Process management can revolutionize the way an organization does business and generates value. APQC's Seven Tenets of Process Management provide a clear framework any organization can use to plan its process management implementation and measure progress and maturity. The below infographic provides a high-level look at each tenet and its best practices.

1. Seven Tenets of
Process
Management
SM
Process management can revolutionize the way an organization does business
and generates value. APQC's Seven Tenets of Process Management provide a
clear framework any organization can use to plan its process management
implementation and measure progress and maturity.
ions
niz at
orga s s wit h
t ic e roc e
d
s an
-prac
p
Bes t gn t heir l priorit iet y int o
i
a
i
al
ion ons ibil .
p
niz at
orga rat e res nes s role
t eg e bus i
in t h
2
1
Strategic alignment refers to the ability
of the organization to focus its efforts on
the processes and capabilities that are
most critical to acheiving long-term
goals .
Governance
Bes
tc ent prac t ic e
ra
o
proc liz e gov rganiz a
t
e
ac t iv s s man ernanc e ions
agem of
it ies
ac c o owners but ens u ent
hip
un
re
t he b t abilit y and
lay w
us in
es s
unit sit hin
.
Governance is the structure of
people, process, and technology
that supports the attainment of
business objectives around
process management.
ions
iz at
gan es by the
e or e and
c tic ploy
ge
t-praate em peoplee enga
Bes otiv
he peopl .
m g on t ng
s
i
v ior
in
c us re; helpw beha
fo tu
e
in n
c ul
Strategic Alignment
3
Change Management
Change management is all about people-training, communicating with them
getting their feedback, and providing
consistent explanations, and directives
to them.

2. 4
Process Models
Be
c s tand reateprac t
pr a ic e
wid oc es c ommorga
pro es pres fram on l niz ati
c es ad ew ang ons
u
s
a
c ap man dopt ork to age
abi age ion fue
litie m of
l
s . ent
Process models capture the
organization's knowledge about
processes and serve to visually
represent the complex relationships
within organizations and the work
they do.
at ions ,
s
ganiz
ic e or proc es s e o
ac t
es t -pr meas ure s ures int
B
ly
d
ea
not on t ie t heir m n point s ane
t hey al dec is io ls t o driv e.
c rit ic es s c ont ro erf ormanc
proc roc es s p
rp
highe
6
5
Performance and Maturity
Performance and maturity refer to the
capability of an organization to measure the
performance of processes and, at a higher
conceptual level, to measure the maturity of
the processes in meeting needs as well as
measuring the capability of the process
management activities.
Process Improvement
Bes t
proc -prac t ic e
es s
org
s t rat improv e aniz at ion
egic
men
s al
t rans
t
pare objec t iv e wit h t heign
nc y
ir
s an
a
orga
niz at c ros s t h d
e
ion.
Process improvement is divided into
continuous and breakthrough
improvements. Continuous improvement
focuses on executing the existing process
more effectively. Breakthrough
improvement looks at how to change the
process for higher performance by asking
"why do we do this?"
ns
niz at io of
e orgas s needs
e
prac t ic
Bes t - n t he bus inn and t henlogy
o
c us organiz at io nd t ec hno .
fo
t he e t ools a in plac e
em
g th
put t in s upport t h
to
7
Tools and Technology
Tools and technology enable
succcessful processes through
automation and can provide
breakthrough capabilities in process
models, change management, and
governance.
Sources and Additional Information: :
"APQC's Seven Tenets of Process Management in Depth (Collection)"
"Building Strong Management Process Capabilities"
"Business Process Management: Leading Practices"
123 North Post Oak Lane, Third Floor • Houston, TX 77024
800-776-9676 or outside the U.S. +1-713-681-4020 • apqcinfo@apqc.org • www.apqc.org