BP Maturity Assessment Medel

1. BUSINESS PROCESS MANAGEMENT
Maturity Assessment Benchmarks: Telecommunications Industry
March 2023 K09379

2. ©2023 APQC. ALL RIGHTS RESERVED. 2
This report is prepared with data from APQC's
Business Process Management Maturity
Assessment Tool (BPM MAT). The BPM MAT allows
organizations to assess their level of process
management maturity. It offers direction about
which steps are required to move to the next level.
This report highlights benchmarks for organizations’ process
management practices and maturity level in:
▪ governance,
▪ measures,
▪ process improvement, and more.
From the telecommunications industry, there were 49
respondents to the assessment.
ABOUT THIS REPORT
Telecommunications
Industry

3. ©2023 APQC. ALL RIGHTS RESERVED. 3
20%
47%
22%
10%
Initiate
Develop
Standardize
Optimize
Innovate
BPM MATURITY LEVELS
Almost half of the respondents indicate their process management maturity level is
developed.
APQC’s Using Process Management Maturity Models provides the basis for defining the
five maturity levels as:
1. Initiate—no organized processes, all processes are ad hoc, and success typically
depends on skillful employees rather that standardized processes.
2. Develop—some organized processes and projects are planned, standardized,
and measured. The established process management discipline helps to ensure
that existing practices are retained and that projects are performed and
managed according to documented plans.
3. Standardize—most process are organized, defined, understood, and
documented through procedures, tools, and methods. Standards, descriptions,
and tasks stem from enterprise-wide processes, are performed consistently
across the organization, and are managed with acknowledgement of
interrelationships. Processes are qualitatively predictable, but generally there
are no measurements to enforce it.
4. Optimize—sub-processes contribute to overall performance and are controlled
using statistical and other quantitative techniques. Performance measures are
based on the needs of the customer, end users, organization, and process
implementers. Process variations are identified and corrected, and performance
is both controlled and predictable.
5. Innovate—processes are continually improved based on quantitative measures
of common causes of variation in processes. Quantitative process-improvement
objectives are established, revised, and used to manage process improvement.
Improvements are evaluated against organizational objectives, and an
empowered workforce executes them.
For a quantitative assessment of your organization’s maturity level check out the
Business Process Management Maturity Assessment Tool (BPM MAT).
N=49
Telecommunications
Industry

4. ©2023 APQC. ALL RIGHTS RESERVED. 4
PROCESS MANAGEMENT
20%
35%
14%
18%
12%
1 - There is some process management, but nothing
formal exists
2 - Some process management exists, but mostly at the
department or business unit level
3 - Process management is enterprise-wide
4 - Process management is enterprise-wide, and
processes and sub-processes are articulated
5 - Process management is enterprise-wide,
processes/sub-processes are under constant scrutiny for
improvement
How is process management currently operating in your organization?
N=49
Mean=2.7
Telecommunications
Industry

5. ©2023 APQC. ALL RIGHTS RESERVED. 5
8%
45%
27%
14%
6%
1 - We do not have processes or those that exist aren’t really
documented
2 - There is some record of processes, but not everything is
documented
3 - There are detailed documents for all critical/essential
processes
4 - There are detailed documents for all processes and sub-
processes
5 - Everything is documented and usable, including:
change/improvement plans, processes, sub-processes, job roles
To what extent are processes documented in your organization?
PROCESS DOCUMENTATION
N=49
Mean=2.7
Telecommunications
Industry

6. ©2023 APQC. ALL RIGHTS RESERVED. 6
TRANSPARENCY
37%
31%
22%
10%
0%
1 - Only few people in the organization
2 - Mostly the employees in the department or business
unit in which processes exist
3 - Employees enterprise-wide and the management that
supports process
4 - Employees, management, and executives--it is a cross-
functional interaction
5 - Everyone (internal and external) who interacts with the
organization has process awareness
Who has visibility into or understanding of process management in your organization?
N=49
Mean=2.1
Telecommunications
Industry

7. ©2023 APQC. ALL RIGHTS RESERVED. 7
PROCESS GOVERNANCE
31%
24%
27%
18%
0%
1 - There is no formal process management governance in place
2 - Governance is defined by the department or business unit
3 - There are process owners, with some enterprise support
4 - There is enterprise-wide support for process design,
implementation, and improvement
5 - Governance is enterprise-wide and includes external
stakeholder collaboration
Who has governance over process management in your organization?
N=49
Mean=2.3
Telecommunications
Industry

8. ©2023 APQC. ALL RIGHTS RESERVED. 8
PROCESS PERFORMANCE MEASURES
43%
29%
16%
10%
2%
1 - There is little or no attention to process management
measures
2 - The focus is on process lagging/output measures
3 - There is a balance of leading and lagging measures
4 - We measure performance of end-to-end/cross-functional
processes
5 - We combine internal performance with external
benchmarks to guide target setting/improvement
How does your organization use metrics to measure its process performance?
N=49
Mean=2.0
Telecommunications
Industry

9. ©2023 APQC. ALL RIGHTS RESERVED. 9
PROCESS IMPROVEMENTS
24%
47%
20%
8%
0%
1 - Almost never, improvements happen randomly
2 - Occasionally for large changes at the department
or business unit level
3 - Regularly through a structured, enterprise-wide,
identification and prioritization
4 - Routinely using organizational strategy that
leverages measures, history, and trends
5 - Constantly, through standard, periodic reviews that
identify/evaluate external best practices
How often do you identify improvement opportunities for your processes?
N=49
Mean=2.1
Telecommunications
Industry

10. ©2023 APQC. ALL RIGHTS RESERVED. 10
54%
23%
15%
8%
0%
1 - It is ad hoc, a culture of heroes finds ways to get processes
done
2 - Business rules and empowerment is defined within the
department or business unit
3 - An enterprise-wide approach provides flexibility through
business rules and process tailoring/deviation guidelines
4 - Adaptive processes are aligned with enterprise governance
5 - A structured methodology to aligns adaptive processes to
continuous improvement
How does your organization respond to the need for agility or deal with process anomalies?
FLEXIBILITY AND PROBLEM SOLVING
N=48
Mean=1.8
Telecommunications
Industry

11. ©2023 APQC. ALL RIGHTS RESERVED. 11
PROCESS, RISK, AND QUALITY
31%
41%
12%
8%
8%
1-Process and quality/risk management do not have a
correlation at my organization
2-There is informal collaboration between process,
quality, and risk management leaders
3-There is structured collaboration between process,
quality , and risk management across the organization
4-Quality, risk, and process management are integrated
and part of process performance
5-Process, quality, and risk management are integrated
and collaborative across the organization
What is the relationship between process management and quality/risk management
at your organization?
N=49
Mean=2.2
Telecommunications
Industry

12. ©2023 APQC. ALL RIGHTS RESERVED. 12
ROLE CREATION
22%
47%
16%
14%
0%
1 - There is no awareness of process roles within our
organization
2 - Process roles are defined individually at the
department or business unit level
3 - Roles are designed and communicated across the
enterprise
4 - Process roles are aligned to organizational roles
and performance measurement
5 - Role definition integrates process, function, and
organizational factors
How does process management contribute to job role creation and understanding?
N=49
Mean=2.2
Telecommunications
Industry

13. ©2023 APQC. ALL RIGHTS RESERVED. 13
TOOLS AND TECHNOLOGY
20%
45%
24%
8%
2%
1 - There are limited or no tools/automation for process
management
2 - There may be multiple tools in place, some automation
exists, but it is at the department or business unit level
3 - There is an enterprise-wide approach for tools and
automation
4 - Structured analysis and application of tools/automation is
aligned to cross-functional process performance
5 - Processes are internally and externally optimized through
tools and solutions
How does your organization leverage process management tools and technology?
N=49
Mean=2.3
Telecommunications
Industry

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15. CONTACT US
Kelli South
Research Manager
ksouth@apqc.org
800-766-9676
www.apqc.org
Madison Lundquist
Principal Research Lead
mlundquist@apqc.org