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Version 6.1.1-en-XI • March 2014 1

2.0

Develop

and Manage

Products and

Services

3.0

Market

and Sell

Products and

Services

4.0

Deliver

Products

and

Services

5.0

Manage

Customer

Service

1.0

Develop

Vision

and

Strategy

>>> >>> >>> >>>

OPERATING PROCESSES

MANAGEMENT AND SUPPORT SERVICES

6.0

Develop and Manage Human Capital

7.0

Manage Information Technology

8.0

Manage Financial Resources

9.0

Acquire, Construct, and Manage Assets

10.0

Manage Enterprise Risk, Compliance, Remediation, and Resiliency

11.0

Manage External Relationships

12.0

Develop and Manage Business Capabilities

PROCESS CLASSIFICATION FRAMEWORK

Version 6.1.1

OVERVIEW

APQC’s Process Classification Framework

(PCF) is a taxonomy of cross-functional business

processes intended to allow the objective

comparison of organizational performance

within and among organizations. The PCF

was developed by APQC and its member

companies as an open standard to facilitate

improvement through process management

and benchmarking, regardless of industry, size,

or location. The PCF organizes operating and

management processes into 12 enterprise-level

categories, including process groups and more

than 1,000 processes and associated activities.

The PCF, its associated measures, and definitions

are available for download at no charge at www.

apqc.org/pcf.

THE FRAMEWORK FOR

PROCESS IMPROVEMENT

Experience shows that the potential of

benchmarking to drive dramatic improvement

lies squarely in making out-of-the-box comparisons and searching for insights not typically found within intra-industry paradigms.

To enable this beneficial benchmarking, the APQC Process Classification Framework

(PCF) serves as a high-level, industry-neutral

enterprise process model that allows organizations to see their business processes from a cross-industry viewpoint. The cross-

industry framework has experienced more than 20 years of creative use by thousands of organizations worldwide. The PCF provides

the foundation for APQC’s Open Standards Benchmarking

(OSB) database and the w ork of its advisory council of global industry

leaders. Each version of the PCF will continue to be enhanced as the OSB database further develops definitions, processes, and

measures. The PCF and associated measures and benchmarking surveys are available for download from the Open Standards

Benchmarking web site at www.apqc.org/osb.

HISTORY

The cross-industry Process Classification Framework was originally envisioned as a taxonomy of business processes

and a common language through which APQC member organizations could benchmark their processes. The initial design

involved APQC and more than 80 organizations with a strong interest in advancing the use of benchmarking in the United

States and worldwide. Since its inception in 1992, the PCF has seen updates to most of its content. These updates keep

the framework current with the ways that organizations do business around the world. In 2014, APQC worked to enhance

the cross-industry PCF and updated a number of industry-specific process classification

frameworks.

Content Organization _____________________________________________________________________________ 3

PCF Levels Explained/Number Scheming ______________________________________________________________ 3

1.0 Develop Vision and Strategy _________________________________________________________________ 4

2.0 Design and Manage Products and Services ______________________________________________________ 5

3.0 Market and Sell Products and Services _________________________________________________________ 5

4.0 Deliver Products and Services _______________________________________________________________ 7

5.0 Manage Customer Service _________________________________________________________________ 10

6.0 Develop and Manage Human Capital _________________________________________________________ 10

7.0 Manage Information Technology _____________________________________________________________ 12

8.0 Manage Financial Resources ________________________________________________________________ 14

9.0 Acquire, Construct, and Manage Assets _______________________________________________________ 18

10.0 Manage Enterprise Risk, Compliance, Remediation, and Resiliency _________________________________ 18

11.0 Manage External Relationships ______________________________________________________________ 19

12.0 Develop and Manage Business Capabilities ____________________________________________________ 20

Process Classication Framework (PCF) Cross-Industry Version 6.1.0 Release Notes ________________________ 23

PROCESS CLASSIFICATION FRAMEWORK

TABLE OF CONTENTS

The PCF is written in United States English language format.

LOOKING FORWARD

The cross-industry and industry Process Classification

Frameworks are evolving models, which APQC will

continue to enhance and improve regularly. Thus,

APQC encourages comments, suggestions, and

more importantly, the sharing of insights from having

applied the PCF within your organization. Share your

suggestions and experiences with the PCF by e-mailing

pcf_feedback@apqc.org.

ABOUT APQC

An internationally recognized resource for process and

performance improvement, APQC helps organizations

adapt to rapidly changing environments, build new

and better ways to work, and succeed in a competitive

marketplace. With a focus on productivity, knowledge

management, benchmarking, and quality improvement

initiatives, APQC works with its member organizations

to identify best practices; discover effective methods

of improvement; broadly disseminate findings;

and connect individuals with one another and the

knowledge, training, and tools they need to succeed.

Founded in 1977, APQC is a member-based non profit

serving organizations around the world in all sectors

of business, education, and government. APQC is also

a proud winner of the 2003, 2004, 2008, 2012, and 2013

North American Most Admired Knowledge Enterprises

(MAKE) awards. This award is based on a study by

Teleos, a European-based research firm, and the KNOW

network.

RIGHTS AND PERMISSIONS

defining processes. APQC grants permission for use and adaptation of the PCF for internal use. For external use, APQC grants

permission for publication, distribution, and use, provided that proper copyright acknowledgment is made to APQC. No modifications

to the look or content should be made in external venues. Please use the following text when reusing the PCF in external print or

electronic content:

THE APQC PROCESS CLASSIFICATION FRAMEWORK

(PCF)

The PCF was developed by non-profit AP QC, 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.

Version 6.1.1-en-XI • March 2014 3

CONTENT ORGANIZATION

Process Classification Framework: The Process Classification Framework (PCF) is an Open Standard and is administered

by APQC.

The PCF identifies each process element using a unique 5-digit reference number following the name of the process element

[i.e., (10002), (17040), (16792), (16795), (16796), shown in the above graphic]. This number will always refer to the conceptual

definition of the process element. The actual process elements and actual definition may change, but conceptually the

decomposition will remain consistent considering the entire scope of the PCF. A new 5-digit number will be assigned to a

process element if its definition substantially changes.

PCF LEVELS EXPLAINED

PROCESS ELEMENT NUMBERING SCHEME

FOOTER EXAMPLE:

Version 6.1.0-en-XI • March 2014

APQC may release the same version of the PCF in a number of different

channels and at different times to address typographical errors, etc.

Changes in the document containing the PCF are identied in the “Release Notes” section (page 23).

}

Within a specic release of the PCF (as identied in the footer of the document; see example below), the

PCF identies each process element with a “dotted” number, like “6.1.0”.

This number is used to provide simple index to refer to specic process elements within the release only.

These numbers will change between releases as needed to reect the current state of the model.

PCF version numbers are constructed using a “major/minor/defect” version numbering scheme, and refer to the content of

the PCF themselves, not the documents containing the PCF content.

This number refers to a major release (6) and a minor release (.1.0)

in the English language (en) of the cross-industry PCF (XI).

This refers to the specic

release date of the document

containing this version of the PDF.

VERSION NUMBERING SCHEME

1.0 Develop Vision and Strategy (10002)

1.1 Dene the business concept and long-term vision (17040)

Level 1—Category

Represents the highest level of process in the enterprise, such as Manage customer service, Supply chain, Financial organization, and

Human resources.

Level 2—Process Group

Indicates the next level of processes and represents a group of processes. Perform after sales repairs, Procurement, Accounts

payable, Recruit/Source, and Develop sales strategy are examples of process groups.

Level 3—Process

A series of interrelated activities that convert inputs into results (outputs); processes consume resources and require standards for

repeatable performance; and processes respond to control systems that direct the quality, rate, and cost of performance.

Level 4—Activity

Indicates key events performed when executing a process. Examples of activities include Receive customer requests, Resolve

customer complaints, and Negotiate purchasing contracts.

1.1.5 Conduct organization restructuring opportunities (16792)

1.1.5.3 Analyze deal options (16795)

1.1.5.3.1 Evaluate acquisition options (16796)

Level 5—Task

Tasks represent the next level of hierarchical decomposition after activities. Tasks are generally much more ne grained and may vary

widely across industries. Examples include: Create business case and obtain funding and Design recognition and reward approaches.

1.0 Develop Vision and Strategy (10002)

1.1 Deﬁne the business concept and long-term vision

(17040)

1.1.1 Assess the external environment (10017)

1.1.1.1 Analyze and evaluate competition

(10021)

1.1.1.2 Identify economic trends (10022)

1.1.1.3 Identify political and regulatory issues

(10023)

1.1.1.4 Assess new technology innovations

(10024)

1.1.1.5 Analyze demographics (10025)

1.1.1.6 Identify social and cultural changes

(10026)

1.1.1.7 Identify ecological concerns (10027)

1.1.2 Survey market and determine customer needs and

wants (10018)

1.1.2.1 Conduct qualitative/quantitative

assessments (10028)

1.1.2.2 Capture and assess customer needs

(10029)

1.1.3 Perform internal analysis (10019)

1.1.3.1 Analyze organizational characteristics

(10030)

1.1.3.2 Create baselines for current processes

(10031)

1.1.3.3 Analyze systems and technology

(10032)

1.1.3.4 Analyze financial positions (10033)

1.1.3.5 Identify enterprise core competencies

(10034)

1.1.4 Establish strategic vision (10020)

1.1.4.1 Align stakeholders around strategic

vision (10035)

1.1.4.2 Communicate strategic vision to

stakeholders (10036)

1.1.5 Conduct organization restructuring

opportunities (16792)

1.1.5.1 Identify restructuring opportunities

(16793)

1.1.5.2 Perform due-diligence (16794)

1.1.5.3 Analyze deal options (16795)

1.1.5.3.1 Evaluate acquisition options

(16796)

1.1.5.3.2 Evaluate merger options

(16797)

1.1.5.3.3 Evaluate de-merger options

(16798)

1.1.5.3.4 Evaluate divesture options

(16799)

1.2 Develop business strategy (10015)

1.2.1 Develop overall mission statement (10037)

1.2.1.1 Define current business (10044)

1.2.1.2 Formulate mission (10045)

1.2.1.3 Communicate mission (10046)

1.2.2 Evaluate strategic options to achieve the

objectives (10038)

1.2.2.1 Define strategic options (10047)

1.2.2.2 Assess and analyze impact of each

option (10048)

1.2.2.3 Develop sustainability strategy

(14189)

1.2.2.4 Develop global support and shared

services strategy (14190)

1.2.2.5 Develop lean/continuous

improvement strategy (14197)

1.2.3 Select long-term business strategy (10039)

1.2.4 Coordinate and align functional and process

strategies (10040)

1.2.5 Create organizational design (structure,

governance, reporting, etc.) (10041)

1.2.5.1 Evaluate breadth and depth of

organizational structure (10049)

1.2.5.2 Perform job-specific roles mapping

and value-added analyses (10050)

1.2.5.3 Develop role activity diagrams to

assess hand-off activity (10051)

1.2.5.4 Perform organization redesign

workshops (10052)

1.2.5.5 Design the relationships between

organizational units (10053)

1.2.5.6 Develop role analysis and activity

diagrams for key processes (10054)

1.2.5.7 Assess organizational implication of

feasible alternatives (10055)

1.2.5.8 Migrate to new organization (10056)

1.2.6 Develop and set organizational goals (10042)

1.2.7 Formulate business unit strategies (10043)

1.3 Manage strategic initiatives (10016)

1.3.1 Develop strategic initiatives (10057)

1.3.2 Evaluate strategic initiatives (10058)

1.3.3 Select strategic initiatives (10059)

1.3.4 Establish high-level measures (10060)

Version 6.1.1-en-XI • March 2014 5

2.1 Manage product and service portfolio (10061)

2.1.1 Evaluate performance of existing products/

services against market opportunities (10063)

2.1.2 Define product/service development

requirements (10064)

2.1.2.1 Identify potential improvements to

existing products and services

(10068)

2.1.2.2 Identify potential new products and

services (10069)

2.1.3 Perform discovery research (10065)

2.1.3.1 Identify new technologies (10070)

2.1.3.2 Develop new technologies (10071)

2.1.3.3 Assess feasibility of integrating new

leading technologies into product/

service concepts (10072)

2.1.4 Confirm alignment of product/service concepts

with business strategy (10066)

2.1.4.1 Plan and develop cost and quality

targets (10073)

2.1.4.2 Prioritize and select new product/

service concepts (10074)

2.1.4.3 Specify development timing targets

(10075)

2.1.4.4 Plan for product/service offering

modifications (10076)

2.1.5 Manage product and service life cycle (10067)

2.1.5.1 Introduce new products/services

(10077)

2.1.5.2 Retire outdated products/services

(10078)

2.1.5.3 Identify and refine performance

indicators (10079)

2.1.6 Manage product and service master data

(14192)

2.2 Develop products and services (10062)

2.2.1 Design, build, and evaluate products and services

(10080)

2.2.1.1 Assign resources to product/service

project (10083)

2.2.1.2 Prepare high-level business case and

technical assessment (10084)

2.2.1.3 Develop product/service design

specifications (10085)

2.2.1.4 Document design specifications

(10086)

2.2.1.5 Conduct mandatory and elective

external reviews (legal, regulatory,

standards, internal) (10087)

2.2.1.6 Build prototypes (10088)

2.2.1.7 Eliminate quality and reliability

problems (10089)

2.2.1.8 Conduct in-house product/service

testing and evaluate feasibility (10090)

2.2.1.9 Identify design/development

performance indicators (10091)

2.2.1.10 Collaborate on design with suppliers

and contract manufacturers (10092)

2.2.2 Test market for new or revised products and

services (10081)

2.2.2.1 Prepare detailed market study (10093)

2.2.2.2 Conduct customer tests and

interviews (10094)

2.2.2.3 Finalize product/service characteristics

and business cases (10095)

2.2.2.4 Finalize technical requirements

(10096)

2.2.2.5 Identify requirements for changes to

manufacturing/delivery processes

(10097)

2.2.3 Prepare for production (10082)

2.2.3.1 Develop and test prototype

production and/or service delivery

process (10098)

2.2.3.2 Design and obtain necessary materials

and equipment (10099)

2.2.3.3 Install and validate production process

or methodology (10100)

2.2.3.4 Monitor production runs (11417)

2.2.3.5 Request engineering change (11418)

2.2.3.6 Manage engineering change orders

(11419)

3.1 Understand markets, customers and capabilities

(10101)

3.1.1 Perform customer and market intelligence

analysis (10106)

3.1.1.1 Conduct customer and market

research (10108)

3.1.1.2 Identify market segments (10109)

3.1.1.3 Analyze market and industry trends

(10110)

3.1.1.4 Analyze competing organizations,

competitive/substitute products

(10111)

3.1.1.5 Evaluate existing products/brands

(10112)

3.1.1.6 Assess internal and external business

environment (10113)

3.1.2 Evaluate and prioritize market opportunities

(10107)

3.0 Market and Sell Products and Services (10004)

2.0 Develop and Manage Products and Services (10003)

剩余25页未读，继续阅读

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yogosing

2017-03-20

可惜不是中文版的，可惜

6.1.1版APQC流程框架

评论2

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