring them. Use the reviews to
provide performance appraisals. Monitor under-performing employees.
Assessing and revamping performance programs, including the

instruments used to measure employee performance standards.
Review and upgrade these performance programs to avoid any
deprivations and ensure effectiveness.
Establishing employee development guidelines. Lay out career paths
and plans for them. Manage the development of their skills to
enhance their skills, ability, and knowledge.
Outlining the guidelines for development of employees. Design
development policies and procedures to identify areas of growth for
employees, either in their current position or in preparation for future
roles. Include topics related to knowledge and skill development.
Designing a future career path for the employees that encourages

them to explore and gather information.
Administering the development of employee skills. Conduct training,
coaching and mentoring, job-rotation and cross training, lateral
moves, etc.
Creating a link between employee and organizational development
needs. Conduct and manage employee training programs by
considering the need and availability of these programs.

Definition
Aligning the needs of the employees to development needs.
Defining the skills, knowledge, abilities, and attributes needed to
carry out a specific job.
Aligning the learning programs with the core capabilities and
competencies of the organization. Contextualize the training programs
so that employees can expand their knowledge base and add new
skills in line with the core competencies of the organization.
Determining the training necessitated by business processes, using an

examination of skill sets that are needed by the organization and
those already possessed. Examine the various skills required by
individual employees. Design training in light of the availability of
resources to provide specific segments of training.
Creating, implementing, and managing the programs for training

employees. Create and design sessions on the basis of the needs and
the availability of the skills. Conduct the sessions on the ground.
Manage all aspects related to the training programs. Consider
including literacy training, interpersonal skills training, technical
training, problem-solving training, diversity or sensitivity training, etc.
Managing identified training programs for employees. Engage with

industries to provide certifications, administer certification test, and
maintain active certification.
Coordinating with third party certification authorities to provide
training and certifications for necessary skills.
Providing tests to the workforce that will satisfy completion of
certifications.
Ascertaining the experience level needed to qualify for a specific job
or certification within the organization. Some certificates require
practical experience as well as training programs.

Definition
Administering certificates to all candidates that have successfully met
experience qualifications, and passed all tests necessary to obtain the
certificate.
Assisting general management in developing, maintaining, and
improving employee relationships. This is accomplished through
communication, performance management, processing grievances,
and/or dispute. Interpret and convey organizational policies.
Managing labor relations, the collective bargaining process, and the

relationships between the labor and management. Take care of
employee grievances.
Managing any negotiations between an employer and a group of
employees that determine the conditions of employment. Engage
employees to reach agreements in regulating working conditions.
Handling partnerships between labor and management. Develop a
lasting two-way relationship that is beneficial for the labor,
management, and the organization.
Taking care or resolving any complaint raised by an employee by
procedures provided for in a collective agreement, an employment
contract, or by other mechanisms established by an employer.
Creating frameworks for rewarding and recognizing employees with
the objective of retaining them. Create and manage programs for
provision of rewards, recognition, and motivation. Manage and
administer the benefits for employees. Help assist and retain
employees. Administer payroll to employees.
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.

Definition
Creating the framework for the provision of salary/compensation to
employees. Break down the salary structure into different components
such as fixed pay, variable pay, bonus, and allowances such medical
allowance, and rent allowance, etc. Develop, adjust, and maintain a
pay structure.
Developing a plan for provision of rewards and benefits to employees.
Plan health benefits, retirement benefits, non-monetary benefits, etc.
Analyzing and evaluating the organization's benefits and rewards

plan. Compare/Benchmark the benefits and employees plan with
other organizations to adhere to industry standard practices.
Recognizing the employee requirements for compensation on the
basis of the financial, benefits, and HR policies of the organization.
Recognize individual compensation requirements regarding the
financial policies of the organization. Consider the benefits plan and
overall HR policies while selecting compensation requirements.
Managing the provision of compensations and rewards to the

employees while maintaining consistency with the compensation and
benefits plan. Follow the compensation and benefits plan rigorously in
order to avoid any discrepancies.
Rewarding and stimulating the performance efforts of employees.
Create methods for motivating employees. Spur extrinsic and intrinsic
motivation.
Managing and ensuring benefits enrollment by the employees.
Process any benefit claims made by the employees. Balance the
estimated amount and entitled amount of benefits.
Implementing the programs that specify employee benefits, other
than salary provided, such as those concerning medical care, death,
and disability.
Handling the employee enrollment for obtaining benefits. Manage
employee enrollment and eligibility. Encourage employees to enroll for
benefits.

Definition
Processing any formal requests or demands made by the employees
claiming that they have earned some benefits. Send the request
further up the managerial hierarchy to ensure approval.
Carrying out reconciliation of benefits delivered to employees.

Compare the estimated benefit requirement made by the employee
and the actual amount of benefits the employee is entitled to receive.
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.
Managing the sum of all financial records of salaries for an employee,
including wages, bonuses, and deductions. Use a payroll management
system to deal with the financial aspects of employees' salaries,
allowances, deductions, gross pay, net pay, etc. Generate pay slips for
a specific period.

Definition
Managing the reassignment and retirement of employees. Manage the
process of employee promotion and demotion. Administer separation,
retirement, and leaves of absence. Outplace employees. Deploy
personnel. Relocate employees in order to manage assignments.
Administering the process of promoting and demoting employees.

Design a system for advancing or demoting an employee's rank or
position. Leverage techniques such as horizontal promotion, vertical
promotion, dry promotion, and involuntary/voluntary demotion.
Managing the process of employee separation, including resignations,

discharges, and layoffs. Inform the employee of the termination.
Complete paperwork for continuation of benefits.
Managing and administering instances where a person stops
employment completely.
Managing the period of time that an employee must be away from
their primary job, while maintaining the status of employee (i.e., paid
and unpaid leave of absence but not vacations, holidays, hiatuses,
sabbaticals, and work-from-home programs).
Helping former employees transition to new jobs or to re-orient
themselves in the job market. Deliver help through one-on-one
sessions or in a group format. Provide guidance in career evaluation,
resume writing, interview preparation, developing networks, and job
searching.
Organizing the workforce so that all positions are covered for all shifts
with the necessary skilled resources in place. Have a system in place
to backfill positions while an employee is on leave.
Obtaining resources necessary to fill a position utilizing specific skills

and capabilities.
Allocating employees. Deploy personnel to ensure that the labor of
the organization is continuously in an optimal relation to the jobs and
organizational structure.

Definition
Managing the relocation of employees in order to carry out
assignments. Manage internal business processes to transfer
employees, their families, and/or entire departments of a business to
a new location.
Managing foreign resources. Manage employees who are sent to live
abroad for a defined time period, as well as non-native employees.
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.

Definition
Developing and maintaining systems for managing the time and
attendance of employees. Routinely upgrade the process and systems
that track when employees start and stop work, the department
where the work is performed, attendance in addition to tracking meals
and breaks, the type of work performed, and the number of items
produced.
Procuring and handling suggestions from employees, and performing
research on employees. Manage and analyze the programs that help
the organization to tap into employee ideas for improving the
organization's processes and/or products. Use surveys, focus groups,
and other data-gathering methods to find out the attitudes, opinions,
and feelings of members of an organization.
Creating an effective plan that initiates and promotes communication

and engagement among the employees and between employees and
management.
Creating a plan for managing communication among employees.
Inform employees of direction. Counter resistance with change
management approaches. Seek specific areas of input to the decision-
making process. Seek varying degrees of involvement and co-
creation.
Questioning employees to ascertain overall workplace satisfaction.
Implementing the communication plan for employees. Initiate

dialogues and engagement by monitoring the exchange of ideas and
opinions, the development of personal relationships, etc.

Definition
Managing process groups relevant to the business of information
technology within an organization. The process groups include
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.
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.

Definition
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.
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.

Definition
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.
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.
Creating and establishing the portfolio by defining the projects,
investments, and activities. Analyze and examine the value of the IT
portfolio. Allocate resources toward it.
Creating and establishing IT investments, projects, and activities
(collectively known as the IT portfolio). Include planned IT initiatives
and ongoing IT services (such as application support).
Examining and evaluating the value of the IT portfolio for the
organization as a whole. Explore and interpret the value of the
investments, projects, and activities of IT function by assigning it a
quantifiable and qualitative value.
Allocating financial and physical resources for the IT portfolio, keeping
in consent with the overall strategic priorities of the IT function.
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.

Definition
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.
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.

Definition
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.
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.

Definition
Create and design an organized and curated collection of all IT-related
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.
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.
Selecting, planning, and implementing measures that should influence

the demand, or customer side, for the organization's IT services and
solutions. Analyze the recent IT services and solutions consumption
levels. Develop strategies to improve the consumption efficiency.
Estimate the future volume/unit consumption by taking the
improvements into account.

Definition
Evaluating and comprehending the use and consumption of IT
services and solutions. Take into account the consumption by every
end user in order to calculate indicators such as average usage per
user and total usage per user.
Creating and delivering incentive programs for improving the
consumption efficiency provided by IT services and solutions.
Gauging the effect of the incentive programs and initiatives to
intelligently forecast the future volume/unit consumption and usage of
the IT services and solutions.
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.)
Creating an improvement strategy based on customer service

response patterns. Leverage customer loyalty, experience,
expectations, and interactions. Incorporate customer feedback.
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.

Definition
Developing and administering the strategy for IT customers. Create a
plan to create services and solutions, conduct daily operations, and
train new employees.
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.
Creating and deploying an architecture for securing and ensuring the

privacy of data flows throughout the organization. Create and develop
protocols that ensure proper and efficient use of IT services and
solutions. Test, evaluate, and implement the policies and protocols.
Implementing strategies for securing and ensuring the privacy of data

flows throughout the organization. Create protocols and guidelines for
individual IT components in order to avoid misuse of information and
breach of individual or organizational privacy.
Examining, assessing, and executing the privacy and data controls for
information security. Test, analyze, and implement established
information security and privacy protocols in order to safeguard the IT
function.
Creating strategies to manage the organization's information and
content. Outline the architecture for information. Administer
information resources. Administer the management of data and
content.

Definition
Creating strategies to administer information and content. Understand
the needs of the organization for information and content
management. Realize the role of IT services for implementing the
overall business strategy. Assess the implications of new technologies
for managing information and content. Identify and prioritize the most
effective and efficient actions for managing information and content.
Assessing and understanding the requirements, as well as the utility,

of the IT function in implementing the knowledge management
process. Acquire, distribute, and archive/delete information. Executing
IT solutions for the overall business strategy of the organization.
Correlate the IT strategy with the overall business strategy.
Evaluating the impact of new technologies in administering

information and content. Evaluate and analyze the use of the new
technologies in managing the information and content systems.
Leverage a management information systems for efficient and
strategic decision making. Leverage a transaction processing system,
decision support systems, expert system, executive information
system, etc.
Determining the appropriate and effective actions for managing

information and content in order to prioritize them. Recognize which
information management and content management actions hold more
importance by assessing their effectiveness and efficiency. Prioritize
actions in context with the information and content management
strategies.
Establishing the architecture of the organizations' information.
Establish data custodianship by selecting data custodians. Make the
necessary changes to the content data architecture.

Definition
Defining the bounds, rules, diction, and the logic that make up the
skeletal framework of the organization's information architecture.
Clearly delineate information attributes that flow through the IT
framework, along with the overarching structure, the circumference of
operations, the logic and syntax of the languages used, and the rules
of derivation employed. Delineation is for reworking and remodeling
the enterprise information architecture from industry best practices
and legacy blueprints.
Establishing needs for accessing information. Address issues related

to information including copyright, open source, privacy, security, etc.
Determining who will be responsible for the safe custody, transport,

and storage of the data and implementation of business rules.
Determine who will be responsible for the technical environment and
database structure.
Implementing changes to meet content data requirements. Make
necessary changes to the process of designing, creating, deploying,
and managing an organization's data architecture.
Administering information changes. Define information/data rules,
regulations, and standards. Develop and manage the administration
of the data/information and content of the enterprise.
Outlining and establishing policies for information/data, and setting

information standards. Establish laws, regulations, and policies to
regulate the creation, use, storage, access, communication, and
dissemination of information. Define information standards to
maintain.
Developing and executing administration policies for data and
content. Create strategies for processes and technologies that support
the collection, managing, and storing of information in any form or
medium.

Definition
Executing data and content management. Define the sources and
destination of content data. Manage the technical interfaces for the
users of the content. Revise, retain, and retire information.
Establishing the sources for obtaining content data and the
destinations for delivering content data. Evaluate the various sources
and destinations for content data. Strategically select the sources and
destinations that maximize the efficiency of data and content
management.
Managing and improvising the interface for the users of content data.
Manage the user interface, software interface, and hardware
interface.
Administering the information to be retained, refurbished, and
disposed. Examine and judge the efficiency of the present information
using various techniques to decide which information is to be
retained, revised, and retired.
Creating and preserving the organization's IT solutions. Enhance and
maintain IT solutions by creating a strategy for improving the IT
function. Perform life-cycle planning for IT services and solutions.
Create and maintain an architecture for IT services and solutions.
Create and maintain IT services and solutions.
Creating and implementing a strategy for developing the IT function.
Establish sources for IT development. Establish processes,
methodologies, and tools. Select appropriate development tools and
methodologies.
Designing and establishing an institutional procurement process that
defines the sources and ways that continuously improve and re-
evaluate the IT services. Outline how specific vendors and suppliers
will deliver the IT components and activities to develop the IT
function.
Establishing the methods, processes, and tools that will set the
foundation for developing the IT development strategy. Define the
new components, technologies, tools, and software for the
development process.

Definition
Identifying approaches and equipment for developing the IT function
and choosing the most appropriate approach and tools. Analyze the
pros and cons of various tools and methods on the basis of their cost
effectiveness, development value, etc.
Executing life-cycle planning for IT services and solutions. Develop
new requirements and feature-function enhancements. Create and
design a life cycle plan that takes care of the current and future state
of IT services and solutions.
Identifying and establishing new requirements of IT function in order
to develop the IT solutions. Plan for new tools and components
required for the development of IT services and solutions.
Creating a plan or strategy for the development of the distinctive

attributes and the activities performed by the IT services and
solutions.
Creating and implementing a life-cycle plan for developing IT services
and solutions. Make plans, projections, and decisions based on the life
cycle of the IT services and solutions. Determine current and future IT
requirements, performance, goals, and objectives.
Creating the architecture for the IT services and solutions. Revise as

needed. Retire in case of inefficiencies.
Designing and developing a complex or carefully designed structure
that lays out the specifications, models, and guidelines concerning IT
services and solutions.
Reconsidering and revamping the IT services and solutions
architecture, which lays out the specifications, models, and guidelines
concerning IT services and solutions.
Withdrawing the IT services and solutions architecture in case of
inefficiencies.

Definition
Understanding customer requirements. Design the IT services and
solutions based on the requirements. Develop components for
providing the requirements. Train resources to provide support. Test
the IT services and solutions in advance. Confirm the customer
experience post-sale.
Obtaining and comprehending the requirements for IT services and
solutions in the market. Conduct market research to understand and
analyze the possible market for the organization's IT services and
solutions.
Designing specific applications of business and technical expertise.
This will enable organizations in the creation, management, and
optimization of, or access to, information and business processes.
Acquiring and creating the components needed for the provision and
development of IT services and solutions. Design or acquire software,
hardware, interfaces, servers, etc.
Preparing resources for the provision of IT services and solutions.
Teach the skill or type of behavior through sustained practice and
instruction to the employees who will provide the IT solutions and
services.
Examining the developed IT services and solutions. Test the IT
services and solutions in focus groups, etc.
Analyzing the adoption of the IT services and solutions by customers,
and confirming the customers' experiences met expectations. Use
customer feedback, customer surveys, and customer reviews to
effectively communicate and comprehend the experiences of the
customers.
Updating and maintaining the requirements for IT services and
solutions. Perform defect analysis, and design changes accordingly.
Acquire or develop the components for changed IT services and
solutions. Test changes. Retire the outdated and inefficient IT solutions
and services.

Definition
Comprehending the need to enhance the IT services and solutions by
performing defect analysis. Update the requirements for IT services
and solutions. Perform an analysis using defects as data for
continuous quality improvement in IT services and solutions.
Taking into account the updated requirements and design changes for
the IT services and solutions.
Acquiring or creating components for changing IT services and
solutions. Design or acquire updated software, hardware, interfaces,
servers, etc.
Performing tests on a changed or updated IT services and solutions.
Test the IT services and solutions by piloting solutions, creating trial
runs, etc. to validate the impact of change. Ensure the IT function
facilitates the required amount of support.
Withdrawing inefficient and outdated IT solutions and services.
Executing IT solutions by creating a strategy for deployment. Plan and
execute the changes. Plan and administer the release of its IT services
and solutions.
Creating and implementing a strategy for the deployment of IT
solutions. Define all of the activities that make the IT function
available for use. Establish the change policies for IT services and
solutions. Define the deployment process, procedures, and tools.
Select the most feasible and practical methodologies for the
deployment process.
Defining policies regarding changes in IT services and solutions.
Manage changes in a rational and predictable manner so that
employees can plan accordingly. Reduce the negative impact to the
user community. Increase the value of IT services and solutions.

Definition
Outlining standards processes, methods, and equipment for
deployment of IT solutions. Manage the subversion server, production
server, development server etc. to make the IT services and solutions
available for internal/client use.
Assessing the tools and techniques for deploying IT solutions in order
to choose the most appropriate options. Evaluate the pros and cons of
all the methodologies available. Choose the most efficient and
effective methodology.
Strategizing and executing changes in IT solutions and services.
Create a plan for deploying the changes. Communicate with
stakeholders about the changes. Administer and implement the
changes. Train the resources who will be affected by these changes.
Install changes and verify their effect.
Creating plans for deploying the change in IT services and solutions.
Define the changes. Implement a plan.
Coordinating the changes in IT services and solutions with
stakeholders. Communicate with creditors, directors, employees,
owners (shareholders), suppliers, unions, and the community from
which the business draws its resources.
Managing the schedule for implementation of change. Plan and carry
out a process or procedure to implement the predefined changes.
Preparing users for changes in IT solutions. Conduct training sessions

and engagement activities to familiarize users with the new changes.
Administering and implementing the changes in place for the new

strategies to take effect. Install new components, software, hardware,
etc. onto the systems of the affected users.
Confirming that the changes to the IT function have met expectations.

Definition
Managing, planning, scheduling, and controlling an IT software or
service build through different stages and environments, including
testing and deploying its release. Understand the release design and
acceptance. Plan the release rollout. Distribute and install the release.
Verify the release.
Coordinating the deployment of new IT services and understanding
the traction and level of approval for the same. Administer and
synchronize the release of IT service packages. Manage version
control and the uptake and level of acceptance.
Creating a plan for introducing the IT services and solutions provided
by the organization in the market.
Distributing and implementing the release of changed IT solutions.
Administer, implement, and install the releases onto internal systems.
Provide methods for installing releases on client users.
Confirming that the release has met expectations.
Creating a strategy for successfully delivering the IT services and
solutions. Create a strategy for providing IT support services. Manage
IT architecture resources. Manage the operational activities of IT
services. Provide support for IT services and solutions.
Creating a strategy for delivering IT services and solutions. Establish

the sourcing strategy. Establish the delivery process procedures and
tools. Examine and choose the most effective methodologies and
tools.
Creating and implementing a strategy for sourcing delivery of IT
services and solutions. Examine the pros and cons of various sources
that can support the delivery process. Select the most feasible and
cost-effective sources.
Establishing standards for the processes, methods, and equipment
supporting the delivery of IT services and solutions. Manage the
transportation system, delivery schedule, etc. for the delivery process.

Definition
Assessing the tools and techniques for delivering IT services and
solutions, and choosing the most appropriate tools and techniques.
Evaluate the pros and cons of all the methodologies and tools
available. Choose the most efficient and effective methodology.
Creating a strategy for provision of support to users of IT services and

solutions.
Developing a strategy for sourcing resources to support users of IT
services and solutions. Establish the sources that will make use of e-
mail, live support software online, or a tool where users can log a call
or incident in order to retrieve IT support.
Establishing services for providing support to users of IT services and
solutions. Define the plethora of services by which the organization
assists users of computers, software products, or other
electronic/mechanical products.
Managing the resources required for administration of IT
infrastructure. Manage the IT inventory and assets. Take care of the
organization's IT resource capacity.
Managing the complete list of IT items or resources available with the
organization. Use inventory and asset management systems to
automate the process of asset discovery, tracking, and reporting of
the resources.
Handling the resource capacity of the IT function. Manage storage,
computer hardware, software, and connection infrastructure resources
that can be stored as inventory or provided by the organization as
needed.
Managing all processes and services that are provisioned by an IT
staff to their internal or external clients and used by themselves.
Deliver IT services and solutions. Perform IT operations support
services.
Supplying or provisioning IT services and solutions to the users.
Design an IT service delivery model that defines the processes and
procedures needed to deliver the IT services and solutions.

Definition
Executing support services for operational activities within the IT
function. Use operation support systems to manage the IT operations
support services.
Managing the availability of the IT services and solutions. Provide
facilities. Manage backup/recovery systems. Track performance and
capacity. Manage any incidents, problems, or inquires related to it.
Handling the availability for IT services and solutions. Manage the

inventory and operations systems to ensure that the demand for the
IT solutions and services is always met.
Managing the facilities that support the provision of IT services and
solutions. Keep facilities such as the software, hardware, and systems
up-to-date in order to ensure the provision of IT services and
solutions.
Managing backup/recovery for IT services and solutions. Copy and
archive computer data so it may be used to restore the original after a
data loss event. Use a backup system or application.
Overseeing the performance and capacity of IT services and solutions.

Use key performance indicators to routinely track the performance
and capacity levels of IT services and solutions.
Managing instances or occurrences within the IT function.
Identifying, recording, and resolving any IT problems. Create and
manage a problem-resolving system or function within the IT function
to ensure smooth and timely operations.
Taking care of the inquiries or requests by the customers or users of
the IT services and solutions provided by the organization.

Definition
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].)
Putting budgeting plans into practical use keeping within designated
forecasting parameters.
Creating estimates of the projected income and expenses required
over a predetermined time frame. Develop the projections of profit
and loss statements, balance sheets, and the cash flow forecast.
Conducting a quantitative analysis between what was forecasted and

budgeted and actual financial behavior.

Definition
Defining costs to be incurred and methods for optimum utilization.
Determine the costs of products, processes, projects, etc. to compile
in the financial statements, as well as to assist management in
making decisions regarding planning and control. Control costs by
managing and reducing business expenses.
Conducting accounting for assets, and finding reasons for changes
(depreciation, obsolescence, deterioration, change in customer taste,
increased demand, decreased market supply, etc.).
Determining the revenue, profits, and losses incurred by each unit

within the organization that produces profit.
Studying expenses directly associated with product. Analyze the cost
of sales, which is the cost of manufacturing products.
Studying and finding out the relevant cost center for a product by
studying every resource used in its making.
Discovering the changes between forecasted and actual costing.
Analyze actual and planned behavior by reviewing the amount of a
variance on a trend line in order to maintain control over a business.
Making a report about revenues generated by the organization or

business unit concerned. This process requires the organization to
create a report which shows how business is generating profits. Profits
are the part which is left after paying all expenses directly related to
the generation of the revenue, such as producing a product, and other
expenses related to conducting business activities.
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.

Definition
Determine the activities that hinder the progress of finance activities.
This requires the organization to determine those business activities
carried out by the financial function of the organization and which are
indispensable. This undertaking helps the organization triangulate
those activities which are essential and where costs cannot be
slashed.
Distributing or allocating asset resources in different processes for
optimal utilization.
Checking and achieving predetermined financial targets and
timelines. Assess and manage the profitability, feasibility, and
consistency of a business or project. Study the revenues generated.
Studying product demand and targeted customer preferences. Study

customers' demands or preferences after deducting the cost of
delivering the final product.
Checking demand about a specific product by a customer segment.
Conduct a detailed study--or research a customer behavior or
preference for a product--in order to determine its production and
profitability in a specific market.
Determining the cost of delivering an end product at different stages
of production. Study the total life cycle of a product/process to
determine how much revenue and production cost will be incurred at
every stage in order to make strategic decisions.
Creating the best fit between a product and the end user. Maximize
the customer base by providing different products in the market.
Observing the behavior of a new set of customers for different

products. Prepare strategies to improve sales and profits.
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.

Definition
Comparing revenue targets to reality. Review all transactions and
entries passed in final accounts in a year in order to examine profits.
Recording daily field production to determine value and distributing

payments. Hydrocarbon production is recorded daily in a production
ledger, and the contract quantities of hydrocarbons sold are
determined and valued. (To determine cash flow, hydrocarbons are
converted to dollars by multiplying bbls of oil or cubic meter of gas by
their economic value (based on composition)). Working interest
owners are separated from royalty interest, tax burdens are calculated
and, payments are disbursed. This can be limited or influenced by
government regulations.
Evaluating and processing requests for advances. Evaluate credit

requests by customers requiring loans to buy products/services.
Creating guidelines for providing advances. Set up credit standards,
credit terms, and collection policies.
Checking and accepting new requests based on eligibility criteria.
Analyze the status of applicants and requirements to be meet for a
new account.
Reviewing past credit scores to determine the if a line of credit will be
extended to potential customers. This could also include extending
additional credit to existing accounts.
Planning credit score requirements based on established credit
policies.
Evaluating existing account holders and their past performance.
Regularly review existing accounts to get the required information
about the status at present.
Preparing account payable reports about payments to be made
according to accounting rules and principles, and providing the
reports to management.
Closing or restarting accounts according to changes made in credit
policies.

Definition
Preparing detailed reports of customer purchases. Prepare a
commercial document between the seller and customer with details
about transaction. Detail the quantity purchased, price of
products/services, date, parties involved, unique invoice number, and
tax information.
Creating and updating a record of customers and the products being
purchased by them in a database. This process element requires the
organization to maintain a database of customers and their
purchases. Such a master-file can be used to ensure customer touch
point, enhance customer satisfaction, explore cross selling
opportunities, and identify future trends. This database will include
several particulars about the personal details of the organization's
customers and a tracking of the products being sold.
Preparing detailed reports about products purchased by customers.

Record and generate a detail account of transactions made by
customers fat a particular time and location. Include all details about
products such as price, quantity, and name.
Providing information to customers about purchases made by them.
Communicate the details of purchases. Provide customers with a copy
of details for their reference.
Registering transactions and their scheduled payments.
Checking and solving billing queries raised by customers.
Processing payments due from customers. This includes all processing
of funds received, whether by check or electronically. This does not
include the generation of invoices.
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.

Definition
Checking and moving funds between countries for business activities,
typically through authorized remittance agents.
Preparing reports that detail balances due or what to collect from
customers at a certain point in time.
Preparing the general ledger for account receivables from journals.
Place all journal entries related to accounts receivables in the general
ledger accounts of a business.
Posting entries to respective accounts, and preparing accounts for
receivables. Manage the cash collected by the business from its
debtors. Record it in the books of accounts to provide clear
information about the availability of the cash.
Creating a process to follow in case of a failed payment by account
holders. Create rules and regulations for the account holder who has
failed to make at least the minimum monthly payment by the due
date.
Examining balance statements of accountholders who failed to make
required payments. Study or review the account details of customers'
past payments when preparing negotiations policies.
Determine ways for customers in default to repay debts (e.g., allowing
more time or discounts).
Determining rules for handling accounts. Discuss and plan with
internal parties (department heads, managers, and senior
management) about rules to follow in coming months.
Maintaining reserves for write-offs and adjustments. Adjust or write off
certain expenses and losses.
Renegotiating the terms of a loan agreement in order to recoup
money from a default account.
Managing accounts that have not met the requirements agreed upon
to pay off outstanding debts.
Creating and providing funds for necessary adjustments and
deductions, including all expenses that were required for the business
at certain point in time.

Definition
Creating guidelines to follow in case of adjustments to business
processes.
Checking changes made in accounts during the year. Examine the
alterations made in final accounts to rectify errors/omissions.
Providing suitable offers to customers. Present different offers (e.g.,
discounts) available for customers or buyers.
Discussing and planning with internal parties (department heads,
managers, and senior management) about rules to follow in coming
months.
Creating a mechanism for consumer protection in case of a higher
price charged. When a supplier sells a product at a higher price to the
distributor than the price they have set with the end user, submit a
chargeback to the supplier to recover the money lost in the
transaction.
Recording business transactions as they occur in order to provide a
balanced accounts for financial reporting.
Making statements about business activities and functions. Prepare
financial statements (balance sheet, income statement, statement of
cash flows, and statement of stockholders' equity) according to
accounting concepts and principles.
Creating procedures to perform general accounting and reporting.
Follow the rules and regulations made for a particular process in the
business.
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.

Definition
Establishing processes and procedures to exercise financial control
and accountability. Record, verify, and report transactions that affect
revenues, expenditures, assets, and liabilities.
Applying basic principles, concepts, and accounting practices in
recording and preparing final accounts, and using accounting
information in management.
Preparing trial balance account from general ledgers. List all accounts
used in the general ledger. Alter accounts according to business
requirements.
Making ledger and trial balance accounts from journal entries. This
process requires the organization to record every transaction into
accounts done by business. It is a base documents for preparing final
accounts of company.
Allocating funds across functions. Apportion funds in line with the
budgets created. Formalize allocations in centralized internal records.
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.

Definition
Accounting for changes due to country-level policy changes. Record
adjustments made by management in the accounts.
Creating a joint operating agreement to cover exploration for, and
production of petroleum, as well as treatment, storage, and
transportation. It will also cover income allocation and cost sharing,
and the joint ventures accounting and audit arrangements will
normally provide for the appointment one of the participators as
operator". This process includes the activities to record jointly
controlled assets, record the venturers shares of expenses and
income, and performing of joint interest billing.
Accounting for long-term and fixed assets. Record purchased, fixed

assets that are not easily convertible into cash. Account for costs,
useful life, resale value, depreciation, and amortization.
Creating rules for fixed assets market valuation. Make rules and
regulations for fixed assets regarding depreciation, provisions, resale,
usage, etc.
Keeping reports up-to-date regarding fixed assets. Create a fixed
assets database detailing price, life cycle, depreciation rate, resale
value, installation information, usage information, etc.
Keeping a summary of sales and purchases of assets. Record any
expenses made for new assets purchased and sales of any old assets
during the fiscal year.
Keeping a summary of expenses for installing and modifying assets.
Record any expenses made for new assets purchased, any expenses
incurred on improvements, the valuation of assets to reach current
market price, and any transfer assets from one location to another
during the fiscal year.
Maintaining a record of expenses necessitated for repairs and the
preservation of assets. Administer and oversee the maintenance and
repair of any fixed assets. Record all related transactions.
Carrying out accounting for depreciation over fixed assets. Compute
the sums necessitated. Maintain a record of the cost value of fixed
assets over their useful life in the book of accounts.

Definition
Balancing the ledger account balance for fixed assets. Correct errors
in the books of fixed assets. Provide correct information in relevant
accounts.
Checking and updating the record of all raw materials and fixed
assets. Track all fixes asset. Maintain a record of all inventory items.
Showing market value and related expenses on fixed assets data for
taxation. Provide complete information recorded in the books of fixed
assets about purchase price, depreciation, installation charges, resale
market value etc. for tax and regulatory purposes.
Reporting on the organization's financial status to stakeholders.

Include balance sheets, income statements, cash flow statements,
and statements of shareholders' equity.
Making reports of subsidiaries units to show profits generated from
them. Prepare financial statements (balance sheets, income
statements, cash flow statements and statements of shareholders'
equity) for a single unit of a business.
Making final accounts for all units of company together. Prepare
combined financial statements of a parent company and its
subsidiaries (i.e., separate legal entities controlled by a parent
company) showing assets, liabilities, equity, income, expenses, and
cash flows.
Making reports for units/subsidiaries to help management in decision
making. Prepare financial statements (balance sheets, income
statements, cash flow statements, and statements of shareholders'
equity) for a single unit of a business. Break down profits and losses
by function/unit, clients, products, and region.

Definition
Making reports for all units to help higher management in decision
making. Prepare combined financial statements of a parent company
and its all subsidiaries (separate legal entities controlled by a parent
company) showing assets, liabilities, equity, income, expenses and
cash flows, and also going through periodic reports which shows the
actual and estimated costs and their variances.
Preparing a draft of financial statements for the board to review
before they are sent to the auditor.
Making and presenting financial reports to stakeholders. Create
annual and quarterly financial statements for reporting purposes.
Prepare shareholder reports with details of the profit-and-loss account,
balance sheet, and past year's business activities.
Reporting raw or summary data for final accounts following rules and
regulations.
Carrying out activities associated with legal and management
consolidation. Legal consolidation can include currency conversion,
balance carry forward, and consolidation of journal entries.
Management consolidation can include reporting on financials on a
reporting cycle basis to gauge the performance of the organization.
Managing accounts for large funds-invested projects. Manage and

account for fixed assets projects (capital projects), which required
significant capital investments over many years.
Preparing a project finance report to solicit approvals in capital
projects. Prepare budgets for projects that require heavy investments.
Report on project finances to solicit approvals from management.
Creating procedures and policies to follow for investing in capital

projects. Create rules and regulations regarding large investment
plans, which require in-depth forecasting for expenditure and revenue.

Definition
Creating budgets, and soliciting approvals for capital projects. Prepare
budgets for projects that require heavy investments. Secure approvals
from management.
Evaluating and supporting capital investments in projects and fixed
assets. Confirm details of capital projects. Secure approvals from
managements for large investments.
Reviewing all project business cases in order to substantiate projected
financial gains. Validate any project's business case. Juxtapose the
benefits derived from moving a project forward against the associated
costs.
Tracking lease renewal dates, maintaining producing properties, and
working with explorers to help ensure on-time lease payments and
renewals for land and lease assets. This includes assigning wells to
leases and generating divisions of interest information to document
holdings. Record and track contract information, analyze obligations
to meet drilling schedules, and create and maintain divisions of
interest for ownership.
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.

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.

Definition
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.

Definition
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.

Definition
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.

Definition
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 short-
term assets that can be easily convertible into cash, such as
marketable securities, commercial paper and short-term government
bonds, and treasury bills.
Supervising all online transactions.
Preparing forecasts for the cash generated or used by the
organization.
Delaying the outflow of funds as long as possible, but encourage the
inflow of as fast as possible.
Presenting reports on all cash-related activities. Collect and manage
short-term investing activities. Prepare reports of all transactions
done.
Maintaining and directing the course of relationships with banking
partners.

Definition
Studying and finalizing bank fees for services provided by banks.
Negotiate and finalize nominal fees that bank charges for various
services, such as requesting a deposit slip or counter check or
certifying papers.
Managing financial services provided by an in-house bank structure in
the corporation that is operating like a commercial bank.
Maintaining subsidiaries' company accounts opened with bank inside

the corporation. Manage different financial services provided by in-
house bank structure for parent companies' subsidiaries or branches.
Arranging loans for subsidiaries from in-house banks.

Handling payments made for subsidiaries by parent company.
Handling payments received by parent company for subsidiaries.

Taking care of all business outflows and recording as whole. Manage
making all payments for the organization and its units or subsidiaries.
Track in books of accounts of parent company.
Computing all expenses paid to and receivables collected over the
organization's banking activity. Calculate all charges and receivables,
towards interest, fees, and any other payments over its own bank
accounts. Record transactions in the books of accounts.
Facilitating account statements for all in-house banking activity.

Taking care of the organization's financial position. Manage its loans or
debts from different sources and investments. Leverage the most
profitable options to balance the financial position in the market.
Maintaining smooth relations with financial investment banks that

help availing loans and services.

Definition
Managing and maintaining enough liquidity in form of cash and cash
equivalents in the business to meet urgent and timely requirements
Managing the exposure incurred by the issuer for providing credit to

the borrower.
Tracking loans taken and money invested in different options. Arrange
and supervise loans from banks and individuals and investments in
different available and profitable options.
Arranging and supervising foreign exchange rate changes to avoid
loss on foreign-currency transactions.
Creating transactions report of loans and investments. Prepare and
maintain records of loans and investment transactions.
Supervising the interest paid or received by the organization. Arrange
and supervise interest rate swap transactions to manage exposure to
fluctuations in interest rates. Or attain a marginally lower rate of
interest than could be gained through a swap.
Performing transactions that limit investment risk with the help of
derivatives, such as options and futures contracts. Manage interest
rates, foreign exchange, and exposure risks. Develop and execute
hedging transactions. Evaluate and refine hedging positions. Produce
hedge accounting transactions and reports. Monitor credit.
Taking an investment position to offset exposure to certain risks. This

may include purchasing opposite of the organization's position in the
marketplace, using derivatives transactions, or futures contracts.
Handling risks arising from changes in the interest rate.

Taking care of foreign-exchange risks.
Executing all aspects for foreign exchange trade within foreign
exchange market. This includes buying, selling, and exchanging
currencies at the current or expressed price point.

Definition
Overseeing the foreign exchange balance sheet with an eye towards
potential risk. Risks include changes in conversion rates between the
time the transaction occurred and when it is completed, or when
transactions are made in a denomination other than that of the
organization's base currency.
Taking care of exposure risks. Maintain financial investments in
particular investments or a portfolios that could be risky for the
organization.
Implementing hedging strategy in attempt to alleviate risk. This will
include all options, depravities, and futures contracts agreed upon in
Develop risk management/hedging strategy [12974].
Determining which hedge options to execute.
Closing out a position or cashing in derivatives early.
Examining options in the market for hedging investments. Select an
option.
Revising credit reports periodically for accurateness and changes that
could be suggestive of duplicitous activity.
Preparing and documenting accounts and records of all hedging
investment transactions to reduce risks due to change in markets.
Administering internal controls. This process requires the organization
to manage entity's board of trustees, management, and other
personnel in order to offer judicious assurance about the achievement
of effectiveness, proficiency of operations, and reliability of financial
reporting.
Forming rules and regulations to ensure the achievement of
effectiveness, proficiency of operations, and reliability of financial
reporting.
Establishing board of directors and auditing committee in order to
assign roles and responsibilities for internal controls.
Outlining and communicating a code of ethics act responsibly.

Definition
Defining roles, responsibilities, and accountabilities for effectiveness
and proficiency of operations and reliability of financial reporting.
Outlining the objectives and risks associated with a process. Delineate

process goals. Determine the risks attached to it. Determine what the
process is meant to accomplish, potential issues, a timeline of
potential risks, the scope and potential impact of risks, etc.
Outlining the risk tolerance levels of individual units, as well as the

organization as a whole. Determine the specific maximum risk to take
in quantitative terms for each relevant risk subcategory, including
strategic, operational, financial, and compliance risks.
Incorporating planning, management, operations, and monitoring of
internal control mechanism policies and procedures in order to
manage internal controls. Design and implement control activities.
Monitor control effectiveness. Remediate control deficiencies. Create
compliance functions. Operate compliance functions. Implement and
maintain technologies and tools to enable the internal controls-related
activities.
Defining and executing policies, procedures, techniques, and

mechanisms and actions taken to minimize risk.
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.

Definition
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.
Reporting to suppliers, customers, and partners that are doing
business with the company about IT regulations and pertinent data.
Reporting to internal management (all employees, directors, and

management) about IT regulations and pertinent data.
Estimating the organization's periodic tax liabilities. Ensure that
appropriate taxing authorities receive tax return filings and payments
when due.
Setting targets for periodic tax liabilities. Assess the tax impact of
various activities such as the acquisition or disposal of fixed assets or
a deliberate change in number of employee.
Developing a tax strategy for foreign, national, state, local
administration. Set up tax strategies for foreign trade in imports and
exports and at national, state, and local level.
Combining and enhancing a rational analysis of a financial condition
or plan from a tax perspective in order to align financial goals through
efficient tax planning.
Maintaining a master file about the rational analysis of a financial
condition or plan from a tax perspective in order to align financial
goals through efficient tax planning.

Definition
Processing the taxes of the organization in line with the regional
taxation structure, including corporate, property, excise, and service
taxes.
Creating and implementing strategies for taxes to be paid or collected
by the business.
Preparing and submitting tax reports for every employee to the tax
department in order to show the tax paid and deducted from their
salaries in the year.
Preparing reports about paid or accrued foreign taxes to an overseas
country.
Calculating the income that has been realized when the tax on that
income has not.
Managing the organization's financial accounts for the purpose of
taxation. Prepare and maintain the tax paid by the organization to the
country they have business in.
Checking and correcting the tax policies according to the rules and
regulations set by the organization.
Addressing any tax queries by any regulatory or government
authorities. Review historical records related to taxation within the
organization in order to respond to queries.
Managing cash collections and disbursements made by operating
units across the enterprise. When appropriate, transfer cash from the
operating units to parent-level bank accounts managed by the
organization's treasury team.
Forecasting and monitoring changes in foreign currency value or
interest rates around the world that play an important role in the
organization.
Managing any transfer of funds in the course of conducting cross-
border trades or investments, including conversion across currencies.
Find the most suitable alternative for making payments, while saving
taxes and avoiding any unwarranted regulation, with the objective of
protecting capital.

Definition
Assessing exposure to potential financial losses as a result of changes
in the value of currencies. Forecast the impact of movements in
foreign currency values. Enter into financial transactions designed to
offset or limit potential exposure to loss.
Documenting and reporting accounting entries to formally report
financial gains or losses experienced as a result of foreign exchange
activity.
Making and collecting payments for transactions in products/services,
and transporting them to interested markets.
Evaluating the approved list of parties for engaging in international
trade in order to ensure the safety of the organization's business
transactions. Examine agents that have been granted legal rights to
engage in global trade and their credentials.
Overseeing and directing the flow of trade to/from the organization in
order to ensure financial gains.
Systematically categorizing products/services for their suitability to
international trade. Create classes and categories for demarcating the
types of products suitable for international trade. Study requisite
national and international standards and the adherence of the
organization's portfolio of offerings to these.
Identifying current exchange rates between two currencies and
converting the foreign currency to that of the local monetary unit. I.E.,
yen to US dollar.
Computing the excise duty to be paid during international trade.
Communicating with the customs department to ensure fluid
compliance. Share pertinent information mandated by law with the
government agency that controls and collects the duties levied for the
international exchange of products/services.
Documenting and recording the trade processes while making
transactions, noting the description, quality, number, transportation
medium, indemnity, and inspection.

Definition
Preparing global trade under preference, which allows the
organization to import/export products at a lower or nil rate of
customs duty and/or levy charge.
Administering and overseeing all restitution activities the organization
may be subjected to. Manage compliance with apposite legal
frameworks. Make any restitution that may be required by law;
comply with authorities over any fines or non-financial measures
imposed.
Creating a document assuring that a seller will receive payment when
certain delivery conditions are met. (If the buyer is unable to make
payment on the purchase, a bank covers the outstanding amount.)
Relating to the design, construction, acquisition, and management of

both productive and non-productive assets.
Building and purchasing non-productive assets for the organization.
Acquire and construct non-productive assets that are not yielding any
income/profits to the business.
Strategizing a long-term vision for managing properties. Prepare
strategies and a long-term vision for managing purchased/retained
properties.
Creating alignment between the requirement of properties and the
overall business strategy. This process requires the organization to
align the requirement of properties in accordance with its business
strategies of the organization.
Evaluating the impact of the external environment. Evaluate the
circumstances, objects, events, and aspects surrounding an
organization that affects its actions and selections and that recognizes
its opportunities and risks.
Deciding whether to buy or build properties. Study the market forces
about property prices and cost of construction in order to take
decisions based on the market research.
Recognizing the needs of facility users in order to construct a project
proposal that meets those needs.

Definition
Preparing and analyzing different designs for a facility in order to
finalize which design will be the most suitable option.
Evaluating the feasibility of budgets prepared for the construction of
facilities.
Assessing and choosing the appropriate property. Analyze the
property requirements. Review the available property options. Finalize
the most suitable option.
Discussing the terms and conditions of facilities to be occupied
according to the business requirements and availability of budgets.
Constructing the buildings. Manage renovations according to

requirements and demands.
Managing the provision of the workspace and its assets. Arrange an
office space with all assets (tables, chairs, computers, admin staff,
etc.) according to requirements.
Attaining the office space with all assets (tables, chairs, computers,
admin staff, etc.) according to requirements.
Modifying the formation of the workspace and its assets. Make
necessary changes in an office space with all assets (tables, chairs,
computers, admin staff, interior designing, etc.) according to
requirements.
Managing all operational activities of the facility. Manage how each
function/business unit works. Support the manufacturing facility to
attain organizational goals.
Shifting staff or employees from one place to another place according
to changes in business requirements.
Relocating the tools and raw materials. Shift raw or finished material
and machines of company from one place to another place according
to changes in business requirements.
Conceptualizing and realizing dividend and income generating assets
such as machines, tools, factories, etc. Manage steps to acquire
assets including managing capital, as well as planning, scheduling,
and overseeing construction.

Definition
Producing and maintaining a planning schedule and a financial plan to
purchase or manufacture productive assets. Determine the
investment plan, monitor capital, and secure the necessary financing
in order to realize completion of the program.
Establishing what funds will be invested in the construction of
productive assets for the advancement of established business
objectives.
Monitoring plans on capital projects. Capital projects can be
purchasing buildings, lands, etc.
Acquiring the loans needed to construct necessary assets.
Outlining the steps and strategies needed to construct assets. Verify
that all regulations are adhered to and that all permissions have been
granted. Organize and plan for resources to complete construction.
Developing a strategy to perform asset construction. Assure that

timelines, regulations, and resources are on task and on budget.
Managing the construction process to ensure that activates are on
task, on budget, and are being performed with safety and quality in
mind.
Gathering the required permits for construction from the proper
jurisdiction. This may include inspections during and after
construction to verify that the new asset meets all national, regional,
and local codes.
Designing assets to meet organizational needs as well as ensuring
that the asset adheres to all national, regional, and local construction
codes.
Determining what resources will need to be acquired in order to carry
out construction. Plan when, where, and how resources will be used.
Determine the length of time resources will be utilized.
Arranging a timetable for which to perform construction work.
Schedule resources to contract assets for new or replacement assets.
Reschedule or redesign assets if needed.

Definition
Defining a timetable for which to execute the construction of the
asset.
Gathering resources needed to complete all construction work. Verify
that all resources have the proper training and skills to perform the
work.
Building new assets necessary for the organization. Be aware of any
construction codes and permits that need to be addressed.
Modifying existing assets to align with the changing needs of the
organization. Be aware of any construction codes and permits that
need to be addressed.
Determining the need to replace existing assets. Be aware of any
construction codes and permits that need to be addressed.
Overseeing the performance and quality of work. Assure that records
are maintained throughout the construction process. Adhere to all
safety, security, and access regulations set forth by the organization
and all government standards.
Monitoring construction to insure that all regulatory laws are being
adhered to, that all work is being performed in a timely manner, and
that quality assurance is met at all steps of the construction process.
Implementing a checks and balances system to verify that the

construction was performed correctly. Rework when errors are found.
Implementing records to include all construction work that has been

performed. Include all new or modified construction, and any
construction or regulatory issues that might have occurred.
Ensuring that safety, security, and access is maintained. Provide a
workplace that meets and exceeds all local, state, and federal
guidelines. Provide security and access to the building site as set
forth by safety and organizational guidelines.
Preserving productive assets through the planning, managing, and
performance of preventative, routine, and critical maintenance work.

Definition
Ensuring that necessary resources are available and tasks are
prioritized accordingly through planning. Provide strategies and
policies that identify tasks that need to be completed, and the
resources necessary to fulfill those tasks.
Creating goals and agendas to better realize the success of the
maintenance policies that have been put into place.
Evaluating assets in order to project future requirements for
maintenance. Evaluate the present working condition of assets.
Determine the future maintenance requirements of assets.
Communicating policies in regards to asset maintenance. Provide a
clear set of procedures and policies that outline what will be involved
in the maintenance process.
Devising a methodology and procedure for assimilating the works of
planned maintenance into the schedule scheme for the processing of
finished products that utilizes the same machinery.
Identifying the steps needed for asset maintenance. List out the
those tasks that are involved in completing this process. Prioritize the
tasks that are created.
Analyzing workload needs in relation to asset maintenance and plan
resources around those needs.
Creating procedures on how to maintain productive assets.
Ensuring that asset maintenance is conducted in a timely manner and
successfully. Schedule work with the required resources with an eye
on quality control and safety. Verify that contracted maintenance
meets performance targets.
Defining a timetable for which to execute the maintenance of the
asset.
Gathering resources needed to complete all maintenance work. Verify
that all resources have the proper training and skills to perform the
work.

Definition
Implementing a checks and balances system to verify that the
maintenance was performed correctly. Rework when errors are found.
Modifying existing maintenance records to include all new work that

has been performed, what assets were serviced, and any issues that
might have arisen.
Assuring that all safety laws and regulations are being implemented
and followed. Align practices with regulatory bureaus such as OSHA ,
EHS, and ISO.
Outlining what should be achieved through predictive indicators with
regard to performing maintenance. This could include the length of
time it takes to perform routine maintenance or how often unplanned
maintenance feasibly occur.
Following set performance targets, monitor and gage the success of
the organization in meeting those targets.
Engaging in all aspects of asset maintenance. Ensure that all assets
are functioning properly and to all specified codes and regulations
where applicable. Maintenance includes all preventative, routine, and
corrective activates.
Performing prophylactic maintenance in an effort to avoid corrective
or unplanned repairs.
Carrying out required maintenance to continue upkeep of equipment
or assets.
Repairing or correcting faults that occur with an asset. This could be a
break or other repairable damage.
Realizing potential or current problems with assets that would require
unplanned maintenance. Unplanned maintenance is a repair or
change that needs to be made that is not preventative or routine.
Performing repairs that occur outside of normal routine or

preventative maintenance.

Definition
Planning how to discontinue the use of an asset at the end of its life
cycle. Develop an exit strategy, perform a sale or trade of assets, and
perform asset abandonment.
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.

Definition
Preparing and presenting reports about enterprise risk to the
management of the organization. Create reports for management on
hazard risks (e.g., property damage and liability torts), financial risks
(e.g., currency and liquidity risks), and operational risks (e.g., product
failure, customer satisfaction, social trends, and competition).
Coordinating to plan, organize, lead, and control the activities of an

organization in order to minimize the special effects of risk on capital
and earnings.
Determining risks that could thwart objectives. Document and
communicate the concern.
Identifying options/actions to enhance opportunities and reduce
threats. Recognize the root reasons of the identified risks.
Developing activities to improve opportunities and lessen threats.
Specify the organization's objectives. Evolve strategies and policies to
attain these objectives. Assign resources to project objectives.
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.

Definition
Analyzing the threats a business unit/function faces to prioritize the
controls it implements..
Developing a timely and continuous process to identify activities that
might hinder a project's goals.
Determining the possibility that a specified undesirable event will
occur using established tools, implements, and frameworks. Use risk
assessments to determine, for example, whether to undertake a
particular venture, what rate of return a particular investment
requires, and how to mitigate an activity's potential losses.
Developing possibilities and arrangements to improve opportunities

and reduce deviations to project objectives.
Executing mitigation plans to improve opportunities and reduce
deviations to project objectives.
Identifying, examining, and recognizing/justifying any improbability in
investment decision making.
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.
Managing steps to confirm enduring compliance to industry
regulations and government legislation.
Developing a set of procedures detailing an organization's progress in
complying with established guidelines, provisions, and legislation.
Creating a standardized approach to ethics and compliance. Have a

programmatic approach for compliance that focuses on the definite
risks the organization faces.

Definition
Implementing standardized for ethics and compliance. Have a
programmatic approach, built from the top down, to enterprise
compliance that focuses on the definite risks the organization faces.
Managing accounts and prepare regular reports on financial

performance.
Managing technologies and tools related to the confidentiality,
integrity, and availability of data in order to ensure the security of the
organization's information.
Obeying laws, guidelines, strategies, and stipulations related to the
business.
Developing procedures and methodologies to comply with relevant
laws and regulations of an organization's obedience to laws,
guidelines, strategies and stipulations related to business.
Determining the regulatory requirements that are most appropriate
for the organization. Identify goals in order to follow the appropriate
rules and regulations, guidelines, and strategies.
Analyzing and overseeing the regulatory environment in order to spot
any changing or emerging regulations. This process element calls
upon the organization to monitor the regulatory environment for any
new statutes, policies, and enactments issued by the respective
government authorities or those which have been updated.
Evaluating current regulatory policies and regulations. Assess their

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

Definition
Monitoring, appraising, and evaluating the compliance position of the
organization in order to fine-tune for effective remediation. Track
efforts for handling regulatory and compliance requirements
necessitated by law. Test the robustness of internal frameworks,
procedures, and approaches for dealing with these requirements, in
order to clearly identify any necessary changes.
Creating a graphical representation of metrics in order to
communicate the general health of the organization in relation to risk
and compliancy.
Submitting compliance reports to regulatory agencies. These reports
can be made to environmental, securities, or human resources
agencies as stipulated by the local governing body.
Developing and preserving relationships with the regulators, without
compromising the legal basis of the relationship.
Administering the efforts and activities for remediation. This process
element requires the organization to create plans for corrective action
in collaboration with government agencies and pertinent professional
services agencies which specialize in remediation efforts relevant to
the organization's operations. Additionally, the organization needs to
consult experts to validate the plan, determine resources allocation,
resolve any legal concerns, and formulate a company-wide policy for
remediation.
Creating plans for remediation efforts. Make a plan to address a case

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

Definition
Examining regulatory and legislative frameworks. Obligate the
organization to remediate any damages through compensations,
fines, and any other remedial efforts necessitated to correct the
situations. Analyze local environmental laws, binding international
covenants, etc. in order to examine legal accuracy about the rules and
procedures.
Studying the causes of damage, which could be environmental,
physical, social, etc. at country level in order to institute better
policies and regulations.
Crafting a new framework of policies and procedures for deploying
remediation efforts, or change existing policies and procedures. Adapt
the policy structure to the context of the apposite national and
international regulatory frameworks.
Including the processes required to rapidly adapt and respond to any
internal or external opportunity, demand, disruption, or threat.
Develop a more dynamic, strategic, and integrated approach to
managing compliance obligations.
Creating a strategy for rapidly adapting to disturbances. Maintain
continuous business processes and protecting employees, assets, and
overall brand equity.
Developing plans to ensure continuous business operations.
Assessing ongoing activities within the organization that are not
intended to stop except for in an emergency.
Evaluating business operations. Determine which activities generate
revenues, perform best, and provide good returns.
Sharing information about risks and resilience strategies of business
operations across the organization so that prospective risks can be
avoided.
Fostering external relationships with stakeholders of the entity,
including investors, government and industry, the board of directors,
and the general public. This is not related to customer management.

Definition
Creating a strategic management responsibility for integrating
finance, communication, marketing, and securities law compliance.
Allow the most effective two-way communication among the
organization, the financial community, and other constituencies. Enlist
the investor relations function to provide market intelligence to
corporate management.
Building and managing relations with bankers or lenders through
strong products/services strategies that bankers would want to invest
in. Foster a receptive environment for low rates of interest, easy
access to loans, etc.
Creating and maintaining long-term relations with analysts. Involve
analysts in strategy and product decisions in order to elicit valuable
information.
Practicing regular, transparent communication with shareholders
through annual shareholders' meetings, quarterly earnings calls,
shareholders letters, one-on-one emails or calls, etc.
Creating and maintaining relationships with government and industry
representatives.
Persuading public and government policy at the local, regional,
national, and global level (subject to government regulations).
Ascertaining how the business entity relates to all levels of
government. Identify areas that needs further growth and resources to
foster those relationships.
Assigning executive level resources to manage, grow, and drive
relationships with government bodies.
Analyzing current relationships with government bodies and entities.
Garnering internal advice from an informal group in order to

successfully maintain and advance relationships.
Garnering third party advice from an informal group in order to
successfully maintain and advance relationships.
Meeting with government heads and representatives.

Definition
Managing relations with quasi-governmental organizations,
corporations, businesses, or any other agency that is treated by
national laws and principles to be under the supervision of the
government but also distinct and self-directed from the government.
Engaging government, regulatory, or industry agencies to establish

relationships. Analyze steps and requirements necessary for
inclusion, if needed.
Ensuring regular interaction between business entity and quasi-
government bodies in order to maintain established relationships.
Collect and record meeting data for further analysis and use.
Managing relations with organizations established and financed by
businesses that operate in a specific industry. Participate in public
relations actions such as lobbying and publishing, advertising,
education, and political donations.
Determining the requirements to enter in to an agreement with trade
or industry agencies. Discover what activities or processes can be
conducted to provide the best mutual outcome.
Analyzing current relationships with trade and industry groups. Ensure
that the partnership in successful and make modifications where
needed.
Providing additional information or inclusion for third party trade or
industry entities; or changing existing parameters to modify the
current relationship. Communicate and execute changes.
Managing lobbying activities to affect government policies.
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.

Definition
Reporting audit findings to management. Practice an internal audit
with criteria for confirming a problem, a description of the situation,
and the root cause of the problem. Make recommendations that
resolve the issue.
Managing legal practices to abide by the law, as well as ethical
practices.
Creating a code of ethics that communicate the organization's
philosophy to employees, vendors, customers, clients, and the public.
Administering the system of rules, practices, and processes through

which a company is directed and controlled. Balance stakeholder
interests including shareholders, management, customers, suppliers,
financiers, government, and the community. Outline a strategy for
achieving organizational goals, from action plans and internal controls
to performance measurement and corporate disclosure.
Creating and applying programs and activities. Encourage the

adherence preventive laws, such as environmental law, sex
discrimination, computer law, estate planning, corporate compliance,
business planning, and property transactions.
Ensuring the organization's compliance position. Validate compliance
with different statutes, regulatory directions, and legal principles
(using Establish compliance framework and policies [17468]).
Coordinate with compliance and risk management personnel.
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.

Definition
Managing professionals, sought externally for assistance over legal
and ethical concerns. Administer and oversee assistance from subject
matter experts and professionals for sourcing expert opinion and
counseling over legal and ethical matters.
Examining the problems and deciding the action requirements for
engaging outside counsel. This process element calls upon the
organization to internally analyze the issues for which assistance from
external counsel is needed. Additionally, the organization needs to
break-down the issue, identifying the tasks and exercises where
outside counsel can help.
Recruiting the assistance of outside counsel for any legal and/or
ethical concerns. Engage and/or retain any external counsel sought
from subject matter experts and professionals.
Making a financial plan. This strategy sets out, using figures, an
organization's expected future results. Enlist the finance function to
support work generated by other business functions in order to build
and secure their support for the budget.
Receiving deliverables from outside counsel, and monitoring the
efforts committed by them. Track the progress of, collect, and validate
the required work product from the subject matter experts and
professionals engaged as external counsel. Verify the amount of effort
dedicated by these counsels to the issue at hand, in order to confirm
their fees.
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.

Definition
Safeguarding the intellectual property of the organization. This
process requires the organization to protect a wide variety of
intellectual property created by it. It involves creating and managing
non-disclosure agreements (NDAs), following up on current
developments in the areas where the organization holds patents,
tracking the use of the organization's copyrighted material, creating
and upholding licensing terms, and administering policies for
safeguarding intellectual property.
Managing the patents and copyrights already held or sought by the

organization. Administer and oversee applying for, securing, and
maintaining intellectual property rights in the form of patents and
copyrights. Submit applications for such rights. Handle associated
legal issues. Draft and communicate proper attributions. Collect
royalties. Monitor any misuse of the intellectual property rights.
Managing the upkeep of intellectual property rights by creating and
managing a framework of rules, policies, procedures, and restrictions.
Outline a clear policy for any possible scenario of their use by any
external agent.
Administering and overseeing the terms and policies associated with
licensing the organization's intellectual property. Create and manage
the policies and terms governing the possible granting of a license to
any external agent. Demarcate a clear framework that governs the
licensing of any patents or copyrights held by the organization.
Managing options regarding licensing agreements. Follow favorable

terms and conditions.
Resolving disputes or civil lawsuits internally or externally.
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.

Definition
Managing a public relations programs through business and
communications skills.
Developing and administering community relations. Establish business
connections with the people constituting the environment the
organization operates in and draws resources from in order to foster
mutual understanding, trust, and support. Create programs that
promote the organization's image in a positive and community-
oriented way.
Developing and managing relations with media. Develop connections
with journalists to solicit critical, third-party endorsements for a
product, issue, service, or organization.
Promoting political security and stability in the regions where the
organization conducts business. Encourage political stability in the
regions where the organization operates. Support civic programs,
citizen engagement, connection platforms, etc.
Developing press releases to communicate developments and
generate interest in the organization.
Issuing press releases to carefully selected media in distribution
channels such as the web, newspapers, and social media.
Performing activities by an organization that are fundamental to the
successful operation of the organization, even across functions in a
business. Capabilities defined in the PCF include business process
management; portfolio, program, and project management; quality
management; change management; benchmarking; environmental
health and safety management; and knowledge management.
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.

Definition
Defining and managing the organization's approach to governing
business process management. Establish and manage tools to support
the governance process. Assign ownership for all business processes.
Perform activities to administer the governing process.
Outlining and managing the methodology for administering business

process management (BPM). Define the method for setting standards
and priorities for BPM efforts. Identify BPM governance leaders. Define
BPM project participants' roles.
Instituting, organizing, and maintaining the upkeep of the techniques
used for business process management (BPM). Create and maintain
templates of BPM tools that can be readily implemented, including
process engine, business analytics, content management, and
collaboration tools.
Assigning resources (employees) ownership of tasks. These include
the responsibility of identifying, analyzing, and improving business
processes in order to meet the goals and objectives such as increasing
profits and performance, reducing costs, and accelerating schedules.
Implementing and executing activities for governing business

processes. Execute activities that encourage participation,
accountability, transparency, responsiveness, equity and
inclusiveness, etc. within the business processes.
Determining and organizing the structural composition of business
processes. Design, establish, and administer the framework. Identify
any cross-functional processes that are mandatory for achieving
business excellence.
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.

Definition
Outlining and establishing the business processes of the organization.
Scope, analyze, map, and publish processes for the employees who
may require it.
Defining the extent and limits of business processes. Define the range
and diversity of all the set of activities and tasks that, once
completed, will accomplish an organizational goal.
Assessing and examining the set of activities and tasks that, once
completed, will accomplish an organizational goal. Create a business
process model that captures how a business process works and how
individuals from different groups work together to achieve a business
goal.
Realizing those practices and procedures that are the most effective
to the success of the business and making that information available.
Defining what a business entity does, who is responsible, to what

standard a business process should be completed, and how the
success of a business process can be determined. Identify processes,
gather information gathering, interview participants, map processes,
and perform analysis.
Disclosing the information available on business processes. Ensure the
availability of the information regarding the business processes to all
process team members, business stakeholders, and process owners.
Use BPM software, as well as business process diagrams and
documents that help depict the required information.
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.

Definition
Assisting and executing the business processes. Use business process
execution language (BEPL), which is a standard, executable language
for specifying actions within the business processes with the use of
web services.
Defining and using performance indicators to consider the financial
perspective, customer perspective, internal process perspective, and
learning perspective of the organization.
Determining the need for additional performance indicators that
would be necessary to successfully achieve the business goal.
Identifying and choosing improvement opportunities. Create and
manage improvement projects. Perform the improvement activities
continuously and routinely.
Helping a process owner to identify, analyze, and improve existing
business processes within an organization to meet new goals and
objectives.
Developing and implementing a systematic approach to help the
organization optimize its underlying processes in order to achieve
more efficient results. Systematically gather information to clarify
issues or problems. Intervene for improvements. Restructure training
programs as appropriate to increase effectiveness.
Persistently implementing activities for improving business processes.
Managing investments, holdings, products, businesses, and brands,

along with the related projects that together constitute a program.
Managing the business portfolio of the organization, including

investments, holdings, products, businesses, and brands. Establish a
portfolio strategy. Define portfolio governance. Monitor and control the
portfolio.
Instituting the strategy for managing business portfolio. Create a
systematic plan that defines the strategy for managing investments,
holdings, products, businesses, and brands.

Definition
Outlining the administration of business portfolio of the organization.
Create and manage the rules and regulations regarding the business
processes in order to identify, select, prioritize, and monitor portfolio
components. Include a set of metrics to indicate the health and
progress of the portfolio in the most vital area.
Overseeing and administering the business portfolio of the

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

business programs. Monitor key factors such as governance,
alignment with the overall business vision, assurance, and
management.
Managing relationships with stakeholders and partners of the business
programs.
Administering and implementing business programs. Implement and
execute programs with the intention of improving an organization's
performance. Execute all the individual projects of the program to
ensure the desired success.
Evaluating and documenting the performance of business programs.
Evaluate the performance of the programs. Create reports on the
basis of the analysis. Use performance indicators and metrics such as
desired/achieved goals, completion dates, issues and defects, and
cost effectiveness.

Definition
Establishing the scope of the projects. Create plans for implementing
the projects. Initiate projects. Review and report project performance
to management. Close projects.
Establishing the horizons of business projects. Identify the objectives
of the program, along with the resource requirements. Assess the
readiness for the project management approach. Identify
methodologies for project management. Obtain funding. Develop
performance measures and indicators.
Recognizing and defining what the project is ultimately supposed to
do. Specify the capabilities, features, or attributes of the project's
deliverables, as well as any kind of formal documentation.
Identifying the prerequisites of business projects. Identify the people

with appropriate and applicable skills and competencies. Locate
resources such as capital, facilities, equipment, material, and
information required to accomplish the objectives of a specific project.
Evaluating the culture and readiness of the organizational

environment is order to implement the project management
approach.
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.

Definition
Developing procedures and indictors to assess performance of
business projects. Design and develop metrics and indicators--such as
cost, schedule, resources, risk, and quality--that exhibit the
performance of the business projects.
Defining the resources and their roles. Identify IT requirements. Create
plans for effective training and communication. Design reward
approaches. Plan the launch of project. Deploy the project.
Outlining the resources and their roles in the business projects.
Procuring the necessary resources outlined in Define roles and

resources [11123]
Determining the IT requirements for specific business projects.
Identify the requirements of computers and telecommunications
equipment to store, retrieve, transmit, and manipulate data related to
the project. Consider factors such as functional requirements, design
requirements, project phases, and project schedule.
Designing a plan for equipping the project team with the necessary
skills and abilities to fulfill their roles and responsibilities in the project
effectively and efficiently. Offer formal training, mentoring, or
coaching. Initiate informal conversations. Communicate messages
during the project.
Creating a plan for recognizing and rewarding extraordinary
performances within the business projects. Use incentives, bonuses,
and certificates for recognition and rewarding purposes.
Creating a plan specifying when to initiate the project, and introducing
it to the target audience. Clearly define the project team, objectives,
timelines, and milestone.
Putting the project into position by effectively bringing it into action.

Definition
Implementing the business projects of the organization. Evaluate the
impact of project management. Record and report the status of the
project. Manage the project scope. Promote and sustain activities and
involvement. Realign and revamp the project management strategy
and approach.
Assessing the impact of business project management on the
measures and outcomes of the projects. Gauge non-financial
measures, frequency of measurement, action plan, etc.
Recording and documenting the current status and position of the
project. Record and report items such as completed tasks, incomplete
tasks, planned tasks, and problems faced.
Determining and documenting a list of specific project goals,
deliverables, tasks, costs, and deadlines. Use the scope statement to
explain the boundaries of the project. Assign responsibilities for team
members. Set up procedures for verifying and approving the
completed tasks.
Encouraging and sustaining the activities and involvement while
executing projects. Promote the execution activities of the projects.
Encourage employee involvement in project implementation.
Reorganizing and stimulating the approach and strategy for managing

business projects. Make improvements based on the project scope
and on findings from Evaluate the impact of project management
(strategy and projects) on measures and outcomes [11131].
Measuring the performance of a business project against key

performance indicators including the project scope, schedule, quality,
cost, and risk criteria. Identify any deviations from the plan. Assess
the impact of these deviations on the project, as well as on the overall
program. Report results to key stakeholders.

Definition
Settling each contract. Close each contract applicable to the project or
project phase. Finalize all activities across all of the process groups in
order to formally close the project or a project phase.
Managing organizational attributes that are closely associated with

the quality of output. Determine the quality requirements. Evaluate
the correspondence between the quality performance and
requirements. Manage non-conformance activities. Ensure
implementation and maintenance of the enterprise quality
management system.
Determining essential activities, processes, and attributes for securing
enterprise quality. Outline critical characteristics for quality. Outline
activities encouraging the preservation of quality. Create quality
controls. Confirm capabilities in accordance with quality requirements.
Finalize the plan for quality maintenance.
Outlining characteristics crucial for managing enterprise quality.
Translate broad customer needs into specific, actionable, measurable
performance requirements. Define the key measurable characteristics
of key products and processes.
Identifying gaps in customer requirements and determining whether
the gap will be mitigated through preventive Quality activities or
deemed as acceptable risk. The goal of any preventive quality
activities is to create provisions to prevent, control, or reduce the risk
of not meeting the CtQCs. In addition, any standard methodology that
will be used to design or conduct preventive Quality activities are
defined and documented.
Developing controls for managing the quality of enterprise. Define the

process steps for quality controls and the sampling plan. Identify the
tools and methods to measure quality. Define the competencies
required.
Establishing the steps for developing quality controls. Conduct Alpha
testing. Have the product team conduct rework. Send the
product/service for Beta testing, and carry on rework as needed.

Definition
Establishing a detailed summary including measures, on which
material, in what manner, and by whom. Identify the parameters to be
measured, the range of possible values, and the required resolution.
Provide a sampling scheme that details how and when samples will be
taken. Select sample sizes. Assign roles and responsibilities.
Using tools to measure quality. Use tools such as quality improvement

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

achieved, controlled, ensured, and managed throughout the lifecycle
of a product/service. Address quality requirements and critical-to-
quality characteristics. Conduct a preventive quality assessment.
Describe how to verify the product/service, verification criteria, and
response to nonconformance. Keep records to demonstrate
conformity.
Analyzing if the performance of the quality plan has achieved the

estimated and desired requirements. Conduct tests against the quality
plan. Assess the results of these tests.

Definition
Examining the quality of organizational processes. Conduct tests.
Collect information and data. Record the results of these tests.
Determine the dispositions of the test results.
Evaluating quality performance through periodic or episodic testing
against the established standards for quality characteristics. For
periodic testing, design a schedule with sufficient time to make any
required adjustments to the process or system to maintain the desired
level of quality. For episodic testing, conduct a test whenever a known
non-conformance or fault occurs, which results in outputs or outcomes
known to be unsatisfactory to performance requirements.
Maintaining and recording the results of Test against the quality plan
[17483] electronically and in standard formats. Assign ownership to a
designated function or role.
Deciding whether to take any additional actions based on the results
of quality tests. Initiate a quarantine disposition and relocated
inventory, scrap workflow item and scrap transaction, rework
operation, net-able and nonnet-able items, and the activity list.
Assessing the significance of the sample. Summarize the results of the

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

Definition
Recommending measures for improvement. Assess the summarized
results to identify areas which can be improved. Suggest actions to
management for improving the quality plan basis on the results of the
tests.
Selecting the subsequent actions that the organization can adopt for
improving the enterprise quality. Select measures and recommended
actions for managing the enterprise quality.
Handling any nonconformance activities or events. Assess the
potential impact of the nonconformity. Decide the immediate actions
to take. Identify the root causes. Take corrective or preventive action.
Ensure future conformance.
Analyzing any nonconformance events. Determine the need for
corrective and/or preventative action(s). Leverage root-cause analysis,
risk exposure, and other evaluations to properly review and
approve/reject subsequent actions.
Initiating immediate corrective, preventative, or no action based upon
the impact and likelihood of reoccurrence. Consider cost/benefit, risk
exposure, timing, the assignment of responsibility, and other
pertinent factors .
Recognizing the reasons that have triggered the nonconformance
events or activities. Perform a root-cause analysis through
documentary evidence and interviews. Involve the appropriate
individuals. Leverage cause analysis and risk assessment.
Pursuing corrective and preventative activities to eliminate the cause
of a detected nonconformity. Define the nonconformity. Communicate
and assign responsibility. Identify the appropriate corrective and
preventive action. Implement and monitor for reoccurrence.
Closing nonconformance. Perform all the final processes related to the

nonconformance, including documenting root causes. Document
corrective and preventive actions.

Definition
Establishing and administering the software that manages content
and business processes for quality and compliance across the value
chain. Define the quality strategy. Plan and deploy the EQMS scope,
targets, and goals. Identify core process controls and metric. Develop
EQMS governance. Assess the performance of EQMS. Encourage
improvements in EQMS.
Outlining the strategy for managing enterprise quality. Define and
formalize quality techniques and standards. Assign responsibilities for
achieving the required quality levels. Standardize the quality
maintenance procedure, tools and techniques, recording and
reporting, the timing of quality maintenance activities, and the roles
and responsibilities for the quality management team.
Establishing and effectively deploying the scope, targets, and goals of

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

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

other documents and processes. Define the document structure.

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

monetary and nonmonetary rewards such as compensation,
vacations, gift cards, and reimbursements to employees in in
recognition of their services, efforts, and achievements in quality
excellence.
Establishing and maintaining partnerships with third-party sources to
achieve quality excellence. Source and evaluate third-party sources
both public and private to ensure that the most effective and efficient
partnerships are formed.
Maintaining a common denominator for the competency level within
the organization's talent circle. Conduct training sessions, skill
development activities, and quality excellence activities to ensure
that the resources of the organization are competent enough and
have the capabilities to achieve the required level of quality.
Assimilating all the communication related to the EQMS into the

organization's already established communication channels.
Ensuring EQMS access to the person in charge of the quality
management process. Establish who has the authority to manage the
EQMS. Ensure access of EQMS to only the person(s) in authority.

Definition
Recording and transferring the best practices and proven methods
associated with enterprise quality management systems (EQMS) that
can be leveraged in improving the organization's framework. Record
proven methodologies and approaches with the objective of
communicating them for upgrading, refining, and enhancing the
organization's systems.
Planning, designing, and implementing the change. Ensure
improvement in the change process.
Crafting a plan for implementing change to the organization's multiple
frameworks, systems, and functional areas. Chart a schematic plan
that gives the organization a foundation to shape its change efforts.
Assessing and choosing methodologies to identify, analyze, and

improve existing processes within an organization to meet new goals
and objective. Assess the various methodologies available such as
process mapping, statistical process control, and simulation. Choose
the most appropriate and effective methodology.
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.

Definition
Identifying people exhibit an extraordinary interest in the adoption,
implementation, and success of the change. Engage champions in
each division or team. Define the roles and responsibilities for the
change champions. Determine criteria for selecting change
champions. Provide training sessions to champions. Reward and
recognize champions.
Preparing a design team for implementing change throughout the
organization.
Defining the extent of the area or subject matter that the change
process deals with or to which it is relevant. Establish a set of tools,
processes, skills, and principles for managing the people side of
change to achieve the required outcomes of the change process.
Using graphical and statistical tools such as pareto diagrams, process

flow diagrams, cause-and-effect diagrams, check sheets, histograms,
run charts, and scatter diagrams.
Determining the state or position that the organization wants to be in
after the implementation of the change. Gather necessary information
about the processes, structures, and cultures. Define resource
requirements.
Looking beyond the immediate consequences of the threat to a
critical asset and placing it in the context of what is important to the
organization. Identify the impact of threats to critical assets. Create
risk evaluation criteria. Evaluate the impact of threats to critical
assets. Incorporate probability into the risk analysis.
Evaluating the culture within the organization. Adopt a quantitative,
multidimensional measurement approach of an organization's culture
and the aspirations for it. Diagnose cultural activities, enhance
leadership sections. Integrate cultures.
Recognizing the impact of threats to critical assets. Determine what
groups are impacted by this impact.
Evaluating the impact of threats to critical assets. Determine what
assets will be impacted by the change.

Definition
Identifying and assigning the people accountable for effective change
management. Hold managers accountable for ensuring change
happens systematically and rigorously. Ensure that certain behaviors
are rewarded or reprimanded accordingly.
Recognizing the circumstances or obstacles that keep the organization
from progressing. Identify who and what are the resources resisting
change. Identify integration failures, threats by competitive forces,
and complexity failures.
Identifying the person(s) or thing(s)responsible for making the change
possible. Consider factors such as interdependence of efforts, reward
to the integrators, sharing of power and responsibility, and employee
understanding of why change is essential.
Recognizing the resource requirements, and developing measures for

change. Identify the financial, material, human, and informational
resources needed to successfully implement the change. Develop
programs, campaigns, etc. for establishing the change within the
organization.
Developing plans for change management, training, communication,
and rewards/incentives. Establish metrics for measuring the change
adoption. Clarify new roles for employees. Identify budgets.
Correlating the change initiative with the other initiatives. Create an

alignment between the goals and objectives of the change process
and that of the other initiatives.
Creating a detailed structure summary for the purposes of managing
the change. Demonstrate the reasons for the change. Define the type
and scope of change. Form a change management team. Create a
communication plan.

Definition
Creating a detailed summary of all the actions relevant to teaching a
person a particular skill or type of behavior. Determine who will
deliver the training. Determine when and where the apprentice or
trainee needs to go to receive the structured component of the
training.
Developing a plan for imparting or exchanging information relevant
the to change. Define goals, objectives, and audience. Gather tools for
all communications.
Utilizing champions that have been trained to carry out needed
changes. Engage champions to communicate roles and
responsibilities for the change.
Creating and designing the plan for rewarding the employees
exhibiting the desired behavior. Specify rewards in recognition of
service, effort, or achievement regarding the change, including
bonuses, compensation, stock options, profit sharing, vacations, and
flexible time.
Establishing a system or standard of measurement for measuring the
adoption of the change. Consider activities such as the number of
people who have adopted the change, how quickly have they
adopted, number of unique adopters, and adopters by
teams/divisions.
Establishing and explaining the new roles to employees. Assign roles
and responsibilities to resources.
Creating a plan of financial outlay for the newly defined roles.
Determine the amount of capital the organization is willing to invest in
effectuating these new roles, how would the roles be financed, and
what would comprise the ROI from these flows. Coordinate personnel
responsible for change management and the finance division.

Definition
Effectuating the change within the desired impact areas of the
organization. Ensure adequate commitment from all corners of the
organization for the desired change. Create support structures.
Refashion all processes deemed necessary. Observe the progress.
Kindling an organization wide commitment for effectuating the

change. Effectively communicate the advantages of the desired
change. Personalize the pitch for change.
Restructuring, redesigning, repurposing, and/or retrofitting existing
business processes, activities, and frameworks in order to effectuate
the desired change. Review pertinent processes from the ground up
by starting with the desired result. (Build on Select a process
improvement methodology [11138] to create business processes that
perfectly fit with the road map for change.)
Supporting the transition of personnel to new roles and the dismissal
of any existing employees, necessitated for the desired change.
Create an on-boarding process for seamlessly transitioning personnel
to new roles. Offer orientation and training. Address any concerns.
Create a structured procedure for the discharge of incumbents from
their positions.
Monitoring activities in the change process in order to assess the
performance of individual agents and the process as a whole. Oversee
the implementation of activities needed for effectuating the change.
Track the pace, impact, enthusiasm, reaction, and feedback over the
change process.
Reporting on the outcome of the change. Document changes and the
impact those changes had on critical assets. Share findings with
those within the target audience: those impacted by the change,
change champions, stakeholders, etc.
Sustaining the impact of the change process in order to enact
continual process improvement. Monitor the performance of re-
engineered business processes. Identify best practices and potential
issues. Effectuate remedial steps.

Definition
Monitoring the performance of improved business processes. Track the
key performance indicators of the upgraded processes in order to
gauge its contribution to the desired change. Expedite through the
use of business process management software.
Documenting and standardizing insights gleaned and the knowledge
acquired from studying the change process already implemented.
Create case studies/best practices guides from the process of
implementing change. Include experienced personnel.
Implement corrective action to adjust the re-engineered processes for
maximizing the desired impact. Adjust business processes and
systems to implement the desired change.
Creating and administering the capability of the organization's
knowledge management function. Develop a strategy for knowledge
management. Assess capabilities of the knowledge management
function.
Creating a plan for managing the organization's knowledge base.
Determine what kind of specialized knowledge the organization
possesses, which elements of this collective knowledge can prove
beneficial, how to capture and maintain this knowledge, how to grant
access to this library of information, and how the organization should
proceed.
Developing a structure for the governance of the organization's
collective knowledge. Gather, maintain, and make accessible the
collective knowledge base. Develop a standard procedure for the
conservation and perpetuation of the organization's knowledge.
Create policies for the usage and maintenance of this knowledge.
Establish specialized roles.
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.

Definition
Clearly determining the roles and responsibilities of all personnel
involved in the management of the organization's corpus of
knowledge. Flesh out the roles and responsibilities of the KM core
group, as well as the operational staff involved in the upkeep of the
knowledge management program.
Analyze the organization's current approach to funding. Learn from
the funding approaches of peer organizations. Evaluate the revenue
potential and costs of those short-list funding models. Select funding
models to implement.
Identifying any links that exist between the strategy for knowledge
management and any other functional areas. Determine any
correlations that exist between the strategic road map for the
knowledge management and any other functional areas. Study each
function's/unit's attributes.
Creating core knowledge management procedures and
methodologies. Initiate developing a strategy, planning, execution,
and improvement.
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.

Definition
Establishing measures and indicators for evaluating the performance
of the knowledge management function. Define key performance
indicators such as the amount of knowledge assets created and
number of knowledge projects undertaken.
Assessing the maturity of the existing initiatives in knowledge
management, and evaluating existing KM approaches. Identify the
gaps and needs in order to enhance the existing KM approaches.
Develop and implement new KM approaches.
Evaluating if initiatives are effective or should be discarded. Design a
framework for assessing maturity, typically from Level 1 (undefined),
Level 2 (repeatable), Level 3 (defined), and Level 4 (managed)
through Level 5 (optimized).
Evaluating existing procedures, policies, and guidelines for knowledge
management. Study and examine the organization's approach against
industry best practices by benchmarking, competitive analysis, etc.
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.

Definition
Creating and implementing a strategy for administering organizational
performance. This process element calls upon the organization to
create and administer a strategy for measuring, tracking,
streamlining, and improving internal performance. It encompasses
creating a blueprint for the tactical measurement of internal processes
and work force improvement, in alignment with Employee Metrics
Developed and Managed [10526].
Developing a model for organization's management systems. Develop

a high-level measurement system to track performance across the
enterprise or in specific functions or business units. Determine which
processes to measure, which measures to use, how often to measure,
and measurement targets. Review strategic decisions about how to
best measure an organization.
Evaluating the 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.

Definition
Measuring how long it takes to perform certain processes or cycles of
action. Select measures of customer response time, invoicing, order to
cash, etc. (Actions taken based on the measurement typically exist as
activities within process group Manage change [11074] or within the
other function specific categories. For example, if measures indicate
that the invoicing cycle is taking too long or is inconsistent, the
resulting actions would take place within process Invoice the customer
[10742].)
Comparing organizational performance internally or externally with

other organizations.
Measuring, researching, and recording the performance of people,
processes, mechanisms, or other areas of the business that the
organization wants to benchmark or track.
Improving an organization's ability to compare its performance
internally or externally, and maintaining benchmarking relationships
with other organizations. Train staff in benchmarking. Develop
technological solutions or other materials to aid benchmarking efforts.
Consult with external entities to gain knowledge or tools to help
benchmark.
Benchmarking internal processes and against external competitors.
Examining performance against benchmarked organizations or

entities. Determine how much performance needs to change to meet
expectations. Reach strategic goals.
Establishing a need for changing the performance of the organization.
Make use of the gap analysis results in order to define the need for
change.
Assessing process data, measures, and trends in an effort to evaluate
process performance and identify possible improvements.

Definition
Designing key measures such as inventory turnover and accuracy that
analyze and interpret how effectively the business is achieving its
distribution objectives.
Deciding on the appropriate amount of inspections or supervisions
that are needed to effectively assess the performance of distribution
plans.
Consolidating acquired metrics and trends. Provide data that can be
benchmarked against historical data.
Measuring the performance of the process of distribution planning.
Quantify the performance of the distribution system. Record results of
the performance tests, and report them to the appropriate authority.
Recognizing the trends in performance of distribution planning.

Carefully and strategically assess the results obtained form Calculate
distribution performance measures [10272] in order to effectively spot
the trends.
Evaluating the gaps between achieved and benchmarked
performance. Analyze how performance differs from the optimal or
expected performance.
Creating reports that systematically record and represent the
performance of distribution planning. Construct a detailed report
specifying the performance of the whole distribution system. Include
indicators such as the performance gaps, performance trends, and
analysis.
Using performance indicators to report, analyze, and create a detailed
performance improvement plan to bridge the performance gaps.
Determining the impacts of environmental health and safety. Create

and implement the EHS program. Train and educate employees of the
EHS function. Oversee and manage the EHS program.

Definition
Determining the impact of EHS offering--and the procedures it
employs to process them--on the environment at large, as well as the
health and safety of employees. Evaluate the environmental impact of
the organization's products, services, and operations. Conduct health,
safety, and environmental audits.
Evaluating the impact of offerings and the auxiliary operations
required to process them on the immediate ecosystem and the
environment at large. Study the lifecycle of the products/services
offered by the organization. Estimate any affect on the environment
through metrics such as a calculation of carbon footprint.
Conducting an inspection to verify that the organization adequately

complies with the environmental, health, and safety standards. Audit
procedures and records regarding responsibility for the environment,
health, and safety.
Identify the requirements for regulation and shareholders. Assess
future risks and opportunities. Develop a policy for the EHS program.
Record and manage EHS program events.
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.

Definition
Creating a plan for managing the environmental, health, and safety
impact of products/services. Establish minimum requirements for the
organization regarding the environment at large and the health and
safety of employees. Develop policies, written procedures, and
supporting tools to dictate how the organization will meet policy
requirements.
Recording and managing all events and activities associated with
complying with environmental, health and safety standards. Create
event calendars. Assign funds. Educate employees. Conduct events.
Conducting programs such as on-the-job training sessions, group

training workshops, and online training.
Reporting any issues or problems with EHS to the stakeholders. This
includes management, creditors, directors, employees, government
agencies, shareholders, suppliers, and unions. Provide support to
them.
Managing the costs and benefits of EHS. Measure and report the
performance of EHS. Implement plans for emergency response and
pollution prevention. Provide EHS support.
Administering the costs and benefits of EHS management program.
Evaluate program costs to ensure that the benefits of the program
always outweigh its costs.
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.

Definition
Implementing a program that reduces or eliminates the creation of
pollutants through increased efficiency in the use of raw materials,
energy, water, or other resources. Implement a program to inspect
facilities that store, manufacture, or use hazardous, toxic, or polluting
materials.
Supporting employees in light of the organization's environmental,
health, and safety policies and standards. Provide medical insurance,
maternity leave, environmental education, training over safety, etc.

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID
10002 1.0 Develop Vision and Strategy Process Efficiency 101337
10002 1.0 Develop Vision and Strategy Process Efficiency 101339
10003 2.0 Develop and Manage Upstream Petroleum-Related Cost Effectiveness 105229
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
10003 2.0 Develop and Manage Upstream Petroleum-Related Cycle Time 100193
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
Technologies
10003 2.0 Develop and Manage Upstream Petroleum-Related Process Efficiency 100275
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
Technologies
10003 2.0 Develop and Manage Upstream Petroleum-Related Staff Productivity 105510
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
Technologies
Technologies
Technologies

Process
Element Hierarchy
Technologies
10003 2.0 Develop and Manage Upstream Petroleum-Related Supplemental 102458

Technologies Information





Process
Element Hierarchy

10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105398

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Process Efficiency 105354
10007 7.0 Develop and Manage Human Capital Staff Productivity 100943

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Supplemental 100082

Information

Information

Information
Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
Information

Information

Information
Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information

Information

Information
Information

Process
Element Hierarchy
Information
Information
10008 8.0 Manage Information Technology (IT) Cost Effectiveness 104996

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10008 8.0 Manage Information Technology (IT) Cycle Time 105060
10008 8.0 Manage Information Technology (IT) Process Efficiency 105064

Process
Element Hierarchy

Process
Element Hierarchy
10008 8.0 Manage Information Technology (IT) Staff Productivity 101295
10008 8.0 Manage Information Technology (IT) Supplemental 102723

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information
Information
Information
Information

Information

Information
Information
Information
Information

Process
Element Hierarchy
Information
Information

Information
Information

Information

Information
Information
Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
10017 1.1.1 Assess the external environment Supplemental 101747

Information
10061 2.1.1 Manage upstream petroleum-related technology Supplemental 105242

portfolio Information
10061 2.1.1 Manage upstream petroleum-related technology Supplemental 105243
portfolio Information
10062 2.3 Develop new upstream petroleum-related Cost Effectiveness 105531

technologies

Process
Element Hierarchy
technologies

technologies

technologies

Process
Element Hierarchy
technologies

technologies

technologies

Process
Element Hierarchy
10062 2.3 Develop new upstream petroleum-related Cycle Time 105530
technologies
10062 2.3 Develop new upstream petroleum-related Cycle Time 105528

technologies
10062 2.3 Develop new upstream petroleum-related Process Efficiency 103119

technologies

technologies

technologies

Process
Element Hierarchy
10062 2.3 Develop new upstream petroleum-related Staff Productivity 105508
technologies
10064 2.1.1.2 Define upstream petroleum-related technology Cost Effectiveness 103284





10064 2.1.1.2 Define upstream petroleum-related technology Process Efficiency 101028

Process
Element Hierarchy
10065 2.2.1 Perform discovery research Supplemental 105240
Information
10065 2.2.1 Perform discovery research Supplemental 105241
Information
10067 2.1.2 Manage upstream petroleum-related technology Cycle Time 105216
life cycle
10080 2.3.1 Assess, design, build, and evaluate upstream Cost Effectiveness 103616

Process
Element Hierarchy
10080 2.3.1 Assess, design, build, and evaluate upstream Process Efficiency 100996
10081 2.3.2 Test new or revised upstream petroleum-related Cost Effectiveness 101720
technologies
technologies
technologies
technologies

Process
Element Hierarchy
technologies
technologies
technologies
technologies
technologies
technologies
technologies
technologies

Process
Element Hierarchy
technologies
technologies
technologies
technologies
10081 2.3.2 Test new or revised upstream petroleum-related Process Efficiency 101150
technologies
10082 2.3.3 Prepare for production Cost Effectiveness 103764

Process
Element Hierarchy
10082 2.3.3 Prepare for production Process Efficiency 101069
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 103210

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10215 4.1 Plan for and align supply chain resources Process Efficiency 100737
10215 4.1 Plan for and align supply chain resources Staff Productivity 104193
10215 4.1 Plan for and align supply chain resources Staff Productivity 101218
10215 4.1 Plan for and align supply chain resources Supplemental 100687
Information
10216 4.2 Procure materials and services Cost Effectiveness 104789

Process
Element Hierarchy

Process
Element Hierarchy
10216 4.2 Procure materials and services Cycle Time 100322


Process
Element Hierarchy
10216 4.2 Procure materials and services Process Efficiency 101214

Process
Element Hierarchy

Process
Element Hierarchy
10216 4.2 Procure materials and services Staff Productivity 104117
10216 4.2 Procure materials and services Supplemental 100673

Information

Process
Element Hierarchy
Information

Information
Information

Information

Information

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information
Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information
Information

Information

Information

Process
Element Hierarchy
Information

Information

Information
Information
10217 4.3 Produce/Manufacture/Deliver product Additional 104176
Operational Metrics
10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 105247

Process
Element Hierarchy
10217 4.3 Produce/Manufacture/Deliver product Cycle Time 100690
10217 4.3 Produce/Manufacture/Deliver product Cycle Time 100697

10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 105249

Process
Element Hierarchy
10217 4.3 Produce/Manufacture/Deliver product Staff Productivity 104202
10217 4.3 Produce/Manufacture/Deliver product Staff Productivity 105248
10218 6.3.3 Service products Cost Effectiveness 104787

Process
Element Hierarchy
10218 6.3.3 Service products Supplemental 100683
Information

Information

Information
10219 4.6 Manage logistics and warehousing Cost Effectiveness 103505

Process
Element Hierarchy

Process
Element Hierarchy
10219 4.6 Manage logistics and warehousing Cycle Time 100509
10219 4.6 Manage logistics and warehousing Process Efficiency 100097

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10219 4.6 Manage logistics and warehousing Staff Productivity 105152
10219 4.6 Manage logistics and warehousing Supplemental 100744

Information

Information

Process
Element Hierarchy
Information

Information
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 105173

Process
Element Hierarchy
10277 4.2.1 Develop sourcing strategies Process Efficiency 100666
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 105177

Process
Element Hierarchy

Process
Element Hierarchy
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 104250
10278 4.2.3 Select suppliers and develop/maintain contracts Supplemental 105194

Information
10279 4.2.4 Order materials and services Cost Effectiveness 105174

Process
Element Hierarchy

Process
Element Hierarchy
10279 4.2.4 Order materials and services Cycle Time 100639
10279 4.2.4 Order materials and services Process Efficiency 101071

Process
Element Hierarchy
10279 4.2.4 Order materials and services Staff Productivity 105162
10279 4.2.4 Order materials and services Supplemental 105204

Information

Information
Information
Information

Information

Process
Element Hierarchy
Information

Information

Information
Information
Information
Information

Information

Information

Information

Information
Information

Information

Process
Element Hierarchy
Information

Information
Information
Information
Information
10280 4.2.5 Manage suppliers Cost Effectiveness 105170

Process
Element Hierarchy
10280 4.2.5 Manage suppliers Process Efficiency 104840

Process
Element Hierarchy
10280 4.2.5 Manage suppliers Supplemental 105206
Information

Information

Information

Information

Information

Information
10281 4.2.1.1 Develop procurement plan Supplemental 105207

Information
10297 4.2.4.6 Record receipt of goods and services Cost Effectiveness 105035

Process
Element Hierarchy
10297 4.2.4.6 Record receipt of goods and services Staff Productivity 105031
10297 4.2.4.6 Record receipt of goods and services Supplemental 105015

Information
Information
Information
Information
10304 4.3.2 Produce product Cycle Time 100854
10304 4.3.2 Produce product Process Efficiency 103126

Process
Element Hierarchy
10335 6.3.3.3.2 Identify incomplete service orders and service Supplemental 105498
failures Information
10338 4.6.1 Define logistics strategy Cost Effectiveness 103600

Process
Element Hierarchy
10338 4.6.1 Define logistics strategy Process Efficiency 101224
10338 4.6.1 Define logistics strategy Process Efficiency 100648
10339 4.6.2 Plan and manage inbound material flow Cost Effectiveness 105193

Process
Element Hierarchy
10339 4.6.2 Plan and manage inbound material flow Process Efficiency 101235
10339 4.6.2 Plan and manage inbound material flow Supplemental 103075
Information

Process
Element Hierarchy
10340 4.6.3 Operate warehousing Cost Effectiveness 105192
10340 4.6.3 Operate warehousing Cycle Time 103072

Process
Element Hierarchy
10340 4.6.3 Operate warehousing Cycle Time 100677
10340 4.6.3 Operate warehousing Process Efficiency 104172
10340 4.6.3 Operate warehousing Staff Productivity 100882
10340 4.6.3 Operate warehousing Staff Productivity 100888
10340 4.6.3 Operate warehousing Supplemental 102067

Information

Process
Element Hierarchy
10340 4.6.3 Operate warehousing Supplemental 101439
Information
10341 4.6.4 Operate and optimize outbound transportation Cost Effectiveness 105191

Process
Element Hierarchy
10341 4.6.4 Operate and optimize outbound transportation Cycle Time 100520
10341 4.6.4 Operate and optimize outbound transportation Process Efficiency 100004

Process
Element Hierarchy
10341 4.6.4 Operate and optimize outbound transportation Supplemental 102592

Information
Information

Information
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105027
procedure

Process
Element Hierarchy
procedure
procedure
procedure
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105023
procedure
procedure
procedure
procedure
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103581

Process
Element Hierarchy
10378 6.1 Develop customer care/customer service strategy Process Efficiency 100992
10378 6.1 Develop customer care/customer service strategy Supplemental 104538

Information

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101729

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Cycle Time 100124
10379 6.2 Plan and manage customer service contacts Process Efficiency 100020

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Staff Productivity 104121
10379 6.2 Plan and manage customer service contacts Staff Productivity 104123
10379 6.2 Plan and manage customer service contacts Supplemental 101853
Information
Information
Information
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information
Information
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information
10383 6.1.5 Establish target service level for each customer Process Efficiency 103177
segment

Process
Element Hierarchy
10387 6.2.1 Plan and manage customer service work force Process Efficiency 100735
10387 6.2.1 Plan and manage customer service work force Process Efficiency 100736
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 104515
inquiries
inquiries
inquiries
inquiries
inquiries
inquiries
inquiries
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104503
inquiries
inquiries
inquiries
inquiries

Process
Element Hierarchy
inquiries
inquiries
inquiries
inquiries
inquiries
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104618
inquiries Information

Process
Element Hierarchy

Process
Element Hierarchy
10403 6.5.3 Measure customer satisfaction with products and Process Efficiency 102602
services
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104060

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Cycle Time 100306

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Process Efficiency 101123
10410 7.2 Recruit, source, and select employees Staff Productivity 105458

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Supplemental 100083
Information

Information

Information

Information

Information

Information
Information

Process
Element Hierarchy
Information
Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information
Information

Process
Element Hierarchy
Information

Information

Information
Information
Information
10411 7.3 Develop and counsel employees Cost Effectiveness 103935

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10411 7.3 Develop and counsel employees Cycle Time 100293
10411 7.3 Develop and counsel employees Cycle Time 100295
10411 7.3 Develop and counsel employees Process Efficiency 100999

Process
Element Hierarchy
10411 7.3 Develop and counsel employees Staff Productivity 100484
10411 7.3 Develop and counsel employees Supplemental 100085

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information
Information

Information

Information
Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
10412 7.5 Reward and retain employees Cost Effectiveness 100311

Process
Element Hierarchy
10412 7.5 Reward and retain employees Cycle Time 100299
10412 7.5 Reward and retain employees Cycle Time 100302
10412 7.5 Reward and retain employees Process Efficiency 100324

Process
Element Hierarchy
10412 7.5 Reward and retain employees Process Efficiency 101137
10412 7.5 Reward and retain employees Staff Productivity 100492
10412 7.5 Reward and retain employees Supplemental 100089

Information

Information

Information
Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information
Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information
10413 7.6 Redeploy and retire employees Cost Effectiveness 103878
10413 7.6 Redeploy and retire employees Cycle Time 100301
10413 7.6 Redeploy and retire employees Cycle Time 100298

Process
Element Hierarchy
10413 7.6 Redeploy and retire employees Process Efficiency 101124
10413 7.6 Redeploy and retire employees Staff Productivity 100491
10413 7.6 Redeploy and retire employees Staff Productivity 101276
10413 7.6 Redeploy and retire employees Supplemental 100095

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information
Information
Information
10443 7.2.4 Manage new hire/re-hire Cycle Time 100571

Process
Element Hierarchy
10443 7.2.4 Manage new hire/re-hire Cycle Time 104723
10443 7.2.4 Manage new hire/re-hire Process Efficiency 102290
10443 7.2.4 Manage new hire/re-hire Supplemental 102326

Information
10443 7.2.4 Manage new hire/re-hire Supplemental 101340

Information

Process
Element Hierarchy
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104566
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104571
10469 7.3.1 Manage employee orientation and deployment Supplemental 104576

Information
10470 7.3.2 Manage employee performance Cost Effectiveness 104572
10470 7.3.2 Manage employee performance Cost Effectiveness 104567

Process
Element Hierarchy
10470 7.3.2 Manage employee performance Cycle Time 104029
10470 7.3.2 Manage employee performance Process Efficiency 102302
10470 7.3.2 Manage employee performance Supplemental 104577

Information
10472 7.3.3 Manage employee development Cost Effectiveness 104569

Process
Element Hierarchy
10472 7.3.3 Manage employee development Cost Effectiveness 104574
10472 7.3.3 Manage employee development Supplemental 104579

Information
10473 7.3.4 Develop and train employees Cost Effectiveness 104575

Process
Element Hierarchy
10473 7.3.4 Develop and train employees Cycle Time 100326
10473 7.3.4 Develop and train employees Process Efficiency 101040

Process
Element Hierarchy
10473 7.3.4 Develop and train employees Staff Productivity 104585
10473 7.3.4 Develop and train employees Staff Productivity 100488
10473 7.3.4 Develop and train employees Supplemental 100218

Information
Information
Information
Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information
Information
Information

Process
Element Hierarchy
Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102246
management training programs Information

Process
Element Hierarchy
10494 7.5.1 Develop and manage reward, recognition, and Cost Effectiveness 100109
motivation programs
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102321
motivation programs
motivation programs
motivation programs
10497 7.5.5 Administer Payroll Cost Effectiveness 104046
10497 7.5.5 Administer Payroll Cost Effectiveness 104047
10497 7.5.5 Administer Payroll Process Efficiency 101082
10497 7.5.5 Administer Payroll Staff Productivity 100490
10513 7.6.2 Manage separation Cost Effectiveness 104036
10513 7.6.2 Manage separation Cycle Time 100523

Process
Element Hierarchy
10513 7.6.2 Manage separation Process Efficiency 100021

Process
Element Hierarchy
10513 7.6.2 Manage separation Supplemental 102814

Information

Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
10523 7.7.2 Manage employee inquiry process Cycle Time 100325
10523 7.7.2 Manage employee inquiry process Supplemental 101400

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information
10531 7.4.4 Manage employee grievances Cycle Time 100584

Process
Element Hierarchy
10563 8.1 Manage the business of information technology Cost Effectiveness 105002

Process
Element Hierarchy
10563 8.1 Manage the business of information technology Cycle Time 103433
10563 8.1 Manage the business of information technology Cycle Time 103437
10563 8.1 Manage the business of information technology Process Efficiency 104681

Process
Element Hierarchy
10563 8.1 Manage the business of information technology Supplemental 102733

Information

Process
Element Hierarchy
Information

Information

Information

Information

Process
Element Hierarchy
Information
Information
Information

Information
10564 8.2 Develop and manage IT customer relationships Cost Effectiveness 105006

Process
Element Hierarchy
10564 8.2 Develop and manage IT customer relationships Process Efficiency 100830
10564 8.2 Develop and manage IT customer relationships Process Efficiency 101310
10564 8.2 Develop and manage IT customer relationships Supplemental 104993

Information

Information

Process
Element Hierarchy
Information

Information

Process
Element Hierarchy
10565 8.4 Manage enterprise information Cost Effectiveness 105007
10565 8.4 Manage enterprise information Cost Effectiveness 103942
10565 8.4 Manage enterprise information Cycle Time 100367
10565 8.4 Manage enterprise information Process Efficiency 100245

Process
Element Hierarchy
10565 8.4 Manage enterprise information Supplemental 102197

Information

Process
Element Hierarchy
Information

Information
Information

Process
Element Hierarchy
Information
10566 8.5 Develop and maintain information technology Cost Effectiveness 105005
solutions
solutions
solutions
solutions
solutions
solutions

Process
Element Hierarchy
solutions
10566 8.5 Develop and maintain information technology Cycle Time 100335
solutions
solutions
solutions
solutions
solutions
solutions
solutions
solutions
solutions
solutions
solutions

Process
Element Hierarchy
solutions
solutions
solutions
solutions
solutions
solutions
10566 8.5 Develop and maintain information technology Process Efficiency 100249
solutions
solutions
solutions

Process
Element Hierarchy
solutions
solutions
solutions
solutions
solutions
solutions
solutions
10566 8.5 Develop and maintain information technology Supplemental 100911

solutions Information



Process
Element Hierarchy








Process
Element Hierarchy

10567 8.6 Deploy information technology solutions Cost Effectiveness 105004

Process
Element Hierarchy
10567 8.6 Deploy information technology solutions Cycle Time 100362
10567 8.6 Deploy information technology solutions Process Efficiency 101302
10567 8.6 Deploy information technology solutions Supplemental 102177

Information

Process
Element Hierarchy
Information

Information
Information

Process
Element Hierarchy
10568 8.7 Deliver and support information technology Cost Effectiveness 105003
services
services
services
services
services
services
services
services

Process
Element Hierarchy
services
services
10568 8.7 Deliver and support information technology Cycle Time 100333
services
10568 8.7 Deliver and support information technology Process Efficiency 100827
services
services
services
services
services

Process
Element Hierarchy
services
services
services
10568 8.7 Deliver and support information technology Supplemental 104989

services Information



10570 8.1.1 Develop the enterprise IT strategy Process Efficiency 104655
10575 8.1.5 Evaluate and communicate IT business value and Cost Effectiveness 104653
performance

Process
Element Hierarchy
performance
performance
10575 8.1.5 Evaluate and communicate IT business value and Process Efficiency 104647
performance
10575 8.1.5 Evaluate and communicate IT business value and Process Efficiency 104648
performance
10575 8.1.5 Evaluate and communicate IT business value and Staff Productivity 104677
performance
10578 8.2.1 Develop IT services and solutions strategy Cost Effectiveness 104672
10578 8.2.1 Develop IT services and solutions strategy Cycle Time 104643
10578 8.2.1 Develop IT services and solutions strategy Cycle Time 104644
10578 8.2.1 Develop IT services and solutions strategy Process Efficiency 104651

Process
Element Hierarchy
10578 8.2.1 Develop IT services and solutions strategy Staff Productivity 104678
10581 8.2.4 Manage IT customer satisfaction Cost Effectiveness 104673
10581 8.2.4 Manage IT customer satisfaction Process Efficiency 104660
10581 8.2.4 Manage IT customer satisfaction Staff Productivity 104676
10583 8.4.1 Develop information and content management Cost Effectiveness 103641
strategies
strategies
strategies

Process
Element Hierarchy
strategies
strategies
strategies
10583 8.4.1 Develop information and content management Process Efficiency 101304
strategies
10583 8.4.1 Develop information and content management Supplemental 101846

strategies Information
10584 8.4.2 Define the enterprise information architecture Cost Effectiveness 101469

Process
Element Hierarchy
10584 8.4.2 Define the enterprise information architecture Process Efficiency 101297
10584 8.4.2 Define the enterprise information architecture Supplemental 101840

Information
10585 8.4.3 Manage information resources Cost Effectiveness 103731

Process
Element Hierarchy
10585 8.4.3 Manage information resources Process Efficiency 101315
10585 8.4.3 Manage information resources Supplemental 101848

Information
10586 8.4.4 Perform enterprise data and content management Cost Effectiveness 101509

Process
Element Hierarchy
10586 8.4.4 Perform enterprise data and content management Process Efficiency 101326
10586 8.4.4 Perform enterprise data and content management Supplemental 101850
Information
10587 8.5.1 Develop the IT development strategy Cost Effectiveness 104656

Process
Element Hierarchy
10587 8.5.1 Develop the IT development strategy Cost Effectiveness 104657
10590 8.5.4 Create IT services and solutions Cost Effectiveness 104674
10590 8.5.4 Create IT services and solutions Cycle Time 104645
10590 8.5.4 Create IT services and solutions Cycle Time 104646
10590 8.5.4 Create IT services and solutions Process Efficiency 104642
10590 8.5.4 Create IT services and solutions Staff Productivity 104679
10591 8.5.5 Maintain IT services and solutions Process Efficiency 104666

Process
Element Hierarchy
10592 8.6.1 Develop the IT deployment strategy Supplemental 104982

Information
10592 8.6.1 Develop the IT deployment strategy Supplemental 104983
Information
10599 8.7.5 Support IT services and solutions Cost Effectiveness 104675
10599 8.7.5 Support IT services and solutions Process Efficiency 104669
10599 8.7.5 Support IT services and solutions Process Efficiency 104665
10599 8.7.5 Support IT services and solutions Staff Productivity 104680
10599 8.7.5 Support IT services and solutions Supplemental 104976

Information
10599 8.7.5 Support IT services and solutions Supplemental 104977
Information

Process
Element Hierarchy
10728 9.1 Perform planning and management accounting Cost Effectiveness 105136

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10728 9.1 Perform planning and management accounting Process Efficiency 101172
10728 9.1 Perform planning and management accounting Process Efficiency 101089
10728 9.1 Perform planning and management accounting Supplemental 102050

Information

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Cost Effectiveness 105082
10729 9.2 Perform revenue accounting Cost Effectiveness 103514
10729 9.2 Perform revenue accounting Process Efficiency 101042
10729 9.2 Perform revenue accounting Supplemental 102017

Information
10729 9.2 Perform revenue accounting Supplemental 105484

Information

Process
Element Hierarchy
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103550

Process
Element Hierarchy

Process
Element Hierarchy
10730 9.3 Perform general accounting and reporting Cycle Time 100613
10730 9.3 Perform general accounting and reporting Process Efficiency 100981

Process
Element Hierarchy
10730 9.3 Perform general accounting and reporting Process Efficiency 104843
10730 9.3 Perform general accounting and reporting Supplemental 102048

Information
10731 9.4 Manage fixed-asset project accounting Process Efficiency 101161
10731 9.4 Manage fixed-asset project accounting Supplemental 102039

Information

Process
Element Hierarchy
10732 9.5 Process payroll Cost Effectiveness 104501

Process
Element Hierarchy

Process
Element Hierarchy
10732 9.5 Process payroll Cycle Time 100152
10732 9.5 Process payroll Process Efficiency 101184

Process
Element Hierarchy
10732 9.5 Process payroll Staff Productivity 100920
10732 9.5 Process payroll Staff Productivity 101372
10732 9.5 Process payroll Supplemental 102057

Information

Information

Information

Information

Process
Element Hierarchy
Information
Information
Information
Information
Information

Information
Information

Process
Element Hierarchy
Information
10733 9.6 Process accounts payable and expense Cost Effectiveness 103971
reimbursements

Process
Element Hierarchy
reimbursements
reimbursements

Process
Element Hierarchy
reimbursements
reimbursements
reimbursements
reimbursements

Process
Element Hierarchy
reimbursements
10733 9.6 Process accounts payable and expense Process Efficiency 101095
reimbursements
10733 9.6 Process accounts payable and expense Supplemental 104823

reimbursements Information

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

10734 9.7 Manage treasury operations Cost Effectiveness 104816

Process
Element Hierarchy
10734 9.7 Manage treasury operations Process Efficiency 101167
10734 9.7 Manage treasury operations Process Efficiency 103152
10734 9.7 Manage treasury operations Staff Productivity 104617
10734 9.7 Manage treasury operations Supplemental 102045

Information
10734 9.7 Manage treasury operations Supplemental 104776

Information
10735 9.8 Manage internal controls Cost Effectiveness 103378

Process
Element Hierarchy

Process
Element Hierarchy
10735 9.8 Manage internal controls Process Efficiency 101163

Process
Element Hierarchy
10735 9.8 Manage internal controls Supplemental 102041
Information
10736 9.9 Manage taxes Cost Effectiveness 104894
10736 9.9 Manage taxes Cost Effectiveness 104807
10736 9.9 Manage taxes Process Efficiency 101165
10736 9.9 Manage taxes Supplemental 102043

Information
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 105149

Process
Element Hierarchy

Process
Element Hierarchy
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100160
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101098

Process
Element Hierarchy
10738 9.1.1 Perform planning/budgeting/forecasting Staff Productivity 105134
10738 9.1.1 Perform planning/budgeting/forecasting Supplemental 102027

Information
10739 9.1.2 Perform cost accounting and control Supplemental 102059

Information
10739 9.1.2 Perform cost accounting and control Supplemental 105140

Information
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 105147

Process
Element Hierarchy

Process
Element Hierarchy
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100616

Process
Element Hierarchy
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 101019
10741 9.1.4 Evaluate and manage financial performance Staff Productivity 103159
10741 9.1.4 Evaluate and manage financial performance Supplemental 102009

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
10742 9.2.2 Process customer credit Cost Effectiveness 105488

Process
Element Hierarchy
10742 9.2.2 Process customer credit Cycle Time 100561

10742 9.2.2 Process customer credit Process Efficiency 101078
10742 9.2.2 Process customer credit Process Efficiency 101114

Process
Element Hierarchy
10742 9.2.2 Process customer credit Staff Productivity 105478
10742 9.2.2 Process customer credit Supplemental 102034

Information
10742 9.2.2 Process customer credit Supplemental 105472

Information
10743 9.2.3 Invoice customer Cost Effectiveness 105482

Process
Element Hierarchy

Process
Element Hierarchy
10743 9.2.3 Invoice customer Cycle Time 100164
10743 9.2.3 Invoice customer Cycle Time 100558
10743 9.2.3 Invoice customer Process Efficiency 101035

Process
Element Hierarchy
10743 9.2.3 Invoice customer Staff Productivity 105479
10743 9.2.3 Invoice customer Supplemental 100387

Information
Information
Information
Information

Information
Information

Process
Element Hierarchy
Information
10744 9.2.4 Process accounts receivable (AR) Cost Effectiveness 103341

Process
Element Hierarchy
10744 9.2.4 Process accounts receivable (AR) Cycle Time 100178
10744 9.2.4 Process accounts receivable (AR) Cycle Time 100581
10744 9.2.4 Process accounts receivable (AR) Process Efficiency 101109

Process
Element Hierarchy
10744 9.2.4 Process accounts receivable (AR) Staff Productivity 101395

Process
Element Hierarchy
10744 9.2.4 Process accounts receivable (AR) Supplemental 102011
Information

Information

Information
Information

Information

Information
10745 9.2.5 Manage and process collections Cost Effectiveness 101563

Process
Element Hierarchy

Process
Element Hierarchy
10745 9.2.5 Manage and process collections Process Efficiency 104166
10745 9.2.5 Manage and process collections Staff Productivity 100796
10745 9.2.5 Manage and process collections Staff Productivity 104115
10745 9.2.5 Manage and process collections Supplemental 102013

Information
10746 9.2.6 Manage and process adjustments/deductions Cost Effectiveness 103712

Process
Element Hierarchy
10746 9.2.6 Manage and process adjustments/deductions Cycle Time 100628
10746 9.2.6 Manage and process adjustments/deductions Process Efficiency 101043
10746 9.2.6 Manage and process adjustments/deductions Staff Productivity 100880

Process
Element Hierarchy
10746 9.2.6 Manage and process adjustments/deductions Supplemental 102012
Information
10747 9.3.1 Manage policies and procedures Cost Effectiveness 101593

Process
Element Hierarchy
10747 9.3.1 Manage policies and procedures Process Efficiency 101054
10747 9.3.1 Manage policies and procedures Supplemental 102015

Information
10747 9.3.1 Manage policies and procedures Supplemental 104846

Information
10748 9.3.2 Perform general accounting Cost Effectiveness 103976

Process
Element Hierarchy

Process
Element Hierarchy
10748 9.3.2 Perform general accounting Cycle Time 100625
10748 9.3.2 Perform general accounting Cycle Time 104615
10748 9.3.2 Perform general accounting Process Efficiency 100848
10748 9.3.2 Perform general accounting Staff Productivity 101330
10748 9.3.2 Perform general accounting Staff Productivity 100875
10748 9.3.2 Perform general accounting Supplemental 100874

Information
Information

Information

Process
Element Hierarchy
Information
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 101573

Process
Element Hierarchy

Process
Element Hierarchy
10749 9.3.4 Perform fixed-asset accounting Cycle Time 100591

10749 9.3.4 Perform fixed-asset accounting Process Efficiency 101091

Process
Element Hierarchy
10749 9.3.4 Perform fixed-asset accounting Staff Productivity 100964
10749 9.3.4 Perform fixed-asset accounting Supplemental 102022

Information

Process
Element Hierarchy
Information

Information

Information
Information

Information
10750 9.3.5 Perform financial reporting Cost Effectiveness 104469

Process
Element Hierarchy
10750 9.3.5 Perform financial reporting Cycle Time 100162

Process
Element Hierarchy
10750 9.3.5 Perform financial reporting Process Efficiency 101090
10750 9.3.5 Perform financial reporting Supplemental 102021

Information
10750 9.3.5 Perform financial reporting Supplemental 104852

Information
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 105141

Process
Element Hierarchy
10751 9.4.1 Perform capital planning and project approval Cycle Time 100586
10751 9.4.1 Perform capital planning and project approval Process Efficiency 105133
10751 9.4.1 Perform capital planning and project approval Supplemental 102019
Information
10752 9.4.3 Perform capital project accounting Cost Effectiveness 103817

Process
Element Hierarchy
10752 9.4.3 Perform capital project accounting Process Efficiency 101088
10752 9.4.3 Perform capital project accounting Process Efficiency 100896
10752 9.4.3 Perform capital project accounting Supplemental 102020

Information
10753 9.5.1 Report time Cost Effectiveness 105252

Process
Element Hierarchy

Process
Element Hierarchy
10753 9.5.1 Report time Cycle Time 100540
10753 9.5.1 Report time Process Efficiency 104487
10753 9.5.1 Report time Staff Productivity 101422

Process
Element Hierarchy
10753 9.5.1 Report time Supplemental 102037
Information
10753 9.5.1 Report time Supplemental 102389

Information
10754 9.5.2 Manage pay Cost Effectiveness 105255

Process
Element Hierarchy
10754 9.5.2 Manage pay Cycle Time 100529

Process
Element Hierarchy
10754 9.5.2 Manage pay Process Efficiency 101057
10754 9.5.2 Manage pay Staff Productivity 101370

Process
Element Hierarchy
10754 9.5.2 Manage pay Staff Productivity 101334
10754 9.5.2 Manage pay Supplemental 102014

Information

Information

Information
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105269

Process
Element Hierarchy

Process
Element Hierarchy
10755 9.5.3 Manage and process payroll taxes Cycle Time 100534
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101120
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101128
10755 9.5.3 Manage and process payroll taxes Supplemental 102387

Information
10755 9.5.3 Manage and process payroll taxes Supplemental 102007

Information
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105043

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Cycle Time 100154
10756 9.6.1 Process accounts payable (AP) Process Efficiency 101108

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Staff Productivity 101283

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Supplemental 101285

Information
Information

Information

Information

Information
Information
Information

Process
Element Hierarchy
Information

Information
Information

Information

Information

Information

Information
10757 9.6.2 Process expense reimbursements Cost Effectiveness 101583

Process
Element Hierarchy

Process
Element Hierarchy
10757 9.6.2 Process expense reimbursements Cycle Time 100587
10757 9.6.2 Process expense reimbursements Process Efficiency 102650

Process
Element Hierarchy
10757 9.6.2 Process expense reimbursements Staff Productivity 101419
10757 9.6.2 Process expense reimbursements Staff Productivity 100952
10757 9.6.2 Process expense reimbursements Supplemental 100955

Information
Information

Information

Information

Process
Element Hierarchy
Information

Information
10759 9.7.2 Manage cash Cost Effectiveness 104814
10759 9.7.2 Manage cash Cost Effectiveness 104815
10759 9.7.2 Manage cash Cycle Time 100171
10759 9.7.2 Manage cash Staff Productivity 104818

Process
Element Hierarchy
10762 9.8.1 Establish internal controls, policies, and procedures Cost Effectiveness 103673
10762 9.8.1 Establish internal controls, policies, and procedures Process Efficiency 101018

Process
Element Hierarchy
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102006
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 101568
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100140

Process
Element Hierarchy
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101070
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102398
internal controls policies and procedures Information

Process
Element Hierarchy
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 103879
10764 9.8.3 Report on internal controls compliance Process Efficiency 102391
10764 9.8.3 Report on internal controls compliance Process Efficiency 101125
10764 9.8.3 Report on internal controls compliance Supplemental 102036

Information

Information

Process
Element Hierarchy
Information

Information
10789 9.2.2.1 Establish credit policies Supplemental 105473
Information

Information
Information
10790 9.2.2.2 Analyze/approve new account applications Supplemental 105474
Information
10791 9.2.2.5 Review existing accounts Supplemental 105475

Information
10792 9.2.2.6 Produce credit/collection reports Supplemental 105476

Information
10794 9.2.3.1 Maintain customer/product master files Staff Productivity 105496

Process
Element Hierarchy
10794 9.2.3.1 Maintain customer/product master files Staff Productivity 105497
10794 9.2.3.1 Maintain customer/product master files Supplemental 105490

Information
10795 9.2.3.2 Generate customer billing data Supplemental 105491

Information
10796 9.2.3.3 Transmit billing data to customers Supplemental 105492

Information
10797 9.2.3.4 Post receivable entries Supplemental 105493

Information
10798 9.2.3.5 Resolve customer billing inquiries Supplemental 105494

Information
10876 9.6.1.8 Process payments Process Efficiency 104604
11208 9.7.5 Monitor and execute risk and hedging transactions Cost Effectiveness 104817

Process
Element Hierarchy
11208 9.7.5 Monitor and execute risk and hedging transactions Staff Productivity 104813
11208 9.7.5 Monitor and execute risk and hedging transactions Staff Productivity 104821
11216 11.4 Manage business resiliency Cycle Time 103439
11216 11.4 Manage business resiliency Process Efficiency 101318

Process
Element Hierarchy
11216 11.4 Manage business resiliency Supplemental 104558
Information
11220 8.3 Develop and implement security, privacy, and data Cost Effectiveness 105001
protection controls
11220 8.3 Develop and implement security, privacy, and data Process Efficiency 105218
protection controls
11220 8.3 Develop and implement security, privacy, and data Supplemental 105219
protection controls Information
11220 8.3 Develop and implement security, privacy, and data Supplemental 104991
protection controls Information
11740 2.1.4 Manage product and service master data Supplemental 105244
Information
11740 2.1.4 Manage product and service master data Supplemental 105245
Information

Process
Element Hierarchy
12658 6.3 Service products after sales Cycle Time 104855
12658 6.3 Service products after sales Process Efficiency 104887
12658 6.3 Service products after sales Supplemental 104889

Information
12669 6.3.1 Process warranty claims Cost Effectiveness 105454

Process
Element Hierarchy

Process
Element Hierarchy
12669 6.3.1 Process warranty claims Cycle Time 104870
12669 6.3.1 Process warranty claims Process Efficiency 105455

Process
Element Hierarchy

Process
Element Hierarchy
12672 6.5.4 Evaluate and manage warranty performance Supplemental 104888

Information
17058 9.0 Manage Financial Resources Supplemental 105126
Information

Information

Process
Element Hierarchy
Information

Information
Information
Information

Information
Information
Information
Information
Information
Information
19696 2.1 Govern and manage product/service development Cost Effectiveness 105521
program

Process
Element Hierarchy
19696 2.1 Govern and manage product/service development Cost Effectiveness 105214
program
19696 2.1 Govern and manage product/service development Process Efficiency 105213
program
19696 2.1 Govern and manage product/service development Supplemental 105224

program Information
19696 2.1 Govern and manage product/service development Supplemental 105217

program Information
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105522

Process
Element Hierarchy
19698 2.2 Generate and define new product/service ideas Process Efficiency 105463
19698 2.2 Generate and define new product/service ideas Staff Productivity 105506
19698 2.2 Generate and define new product/service ideas Supplemental 105225
Information
19698 2.2 Generate and define new product/service ideas Supplemental 105220
Information

Process
Element Hierarchy
20025 5.0 Deliver Services Cost Effectiveness 105401
20025 5.0 Deliver Services Process Efficiency 105402
20025 5.0 Deliver Services Staff Productivity 105403
20025 5.0 Deliver Services Supplemental 105410

Information

Process
Element Hierarchy
Information

Information

Information

Information
20085 6.0 Manage Customer Service Process Efficiency 104302

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)
Equipment cost to perform the function "develop Percentage of total annual cost for new percent
and manage products and services" as a product/service development allocated to
percentage of total cost equipment cost
Material cost to perform the function "develop and Percentage of total annual cost for new percent
manage products and services" as a percentage of product/service development allocated to material
total cost cost
Internal personnel cost to perform the function Percentage of total annual cost for new percent
"develop and manage products and services" as a product/service development allocated to internal
percentage of total cost personnel cost
Internal systems cost to perform the function Percentage of total annual cost for new percent
percentage of total cost systems cost
Outsourced cost to perform the function "develop Percentage of total annual cost for new percent
and manage products and services" as a product/service development allocated to
percentage of total cost outsourced cost
Internal overhead cost to perform the function Percentage of total annual cost for new percent
percentage of total cost overhead cost
Other costs to perform the function "develop and Percentage of total annual cost for new percent
manage products and services" as a percentage of product/service development allocated tocosts
total cost other than equipment, material, personnel,
systems, outsourced, or overhead costs
Fixed cost to perform the function "develop and Percentage of total annual cost for new percent
manage products and services" as a percentage of product/service development allocated to fixed
total cost cost

Variable cost to perform the function "develop and Percentage of total annual cost for new percent
manage products and services" as a percentage of product/service development allocated to variable
total cost cost
Total infrastructure cost for new product/service Total annual infrastructure cost for new dollars
development per $1,000 revenue product/service development / (Total business
entity revenue * 0.0010)
The total annual cost of poor quality per $1,000 Total annual cost of poor quality / (Total business dollars
revenue entity revenue * 0.0010)
Total cost to perform the function "develop and Total annual cost for new product/service dollars
manage products and services" per $1,000 development / (Total business entity revenue *
revenue 0.0010)
manage products and services" per newly development / (Total number of projects *
launched product/service Percentage of new product/service development
projects that are commercially launched * 0.01)
Research and development (R&D) cost per newly Costs of research and development (R&D) / (Total dollars
launched product/service number of projects * Percentage of new
product/service development projects that are
commercially launched * 0.01)
Equipment cost to perform the function "develop (Total annual cost for new product/service dollars
and manage products and services" per $1,000 development * 0.01 * Percentage of total annual
revenue cost for new product/service development
allocated to equipment cost) / (Total business
Material cost to perform the function "develop and (Total annual cost for new product/service dollars
manage products and services" per $1,000 development * 0.01 * Percentage of total annual
allocated to material cost) / (Total business entity
revenue * 0.0010)

Internal personnel cost to perform the function (Total annual cost for new product/service dollars
"develop and manage products and services" per development * 0.01 * Percentage of total annual
$1,000 revenue cost for new product/service development
allocated to internal personnel cost) / (Total
business entity revenue * 0.0010)
Internal systems cost to perform the function (Total annual cost for new product/service dollars
allocated to internal systems cost) / (Total business
Outsourced cost to perform the function "develop (Total annual cost for new product/service dollars
and manage products and services" per $1,000 development * 0.01 * Percentage of total annual
allocated to outsourced cost) / (Total business
Internal overhead cost to perform the function (Total annual cost for new product/service dollars
allocated to internal overhead cost) / (Total
Other costs to perform the function "develop and (Total annual cost for new product/service dollars
allocated tocosts other than equipment, material,
personnel, systems, outsourced, or overhead costs)
/ (Total business entity revenue * 0.0010)
Fixed cost to perform the function "develop and (Total annual cost for new product/service dollars
allocated to fixed cost) / (Total business entity
revenue * 0.0010)

Variable cost to perform the function "develop and (Total annual cost for new product/service dollars
allocated to variable cost) / (Total business entity
revenue * 0.0010)
manage products and services" per FTE (including development / Number of FTEs who develop and
external) manage products and services
Budget for research and development (R&D) as a (Budget for research and development (R&D) / percent
percentage of revenue Total business entity revenue) * 100.0
Average project cost from the start of the design Average project cost from the start of the design dollars
and develop products/services process through the and develop products/services process through the
support product manufacturing or service delivery support product manufacturing or service delivery
process for existing product/service extension process for existing product/service extension
projects projects
process for existing product/service extension process for existing product/service extension
projects per $1,000 revenue projects / (Total business entity revenue * 0.0010)
Average project cost of existing product/service Average project cost from the start of the design dollars
improvements and extensions from start of design and develop products/services process through the
and develop product/service process through support product manufacturing or service delivery
support product manufacturing or service delivery process for existing product/service improvement
process projects
process for existing product/service improvement process for existing product/service improvement

process for new product/service development process for new product/service development
Average project cost of new product/service Average project cost from the start of the design dollars
developments from start of design and develop and develop products/services process through the
product/service process through support product support product manufacturing or service delivery
manufacturing or service delivery process process for new product/service development
projects
Cost of existing product/service extension Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue existing product/service extensions / (Total
Cost of existing product/service extension Cost of new product/service opportunities from dollars
opportunities per product/service extensions existing product/service extensions / Number of
opportunity product/service opportunities that are existing
product/service extensions
Cost of existing product/service improvement Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue existing product/service improvements / (Total
Cost of existing product/service improvement Cost of new product/service opportunities from dollars
opportunities per product/service improvement existing product/service improvements / Number of
opportunity product/service opportunities that are existing
product/service improvements
Cost of new product/service development Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue new product/service developments / (Total
Cost of new product/service development Cost of new product/service opportunities from dollars
opportunities per new product/service opportunity new product/service developments / Number of
product/service opportunities that are new
product/service developments

Compound annual growth rate of R&D costs over (((Costs of research and development (R&D) / percent
the past three reporting periods Research and development (R&D) costs over the
past three reporting periods) ^ 0.3333) - 1) * 100.0
Engineering change order (ECO) costs as a Engineering change-order costs as a percentage of percent
percentage of the total new product development total new product development costs
cost
Other cost to generate new product/service ideas Costs other than personnel, systems, overhead, dollars
per new product/service opportunity and outsourced to generate new product/service
ideas / Total number of product/service
opportunities
Outsourced cost to generate new product/service Outsourced cost to generate new product/service dollars
ideas per new product/service opportunity ideas / Total number of product/service
opportunities
Overhead cost to generate new product/service Overhead cost to generate new product/service dollars
opportunities
Percentage growth in R&D cost over the past three ((Costs of research and development (R&D) - percent
reporting periods Research and development (R&D) costs over the
past three reporting periods) / Research and
development (R&D) costs over the past three
reporting periods) * 100.0
Personnel cost to generate new product/service Personnel cost to generate new product/service dollars
opportunities
Research and development (R&D) budget per R&D Budget for research and development (R&D) / dollars
FTE Number of FTEs who perform research and
development (R&D)
Research and development (R&D) cost per $1,000 Costs of research and development (R&D) / (Total dollars
revenue business entity revenue * 0.0010)

Research and development (R&D) cost related to ((Percentage of research and development (R&D) dollars
new product development projects per $1,000 cost related to new product development projects *
revenue 0.010) * Costs of research and development (R&D))
Research and development (R&D) cost related to ((Percentage of research and development (R&D) dollars
product improvements and extensions per $1,000 cost related to new product development projects *
revenue -0.01 + 1) * Costs of research and development
(R&D)) / (Total business entity revenue * 0.0010)
Systems cost to generate new product/service Systems cost to generate new product/service dollars
opportunities
Total cost to generate new product/service ideas Total cost to generate new product/service ideas / dollars
per concept in the pre-design phase that is an Number of concepts in the pre-design phase that
existing product/service improvement or extension are existing product/service improvements and
extensions
Total cost to generate new product/service ideas Total cost to generate new product/service ideas / dollars
concept in the pre-design phase that is a new Number of concepts in the pre-design phase that
product/service development are new product/service developments
Total cost to perform product development per (Total cost to generate new product/service ideas + dollars
$1,000 revenue Total cost to design and develop products/services
+ Total cost to test market products/services +
Total cost to support product manufacturing or
service delivery) / (Total business entity revenue *
0.0010)
Systems cost to support product manufacturing or Systems cost to support product manufacturing or dollars
service delivery per project that exits or completes service delivery / Number of projects that exit or
the test market products/services phase complete the test market products/services phase

Total R&D cost as a percentage of revenue over the (Research and development (R&D) costs over the percent
past three reporting periods past three reporting periods / Total revenue over
the past three reporting periods) * 100.0
Total R&D cost per $1,000 revenue over the past Research and development (R&D) costs over the dollars
three reporting periods past three reporting periods / (Total revenue over
the past three reporting periods * 0.0010)
Total R&D cost per business entity employee for Costs of research and development (R&D) / dollars
the current reporting period Number of business entity employees
Average design cycle time in days for all products Average design cycle time in days for all products days
Average time-to-market in days for all products Average time-to-market in days for all products days
(including product improvements and extensions)
Average time-to-profitability in months for existing Average time-to-profitability in months for existing months
product/service improvement and extension product/service improvement projects
projects
Average time-to-profitability in months for new Average time-to-profitability in months for new months
product/service development projects product/service development projects
Cycle time in days from the start of the design and Cycle time in days from the start of the design and days
develop products/services process through the develop products/services process through the
completion of the test market for products/services completion of the test market for products/services
for existing product/service extension projects for existing product/service extension projects
Cycle time in days from start of design and Cycle time in days from the start of the design and days
develop product/service through completion of test develop products/services process through the
market product/service for existing product/service completion of the test market products/services
improvement and extension projects process for existing product/service improvement
projects
Cycle time in days from start of design and Cycle time in days from the start of the design and days
develop product/service through completion of test develop products/services process through the
market product/service for new product/service completion of the test market products/services
development projects process for new product/service development
projects

Average time-to-market in days for existing Average time-to-market in days from the start of days
product/service extension projects the design and develop products/services process
until the existing product/service extension project
is ready for sale
Time-to-market in days for existing product/service Average time-to-market in days from the start of days
improvement and extension projects the design and develop products/services process
until the existing product/service improvement
project is ready for sale
Average time-to-profitability in months for existing Average time-to-profitability in months for existing months
product/service extension projects product/service extension projects
Time-to-market in days for new product/service Average time-to-market in days from the start of days
development projects the design and develop products/services process
until the new product/service development project
ready for sale
Average team size in FTEs for existing Average team size in FTEs for existing FTEs
product/service extension projects per $1 billion product/service extension projects / (Total business
product/service extension projects product/service extension projects
product/service improvement projects per $1 product/service improvement projects / (Total
billion revenue business entity revenue * 0.000000001)
product/service improvement projects product/service improvement projects
Average team size in FTEs for new product/service Average team size in FTEs for new product/service FTEs
development projects per $1 billion revenue development projects / (Total business entity
revenue * 0.000000001)
Average team size in FTEs for new product/service Average team size in FTEs for new product/service FTEs
development projects development projects
Average generate new ideas hours for existing Average number of hours to generate new hours
product/service extension projects product/service ideas for existing product/service
extension projects

Average generate new ideas hours for existing Average number of hours to generate new hours
product/service improvement projects product/service ideas for existing product/service
improvement projects
Average generate new ideas hours for new Average number of hours to generate new hours
product/service development projects product/service ideas for new product/service
development projects
Average design and develop hours for existing Average number of hours to design and develop hours
product/service extension projects products/services for existing product/service
extension projects
Average design and develop hours for existing Average number of hours to design and develop hours
product/service improvement projects products/services for existing product/service
improvement projects
Average design and develop hours for new Average number of hours to design and develop hours
product/service development projects products/services for new product/service
development projects
Average percentage variance from budget for Average percentage variance from budget for percent
existing product/service extension projects existing product/service extension projects
Average percentage variance from budget for Average percentage variance from budget for percent
existing product/service improvement projects existing product/service improvement projects
Average percentage variance from budget for new Average percentage variance from budget for new percent
product/service development projects product/service development projects
Number of product/service extensions generated Number of product/service opportunities that are extensions
per $1,000 revenue existing product/service extensions / (Total
Number of new product/service development Number of new product/service developments projects
projects per $1 billion revenue projects / (Total business entity revenue *
0.000000001)
Number of new product/service opportunities Number of product/service opportunities that are opportunities
generated per $1,000 revenue new product/service developments / (Total
Number of concepts in the pre-design phase that Number of concepts in the pre-design phase that concepts
are new product/service developments per are new product/service developments / (Total
$100,000 revenue business entity revenue * 0.000010)

Number of product/service improvements Number of product/service opportunities that are improvements
generated per $1,000 revenue existing product/service improvements / (Total
Number of concepts in the pre-design phase that Number of concepts in the pre-design phase that concepts
are existing product/service improvements and are existing product/service improvements and
extensions per $1,000 revenue extensions / (Total business entity revenue *
0.0010)
Number of existing product/service improvement Number of existing product/service improvement projects
and extension projects per $1 billion revenue and extension projects / (Total business entity
revenue * 0.000000001)
Number of FTEs for product development phases Number of FTEs who develop and manage products FTEs
per $1 billion revenue and services / (Total business entity revenue *
0.000000001)
Percentage of existing product/service extension Percentage of existing product/service extension percent
projects launched on budget projects launched on budget
Percentage of existing product/service extension Percentage of existing product/service extension percent
projects launched on time projects launched on time
Percentage of existing product/service Percentage of existing product/service percent
improvement and extension projects launched on improvement projects launched on budget
budget
Percentage of existing product/service Percentage of existing product/service percent
improvement and extension projects launched on improvement projects launched on time
time
Percentage of new idea development from internal Percentage of new ideas from internal sources percent
sources
Number of FTEs (including external) that perform Number of FTEs who develop and manage products FTEs
the function "develop and manage products and and services / (Total business entity revenue *
services" per $1 billion revenue 0.000000001)
Ratio of the number of projects to concepts in the Number of existing product/service improvement projects
pre-design phase for existing product/service and extension projects / Number of concepts in the
extensions and improvements pre-design phase that are existing product/service
improvements and extensions

Ratio of the number of projects to concepts in the Number of new product/service developments projects
pre-design phase for new product/service projects / Number of concepts in the pre-design
developments phase that are new product/service developments
Ratio of the total numbers of projects to pre-design Total number of projects / Total number of concepts projects
concepts in the pre-design phase
Percentage of new product/service development Percentage of new product/service development percent
projects launched on budget projects launched on budget
Percentage of new product/service development Percentage of new product/service development percent
projects launched on time projects launched on time
Percentage of product/service development Percentage of new product/service development percent
projects launched as commercial products/services projects that are commercially launched
annually
Research and development (R&D) FTEs as a (Number of FTEs who perform research and percent
percentage of total business entity FTEs development (R&D) / Number of business entity
FTEs) * 100.0
Percentage of revenue from product/services Percentage of revenue from products/services percent
launched in the past year launched in the last 12-month reporting period
Number of newly launched products/services per (Total number of projects * Percentage of new products/services
FTE (including external) that performs the function product/service development projects that are
"develop and manage products and services" commercially launched * 0.01) / Number of FTEs
who develop and manage products and services
Number of research and development (R&D) FTEs Number of FTEs who perform research and FTEs
per $1 billion revenue development (R&D) / (Total business entity
revenue * .000000001)
Percentage of employees tasked with at least one Percentage of employees tasked with at least one percent
innovation goal innovation goal
Number of product/service improvements Number of product/service opportunities that are improvements
generated per generate new product/service ideas existing product/service improvements / Number of
FTE FTEs who generate new product/service ideas

Number of product/service extensions generated Number of product/service opportunities that are extensions
per generate new product/service ideas FTE existing product/service extensions / Number of
FTEs who generate new product/service ideas
Number of new product/service development Number of new product/service developments projects

projects per FTE involved from the start of the projects / (((Percentage of FTEs who develop and
design and develop products/services process manage products and services who design and
through the support product manufacturing or develop products/services + Percentage of FTEs
service delivery process who develop and manage products and services
who test market products/services + Percentage of
FTEs who develop and manage products and
services who support product manufacturing or
service delivery)*Number of FTEs who develop and
manage products and services)/100)
Number of new product/service development Number of product/service opportunities that are concepts
concepts per FTE that performs the phase new product/service developments / Number of
'generate new product/service ideas' FTEs who generate new product/service ideas
Number of existing product/service improvement Number of existing product/service improvement projects

and extension projects per FTE involved from the and extension projects / (((Percentage of FTEs who
start of the design and develop products/services develop and manage products and services who
process through the support product design and develop products/services +
manufacturing or service delivery process Percentage of FTEs who develop and manage
products and services who test market
products/services + Percentage of FTEs who
develop and manage products and services who
support product manufacturing or service
delivery)*Number of FTEs who develop and
manage products and services)/100)

Number of existing product/service improvement Number of concepts in the pre-design phase that concepts
and extension concepts per generate new are existing product/service improvements and
product/service ideas FTE extensions / ((Number of FTEs who develop and
manage products and services * Percentage of
FTEs who develop and manage products and
services who generate new product/service ideas)
* 0.010)
Percentage of R&D cost related to new product Percentage of research and development (R&D) percent
development projects cost related to new product development projects
Percentage of R&D cost related to product (100 - Percentage of research and development percent
improvements and extensions (R&D) cost related to new product development
projects)
Percentage of external ideas from Percentage of external ideas from percent
clients/customers clients/customers
Percentage of external ideas from competitors Percentage of external ideas from competitors percent
Percentage of external ideas from consultants Percentage of external ideas from consultants percent
Percentage of external ideas from other sources Percentage of external ideas from other sources percent
Percentage of external ideas from partners Percentage of external ideas from partners percent
Percentage of external ideas from suppliers Percentage of external ideas from suppliers percent
Percentage of total innovation spend allocated to Percentage of total innovation spend allocated to percent
enhancements to existing enhancements to existing
products/processes/business models products/processes/business models
major extensions to existing major extensions to products/processes/business
products/processes/business models models
new or white space opportunities new or white space opportunities

categories other than enhancements, extensions, other categories
and new or white space opportunities
Research and development (R&D) cost as a (Costs of research and development (R&D) / Total percent
percentage of revenue business entity revenue) * 100.0
Percentage of new ideas from external sources Percentage of new ideas from external sources percent
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) CUSTOM dollars

per employee served
Total cost of the North American Shared Services (Total in-house operating cost for your HR service dollars
Center as a percentage of revenue center for North American center + Total of all
outsourcing costs associated with HR service
center for North American center) / Total
organization revenue
Total service center cost per customer (employees (Total in-house operating cost for your HR service dollars
+ 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)
Personnel cost for the business entity per business Personnel cost for all employees / Number of dollars
entity employee business entity employees

Personnel cost to perform the HR function per (Total cost to perform the function "develop and dollars
$1,000 revenue 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)
business entity FTE manage human capital" * Percentage of cost to
Number of business entity FTEs
business entity employee manage human capital" * Percentage of cost to
Number of business entity employees
Systems cost to perform the HR function per (Total cost to perform the function "develop and dollars
$1,000 revenue manage human capital" * Percentage of cost to
function allocated to systems costs * .0001) / (Total
business entity revenue*.001)
Systems cost to perform the HR function per (Total cost to perform the function "develop and dollars
business entity employee manage human capital" * Percentage of cost to
function allocated to systems costs * .0001) /
Total cost to perform the HR function per business Total cost to perform the function "develop and dollars
entity FTE manage human capital" / Number of business
entity FTEs

Internal cost to perform HR administration Internal cost for HR administration / (Total business dollars
activities per $1,000 revenue entity revenue * 0.0010)
Internal cost to perform HR administration Internal cost for HR administration / Number of dollars
activities per business entity employee business entity employees
Total budget for the HR function per $1,000 Budget to perform the function "develop and dollars
revenue manage human capital" / (Total business entity
revenue*.001)
Total budget for the HR function per business entity Budget to perform the function "develop and dollars
FTE manage human capital" / Number of business
entity FTEs
Budget for the HR function per business entity Budget to perform the function "develop and dollars
employee manage human capital" / Number of business
entity employees
Total business entity personnel cost per $1,000 Personnel cost for all employees / (Total business dollars
revenue entity revenue * .001)
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
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 $1,000 Total cost to perform the function "develop and dollars
revenue manage human capital" / (Total business entity
revenue*.001)
Total cost to perform the HR function per "develop Total cost to perform the function "develop and dollars
and counsel employees" FTE manage human capital" / Number of FTEs who
perform the process group "develop and counsel
employees"

Total cost to perform the HR function per "recruit, Total cost to perform the function "develop and dollars
source, and select employees" FTE manage human capital" / Number of FTEs who
perform the process group "recruit, source, and
select employees"
Total cost to perform the HR function per "redeploy Total cost to perform the function "develop and dollars
and retire employees" FTE manage human capital" / Number of FTEs who
perform the process group "redeploy and retire
employees"
Total cost to perform the HR function per "reward Total cost to perform the function "develop and dollars
and retain employees" FTE 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 dollars
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 Total cost to perform the function "develop and dollars
function FTE manage human capital" / Number of FTEs who
perform the function "develop and manage human
capital"
Total cost to perform the HR function per business Total cost to perform the function "develop and dollars
entity employee manage human capital" / Number of business
entity employees
Total cost to perform the HR function per "manage Total cost to perform the function "develop and dollars
employee information" FTE manage human capital" / Number of FTEs who
perform the process group "manage employee
information"
Personnel cost of temporary staff/contractor per Personnel cost of temporary staff/contractors / dollars
temporary staff/contractor Number of temporary staff/contractors
Average fully loaded salary for middle Personnel cost for all middle dollars
management or specialists management/specialist employees / Number of
middle management/specialist employees

Average fully loaded salary for operational workers Personnel cost for all operational worker/office staff dollars
or office staff employees / Number of operational worker/office
staff employees
Average fully loaded salary for senior management Personnel cost for all senior dollars
or executives management/executive employees / Number of
senior management/executive employees
Average speed to answer for North American Average speed to answer in seconds for your HR seconds
Shared Services Center service center for North American center
First contact resolution for North American Shared First contact resolution rate for North American percent
Services Center center
Number of FTEs that perform the HR function per Number of FTEs who perform the function "develop FTEs
$1 billion revenue and manage human capital" / (Total business entity
revenue*.000000001)
Number of FTEs that perform HR administration Number of FTEs who perform HR administrative FTEs
activities per $1 billion revenue activities (exclude the activities for processing and
distributing payments) / (Total business entity
revenue*.000000001)
Number of business entity employees per HR Number of business entity employees / Number of employees
function FTE FTEs who perform the function "develop and
manage human capital"
Number of business entity employees per FTE in Number of business entity employees / Number of employees
HR administration FTEs who perform HR administrative activities
(exclude the activities for processing and
distributing payments)
Number of middle management/specialists Number of middle management/specialist employees
employees per HR function FTE employees / Number of FTEs who perform the
function "develop and manage human capital"
Number of operational workers/office staff Number of operational worker/office staff employees
Number of senior management/executive Number of senior management/executive employees

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

Total company employees per tier 1 headcount Total employee headcount served by shared employees
services organization / (Tier 1 representative
headcount for Center 1 + Tier 1 representative
headcount for Center 7)

Total company employees per tier 2 headcount Total employee headcount served by shared employees
services organization / (Tier 2 representative
headcount for Center 7)
Total customers (employees + retirees) per total (Total employee headcount served by shared customers
HR headcount 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 Total employee headcount served by shared employees
CoE headcount services organization / Talent acquisition CoE
headcount for entire shared services operation
Total company employees per talent management Total employee headcount served by shared employees
CoE headcount services organization / Talent management CoE
Total company employees per compensation CoE Total employee headcount served by shared employees
headcount services organization / Compensation CoE
Total company employees per benefits CoE Total employee headcount served by shared employees
headcount 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 Total employee headcount served by shared employees
improvement headcount services organization / Dedicated continuous
improvement headcount for overall HR
organization
Tier 1 employees per Tier 1 manager/supervisors Tier 1 representative headcount for Center 1 / employees
for Center 1 Manager/supervisor headcount for Center 1
Transaction volume per Tier 1 employee for Center Transaction volume for Center 1 / Tier 1 transactions
1 representative headcount for Center 1
Call/inquiry volume per Tier 1 employee for Center Call/inquiry volume for Center 1 / Tier 1 calls


Call/inquiry volume per Tier 2 employee for Center Call/inquiry volume for Center 7 / Transaction calls
7 volume for Center 7
Tier 1 employees per Tier 1 manager/supervisors CUSTOM employees
Transaction volume per Tier 1 employee CUSTOM transactions

Call/inquiry volume per Tier 1 employee CUSTOM calls/inquiries
Tier 2 employees per Tier 2 manager/supervisors CUSTOM employees
Transaction volume per Tier 2 employee CUSTOM transactions

Call/inquiry volume per Tier 2 employee CUSTOM calls/inquiries
Total company employees per Tier 1 headcount CUSTOM employees

Total company employees per Tier 2 headcount CUSTOM employees
Total company employees per North American Total employee headcount served by shared employees
Shared recruiting/staffing service center specialist services organization / Recruiting/staffing service
headcount center specialist headcount for North American
Center
Total requisitions per North American Shared Number of job requisitions handled by SSO for requisitions
Services Center recruiting/staffing specialist North American center / Recruiting/staffing service
headcount center specialist headcount for North American
Center
Total hires handled per North American Shared Number of hires handled by SSO for North hires
Services Center recruiting/staffing specialist American center / Recruiting/staffing service center
headcount specialist headcount for North American Center
Shared Services Center workforce administration services organization / Workforce administration
specialist headcount service center specialist headcount for North
American Center
Shared Services Center training administration services organization / Training administration
specialist headcount service center specialist headcount for North
American Center
Shared Services Center leave of absence services organization / Leave of absence
administration specialist headcount administration service center specialist headcount
for North American Center
Shared Services Center employee relations services organization / Employee relations service
specialist headcount center specialist headcount for North American
Center
Self-service transaction volume per employee for Self-service transaction volume for Center 1 / Total transactions
Center 1 employee headcount for Center 1
Self-service inquiry per employee for Center 1 Self-service inquiry volume for Center 1 / Total inquiry

Total company employees per HR business partner Total employee headcount served by shared employees
headcount services organization / HR business partners for
overall HR organization
Total company employees per HR generalist Total employee headcount served by shared employees
headcount services organization / HR generalists for overall
HR organization
Total company employees per HR administrator Total employee headcount served by shared employees
headcount services organization / HR administrators for

Total company employees per field HR headcount Total employee headcount served by shared employees
services organization / Total field HR headcount for
Number of transactions per service center CUSTOM transactions
employee
Number of calls/inquiries per service center CUSTOM calls/inquiries
employee
Number of employees served per service center CUSTOM employees
employee
Number of retirees served per service center CUSTOM retirees
employee
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
function allocated to systems costs * .0001) / Total
cost to perform the function "develop and manage
human capital") * 100
Other cost to perform the HR function as a (Costs other than personnel, systems, overhead, percent
percentage of the total cost to perform the function and outsourced to perform the function "develop
and manage human capital" / Total cost to perform
the function "develop and manage human capital")
* 100.0
Outsourced cost to perform the HR function as a Percentage of cost to perform the HR function percent
percentage of total HR function cost allocated to external costs
Overhead cost to perform the HR function as a (Overhead cost to perform the function "develop percent
percentage of the total cost to perform the function and manage human capital" / Total cost to perform
the function "develop and manage human capital")
* 100.0

Personnel 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
Total cost to perform the function "develop and
manage human capital") * 100
Middle management/specialists as a percentage of (Number of middle management/specialist percent

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

* 100
Percentage of business entity employees who are (Number of employees greater than 60 years old / percent
60 years old or greater Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees between 25 and 30 years percent
at least 25 but less than 30 years old old / Number of business entity employees) * 100.0

Percentage of business entity employees who are (Number of employees less than 25 years old / percent
less than 25 years old Number of business entity employees) * 100.0
Percentage of operational workers/office staff that (Number of female operational worker/office staff percent
are female employees / Number of operational worker/office
staff employees) * 100
Percentage of senior management/executives that (Number of female senior management/executive percent
are female employees / Number of senior
management/executive employees) * 100.0
Percentage of total employees who are remote Percentage of total employees who are remote percent
employees employees
Personnel cost for senior management or executive (Personnel cost for all senior percent
employees as a percentage of total business entity management/executive employees / Personnel cost
personnel cost for all employees) * 100
Personnel cost for operational workers or office (Personnel cost for all operational worker/office percent
staff as a percentage of total business entity staff employees / Personnel cost for all employees)
personnel cost * 100.0
Percentage of middle management/specialists that (Number of female middle management/specialist percent
are female employees / Number of middle
management/specialist employees) * 100.0

Personnel cost for middle management or (Personnel cost for all middle percent
specialist as a percentage of total business entity management/specialist employees / Personnel cost
personnel cost for all employees) * 100
Senior management/executives as a percentage of (Number of senior management/executive percent
* 100
Percentage of FTEs who perform the HR function Percentage of FTEs who perform the function percent
that do not directly report to the HR organization "develop and manage human capital" that do not
directly report to the HR organization
Percentage of business entity employees with 15 ((Number of employees employed between 15 and percent
years of tenure or more 20 years + Number of employees employed
between 20 and 25 years + Number of employees
employed greater than 25 years) / Number of
business entity employees) * 100.0
Percentage of business entity employees with 20 ((Number of employees employed between 20 and percent
years of tenure or more 25 years + Number of employees employed
greater than 25 years) / Number of business entity
employees) * 100.0
Percentage of business entity employees with 25 (Number of employees employed greater than 25 percent
years or more of tenure years / Number of business entity employees) *
100.0
Percentage of business entity employees with less (Number of employees employed less than 1 year / percent
than 1 year of tenure Number of business entity employees) * 100.0
Percentage of business entity employees with less ((Number of employees employed less than 1 year percent
than 5 years of tenure + Number of employees employed between 1 and
5 years) / Number of business entity employees) *
100.0
HR service center employee turnover for North HR service center employee turnover rate for North percent
American Shared Services Center American center
Self-service transaction volume per employee CUSTOM transactions

Self-service inquiry per employee CUSTOM inquiries
Portal hits per 1,000 employees for North American Number of portal hits for North American center / portal hits
Shared Services Center (Total employee headcount served by shared
services organization * 0.001)
Personnel cost to perform the function "manage (Total annual IT cost (excluding Dollars
information technology", excluding depreciation/amortization) * Percentage of total IT
depreciation/amortization, per $1,000 revenue 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 (Total annual IT cost (excluding Dollars
depreciation/amortization) allocated to hardware +
Percentage of IT operating cost (excluding
depreciation/amortization) allocated to software +
depreciation/amortization) allocated to data and
voice networks)*.0001) / (Total business entity
revenue * 0.0010)

Total cost of IT development and maintenance, (Total annual IT cost (excluding Dollars
excluding depreciation/amortization, per $1,000 depreciation/amortization) * Percentage of total IT
revenue cost (excluding depreciation/amortization)
depreciation/amortization) dedicated to process
"manage enterprise information" + Percentage of
IT operating cost (excluding
"develop and maintain IT solutions")*.0001) / (Total
Total cost of IT operations, excluding (Total annual IT cost (excluding Dollars

depreciation/amortization, per $1,000 revenue depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
"deploy IT solutions" + Percentage of IT operating
dedicated to process "deliver and support IT
services")*.0001) / (Total business entity revenue *
0.0010)

Total cost of IT planning and management, (Total annual IT cost (excluding Dollars
excluding depreciation/amortization, per $1,000 depreciation/amortization) * Percentage of total IT
revenue cost (excluding depreciation/amortization)
"manage the business of IT" + Percentage of IT
"develop and manage IT customer relationships" +
"develop and implement security, privacy, and
data protection controls")*.0001) / (Total business
Total IT capital cost, excluding (Total annual IT cost (excluding Dollars

depreciation/amortization, per business entity FTE depreciation/amortization) * Percentage of total IT
allocated to IT capital cost * .01) / Number of
business entity FTEs
Total IT cost, excluding depreciation/amortization, Total annual IT cost (excluding Dollars
per $1,000 revenue depreciation/amortization) / (Total business entity
revenue * 0.0010)
per business entity FTE depreciation/amortization) / Number of business
entity FTEs
per IT function FTE depreciation/amortization) / Number of FTEs who
perform the function "manage information
technology"

Total IT operating cost, excluding (Total annual IT cost (excluding Dollars
depreciation/amortization, per business entity FTE depreciation/amortization) * Percentage of total IT
allocated to IT operating cost * .01) / Number of
business entity FTEs
Total IT outsourced cost, excluding (Total annual IT cost (excluding Dollars
depreciation/amortization, per $1,000 revenue depreciation/amortization) * Percentage of total IT
allocated to IT operating cost * Percentage of IT
depreciation/amortization) that is outsourced * .
0001) / (Total business entity revenue * 0.0010)
Other cost to perform the function "manage (Total annual IT cost (excluding Dollars
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 (Total annual IT cost (excluding Dollars
depreciation/amortization) allocated to
facilities/overhead *.0001) / (Total business entity
revenue * 0.0010)
Average IT budget variance for application Average budget variance for application Percent
development and maintenance projects development and maintenance projects

Total cost of IT development and maintenance, (Total cost to perform the process "develop dollars
including depreciation/amortization, per $1,000 information and content management strategies"
revenue + 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)
Total cost of IT operations, including (((Percentage of IT cost allocated to the process dollars
depreciation/amortization, per $1,000 revenue 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)
Total cost of IT planning and management, (Total cost to perform the process group "manage dollars
including depreciation/amortization, per $1,000 the business of IT" + Total cost to perform the
revenue 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, IT costs during the past year / Number of business dollars
per employee entity employees
Systems cost to perform the function "manage (IT costs during the past year * (Percentage of IT dollars
information technology", including cost allocated to hardware + Percentage of IT cost
depreciation/amortization, per $1,000 revenue 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 (IT costs during the past year * Percentage of IT dollars
information technology", including cost allocated to facilities and overhead * .01) /
depreciation/amortization, per $1,000 revenue (Total business entity revenue * .0010)
Other cost to perform the function "manage (IT costs during the past year * Percentage of IT dollars
information technology", including cost allocated to cost other than personnel,
depreciation/amortization, per $1,000 revenue systems, overhead, and outsourced * .01) / (Total
Personnel cost to perform the function "manage (IT costs during the past year * (Percentage of IT dollars
information technology", including cost allocated to internal personnel cost +
depreciation/amortization, per $1,000 revenue Percentage of IT cost allocated to external
personnel cost) * 0.01) / (Total business entity
revenue * 0.0010)
Total IT budget to support product development, IT budget dedicated to supporting product dollars
including depreciation/amortization, per associated development / IT FTEs supporting product
IT FTE development
Total IT cost, including depreciation/amortization, IT costs during the past year / Number of FTEs who dollars
per IT function FTE perform the function "manage information
technology"
Total IT budget, including (IT budget, including depreciation/amortization, for percent
depreciation/amortization, as a percentage of the past year / Total business entity revenue) *
revenue 100.0
Total IT budget, including IT budget, including depreciation/amortization, for dollars
depreciation/amortization, per employee the past year / Number of business entity
employees
Total IT budget, including IT budget, including depreciation/amortization, for dollars
depreciation/amortization, per business entity FTE the past year / Number of business entity FTEs
Total IT cost, including depreciation/amortization, IT costs during the past year / (Total business dollars
per $1,000 revenue entity revenue * 0.0010)
Total IT cost, including depreciation/amortization, IT costs during the past year / Number of business dollars
per business entity FTE entity FTEs

Average cycle time in months to break even for Average cycle time in months to break even for Months
major new or enhanced services major new or enhanced services
Time-to-market (build-to-launch) in months for Average build-to-launch time in months for major months
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
Time-to-market (build-to-launch) in months for Average build-to-launch time in months for major months
major new/enhanced IT services investments new or enhanced IT services in the investment
between $100,000 and $250,000 USD level of $100,000-$250,000 USD
Time in months to break even for new or enhanced Time in months to break even for new or enhanced months
IT services for investments less than $100,000 IT services for investments less than $100,000
Time in months to break even for new or enhanced Time to break even for new or enhanced IT months
IT services for investments greater than $100 services with an investment level more than $100
million million
IT services for investments between $1 million and IT services for investments between $ 1 million and
$100 million $100 million
IT services for investments between $100,000 and IT services for investments between $100,000 and
$250,000 $250,000
$500,000 $500,000
$1 million $1 million
Average schedule variance for application Average schedule variance for application Percent
development and maintenance projects development and maintenance projects
Number of applications in the enterprise portfolio Applications are in the enterprise application Applications
per $1 billion in revenue portfolio/(Total business entity revenue *
0.000000001)

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) /
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) /
Number of FTEs that perform IT planning and (Number of FTEs who perform the function FTEs
management per $1 billion revenue "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)
Number of FTEs that perform IT processes per $1 Number of FTEs who perform the function "manage FTEs
billion revenue information technology"/(Total business entity
revenue * 0.0000000010)
Number of employees performing IT processes per Number of employees who perform the function employees
$1 billion revenue "manage information technology" / (Total business

Number of end users serviced by the IT function Number of end users serviced by the function end users serviced
per IT function FTE "manage information technology" / Number of FTEs
who perform the function "manage information
technology"
Average number of function points delivered per Average number of function points delivered per Function Points
application development FTE application development FTE
Average number of function points delivered per Average number of function points delivered per Function Points
application support FTE application support FTE
Percentage of total IT cost, including ((Total cost to perform the process group "deploy IT percent
depreciation/amortization, allocated to IT solutions" + Total cost to perform the process
operations group "deliver and support IT service" ) / IT costs
during the past year) * 100
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 ((Total cost to perform the process "develop percent
depreciation/amortization, allocated to IT information and content management strategies"
development and maintenance + Total cost to perform the process "define the
solutions") / IT costs during the past year) *100

Number of external service provider FTEs who (Number of FTEs who perform the function FTEs
perform the function "manage information "manage information technology" * Percentage of
technology" per $1 billion revenue FTEs who perform the function "manage
information technology" who are external FTEs
*.01) / (Total business entity revenue *
0.0000000010)
Percentage of FTEs who perform the function Percentage of FTEs who perform the function percent
"manage information technology" who are external "manage information technology" who are external
service providers FTEs
Percentage of application development and Percentage of application development and Percent
support FTEs that are for development support FTEs that are for development
Percentage of application development and Percentage of application development and Percent
support FTEs that are for support support FTEs that are for support
Percentage of respondents claiming to be satisfied Percentage of respondents claiming to be satisfied Percent
with the IT helpdesk with the IT helpdesk
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 (Number of FTEs who perform the function FTEs
organization per $1 billion revenue "manage information technology" * Percentage of
IT employees reporting into the internal IT
organization *.01) / (Total business entity revenue *
0.0000000010)
Percentage of FTEs performing IT processes that Percentage of FTEs performing IT processes that Percent
perform application development roles perform application development roles
perform application support roles perform application support roles
perform executive or administrative roles perform executive or administrative roles
perform infrastructure operations roles perform infrastructure operations roles

perform infrastructure support roles perform infrastructure support roles
perform non-executive leadership roles (typically perform non-executive leadership roles (typically
first-line manager or team lead) first-line manager or team lead)
perform policy-level executive roles perform perform policy-level executive roles
perform program or project management roles perform program or project management roles
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
perform strategy and planning roles perform strategy and planning roles
perform user support roles perform user support roles
Percentage of IT cost (infrastructure, applications, Percentage of IT costs (infrastructure, applications, Percent
people), excluding depreciation/amortization, people) related to the "Legacy" environment
related to the "Legacy" environment
Percentage of IT operating cost, excluding Percentage of IT operating cost (excluding Percent

depreciation/amortization, spent on external depreciation/amortization) spent on external
business application development and business application development and
maintenance services maintenance services
depreciation/amortization, spent on externally- depreciation/amortization) spent on externally-
provided cloud services provided cloud services

provided infrastructure operations services provided infrastructure operations services
provided user support services provided user support services
Percentage of total IT cost, excluding Percentage of total IT cost (excluding Percent
depreciation/amortization, allocated to depreciation/amortization) allocated to
growth/transformation of the business growth/transformation
Percentage of total IT cost, excluding (Percentage of IT operating cost (excluding Percent
depreciation/amortization, allocated to IT depreciation/amortization) dedicated to process
development and maintenance "manage enterprise information" + Percentage of
IT operating cost (excluding
"develop and maintain IT solutions")
depreciation/amortization, allocated to IT depreciation/amortization) dedicated to process
operations "deploy IT solutions" + Percentage of IT operating
dedicated to process "deliver and support IT
services")
depreciation/amortization, allocated to IT planning depreciation/amortization) dedicated to process
and management "manage the business of IT" + Percentage of IT
"develop and manage IT customer relationships" +
data protection controls")

Percentage of total IT cost, excluding Percentage of total IT cost (excluding Percent
depreciation/amortization, allocated to depreciation/amortization) dedicated to operating
operating/maintaining the business the business
Percentage of total IT cost allocated for Percentage of IT cost allocated to operating the percent
operating/maintaining the business business
Percentage of total IT cost, including Percentage of IT cost allocated to growing and percent
depreciation/amortization, allocated for transforming the business
growth/transformation of the business
Percentage allocation of IT costs related to other Percentage allocation of IT costs related to the Percent
costs to control / reduce the costs of your legacy "Legacy" environment for other to control and/or
environment, excluding depreciation/amortization, reduce the costs of your legacy environment in the
in the next 3 to 5 years next 3 to 5 years
Percentage allocation of IT costs related to Percentage allocation of IT costs related to the Percent
rationalizing the application portfolio to "Legacy" environment for rationalizing the
control/reduce the costs of the enterprise legacy application portfolio to control and/or reduce the
environment, excluding depreciation/amortization, costs of the enterprise legacy environment in the
in the next 3 to 5 years next 3 to 5 years
renewing / revising / consolidating hardware to "Legacy" environment for gradually renewing /
control / reduce the costs of the enterprise legacy revising / consolidating hardware to control and/or
environment, excluding depreciation/amortization, reduce the costs of the enterprise legacy
in the next 3 to 5 years environment in the next 3 to 5 years
renewing hardware, software and application "Legacy" environment for renewing hardware,
environment to control / reduce the costs of the software and application environment to control
enterprise legacy environment, excluding and/or reduce the costs of the enterprise legacy
depreciation/amortization, in the next 3 to 5 years environment in the next 3 to 5 years

Percentage allocation of IT costs related to the use Percentage allocation of IT costs related to the Percent
of an outsourcing partner to control / reduce the "Legacy" environment for using an outsourcing
costs of the enterprise legacy environment, partner to control and/or reduce the costs of the
excluding depreciation/amortization, in the next 3 enterprise legacy environment in the next 3 to 5
to 5 years years
Percentage allocation of IT costs related to the use Percentage allocation of IT costs related to the Percent
of cloud services to control / reduce the costs of "Legacy" environment for use cloud services to
the enterprise legacy environment, excluding control and/or reduce the costs of the enterprise
depreciation/amortization, in the next 3 to 5 years legacy environment in the next 3 to 5 years
wrapping / isolating the legacy environment from "Legacy" environment for wrapping / isolating the
new activities to control /reduce the costs of the legacy environment from new activities to control
enterprise legacy environment, excluding and/or reduce the costs of the enterprise legacy
depreciation/amortization, in the next 3 to 5 years environment in the next 3 to 5 years
Percentage of IT purchases where the key decisions Percentage of IT purchases where the key decisions Percent
are made outside of the IT organization are made outside of the IT organization
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
Growth or decline of the count of active finished Growth or decline in the count of active finished percent
products/SKUs over the past three years products/SKUs over the past three years
Growth or decline of the count of active raw Growth or decline in the count of active raw percent
products/SKUs over the past three years material products/SKUs over the past three years
Average project cost of new product/service Average project cost from the start of the design dollars
developments from the start and finish of the and develop products/services process through the
process group "develop products and services" support product manufacturing or service delivery
process for new product/service development
projects

Average project cost of existing product/service Average project cost from the start of the design dollars
improvements and extensions from the start and and develop products/services process through the
finish of the process group "develop products and support product manufacturing or service delivery
services" process for existing product/service improvement
projects
Total cost to perform the process group "develop (Total annual cost for new product/service dollars
products and services" per $1,000 revenue development * (Percentage of FTEs performing
product/service development are allocated to
designing, building, and testing products/services
+ Percentage of FTEs performing product/service
development are allocated to test marketing
products/services + Percentage of FTEs performing
preparing for production or service delivery) *
0.01) / (Total business entity revenue * 0.0010)
products and services" per product/service project development * (Percentage of FTEs performing
0.01) / Total number of projects

products and services" per FTE (including external) development * (Percentage of FTEs performing
0.01) / (Number of FTEs who develop and manage
products and services * (Percentage of total annual
cost for new product/service development
allocated to designing, building, and testing
products/services + Percentage of total annual cost
for new product/service development allocated to
test marketing products/services + Percentage of
total annual cost for new product/service
development allocated to overall governance and
program management) * 0.01)
Total cost to support product manufacturing or Total cost to support product manufacturing or dollars
Total cost to develop and manage products and (Total cost to generate new product/service ideas + dollars
services per project that exits or completes the Total cost to design and develop products/services
test market products/services phase + Total cost to test market products/services +
Total cost to support product manufacturing or
service delivery) / Number of projects that exit or
complete the test market products/services phase

Cycle time in days for new product/service Cycle time in days from the start of the design and days
development projects from the start of the process develop products/services process through the
"design and prototype products and services" to completion of the test market products/services
the end of the process "test market for new or process for new product/service development
revised products and services" projects
Cycle time in days for existing product/service Cycle time in days from the start of the design and days
improvement and extension projects from the start develop products/services process through the
of the process "design and prototype products and completion of the test market products/services
services" to the end of the process "test market for process for existing product/service improvement
new or revised products and services" projects
Ratio of projects that enter the design and develop Number of projects that enter the design and projects
products/services phase to projects that enter the develop products/services phase / Number of
test market products/services phase projects that enter the test market
products/services phase
Ratio of projects that enter the test market Number of projects that enter the test market projects
products/services phase to projects that exit or products/services phase / Number of projects that
complete the test market products/services phase exit or complete the test market products/services
phase
Number of FTEs (including external) that perform (Number of FTEs who develop and manage FTEs
the process group "develop products and services" products and services * (Percentage of total annual
per $1 billion revenue cost for new product/service development
allocated to designing, building, and testing
products/services + Percentage of total annual cost
for new product/service development allocated to
test marketing products/services + Percentage of
total annual cost for new product/service
development allocated to overall governance and
program management) * 0.01) / (Total business

Number of product/service projects per FTE Total number of projects / (Number of FTEs who projects
(including external) that performs the process develop and manage products and services *
group "develop products and services" (Percentage of total annual cost for new
product/service development allocated to
+ Percentage of total annual cost for new
product/service development allocated to test
marketing products/services + Percentage of total
annual cost for new product/service development
allocated to overall governance and program
management) * 0.01)
Systems cost of the phase 'generate new Systems cost to generate new product/service dollars
product/service ideas' per $100,000 revenue ideas / (Total business entity revenue * 0.000010)
Personnel cost of the phase 'generate new Personnel cost to generate new product/service dollars
Other cost of the phase 'generate new Costs other than personnel, systems, overhead, dollars
product/service ideas' per $1,000 revenue and outsourced to generate new product/service
ideas / (Total business entity revenue * 0.0010)
Overhead cost of the phase 'generate new Overhead cost to generate new product/service dollars
Outsourced cost of the phase 'generate new Outsourced cost to generate new product/service dollars
Total cost of the phase 'generate new Total cost to generate new product/service ideas / dollars
product/service ideas per concept (pre-design Total number of concepts in the pre-design phase
phase)
Total cost of the phase 'generate new Total cost to generate new product/service ideas / dollars
product/service ideas' per $1,000 revenue (Total business entity revenue * 0.0010)
Number of FTEs for the phase 'generate new Number of FTEs who generate new product/service FTEs
product/service ideas' per $1 billion revenue ideas / (Total business entity revenue *
0.000000001)

The percentage of products that are based on Percentage of products are based on common percent
common development platforms development platforms
The percentage of parts that are common across Percentage of parts that are common across major percent
major product lines product lines
Average lead time in months between subsequent Average lead time in months between subsequent days
product generations for primary products product generations
Total cost of the phase 'design and develop Total cost to design and develop dollars
product/services' per $1,000 revenue products/services / (Total business entity revenue *
0.0010)
Total cost to design and develop products/services Total cost to design and develop dollars
per project that enters the test market products/services / Number of projects that enter
products/services phase the test market products/services phase
Outsourced cost of the phase 'design and develop Outsourced cost to design and develop dollars
0.0010)
Overhead cost of the phase 'design and develop Overhead cost to design and develop dollars
0.0010)
Overhead cost to design and develop Overhead cost to design and develop dollars
products/services per projects that enters the test products/services / Number of projects that enter
market products/services phase the test market products/services phase
Outsourced cost to design and develop Outsourced cost to design and develop dollars
products/services per project that enters the test products/services / Number of projects that enter
Other cost to design and develop products/services Costs other than personnel, systems, overhead, dollars
per project that enters the test market and outsourced to design and develop
products/services phase products/services / Number of projects that enter
the test market products/services phase

Other cost of the phase 'design and develop Costs other than personnel, systems, overhead, dollars
product/services' per $1,000 revenue and outsourced to design and develop
products/services / (Total business entity revenue *
0.0010)
Personnel cost to design and develop Personnel cost to design and develop dollars
Personnel cost of the phase 'design and develop Personnel cost to design and develop dollars
0.0010)
Systems cost of the phase 'design and develop Systems cost to design and develop dollars
0.000010)
Systems cost to design and develop Systems cost to design and develop dollars
Number of FTEs for the phase 'design and develop Number of FTEs who design and develop FTEs
product/services' per $1 billion revenue products/services / (Total business entity revenue *
0.000000001)
Overhead cost to support product manufacturing or Overhead cost to support product manufacturing or dollars
Overhead cost of the phase 'test market for new or Overhead cost to test market products/services / dollars
revised products and services' per $1,000 revenue (Total business entity revenue * 0.0010)
Overhead cost to test market products/services per Overhead cost to test market products/services / dollars
project that exits or completes the test market Number of projects that exit or complete the test
products/services phase market products/services phase
Personnel cost to support product manufacturing or Personnel cost to support product manufacturing or dollars
service delivery project that exits or completes the service delivery / Number of projects that exit or
test market products/services phase complete the test market products/services phase

Personnel cost of the phase 'test market for new or Personnel cost to test market products/services / dollars
revised products and services' per $1,000 revenue (Total business entity revenue * 0.0010)
Personnel cost to test market products/services per Personnel cost to test market products/services / dollars
Other cost to support product manufacturing or Costs other than personnel, systems, overhead, dollars
service delivery per project that exits or completes and outsourced to support product manufacturing
the test market products/services phase or service delivery / Number of projects that exit or
complete the test market products/services phase
Other cost of the phase 'test market for new or Costs other than personnel, systems, overhead, dollars
revised products and services' per $1,000 revenue and outsourced to test market products/services /
Other cost to test market products/services per Costs other than personnel, systems, overhead, dollars
project that exits or completes the test market and outsourced to test market products/services /
products/services phase Number of projects that exit or complete the test
market products/services phase
Outsourced cost to support product manufacturing Outsourced cost to support product manufacturing dollars
or service delivery per project that exits or or service delivery / Number of projects that exit or
completes the test market products/services phase complete the test market products/services phase
Outsourced cost to test market products/services Outsourced cost to test market products/services / dollars
per project that exits or completes the test market Number of projects that exit or complete the test
Outsourced cost of the phase 'test market for new Outsourced cost to test market products/services / dollars
or revised products and services' per $1,000 (Total business entity revenue * 0.0010)
revenue

Total cost of the phase 'test market for new or Total cost to test market products/services / (Total dollars
revised products and services' per $1,000 revenue business entity revenue * 0.0010)
Total cost to test market products/services per Total cost to test market products/services / dollars
Systems cost of the phase 'test market for new or Systems cost to test market products/services / dollars
revised products and services' per $100,000 (Total business entity revenue * 0.000010)
revenue
Systems cost to test market products/services per Systems cost to test market products/services / dollars
projects that exits or completes the test market Number of projects that exit or complete the test
Number of FTEs for the phase 'test market for new Number of FTEs who test market FTEs
or revised products and services' per $1 billion products/services / (Total business entity revenue *
revenue 0.000000001)
Total cost of the phase 'support product Total cost to support product manufacturing or dollars
manufacturing or service delivery' per $1,000 service delivery / (Total business entity revenue *
revenue 0.0010)
Outsourced cost of the phase 'support product Outsourced cost to support product manufacturing dollars
manufacturing or service delivery' per $1,000 or service delivery / (Total business entity revenue
revenue * 0.0010)
Overhead cost of the phase 'support product Overhead cost to support product manufacturing or dollars
revenue 0.0010)
Other cost of the phase 'support product Costs other than personnel, systems, overhead, dollars
manufacturing or service delivery' per $1,000 and outsourced to support product manufacturing
revenue or service delivery / (Total business entity revenue
* 0.0010)
Personnel cost of the phase 'support product Personnel cost to support product manufacturing or dollars
revenue 0.0010)

Systems cost of the phase 'support product Systems cost to support product manufacturing or dollars
revenue 0.000010)
Number of FTEs for the phase 'support product Number of FTEs who support product FTEs
manufacturing or service delivery' per $1 billion manufacturing or service delivery / (Total business
Supply chain management costs per $1,000 Supply chain management cost / (Total business dollars
Inventory carrying cost per $1,000 revenue Value of inventory carrying costs / (Total business dollars
Demand/supply planning costs per $1,000 revenue Demand/Supply planning cost / (Total business dollars
Total cost of quality per $100,000 revenue Total cost of quality / (Total business entity revenue dollars
* 0.000010)
Percentage of the total cost of the supply chain Percentage of total cost to perform the supply percent
function allocated to the process group "Plan for chain function "deliver products and services"
and align supply chain resources" allocated to process group "plan for and align
supply chain resources"
Total cost to perform the process group "plan for (Total cost to perform the supply chain function * dollars
and align supply chain resources" per $1 billion Percentage of total cost to perform the supply
revenue chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * .01) / (Total business
entity revenue * .000000001)
Total cost to perform the process group "Plan for (Total cost to perform the supply chain function * dollars
and align supply chain resources" per process Percentage of total cost to perform the supply
group FTE chain function "deliver products and services"
supply chain resources" * .01) / Number of FTEs
who perform the process group "plan for and align
supply chain resources"

Personnel cost to perform the process group "Plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per process Percentage of total cost to perform the supply
group FTE chain function "deliver products and services"
supply chain resources" * Percentage of total cost
of the process group "plan for and align supply
chain resources" allocated to internal cost *
Percentage of internal cost of the process group
"plan for and align supply chain resources"
allocated to personnel cost * .000001) / Number of
FTEs who perform the process group "plan for and
align supply chain resources"
Personnel cost to perform the process group "plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per $1,000 Percentage of total cost to perform the supply
allocated to personnel cost * .000001) / (Total

Systems cost to perform the process group "plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per $100,000 Percentage of total cost to perform the supply
allocated to systems cost * .000001) / (Total
Overhead and other costs to perform the process (Total cost to perform the supply chain function * dollars
group "Plan for and align supply chain resources" Percentage of total cost to perform the supply
per $100,000 revenue chain function "deliver products and services"
allocated to overhead/other costs * .000001) /
(Total business entity revenue * .00001)
Outsourced cost to perform the process group (Total cost to perform the supply chain function * dollars
"Plan for and align supply chain resources" per Percentage of total cost to perform the supply
$1,000 revenue chain function "deliver products and services"
chain resources" allocated to external cost * .0001)
/ (Total business entity revenue * .001)

Total cost of the process group "plan for and align (Total cost to perform the supply chain function * dollars
supply chain resources" per $1,000 revenue Percentage of total cost to perform the supply
chain function "deliver products and services"
supply chain resources" * .01) / (Total business
Forecast accuracy one planning period prior to Forecast accuracy one planning period prior to percent
production run production run
Value of forecast accuracy as a percentage of value Value of forecast accuracy as a percentage of value percent
shipped shipped
Forecast accuracy as a percentage of units shipped Forecast accuracy as a percentage of units shipped percent
Value added productivity per employee Value added productivity per employee in revenue dollars
value
Number of FTEs that perform the process group Number of FTEs who perform the process group FTEs
"plan for and align supply chain resources" per $1 "plan for and align supply chain resources" / (Total
billion revenue business entity revenue * .000000001)
Employee retention rate Employee retention rate percent
Total cost to perform the process group "procure (Total cost to perform the supply chain function * dollars
materials and services" per $1 billion revenue Percentage of total cost to perform the supply
allocated to process group "procure materials and
services" * .01) / (Total business entity revenue * .
000000001)
function allocated to the process group "Procure chain function "deliver products and services"
materials and services" allocated to process group "procure materials and
services"
Total cost to perform the procurement process (Total cost to perform the process group "procure percent
group as a percentage of cost of goods sold (COGS) materials and services" / Cost of goods sold
(COGS)) * 100

Total cost to perform the procurement process (Total cost to perform the process group "procure percent
group as a percentage of revenue materials and services" / Total business entity
revenue) * 100
Total cost to perform the process group "procure Total cost to perform the process group "procure dollars
materials and services" per $1,000 revenue materials and services" / (Total business entity
revenue * .001)
Total cost to perform the process group "procure Total cost to perform the process group "procure dollars
materials and services" per $1,000 purchases materials and services" / (Value of all materials and
services purchased * .001)
Total cost to perform the procurement process Total cost to perform the process group "procure dollars
group per process group FTE materials and services" / (Number of FTEs who
perform the process "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")
group per purchase order materials and services" / Number of purchase
orders placed
group per purchase order line item materials and services" / Number of purchase order
line items processed
Cost to source per $1,000 total revenue Total cost to source / (Total business entity revenue dollars
* 0.0010)

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
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
Average supplier lead time in days on purchased Average supplier lead time on purchased materials days
materials
Source Cycle Time (Average supplier lead time on purchased days
materials * 24 + Cycle time in hours from the
receipt of a purchase requisition line item to the
purchase order's transmission to the
vendor/contractor + Dock-to-stock cycle time for
supplier deliveries in hours) / 24
Days payable Days payable outstanding days
Procure to pay cycle time in days Time in days required to pay suppliers from days
purchase order placement until payment complete

Number of FTEs that perform the process group (Number of FTEs who perform the process "develop FTEs
"procure materials and services" per $1 billion sourcing strategies" + Number of FTEs who
purchases 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)
Transaction amount per purchase order Average transaction amount per purchase order dollars
Percentage of purchase value from certified Percentage of purchase value from certified percent
vendors vendors
Percentage of total value of goods and services Percentage of the total value of goods and services percent
purchased from top ten suppliers purchased from your top 10 suppliers
Percentage of total number of goods receipts (Number of goods receipts received without item percent
received without item and quantity verification and quantity verification / Number of parts and
materials receipts received) * 100
Percentage of total number of items purchased and (Items received that fail inspection / Number of percent
received failing inspection (incoming material items received) * 100.0
quality)
Percentage of supplier orders received by original Percentage of supplier orders delivered by original percent
request date (on time) request date
Number of FTEs that perform the process group (Number of FTEs who perform the process "develop FTEs
"procure materials and services" per $1 billion sourcing strategies" + Number of FTEs who
revenue perform the process "select suppliers and
process "appraise and develop suppliers") / (Total

Number of active vendors in the master file per $1 Number of active unique suppliers in vendor active vendors
million purchases master file / (Value of all materials and services
purchased * .000001)
Strategic suppliers as a percentage of all active (Number of active suppliers considered strategic percent
suppliers suppliers / Number of active unique suppliers in
vendor master file) * 100
Percentage of purchase order line items received Percentage of purchase order line items received percent
complete with all items complete
Percentage of purchase order line items received (Purchase order line items received damage free / percent
damage free Number of purchase order line items processed) *
100.0
Percentage of purchase order line items transacted Percentage of purchase order line items transacted percent
using e-procurement enabled catalogue suppliers using e-procurement enabled catalogue suppliers
Percentage of purchase orders approved Percentage of purchase orders approved percent

electronically electronically
Percentage of purchase orders received complete Percentage of purchase orders received with all percent
items complete
Percentage of purchase orders received damage (Number of purchase orders received with all items percent
free damage free / Number of purchase orders placed) *
100
Percentage of purchase value transacted via an (Percentage of purchases by currency volume percent
electronic marketplace transacted electronically via private online trade
exchange + Percentage of purchases by currency
volume transacted electronically via public online
trade exchange)
Percentage of purchase value transacted via a Percentage of purchases by currency volume percent
private electronic marketplace transacted electronically via private online trade
exchange
Percentage of purchase value transacted via a Percentage of purchases by currency volume percent
public electronic marketplace transacted electronically via public online trade
exchange

Percentage of total purchases procured via Percentage of total purchase value procured via percent
maverick buying maverick buying
Number of active suppliers in vendor master file Number of active unique suppliers in vendor active suppliers
per procurement process group FTE master file / (Number of FTEs who perform the
process "develop sourcing strategies" + Number of
FTEs who perform the process "select suppliers and
process "appraise and develop suppliers")
Number of purchase orders processed per FTE that Number of purchase orders placed / (Number of purchase orders
performs the process group "procure materials and FTEs who perform the process "develop sourcing
services" strategies" + Number of FTEs who perform the
contracts" + Number of FTEs who perform the
process "order materials and services" + Number
of FTEs who perform the process "appraise and
develop suppliers")
Total purchase value (spend, in thousands of (Value of all materials and services purchased / dollars
dollars) per FTE that performs the process group (Number of FTEs who perform the process "develop
"procure materials and services" sourcing strategies" + Number of FTEs who
process "appraise and develop suppliers")) * .001
Direct materials and services value as a (Value of all direct materials and services percent
percentage of total value of purchases purchased / Value of all materials and services
purchased) * 100

Indirect materials and services value as a (Value of all indirect materials and services percent
percentage of total value of purchases purchased / Value of all materials and services
purchased) * 100
Percentage of value of supplier certified purchased Percentage of total value of purchased material percent
material that is supplier certified
Percentage of total value of purchases allocated (Value of purchases placed by other methods / percent
among the following purchase arrangement type: Value of all materials and services purchased) *
other 100.0
Percentage of total value of purchases allocated (Value of purchases placed by percent
among the following purchase arrangement type: replenishment/vendor managed inventory / Value
replenishment/vendor management inventor of all materials and services purchased) * 100.0
Percentage of total value of purchases allocated (Value of purchase order line items submitted by percent
among the following submission method: electronic EDI / Value of all materials and services purchased)
data interchange * 100.0
among the following submission method: fax fax / Value of all materials and services purchased)
* 100.0
among the following submission method: internet internet / Value of all materials and services
purchased) * 100.0
among the following submission method: mail mail / Value of all materials and services
purchased) * 100.0
among the following submission method: telephone / Value of all materials and services
telephone purchased) * 100.0
among the following submission method: wireless WAP / Value of all materials and services
application protocol purchased) * 100.0
Percentage of total value of direct materials and Percentage of total value of direct materials and percent
services purchased outside of country services purchased that is sourced outside of the
country

Percentage of total value of materials and services Percentage of materials and services purchase percent
purchases included in total cost of ownership value that is included in a TCO model
model
Percentage of the total value of purchases (Value of purchases placed by procurement cards / percent
allocated among the following purchase Value of all materials and services purchased) *
arrangement type: procurement cards 100.0
Percentage of the total value of purchases (Value of purchases placed by individual purchase percent
allocated among the following purchase orders / Value of all materials and services
arrangement type: individual purchase orders purchased) * 100.0
Percentage of the total value of purchases (Value of purchases placed by blanket/contract percent
allocated among the following purchase orders / Value of all materials and services
arrangement type: blanket/contract orders purchased) * 100.0
Percentage of the total value of purchases (Value of purchase order line items submitted by percent
allocated among the following submission method: other methods / Value of all materials and services
other purchased) * 100.0
Percentage of the total value of purchases placed ((Value of purchase order line items submitted by percent
by non-traditional submission methods (without a internet + Value of purchase order line items
buyer or purchasing agent being involved to submitted by WAP + Value of purchase order line
process the transaction) items submitted by EDI) / Value of all materials and
services purchased) * 100.0
Percentage of procurement process group staff Percentage of procurement department staff with percent
with formal training in negotiations formal training in negotiations
with over three years of purchasing operations over three years of purchasing operations
experience experience
with over three years of strategic over three years of strategic sourcing/commodity
sourcing/commodity management experience management experience
Percentage of purchase requisition line items (Number of purchase requisition line items by percent
allocated among the following request method: electronic request direct to internal purchasing
electronic request direct to internal purchasing department / Number of purchase requisition line
department items processed) * 100.0

allocated among the following request method: other request methods / Number of purchase
other requisition line items processed) * 100.0
allocated among the following request method: paper request / Number of purchase requisition line
paper items processed) * 100.0
allocated among the following request method: telephone request direct to internal purchasing
telephone request direct to internal purchasing department / Number of purchase requisition line
department items processed) * 100.0
allocated among the following request method: telephone request direct to vendor / Number of
telephone request direct to vendor purchase requisition line items processed) * 100.0
allocated among the following request method: electronic request direct to vendor / Number of
electronic request direct to vendor purchase requisition line items processed) * 100.0
Percentage of purchase order line items transacted Percentage of purchase order line items transacted percent
via a portal via portal
Percentage of value of purchased material that is Percentage of value of purchased materials from percent
received from vendors that participate in vendor- vendors that participate in vendor-managed
managed inventory programs programs
Percentage of spend that is processed by the Percentage of spend processed by EPC or EPCM Percent
business entitys EPC (Engineering, Procurement, partners
and Construction) or EPCM (Engineering,
Procurement, and Construction Management)
partners
Percentage of transactions that are processed by Percentage of transactions processed by EPC or Percent
the business entitys EPC (Engineering, EPCM partners
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners

Percentage of unique suppliers who are active (Number of active unique suppliers in vendor percent
suppliers master file / Number of unique suppliers in vendor
master file) * 100
Number of items received by the business entity Number of items received / (Number of FTEs who items
per procurement process group FTE perform the process "develop sourcing strategies"
suppliers")
Ratio of Purchases to Revenue (Value of all materials and services purchased/Total percent
business entity revenue)*100
Value of materials and services per $1,000 revenue Value of all materials and services purchased / dollars
Unplanned machine downtime as a percentage of Unplanned machine downtime as a percentage of percent
scheduled run time scheduled run time
Scrap and rework costs as a percentage of cost of The business entity's scrap and rework costs as a percent
goods sold (COGS) percentage of cost of goods sold
Scrap and rework costs as a percentage of sales Scrap and rework costs as a percentage of sales percent
Overhead costs as a percentage of cost of goods Overhead cost as a percentage of cost of goods percent
sold sold
Labor costs as a percentage of cost of goods sold Labor cost as a percentage of cost of goods sold percent
Manufacturing controllable cost as a percentage of (Manufacturing controllable costs / Total business percent
revenue entity revenue) * 100.0
Material costs as a percentage of cost of goods Material cost as a percentage of cost of goods sold percent
sold
Total cost to manufacture per $1,000 revenue Total cost to manufacture / (Total business entity dollars
revenue * .001)

function allocated to the process group chain function "deliver products and services"
"Produce/Manufacture/Deliver product" allocated to process group
"produce/manufacture/deliver product"
Total cost to perform the process group (Total cost to perform the supply chain function * dollars
"produce/manufacture/deliver product" per $1 Percentage of total cost to perform the supply
billion revenue chain function "deliver products and services"
allocated to process group
"produce/manufacture/deliver product" * .01) /
Total cost to perform the process group (Total cost to perform the supply chain function * dollars
"produce/manufacture/deliver product" per $1,000 Percentage of total cost to perform the supply
allocated to process group
"produce/manufacture/deliver product" * .01) /
Maximum elapsed time it takes to engineer, select, Maximum elapsed time it takes to engineer, select, hours
and negotiate with suppliers and order materials and negotiate with suppliers and order materials
for customized configuration of non-standard items for customized configuration of non-standard items
(capability model engineer-to-order only) (capability model engineer-to-order only)
Engineering change order (ECO) cycle time Engineering change-order cycle time in days days
Average defective number of parts per million Percentage of defective parts per million parts per million
Value of plant shipments per manufacturing Total annual cost of plant shipments per dollars
employee manufacturing employee
Costs of production material handling damage as a Costs of production material handling damage as a percent
percentage of total material costs percentage of total material costs
Percentage of total labor used in manufacturing Percentage of total labor used in manufacturing percent
classified as direct labor classified as direct labor
Warranty costs (repair and replacement) as a Warranty costs as a percentage of sales percent
percentage of sales

Percentage of defective parts per million Percentage of defective parts per million percent
Direct labor availability for manufacturing Percentage of direct labor in manufacturing that is percent
available for manufacturing activities
Inventory obsolescence as a percentage of total Value of inventory obsolescence as a percentage of percent
inventory total inventory value
Turnover rate for manufacturing personnel Turnover rate for manufacturing personnel percent
Asset turns Total asset turn rate turns
Value of plant shipments per business entity Most recent fiscal year's approximate currency dollars
employee value of plant shipments per business entity
employee
Percentage of manufacturing workforce that has Percentage of manufacturing workforce that has percent
completed Six Sigma training completed Six Sigma training
Total cost of the process group "Deliver service to (Total cost to perform the supply chain function * dollars
customer" per $1,000 revenue Percentage of total cost to perform the supply
allocated to process group "deliver service to
customer" * .01) / (Total business entity revenue * .
001)
Total cost of the process group "Deliver service to (Total cost to perform the supply chain function * dollars
customer" per $1 billion revenue Percentage of total cost to perform the supply
allocated to process group "deliver service to
customer" * .01) / (Total business entity revenue * .
000000001)
function allocated to the process group "Deliver chain function "deliver products and services"
service to customer" allocated to process group "deliver service to
customer"
Cost to deliver per $1,000 total revenue Total cost to deliver / (Total business entity revenue dollars
* 0.0010)

Downside Supply Adaptability Maximum percentage reduction in quantities percent
ordered sustainable at 30 days prior to deliver with
no inventory or cost penalties (downside supply
chain adaptability)
Upside Supply Chain Adaptability Maximum sustainable percentage increase in percent
quantity delivered that can be achieved in 30 days
(upside supply chain adaptability)
Upside Supply Chain Flexibility Number of days required to achieve an unplanned days
sustainable 20 percentage increase in quantities
delivered (upside supply chain flexibility)
Total cost to perform the process group "manage (Total cost to perform the process group "manage percent
logistics and warehousing" as a percentage of logistics and warehousing" / Cost of goods sold
costs of goods sold (COGS)) * 100
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
logistics and warehousing" per $1,000 revenue logistics and warehousing" / (Total business entity
revenue * .001)
Total cost to perform the logistics process group Total cost to perform the process group "manage dollars
"manage logistics and warehousing" per "define logistics and warehousing" / (Number of FTEs who
logistics strategy", "plan and manage inbound perform the process "define logistics strategy" +
material flow", "operate warehousing", and Number of FTEs who perform the process "plan and
"operate outbound transportation" process FTE manage inbound material flow" + Number of FTEs
who perform the process "operate warehousing" +
Number of FTEs who perform the process "operate
outbound transportation")
logistics and warehousing" per sales order fulfilled logistics and warehousing" / Number of sales
orders fulfilled
function allocated to the process group "Manage chain function "deliver products and services"
logistics and warehousing" allocated to process group "manage logistics and
warehousing"

Total cost to perform the process group "manage (Total cost to perform the supply chain function * dollars
logistics and warehousing" per $1 billion revenue Percentage of total cost to perform the supply
allocated to process group "manage logistics and
warehousing" * .01) / (Total business entity
revenue * .000000001)
Total cost to perform the process group "Manage (Total cost to perform the supply chain function * dollars
logistics and warehousing" per sales order Percentage of total cost to perform the supply
allocated to process group "manage logistics and
warehousing" * .01) / Number of sales orders
placed
Total transportation cost per $1,000 revenue Transportation cost / (Total business entity revenue dollars
* .001)
Percentage of the total cost of the supply chain (Transportation cost / Total cost to perform the percent
function allocated to transportation supply chain function) * 100
Total cost to perform the process group "manage Total logistics cost as a percentage of sales percent
logistics and warehousing" as a percentage of
sales
Total cost of the process group "manage logistics (Total cost to perform the process group "manage percent
and warehousing" as a percentage of the cost of logistics and warehousing"/Total costs of continuing
continuing operations operations)*100
Total cost of the process group "manage logistics Total cost to perform the process group "manage dollars
and warehousing" per FTE that performs the logistics and warehousing" / (Number of FTEs who
process group perform the process "define logistics strategy" +
Number of FTEs who perform the process "plan and
manage inbound material flow" + Number of FTEs
outbound transportation" + Number of FTEs who
perform the process "manage returns; manage
reverse logistics")

Cycle time in hours from receiving a customer's Cycle time in hours from receiving a customer's hours
order to completing the order's preparation order to completing the order's preparation
Turnover rate for logistics personnel Turnover rate for logistics personnel percent
Cost of damaged product as a percentage of sales Cost of damaged product as a percentage of sales percent
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)
Gross value of on-hand balance for typical parts (Gross value of on-hand balance for typical percent
that have sales or usage of 0 units as a percentage products that have zero sales or usage / Total gross
of total gross typical parts inventory value value of on-hand balance for all typical products) *
100.0
Gross value of on-hand balance for typical parts Percentage of on-hand balance value for SKUs with percent
that have sales or usage between 101 and 1,000 sales between 101 and 1000
units as a percentage of total gross typical parts
inventory value
Gross value of on-hand balance for typical parts (Gross value of on-hand balance for typical percent
that have sales or usage between 1 and 100 units products that have sales or usage between 1 and
as a percentage of total gross typical parts 100 units / Total gross value of on-hand balance for
inventory value all typical products) * 100.0
Gross value of on-hand balance for typical 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 Percentage of total logistics costs that are percent
logistics process group "manage logistics and expedited
warehousing"

Direct labor as a percentage of total labor used in Percentage of labor used in process group percent
the process group "manage logistics and "manage logistics and warehousing" that is direct
warehousing" labor
Perfect order performance Perfect order performance percent
Percentage of business entity's total number of Percentage of expedited orders resulting from percent
expedited orders caused by: documentation errors documentation error
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from inaccurate demand forecasts inaccurate demand forecasts
from information technology/system failure information technology/system failure
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from late percent
from late delivery/loss in transit delivery/loss in transit
from manufacturing equipment failure manufacturing equipment failure
from network stock re-balances network stock re-balances
from other issues other issues
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from poor percent
from poor transportation planning transportation planning
from production schedule changes production schedule changes
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from raw percent
from raw material shortages material shortages
from unavailable transport equipment unavailable transport equipment
from transportation equipment failure transportation equipment failure
Percentage of supplier on-time delivery Percentage of supplier on-time delivery percent

Value of inventory shrinkage as a percentage of The business entity's inventory shrinkage as a percent
cost of goods sold (COGS) percentage of cost of goods sold
Direct labor availability for logistics Percentage of direct labor in logistics that is percent
available for logistics activities
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
transportation" + Number of FTEs who perform the
process "manage returns; manage reverse
logistics") / (Total business entity revenue * .
000000001)
Percentage of orders expedited Percentage of sales orders considered expedited percent
Percentage of ship from stock orders delivered in Percentage of ship from stock orders delivered in percent
full within 24 hours of order receipt full within 24 hours of order receipt
Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent
zero sales as a percentage of the total number of zero sales / Total number of SKUs for service/repair
SKUs for service/repair parts parts) * 100.0
Number of SKUs for typical products that have zero Percentage of SKUs for typical products with zero percent
sales as a percentage of the total number of SKUs sales
for typical products
Number of SKUs for typical products that have (Number of SKUs for typical products that have percent
sales between 101 and 1,000 as a percentage of sales between 101 and 1,000 / Total number of
the total number of SKUs for typical products SKUs for typical products) * 100.0
Number of SKUs for typical products that have Percentage of SKUs for typical products with sales percent
sales between 1 and 100 as a percentage of the between 1 and 100
total number of SKUs for typical products
Number of SKUs for typical products that have (Number of SKUs for typical products that have percent
sales greater than 1,000 as a percentage of the sales greater than 1,000 / Total number of SKUs for
total number of SKUs for typical products typical products) * 100.0

Number of SKUs for service/repair parts that have Percentage of total parts with sales between 101 percent
sales between 101 and 1,000 as a percentage of and 1000
the total number of SKUs for service/repair parts
Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent
sales between 1 and 100 as a percentage of the sales between 1 and 100 / Total number of SKUs for
total number of SKUs for service/repair parts service/repair parts) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales greater than percent
sales greater than 1,000 as a percentage of the 1000
total number of SKUs for service/repair parts
Percentage of sales orders filled completely from Percentage of sales orders completely filled from percent
the primary sourcing location primary sourcing location
Number of FTEs that perform the process group ((Number of FTEs who perform the process "define percent
"manage logistics and warehousing" as a logistics strategy" + Number of FTEs who perform
percentage of total business entity FTEs the process "plan and manage inbound material
flow" + Number of FTEs who perform the process
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 (Gross value of on-hand balance for service/repair percent
parts that have sales or usage of 0 units as a parts for products with zero sales or usage / Total
percentage of total gross service/repair parts gross value of on-hand balance for all products'
inventory value service/repair parts) * 100.0
Gross value of on-hand balance for service/repair Percentage of on-hand balance for parts with sales percent
parts that have sales or usage between 101 and between 101 and 1000
1,000 units as a percentage of total gross
service/repair parts inventory value

Gross value of on-hand balance for service/repair (Gross value of on-hand balance for service/repair percent
parts that have sales or usage between 1 and 100 parts for products with sales or usage between 1
units as a percentage of total gross service/repair and 100 units / Total gross value of on-hand
parts inventory value balance for all products' service/repair parts) *
100.0
Gross value of on-hand balance for service/repair Percentage of on-hand balance for parts with sales percent
parts that have sales or usage of more than 1,000 greater than 1000
units as a percentage of total gross service/repair
parts inventory value
Total cost to perform the process "develop sourcing Total cost to perform the process "develop sourcing dollars
strategies" per process FTE strategies" / Number of FTEs who perform the
process "develop sourcing strategies"
Overhead cost to perform the process "develop Overhead cost to perform the process "develop dollars
sourcing strategies" per $1,000 revenue sourcing strategies"/(Total business entity
revenue*0.0010)
Other cost of the process "develop sourcing Costs other than personnel, systems, overhead, dollars
strategies" per $1,000 revenue and outsourced to perform the process "develop
sourcing strategies"/(Total business entity
revenue*0.0010)
Outsourced cost of the process "develop sourcing Outsourced cost to perform the process "develop dollars
strategies" per $1,000 revenue sourcing strategies"/(Total business entity
revenue*0.0010)
strategies" per $1,000 purchases strategies" / (Value of all materials and services
purchased * .001)
strategies" per $1,000 revenue strategies" / (Total business entity revenue * .001)
Systems cost to perform the process "develop Systems cost to perform the process "develop dollars
sourcing strategies" per $100,000 revenue sourcing strategies" / (Total business entity
revenue * 0.000010)

Systems cost to perform the process "develop Systems cost to perform the process "develop dollars
sourcing strategies" per $100,000 purchases sourcing strategies" / (Value of all materials and
services purchased * 0.000010)
Personnel cost to perform the process "develop Personnel cost to perform the process "develop dollars
sourcing strategies" per $1,000 revenue sourcing strategies" / (Total business entity
revenue * 0.0010)
Personnel cost to perform the process "develop Personnel cost to perform the process "develop dollars
sourcing strategies" per $1,000 purchases sourcing strategies" / (Value of all materials and
Number of FTEs that perform the process "develop (Number of FTEs who perform the process "develop percent
sourcing strategies" as a percentage of sourcing strategies" / (Number of FTEs who
procurement process group FTEs perform the process "develop sourcing strategies"
suppliers")) * 100
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
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)
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"

Personnel cost to perform the process "select Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Value
$1,000 purchases of all materials and services purchased * 0.0010)
Personnel cost to perform the process "select Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Total
and develop/maintain contracts" per $1,000 and develop/maintain contracts" / (Total business
and develop/maintain contracts" per $1,000 and develop/maintain contracts" / (Value of all
purchases materials and services purchased * .001)
Overhead cost of the process "select suppliers and Overhead cost to perform the process "select dollars
develop/maintain contracts" per $1,000 revenue suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Other cost of the process "select suppliers and Costs other than personnel, systems, overhead, dollars
develop/maintain contracts" per $1,000 revenue and outsourced to perform the process "select
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Outsourced cost of the process "select suppliers Outsourced cost to perform the process "select dollars
and develop/maintain contracts" per $1,000 suppliers and develop/maintain contracts"/(Total
revenue business entity revenue*0.0010)
Systems cost to perform the process "select Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Value
$100,000 purchases of all materials and services purchased * 0.000010)
Systems cost to perform the process "select Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Total

Number of FTEs that perform the process "select Number of FTEs who perform the process "select FTEs
suppliers and develop/maintain contracts" per $1 suppliers and develop/maintain contracts" / (Total
Number of FTEs that perform the process "select (Number of FTEs who perform the process "select percent
suppliers and develop/maintain contracts" as a suppliers and develop/maintain contracts" /
percentage of procurement process group FTEs (Number of FTEs who perform the process "develop
sourcing strategies" + Number of FTEs who
process "appraise and develop suppliers")) * 100
Number of FTEs that perform the process "select Number of FTEs who perform the process "select FTEs
suppliers and develop/maintain contracts" per $1 suppliers and develop/maintain contracts" / (Value
billion purchases of all materials and services purchased * .
000000001)
Total cost to perform the process "develop sourcing (Total cost to perform the process "develop percent
strategies" as a percentage of total procurement sourcing strategies" / Total cost to perform the
process group cost process group "procure materials and services") *
100
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"
Overhead cost to perform the process "order Overhead cost to perform the process "order dollars
Other cost to perform the process "order materials Costs other than personnel, systems, overhead, dollars
and services" per $1,000 purchases and outsourced to perform the process "order
materials and services" / (Value of all materials and

Outsourced cost to perform the process "order Outsourced cost to perform the process "order dollars
Personnel cost to perform the process "order Personnel cost to perform the process "order dollars
materials and services" per process FTE materials and services" / Number of FTEs who
perform the process "order materials and services"
Overhead cost to perform the process "order Overhead cost to perform the process "order dollars
revenue * .001)
Other cost to perform the process "order materials Costs other than personnel, systems, overhead, dollars
and services" per $1,000 revenue and outsourced to perform the process "order
materials and services" / (Total business entity
revenue * .001)
Outsourced cost to perform the process "order Outsourced cost to perform the process "order dollars
revenue * .001)
and services" per $1,000 revenue and services" / (Total business entity revenue * .
001)
and services" per $1,000 purchases and services" / (Value of all materials and services
purchased * .001)
and services" per purchase order and services" / Number of purchase orders placed
and services" per purchase order line item and services" / Number of purchase order line
items processed
Systems cost to perform the process "order Systems cost to perform the process "order dollars
revenue * .00001)

Systems cost to perform the process "order Systems cost to perform the process "order dollars
revenue * .001)
Cycle time in hours to place a purchase order Cycle time in hours from the receipt of a purchase hours
requisition line item to the purchase order's
transmission to the vendor/contractor
Average cycle time (in calendar days) from Cycle time from requisition creation to requisition Days
requisition creation to requisition approval approval
Average cycle time (in calendar days) from Cycle time from requisition approval to purchase Days
requisition approval date of purchase order order approval
approval date
Number of FTEs that perform the process "order Number of FTEs who perform the process "order FTEs
materials and services" per $1 billion purchases materials and services" / (Value of all materials and
Number of FTEs that perform the process "order Number of FTEs who perform the process "order FTEs
materials and services" per $1 billion revenue materials and services" / (Total business entity
revenue * .000000001)

Number of FTEs that perform the process "order (Number of FTEs who perform the process "order percent
materials and services" as a percentage of materials and services" / (Number of FTEs who
procurement process group FTEs perform the process "develop sourcing strategies"
suppliers")) * 100
Number of purchase requisition line items Number of purchase requisition line items purchase
processed per "order materials/services" FTE processed / Number of FTEs who perform the requisition line
process "order materials and services" items
Number of purchase order line items processed per Number of purchase order line items processed / purchase order line
FTE that performs the process "order materials and Number of FTEs who perform the process "order items
services" materials and services"
Number of purchase orders processed per FTE that Number of purchase orders placed / Number of purchase orders
performs the process "order materials and FTEs who perform the process "order materials and
services" services"
Total 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 (non- Purchases made through invoice only (non-PO) as a Percent
purchase order) as a percentage of total purchase percentage of total purchase value
value
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total purchase value catalog as a percentage of total purchase value

Purchases made through purchase order - external Purchases made through purchase order - Percent
catalog as a percentage of total purchase value external/punch-out catalog as a percentage of total
purchase value
Purchases made through purchase order - "hands Purchases made through purchase order - "Hands Percent
on" as a percentage of total purchase value On" as a percentage of total purchase value
Purchases made through other channels as a Purchases made through other channels as a Percent
percentage of total purchase value percentage of total purchase value
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total invoice volume total invoice volume
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total invoice volume of total invoice volume
Purchases made through invoice only (non- Purchases made through invoice only (non-PO) as a Percent
purchase order) as a percentage of total invoice percentage of total invoice volume
volume
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total invoice volume catalog as a percentage of total invoice volume
Purchases made through purchase order - external Purchases made through purchase order - Percent
catalog as a percentage of total invoice volume external/punch-out catalog as a percentage of total
invoice volume
Purchases made through purchase order - "hands Purchases made through purchase order - "Hands Percent
on" as a percentage of total invoice volume On" as a percentage of total invoice volume
Purchases made through other channels as a Purchases made through other channels as a Percent
percentage of total invoice volume percentage of total invoice volume
Percentage of purchase orders that link directly to Percentage of purchase orders linked directly to Percent
a contracted price loaded in the company's system contracted price in company's system or external
or external catalog catalog
Percentage of purchase order line items that are Percentage of purchase order line items Percent
systematically created with no manual systematically created
involvement or intervention by a buyer

Percentage of purchase orders that go through a Percentage of purchase orders that go through a Percent
formal notification/acceptance process with formal notification/acceptance process with
supplier supplier
Value of materials purchases as a percentage of Value of materials purchases as a percentage of Percent
total purchases total purchases
Value of services purchases as a percentage of Value of services purchases as a percentage of Percent
Value of EPC or EPCM purchases as a percentage of Value of EPC or EPCM purchases as a percentage of Percent
Value of other purchases as a percentage of total Value of other purchases as a percentage of total Percent
purchases purchases
Total cost to perform the process "appraise and Total cost to perform the process "appraise and dollars
develop suppliers" per process FTE develop suppliers" / Number of FTEs who perform
the process "appraise and develop suppliers"
Personnel cost to perform the process "appraise Personnel cost to perform the process "appraise dollars
and develop suppliers" per $1,000 purchases and develop suppliers" / (Value of all materials and
Personnel cost to perform the process "appraise Personnel cost to perform the process "appraise dollars
and develop suppliers" per $1,000 revenue and develop suppliers" / (Total business entity
revenue * 0.0010)
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
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)
Cost to return to supplier per $1,000 total revenue Total cost to return to supplier / (Total business dollars
develop suppliers" per $1,000 purchases develop suppliers" / (Value of all materials and

develop suppliers" per $1,000 revenue develop suppliers" / (Total business entity revenue
* .001)
Overhead cost of the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $1,000 revenue develop suppliers"/(Total business entity
revenue*0.0010)
Other cost of the process "appraise and develop Overhead cost to perform the process "appraise dollars
suppliers" per $1,000 revenue and develop suppliers"/(Total business entity
revenue*0.0010)
Outsourced cost of the process "appraise and Costs other than personnel, systems, overhead, dollars
develop suppliers" per $1,000 revenue and outsourced to perform the process "appraise
and develop suppliers"/(Total business entity
revenue*0.0010)
Supplier first-pass quality yield S25320472QN0001 percent
Number of FTEs that perform the process "appraise Number of FTEs who perform the process "appraise FTEs
and develop suppliers" per $1 billion purchases and develop suppliers" / (Value of all materials and
Number of FTEs that perform the process "appraise Number of FTEs who perform the process "appraise FTEs
and develop suppliers" per $1 billion revenue and develop suppliers" / (Total business entity
revenue * .000000001)
Number of FTEs that perform the process "manage (Number of FTEs who perform the process percent
suppliers" as a percentage of procurement process "appraise and develop suppliers" / (Number of FTEs
group FTEs who perform the process "develop sourcing
strategies" + Number of FTEs who perform the
contracts" + Number of FTEs who perform the
process "order materials and services" + Number
of FTEs who perform the process "appraise and
develop suppliers")) * 100

Total cost to perform the process "order materials (Total cost to perform the process "order materials percent
and services" as a percentage of total procurement and services" / Total cost to perform the process
process group cost group "procure materials and services") * 100
Personnel cost to perform the process "order (Personnel cost to perform the process "order percent
materials and services" as a percentage of total materials and services" / Total cost to perform the
process cost process "order materials and services") * 100
Systems cost to perform the process "order (Systems cost to perform the process "order percent
Overhead cost to perform the process "order (Overhead cost to perform the process "order percent
Other cost to perform the process "order materials (Costs other than personnel, systems, overhead, percent
and services" as a percentage of total process cost and outsourced to perform the process "order
materials and services" / Total cost to perform the
process "order materials and services") * 100
Outsourced cost to perform the process "order (Outsourced cost to perform the process "order percent
Total cost to perform the process "appraise and (Total cost to perform the process "appraise and percent
develop suppliers" as a percentage of total develop suppliers" / Total cost to perform the
procurement process group cost 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)

goods" per gross operated producing well goods" / Total operated producing well count
goods" per mile of pipe goods" / Total number of miles of pipeline in
service
goods" per thousand barrels throughput goods" / (Average refining throughput * .001)
Number of FTEs who perform the process "record Number of business entity FTEs who perform the FTEs
receipt of goods" per million barrel of oil equivalent process "record receipt of goods" / (Average oil and
(BOE) gas net production (BOE/day) * .000001)
receipt of goods" per thousand gross operated process "record receipt of goods" / (Total operated
producing wells producing well count * .001)
receipt of goods" per thousand miles of pipe process "record receipt of goods" / (Total number of
miles of pipeline in service * .001)
receipt of goods" per thousand barrels throughput process "record receipt of goods" / (Average
refining throughput * .001)
Percentage of purchase orders with receipt of Percentage of purchase orders with receipt of Percent
goods or services goods or services
Percentage of goods purchases with receipts Percentage of goods purchases with receipts Percent
performed after the invoice was received performed after the invoice was received
Percentage of services purchases with receipts Percentage of services purchases with receipts Percent
performed after the invoice was received performed after the invoice was received
Percentage of invoices blocked due to goods Percentage of invoices blocked due to goods Percent
receipt issues or price/quantity discrepancies receipt issues or price/quantity discrepancies
Primary product manufacturing cycle time in hours Primary product manufacturing cycle time in hours hours
Raw material inventory days of supply Raw material days of supply days

Work-in-process (WIP) inventory days of supply Work-in-process days of supply days
Work-in-process (WIP) inventory turns WIP inventory turn rate in turns turns
Production schedule attainment during a primary Production schedule attainment during a primary percent
products planning period products planning period
Raw material inventory turns Raw material inventory turn rate turns
Actual production rate as a percentage of the Actual production rate as a percentage of the percent
maximum capable production rate maximum for primary products
Finished-product first-pass quality yield for primary Finished-product first-pass quality yield for primary percent
products products
Percentage of manual sales order interventions Percentage of manual sales order interventions percent
caused by contract issues caused by contract issues
caused by pricing issues caused by pricing issues
caused by invoicing issues caused by invoicing issues
caused by incorrect customer master data caused by incorrect customer master data
caused by other causes caused by other causes
Total cost to perform the process "define logistics Total cost to perform the process "define logistics dollars
strategy" per process FTE strategy" / Number of FTEs who perform the
process "define logistics strategy"
Total cost to perform the process "define logistics Total cost to perform the process "define logistics dollars
strategy" per $1,000 revenue strategy" / (Total business entity revenue * .001)
Other cost to perform the process "define logistics Costs other than personnel, systems, overhead, dollars
strategy" per $1,000 revenue and outsourced to perform the process "define
logistics strategy" / (Total business entity revenue *
0.0010)

Overhead cost to perform the process "define Overhead cost to perform the process "define dollars
logistics strategy" per $1,000 revenue logistics strategy" / (Total business entity revenue *
0.0010)
Outsourced cost to perform the process "define Outsourced cost to perform the process "define dollars
0.0010)
Systems cost to perform the process "define Systems cost to perform the process "define dollars
0.000010)
Personnel cost to perform the process "define Personnel cost to perform the process "define dollars
0.0010)
Number of FTEs that perform the process "define Number of FTEs who perform the process "define FTEs
logistics strategy" per $1 billion revenue logistics strategy" / (Total business entity revenue *
.000000001)
Number of FTEs that perform the process "define (Number of FTEs who perform the process "define percent
logistics strategy" as a percentage of FTEs that logistics strategy" / (Number of FTEs who perform
perform the process group "manage logistics and the process "define logistics strategy" + Number of
warehousing" (excluding "manage returns; manage FTEs who perform the process "plan and manage
reverse logistics) inbound material flow" + Number of FTEs who
perform the process "operate warehousing" +
outbound transportation")) *100
Personnel cost of the process "operate outbound Personnel cost to perform the process "operate dollars
transportation" per process FTE outbound transportation" / Number of FTEs who
transportation"
Overhead cost to perform the process "plan and Overhead cost to perform the process "plan and dollars
manage inbound material flow" per $1,000 manage inbound material flow" / (Total business

Personnel cost to perform the process "plan and Personnel cost to perform the process "plan and dollars
Systems cost to perform the process "plan and Systems cost to perform the process "plan and dollars
Outsourced cost to perform the process "plan and Outsourced cost to perform the process "plan and dollars
Other cost to perform the process "plan and Costs other than personnel, systems, overhead, dollars
manage inbound material flow" per $1,000 and outsourced to perform the process "plan and
revenue manage inbound material flow" / (Total business
Total cost to perform the process "plan and Total cost to perform the process "plan and dollars
manage inbound material flow" per process FTE manage inbound material flow" / Number of FTEs
who perform the process "plan and manage
inbound material flow"
Total cost to perform the process "plan and Total cost to perform the process "plan and dollars
Number of FTEs that perform the process "plan and Number of FTEs who perform the process "plan FTEs
manage inbound material flow" per $1 billion and manage inbound material flow" / (Total
revenue business entity revenue * .000000001)
Number of FTEs that perform the process "plan and (Number of FTEs who perform the process "plan percent
manage inbound material flow" as a percentage of and manage inbound material flow" / (Number of
FTEs that perform the process group "manage FTEs who perform the process "define logistics
logistics and warehousing" (excluding "manage strategy" + Number of FTEs who perform the
returns; manage reverse logistics) process "plan and manage inbound material flow"
+ Number of FTEs who perform the process
transportation")) *100

Personnel cost of the process "operate Personnel cost to perform the process "operate dollars
warehousing" per process FTE warehousing" / Number of FTEs who perform the
process "operate warehousing"
Total cost to perform the process "operate (Total cost to perform the process "operate percent
warehousing" as a percentage of cost of goods sold warehousing" / Cost of goods sold (COGS)) * 100
Total cost to perform the process "operate Total cost to perform the process "operate dollars
warehousing" per process FTE warehousing" / Number of FTEs who perform the
process "operate warehousing"
warehousing" per $1,000 revenue warehousing" / (Total business entity revenue * .
001)
warehousing" per sales order warehousing" / Number of sales orders fulfilled
Other cost to perform the process "operate Costs other than personnel, systems, overhead, dollars
warehousing" per $1,000 revenue and outsourced to perform the process "operate
warehousing" / (Total business entity revenue * .
001)
Outsourced cost to perform the process "operate Outsourced cost to perform the process "operate dollars
001)
Overhead cost to perform the process "operate Overhead cost to perform the process "operate dollars
001)
Systems cost to perform the process "operate Systems cost to perform the process "operate dollars
00001)
Personnel cost to perform the process "operate Personnel cost to perform the process "operate dollars
001)
Pick-to-ship cycle time in hours for customer orders Pick-to-ship cycle time in hours for customer orders hours

Dock-to-stock cycle time in hours for supplier Dock-to-stock cycle time for supplier deliveries in hours
deliveries hours
Unit fill rate Unit fill rate percent
On-site finished goods inventory days of supply Finished goods inventory days of supply days
Percentage of SKUs tracked by radio frequency Percentage of SKUs tracked by radio frequency percent
Number of FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs
warehousing" per $1 billion revenue warehousing" / (Total business entity revenue * .
000000001)
Inventory value per $1,000 total revenue Gross value of inventory / (Total business entity dollars
revenue * .001)
Field finished goods inventory days of supply Field finished goods inventory days of supply days
Inventory accuracy Inventory accuracy percent
Order fill rate Order fill rate percent
Order line fill rate Order line fill rate percent
Warehouse slot utilization Warehouse slot utilization percent
Number of sales order line items filled per FTE that Number of sales order line items / Number of FTEs sales order line
performs the process "operate warehousing" who perform the process "operate warehousing" items
Number of annual sales orders filled per FTE that Number of sales orders fulfilled / Number of FTEs sales orders
performs the process "operate warehousing" who perform the process "operate warehousing"
Percentage of finished goods inventory requiring Percentage of finished goods inventory requiring percent
special handling or storage special handling or storage

Number of FTEs that perform the process "operate (Number of FTEs who perform the process "operate percent
warehousing" as a percentage of FTEs that perform warehousing" / (Number of FTEs who perform the
the process group "manage logistics and process "define logistics strategy" + Number of
warehousing" (excluding "manage returns; manage FTEs who perform the process "plan and manage
reverse logistics) inbound material flow" + Number of FTEs who
perform the process "operate warehousing" +
Personnel cost of the process "plan and manage Personnel cost to perform the process "plan and dollars
inbound material flow" per process FTE manage inbound material flow" / Number of FTEs
who perform the process "plan and manage
inbound material flow"
Transportation cost per mile Transportation cost per mile dollars
Premium freight charges as a percentage of total Premium freight charges as a percentage of total percent
freight charges freight
outbound transportation" per $100,000 revenue outbound transportation" / (Total business entity
revenue * .00001)
revenue * .001)
Overhead cost to perform the process "operate Overhead cost to perform the process "operate dollars
revenue * .001)
Outsourced cost to perform the process "operate Outsourced cost (excluding freight) to perform the dollars
outbound transportation" per $1,000 revenue process "operate outbound transportation" / (Total
Other cost to perform the process "operate Costs other than personnel, systems, overhead, dollars
outbound transportation" per $1,000 revenue outsourced and freight to perform the process
"operate outbound transportation" / (Total business

Freight cost to perform the process "operate (Freight cost to perform the process "operate percent
outbound transportation" as a percentage of the outbound transportation" / (Total cost to perform
total logistics process group "manage logistics and the process "define logistics strategy" + Total cost
warehousing" excluding "manage returns; manage to perform the process "plan and manage inbound
reverse logistics" cost material flow" + Total cost to perform the process
"operate warehousing" + Total cost to perform the
process "operate outbound transportation")) *
100.0
Freight cost to perform the process "operate Freight cost to perform the process "operate dollars
revenue * .001)
Total cost to perform the process "operate (Total cost to perform the process "operate percent
outbound transportation" as a percentage of cost outbound transportation" / Cost of goods sold
of goods sold (COGS)) * 100
outbound transportation" per process FTE outbound transportation" / Number of FTEs who
transportation"
revenue * .001)
outbound transportation" per sales order outbound transportation" / Number of sales orders
fulfilled
Customer shipment to delivery cycle time in days Customer shipment to delivery cycle time in days
hours / 24
Accurate documentation rate Accurate documentation rate percent
Full trailer-load or full container-load capacity Full trailer load or full container load capacity percent
utilization utilization
outbound transportation" per $1 billion revenue outbound transportation" / (Total business entity
revenue * .000000001)

Percentage of orders shipped complete and on Percentage of sales orders shipped complete and percent
time on time
Percentage of orders delivered complete and on Percentage of sales orders delivered complete and percent
time on time
Percentage of outbound transport containers with Percentage of outbound transport containers with percent
multiple-customer orders multiple-customer orders
Percentage of sales orders shipped as part of full- Percentage of sales orders shipped in full-load percent
load shipments shipments
Percentage of sales orders shipped on core carriers Percentage of sales orders shipped on core carriers percent
Percentage of sales orders delivered on time Percentage of sales orders delivered on time percent
Perfect condition rate Perfect condition rate percent
Percentage of sales orders scheduled to customer Percentage of sales orders scheduled according to percent
request customer request
Number of FTEs that perform the process "operate (Number of FTEs who perform the process "operate percent
outbound transportation" as a percentage of FTEs outbound transportation" / (Number of FTEs who
that perform the process group "manage logistics perform the process "define logistics strategy" +
and warehousing" (excluding "manage returns; Number of FTEs who perform the process "plan and
manage reverse logistics) manage inbound material flow" + Number of FTEs
Approved preferred/core carriers for primary (Number of approved preferred/core carriers for percent
transportation as a percentage of total carriers primary transportation mode / Number of carriers
used for primary transportation used for primary transportation mode in the last
twelve months) * 100.0
Total cost to perform the process "order materials Total cost to perform the process "order materials Dollars
and services" per thousand barrel of oil equivalent and services" / (Average oil and gas net production
(BOE) (BOE/day) * .001)

and services" per gross operated producing well and services" / Total operated producing well count
and services" per mile of pipe and services" / Total number of miles of pipeline in
service
and services" per thousand barrels throughput and services" / (Average refining throughput * .
001)
Number of FTEs who perform the process "order Number of FTEs who perform the process "order FTEs
materials and services" per million barrel of oil materials and services" / (Average oil and gas net
equivalent (BOE) production (BOE/day) * .000001)
materials and services" per thousand gross materials and services" / (Total operated producing
operated producing wells well count * .001)
materials and services" per thousand miles of pipe materials and services" / (Total number of miles of
pipeline in service * .001)
materials and services" per thousand barrels materials and services" / (Average refining
throughput throughput * .001)
Total cost to perform the process group "develop Total cost to perform the process group "develop dollars
customer care/customer service strategy" per customer care/customer service strategy" /
process FTE Number of FTEs who perform the process group
"develop customer care/customer service strategy"
customer care/customer service strategy" per customer care/customer service strategy" / (Total
customer care/customer service strategy" per sales customer care/customer service strategy" /
order Number of sales orders placed

customer care/customer service strategy" per sales customer care/customer service strategy" /
order line item Number of sales order line items
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"
Outsourced cost to perform the process group Outsourced cost to perform the process group dollars
"develop customer care/customer service strategy" "develop customer care/customer service strategy"
per $1,000 revenue / (Total business entity revenue * 0.0010)
Overhead cost to perform the process group Overhead cost to perform the process group dollars
Personnel cost to perform the process group Personnel cost to perform the process group dollars
Systems cost to perform the process group Systems cost to perform the process group dollars
per $1 billion revenue / (Total business entity revenue * 0.000000001)
Number of languages supported at the business Number of languages supported languages

entity

Overhead cost to perform the processes "manage (Overhead cost to perform the processes "manage percent
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" as a percentage of the total customer complaints" / Total cost to perform the
cost to perform the processes processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
Overhead cost to perform the processes "manage Overhead cost to perform the processes "manage dollars
customer complaints" per $1,000 revenue customer complaints" / (Total business entity
revenue * 0.0010)
Outsourced cost to perform the processes "manage Outsourced cost to perform the processes "manage dollars
customer service requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per inbound call received customer complaints" / Number of inbound calls
through IVR DTMF received through IVR DTMF
customer complaints" per call received through IVR customer complaints" / Number of inbound calls
speech received through IVR speech
customer complaints" per web transactions contact customer complaints" / Number of inbound
contacts through web transactions
Business to business inbound contacts as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts considered "business to business"
Business to consumer inbound contacts as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts considered "business to consumer"

Personnel cost to perform the processes "manage (Total annual cost for the process "manage sales dollars
sales orders", "manage customer service orders" for the category "Personnel cost
requests/inquiries", and "manage customer (compensation and benefits)" + Personnel cost to
complaints" per business entity FTE perform the processes "manage customer service
complaints") / Total number of FTEs for the process
"manage sales orders" and the function "manage
customer service"
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
customer complaints" per customer service FTE customer complaints" / Number of FTEs who
perform the customer service function
complaints" per $1,000 revenue perform the processes "manage customer service
complaints") / (Total business entity revenue *
0.0010)
complaints" per active customer perform the processes "manage customer service
complaints") / Number of active customers in
customer master file

complaints" per inbound contact perform the processes "manage customer service
complaints") / Total number of inbound contacts
Personnel cost to perform the processes "manage (Personnel cost to perform the processes "manage percent
customer complaints" as a percentage of the total customer complaints" / Total cost to perform the
cost to perform the processes processes "manage customer service
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
revenue * 0.0010)
Outsourced cost to perform the processes "manage (Outsourced cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Outsourced cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per $1,000 revenue requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)
complaints" per active customer requests/inquiries" and "manage customer
complaints") / Number of active customers in

complaints" per inbound contact requests/inquiries" and "manage customer
Outsourced cost to perform the processes "manage (Outsourced cost to perform the processes percent
customer requests/inquiries" and "manage "manage customer service requests/inquiries" and
customer complaints" as a percentage of the total "manage customer complaints" / Total cost to
cost of the processes perform the processes "manage customer service
Other cost to perform the processes "manage sales (Costs other than personnel, systems, overhead, dollars
orders", "manage customer service and outsourced to perform the process "manage
requests/inquiries", and "manage customer sales orders" + Costs other than personnel,
complaints" per inbound contact systems, overhead, and outsourced to perform the
processes "manage customer service
Other cost to perform the processes "manage (Costs other than personnel, systems, overhead, percent
customer requests/inquiries" and "manage and outsourced to perform the processes "manage
customer complaints" as a percentage of the total customer service requests/inquiries" and "manage
cost to perform the processes customer complaints" / Total cost to perform the
processes "manage customer service

Other cost to perform the processes "manage Costs other than personnel, systems, overhead, dollars
customer requests/inquiries" and "manage and outsourced to perform the processes "manage
customer complaints" per $1,000 revenue customer service requests/inquiries" and "manage
customer complaints" / (Total business entity
revenue * 0.0010)
revenue * 0.0010)
Centrally managed systems cost to perform the (Centrally managed systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Centrally
customer service requests/inquiries", and "manage managed systems cost to perform the processes
customer complaints" per $1,000 revenue "manage customer service requests/inquiries" and
"manage customer complaints") / (Total business
customer complaints" per active customer "manage customer service requests/inquiries" and
"manage customer complaints") / Number of active
customers in customer master file
Contact center systems cost to perform the (Contact center systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Contact center
customer service requests/inquiries", and "manage systems cost to perform the processes "manage
customer complaints" per inbound contact customer service requests/inquiries" and "manage
customer complaints") / Total number of inbound
contacts

customer complaints" per $1,000 revenue customer service requests/inquiries" and "manage
customer complaints") / (Total business entity
revenue * 0.0010)
customer complaints" per active customer customer service requests/inquiries" and "manage
customer complaints") / Number of active
customer complaints" per inbound contact "manage customer service requests/inquiries" and
"manage customer complaints") / Total number of
inbound contacts
Total cost to perform the processes "manage Total cost to perform the processes "manage dollars
customer complaints" per customer service FTE customer complaints" / Number of FTEs who
perform the customer service function
Total cost to perform the processes "manage Total cost to perform the processes "manage dollars
revenue * 0.0010)
Total revenue per inbound contact Total business entity revenue / Total number of dollars
inbound contacts
customer complaints" per web self-service contact customer complaints" / Inbound contacts received
through web self-service

Average call handling time in seconds (Average after-call work time in seconds + Average seconds
talk time in seconds)
Average speed of answer in seconds for agent Average speed of answer in seconds for agent seconds
queue calls queue calls
Average contact handling time in seconds Average contact handling time in seconds, seconds
including after-contact work
Average time in seconds to inbound calls Average time in seconds to inbound calls seconds
abandoned abandoned
Agent schedule adherence Average agent schedule adherence percent
Call agent availability rate Call agent availability rate percent
Call agent occupancy rate Call agent occupancy rate percent
Call agent utilization rate Call agent utilization rate percent
Average seat utilization Average seat utilization percent
Bridge rate Bridge rate percent
Number of FTEs who perform the customer service Number of FTEs who perform the customer service FTEs
function per $1 billion revenue function / (Total business entity revenue *
0.000000001)
First call resolution rate First call resolution rate percent
IVR speech recognition rate IVR speech recognition rate percent
Average number of contact center seats per Number of seats / Number of contact centers seats
contact center included

Percentage of web chat or instant messaging (Inbound contacts received through web chat or percent
contacts outsourced to a third-party provider instant messaging, including virtual agents, from
all outsourced providers / 100 percent sum of
inbound contacts outsourced to a third-party for
live agent calls, IVR speech, IVR DTMF, fax, postal
mail, web transactions, online chats, and other
receipts) * 100.0
Percentage of inbound postal mail contacts (Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider third-party for postal mail / 100 percent sum of
inbound contacts outsourced to a third-party for
live agent calls, IVR speech, IVR DTMF, fax, postal
mail, web transactions, online chats, and other
receipts) * 100.0
Percentage of inbound web transaction contacts (Inbound contacts received through web self- percent
outsourced to a third-party provider service from all outsourced providers / 100 percent
sum of inbound contacts outsourced to a third-
party for live agent calls, IVR speech, IVR DTMF,
fax, postal mail, web transactions, online chats,
and other receipts) * 100.0
Percentage of inbound email contacts outsourced (Number of total inbound contacts outsourced to a percent
to a third-party provider third-party for contacts received through email /
100 percent sum of inbound contacts outsourced
to a third-party for live agent calls, IVR speech,
IVR DTMF, fax, postal mail, web transactions,
online chats, and other receipts) * 100.0
Percentage of contacts with CTI that have Percentage of contacts with CTI that have percent
information pop up on the agent's desktop information pop up on the agents desktop
Percentage of active customers with service level Percentage of active customers with service level percent
based on customer segmentation based on customer segmentation
Percentage of inbound calls monitored by QAM and Percentage of inbound calls monitored by QAM and percent
scored by supervisors scored by supervisors

Calls routed to a live agent as a percentage of total Calls routed to a live agent as a percentage of total percent
inbound calls inbound calls
Calls abandoned in the agent queue as a Calls abandoned in the agent queue as a percent
percentage of total inbound calls percentage of total inbound calls
Caller authentication rate for IVR Caller authentication rate for IVR percent
Agent FTEs evaluated using sliding/interdependent Agent FTEs evaluated using sliding/interdependent percent
agent targets as a percentage of all agent FTEs agent targets as a percentage of all agent FTEs
Percentage of inbound phone contacts outsourced (Inbound contacts received through telephone percent
to a third-party provider channels from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
DTMF, fax, postal mail, web transactions, online
chats, and other receipts) * 100.0
Number of agent FTEs per direct supervisor FTE Number of agent FTEs / (Number of general service agent FTEs
FTEs employed to manage agents + Number of
vital service FTEs employed to manage agents)
DTMF IVR self-service resolution rate DTMF IVR self-service resolution rate percent
IVR speech self-service resolution rate IVR speech self-service resolution rate percent
Web transactions self-service resolution rate Web transactions self-service resolution rate percent
Percentage of transferred calls that are misdirected Percentage of transferred calls that are misdirected percent
Percentage of active customers with active web Percentage of active customers with active web percent
accounts accounts
Transferred calls as a percentage of total inbound Transferred calls as a percentage of total inbound percent
calls calls

Direct supervisors per agent FTE (Number of general service FTEs employed to direct supervisors
manage agents + Number of vital service FTEs
employed to manage agents) / Number of agent
FTEs
Inbound live agent calls per agent FTE Number of inbound calls received through a live calls
agent / Number of agent FTEs
Inbound contacts per agent FTE Total number of inbound contacts / Number of contacts
agent FTEs
Percentage of inbound fax contacts outsourced to a Percentage of inbound contacts outsourced to percent
third-party provider third-party for fax
Percentage of inbound IVR DTMF contacts Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider third-party for IVR DTMF
Percentage of inbound IVR speech contacts Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider third-party for IVR speech
Percentage of inbound live agent call contacts Percentage of inbound contacts outsourced to percent
outsourced to third-party provider third-party for live agent calls
Percentage of inbound contacts through "other" (Inbound contacts received through channels other percent
channels outsourced to a third-party provider than phone, email, web self-service, web chat or
instant messaging (including virtual agents), a
dedicated mobile application, SMS, social media, or
postal mail, from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
DTMF, fax, postal mail, web transactions, online
chats, and other receipts) * 100.0
Number of inbound calls received through a live (Number of inbound calls received through a live percent
agent as a percentage of total inbound calls agent / Number of inbound calls) * 100.0
Number of inbound calls received through IVR (Number of inbound calls received through IVR percent
speech as a percentage of total inbound calls speech / Number of inbound calls) * 100.0
Number of inbound calls received through IVR (Number of inbound calls received through IVR percent
DTMF as a percentage of total inbound calls DTMF / Number of inbound calls) * 100.0

Inbound calls related to billing as a percentage of (Number of inbound calls for billing / Number of percent
total inbound calls inbound calls) * 100.0
Inbound calls related to complaints as a (Number of inbound calls for complaints / Number percent
percentage of total inbound calls of inbound calls) * 100.0
Inbound calls related to new orders as a (Number of inbound calls for new orders / Number percent
percentage of total inbound calls of inbound calls) * 100.0
Inbound calls related to order modification or (Number of inbound calls for order modification or percent
inquiry as a percentage of total inbound calls inquiry / Number of inbound calls) * 100.0
Number of inbound calls for requirements other Percentage of inbound contacts from all channels percent
than new orders, order modifications or inquiry, related to matters other than new orders, order
billing, complaints, or technical support as a modification or inquiry, billing, complaints, or
percentage of total inbound calls technical support
Inbound contacts related to technical support as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts related to technical support
Inbound contacts related to billing as a percentage Percentage of inbound contacts from all channels percent
of total inbound contacts related to billing
Inbound contacts related to complaints as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts related to complaints
Inbound contacts related to new orders as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts related to new orders
Inbound contacts related to order modification or Percentage of inbound contacts from all channels percent
inquiry as a percentage of total inbound contacts related to order modification or inquiry
Middle East contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees the Middle East/100 percent sum of organization's
IT headcount in the United States/Canada,
Southern Europe, Central Europe, Western Europe,
Australia, New Zealand, Eastern Europe, Nordic
countries, Central/South America, East Asia,
Southeast Asia, South Asia, China, Russia, Central
Asia, Middle East, and Africa )*100

Nordic countries contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Nordic countries/100 percent sum of organization's
Africa contact center employees as a percentage of ( Percentage of your organization's IT headcount in percent
total contact center employees Africa/100 percent sum of organization's IT
headcount in the United States/Canada, Southern
Europe, Central Europe, Western Europe, Australia,
New Zealand, Eastern Europe, Nordic countries,
Central/South America, East Asia, Southeast Asia,
South Asia, China, Russia, Central Asia, Middle
East, and Africa )*100
Australia and New Zealand contact center ( Percentage of your organization's IT headcount in percent
employees as a percentage of total contact center Australia or New Zealand/100 percent sum of
employees organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South America,
East Asia, Southeast Asia, South Asia, China,
Russia, Central Asia, Middle East, and Africa )*100

Central Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Central Europe/100 percent sum of organization's
Central/South America contact center employees ( Percentage of your organization's IT headcount in percent
as a percentage of total contact center employees Central or South America/100 percent sum of
organization's IT headcount in the United
China, Russia, and Central Asia contact center ( Percentage of your organization's IT headcount in percent
employees as a percentage of total contact center China, Russia, or Central Asia/100 percent sum of
employees organization's IT headcount in the United

East Asia contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees East Asia/100 percent sum of organization's IT
Eastern Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Eastern Europe/100 percent sum of organization's
Inbound contacts received via phone as a (Number of inbound contacts through calls / Total percent
percentage of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via email as a (Number of inbound contacts through email / Total percent
percentage of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via fax as a percentage (Number of inbound contacts through fax / Number percent
of total inbound contacts of inbound contacts) * 100.0
Inbound contacts received via web chat or instant (Number of inbound contacts through online chat / percent
messaging as a percentage of total inbound Total number of inbound contacts) * 100.0
contacts
Number of inbound contacts through channels (Inbound contacts received through channels other percent
other than phone, email, web self-service, web than phone, email, web self-service, web chat or
chat or instant messaging, dedicated mobile apps, instant messaging (including virtual agents), a
SMS, social media, or postal mail as a percentage dedicated mobile application, SMS, social media, or
of total inbound contacts postal mail / Total number of inbound contacts) *
100.0

Inbound contacts received via postal mail as a (Number of inbound contacts through postal mail / percent
percentage of total inbound contacts Total number of inbound contacts) * 100.0
Inbound contacts received via web self-service as a (Inbound contacts received through web self- percent
percentage of total inbound contacts service / Total number of inbound contacts) * 100.0
Number of inbound calls for the customer service (Number of inbound calls for the customer service percent
function as a percentage of total inbound calls function / Number of inbound calls) * 100.0
South Asia contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees South Asia/100 percent sum of organization's IT
Southeast Asia contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Southeast Asia/100 percent sum of organization's

Southern Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Southern Europe/100 percent sum of organization's
US contact center employees as a percentage of ( Percentage of your organization's IT headcount in percent

total contact center employees the United States or Canada/100 percent sum of
organization's IT headcount in the United
Western Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Western Europe/100 percent sum of organization's
Business to business inbound calls as a percentage (Number of inbound calls that are business to percent
of total inbound calls business / Number of inbound calls) * 100.0
Business to consumer inbound calls as a (Number of inbound calls that are business to percent
percentage of total inbound calls consumer / Number of inbound calls) * 100.0
Call service level Service level seconds

Forecast accuracy for long-term planning Long-term forecast accuracy percent
Forecast accuracy for short-term planning Short-term forecast accuracy percent
Response time in minutes for inbound requests Response time in minutes for contacts received minutes
coming from call backs through call backs
coming from SMS through SMS
coming from social media through social media
coming from web chat or instant messaging through web chat or instant messaging
including virtual agents
Average talk time in seconds, including agent hold Average talk time in seconds seconds
time
Response time in minutes for inbound requests Response time in minutes for contacts received hours
coming from e-mail through email
coming from fax through fax
coming from postal mail through postal mail
First contact resolution rate for contacts received First contact resolution rate for contacts from percent
through "other" channels channels other than phone, email, web self-service,
web chat or instant messaging, dedicated mobile
apps, SMS social media, or postal mail
First contact resolution rate for dedicated mobile First contact resolution rate for a dedicated mobile percent
applications ("apps") application ("app")
First contact resolution rate for email contacts First contact resolution rate for email contacts percent
First contact resolution rate for phone contacts First contact resolution rate for phone contacts percent

First contact resolution rate for postal mail First contact resolution rate for postal mail percent
First contact resolution rate for SMS First contact resolution rate for SMS (mobile phone percent
short message service) contacts
First contact resolution rate for social media First contact resolution rate for social media percent
channels such as Twitter, Facebook, or discussion
forums
First contact resolution rate for web chat or instant First contact resolution rate for web chat or instant percent
messaging including virtual agents messaging including virtual agents
First contact resolution rate for web self-service First contact resolution rate for web self-service percent
contacts contacts
Inbound requests received via phone as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via phone channel
Inbound requests received via email as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via email channel
Inbound requests received via employee portal as Allocation of incoming customer contact in finance percent
a percentage of total inbound requests SSC via employee portal channel
Inbound requests received via vendor portal as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via vendor portal channel
Inbound requests received via chat as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via chat channel
Inbound requests received via walk-up as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via walk-up channel
Inbound requests received via other channels as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via channels other than phone, email,
employee or vendor portal, chat, or walk-up
Percentage of employee time spent servicing Percentage of employee time spent working in the percent
customers via social media channels social media channel servicing customers
customers via website channel website channel servicing customers
customers via social media channel social media channel servicing customers

customers via traditional face-to-face channel face-to-face channel servicing customers
customers via contact center channel contact center channel servicing customers
Percentage of employee time spent servicing Percentage of employee time spent working in B2B percent
customers via business-to-business channel channels other than website, mobile applications,
social media, face-to-face contact, or contact
centers channel servicing customers
Inbound contacts for the process "manage Percentage of inbound contacts from all channels percent
customer service" as a percentage of total inbound related to the process "manage customer service"
contacts
Inbound contacts received via dedicated mobile (Inbound contacts received through a dedicated percent
app as a percentage of total inbound contacts mobile application / Total number of inbound
contacts) * 100.0
Inbound contacts received via SMS as a percentage (Total number of inbound contacts received percent
of total inbound contacts through SMS / Total number of inbound contacts) *
100.0
Inbound contacts received via social media as a (Total number of inbound contacts received percent
percentage of total inbound contacts through social media / Total number of inbound
contacts) * 100.0
Percentage of inbound dedicated mobile app (Inbound contacts received through a dedicated percent
contacts outsourced to a third-party provider mobile application from all outsourced providers /
100 percent sum of inbound contacts outsourced
to a third-party for live agent calls, IVR speech,
IVR DTMF, fax, postal mail, web transactions,
online chats, and other receipts) * 100.0

Percentage of inbound SMS contacts outsourced to (Inbound contacts received through SMS (exclude percent
a third-party provider mobile messaging other than SMS) from all
outsourced providers / 100 percent sum of inbound
contacts outsourced to a third-party for live agent
calls, IVR speech, IVR DTMF, fax, postal mail, web
transactions, online chats, and other receipts) *
100.0
Percentage of inbound social media contacts (Inbound contacts received through social media percent
outsourced to a third-party provider (including discussion forums, Facebook, Twitter,
etc.) from all outsourced providers / 100 percent
sum of inbound contacts outsourced to a third-
party for live agent calls, IVR speech, IVR DTMF,
fax, postal mail, web transactions, online chats,
and other receipts) * 100.0
Percentage of customers claiming to be satisfied Percentage of customers claiming to be satisfied percent
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)
"recruit, source, and select employees" per new group "recruit, source, and select employees"
hire allocated to personnel * Percentage of total cost of
source, and select") / Total number of new hires

"recruit, source, and select employees" per group "recruit, source, and select employees"
business entity employee allocated to personnel * Percentage of total cost of
source, and select") / Number of business entity
employees
Systems 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 systems * Percentage of total cost of
source, and select") / (Total business entity
revenue * 0.001)
Total cost to perform the process group "recruit, Total cost to perform the process group "recruit, dollars
source, and select employees" per business entity source, and select" / Number of business entity
employee employees
source, and select employees" per new hire source, and select" / Total number of new hires
source, and select employees" per $1,000 revenue source, and select" / (Total business entity revenue
* 0.001)
Response time in hours for routine "recruit, source, Response time in hours for a routine inquiry for the hours
and select employees" inquiries process group "recruit, source, and select
employees"
Response time in hours for non-routine "recruit, Response time in hours for a non-routine inquiry hours
source, and select employees" inquiries for the process group "recruit, source, and select
employees"
Cycle time in days from approval of job requisition Cycle time in days from approval of job requisition days
to acceptance of job offer to acceptance of job offer

Cycle time in days from identifying the need to hire Cycle time in days from identifying the need to hire days
a new employee to approval of the job requisition a new employee to approval of job requisition
"recruit, source, and select employees" per $1 "recruit, source, and select employees" / (Total
New hire satisfaction rate for the recruiting process Latest captured satisfaction rate of new hires with percent
the recruiting experience
Job offer acceptance rate for middle Job offer acceptance rate for middle percent
management/specialists management/specialist employees
Job offer acceptance rate for operational Job offer acceptance rate for operational percent
workers/office staff worker/office staff employees
Job offer acceptance rate for senior Job offer acceptance rate for senior percent
management/executives management/executive employees
Percentage of 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 Number of hours invested by hiring decision hours
makers per senior management/executive new hire makers per senior management/executive new hire
makers per middle management/specialist new makers per middle management/specialist new
hire hire
makers per operational worker/office staff new hire makers per operational worker/office staff new hire
Number of new hires per "recruit, source, and Total number of new hires / Number of FTEs who new hires
select employees" FTE perform the process group "recruit, source, and
select employees"
Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "recruit, source, and FTEs who perform the process group "recruit,
select employees" source, and select employees"

Systems 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 systems * Percentage of total cost of
group the process group "Recruit, source, and select
employees" allocated to internal cost * 0.01
Personnel cost to perform the process group Percentage of internal cost to perform process percent
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
Overhead cost to perform the process group (Percentage of internal cost to perform process percent
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"
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"
Number of monthly routine "recruit, source, and Number of routine inquiries received monthly for inquiries
select employees" inquiries per business entity the process group "recruit, source, and select
employee employees" / Number of business entity employees
Middle management/specialists new hires as a Middle management/specialist new hires percent

percentage of total new hires percentage
Operational workers/office staff new hires as a Operational workers/office workers new hires percent

Senior management/executives new hires as a Senior management/executive new hires percent
Number of monthly non-routine "recruit, source, Number of non-routine inquiries received monthly inquiries
and select employees" inquiries per business entity for the process group "recruit, source, and select
Outsourced cost of the process group "recruit, 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
Percentage of "reward and retain employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "reward and retain employees" through
channels digital communication channels
Percentage of "recruit, source, and select (Number of non-routine inquiries received monthly percent
employees" inquiries received that are non-routine for the process group "recruit, source, and select
employees" / (Number of routine inquiries received
monthly for the process group "recruit, source, and
select employees" + Number of non-routine
inquiries received monthly for the process group
"recruit, source, and select employees")) * 100.0
Percentage of "recruit, source, and select Number of routine inquiries received monthly for percent
employees" inquiries received that are routine the process group "recruit, source, and select
employees"/(Number of routine inquiries received
monthly for the process group "recruit, source, and
select employees"+Number of non-routine
inquiries received monthly for the process group
"recruit, source, and select employees")*100
Percentage of "recruit, source, and select Percentage of inquiries received for the process percent
employees" inquiries received via digital group "recruit, source and select employees"
communication channels through digital communication channels

Percentage of "recruit, source, and select Percentage of the total inquiries received monthly percent
employees" inquiries received via e-mail for the process group "recruit, source, and select
employees" via e-mail
Percentage of "recruit, source, and select Percentage of inquiries received monthly for the percent
employees" inquiries received via channels other process group "recruit, source, and select
than e-mail, phone, and face-to-face employees" via channels other than e-mail, phone,
and face-to-face interaction
employees" inquiries received via face-to-face process group "recruit, source, and select
employees" via face-to-face interaction
Percentage of "recruit, source, and select Percentage of inquiries received for the process percent
employees" inquiries received via non-digital group "recruit, source and select employees"
communication channels through non-digital communication channels
employees" inquiries received via phone process group "recruit, source, and select
employees" via phone
Percentage of "reward and retain employees" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "reward and retain employees" through non-
channels digital communication channels
Percentage of new hires that originated from Percentage of new hires from internal employee percent
employee referrals referrals
Percentage of middle management/specialist Percentage of management positions filled by percent
years middle management/specialist employees for the
past three years

Percentage of new 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
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 * Percentage
group of total cost of the process group "Recruit, source,
and select employees" allocated to internal cost *
0.01
Permanent full-time new hires as a percentage of Permanent full-time positions as a percentage of percent
total new hires total new hires
Permanent part-time new hires as a percentage of Permanent part-time positions as a percentage of percent
total new hires total new hires
Contingent new hires as a percentage of total new Contingent positions as a percentage of total new percent
hires hires
Total cost to perform the process group "develop (Total cost to perform the process group piece dollars
and counsel employees" per business entity "develop and counsel-learning only" + Total cost to
employee perform the process group piece "develop and
counsel-performance and employee relations") /
and counsel employees" per $1,000 revenue and counsel employees" / (Total business entity
revenue * .001)
Total cost to perform the processes "manage Total cost to perform the process group piece dollars
employee development" and "develop and train "develop and counsel-learning only" / (Total
employees" per $1,000 revenue business entity revenue * .001)

employee development" and "develop and train "develop and counsel-performance and employee
employees" per business entity employee relations" / Number of business entity employees
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
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
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)
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
counsel-learning only") / Number of business entity
employees
employee orientation and deployment," "manage process group piece "develop and counsel-
employee performance," and "manage employee performance and employee relations" allocated to
relations" per $1,000 revenue personnel/100) * Internal cost to perform the
process group piece "develop and counsel-
performance and employee relations") / (Total

employee orientation and deployment," "manage process group piece "develop and counsel-
employee performance," and "manage employee performance and employee relations" allocated to
relations" per business entity employee personnel/100) * Internal cost to perform the
performance and employee relations") / Number of
business entity employees
Total cost for the learning management system per (Hardware costs associated with ownership for dollars
employee attending classroom or e-learning your LMS + Software costs associated with
training ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
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 process group (Percentage of internal cost to perform the process dollars
"develop and counsel employees" per $1,000 group "develop and counsel employees" allocated
revenue to personnel cost * Percentage of total cost to
Total cost to perform the process group "develop
and counsel employees" ) / (Total business entity
revenue * 0.001)

Personnel cost to perform the process group (Percentage of internal cost to perform the process dollars
"Develop and counsel employees" per business group "develop and counsel employees" allocated
entity employee to personnel cost * Percentage of total cost to
Total cost to perform the process group "develop
and counsel employees" ) / Number of business
entity employees
Learning management system consultancy/third- Consultancy/third-party costs associated with dollars

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)
Learning management system hardware cost per Hardware costs associated with ownership for your dollars
employee attending classroom or e-learning LMS / (Number of employees who attend e-learning
training training + Number of employees who attend
classroom training)
Learning management system software cost per Software costs associated with ownership for your dollars
employee attending classroom or e-learning LMS / (Number of employees who attend e-learning
training training + Number of employees who attend
classroom training)
Learning management system upgrade and Upgrade and maintenance costs associated with dollars
maintenance cost per employee attending ownership for your LMS / (Number of employees
classroom or e-learning training who attend e-learning training + Number of
employees who attend classroom training)
Cost to maintain and support the learning Labor cost for full or part-time employees to dollars
management system per employee dedicated to maintain and support LMS / Number of full or part-
the activity time employees required to maintain and support
LMS

Cost to maintain and support the learning Labor cost for temporary or contract employees to dollars
management system per temporary maintain and support LMS / Number of temporary
staff/contractor dedicated to the activity or contract employees required to maintain and
support LMS
Total cost for the learning management system as ((Hardware costs associated with ownership for percent
a percentage of the system cost to perform the your LMS + Software costs associated with
processes "manage employee development" and ownership for your LMS + Upgrade and
"develop and train employees" maintenance costs associated with ownership for
associated with ownership for your LMS) / Systems
cost to perform the process group piece "develop
and counsel-learning only" ) * 100
Response time in hours for non-routine "develop Response time in hours for a non-routine inquiry hours
and counsel employees" inquiries for the process group "develop and counsel
employees"
Response time in hours for routine "develop and Response time in hours for a routine inquiry for the hours
counsel employees" inquiries process group "develop and counsel employees"
Number of FTEs that perform the process group (Number of FTEs who perform the process group FTEs
"develop and counsel employees" per $1 billion piece "develop and counsel-performance and
revenue employee relations" + Number of FTEs who
counsel-learning only") / (Total business entity
revenue * .000000001)
Number of FTEs that perform the processes Number of FTEs who perform the process group FTEs
"manage employee development" and "develop piece "develop and counsel-learning only" / (Total
and train employees" per $1 billion revenue business entity revenue * .000000001)
Number of FTEs that perform the processes Number of FTEs who perform the process group FTEs
"manage employee orientation and deployment," piece "develop and counsel-performance and
"manage employee performance," and "manage employee relations" / (Total business entity
employee relations" per $1 billion revenue revenue * .000000001)

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 Number of business entity employees / Number of employees
employee development" and "develop and train FTEs who perform the process group piece
business entity employees" FTE "develop and counsel-learning only"
Number of business entity employees per "manage Number of business entity employees / Number of employees
employee orientation and deployment," "manage FTEs who perform the process group piece
employee performance," and "manage employee "develop and counsel-performance and employee
relations" FTE relations"
Systems cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee development" and "develop and train group piece "develop and counsel-learning only"
employees" as a percentage of the total cost to allocated to systems*Internal cost to perform the
perform the processes process group piece "develop and counsel-learning
only")/Total cost to perform the process group
piece "develop and counsel-learning only"
Number of monthly routine "develop and counsel Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity employee the process group "develop and counsel" / Number
of business entity employees
Systems cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee orientation and deployment," "manage group piece "develop and counsel-performance
employee performance," and "manage employee and employee relations" allocated to
relations" as a percentage of the total cost to systems*Internal cost to perform the process group
perform the processes piece "develop and counsel-performance and
employee relations")/Total cost to perform the
performance and employee relations"

Other cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employees" as a percentage of total cost to allocated to costs other than personnel, systems,
perform the processes and overhead*Internal cost to perform the process
group piece "develop and counsel-learning
Overhead cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employees" as a percentage of the total cost to allocated to overhead*Internal cost to perform the
Other cost of the processes "manage employee (Percentage of internal cost to perform the process percent
orientation and deployment," "manage employee group piece "develop and counsel-performance
performance," and "manage employee relations" and employee relations" allocated to costs other
as a percentage of total cost to perform the than personnel, systems, and overhead*Internal
processes 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"
Personnel cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employees" as a percentage of the total cost to allocated to personnel*Internal cost to perform the

Personnel cost to perform the processes "manage (Percentage of internal cost to perform the process percent
relations" as a percentage of the total cost to personnel*Internal cost to perform the process
perform the processes group piece "develop and counsel-performance
and employee relations")/Total cost to perform the
Overhead cost to perform the processes "manage (Percentage of internal cost to perform the process percent
relations" as a percentage of the total cost to overhead*Internal cost to perform the process
perform the processes group piece "develop and counsel-performance
and employee relations")/Total cost to perform the
Percentage of "develop and counsel employees" Number of routine inquiries received monthly for percent
inquiries received that are routine 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" Percentage of inquiries received monthly for the percent
inquiries received via channels other than e-mail, process group "develop and counsel employees"
phone, and face-to-face via channels other than e-mail, phone, and face-to-
face interaction
Percentage of "develop and counsel employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "develop and counsel employees"
channels employees" through digital communication
channels

inquiries received via e-mail process group "develop and counsel" via e-mail
inquiries received via face-to-face process group "develop and counsel employees"
via face-to-face interaction
Percentage of "develop and counsel employees" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "develop and counsel employees"
channels employees" through non-digital communication
channels
inquiries received via phone process group "develop and counsel" via phone
Percentage of "develop and counsel employees" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine 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
Number of monthly non-routine "develop and Number of non-routine inquiries received monthly inquiries
counsel employees" inquiries per business entity for the process group "develop and counsel" /
employee Number of business entity employees
Outsourced cost of the processes "manage (Outsourced cost to perform the process group percent
employee development" and "develop and train piece "develop and counsel-learning only"/Total
employees" as a percentage of the total cost to cost to perform the process group piece "develop
perform the processes and counsel-learning only")*100
Outsourced cost of the processes "manage (Outsourced cost to perform the process group percent
employee orientation and deployment," "manage piece "develop and counsel-performance and
employee performance," and "manage employee employee relations"/Total cost to perform the
relations" as a percentage of the total cost to process group piece "develop and counsel-
perform the processes performance and employee relations")*100

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
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
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 Percentage of total cost to perform the process percent
counsel employees" as a percentage of the total group "develop and counsel employees" allocated
cost to perform the process group 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 dollars
variable pay for senior management or executives employees + Total overtime pay for senior
management/executive employees + Total variable
pay for senior management/executive
employees) / Number of senior
management/executive employees
Personnel cost to perform the process group ((Percentage of internal cost to perform the dollars
"reward and retain employees" per $1,000 revenue 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)
"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
Total cost to perform the process group "reward Total cost to perform the process group "reward dollars
and retain employees" per business entity and retain employees" / Number of business entity
employee employees
Total cost to perform the process group "reward Total cost to perform the process group "reward dollars
and retain employees" per $1,000 revenue and retain employees" / (Total business entity
revenue * .001)
Response time in hours for non-routine "reward Response time in hours for a non-routine inquiry hours
and retain employees" inquiries for the process group "reward and retain
employees"
Response time in hours for routine "reward and Response time in hours for a routine inquiry for the hours
retain employees" inquiries process group "reward and retain employees"
Average tenure in months for business entity Average tenure in months for business entity months
agents agents

"reward and retain employees" per $1 billion "reward and retain employees" / (Total business
performs the process group "reward and retain FTEs who perform the process group "reward and
employees" retain employees"
Systems cost to perform the process group "reward (Percentage of internal cost to perform the process percent
and retain employees" as a percentage of the total group "reward and retain employees" allocated to
cost to perform the process group systems*Internal cost to perform the process group
"reward and retain employees")/Total cost to
employees"
Overhead cost to perform the process group (Percentage of internal cost to perform the process percent
"reward and retain employees" as a percentage of group "reward and retain employees" allocated to
the total cost to perform the process group overhead*Internal cost to perform the process
group "reward and retain employees")/Total cost to
employees"
Number of vacation days per year per employee Number of vacation days per year per employee days
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
employees"
Base pay per middle management or specialist Total base pay for middle management/specialist dollars
employee employees / Number of middle
management/specialist employees
Base pay per operational worker or office staff Total base pay for operational worker/office staff dollars
employee employees / Number of operational worker/office
staff employees

Base pay per senior management or executive Total base pay for senior management/executive dollars
employee employees / Number of senior
management/executive employees
Other cost to perform the process group "reward (Percentage of internal cost to perform the process percent
and retain employees" as a percentage of total group "reward and retain employees" allocated to
cost to perform the process costs other than personnel, systems, and
overhead*Internal cost to perform the process
employees"
Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries
employees" inquiries per business entity employee for the process group "reward and retain
employees" / Number of business entity employees
Number of monthly routine "reward and retain Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity employee the process group "reward and retain employees" /
Number of days absent per employee excluding Number of days absent due to sickness excluding days
maternity and paternity leave maternity and paternity leave per employee
Number of days absent per employee including Number of days absent due to sickness, maternity, days
maternity and paternity leave and paternity leave per employee
Percentage of "reward and retain employees" Percentage of inquiries received monthly for the percent
inquiries received via e-mail process group "reward and retain employees" via
e-mail
inquiries received via face-to-face process group "reward and retain employees" via
face-to-face interaction

Percentage of "reward and retain employees" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine for the process group "reward and retain
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" Number of routine inquiries received monthly for percent
inquiries received that are routine the process group "reward and retain employees" /
(Number of routine inquiries received monthly for
the process group "reward and retain employees"
+ Number of non-routine inquiries received
monthly for the process group "reward and retain
employees") * 100
inquiries received via channels other than e-mail, process group "reward and retain employees" via
phone, and face-to-face channels other than e-mail, phone, and face-to-
face interaction
Outsourced cost of the process group "reward and Outsourced cost to perform the process group percent
retain employees" as a percentage of the total cost "reward and retain employees"/Total cost to
to perform the process group perform the process group "reward and retain
employees"*100
inquiries received via phone process group "reward and retain employees" via
phone
Overhead and other costs of the process group (Percentage of internal cost of the process group percent
"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)

Senior management or executive overtime pay as (Total overtime pay for senior percent
a percentage of total pay (including cost of management/executive employees/Total pay for
benefits) senior management/executive employees)*100
Middle management or specialist overtime pay as (Total overtime pay for middle percent
a percentage of total pay (including cost of management/specialist employees/Total pay for
benefits) middle management/specialist employees)*100
Operational workers or office staff overtime pay as (Total overtime pay for operational worker/office percent
a percentage of total pay (including cost of staff employees/Total pay for operational
benefits) worker/office staff employees)*100
Total cost to perform the process group "redeploy Total cost to perform the process group "redeploy dollars
and retire employees" per $1,000 revenue and retire employees" / (Total business entity
revenue * .001)
Total cost to perform the process group "redeploy Total cost to perform the process group "redeploy dollars
and retire employees" per business entity and retire employees" / Number of business entity
employee employees
"redeploy and retire employees" per $1,000 process group "redeploy and retire employees"
revenue allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees") / 100) / (Total business entity revenue
* .001)
"redeploy and retire employees" per business process group "redeploy and retire employees"
entity employee allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees")/ 100) / Number of business entity
employees
Response time in hours for routine "redeploy and Response time in hours for a routine inquiry for the hours
retire employees" inquiries process group "redeploy and retire employees"
Response time in hours for non-routine "redeploy Response time in hours for a non-routine inquiry hours
and retire employees" inquiries for the process group "redeploy and retire
employees"

"redeploy and retire employees" per $1 billion "redeploy and retire employees" / (Total business
performs the process group "redeploy and retire FTEs who perform the process group "redeploy and
employees" retire employees"
Number of internal hires per "redeploy and retire Number of vacancies filled by internal candidates / internal hires
employees" FTE Number of FTEs who perform the process group
"redeploy and retire employees"
Systems cost to perform the process group (Percentage of internal cost to perform the process percent
"redeploy and retire employees" as a percentage group "redeploy and retire employees" allocated to
of the total cost to perform the process group systems*Internal cost to perform the process group
"redeploy and retire employees")/Total cost to
perform the process group "redeploy and retire
employees"
Other cost to perform the process group "redeploy (Percentage of internal cost to perform the process percent
and retire employees" as a percentage of the total group "redeploy and retire employees" allocated to
cost to perform the process group costs other than personnel, systems, and
overhead*Internal cost to perform the process
group "redeploy and retire employees")/Total cost
to perform the process group "redeploy and retire
employees"
Overhead cost to perform the process group (Percentage of internal cost to perform the process percent
of the total cost to perform the process group overhead*Internal cost to perform the process
employees"

Personnel cost to perform the process group (Percentage of internal cost to perform the process percent
of the total cost to perform the process group personnel*Internal cost to perform the process
employees"
Percentage of "redeploy and retire employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "redeploy and retire employees" employees"
channels through digital communication channels
Percentage of "redeploy and retire employees" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "redeploy and retire employees" employees"
channels through non-digital communication channels
Percentage of "redeploy and retire employees" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine for the process group "redeploy and retire
monthly for the process group "redeploy and retire
received monthly for the process group "redeploy
and retire employees")*100
Percentage of "redeploy and retire employees" Number of routine inquiries received monthly for percent
inquiries received that are routine the process group "redeploy and retire
monthly for the process group "redeploy and retire
received monthly for the process group "redeploy
and retire employees")*100

Number of monthly routine "redeploy and retire Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity employee the process group "redeploy and retire
employees" / Number of business entity employees
Number of monthly non-routine "redeploy and Number of non-routine inquiries received monthly inquiries
retire employees" inquiries per business entity for the process group "redeploy and retire
Outsourced cost of the process group "redeploy Outsourced cost to perform the process group percent
and retire employees" as a percentage of the total "redeploy and retire employees"/Total cost to
cost to perform the process group perform the process group "redeploy and retire
employees"*100
Percentage of "redeploy and retire employees" Percentage of inquiries received monthly for the percent
inquiries received via face-to-face process group "redeploy and retire" via face-to-
face interaction
process inquiries received via channels other than process group "redeploy and retire" via channels
e-mail, phone, and face-to-face other than e-mail, phone, and face-to-face
interaction
process inquiries received via e-mail process group "redeploy and retire" via e-mail
process inquiries received via phone process group "redeploy and retire" via phone
Overhead and other cost to perform the process (Percentage of total cost to perform the process percent
group "Redeploy and retire employees" as a group "redeploy and retire employees" allocated to
percentage of the total cost to perform the process internal costs * Percentage of internal costs of the
group process group "Redeploy and retire employees"
allocated to overhead and other costs) / 100
Cycle time in days from job acceptance until new Cycle time in days from job offer acceptance until days
hire begins in the agreed position new hire begins in the agreed position, including
time for orientation and initial set-up

Cycle time in days from identifying the need to hire Cycle time in days from identifying the need to hire days
a new employee until new hire begins in the a new employee to approval of job requisition +
agreed position Cycle time in days from approval of job requisition
to acceptance of job offer + Cycle time in days
from job offer acceptance until new hire begins in
the agreed position, including time for orientation
and initial set-up
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 senior management/executive new Percentage of senior management/executive percent
hire retention after 12 months employees who joined in the past 12 months that
Percentage of operational worker/office staff new Percentage of operational worker/office staff percent
hire retention after 12 months employees who joined in the past 12 months who
Number of approved job requisitions per "recruit, Annual number of job requisitions/ Number of FTEs job requisitions
source, and select employees" FTE who perform the process group "recruit, source,
and select employees"
Number of new hires as a percentage of approved (Total number of new hires / Annual number of job percent
job requisitions requisitions) * 100
Percentage of operational workers/office staff Percentage of management positions filled by percent
years operational worker/office staff employees for the
past three years
New employees as a percentage of total business (Total number of new hires / Number of business percent
entity employees entity employees) * 100

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 cost to perform the process "manage (Percentage of total cost to perform the process dollars
employee orientation and deployment" per group "develop and counsel employees" allocated
business entity employee to the process "manage employee orientation and
deployment" * 0.01 * Total cost to perform the
process group "develop and counsel employees" ) /
Cost to perform the process "manage employee Percentage of total cost to perform the process percent
orientation and deployment" as a percentage of group "develop and counsel employees" allocated
the total cost to perform the process group to the process "manage employee orientation and
"develop and counsel employees" deployment"
Total cost to perform the process "Manage (Percentage of total cost to perform the process dollars
employee performance" per business entity group "develop and counsel employees" allocated
employee to the process "manage employee performance" *
0.01 * Total cost to perform the process group
"develop and counsel employees" ) / Number of
employee performance" per $1,000 revenue group "develop and counsel employees" allocated
to the process "manage employee performance" *
"develop and counsel employees" ) / (Total

Cycle time in days for the formal performance Cycle time in days from start to finish for a formal days
review process from start to finish for middle performance review for a middle
management/specialists management/specialist employee
review process from start to finish for Operational performance review for an operational
workers/office staff worker/office staff employee
review process from start to finish for senior performance review for a senior
management/executives management/executive employee
Percentage of middle management/specialists that Percentage of middle management/specialist percent
receive a formal performance review employees who receive a formal performance
review
Percentage of operational workers/office staff that Percentage of operational worker/office staff percent
review
Percentage of senior management/executives that Percentage of senior management/executive percent
review
performance" as a percentage of the total cost to group "develop and counsel employees" allocated
perform the process group "develop and counsel to the process "manage employee performance"
employees"
employee development" per $1,000 revenue group "develop and counsel employees" allocated
to the process "manage employee development" *
"develop and counsel employees" ) / (Total

employee development" per business entity group "develop and counsel employees" allocated
employee to the process "manage employee development" *
"develop and counsel employees" ) / Number of
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 Total cost to perform the process "Develop and dollars
train employees" per business entity employee train employees" / Number of business entity
employees
Total cost to perform the process "Develop and Total cost to perform the process "Develop and dollars
train employees" per $1,000 revenue train employees" / (Total business entity revenue *
0.001)
Internal cost to perform learning administration Internal cost for learning administration / (Total dollars
activities per $1,000 revenue business entity revenue * 0.0010)
Internal cost to perform learning administration Internal cost for learning administration/ Number of dollars
Personnel cost to perform the process "develop (Percentage of internal cost of the process dollars
and train employees" per $1,000 revenue "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

Personnel cost to perform the process "Develop (Percentage of internal cost of the process dollars
and train employees" per business entity employee "Develop and train employees" allocated to
to internal cost * Total cost to perform the process
"Develop and train employees" * 0.0001) /
Learning budget per business entity employee 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 days
capability gap through training for an operational capability gap through training for an operational
workers/office staff employee worker/office staff employee
capability gap through training for a middle capability gap through training for a middle
management/specialists employee management/specialist employee
capability gap through training for a senior capability gap through training for a senior
management/executives employee management/executive
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
Number of FTEs that perform learning Number of FTEs who perform learning FTEs
administration activities per $1 billion revenue administrative activities (exclude the activities for
processing and distributing payments) / (Total
business entity revenue*.000000001)
Percentage of CEO and senior leadership time Percentage of CEO and senior leadership time put percent
spent on leadership development toward leadership development
Percentage of senior management/executives who Percentage of senior management/executives who percent
attend management development programs attend management development programs

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 Percentage of operational worker/office staff who percent
attended 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 Number of hours for developing classroom hours
content per trainee training / Number of employees who attend
classroom training
Hours spent developing new e-learning training Number of hours for developing e-learning hours
content per trainee training / Number of employees who attend e-
learning training
Number of business entity employees per "Develop Number of business entity employees / Number of employees
and train employees" FTE FTEs who perform the process "Develop and train
employees"
learning administration FTEs who perform learning administrative activities
Number of learning days per employee Number of days dedicated to formal learning per days
employee
Number of learning days per middle Number of days dedicated to formal learning per days
management/specialists employee middle management/specialist employee
Number of learning days per operational Number of days dedicated to formal learning per days
workers/office staff employee operational worker/office staff employee
Number of learning days per senior Number of days dedicated to formal learning per days
management/executive employee senior management/executive employee

Cost to perform the process "develop and train Percentage of total cost to perform the process percent
employees" as a percentage of the total cost to group "develop and counsel employees" allocated
perform the process group "develop and counsel to the process "develop and train employees"
employees"
Personnel cost to perform the process "Develop Percentage of internal cost of the process "Develop percent
and train employees" as a percentage of the total and train employees" allocated to personnel cost *
cost to perform the process 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 "Develop percent
train employees" as a percentage of the total cost and train employees" allocated to systems cost *
to perform the process 0.01 * Percentage of total cost of the process
"Develop and train employees" allocated to
internal cost
Overhead and other costs to perform the process Percentage of internal cost of the process "Develop percent
"Develop and train employees" as a percentage of and train employees" allocated to overhead and
the total cost to perform the process other costs * 0.01 * Percentage of total cost of the
to internal cost
Outsourced cost of the process "Develop and train Percentage of total cost of the process "Develop percent
employees" as a percentage of the total cost to and train employees" allocated to external cost
perform the process
Percentage of learning days delivered using Percentage of learning days delivered through percent
external classroom instruction external classroom instruction
Percentage of learning days delivered using on-the- Percentage of learning days delivered through on- percent
job training the-job training
Percentage of learning days delivered using other Percentage of learning days delivered through percent
methods training methods other than computer based
training, correspondence courses, virtual instructor
led courses, internal and external classroom
instruction, and on-the-job training

classroom instruction provided by your classroom instruction provided by your
organization organization
computer-based training (self-instruction) installed computer-based training (self-instruction) installed
from CD-ROM from CD-ROM
Percentage of learning days delivered using Percentage of learning days delivered through a percent
computer-based training (self-instruction) delivered computer-based training (self-instruction) over the
over the Web (either directly or downloaded) web (either directly or downloaded)
correspondence courses correspondence courses
Percentage of learning days delivered using e- Percentage of learning days delivered through e- percent
learning (interactive) learning (interactive)
streaming video streaming video
Percentage of learning days delivered using virtual, Percentage of learning days delivered through a percent
classroom-based training delivered online virtual or classroom-based training online
Percentage of learning days delivered using Percentage of per-employee learning days percent
computer based training delivered using computer based training
Percentage of learning days delivered using Percentage of per-employee learning days percent
correspondence courses and virtual, instructor-led delivered using correspondence courses and or
classroom-based training delivered online virtual, instructor-led classroom-based training
delivered online
Percentage of training programs developed Percentage of training programs developed percent
externally externally
internally internally
through other channels through other channels
through partnerships with external specialists through partnerships with external specialists

Average agent salary Average agent salary dollars
Percentage of operational workers/office staff Percentage of salaries for all operational percent
salary that is performance-related pay worker/office staff employees that is performance-
related pay
Percentage of senior management/executive salary Percentage of salaries for all senior percent
that is performance-related pay management/executive employees that is
performance-related pay
Percentage of middle management/specialist Percentage of salaries for all middle percent
salary that is performance-related pay management/specialist employees that is
performance-related pay
Internal cost to perform payroll administration Internal cost for payroll administration / (Total dollars
activities per $1,000 revenue business entity revenue * 0.0010)
Internal cost to perform payroll administration Internal cost for payroll administration/Number of dollars
Number of FTEs that perform payroll administration Number of FTEs who perform payroll administrative FTEs
activities per $1 billion revenue activities (exclude the activities for processing and
distributing payments) / (Total business entity
revenue*.000000001)
payroll administration FTEs who perform payroll administrative activities
Total expatriation cost as a percentage of total cost (Total expenditure for expatriation / Total costs of percent
of continuing operations continuing operations)*100
Total relocation expenses as a percentage of total (Total cost of relocation expenses paid to percent
cost of continuing operations employees / Total costs of continuing
operations)*100
Total expenditure for repatriation as a percentage (Total expenditure for repatriation / Total costs of percent
of total cost of continuing operations continuing operations)*100
Cycle time in days for processing an employee's Cycle time in days to process an employee's days
retirement retirement

Cycle time in days from identification of need for Cycle time in days to process an expatriation from days
expatriation to date of transfer identification of need for expatriation to date of
transfer
Cycle time in days from identification of need for Cycle time in days to process a repatriation from days
repatriation to date of transfer identification of need for repatriation to date of
transfer
Cycle time in days from receipt of leave of absence Cycle time in days from request for leave of days
request to confirmation of approval/non-approval absence to confirmation of absence to employee
issued to employee
Cycle time in days from request for internal Cycle time in days for the internal transfer process days
transfer to completion of transfer
Agent voluntary attrition rate Agent voluntary attrition rate percent
Agent involuntary attrition rate Agent involuntary attrition rate percent
Middle management/specialists involuntary (Number of involuntary employee terminations for percent

terminations as a percentage of total involuntary middle management/specialist employees /
terminations Number of involuntary employee terminations) *
100
Operational workers/office staff involuntary (Number of involuntary employee terminations for percent
terminations as a percentage of total involuntary operational worker/office staff employees / Number
terminations of involuntary employee terminations)*100
Senior management/executives involuntary (Number of involuntary employee terminations for percent

terminations as a percentage of total involuntary senior management/executive employees /
terminations Number of involuntary employee terminations) *
100
Voluntary terminations as a percentage of total (Number of voluntary employee percent
business entity employees terminations/Number of business entity
employees)*100
Percentage of business entity employees that were Percentage of employees redeployed for reasons percent
redeployed for reasons other than filling a vacancy other than filling a vacancy

Involuntary terminations as a percentage of total (Number of involuntary employee terminations / percent
business entity employees Number of business entity employees) * 100
Employee turnover rate ((Number of voluntary employee percent
terminations+Number of involuntary employee
terminations)/Number of business entity
employees)*100
Operational workers/office staff voluntary (Number of voluntary employee terminations for percent
terminations as a percentage of total voluntary operational worker/office staff employees / Number
terminations of voluntary employee terminations)*100
Percentage of the work force that are expatriates Percentage of business entity's work force that are percent
expatriates
Percentage of vacancies filled by internal (Number of middle management/specialist percent
candidates for middle management/specialists employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
Percentage of vacancies filled by internal (Number of operational worker/office staff percent
candidates for operational workers/office staff employee vacancies filled by internal candidates /
candidates)*100
Percentage of vacancies filled by internal (Number of senior management/executive percent
candidates for senior management/executives employee vacancies filled by internal candidates /
candidates)*100
Senior management/executives voluntary (Number of voluntary senior percent
terminations as a percentage of total voluntary management/executive employee terminations /
terminations Number of voluntary employee terminations)*100
Percentage of total vacancies filled by internal Percentage of vacancies at your business entity percent
candidates that are filled by internal candidates

Middle management/specialists voluntary (Number of voluntary employee terminations for percent
terminations as a percentage of total voluntary middle management/specialist employees /
terminations Number of voluntary employee terminations)*100
Employees relocated within a country as a (Number of employees relocated within your percent
percentage of total business entity employees country / Number of business entity
employees)*100
Average time in days to fulfill an ad hoc Cycle time in days for the function "develop and days
information request manage human capital" to fulfill an ad hoc
information request
Response time in hours for non-routine "manage Response time in hours for a non-routine inquiry hours
employee information" inquiries for the process group "manage employee
information"
Response time in hours for routine "manage Response time in hours for a routine inquiry for the hours
employee information" inquiries process group "manage employee information"
Number of monthly routine "manage employee Number of routine inquiries received monthly for inquiries
information" inquiries per business entity the process group "manage employee information"
employee / Number of business entity employees
Number of monthly non-routine "manage Number of non-routine inquiries received monthly inquiries
employee information" inquiries per business for the process group "manage employee
entity employee information" / Number of business entity
employees
Percentage of "manage employee information" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine for the process group "manage employee
information"/(Number of routine inquiries received
monthly for the process group "manage employee
information"+Number of non-routine inquiries
received monthly for the process group "manage
employee information")*100

Percentage of "manage employee information" Number of routine inquiries received monthly for percent
inquiries received that are routine the process group "manage employee
information"/(Number of routine inquiries received
monthly for the process group "manage employee
information"+Number of non-routine inquiries
received monthly for the process group "manage
employee information")*100
Percentage of "manage employee information" Percentage of inquiries received monthly for the percent
inquiries received via channels other than e-mail, process group "manage employee information" via
phone, and face-to-face channels other than e-mail, phone, and face-to-
face interaction
Percentage of "manage employee information" Percentage of inquiries received for the process percent
inquiries received via digital communication group "manage employee information" employees"
channels through digital communication channels
inquiries received via e-mail process group "manage employee information" via
e-mail
inquiries received via face-to-face process group "manage employee information" via
face-to-face interaction
Percentage of "manage employee information" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "manage employee information" employees"
channels through non-digital communication channels
inquiries received via phone process group "manage employee information" via
phone
Cycle time in days required to resolve an employee Cycle time in days to resolve an employee days
grievance grievance

Total cost of the process group "manage the (Total annual IT cost (excluding Dollars
business of IT", excluding depreciation/amortization) * Percentage of total IT
"manage the business of IT" *.0001) / (Total
Total cost to perform the process "manage Total cost to perform the process group "manage dollars
business resiliency and risk", including business resiliency and risk" / (Total business entity
depreciation/amortization, per $1,000 revenue revenue * 0.0010)
Total cost to perform the process "manage the Total cost to perform the process group "manage dollars
business of IT", including the business of IT" / (Total business entity revenue
depreciation/amortization, per $1,000 revenue * 0.0010)
Other cost of the process group "manage business Costs other than personnel, systems, overhead, dollars
resiliency and risk", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "manage business resiliency and risk" / (Total
Other cost of the process group "manage the Costs other than personnel, systems, overhead, dollars
business of information technology", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "manage the business of IT" / (Total business entity
revenue * 0.000010)
Outsourced cost of the process group "manage Outsourced cost to perform the process group dollars
business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
"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

"manage business resiliency and risk", including "manage business resiliency and risk" / (Total
Outsourced cost of the process group "manage the Outsourced cost to perform the process group dollars
business of information technology", including "manage the business of IT" / (Total business entity
Personnel cost of the process group "manage Personnel cost to perform the process group dollars
Personnel cost of the process group "manage the Personnel cost to perform the process group dollars
business of information technology", including "manage the business of IT" / (Total business entity
"manage the business of information technology", "manage the business of information technology" /
revenue
Systems cost of the process group "manage Systems cost to perform the process group dollars
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
Average number of hours per year of technical Hours of training per employee supporting product hours per year
training per IT (or service line) employee development
supporting product development

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 Average level of experience in years for FTEs who years
group "manage business resiliency and risk" perform the process group "manage business
resiliency and risk"
group "manage the business of information perform the process group "manage the business
technology" of IT"
Percentage of total IT cost, including Percentage of IT cost allocated to the process percent
depreciation/amortization, allocated to process group "manage business resiliency and risk"
group "manage business resiliency and risk"

Percentage of total IT cost, including (Total cost to perform the process group "manage percent
depreciation/amortization, allocated to process the business of IT" / (Total cost to perform the
group "manage the business of information process group "manage the business of IT" + Total
technology" 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 budget, including (IT budget allocated to the process group "manage percent
depreciation/amortization, allocated to the process business resiliency and risk" / IT budget, including
group "manage business resiliency and risk" depreciation/amortization, for the past year) *
100.0
depreciation/amortization, allocated to the process the business of information technology" / IT
group "manage the business of information budget, including depreciation/amortization, for
technology" the past year) * 100.0
Percentage of IT work force to be newly hired Percentage of IT workforce expected to be newly percent
within 1 year hired within 1 year

Percentage of IT work force to be replaced for other Percentage of IT workforce expected to be replaced percent
reasons within 1 year for other reasons within 1 year
Percentage of IT work force to retire within 1 year Percentage of IT workforce expected to retire percent
within 1 year
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, excluding Percentage of IT operating cost (excluding Percent
depreciation/amortization, allocated to process depreciation/amortization) dedicated to process
group "manage the business of information "manage the business of IT"
technology"
Total cost of the process group "develop and (Total annual IT cost (excluding Dollars
manage IT customer relationships", excluding depreciation/amortization) * Percentage of total IT
"develop and manage IT customer relationships"
*.0001) / (Total business entity revenue * 0.0010)
"develop and manage IT customer relationships", "develop and manage IT customer relationships" /
revenue
Personnel cost of the process group "develop and Personnel cost to perform the process group dollars
manage IT customer relationships", including "develop and manage IT customer relationships" /
depreciation/amortization, per $1,000 revenue (Total business entity revenue * 0.0010)
Overhead cost of the process group "develop and Overhead cost to perform the process group dollars
manage IT customer relationships", including "develop and manage IT customer relationships" /

Outsourced cost of the process group "develop and Outsourced cost to perform the process group dollars
manage information technology customer "develop and manage IT customer relationships" /
relationships", including depreciation/amortization, (Total business entity revenue * 0.000010)
per $100,000 revenue
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)
and manage IT customer relationships", including and manage IT customer relationships" / (Total
group "develop and manage information perform the process group "develop and manage IT
technology customer relationships" 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

group "develop and manage IT customer "develop and manage IT customer relationships"
relationships"
the process group "develop and manage it "Develop and manage IT customer relationships"
customer relationships"

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 including depreciation/amortization, for the past
relationships" year) * 100.0
Percentage of total IT cost, including (Total cost to perform the process group "develop percent
depreciation/amortization, allocated to process and manage IT customer relationships" / (Total cost
group "develop and manage IT customer to perform the process group "manage the
relationships" 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
solutions" + Total cost to perform the process
group "deploy IT solutions" + Total cost to perform
the process group "deliver and support IT
service")) * 100

Total cost of the process group "manage enterprise (Total annual IT cost (excluding Dollars
information", excluding depreciation/amortization, depreciation/amortization) * Percentage of total IT
per $1,000 revenue cost (excluding depreciation/amortization)
"manage enterprise information" *.0001) / (Total
Total cost to perform the process group "manage (Total cost to perform the process "develop dollars
enterprise information", including information and content management strategies"
depreciation/amortization, per $1,000 revenue + Total cost to perform the process "define the
management") / (Total business entity revenue *
0.0010)
Average time in weeks to set up a complex Average time in weeks to set up a complex weeks
technical interface for a user of a defined data technical interface
content source
Average time in weeks to set up a medium Average time in weeks to set up a medium weeks
technical interface for a user of a defined data complex technical interface
content source
Average time in weeks to set up a simple technical Average time in weeks to set up a simple technical weeks
interface for a user of a defined data content interface
source
Average time in weeks to create the enterprise Average time in weeks to create the enterprise weeks
information management strategic plan information management strategic plan
Time in weeks to report on compliance status of Time in weeks to report on compliance status of weeks
the information architecture the information architecture
Average percentage change in detected exceptions Percentage change in detected exceptions to the percent
to the information architecture per year information architecture per year

"manage enterprise information" per $1 billion "manage information technology" * Percentage of
revenue IT FTEs performing the process area "Manage
enterprise information" *.01) / (Total business
group "manage enterprise information" perform the process group "manage enterprise
information"
Length in years of information architecture Length in years of information architecture years
planning horizon planning horizon
Percentage of common data across all business Percentage of information assets that are common percent
units across all business units
Percentage of data assessed for compliance with Percentage of data assessed for compliance with percent
information policies and standards information policies and standards
Percentage of data managed centrally as Percentage of data managed centrally as percent
enterprise information assets enterprise information assets
Percentage of data that has defined policy, Percentage of data that has defined policy, percent
definition, and change control responsibility definition, and change control responsibility
Percentage of information elements with assigned Percentage of information elements with assigned percent
and active data custodians and active data custodians
Percentage of data and content managed as Percentage of data and content are managed as Percent
enterprise information assets enterprise information assets
Total number of revisions to the published Average number of revisions to the published revisions
enterprise information architecture enterprise information architecture
depreciation/amortization, allocated to the process enterprise information" / IT budget, including
group "manage enterprise information" depreciation/amortization, for the past year) *
100.0

Percentage of total IT cost, including ((Total cost to perform the process "develop percent
depreciation/amortization, allocated to process information and content management strategies"
group "manage enterprise information" + Total cost to perform the process "define the
management") / (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
Number of FTEs classified as IT architects per $1 Number of FTEs classified as IT architects / (Total FTEs
billion revenue business entity revenue * 0.000000001)
the process group "manage enterprise information" "Manage enterprise information"

group "manage enterprise information" "manage enterprise information"
Total cost of the process group "develop and (Total annual IT cost (excluding Dollars
maintain information technology solutions", depreciation/amortization) * Percentage of total IT
excluding depreciation/amortization, per $1,000 cost (excluding depreciation/amortization)
revenue allocated to IT operating cost * Percentage of IT
"develop and maintain IT solutions" *.0001) / (Total
Total cost to perform the process group "develop Total cost to perform the process "develop and dollars
and maintain information technology solutions", maintain information technology solutions" / (Total
including depreciation/amortization, per $1,000 business entity revenue * 0.0010)
revenue
Personnel cost to perform the process group Personnel cost to perform the process "develop dollars
"develop and maintain information technology and maintain information technology solutions" /
solutions", including depreciation/amortization, per (Total business entity revenue * 0.0010)
$1,000 revenue
Other cost of the process group "develop and Costs other than personnel, systems, overhead, dollars
maintain information technology solutions", and outsourced to perform the process "develop
including depreciation/amortization, per $100,000 and maintain information technology solutions" /
revenue (Total business entity revenue * 0.000010)
Outsourced cost of the process group "develop and Outsourced cost to perform the process "develop dollars
maintain information technology solutions", and maintain information technology solutions" /
revenue
Overhead cost to perform the process group Overhead cost to perform the process "develop dollars
"develop and maintain information technology and maintain information technology solutions" /
solutions", including depreciation/amortization, per (Total business entity revenue * 0.000010)
$100,000 revenue

Systems cost to perform the process group Systems cost to perform the process "develop and dollars
"develop and maintain information technology maintain information technology solutions" / (Total
solutions", including depreciation/amortization, per business entity revenue * 0.000010)
$100,000 revenue
Average time in hours to resolve highest priority Average time in hours to resolve the highest hours
problems for the current year priority problem
Average time in hours to respond to highest Average time in hours to respond to the highest hours
priority problem for the current year priority problem
Average time in weeks to fulfill a complex Average time in weeks to fulfill a complex weeks
information need information need
Average time in weeks to fulfill a medium Average time in weeks to fulfill a medium complex weeks
Average time in weeks to fulfill a simple Average time in weeks to fulfill a simple weeks
Average time in minutes to resolve highest priority Average time in minutes for the IT service Minutes
problems (current year) management team to resolve highest priority
problems
Average time in minutes to respond to highest Average time in minutes for the IT service Minutes
priority problem (current year) management team to respond to highest priority
problems
Time-to-market (build-to-launch) in months for Time-to-market (build-to-launch) in months for new months
major new/enhanced IT services investments or enhanced IT services for investments between
between $250,000 and $500,000 USD $250,000 and $500,000
between $500,000 and $1 million USD $500,000 and $1 million
major new/enhanced IT services investments or enhanced IT services with an investment level
greater than $100 million USD more than $100 million
between $1 million and $100 million USD $1 million and $100 million

Time in months to fulfill a business need with Time in months to fulfill a business need with months
relevant IT solutions for major new/enhanced IT relevant IT solutions for investments between $1
services investments between $1 million and $100 million and $100 million
million USD
relevant IT solutions for major new/enhanced IT relevant IT solutions for investments between
services investments between $100,000 and $100,000 and $250,000
$250,000 USD
services investments between $250,000 and $250,000 and $500,000
$500,000 USD
services investments between $500,000 and $1 $500,000 and $1 million
million USD
relevant IT solutions for major new/enhanced IT relevant IT solutions for investments greater than
services investments greater than $100 million $100 million
USD
relevant IT solutions for major new/enhanced IT relevant IT solutions for investments less than
services investments less than $100,000 USD $100,000
Percentage of planned return on investment (ROI) Percentage of planned return on investment (ROI) percent
for application development and maintenance for application development and maintenance
projects projects in the most recent year
Percentage of initially planned functionality that is Percentage of initially planned functionality percent
delivered for application development and delivered for application
maintenance projects in the most recent year development/maintenance projects in the most
recent year
group "develop and maintain information perform the process group "develop and maintain
technology solutions" IT solutions"

Number of break/fix requests requiring rework as a (Number of break or fix requests that require percent
percentage of average backlog for the current year rework / Average backlog of application break/fix
requests) * 100.0
"develop and maintain information technology "manage information technology" * Percentage of
solutions" per $1 billion revenue IT FTEs performing the process area "Develop and
maintain information technology solutions" *.01) /
Number of service oriented architecture services Number of services oriented architecture (SOA) services
implemented services implemented in production
Average number of production defects in both Average number of production defects in both Points
enhancements and new developments per 1,000 enhancements and new developments per 1,000
function points function points
Percentage of application development and Percentage of application development and percent
maintenance projects in the most recent year maintenance projects in the most recent year
delivered on or below budget delivered on or below budget
Percentage of application development and Percentage of application development and percent
maintenance projects in the most recent year maintenance projects in the most recent year
delivered on time or early delivered on time or early
Percentage of IT budget, including Percentage of IT budget allocated towards service percent
depreciation/amortization, allocated towards oriented architecture (SOA)
service oriented architecture (SOA)
Number of development projects for the current Number of application development projects with development
year between $1 million and $100 million values between $1 million and $100 million for the projects
current year
year between $100,000 and $250,000 values between $100,000 and $250,000 for the projects
current year
year between $250,000 and $500,000 values between $250,000 and $500,000 for the projects
current year

year between $500,000 and $1 million values between $500,000 and $1 million for the projects
current year
year greater than $100 million values greater than $100 million for the current projects
year
year less than $100,000 values less than $100,000 for the current year projects
Average backlog of application break/fix requests Average backlog of application break/fix requests number of
for the current year break/fix requests
Percentage of service oriented architecture Percentage of service oriented architecture (SOA) percent
services that are external services published or exposed externally
depreciation/amortization, allocated to process group "develop and maintain information
group "develop and maintain information technology solutions"
technology solutions"
Percentage of IT budget, including (IT budget allocated to the process group "develop percent
depreciation/amortization, allocated to the process and maintain information technology solutions" / IT
group "develop and maintain information budget, including depreciation/amortization, for
technology solutions" the past year) * 100.0

group "develop and maintain information "develop and maintain IT solutions"
technology solutions"
Percentage of unplanned outages due to the Percentage of unplanned outages due to the Percent
implementation of changes into the infrastructure implementation of changes into the infrastructure
resulting from a change request resulting from a change request
Percentage of unplanned outages due to the Percentage of unplanned outages due to the Percent
introduction of a new software release introduction of a new software release

the process group "develop and maintain "Develop and maintain information technology
information technology solutions" solutions"
Percentage of service oriented architecture Percentage of service oriented architecture (SOA) percent
services that are internal services published or exposed internally
Total cost of the process group "deploy information (Total annual IT cost (excluding Dollars
technology solutions", excluding depreciation/amortization) * Percentage of total IT
"deploy IT solutions" *.0001) / (Total business
Systems cost to perform the process group "deploy Systems cost to perform the process group "deploy dollars
information technology solutions", including IT solutions" / (Total business entity revenue *
depreciation/amortization, per $100,000 revenue 0.000010)
Personnel cost of the process group "deploy Personnel cost to perform the process group dollars
information technology solutions", including "deploy IT solutions" / (Total business entity
"deploy information technology solutions", "deploy IT solutions" / (Total business entity
including depreciation/amortization, per $100,000 revenue * 0.000010)
revenue
Outsourced cost of the process group "deploy Outsourced cost to perform the process group dollars
information technology solutions", including "deploy IT solutions" / (Total business entity
Other cost of the process group "deploy Costs other than personnel, systems, overhead, dollars
information technology solutions", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "deploy IT solutions" / (Total business entity
revenue * 0.000010)

Total cost to perform the process group "deploy ((Percentage of IT cost allocated to the process dollars
information technology solutions", including group "deploy IT solutions"/100) * IT costs during
depreciation/amortization, per $1,000 revenue the past year) / (Total business entity revenue *
0.0010)
Average time in weeks to make a change to the Time in weeks to make a change into the weeks
production environment production environment
Average time in weeks to deploy a new release into Time in weeks to deploy a new release into the weeks
the production environment production environment
Average time in days to deploy new computing Average time in days to deploy new computing Days
capacity capacity
"deploy information technology solutions" per $1 "manage information technology" * Percentage of
billion revenue IT FTEs performing the process area "Deploy
information technology solutions" *.01) / (Total
group "deploy information technology solutions" perform the process group "deploy IT solutions"
Percentage of unscheduled outages from change Percentage of unscheduled outages related to or percent
requests resulting from a change request
Percentage of unscheduled outages from release Percentage of unscheduled outages related to or percent
introductions resulting from a release introduction
Percentage of IT budget, including (IT budget allocated to the process group "deploy percent
depreciation/amortization, allocated to the process IT solutions" / IT budget, including
group "deploy information technology solutions" depreciation/amortization, for the past year) *
100.0

Percentage of total IT cost, including (Total cost to perform the process group "deploy IT percent
depreciation/amortization, allocated to process solutions" / (Total cost to perform the process
group "deploy information technology solutions" 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
the process group "deploy it solutions" "Deploy information technology solutions"
group "deploy information technology solutions" "deploy IT solutions"

Total cost of the process group "deliver and support (Total annual IT cost (excluding Dollars
information technology services", excluding depreciation/amortization) * Percentage of total IT
"deliver and support IT services" *.0001) / (Total
Total cost to perform the process group "deliver Total cost to perform the process group "deliver dollars
and support information technology services", and support IT service" / (Total business entity
revenue
Total IT budget to support product development, IT budget dedicated to supporting product dollars
including depreciation/amortization, per user development / Users of IT systems supporting
product development
Annual fixed vs. variable cost ratio for the IT Fixed-to-variable cost ratio for IT budget supporting fixed to variable
budget to support product development, including product development cost
depreciation/amortization,
IT operating cost reduction target for product IT operating cost reduction target percent
development, including depreciation/amortization,
Other cost of the process group "deliver and Costs other than personnel, systems, overhead, dollars
support information technology services", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "deliver and support IT service" / (Total business
Outsourced cost of the process group "deliver and Outsourced costs to perform the process group dollars
support information technology services", including "deliver and support IT service" / (Total business
depreciation/amortization, per $100,000 revenue entity revenue * 0.000010)
"deliver and support information technology "deliver and support IT service" / (Total business
services", including depreciation/amortization, per entity revenue * 0.000010)
$100,000 revenue

Personnel cost of the process group "deliver and Personnel cost to perform the process group dollars
support information technology services", including "deliver and support IT service" / (Total business
depreciation/amortization, per $1,000 revenue entity revenue * 0.0010)
Systems cost to perform the process group "deliver Systems cost to perform the process group "deliver dollars
and support information technology services", and support IT service" / (Total business entity
revenue
Average time in hours to resolve a service Time in hours to resolve a service commitment hours
commitment disruption disruption
group "deliver and support information technology perform the process group "deliver and support IT
services" services"
"deliver and support information technology "manage information technology" * Percentage of
services" per $1 billion revenue IT FTEs performing the process area "Deliver and
support information technology services" *.01) /
Tickets and transactions meeting agreed quality as (Number of business process service percent
a percentage of total business process services tickets/transactions meeting agreed quality /
tickets and transactions Number of business process service
tickets/transactions * 100)
Tickets and transactions meeting agreed quality as (Number of ITIS tickets/transactions meeting percent
a percentage of total ITIS tickets and transactions agreed quality / Number of ITIS tickets/transactions
* 100)
Tickets and transactions meeting agreed quality as (Number of production support tickets/transactions percent
a percentage of total production support tickets meeting agreed quality / Number of production
and transactions support tickets/transactions * 100)

Tickets and transactions meeting agreed turn- (Number of business process service percent
around time as a percentage of total tickets and tickets/transactions meeting agreed turn-around
transactions for business process services time / Number of business process service
tickets/transactions) * 100
Tickets and transactions meeting agreed turn- (Number of ITIS tickets/transactions meeting percent
around time as a percentage of total tickets and agreed turn-around time / Number of ITIS
transactions for ITIS tickets/transactions) * 100
Tickets and transactions meeting agreed turn- (Number of production support tickets/transactions percent
around time as a percentage of total tickets and meeting agreed turn-around time / Number of
transactions for production support production support tickets/transactions) * 100

group "deliver and support information technology "deliver and support IT services"
services"
the process group "deliver and support it services" "Deliver and support information technology
services"
depreciation/amortization, allocated to process group "deliver and support IT services"
group "deliver and support information technology
services"
Percentage of IT budget, including (IT budget allocated to the process group "deliver percent
depreciation/amortization, allocated to the process and support IT services" / IT budget, including
group "deliver and support information technology depreciation/amortization, for the past year) *
services" 100.0
Solutions planning horizon Planning horizon in years for IT solutions aligned years
with organizational strategy
Average percentage of planned return on Average ROI for level-5 solutions percent
investment (ROI) that was achieved for: Level 5
solutions

Average percentage of planned return on Average ROI for non-level-5 solutions percent
investment (ROI) that was achieved for: all other
solutions other than Level 5
Total IT budget to perform the process "evaluate (IT budget dedicated to supporting product dollars
and communicate IT business value and development*Percentage of the IT budget
performance" in support of product development, dedicated to "evaluate and communicate IT
including depreciation/amortization, per $1,000 of business value and performance"*0.01) / (Total
revenue business entity revenue* 0.0010)
Average solution impact ratio for: Level 5 solutions Average IT solution impact for Level 5 solutions benefit to cost
Average solution impact ratio for: all other Average IT solution impact for non-Level 5 benefit to cost
solutions other than Level 5 solutions
Number of IT FTEs for the process "Evaluate and Number of IT FTEs supporting the process FTEs
communicate IT business value and performance" "evaluate and communicate IT business value and
per $1 billion revenue performance" / (Total business entity revenue *
0.000000001)
Total IT budget to perform the process "develop IT (IT budget dedicated to supporting product dollars
services and solutions strategy" in support of development*Percentage of the IT budget
product development, including dedicated to "develop IT services and solutions
depreciation/amortization, per $1,000 of revenue strategy"*0.01) / (Total business entity revenue*
0.0010)
Average cycle time from identification of demand Cycle time from lead identification to hand-off for days
to disposition for: Level 5 solutions Level 5 solutions
Average cycle time from identification of demand Cycle time from lead identification to hand-off for days
to disposition for: all other Levels other than Level non-Level 5 solutions
5
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
Solutions capture rate for:all other solutions other Non-Level 5 solutions provided for and accepted by percent
than Level 5 the customer as a percentage of total potential
solutions

Percentage of solutions provided that are directly Percentage of solutions meeting IT strategy percent
meeting IT strategy
Percentage of solutions provided that are for Percentage of solutions for repeat customers percent
repeat customers
Number of IT FTEs for the process "Develop IT Number of IT FTEs supporting the process "develop FTEs
services and solutions strategy" per $1 billion IT services and solutions strategy" / (Total business
Total IT budget to perform the process "manage IT (IT budget dedicated to supporting product dollars
customer satisfaction" in support of product development*Percentage of the IT budget
development, including depreciation/amortization, dedicated to "manage IT customer
per $1,000 of revenue satisfaction"*0.01) / (Total business entity revenue*
0.0010)
Net Promoter Score (NPS) NPS for IT solutions percent
Percent on-time performance for: Level 5 solutions Percentage of IT solutions meeting schedule for percent
Level 5 solutions
Percent on-time performance for: all other Percentage of IT solutions meeting schedule for percent
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 "manage FTEs
customer satisfaction" per $1 billion revenue IT customer satisfaction" / (Total business entity
revenue * 0.000000001)
Total cost of the process "develop information and Total cost to perform the process "develop dollars
content management strategies", including information and content management strategies" /
Systems cost of the process "develop information Systems cost to perform the process "develop dollars
and content management strategies", including information and content management strategies" /
Personnel cost of the process "develop information Personnel cost to perform the process "develop dollars

Overhead cost of the process "develop information Overhead cost to perform the process "develop dollars
Outsourced cost of the process "develop Outsourced cost to perform the process "develop dollars
information and content management strategies", information and content management strategies" /
revenue
Other cost of the process "develop information and Costs other than personnel, systems, overhead, dollars
content management strategies", including and outsourced to perform the process "develop
depreciation/amortization, per $100,000 revenue information and content management strategies" /
Number of IT FTEs for the process "develop Number of FTEs who perform the process group FTEs
information and content management strategies" "manage enterprise information" who perform the
per $1 billion revenue process "develop information and content
management strategies" / (Total business entity
revenue * 0.000000001)
Percentage of IT budget for the process group (IT budget related to the process group "manage percent
"manage enterprise information", including enterprise information" allocated to the process
depreciation/amortization, allocated to the process "develop information and content management
"develop information and content management strategies" / IT budget allocated to the process
strategies" group "manage enterprise information") * 100.0
Other cost of the process "define enterprise Costs other than personnel, systems, overhead, dollars
information architecture", including and outsourced to perform the process "define the
depreciation/amortization, per $100,000 revenue enterprise information architecture" / (Total
Overhead cost of the process "define enterprise Overhead cost to perform the process "define the dollars
information architecture", including enterprise information architecture" / (Total

Outsourced cost of the process "define enterprise Outsourced cost to perform the process "define the dollars
Personnel cost of the process "define enterprise Personnel cost to perform the process "define the dollars
Systems cost of the process "define enterprise Systems cost to perform the process "define the dollars
Total cost of the process "define enterprise Total cost to perform the process "define the dollars
Number of IT FTEs for the process "define the Number of FTEs who perform the process group FTEs
enterprise information architecture" per $1 billion "manage enterprise information" who perform the
revenue process "define the enterprise information
architecture" / (Total business entity revenue *
0.000000001)
depreciation/amortization, allocated to the process "define the enterprise information architecture" / IT
"define the enterprise information architecture" budget allocated to the process group "manage
enterprise information") * 100.0
Total cost of the process "manage information Total cost to perform the process "manage dollars
resources", including depreciation/amortization, information resources" / (Total business entity
per $1,000 revenue revenue * 0.0010)
Systems cost of the process "manage information Systems cost to perform the process "manage dollars

Personnel cost of the process "manage information Personnel cost to perform the process "manage dollars
Outsourced cost of the process "manage Outsourced cost to perform the process "manage dollars
information resources", including information resources" / (Total business entity
Overhead cost of the process "manage information Overhead cost to perform the process "manage dollars
Other cost of the process "manage information Costs other than personnel, systems, overhead, dollars
resources", including depreciation/amortization, and outsourced to perform the process "manage
per $100,000 revenue information resources" / (Total business entity
revenue * 0.000010)
Number of IT FTEs for the process "manage Number of FTEs who perform the process group FTEs
information resources" per $1 billion revenue "manage enterprise information" who perform the
process "manage information resources" / (Total
depreciation/amortization, allocated to the process "manage information resources" / IT budget
"manage information resources" allocated to the process group "manage enterprise
information") * 100.0
Other cost of the process "perform enterprise data Costs other than personnel, systems, overhead, dollars
and content management", including and outsourced to perform the process "perform
depreciation/amortization, per $100,000 revenue enterprise data and content management" / (Total

Overhead cost of the process "perform enterprise Overhead cost to perform the process "perform dollars
data and content management", including enterprise data and content management" / (Total
Outsourced cost of the process "perform enterprise Outsourced cost to perform the process "perform dollars
Personnel cost of the process "perform enterprise Personnel cost to perform the process "perform dollars
Systems cost of the process "perform enterprise Systems cost to perform the process "perform dollars
Total cost of the process "perform enterprise data Total cost to perform the process "perform dollars
and content management", including enterprise data and content management" / (Total
Number of IT FTEs for the process "perform Number of FTEs who perform the process group FTEs
enterprise data and content management" per $1 "manage enterprise information" who perform the
billion revenue process "perform enterprise data and content
management" / (Total business entity revenue *
0.000000001)
depreciation/amortization, allocated to the process "perform enterprise data and content
"perform enterprise data and content management" / IT budget allocated to the process
management" group "manage enterprise information") * 100.0
Average cost performance index (CPI) at Cost performance index at completion for Level 5 CPI
completion of project/solution for Level 5 solutions solutions

Average cost performance index (CPI) at Cost performance index at completion for non- CPI
completion of project/solution for all solutions other Level 5 solutions
than Level 5
Total IT budget to perform the process "create IT (IT budget dedicated to supporting product dollars
services and solutions" in support of product development*Percentage of the IT budget
development, including depreciation/amortization, dedicated to "create IT services and
per $1,000 of revenue solutions"*0.01) / (Total business entity revenue*
0.0010)
Percentage of IT budget for product development, Percentage of the IT budget supporting product percent
including depreciation/amortization, that supports development allocated to new platforms/or
new platforms/markets completed or released to markets
production
Percentage of IT budget for product development, Percentage of IT budget supporting product percent
including depreciation/amortization, that supports development for NEW products released this year
new products completed or released to production
Percentage of IT budget for product development, Percentage of IT budget supporting product percent
including depreciation/amortization, that supports development for product UPGRADES released this
product upgrades completed or released to year
production
Average time from disposition to customer Cycle time from disposition to customer work days
acceptance for: Level 5 solutions acceptance for Level 5 solutions
Average time from disposition to customer Cycle time from disposition to customer work days
acceptance for: all other levels acceptance for non-Level 5 solutions
Defect removal effectiveness percentage (pre/post Ratio of post-operational defects to total-lifecycle percent
operations) defects
Number of IT FTEs for the process "Create IT Number of IT FTEs supporting the process "create FTEs
services and solutions" per $1 billion revenue IT services and solutions" / (Total business entity
revenue * 0.000000001)
Mean time to resolution (MTTR) in hours: critical MTTR for critical incidents on IT systems supporting hours
incidents product development

Mean time to resolution (MTTR) in hours: high MTTR for high incidents on IT systems supporting hours
incidents product development
Mean time to resolution (MTTR) in hours: all other MTTR for routine incidents on IT systems hours
incidents supporting product development
Percentage of legacy applications already moved Percentage of legacy applications moved to cloud Percent
to cloud technology technology
Percentage of new business applications deployed Percentage of new business applications deployed Percent
using cloud technology using cloud technology
Total IT budget to perform the process "support IT (IT budget dedicated to supporting product dollars
services and solutions" in support of product development*Percentage of the IT budget
development, including depreciation/amortization, dedicated to "support IT services and
per $1,000 of revenue solutions"*0.01) / (Total business entity revenue*
0.0010)
Avg. monthly percentage of issues resolved within Percentage of issues resolved within SLA (monthly) percent
SLA
Annual uptime percentage for IT systems 100-Average unplanned machine downtime for percent
supporting product development systems supporting product development
Number of IT FTEs for the process "Support IT Number of IT FTEs supporting the process "support FTEs
services and solutions" per $1 billion revenue IT services and solutions" / (Total business entity
revenue * 0.000000001)
Percentage of IT FTEs performing IT processes that Percentage of IT FTEs performing user support Percent
perform deskside (local) support roles that perform deskside (local) support
Percentage of IT FTEs performing user support Percentage of IT FTEs performing user support Percent
roles that perform helpdesk (remote) support roles that perform helpdesk (remote) support

Overhead and other cost to perform the process ((Percentage of internal costs of the process dollars
group "perform planning and management "planning, budgeting, and forecasting" allocated to
accounting" per $100,000 revenue overhead and other costs * Percentage of total cost
of the process "planning, budgeting, and
forecasting" allocated to internal costs * .0001 *
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 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
Total cost to perform the process group "perform (Total cost to perform the process "perform dollars
planning and management accounting" per $1,000 planning/budgeting/forecasting" + Total cost to
revenue perform the processes "perform cost accounting
and control" and "perform cost management" +
manage financial performance") / (Total business

Total cost to perform the process group "perform (Total cost to perform the process "perform dollars
planning and management accounting" per planning/budgeting/forecasting" + Total cost to
process group FTE perform the processes "perform cost accounting
and control" and "perform cost management" +
manage financial performance") / (Number of FTEs
who perform the process "perform
planning/budgeting/forecasting" + Number of FTEs
who perform the processes "perform cost
management" + Number of FTEs who perform the
performance")
Overhead and other costs to perform the process (Percentage of internal costs of the processes dollars
"perform cost accounting and control" and "perform cost accounting and control" and
"perform cost management" per $100,000 revenue "perform cost management" allocated to overhead
and other costs * Percentage of total cost of the
process "perform cost accounting and control" and
costs * 0.0001 * Total cost to perform the
processes "perform cost accounting and control"
and "perform cost management") / (Total business

Personnel cost to perform the process group ((Percentage of internal costs of the process dollars
"perform planning and management accounting" "planning, budgeting, and forecasting" allocated to
per $1,000 revenue personnel costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * .0001 * Total cost to
perform the process "perform
management" allocated to personnel costs *
Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to internal costs * .0001 *
Total cost to perform the processes "perform cost
management") + (Percentage of internal costs of
the process "evaluate and manage financial
performance" allocated to personnel cost *
Percentage of total cost of the process "evaluate
and manage financial performance" allocated to
internal costs * .0001 * Total cost to perform the
performance")) / (Total business entity revenue * .
001)

Personnel cost to perform the process group ((Percentage of internal costs of the process dollars
per process group FTE personnel costs * Percentage of total cost of the
management" allocated to personnel costs *
performance" allocated to personnel cost *
performance")) / (Number of FTEs who perform the
process "perform planning/budgeting/forecasting"
+ Number of FTEs who perform the processes
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance")

Systems cost to perform the process group ((Percentage of internal costs of the process dollars
per $100,000 revenue systems costs * Percentage of total cost of the
internal cost of the processes "perform cost
management" allocated to systems costs *
performance" allocated to systems costs *
performance")) / (Total business entity revenue * .
00001)
Total internal cost to perform the process "perform (Percentage of total cost of the process "perform dollars
cost accounting and control" and "perform cost cost accounting and control" and "perform cost
management" per process FTE management" allocated to internal costs * .01 *
management") / Number of FTEs who perform the
and "perform cost management"

Outsourced cost to perform the process group ((Percentage of total cost of the process "planning, dollars
"perform planning and management accounting" budgeting, and forecasting" allocated to external
per $1,000 revenue costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
management" allocated to external costs * .01 *
management") + (Percentage of total cost of the
performance" allocated to external costs * .01 *
manage financial performance")) / (Total business

Total internal cost to perform the process group ((Percentage of total cost of the process "planning, dollars
"perform planning and management accounting" budgeting, and forecasting" allocated to internal
per process group FTE costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
management") + (Percentage of total cost of the
performance" allocated to internal costs * .01 *
manage financial performance")) / (Number of FTEs
planning/budgeting/forecasting" + Number of FTEs
performance")
Total cost to perform the processes "perform cost Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost accounting and control" and "perform cost
management" per process FTE management" / Number of FTEs who perform the
and "perform cost management"
Total cost to perform the processes "perform cost Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost accounting and control" and "perform cost
management" per $1,000 revenue management" / (Total business entity revenue *
0.001)

Systems cost to perform the processes "perform (Percentage of internal cost of the processes dollars
cost accounting and control" and "perform cost "perform cost accounting and control" and
management" per $100,000 revenue "perform cost management" allocated to systems
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes dollars
management" per process FTE "perform cost management" allocated to personnel
and "perform cost management") / Number of FTEs
management"
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes dollars
management" per $1,000 revenue "perform cost management" allocated to personnel

Outsourced cost to perform the processes "perform (Percentage of total cost of the process "perform dollars
cost accounting and control" and "perform cost cost accounting and control" and "perform cost
management" per $1,000 revenue management" allocated to external costs * 0.01 *
management") / (Total business entity revenue *
0.001)
Number of FTEs that perform the process group (Number of FTEs who perform the process "perform FTEs
"perform planning and management accounting" planning/budgeting/forecasting" + Number of FTEs
per $1 billion revenue who perform the processes "perform cost
performance") / (Total business entity revenue * .
000000001)
Number of FTEs that perform the processes Number of FTEs who perform the processes FTEs
"perform cost accounting and control" and "perform cost accounting and control" and
"perform cost management" per $1 billion revenue "perform cost management" / (Total business entity
revenue * .000000001)
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent
to the process group "perform planning and "perform planning/budgeting/forecasting" +
management accounting" Number of FTEs who perform the processes
"perform cost management" + Number of FTEs
financial performance") / Number of FTEs who
perform the function "manage financial resources")
* 100

Total cost to perform the process group "perform (Total cost to perform the process "process dollars
revenue accounting" per $1,000 revenue customer credit" + Total cost to perform the
process "invoice customer" + Total cost to perform
the process "process accounts receivable (AR)" +
Total cost to perform the process "manage and
process adjustments/deductions" + Total cost to
perform the process "manage and process
collections") / (Total business entity revenue *
0.001)
Total cost to perform the order to invoice processes (Total cost to perform the process "process dollars
per $1,000 revenue customer credit" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "invoice customer") / (Total
Number of FTEs that perform the processes (Number of FTEs who perform the process "process FTEs
"manage and process accounts receivable (AR)", accounts receivable (AR)" + Number of FTEs who
"manage and process collections", and "manage perform the process "manage and process
and process adjustments/deductions" per $1 billion collections" + Number of FTEs who perform the
revenue process "manage and process
adjustments/deductions") / (Total business entity
revenue * .000000001)
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 (Number of active customers in customer master percent
customers file / Number of customers in the customer master
file) * 100.0

Total cost to perform the process group "Perform (Total cost to perform the process "manage policies dollars
general accounting and reporting" (excluding fixed and procedures" + Total cost to perform the
assets) per $1,000 revenue process "perform general accounting" + Total cost
to perform the process "perform financial
reporting") / (Total business entity revenue * 0.001)
Total cost to perform the process group "perform ((Total cost to perform the process "manage percent
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
assets) per $1 billion revenue process "perform general accounting" + Total cost
reporting") / (Total business entity revenue * .
000000001)
assets) per process group FTE process "perform general accounting" + Total cost
reporting") / (Number of FTEs who perform the
process "manage policies and procedures" (general
accounting and reporting) + Number of FTEs who
perform the process "perform general accounting"
"perform financial reporting")

Personnel cost to perform the process group ((Total cost to perform the process "manage dollars
"Perform general accounting and reporting" per policies and procedures" * Percentage of total cost
process group FTE 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
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 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 fixed-asset
accounting" + Number of FTEs who perform the
process "perform financial reporting")

Personnel cost to perform the process group ((Total cost to perform the process "manage dollars
"perform general accounting and reporting" per policies and procedures" * Percentage of total cost
$1,000 revenue of the process "Manage policies and procedures"
procedures" allocated to personnel cost * .0001) +
(Total cost to perform the process "perform general
accounting" * Percentage of total cost of the
personnel cost * .0001) + Personnel cost to
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
allocated to personnel cost * .0001)) / (Total
Cycle time in days to perform annual close at the Cycle time in calendar days between running trial days
site level balance to completing the consolidated financial
statements
Number of FTEs that perform the process group (Number of FTEs who perform the process FTEs
"perform general accounting and reporting" "manage policies and procedures" (general
(excluding fixed assets) per $1 billion revenue accounting and reporting) + Number of FTEs who
"perform financial reporting") / (Total business

"perform general accounting and reporting" per $1 "manage policies and procedures" (general
billion revenue accounting and reporting) + Number of FTEs who
"perform fixed-asset accounting" + Number of
FTEs who perform the process "perform financial
reporting") / (Total business entity revenue * .
000000001)
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 financial reporting") / Number of FTEs
who perform the function "manage financial
resources") * 100
Number of FTEs that perform the process group (Number of FTEs who perform the process "perform FTEs
"manage fixed-asset project accounting" per $1 capital planning and project approval" + Number of
billion revenue FTEs who perform the process "perform capital
project accounting") / (Total business entity
revenue * .000000001)
to the process group "manage fixed asset project "perform capital planning and project approval"+
accounting" Number of FTEs who perform the process "perform
capital project accounting") / Number of FTEs who
* 100

Personnel cost to perform the process group ((Total cost to perform the process "report time" * dollars
"process payroll" per process group FTE Percentage of total cost to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to personnel costs * 0.0001) +
(Total cost to perform the process "manage pay" *
Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to personnel costs * 0.0001) + (Total cost
to perform the process "process payroll taxes" *
Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
payroll taxes" allocated to personnel costs *
0.0001)) / (Number of FTEs who perform the
process "report time" + Number of FTEs who
perform the process "manage pay" + Number of
FTEs who perform the process "process payroll
taxes")
Total cost to perform the process group "process (Total cost to perform the process "report time" + dollars
payroll" per $1,000 revenue Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (Total business entity revenue * 0.001)
Total cost to perform the process group "process (Total cost to perform the process "report dollars
payroll" per disbursement time"+Total cost to perform the process "manage
pay"+Total cost to perform the process "process
payroll taxes")/Number of payroll disbursements

payroll" per employee paid Total cost to perform the process "manage pay" +
taxes") / Total number of employees paid
payroll" per manual check/payment Total cost to perform the process "manage pay" +
taxes") / (Number of payroll disbursements *
Percentage of payroll disbursements that were
manual cheques * .01)
payroll" per process group FTE Total cost to perform the process "manage pay" +
taxes") / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")
payroll" per payroll inquiry Total cost to perform the process "manage pay" +
taxes") / Number of payroll inquiries received
Total cost the process group "process payroll" as a ((Total cost to perform the process "report time" + percent
percentage of cost of continuing operations Total cost to perform the process "manage pay" +
taxes") / Total costs of continuing operations) * 100

Personnel cost to perform the process group ((Total cost to perform the process "report time" * dollars
"process payroll" per $1,000 revenue Percentage of total cost to perform the process
time" allocated to personnel costs * 0.0001) +
(Total cost to perform the process "manage pay" *
allocated to personnel costs * 0.0001) + (Total cost
to perform the process "process payroll taxes" *
0.0001)) / (Total business entity revenue * 0.001)
Total cost to perform the process group "process ((Total cost to perform the process "report time" + percent
payroll" as a percentage of revenue Total cost to perform the process "manage pay" +
taxes") / Total business entity revenue) * 100
Cycle time in business days to process the payroll Cycle time in business days to process payroll from days
HR/benefits system cut-off to payroll transmit date
Number of FTEs that perform the process group (Number of FTEs who perform the process "report FTEs
"process payroll" per 1,000 employees paid time" + Number of FTEs who perform the process
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / (Total number of
employees paid * 0.001)

Number of FTEs that perform the process group (Number of FTEs who perform the process "report FTEs
"process payroll" per $1 billion revenue time" + Number of FTEs who perform the process
process "process payroll taxes") / (Total business
First contact resolution rate for payroll inquiries Percentage of payroll inquiries resolved during the percent
initial contact
Number of employees paid per FTE that performs Total number of employees paid / (Number of FTEs employees
the process group "process payroll" who perform the process "report time" + Number
of FTEs who perform the process "manage pay" +
Number of FTEs who perform the process "process
payroll taxes")
Number of payroll inquiries per FTE that performs Number of payroll inquiries received / (Number of payroll inquiries
the process group "process payroll" FTEs who perform the process "report time" +
Number of FTEs who perform the process "manage
pay" + Number of FTEs who perform the process
"process payroll taxes")
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process "report percent
to the process group "process payroll" time" + Number of FTEs who perform the process
process "process payroll taxes") / Number of FTEs
resources") * 100
Percentage of paid employees that are exempt (Number of employees paid that are salaried percent
employees (exempt) employees / Total number of employees
paid) * 100
Percentage of paid employees that are non-exempt (Number of employees paid that are hourly (non- percent
employees exempt) employees / Total number of employees
paid) * 100
Percentage of paid employees that are retired (Number of employees paid that are retired percent
employees employees receiving payments from payroll / Total
number of employees paid) * 100

Percentage of paid employees that are paid weekly (Number of employees paid weekly / Total number percent
of employees paid) * 100
Percentage of paid employees that are paid bi- (Number of employees paid every two weeks / percent
weekly Total number of employees paid) * 100
Percentage of paid employees that are paid semi- (Number of employees paid twice per month / Total percent
monthly number of employees paid) * 100
Percentage of paid employees that are paid (Number of employees paid monthly / Total number percent
monthly of employees paid) * 100
Percentage of paid employees that are paid other (Number of employees paid other than weekly, percent
than monthly, semi-monthly, bi-weekly, or weekly every two weeks, twice per month, or monthly /
Total number of employees paid) * 100
Percentage of payroll disbursements that include Percentage of payroll disbursements which percent
garnished wages included garnished wages
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 *
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 *
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

Personnel cost to perform the process group (((Percentage of internal costs of the process percent
"process payroll" as a percentage of the total "report time" allocated to personnel costs *
process group cost Percentage of total cost to perform the process
"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 *
cost to perform the process "manage pay") +
(Percentage of internal costs of the process "report
payroll taxes")) / (Total cost to perform the process
"report time" + Total cost to perform the process
"manage pay" + Total cost to perform the process
"process payroll taxes")) * 100
Total cost to perform the process group "process (Total cost to perform the process "process dollars
accounts payable and expense reimbursements" accounts payable (AP)" + Total cost to perform the
per $1,000 revenue process "process expense reimbursements") /

Personnel cost to perform the process group (((Total cost to perform the process "process dollars
"process accounts payable and expense accounts payable (AP)" * Percentage of total cost
reimbursements" per $1,000 revenue of the process "Process accounts payable"
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"
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 ((Total cost to perform the process "process dollars
reimbursements" per process group FTE of the process "Process accounts payable"
allocated to personnel cost *.0001) + (Total cost to
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")

Systems cost to perform the process group ((Total cost to perform the process "process dollars
reimbursements" per $100,000 revenue of the process "Process accounts payable"
allocated to systems cost *.0001) + (Total cost to
reimbursements" allocated to systems cost * .
Total cost to perform the process group "process ((Total cost to perform the process "process percent
as a percentage of revenue process "process expense reimbursements") / Total
business entity revenue ) * 100
per $1 billion revenue process "process expense reimbursements") /
per process FTE process "process expense reimbursements") /
(Number of FTEs who perform the process "process
accounts payable (AP)" + Number of FTEs who
reimbursements")

Outsourced cost to perform the process group ((Percentage of total cost of the process "Process dollars
"process accounts payable and expense accounts payable" allocated to external cost *
reimbursements" per $1,000 revenue 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" /
Number of FTEs that perform the process group (Number of FTEs who perform the process "process FTEs
"process accounts payable and expense accounts payable (AP)" + Number of FTEs who
reimbursements" per $1 billion revenue perform the process "process expense
reimbursements") / (Total business entity revenue *
.000000001)
Outsourced cost to perform the process group (((Total cost to perform the process "process percent
reimbursements" as a percentage of the total cost of the process "Process accounts payable"
of the process group allocated to external cost / 100) + (Total cost to
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
of the process group allocated to internal cost * Percentage of internal
allocated to systems cost / 10000) + (Total cost to
reimbursements" allocated to systems cost /
10000)) / (Total cost to perform the process
"process accounts payable (AP)" + Total cost to
reimbursements")) * 100

Overhead and other cost to perform the process (((Total cost to perform the process "process percent
group "process accounts payable and expense accounts payable (AP)" * Percentage of total cost
allocated to overhead and other costs / 10000) +
(Total cost to perform the process "process
expense reimbursements" * Percentage of total
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

Personnel cost to perform the process group (((Total cost to perform the process "process percent
allocated to personnel cost / 10000) + (Total cost
to perform the process "process expense
reimbursements" allocated to personnel cost /
10000)) / (Total cost to perform the process
"process accounts payable (AP)" + Total cost to
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
Total cost of the process group "Manage treasury Total cost to perform the process group "manage dollars
operations" per global legal entity supported treasury operations" / Number of global legal
entities supported by treasury management
operation
treasury operations" per $1 billion revenue treasury operations" / (Total business entity
revenue * .000000001)
treasury operations" per $1,000 revenue treasury operations" / (Total business entity
revenue * .001)

"manage treasury operations" per $1 billion "manage treasury operations" / (Total business
Return on invested capital Return on invested capital percent
Number of bank accounts per "manage treasury Number of corporate bank accounts managed by bank accounts
operations" FTE this finance SSC / Number of FTEs who perform the
process group "manage treasury operations"
Number of global legal entities supported per $1 Number of global legal entities supported by entities
billion revenue treasury management operation / (Total business
Number of global legal entities supported per FTE Number of global legal entities supported by entities
that performs the process group "Manage treasury treasury management operation / Number of FTEs
operations" who perform the process group "manage treasury
operations"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group percent
to the process group "manage treasury operations" "manage treasury operations" / Number of FTEs
resources") * 100
Return on working capital Return on working capital percent
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)

Total cost to perform the process group "manage ((Total cost to perform the process "establish percent
internal controls" as a percentage of revenue internal controls, policies, and procedures" + Total
cost to perform the process "operate controls and
monitor compliance with internal controls policies
and procedures" + Total cost to perform the
process "report on internal controls compliance") /
Total business entity revenue) * 100.0
Total cost to perform the process group "manage (Total cost to perform the process "establish dollars
internal controls" per $1 billion revenue internal controls, policies, and procedures" + Total
internal controls" per $1,000 revenue internal controls, policies, and procedures" + Total

internal controls" per process FTE internal controls, policies, and procedures" + Total
(Number of FTEs who perform the process
"establish internal controls, policies, and
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 (Personnel cost to perform the process "establish dollars
"manage internal controls" per $1,000 revenue 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)
"manage internal controls" per $1 billion revenue "establish internal controls, policies, and
on internal controls compliance") / (Total business

to the process group "manage internal controls" "establish internal controls, policies, and
on internal controls compliance") / Number of FTEs
resources") * 100
taxes" per $1,000 revenue taxes" / (Total business entity revenue * .001)
taxes" per $1 billion revenue taxes" / (Total business entity revenue * .
000000001)
"manage taxes" per $1 billion revenue "manage taxes" / (Total business entity revenue * .
000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group percent
to the process group "manage taxes" "manage taxes" / Number of FTEs who perform the
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"

Overhead and other costs to perform the process (Percentage of internal costs of the process dollars
"perform planning/budgeting/forecasting" per "planning, budgeting, and forecasting" allocated to
$100,000 revenue overhead and other costs * Percentage of total cost
of the process "planning, budgeting, and
forecasting" allocated to internal costs * 0.0001 *
planning/budgeting/forecasting") / (Total business
Total cost to perform the process "perform (Total cost to perform the process "perform percent
planning/budgeting/forecasting" as a percentage of planning/budgeting/forecasting" / Total business
revenue entity revenue) * 100
Total cost to perform the process "perform Total cost to perform the process "perform dollars
planning/budgeting/forecasting" per process FTE planning/budgeting/forecasting" / Number of FTEs
Total cost to perform the process "perform Total cost to perform the process "perform dollars
planning/budgeting/forecasting" per $1,000 planning/budgeting/forecasting" / (Total business
Personnel cost to perform the process "perform (Percentage of internal costs of the process dollars
planning/budgeting/forecasting" per process FTE "planning, budgeting, and forecasting" allocated to
personnel costs * Percentage of total cost of the
allocated to internal costs * 0.0001 * Total cost to
planning/budgeting/forecasting") / Number of FTEs

Personnel cost to perform the process "perform (Percentage of internal costs of the process dollars
planning/budgeting/forecasting" per $1,000 "planning, budgeting, and forecasting" allocated to
revenue personnel costs * Percentage of total cost of the
Systems cost to perform the process "perform (Percentage of internal costs of the process dollars
planning/budgeting/forecasting" per $100,000 "planning, budgeting, and forecasting" allocated to
revenue systems costs * Percentage of total cost of the
Outsourced cost to perform the process "perform (Percentage of total cost of the process "planning, dollars
planning/budgeting/forecasting" per $1,000 budgeting, and forecasting" allocated to external
revenue costs * Total cost to perform the process "perform
planning/budgeting/forecasting" * 0.01) / (Total
Cycle time in days to complete the annual budget Cycle time in days to complete the budget days
Cycle time in days to prepare the financial forecast Cycle time in days to prepare the financial forecast days
Cycle time in days to update/revise the rolling Cycle time in days to update/revise the rolling days
forecast forecast
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
planning/budgeting/forecasting" per $1 billion planning/budgeting/forecasting" / (Total business
Number of budget versions produced before final Number of budget versions produced before final budget versions
approval approval

Percentage error for the inventory cost forecast Percentage error for the inventory cost forecast percent
Percentage error for the personnel cost forecast Percentage error for the personnel cost forecast percent
Percentage error for the total sales forecast Percentage error for the total sales forecast percent
Number of budget line items per FTE that performs Number of line items budgeted for the complete line items
the process "perform budget / Number of FTEs who perform the process
planning/budgeting/forecasting" "perform planning/budgeting/forecasting"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "perform percent
to the process "perform planning/ budgeting/ planning/budgeting/forecasting" / Number of FTEs
forecasting" who perform the function "manage financial
resources") * 100
Percentage of total finance function FTEs allocated (Number of FTEs who perform the processes percent
to the processes "perform cost accounting and "perform cost accounting and control" and
control" and "perform cost management" "perform cost management" / Number of FTEs who
* 100
Percentage of cost base accounted for by activity- Percentage of costs base from activity-based percent
based costing costing
Total internal cost to perform the process "evaluate (Percentage of total cost of the process "evaluate dollars
and manage financial performance" per process and manage financial performance" allocated to
FTE internal costs * .01 * Total cost to perform the
performance") / Number of FTEs who perform the
performance"

"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") /
Outsourced cost to perform the process "evaluate (Percentage of total cost of the process "evaluate dollars
and manage financial performance" per $1,000 and manage financial performance" allocated to
revenue external costs * 0.01 * Total cost to perform the
performance") / (Total business entity revenue *
0.001)
Systems cost to perform the process "evaluate and (Percentage of internal costs of the process dollars
manage financial performance" per $100,000 "evaluate and manage financial performance"
revenue allocated to systems costs * Percentage of total
cost of the process "evaluate and manage financial
performance" allocated to internal costs * 0.0001 *

Personnel cost to perform the process "evaluate (Percentage of internal costs of the process dollars
and manage financial performance" per process "evaluate and manage financial performance"
FTE allocated to personnel cost * Percentage of total
manage financial performance") / Number of FTEs
financial performance"
Personnel cost to perform the process "evaluate (Percentage of internal costs of the process dollars
and manage financial performance" per $1,000 "evaluate and manage financial performance"
revenue allocated to personnel cost * Percentage of total
Total cost to perform the process "evaluate and Total cost to perform the process "evaluate and dollars
manage financial performance" per process FTE manage financial performance" / Number of FTEs
financial performance"
Total cost to perform the process "evaluate and Total cost to perform the process "evaluate and dollars
manage financial performance" per $1,000 manage financial performance" / (Total business
Total revenue per active customer Total business entity revenue / Number of active dollars
Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new customers of new customers
of new markets of new markets

of new products of new products
Number of FTEs that perform the process "evaluate Number of FTEs who perform the process "evaluate FTEs
and manage financial performance" per $1 billion and manage financial performance" / (Total
Revenue per employee for the current reporting Total business entity revenue / Number of business dollars
period entity employees
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "evaluate and manage financial "evaluate and manage financial performance" /
performance" Number of FTEs who perform the function "manage
financial resources") * 100
Percentage of employees with compensations (Number of employees with compensation affected percent
affected by profit by profit / Number of business entity employees) *
100.0
Percentage of employees with compensations (Number of employees with compensation affected percent
affected by budget versus actual variances by budget versus actual variances / Number of
business entity employees) * 100.0
Percentage growth in EBITDA over the past three ((Earnings before interest, taxes, depreciation and percent
reporting periods 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
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
Compounded annual growth rate of revenue over (((Total business entity revenue / Total revenue percent
the past three reporting periods over the past three reporting periods) ^ 0.3333) -
1) * 100.0

EBITDA margin (current reporting period) (Earnings before interest, taxes, depreciation and percent
amortization for the current 12-month period / Total
business entity revenue) * 100.0
Revenue growth over the past three reporting ((Total business entity revenue - Total revenue over percent
periods the past three reporting periods) / Total revenue
over the past three reporting periods) * 100.0
Overhead and other costs to perform the process (Percentage of total cost of the process "process dollars
"process customer credit" per $100,000 revenue customer credit" allocated to internal costs *
Percentage of internal costs of the process
"process customer credit" allocated to overhead
and other costs * 0.0001 * Total cost to perform the
process "process customer credit") / (Total business
Personnel cost to perform the process "process (Percentage of total cost of the process "process dollars
customer credit" per process FTE customer credit" allocated to internal costs *
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / Number of FTEs who
perform the process "process customer credit"
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per active customer customer credit" / Number of active customers in
customer credit" per customer account customer credit" / Number of customers in the
Total cost to perform the process "process (Total cost to perform the process "process percent
customer credit" as a percentage of revenue customer credit" / Total business entity revenue) *
100

customer credit" per process FTE customer credit" / Number of FTEs who perform the
process "process customer credit"
customer credit" per $1 billion revenue customer credit" / (Total business entity revenue * .
000000001)
customer credit" per $1,000 revenue customer credit" / (Total business entity revenue * .
001)
Personnel cost to perform the process "process (Percentage of total cost of the process "process dollars
customer credit" per $1,000 revenue customer credit" allocated to internal costs *
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.001)
Outsourced cost to perform the process "process (Total cost to perform the process "process dollars
customer credit" per $1,000 revenue customer credit" * Percentage of total cost of the
process "process customer credit" allocated to
external costs * 0.01) / (Total business entity
revenue * 0.001)
Cycle time in days for credit approval Cycle time in days for credit approval days
Number of FTEs for the order to invoice cycle per (Number of FTEs who perform the process FTEs
$1 billion revenue "manage sales orders" + Number of FTEs who
perform the process "process customer credit" +
Number of FTEs who perform the process "invoice
customer") / (Total business entity revenue *
0.000000001)
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
customer credit" per $1 billion revenue customer credit" / (Total business entity revenue * .
000000001)

Number of customer accounts per FTE that Number of customers in the customer master file / customer accounts
performs the process "process customer credit" Number of FTEs who perform the process "process
customer credit"
Number of credit reviews per FTE that performs the Credit reviews performed at account level by credit credit reviews
process "process customer credit" staff / Number of FTEs who perform the process
"process customer credit"
Number of active customers per FTE that performs Number of active customers in customer master active customers
the process "process customer credit" file / Number of FTEs who perform the process
"process customer credit"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "process percent
to the process "process customer credit" customer credit" / Number of FTEs who perform the
Percentage of FTEs who perform the process (Number of FTEs who perform the process "process percent
"process customer credit" who perform customer credit" who perform management
management activities activities / Number of FTEs who perform the
process "process customer credit") * 100.0
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per active customer customer" / Number of active customers in
customer" per customer account customer" / Number of customers in the customer
master file
Personnel cost to perform the process "invoice (Percentage of internal costs of the process dollars
customer" per process FTE "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"

"invoice customers" per $100,000 revenue "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)
Outsourced cost to perform the process "invoice (Total cost to perform the process "invoice dollars
customer" per $1,000 revenue customer" * Percentage of total cost of the process
"invoice customer" allocated to external costs *
Personnel cost to perform the process "invoice (Percentage of total cost of the process "invoice dollars
customer" per $1,000 revenue customer" allocated to internal costs * Percentage
of internal costs of the process "invoice customer"
allocated to personnel cost * 0.0001 * Total cost to
Systems cost to perform the process "invoice (Percentage of total cost of the process "invoice dollars
customer" per $100,000 revenue customer" allocated to internal costs * Percentage
of internal cost of the process "Invoice customer"
allocated to systems costs * 0.0001 * Total cost to
Systems cost to perform the process "process (Percentage of total cost of the process "process dollars
customer credit" per $100,000 revenue customer credit" allocated to internal costs *
customer credit" allocated to systems costs *
customer credit") / (Total business entity revenue *
0.00001)

Total cost to perform the process "invoice (Total cost to perform the process "invoice percent
customer" as a percentage of revenue customer" / Total business entity revenue) * 100.0
customer" per process FTE customer" / Number of FTEs who perform the
process "invoice customer"
customer" per $1 billion revenue customer" / (Total business entity revenue *
0.000000001)
customer" per $1,000 revenue customer" / (Total business entity revenue * .001)
customer" per invoice line item processed customer" / Number of line items billed/invoiced
customer" per invoice processed customer" / Number of invoices billed to customer
Cycle time in days to generate complete and Cycle time in days to generate complete and days
correct billing data correct billing data
Cycle time in days between transmission of invoice Cycle time in calendar days from the transmission days
and shipment of goods or delivery of services of an invoice/bill to shipping/providing the
good/service
Number of FTEs that perform the process "invoice Number of FTEs who perform the process "invoice FTEs
customer" per $1 billion revenue customer" / (Total business entity revenue * .
000000001)
Percentage of invoice line items invoiced using Percentage of invoice line items invoiced using percent
electronic or automatic methods electronic or automatic methods
Percentage of invoice line items processed error Percentage of invoice line items processed error percent
free the first time free the first time
Percentage of invoices automatically generated Percentage of invoices automatically generated percent
based on event triggers based on event triggers

performs the process "invoice customer" Number of FTEs who perform the process "invoice
customer"
Number of updates to the customer master file per Number of updates to customer master file / updates
FTE that performs the process "invoice customer" Number of FTEs who perform the process "invoice
customer"
Number of invoice line items processed per FTE Number of line items billed/invoiced / Number of invoice line items
that performs the process "invoice customer" FTEs who perform the process "invoice customer"
the process "invoice customer" file / Number of FTEs who perform the process
"invoice customer"
Number of invoices processed per FTE that Number of invoices billed to customer / Number of invoices
performs the process "invoice customer" FTEs who perform the process "invoice customer"
Average value per line item billed Total value of line items billed/invoiced / Number of dollars
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 invoice line items that are Percentage of invoices billed with credit terms percent
denominated in a foreign currency
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
Percentage of billed/invoiced line items offering a Percentage of line items billed/invoiced offering a percent
discount for which the discount is taken discount for which the discount is taken
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who perform management customer" who perform management activities /
activities Number of FTEs who perform the process "invoice
customer") * 100.0

Percentage of billed/invoiced line items offering a (Number of invoice line items billed/invoiced that percent
discount offer a discount / Number of line items
billed/invoiced) * 100
Systems cost to perform the process "process (Percentage of internal cost of the process "Process dollars
accounts receivable (AR)" per $100,000 revenue accounts receivable (AR)" allocated to systems
"process accounts receivable" allocated to internal
costs * 0.0001 * Total cost to perform the process
"process accounts receivable (AR)") / (Total
Total cost to perform the process "process accounts (Total cost to perform the process "process percent
receivable (AR)" as a percentage of revenue accounts receivable (AR)" / Total business entity
revenue) * 100
Total cost to perform the process "process accounts Total cost to perform the process "process accounts dollars
receivable (AR)" per process FTE receivable (AR)" / Number of FTEs who perform the
process "process accounts receivable (AR)"
receivable (AR)" per $1 billion revenue receivable (AR)" / (Total business entity revenue * .
000000001)
receivable (AR)" per $1,000 revenue receivable (AR)" / (Total business entity revenue * .
001)
receivable (AR)" per customer receipt receivable (AR)" / Number of receipts processed

Personnel cost to perform the process "process (Percentage of internal costs of the process dollars
accounts receivable (AR)" per process FTE "process accounts receivable" allocated to
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)"
Personnel cost to perform the process "process (Percentage of internal costs of the process dollars
accounts receivable (AR)" per $1,000 revenue "process accounts receivable" allocated to
internal costs * 0.0001 * Total cost to perform the
process "process accounts receivable (AR)") / (Total
Outsourced cost to perform the process "process Outsourced cost to perform the process "process dollars
accounts receivable (AR)" per $1,000 revenue accounts receivable (AR)" / (Total business entity
revenue *.0010)
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
accounts receivable (AR)" per $1 billion revenue accounts receivable (AR)" / (Total business entity
revenue * .000000001)
Percentage of receipts received electronically or Percentage of receipts received electronically or percent
automatically automatically
Percentage of invoice line items paid in full the first (Number of billed/invoiced line items that are paid percent
time in full the first time / Number of line items

Percentage of line items billed/invoiced paid on (Number of billed/invoiced line items that are paid percent
time on time / Number of line items billed/invoiced) *
100.0
Percentage of receipts received manually (Number of receipts processed that are received percent
manually / Number of receipts processed) * 100.0
Outstanding payment days as a proportion of Average days sales outstanding in accounts days
standard payment days receivable / Standard payment terms in calendar
days for accounts receivable
Percentage of total receipts that are processed (Number of receipts processed error-free first time / percent
error free the first time Number of receipts processed) * 100
Percentage of line items billed/invoiced that is Percentage of line items billed/invoiced into the percent
entered into the general ledger through an system through an automated method
automated method
Accounts receivable per $1,000 revenue Value of accounts receivable outstanding / (Total dollars
Percentage of receipts automatically matched to (Number of receipts that are automatically percent
open items in the accounts receivable sub ledger matched to open items in the accounts receivable
sub ledger / Number of receipts processed) * 100
Number of receipts processed per FTE that Number of receipts processed / Number of FTEs receipts
performs the process "process accounts receivable who perform the process "process accounts
(AR)" receivable (AR)"
Number of invoices billed per FTE that performs Number of invoices billed to customer / Number of invoices
the process "process accounts receivable (AR)" FTEs who perform the process "process accounts
receivable (AR)"
performs the process "process accounts receivable Number of FTEs who perform the process "process
(AR)" accounts receivable (AR)"

to the processes "process accounts receivable "process accounts receivable (AR)" + Number of
(AR)," "manage and process collections," and FTEs who perform the process "manage and
"manage and process adjustments/deductions" process collections" + Number of FTEs who
adjustments/deductions") / Number of FTEs who
* 100
to the process "process accounts receivable (AR)" accounts receivable (AR)" / Number of FTEs who
* 100
Number of invoice line items per receipt Number of line items billed/invoiced / Number of invoice line items
receipts processed
Personnel cost to perform the process "process Percentage of internal costs of the process percent
accounts receivable (AR)" as a percentage of the "process accounts receivable" allocated to
total process cost personnel costs * Percentage of total cost of the
internal costs * 0.01
Systems cost to perform the process "process Percentage of internal cost of the process "Process percent
accounts receivable" as a percentage of the total accounts receivable (AR)" allocated to systems
cost of the process costs * Percentage of total cost of the process
"process accounts receivable" allocated to internal
costs * 0.01
Number of receipts processed per $1,000 of Number of receipts processed / (Total business receipts
Outsourced cost to perform the process "manage Outsourced cost to perform the process "manage dollars
and process collections" per $1,000 revenue and process collections" / (Total business entity
revenue *.0010)

Personnel cost to perform the process "manage (Percentage of internal costs of the process dollars
and process collections" per $1,000 revenue "manage and process collections" allocated to
process "manage and process collections"
collections") / (Total business entity revenue * .
001)
Systems cost to perform the process "manage and (Percentage of internal cost of the process dollars
process collections" per $100,000 revenue "Manage and process collections" allocated to
systems costs * Percentage of total cost of the
process "manage and process collections"
collections") / (Total business entity revenue * .
00001)
Total cost to perform the process "manage and (Total cost to perform the process "manage and percent
process collections" as a percentage of revenue process collections" / Total business entity
revenue) * 100
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process collections" per $1 billion revenue process collections" / (Total business entity
revenue * .000000001)
process collections" per $1,000 revenue process collections" / (Total business entity
revenue * .001)
process collections" per active customer process collections" / Number of active customers
in customer master file
process collections" per process FTE process collections" / Number of FTEs who perform
the process "manage and process collections"

Total cost to perform the process "manage and (Total cost to perform the process "manage and dollars
process collections" per customer receipt process collections"/Number of receipts processed)
Total uncollectable balances as a percentage of (Total value of uncollectable balances / Total percent
revenue business entity revenue) * 100
Percentage of invoices billed to customers that (Number of invoices billed with credit terms / percent
have credit terms Number of invoices billed to customer) * 100.0
Percentage of invoice line items that is adjusted by (Number of billed/invoiced line items that are percent
the customer prior to payment adjusted prior to paying / Number of line items
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
and process collections" per $1 billion revenue and process collections" / (Total business entity
revenue * .000000001)
Number of invoices billed per FTE that performs Number of invoices billed to customer/Number of invoices
the process "manage and process collections" FTEs who perform the process "manage and
process collections"
Number of active customers managed per FTE that Number of active customers in customer master customers
performs the process "manage and process file / Number of FTEs who perform the process
collections" "manage and process collections"
to the process "manage and process collections" "manage and process collections" / Number of FTEs
resources") * 100
process adjustments/deductions" per $1,000 process adjustments/deductions" / (Total business

Systems cost to perform the process "manage and (Percentage of internal cost of the process dollars
process adjustments/deductions" per $100,000 "Manage and process adjustments/deductions"
revenue allocated to systems costs * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal costs
* 0.0001 * Total cost to perform the process
"manage and process adjustments/deductions") /
and process adjustments/deductions" per $1,000 "manage and process adjustments/deductions"
revenue allocated to personnel cost * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal costs
* 0.0001 * Total cost to perform the process
"manage and process adjustments/deductions") /
and process adjustments/deductions" per $1,000 and process adjustments/deductions" / (Total
revenue business entity revenue *.0010)
Cycle time in days to resolve adjustments Cycle time in calendar days from identifying an days
adjustment to fully resolving and reflecting it in the
accounting records
and process adjustments/deductions" per $1 billion and process adjustments/deductions" / (Total
Number of adjustments and deductions per FTE Number of adjustments/deductions / Number of adjustments and
that performs the process "manage and process FTEs who perform the process "manage and deductions
adjustments/deductions" process adjustments/deductions"

to the process "manage and process "manage and process adjustments/deductions" /
adjustments/deductions" Number of FTEs who perform the function "manage
financial resources") * 100
policies and procedures" per $1,000 revenue policies and procedures" / (Total business entity
revenue *.0010)
Systems cost to perform the process "manage (Total cost to perform the process "manage policies dollars
financial policies and procedures" per $100,000 and procedures" * Percentage of total cost of the
revenue process "Manage policies and procedures"
procedures" allocated to systems cost * .0001) /
Personnel cost to perform the process "manage (Total cost to perform the process "manage policies dollars
financial policies and procedures" per $1,000 and procedures" * Percentage of total cost of the
revenue process "Manage policies and procedures"
procedures" allocated to personnel cost * .0001) /
Total cost to perform the process "Manage financial Total cost to perform the process "manage policies dollars
policies and procedures" per $1,000 revenue and procedures" / (Total business entity revenue *
0.001)
Total cost to perform the process "Manage policies Total cost to perform the process "manage policies dollars
and procedures" per process FTE and procedures" / Number of FTEs who perform the
process "manage policies and procedures" (general
accounting and reporting)

Personnel cost to perform the process "Manage (Total cost to perform the process "manage policies dollars
policies and procedures" per process FTE and procedures" * Percentage of total cost of the
process "Manage policies and procedures"
procedures" allocated to personnel cost * .0001) /
Number of FTEs who perform the process "manage
policies and procedures" (general accounting and
reporting)
financial policies and procedures" per $1 billion policies and procedures" (general accounting and
revenue reporting) / (Total business entity revenue * .
000000001)
to the process "manage policies and procedures" "manage policies and procedures" (general
accounting and reporting) / Number of FTEs who
* 100
Percentage of FTEs who perform the process group (Number of FTEs who perform the process percent
"Perform general accounting and reporting" "manage policies and procedures" (general
allocated to the process "Manage policies and accounting and reporting) * 100) / (Number of FTEs
procedures" who perform the process "manage policies and
procedures" (general accounting and reporting) +
general accounting" + Number of FTEs who
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"
Personnel cost to perform the process "perform (Total cost to perform the process "perform general dollars
general accounting" per $1,000 revenue accounting" * Percentage of total cost of the
personnel cost * .0001) / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "perform (Total cost to perform the process "perform general dollars
general accounting" per process FTE accounting" * Percentage of total cost of the
personnel cost * .0001) / Number of FTEs who
Systems cost to perform the process "perform (Total cost to perform the process "perform general dollars
general accounting" per $100,000 revenue accounting" * Percentage of total cost of the
systems cost * .0001) / (Total business entity
revenue * 0.00001)
Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform dollars
general accounting" per $1,000 revenue general accounting" / (Total business entity
revenue *.0010)

Cycle time in days to produce period-end Cycle time in calendar days from running the initial days
management reports trial balance to completing the period-end
management report
Cycle time in days to complete the monthly Cycle time in days to complete monthly financial days
financial close close
Manual journal entry line item percentage Percentage of journal entry line items from a percent
manual recurring source + Percentage of journal
entry line items from a manual non-recurring
source
Percentage change in business entity's gross Percentage change in business entity's gross percent
margin over the past three years margin over the past three years
Percentage of journal entry line items processed Percentage of journal entry line items processed percent
error free the first time error free the first time
general accounting" per $1 billion revenue general accounting" / (Total business entity
revenue * .000000001)
Number of journal entry line items per FTE that Number of journal entry line items processed / journal entry line
performs the process "perform general accounting" Number of FTEs who perform the process "perform items
general accounting"
Number of accounts per FTE that performs the Number of accounts in the chart of accounts / accounts
process "perform general accounting" Number of FTEs who perform the process "perform
general accounting"
Number of accounts in the chart of accounts Number of accounts in the chart of accounts accounts
to the process "perform general accounting" general accounting" / Number of FTEs who perform
Percentage of accounts that are standard with the (Number of standard accounts in chart of percent
business units reporting to your site accounts / Number of accounts in the chart of
accounts) * 100.0

Percentage of FTEs who perform the process group (Number of FTEs who perform the process "perform percent
"Perform general accounting and reporting" general accounting" * 100) / (Number of FTEs who
allocated to the process "Perform general perform the process "manage policies and
accounting" procedures" (general accounting and reporting) +
fixed-asset accounting" per $1,000 revenue fixed-asset accounting" / (Total business entity
revenue *.0010)
Total cost to perform the fixed assets cycle per (Total cost to perform the process "perform capital dollars
$1,000 revenue planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed-asset accounting") / (Total business
Total cost of repair and maintenance per $1,000 Cost to repair and maintain fixed assets / (Gross dollars
gross value of fixed assets value of fixed assets * 0.0010)
Total cost of the depreciation expense per $1,000 Depreciation expense for fixed assets / (Total dollars
Total cost to perform the fixed assets cycle as ((Total cost to perform the process "perform capital percent
percentage of revenue planning and project approval" + Total cost to
"perform fixed-asset accounting") / Total business
entity revenue) * 100.0

Total cost to perform the fixed assets cycle per $1 (Total cost to perform the process "perform capital dollars
billion revenue planning and project approval" + Total cost to
"perform fixed-asset accounting") / (Total business
fixed assets cycle FTE planning and project approval" + Total cost to
"perform fixed-asset accounting") / (Number of
FTEs who perform the process "perform capital
planning and project approval" + Number of FTEs
who perform the process "perform capital project
process "perform fixed-asset accounting")
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
revenue * 0.000010)
Systems cost of the fixed assets cycle per (Systems cost to perform the process "perform dollars
$100,000 revenue capital planning and project approval" + Systems
cost to perform the process "perform capital
project accounting" + Systems cost to perform the
process "perform fixed-asset accounting") / (Total
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
revenue * 0.001)
fixed-asset accounting" per fixed asset transaction fixed-asset accounting" / Number of fixed asset
transactions

Total cost to perform the process "perform fixed- Total cost to perform the process "perform fixed- dollars
asset accounting" per $1,000 revenue asset accounting" / (Total business entity revenue *
0.0010)
Total cost to perform the process "perform fixed- Total cost to perform the process "perform fixed- dollars
asset accounting" per fixed asset transaction asset accounting" / Number of fixed asset
transactions
Personnel cost to perform the process "Perform Personnel cost to perform the process "perform dollars
fixed-asset accounting" per process FTE fixed-asset accounting" / Number of FTEs who
accounting"
cycle FTE planning and project approval"+Total cost to
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
accounting"+Number of FTEs who perform the
process "perform fixed-asset accounting")
Cycle time in days to capitalize a fixed asset Cycle time in calendar days to capitalize a fixed days
purchase asset purchase
Cycle time in days to close a capital project Cycle time in days to close a capital project days
Cycle time in days to complete an approved capital Cycle time in days to complete an approved capital days
expenditure plan expenditure plan
fixed-asset accounting" per $1 billion revenue fixed-asset accounting" / (Total business entity
revenue * 0.000000001)

Number of FTEs to perform the fixed assets cycle (Number of FTEs who perform the process "perform FTEs
per $1 billion revenue fixed-asset accounting" + Number of FTEs who
perform the process "perform capital planning and
project approval" + Number of FTEs who perform
the process "perform capital project accounting") /
Percentage of capital projects budgeted and ((Number of capital projects approved in the past percent
approved in the capital expenditure plan 12 months - Approved and non-budgeted capital
projects) / Number of capital projects approved in
the past 12 months) * 100.0
Percentage of capital projects completed on time Percentage of capital projects completed on time percent
Percentage of approved capital projects considered Percentage of approved capital projects considered percent
within or on budget for spending within or on budget for spending
Return on fixed assets Return on fixed assets percent
Fixed asset turnover Total business entity revenue / Net book value of percent
fixed assets
Number of fixed assets managed per FTE that Number of fixed assets managed / Number of FTEs fixed assets
performs the process "perform fixed-asset who perform the process "perform fixed-asset
accounting" accounting"
Number of fixed assets transactions per FTE that Number of fixed asset transactions / Number of fixed asset
performs the process "perform fixed-asset FTEs who perform the process "perform fixed-asset transactions
accounting" accounting"
Number of journal entry line items for fixed asset Number of journal entry line items processed to journal entry line
transactions per fixed asset accounting FTE record fixed asset transactions / Number of FTEs items
who perform the process "perform fixed-asset
accounting"
to the process "perform fixed asset accounting" fixed-asset accounting" / Number of FTEs who
* 100

to the fixed assets cycle "perform fixed-asset accounting" + Number of
FTEs who perform the process "perform capital
planning and project approval" + Number of FTEs
who perform the process "perform capital project
accounting") / Number of FTEs who perform the
Fixed asset transactions resulting from physical (Number of fixed asset transactions from physical percent
inventories as a percentage of total fixed asset inventories / Number of fixed asset transactions) *
transactions 100.0
Net value of fixed assets as a percentage of gross (Net book value of fixed assets / Gross value of percent
value of fixed assets fixed assets) * 100.0
Total value of Assets Under Management per Total value of Assets Under Management for the dollars
$1,000 revenue overall organization / (Total annual revenue for
retail banking operation * .001)
"Perform general accounting and reporting" fixed-asset accounting" * 100) / (Number of FTEs
allocated to the process "Perform fixed-asset who perform the process "manage policies and
accounting" procedures" (general accounting and reporting) +
Total cost to perform the process "perform financial Total cost to perform the process "perform financial dollars
reporting" per process FTE reporting" / Number of FTEs who perform the
process "perform financial reporting"

Personnel cost to perform the process "Perform (Total cost to perform the process "perform dollars
financial reporting" per process FTE financial reporting" * Percentage of total 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 Total cost to perform the process "perform financial dollars
reporting" per $1,000 revenue reporting" / (Total business entity revenue * 0.001)
Personnel cost to perform the process "perform (Total cost to perform the process "perform dollars
financial reporting" per $1,000 revenue financial reporting" * Percentage of total cost of the
personnel cost * .0001) / (Total business entity
revenue * 0.001)
Systems cost to perform the process "perform (Total cost to perform the process "perform dollars
financial reporting" per $100,000 revenue financial reporting" * Percentage of total cost of the
systems cost * .0001) / (Total business entity
revenue * 0.00001)
financial reporting" per $1,000 revenue financial reporting" / (Total business entity revenue
*.0010)
Cycle time in days to complete the monthly Cycle time in days to complete the monthly days
consolidated financial statements consolidated financial statements
Cycle time in days from producing annual flash Cycle time in calendar days from producing flash days
reports to completing consolidated annual financial reports and completing the consolidated financial
statements statements

Cycle time in calendar days from producing Cycle time in calendar days from producing days
monthly flash reports to completing the monthly monthly flash reports and completing the monthly
consolidated financial statements consolidated financial statements
Cycle time in days between completion of annual Cycle time in days between completion of days
consolidated financial statements and the release consolidated financial statements and the release
of earnings of earnings
Cycle time in days between completion of Cycle time in days between completion of days
quarterly consolidated financial statements and quarterly consolidated financial statements and
the release of earnings the release of earnings
financial reporting" per $1 billion revenue financial reporting" / (Total business entity revenue
* 0.000000001)
to the process "perform financial reporting" financial reporting" / Number of FTEs who perform
"Perform general accounting and reporting" financial reporting" * 100) / (Number of FTEs who
allocated to the process "Perform financial perform the process "manage policies and
reporting" procedures" (general accounting and reporting) +
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"
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue business entity revenue *.0010)

Actual capital expenditure as a percentage of (Actual capital spending one year prior / Capital percent
budgeted capital expenditures for one year prior expenditure budget one year prior) * 100.0
Actual capital expenditure as a percentage of (Actual capital spending two years prior / Capital percent
budgeted capital expenditures for two years prior expenditure budget two years prior) * 100.0
capital planning and project approval" per capital planning and project approval" / (Total
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
Total cost to perform the process "perform capital Total cost to perform the process "perform capital dollars
planning and project approval" per $1,000 revenue planning and project approval" / (Total business
Cycle time in days to approve a capital project Cycle time in days to approve a capital project days
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"
capital planning and project approval" per $1 capital planning and project approval" / (Total
Actual capital expenditure as a percentage of (Actual capital spending for most recent year / percent
budgeted capital expenditures for the most recent Capital expenditure budget for most recent year) *
year 100.0
to the process "perform capital planning and capital planning and project approval" / Number of
project approval" FTEs who perform the function "manage financial
resources") * 100
Total cost to perform the process "perform capital Total cost to perform the process "perform capital dollars
project accounting" per $1,000 revenue project accounting" / (Total business entity revenue
* 0.0010)

Total cost of the process "perform capital project Total cost to perform the process "perform capital dollars
accounting" per approved capital project project accounting" / Number of capital projects
approved in the past 12 months
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")
capital project accounting" per $100,000 revenue capital project accounting" / (Total business entity
revenue * 0.000010)
revenue * 0.001)
revenue *.0010)
capital project accounting" per $1 billion revenue capital project accounting" / (Total business entity
revenue * 0.000000001)
Number of capital projects not budgeted as a (Approved and non-budgeted capital projects / percent
percentage of approved projects Number of capital projects approved in the past 12
months) * 100.0
to the process "perform capital project accounting" capital project accounting" / Number of FTEs who
* 100
Outsourced cost to perform the process "report (Total cost to perform the process "report time" * dollars
time" per employee paid Percentage of total cost to perform the process
"report time" allocated to external costs * .01) /
Total number of employees paid

Overhead and other costs to perform the process (Total cost to perform the process "report time" * dollars
"report time" per employee paid Percentage of total cost to perform the process
time" allocated to overhead and other costs * .
0001)/Total number of employees paid
Overhead cost and other costs to perform the (Total cost to perform the process "report time" * dollars
process "report time" per $1,000 revenue Percentage of total cost to perform the process
time" allocated to overhead and other costs * .
0001)/(Total business entity revenue * 0.001)
Outsourced cost to perform the process "report (Total cost to perform the process "report time" * dollars
time" per $1,000 revenue Percentage of total cost to perform the process
"report time" allocated to external costs * .01)/
Personnel cost to perform the process "report time" (Total cost to perform the process "report time" * dollars
per $1,000 revenue Percentage of total cost to perform the process
time" allocated to personnel costs * 0.0001) / (Total
Personnel cost to perform the process "report time" (Percentage of internal costs of the process "report dollars
per employee paid time" allocated to personnel costs * Percentage of
total cost to perform the process "report time"
perform the process "report time") / Total number
of employees paid

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"
perform the process "report time") / Total number
of employees paid
Total cost to perform the process "report time" per Total cost to perform the process "report time" / dollars
$1,000 revenue (Total business entity revenue * 0.001)
employee paid Total number of employees paid
time record processed Number of time records processed
Cycle time in business days to process time record Cycle time in business days from receiving the days
data and enter into payroll system time record from the employee and entering the
data into the payroll system
Percentage of time records that are submitted Percentage of time records submitted electronically percent
electronically
Percentage of time records that are entered Percentage of time records entered manually percent
manually into the payroll system
Percentage of time records that are processed first Percentage of time records processed error-free the percent
time error free first time
Percentage of time records that are returned to the Percentage of time records returned to the the field percent
employee/field for validation and/or correction for validation and/or correction
Number of FTEs that perform the process "report Number of FTEs who perform the process "report FTEs
time" per $1 billion revenue time" / (Total business entity revenue * .
000000001)
time" per 1,000 employees paid time" / (Total number of employees paid * 0.001)
Number of time records processed per FTE that Number of time records processed / Number of time records
performs the process "report time" FTEs who perform the process "report time"

Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "report percent
to the process "report time" time" / Number of FTEs who perform the function
"manage financial resources") * 100
Percentage of total FTEs that perform the process (Number of FTEs who perform the process "report percent
group "process payroll" that perform the process time" /(Number of FTEs who perform the process
"report time" "report time"+Number of FTEs who perform the
process "manage pay"+Number of FTEs who
perform the process "process payroll taxes") ) *
100
Overhead and other costs to perform the process (Total cost to perform the process "manage pay" * dollars
"manage pay" per employee paid Percentage of total cost of the process "manage
allocated to overhead and other costs * .
0001)/Total number of employees paid
Overhead cost and other costs to perform the (Total cost to perform the process "manage pay" * dollars
process "manage pay" per $1,000 revenue Percentage of total cost of the process "manage
allocated to overhead and other costs * .0001)/
Outsourced cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per employee paid Percentage of total cost of the process "manage
pay" allocated to external costs * .01)/Total number
of employees paid
Total cost to perform the process "manage pay" per Total cost to perform the process "manage pay" / dollars
$1,000 revenue (Total business entity revenue * 0.001)
employee paid Total number of employees paid
payroll disbursement Number of payroll disbursements

Systems cost to perform the process "manage pay" (Percentage of internal cost of the process dollars
per employee paid "Manage pay" allocated to systems costs *
cost to perform the process "manage pay" ) / Total
number of employees paid
Personnel cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per $1,000 revenue Percentage of total cost of the process "manage
allocated to personnel costs * 0.0001) / (Total
pay" per employee paid "manage pay" allocated to personnel costs *
cost to perform the process "manage pay" ) / Total
number of employees paid
Outsourced cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per $1,000 revenue Percentage of total cost of the process "manage
pay" allocated to external costs * .01)/(Total
Cycle time in business days between the time Cycle time in business days between the time days
period cut-off for employees and the payroll period cut-off for employees and the payroll
transmit date transmit date
Cycle time in business days from HR/benefits Cycle time in business days from HR/benefits days
system cut-off until payroll system cut-off date system cut-off until payroll system cut-off date
Cycle time in business days to reflect a new Cycle time in business days from the effective date days
employee in the payroll system of hire for a new employee until they are included
in the payroll system

Cycle time in business days to remove a Cycle time in business days from the effective date days
terminated employee from the payroll system that an employee is terminated until they are
removed from the payroll system
Cycle time in business days to resolve a payroll Cycle time in business days from when an error is days
error identified/reported to when it is fully resolved and
reflected in the accounting records
Cycle time in business days from the payroll Cycle time in business days from the payroll days
system cut-off date until payroll transmit date system cut-off date until payroll transmit date
pay" per $1 billion revenue pay" / (Total business entity revenue * .000000001)
pay" per 1,000 employees paid pay" / (Total number of employees paid * 0.001)
Number of payroll-related inquiries as a percentage (Number of payroll inquiries received / Number of percent
of payroll disbursements payroll disbursements) * 100
Payment errors as a percentage of total payroll Percentage of payroll disbursements with errors percent
disbursements identified after distribution
Percentage of employees receiving payroll Percentage of employees receiving payroll percent
disbursements via direct deposit disbursements via direct deposit
Number of voided checks/payments as a (Number of checks/payments voided during the percent
percentage of payroll disbursements year / Number of payroll disbursements) * 100
Percentage of payroll disbursements that are Percentage of payroll disbursements that were percent
manual checks/payments manual cheques
Percentage of payroll disbursements that include Percentage of payroll disbursements that were or percent
retroactive pay adjustments included retroactive pay adjustments
Number of payroll disbursements processed per Number of payroll disbursements / Number of FTEs disbursements
FTE that performs the process "manage pay" who perform the process "manage pay"

Number of manual checks/payments per FTE that (Number of payroll disbursements * Percentage of manual checks
performs the process group "process payroll" payroll disbursements that were manual cheques
* .01) / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")
to the process "manage pay" "manage pay" / Number of FTEs who perform the
Percentage of total FTEs that perform the process (Number of FTEs who perform the process percent
group "process payroll" that perform the process "manage pay" / (Number of FTEs who perform the
"manage pay" process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
taxes")) * 100
Business days the HR/Benefits system is open for Number of business days HR/Benefit system is days
employee data changes, new hires and termination open for employee data changes, new hires, and
during payroll period terminations during payroll period
Outsourced cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per employee paid taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
external costs * .01)/Total number of employees
paid
Overhead and other costs to perform the process (Total cost to perform the process "process payroll dollars
"process payroll taxes" per employee paid taxes" * Percentage of total cost to perform the
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 (Total cost to perform the process "process payroll dollars
process "process payroll taxes" per $1,000 revenue taxes" * Percentage of total cost to perform the
overhead and other costs * .0001)/(Total business
Outsourced cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per $1,000 revenue taxes" * Percentage of total cost to perform the
external costs * .01)/(Total business entity revenue
* 0.001)
Personnel cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per $1,000 revenue taxes" * Percentage of total cost to perform the
personnel costs * 0.0001) / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "process (Percentage of internal costs of the process "report dollars
payroll taxes" per employee paid payroll taxes" allocated to personnel costs *
payroll taxes") / Total number of employees paid
Total cost to perform the process "process payroll Total cost to perform the process "process payroll dollars
taxes" per $1,000 revenue taxes" / (Total business entity revenue * 0.001)
Total cost to perform the process "process payroll Total cost to perform the process "process payroll dollars
taxes" per employee paid taxes" / Total number of employees paid

Systems cost to perform the process "process (Percentage of internal cost of the process "Process dollars
payroll taxes" per employee paid payroll taxes" allocated to systems costs *
payroll taxes") / Total number of employees paid
Cycle time in business days from notification of Cycle time in business days from notification of days
required garnishment to the time the garnishment required garnishment to the time the garnishment
is processed in the payroll system and scheduled is processed in the payroll system and scheduled
for withholding for withholding
payroll taxes" per $1 billion revenue payroll taxes" / (Total business entity revenue * .
000000001)
payroll taxes" per 1,000 employees paid payroll taxes" / (Total number of employees paid *
0.001)
Percentage of total FTEs that perform the process (Number of FTEs who perform the process "process percent
group "process payroll" that perform the process payroll taxes" / (Number of FTEs who perform the
"process payroll taxes" process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
taxes")) * 100
to the process "process payroll taxes" payroll taxes" / Number of FTEs who perform the
Total cost to perform the process "process accounts Total cost to perform the process "process accounts Dollars
payable" per thousand barrel of oil equivalent payable (AP)" / (Average oil and gas net production
(BOE) (BOE/day) * .001)
payable" per gross operated producing well payable (AP)" / Total operated producing well count

payable" per mile of pipe payable (AP)" / Total number of miles of pipeline in
service
payable" per thousand barrels throughput payable (AP)" / (Average refining throughput * .
001)
Value of purchases (in millions) per FTE that Value of all materials and services purchased / dollars
performs the process "process accounts payable (Number of FTEs who perform the process "process
(AP)" accounts payable (AP)" * 1000000)
Total cost to perform the process "process accounts (Total cost to perform the process "process percent
payable" as a percentage of revenue accounts payable (AP)" / Total business entity
revenue ) * 100
payable" per process FTE payable (AP)" / Number of FTEs who perform the
process "process accounts payable (AP)"
Total cost to perform the process "Process accounts Total cost to perform the process "process accounts dollars
payable" per $1 billion revenue payable (AP)" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "Process accounts Total cost to perform the process "process accounts dollars
payable" per $1,000 purchases payable (AP)" / (Value of all materials and services
purchased * 0.001)
payable (AP)" per $1,000 revenue payable (AP)" / (Total business entity revenue *
0.001)
payable (AP)" per disbursement/payment payable (AP)" / Total number of disbursements
excluding T&E disbursements
payable" per invoice line item processed payable (AP)" / Number of invoice line items
processed

Systems cost to perform the process "process ((Total cost to perform the process "process dollars
accounts payable (AP)" per $100,000 purchases accounts payable (AP)" * Percentage of total 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 ((Total cost to perform the process "process dollars
accounts payable (AP)" per $100,000 revenue accounts payable (AP)" * Percentage of total cost
allocated to systems cost) *.0001) / (Total business
Personnel cost to perform the process "process ((Total cost to perform the process "process dollars
accounts payable" per process FTE accounts payable (AP)" * Percentage of total cost
allocated to personnel cost) *.0001) / Number of
FTEs who perform the process "process accounts
payable (AP)"
accounts payable (AP)" per $1,000 purchases accounts payable (AP)" * Percentage of total cost
allocated to personnel cost) *.0001) / (Value of all
materials and services purchased * 0.001)

accounts payable (AP)" per $1,000 revenue accounts payable (AP)" * Percentage of total cost
allocated to personnel cost) *.0001) / (Total
Outsourced cost to perform the process "process (Percentage of total cost of the process "Process dollars
accounts payable (AP)" per $1,000 revenue accounts payable" allocated to external cost *
Total cost to perform the process "process accounts
payable (AP)" / 100) / (Total business entity
revenue * 0.001)
payable (AP)" per invoice processed payable (AP)" / Number of invoices processed
Cycle time in days from receipt of invoice until Cycle time in calendar days from the receipt of an days
approved and scheduled for payment invoice to its approval and scheduling
Cycle time in days from receipt of invoice until Cycle time in calendar days from receipt of an days
payment is transmitted invoice until payment is transmitted
Cycle time in days to resolve an invoice error Cycle time in calendar days from discovering an days
invoice error to its resolution
Cycle time in hours to enter invoice data into the Cycle time in hours from the receipt of an invoice hours
system to its entry into the accounts payable/invoicing
system
Average cycle time (in calendar days) from the first Average cycle time from the first time an invoice is Days
time an invoice is blocked/parked to the final time blocked/parked until it is unblocked/unparked
the invoice in unblocked/unparked
accounts payable (AP)" per $1 billion revenue accounts payable (AP)" / (Total business entity
revenue * .000000001)
Payables outstanding per $1,000 revenue Value of accounts payable / (Total business entity dollars
revenue * 0.0010)

Percentage of disbursements that are first time Percentage of disbursements that is processed percent
error free error-free the first time
Percentage of discounts available that are taken (Number of invoice line items that are paid within percent
the discount period / Number of invoice line items
received that offer a discount) * 100
Percentage of invoices paid within the discount (Number of invoices paid within discount period / percent
period Number of invoices processed) * 100.0
Percentage of invoice line items which are Percentage of invoice line items that is entered percent
manually keyed into the financial system into the financial system by manual keying
Percentage of invoice line items received Percentage of invoice line items received percent
electronically electronically
Percentage of invoice line items that are matched Percentage of invoice line items that is matched percent
the first time the first time
Percentage of invoice line items matched with a Percentage of invoice line items that is matched percent
purchase order with a purchase order
Percentage of invoice line items paid on time Percentage of invoice line items paid on time percent
Number of FTEs who perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable (AP)" per $1 billion purchases accounts payable (AP)" / (Value of all materials and
Number of invoice line items processed per FTE Number of invoice line items processed / Number invoice line items
that performs the process "process accounts of FTEs who perform the process "process accounts
payable (AP)" payable (AP)"
accounts payable" per million barrel of oil accounts payable (AP)" / (Average oil and gas net
equivalent (BOE) net production production (BOE/day) * .000001)
accounts payable" per thousand gross operated accounts payable (AP)" / (Total operated producing
producing wells well count * .001)
accounts payable" per thousand miles of pipe accounts payable (AP)" / (Total number of miles of
pipeline in service * .001)

accounts payable" per thousand barrels throughput accounts payable (AP)" / (Average refining
throughput * .001)
Number of disbursements per FTE that performs Total number of disbursements excluding T&E disbursements
the process "process accounts payable (AP)" disbursements / Number of FTEs who perform the
process "process accounts payable (AP)"
Number of invoices processed per FTE that Number of invoices processed / Number of FTEs invoices
performs the process "process accounts payable who perform the process "process accounts
(AP)" payable (AP)"
Number of invoiced line items per $1,000 Number of invoice line items processed / (Value of invoice line items
purchases all materials and services purchased * 0.001)
to the process "process accounts payable" accounts payable (AP)" / Number of FTEs who
* 100
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 Percentage of total cost of the process "Process percent
accounts payable" as a percentage of the total cost accounts payable" allocated to external cost
of the process
Percentage of invoices paid on time Percentage of invoices paid on time Percent
Number of invoices processed per $1,000 of Number of invoices processed / (Value of all invoices
purchases materials and services purchased * 0.001)
Systems cost to perform the process "process (Percentage of total cost of the process "Process percent
accounts payable" as a percentage of the total cost accounts payable" allocated to internal cost *
of the process Percentage of internal cost of the process "Process
accounts payable" allocated to systems cost) *.01

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
Percentage of invoices processed through self- Percentage of invoices processed through self- Percent
invoicing invoicing
Payments sent to vendors through electronic funds Number of payments sent through electronic funds Percent
transfer (EFT) as a percentage of the total number transfer (EFT) as a percentage of total payments
of payments sent sent
Payments sent to vendors through automated Number of payments sent through automated Percent
clearing house (ACH) as a percentage of the total clearing house (ACH) as a percentage of total
number of payments sent payments sent
Payments sent to vendors through paper check as Number of payments sent through paper check as Percent
a percentage of the total number of payments sent a percentage of total payments sent
Payments sent to vendors through e-Payable as a Number of payments sent through ePayable as a Percent
percentage of the total number of payments sent percentage of total payments sent
Payments sent to vendors through other methods Number of payments sent through electronic funds Percent
as a percentage of the total number of payments transfer (EFT) as a percentage of total payments
sent sent
Outsourced cost to perform the process "process (Percentage of total cost of the process "Process dollars
expense reimbursements" per $1,000 revenue expense reimbursements" allocated to external
cost * Total cost to perform the process "process
expense reimbursements" / 100) / (Total business

Personnel cost to perform the process "process (Total cost to perform the process "process dollars
expense reimbursements" per $1,000 revenue expense reimbursements" * Percentage of total
expense reimbursements" allocated to personnel
cost * .0001) / (Total business entity revenue *
0.001)
Personnel cost to perform the process "Process (Total cost to perform the process "process dollars
expense reimbursements" per process FTE expense reimbursements" * Percentage of total
cost * .0001) / Number of FTEs who perform the
process "process expense reimbursements"
Systems cost to perform the process "process (Total cost to perform the process "process dollars
expense reimbursements" per $100,000 revenue expense reimbursements" * Percentage of total
expense reimbursements" allocated to systems
cost * .0001) / (Total business entity revenue *
0.00001)
Total cost to perform the process "process expense (Total cost to perform the process "process percent
reimbursements" as a percentage of revenue expense reimbursements" / Total business entity
revenue ) * 100
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per process FTE reimbursements" / Number of FTEs who perform
the process "process expense reimbursements"

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)
reimbursements" per $1,000 revenue reimbursements" / (Total business entity revenue *
0.001)
reimbursements" per T&E disbursement reimbursements" / Number of T&E disbursements
Personnel cost of the process "Process expense (Total cost to perform the process "process dollars
reimbursements" per $100,000 of T&E expense reimbursements" * Percentage of total
expenditures cost of the process "Process expense
cost * .0001) / (Total value of T&E expenditures *
0.00001)
Systems cost of the process "Process expense (Total cost to perform the process "process dollars
reimbursements" per $100,000 of T&E expense reimbursements" * Percentage of total
expenditures cost of the process "Process expense
expense reimbursements" allocated to systems
cost * .0001) / (Total value of T&E expenditures *
0.00001)
Cycle time in days to approve and schedule T&E Cycle time in calendar days from the receipt of an days
reimbursements expense report to its approval and scheduling for
payment
Percentage of total T&E expenditures made using (Total value of cash advances / Total value of T&E percent
cash advances expenditures) * 100.0

Percentage of expense report exception line items (Number of expense report line items with percent
exceptions / Expense report line items) * 100
expense reimbursements" per $1 million T&E expense reimbursements" / (Total value of T&E
expenditures expenditures * 0.000001)
expense reimbursements" per $1 billion revenue expense reimbursements" / (Total business entity
revenue * .000000001)
Number of T&E disbursements per "process Number of T&E disbursements / Number of FTEs disbursements
expense reimbursements" FTE who perform the process "process expense
reimbursements"
Number of expense report line items per FTE that Expense report line items / Number of FTEs who expense report line
performs the process "process expense perform the process "process expense items
reimbursements" reimbursements"
Number of expense report line items per $1,000 Expense report line items / (Total value of T&E expense report line
T&E expenditure expenditures * 0.001) items
to the process "process expense reimbursements" expense reimbursements" / Number of FTEs who
* 100
Personnel cost of the process "Process expense (Percentage of total cost of the process "Process percent
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
Systems cost to perform the process "Process (Percentage of total cost of the process "Process percent
expense reimbursements" as a percentage of the expense reimbursements" allocated to internal
total cost of the process cost * Percentage of internal cost of the process
systems cost) *.01

Overhead and other cost to perform the process (Percentage of total cost of the process "Process percent
"Process expense reimbursements" as a expense reimbursements" allocated to internal
percentage of the total cost of the process cost * Percentage of internal cost of the process
overhead and other costs) *.01
Outsourced cost to perform the process "Process Percentage of total cost of the process "Process percent
expense reimbursements" as a percentage of the expense reimbursements" allocated to external
total cost of the process cost
operations" per bank used in cash collection treasury operations" / Number of banks used in
network organization's cash collection network
operations" per bank used in cash disbursement treasury operations" / Number of banks used in
network organization's cash disbursement network
Cycle time in hours to initiate, approve, and Cycle time in hours to initiate, approve, and hours
dispatch a wire transfer dispatch a wire transfer
Cycle time in hours to reconcile a single bank Cycle time in days to reconcile a single bank hours
account account from bank account statement receipt
through ending book balance reconciliation
Average cycle time in hours to develop a short- Cycle time in hours to develop a short-term cash hours
term cash flow forecast flow forecast
Average cycle time in hours for your organization Cycle time in hours to concentrate/physically pool hours
to concentrate/physically pool cash and establish a cash and establish a daily cash position
daily cash position
Cycle time in days to refresh the cash flow forecast Cycle time in calendar days to refresh cash flow days
forecast
Number of banks used in cash collection network Number of banks used in organization's cash banks
per $1 billion revenue collection network / (Total business entity revenue
* .000000001)

Number of banks used in cash disbursement Number of banks used in organization's cash banks
network per $1 billion revenue disbursement network / (Total business entity
revenue * .000000001)
Number of banks used in cash collection network Number of banks used in organization's cash banks
per FTE that performs the process group "Manage collection network / Number of FTEs who perform
treasury operations" the process group "manage treasury operations"
Number of banks used in cash disbursement Number of banks used in organization's cash banks
network per FTE that performs the process group disbursement network / Number of FTEs who
"Manage treasury operations" perform the process group "manage treasury
operations"
Total cost to perform the process "establish internal Total cost to perform the process "establish internal dollars
controls, policies, and procedures" per $1,000 controls, policies, and procedures" / (Total business
Personnel cost to perform the process "establish Personnel cost to perform the process "establish dollars
internal controls, policies, and procedures" per internal controls, policies, and procedures" / (Total
Risk assessment cost as a percentage of total cost Percentage of cost to perform the process percent
to perform the process "establish internal controls, "establish internal controls, policies, and
policies, and procedures" procedures" allocated to risk assessment
Systems cost to perform the process "establish Systems cost to perform the process "establish dollars
Outsourced cost to perform the process "establish Outsourced cost to perform the process "establish dollars
$1,000 revenue business entity revenue *.0010)
Number of FTEs that perform the process Number of FTEs who perform the process FTEs
"establish internal controls, policies, and "establish internal controls, policies, and
procedures" per $1 billion revenue procedures" / (Total business entity revenue *
0.000000001)

to the process "establish internal controls, policies, "establish internal controls, policies, and
and procedures" procedures" / Number of FTEs who perform the
Percentage of officers/employees on the audit (Number of audit committee officers/employees / percent
committee (Number of audit committee officers/employees +
Number of other non-independent members on the
audit committee + Number of audit committee
independent members)) * 100.0
Percentage of officers/employees on the (Number of compensation committee percent

compensation committee officers/employees / (Number of compensation
committee officers/employees + Number of other
non-independent members on the compensation
committee + Number of compensation committee
Percentage of officers/employees on the (Number of governance committee percent

governance committee officers/employees / (Number of governance
committee officers/employees + Number of other
non-independent members on the governance
committee + Number of governance committee
Percentage of other non-independent members on (Number of other non-independent members on percent

the audit committee the audit committee / (Number of audit committee
officers/employees + Number of other non-
independent members on the audit committee +
Number of audit committee independent
members)) * 100.0

the compensation committee the compensation committee / (Number of
compensation committee officers/employees +
compensation committee + Number of
compensation committee independent members))
* 100.0

the governance committee the governance committee / (Number of
governance committee officers/employees +
governance committee + Number of governance
committee independent members)) * 100.0
Percentage of independent members on the audit (Number of audit committee independent percent
committee members / (Number of audit committee
independent members on the audit committee +
Number of audit committee independent
members)) * 100.0
Percentage of independent members on the (Number of compensation committee independent percent
compensation committee members / (Number of compensation committee
independent members on the compensation
committee + Number of compensation committee
Percentage of independent members on the (Number of governance committee independent percent

governance committee members / (Number of governance committee
independent members on the governance
committee + Number of governance committee

Percentage of independent, outside directors on (Number of independent or outside directors on percent
the board the board / Number of directors on the board) *
100.0
Outsourced cost to perform the process "operate Outsourced cost to perform the process "operate dollars
controls and monitor compliance with internal controls and monitor compliance with internal
controls policies and procedures" per $1,000 controls policies and procedures" / (Total business
revenue entity revenue *.0010)
Total cost to perform the process "operate controls Total cost to perform the process "operate controls dollars
and monitor compliance with internal controls and monitor compliance with internal controls
policies and procedures" per $1,000 revenue policies and procedures" / (Total business entity
revenue * 0.0010)
Cycle time in calendar days (including weekends) Cycle time in calendar days (including weekends) days
from identification of change in risk until changes from identification of change in risk until changes
to risk management policies and procedures are to risk management policies and procedures are
completed and ready for completed and ready for
deployment/communication/implementation by the deployment/communication/implementation by the
business entity business entity
Cycle time in calendar days (including weekends) Cycle time in calendar days (including weekends) days
from the identification of a control violation until from the identification of a control violation until
the violation is reported/communicated to the the violation is reported/communicated to the
control or process owner control or process owner

Cycle time in days from reporting of a control Cycle time in days from reporting of a control days
violation until investigation is completed and violation until investigation is completed and
remediation steps/control changes are developed remediation steps/control changes are developed
Cycle time in days to deploy change in enabling Cycle time in days to deploy change in enabling days
technology technology
controls policies and procedures" per $1 billion controls policies and procedures" / (Total business
Number of primary controls per 1,000 employees Number of identified primary controls / (Number of controls
business entity employees * 0.0010)
Number of control violations per 1,000 business Number of control violations in last twelve months control violations
entity employees pertaining to financial reporting/accounting and/or
security/access to financial records / (Number of
Number of times last year employees used existing Number of times employees used existing times
communication channels to report suspected communication channels to report suspected
improprieties per 1,000 employees improprieties in past 12 months / (Number of
Percentage of primary controls that are automated (Number of automated primary controls / Number percent
of identified primary controls) * 100.0
Percentage of primary controls that are detective (Number of detective primary controls / Number of percent
in nature identified primary controls) * 100.0
Percentage of primary controls that are preventive (Number of preventative primary controls / Number percent
in nature of identified primary controls) * 100.0
Percentage of total control violations that are new (Number of new control violations in last twelve percent
months / Number of control violations in last twelve
months pertaining to financial reporting/accounting
and/or security/access to financial records) * 100.0

Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "operate percent
to the process "operate controls and monitor controls and monitor compliance with internal
compliance with internal controls policies and controls policies and procedures" / Number of FTEs
procedures" who perform the function "manage financial
resources") * 100
Self assessments as a percentage of risk Percentage of conducting risk assessment cost percent
assessment cost toward self assessments
Total cost to perform the process "report on Total cost to perform the process "report on dollars
internal controls compliance" per $1,000 revenue internal controls compliance" / (Total business
Systems cost to perform the process "report on Systems cost to perform the process "report on dollars
internal controls compliance" per $100,000 internal controls compliance" / (Total business
Personnel cost to perform the process "report on Personnel cost to perform the process "report on dollars
Outsourced cost to perform the process "report on Outsourced cost to perform the process "report on dollars
entity revenue *.0010)
Previously identified control violations as a (Number of previously identified control violations percent
percentage of total control violations in last twelve months / Number of control violations
in last twelve months) * 100.0
on internal controls compliance" per $1 billion on internal controls compliance" / (Total business
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "report percent
to the process "report on internal controls on internal controls compliance" / Number of FTEs
compliance" who perform the function "manage financial
resources") * 100
Independent internal resources as a percentage of Percentage of conducting risk assessment cost percent
risk assessment cost toward independent internal resources

Other as a percentage of risk assessment cost Percentage of the total cost of conducting risk percent
assessments for costs other than self assessments,
independent internal resources, and outside
consultants
Outside consultants as a percentage of risk Percentage of conducting risk assessment cost percent
assessment cost toward outside consultants
"process customer credit" who establish credit customer credit" who establish credit policies /
policies Number of FTEs who perform the process "process
customer credit") * 100.0
Maximum value of credit that can be extended to Maximum credit that can be extended to new dollars
new customers without approval customers without approval
Maximum value of credit that can be extended to Maximum credit that can be extended to existing dollars
existing customers without approval customers without approval
"process customer credit" who analyze/approve customer credit" who analyze/approve new
new account applications account applications / Number of FTEs who perform
the process "process customer credit") * 100.0
"process customer credit" who review existing customer credit" who review existing accounts /
accounts Number of FTEs who perform the process "process
customer credit") * 100.0
"process customer credit" who produce customer credit" who produce credit/collection
credit/collection reports reports / Number of FTEs who perform the process
"process customer credit") * 100.0
Number of updates to the customer master file per Number of updates to customer master file / updates
FTE that performs the process "invoice customer" Number of FTEs who perform the process "invoice
and maintains customer/product master files customer" who maintain customer/product master
files

the process "invoice customer" and maintains file / Number of FTEs who perform the process
customer/product master files "invoice customer" who maintain customer/product
master files
"invoice customer" who maintain customer/product customer" who maintain customer/product master
master files files / Number of FTEs who perform the process
"invoice customer") * 100.0
"invoice customer" who generate customer billing customer" who generate customer billing data /
data Number of FTEs who perform the process "invoice
customer") * 100.0
"invoice customer" who transmit billing data to customer" who transmit billing data to customer /
customers Number of FTEs who perform the process "invoice
customer") * 100.0
"invoice customer" who post accounts receivable customer" who post accounts receivable entries /
entries Number of FTEs who perform the process "invoice
customer") * 100.0
"invoice customer" who resolve customer billing customer" who resolve customer billing inquiries /
inquiries Number of FTEs who perform the process "invoice
customer") * 100.0
Percentage of disbursements submitted Percentage of disbursements processed that are percent
electronically submitted electronically
operations" per foreign currency involved in foreign treasury operations" / Number of foreign
exchange hedging program currencies involved in foreign exchange hedging
program

Number of foreign currencies involved in foreign Number of foreign currencies involved in foreign foreign currencies
exchange hedging program per FTE that performs exchange hedging program / Number of FTEs who
the process group "Manage treasury operations" perform the process group "manage treasury
operations"
Number of foreign currencies involved in foreign Number of foreign currencies involved in foreign foreign currencies
exchange hedging program per $1 billion revenue exchange hedging program / (Total business entity
revenue * .000000001)
Time in weeks to complete projects that address an Time in weeks to complete projects that address an weeks
identified business exposure or opportunity (less identified business exposure or opportunity (less
than 20 percent of total annual revenue) than 20 percent of total revenue)
identified business exposure or opportunity identified business exposure or opportunity
(between 20 and 40 percent of total annual (between 20 and 40 percent of total revenue)
revenue)
revenue)
revenue)
(greater than 80 percent of total annual revenue) (greater than 80 percent of total revenue)
Number of IT FTEs for the process group "manage Number of FTEs who perform the process group FTEs
business resiliency" per $1 billion revenue "manage business resiliency and risk" / (Total

Percentage of business entity IT FTEs who perform (Number of FTEs who perform the process group percent
the process group "manage business resiliency" "manage business resiliency and risk"/Number of
FTEs who perform the function "manage
information technology") * 100.0
Total cost to perform the process group "develop (Total annual IT cost (excluding Dollars
and implement security, privacy, and data depreciation/amortization) * Percentage of total IT
protection controls", excluding cost (excluding depreciation/amortization)
depreciation/amortization, per $1,000 revenue allocated to IT operating cost * Percentage of IT
data protection controls" *.0001) / (Total business
Number of IT FTEs for the process group "develop (Number of FTEs who perform the function FTEs
and implement security, privacy, and data "manage information technology" * Percentage of
protection controls" per $1 billion revenue IT FTEs performing the process area "Develop and
implement security, privacy, and data protection
controls" *.01) / (Total business entity revenue *
0.0000000010)
the process group "develop and implement "Develop and implement security, privacy, and
security, privacy, and data protection controls" data protection controls"

group "develop and implement security, privacy, "develop and implement security, privacy, and
and data protection controls" data protection controls"
Percentage of primary products that are made from Percentage of primary products made from percent
recycled materials (by weight) recycled materials
Percentage of primary products that are potentially Percentage of primary products potentially able to percent
able to be recovered and recycled (by weight) be recovered and recycled

Average cycle time from detection-to-correction of Cycle time in calendar days to complete the Days
warranty issues detection to correction cycle
Supplier recovery rate Supplier recovery rate Percent
Warranty accrual rate Warranty accrual rate Percent
Warranty claims rate Warranty claims rate Percent
Warranty cost forecast accuracy Warranty cost forecast accuracy Percent
Average annual product return rate Average product return rate Percent
Average annual recall rate per product family Average recall rate per product family Percent
Business entity's customer retention rate over the Customer retention rate for all customers Percent
last three years
Goodwill cost as a percentage of total approved [The percentage of annual approved warranty Percent
claims claims that are goodwill claims / (Percentage of
warranty claims approved * Total number of
warranty claims processed / 1000)] * 100
Internal cost of the process "process warranty Percentage of total cost of the process "process Percent
claims" as a percentage of the total cost to perform warranty claims" allocated to internal costs
the process
External (e.g. outsourced) cost percentage of the Percentage of total cost of the process "process Percent
total annual cost of the process "process warranty warranty claims" allocated to external costs
claims"
Overhead cost to perform the process "process (Percentage of total cost of the process "process Dollars
warranty claims" per $1,000 revenue warranty claims" allocated to internal costs *
Percentage of internal cost to perform the process
"process warranty claims" allocated to overhead
and other costs * Annual cost of the process
"process warranty claims" / 10000) / (Total

Total cost to perform the process "process warranty Annual cost of the process "process warranty Dollars
claims" per $1,000 revenue claims" / (Total business entity revenue * 0.001)
Total cost to perform the process "process warranty Annual cost of the process "process warranty Dollars
claims" per $1,000 cost of continuing operations claims" / (Total costs of continuing operations *
0.001)
Personnel cost to perform the process "process (Percentage of total cost of the process "process Dollars
"process warranty claims" allocated to personnel
cost * Annual cost of the process "process warranty
claims" / 10000) / (Total business entity revenue *
0.001)
Personnel cost to perform the process "process ((Percentage of total cost of the process "process Dollars
warranty claims" per $1,000 cost of continuing warranty claims" allocated to internal costs *
operations Percentage of internal cost to perform the process
"process warranty claims" allocated to personnel
claims") * .0001) / (Total costs of continuing
operations * 0.001)
Systems cost to perform the process "process (Percentage of total cost of the process "process Dollars
"process warranty claims" allocated to systems
claims" / 10000) / (Total business entity revenue *
0.001)
Systems cost to perform the process "process ((Percentage of total cost of the process "process Dollars
warranty claims" per $1,000 cost of continuing warranty claims" allocated to internal costs *
operations Percentage of internal cost to perform the process
"process warranty claims" allocated to systems
claims") * .0001) / (Total costs of continuing
operations * 0.001)

Average cost to process a warranty claim Annual cost of the process "process warranty Dollars
claims" / Total number of warranty claims
processed
Goodwill cost as a percentage of total approved (Total cost of goodwill warranty claims / Percent
claims (Percentage of warranty claims approved * Total
number of warranty claims processed * .01)) * 100
Goodwill cost as a percentage of revenue (Total cost of goodwill warranty claims / Total Percent
business entity revenue) * 100
Average cycle time for warranty claim processing Cycle time in calendar days to process a warranty Days
claim
Number of recall claims approved as a percentage ((The percentage of annual approved warranty Percent
of total claims processed claims that are recall claims * Percentage of
warranty claims approved * Total number of
warranty claims processed * .0001) / Total number
of warranty claims processed) * 100
Total number of other claims processed as a Percentage of warranty claims allocated to other Percent
percentage of total claims processed claims
Number of claims rejected for other reason as a Percentage of warranty claims rejected allocated to Percent
percentage of total rejected claims other
Number of first time repair/replace claims ((The percentage of annual approved warranty Percent
approved as a percentage of total claims processed claims that are first time repair / replace claims *
Percentage of warranty claims approved * Total
number of warranty claims processed * .0001) /
Total number of warranty claims processed) * 100
Number of repeat repair/replace claims approved ((The percentage of annual approved warranty Percent
as a percentage of total claims processed claims that are repeat repair / replace claims *
number of warranty claims processed * .0001) /

Number of FTEs for the process "Process warranty Number of FTEs who to perform the process FTEs
claims" per $1 billion revenue "process warranty claims" / (Total business entity
revenue * 0.000000001)
Number of FTEs for the process "Process warranty Number of FTEs who to perform the process FTEs
claims" per $1 billion cost of continuing operations "process warranty claims" / (Total costs of
continuing operations * 0.000000001)
Number of claims processed per "process warranty Total number of warranty claims processed Claims
claims" FTE /Number of FTEs who to perform the process
"process warranty claims"
Number of claims rejected for being fraudulent as Percentage of rejected warranty claims rejected for Percent
a percentage of total rejected claims reasons of fraud
Number of claims rejected for policy reasons as a Percentage of rejected warranty claims rejected for Percent
percentage of total rejected claims reasons of policy
Number of fraudulent claims processed as a (((Percentage of rejected warranty claims rejected Percent
percentage of total claims processed for reasons of fraud * Percentage of warranty
claims rejected * Total number of warranty claims
processed * .0001) + (Percentage of warranty
claims approved that were invalid or fraudulent *
number of warranty claims processed * .0001)) /
Number of fraudulent claims approved as a Percentage of warranty claims approved that were Percent
percentage of total claims approved invalid or fraudulent
Number of goodwill claims approved as a [(Percentage of approved warranty claims that are Percent
percentage of total claims processed goodwill claims * Percentage of warranty claims
approved * Total number of warranty claims
processed) / 10000] / Total number of warranty
claims processed

Number of recall claims approved as a percentage [(Percentage of approved warranty claims that are Percent
of total claims processed recall claims * Percentage of warranty claims
approved * Total number of warranty claims
claims processed
Number of repeat repair claims approved as a [(Percentage of approved warranty claims that are Percent
percentage of total claims processed repeat repair claims * Percentage of warranty
claims approved * Total number of warranty claims
claims processed
Number of claims approved as a percentage of Percentage of warranty claims approved Percent
total claims processed
Number of claims rejected as a percentage of total Percentage of warranty claims rejected Percent
claims processed
Number of claims automatically processed as a Percentage of warranty claims that are Percent
percentage of total claims processed automatically processed claims
Number of claims processed for which the system Percentage of warranty claims that are Suspense Percent
was not configured for new models, rules, etc. Routed claims
(suspense routed claims) as a percentage of total
claims processed
Number of claims processed that required human Percentage of warranty claims that are Help Percent
intervention as a percentage of total claims Routed claims
processed
Total number of warranty claims processed Total number of warranty claims processed Claims
Percentage of customers satisfied with warranty Percentage of customers satisfied with warranty Percent
process / experience process
Total annual non-interest expense per $1,000 Total non-interest expense for retail banking dollars
revenue operation / (Total annual revenue for retail banking
operation * .001)
Total annual fee income per $1,000 revenue Total annual fee income for retail banking dollars
operation / (Total annual revenue for retail banking
operation * .001)

Total annual operating expense per $1,000 Total operating expense for retail banking dollars
revenue operation / (Total annual revenue for retail banking
operation * .001)
Non-interest expense as a percentage of total Annual non-interest expense per total assets for percent
assets the overall bank
Net income plus interest as a percentage of total Annual net income plus interest expense per total percent
assets assets for the overall bank
New transaction account income as a percentage Percentage of annual fee income for banking percent
of fee income operation attributed to new transaction accounts
opened in the last year
Percentage allocation of the total annual finance Percentage allocation of total annual finance percent
function cost for internal costs function cost to internal costs
Percentage allocation of the total annual finance Percentage allocation of total annual finance percent
function cost for external costs function cost to external costs
Percentage allocation of the annual finance Percentage allocation of total annual finance percent
function internal costs for personnel costs function internal cost to personnel costs
function internal costs for systems costs function internal cost to systems costs
function internal costs for overhead costs function internal cost to overhead costs
function internal costs for other costs function internal cost to other costs
Total cost to perform the process group "govern (Total annual cost for new product/service dollars
and manage product/service development development * Percentage of total annual cost for
program" per FTE (including external) new product/service development allocated to
overall governance and program management *
products and services * Percentage of FTEs
performing product/service development are
allocated to overall governance and program
management * 0.01)

Total cost to perform the process group "govern (Total annual cost for new product/service dollars
and manage product/service development development * Percentage of total annual cost for
program" per $1,000 revenue new product/service development allocated to
overall governance and program management *
the process group "govern and manage products and services * Percentage of FTEs
product/service development program" per $1 performing product/service development are
billion revenue allocated to overall governance and program
management * 0.01) / (Total business entity
revenue * 0.000000001)
Total cost to perform the process group "govern Percentage of total annual cost for new percent
and manage product/service development product/service development allocated to overall
program" as a percentage of total function cost governance and program management
Number of FTEs (including external) that perform Percentage of FTEs performing product/service percent
the process group "govern and manage development are allocated to overall governance
product/service development program" as a and program management
percentage of total function FTEs
Total cost to perform the process group "generate (Total annual cost for new product/service dollars
and define new product/service ideas" per FTE development * Percentage of total annual cost for
(including external) new product/service development allocated to
generating and defining product/service ideas *
products and services * Percentage of FTEs
performing product/service development are
allocated to generating and defining
product/service ideas * 0.01)

and define new product/service ideas" per $1,000 development * Percentage of total annual cost for
revenue new product/service development allocated to
and define new product/service ideas" per concept development * Percentage of total annual cost for
(pre-design phase) new product/service development allocated to
0.01) / Total number of concepts in the pre-design
phase
the process group "generate and define new products and services * Percentage of FTEs
product/service ideas" per $1 billion revenue performing product/service development are
product/service ideas * 0.01) / (Total business
Number of concepts (pre-design phase) per FTE Total number of concepts in the pre-design phase / concepts
(including external) that performs the process (Number of FTEs who develop and manage
group "generate and define new product/service products and services * Percentage of FTEs
ideas" performing product/service development are
product/service ideas * 0.01)
Total cost to perform the process group "generate Percentage of total annual cost for new percent
and define new product/service ideas" as a product/service development allocated to
percentage of total function cost generating and defining product/service ideas
Number of FTEs (including external) that perform Percentage of FTEs performing product/service percent
the process group "generate and define new development are allocated to generating and
product/service ideas" as a percentage of total defining product/service ideas
function FTEs

Number of FTEs who perform retail banking (Number of FTEs who perform Branch Banking FTEs
activities per $1 billion operating expense activities + Number of FTEs who perform Non-
Branch Banking activities) / (Total operating
expense for retail banking operation *.000000001)
Annual operating expense per retail banking Total operating expense for retail banking dollars
customer operation / Number of unique retail banking
customers
Annual retail bank revenue (interest income plus Total annual revenue for retail banking operation / dollars
fee income) per retail banking customer Number of unique retail banking customers
activities per $1 billion non-interest expense activities + Number of FTEs who perform Non-
Branch Banking activities) / (Total non-interest
expense for retail banking operation * .000000001)
activities per $1 billion fee income activities + Number of FTEs who perform Non-
Branch Banking activities) / (Total annual fee
income for retail banking operation * .000000001)
activities per $1 billion retail bank revenue activities + Number of FTEs who perform Non-
(interest income plus fee income) Branch Banking activities) / (Total annual revenue
for retail banking operation * .000000001)
Number of retail banking customers per back office Number of unique retail banking customers / customers
activities FTE Number of FTEs who perform back office activities
Cost to serve banking customers (all channels) per Total annual cost to serve customers / Number of dollars
retail banking customer unique retail banking customers
Number of retail banking customers per branch Number of unique retail banking customers / Total customers
(including staffed kiosks) number of branches forming the branch network

Annual non-interest expense as a percentage of (Total non-interest expense for retail banking percent
retail bank revenue (interest income plus fee operation / Total annual revenue for retail banking
income) operation) * 100
Annual non-interest expense as a percentage of (Total non-interest expense for retail banking percent
operating expense operation / Total operating expense for retail
banking operation) * 100
Annual operating expense as a percentage of retail (Total operating expense for retail banking percent
bank revenue (interest income plus fee income) operation / Total annual revenue for retail banking
operation) * 100
Annual fee income as a percentage of retail bank (Total annual fee income for retail banking percent
revenue (interest income plus fee income) operation / Total annual revenue for retail banking
operation) * 100
Customer retention rate for all customers over the Customer retention rate over the past three years percent
past three reporting periods

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,
ABOUT IBM training, and tools they need to
succeed.
At IBM, we Founded in 1977,
collaborate with APQC is a member-based
our clients, bringing
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insight, advanced the world
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advantage in
APQC is rapidly
todays also a proud winner
changing of the 2003,
environment. 2004, our
Through
2008, 2012,
integrated and 2013
approach toNorth American
business designMost
and Admired
Knowledgewe
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help turn(MAKE) awards.
strategies This award
into action. And is
based
with on a study
expertise by industries
in 17 Teleos, a European
and global based
COPYRIGHT AND ATTRIBUTION
research firm,
capabilities and
that the170
span KNOW network.
countries, we can help
2016 APQC AND IBM. ALL RIGHTS RESERVED.
clients anticipate change and profit from new
APQC and IBM grant permission for use and
opportunities. For more information, visit
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IBM grant permission for i) for publication,
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The IBM logo is a registered trademark of IBM in the United States and other countries
Copyright 2016
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The IBM logo is a registered trademark of IBM in the United States and other countries
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Please use the following text when reusing the PCF in external print or electronic
content:
THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)
The PCF was developed by non-profit APQC, a global resource for benchmarking and
best practices, and its member companies as an open standard to facilitate
improvement through process management and benchmarking, regardless of
industry, size, or geography. The PCF organizes operating and management processes
into 12 enterprise level categories, including process groups and over 1,000
processes and associated activities. To download the full PCF or industry-specific
versions of the PCF as well as associated measures and benchmarking, visit
www.apqc.org/pcf.
Copyright 2016 APQC

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PETROLEUM UPSTREAM PROCESS

COMPARED TO PETROLEUM UPSTREAM PROCESS CLASSIFICATION FRAMEWORK VERSION 6

Copyright 2016 APQC

Copyright 2016 APQC

Copyright 2016 APQC

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ntact APQC directly

oss releases. The

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Copyright 2016 APQC

20025 5.0 Deliver Services 67

10007 7.0 Develop and Manage Human Capital 45

10008 8.0 Manage Information Technology (IT) 9

17058 9.0 Manage Financial Resources 46

10012 12.0 Manage External Relationships 16

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+17052, +20134, -17053, -17056, c10413, c17043 Y

RENAME, WAS:Manage Information Technology Y

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10027 1.1.1.11 Identify ecological concerns 0

19946 1.1.2.2 Capture customer needs and wants 1

10030 1.1.3.1 Analyze organizational characteristics 0

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19949 1.1.4.1 Define the strategic vision 1

10047 1.2.2.1 Define strategic options 0

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10049 1.2.5.1 Evaluate breadth and depth of organizational structure 0

10052 1.2.5.4 Perform organization redesign workshops 0

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16612 1.2.8.2.1 Define and manage personas 1

10057 1.3.1 Develop strategic initiatives 3

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+16612, +19965, +19966, +19967, +19968, N

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+19982, +19983, +19984 N

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19941 2.1.3.1 Conduct mandatory and elective reviews 1

11741 2.1.4.1 Manage materials master lists 1

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19991 2.2.3.1.1 Define basic functional requirements 1

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16819 2.3.1.9.1 Design for manufacturing 1

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+19985, +11740, NEW Y

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+12772, +12773, +12776, NEW N

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+19986, +19987, +19988, +19989, NEW N

+11331, +16815, +17389, NEW N

Copyright 2016 APQC 26 of 1170

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19418 3.2.6.1 Build surface geological model 0

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Copyright 2016 APQC 32 of 1170