1、2023 PROCESS&PERFORMANCE MANAGEMENT PRIORITIES&CHALLENGESSurvey ReportJanuary 2023K0130402023 APQC.ALL RIGHTS RESERVED.2ABOUT THIS REPORTThis report explores trends in process and performance work and reveals the top five priorities and challenges in:process management:business process management,an

2、d continuous improvement.organizational performance management:measurement and data,andstrategic planning.Additional topicsproject management,andbenchmarking.160Valid Participants In December of 2022,APQC conducted a survey to understand the common challenges and priorities of process and performanc

3、e management(PPM)practitioners for 2023.2023 APQC.ALL RIGHTS RESERVED.3CONTENTSChallenges&PrioritiesEvolution of Process ManagementProcess TeamsAdditional Resources12345Survey DemographicsCHALLENGES AND PRIORITIES12023 APQC.ALL RIGHTS RESERVED.5TOPIC AREA PRIORITIESN=15991%82%70%60%57%54%ProcessMana

4、gementContinuousImprovementData andMeasurementProjectManagementStrategic PlanningBenchmarkingGenerally,foundational process components like process management and continuous improvement are the highest priority topic areas for the respondents.This is followed by performance-related areas such as dat

5、a and measurement.2023 APQC.ALL RIGHTS RESERVED.6Top 5 BPM Challenges29%Defining and mapping end-to-end processes28%Improving the maturity level of process management practices26%Picking the right key performance indicators(KPIs)for processesEstablishing governance in process management25%34%Moving

6、from a function-based to process-thinking culturePROCESS MANAGEMENT(BPM)CHALLENGESTips and SolutionsN=14212Managing end-to-end processes remains the top challenge for organizations.Organizations can use criteria such as complexity,impact,and alignment to goalsto prioritize their efforts.Improving th

7、e maturity level of process management practices is increasingly important.To get started on this,organizations should conduct a process audit of their current process maturityto identify areas for improvement.2023 APQC.ALL RIGHTS RESERVED.7Tips and SolutionsCONTINUOUS IMPROVEMENTTop 5 Continuous Im

8、provement ChallengesN=12412Approaching improvement opportunities systematically can lead to efficiencies,cost-savings,and greater employee buy-in and engagement.Organizations can make a culture shifttoward continuous improvement by identifying shared values,organizing for change,creating a shared la

9、nguage,and mapping the tools necessary to make the change.47%Creating a continuous improvement culture43%Creating a systematic approach to identifying improvement opportunities27%Developing criteria for project prioritization and selectionSelecting the success measures for improvement projects26%52%

10、Aligning continuous improvement efforts across the organization2023 APQC.ALL RIGHTS RESERVED.8Top 6 Data and Measurement Challenges28%Establishing a data-driven culture25%Ensuring performance measures are relevant to the purpose24%Using consistent performance measures throughout the organizationsCon

11、veying information through data visualization23%35%Aggregating analysis into a dashboard to support decision makingDATA AND MEASUREMENT CHALLENGESTips and SolutionsN=10212Shifting to a data-driven culture poses challenges,but organizations should consider best practices for this culture shift,includ

12、ing ways to ensure employee engagement.Data visualization can improve the way that information is represented in business.Establishing a successful data visualization foundation begins with equipping employees with the tools needed to accurately convey information.23%Identifying the right mix of lea

13、ding,in-process,and lagging measures2023 APQC.ALL RIGHTS RESERVED.9STRATEGIC PLANNING CHALLENGESTop 5 Strategic Planning Challenges35%Applying change management principles to strategy creation and implementation33%Identifying measures for strategic objectives31%Aligning division-level strategies wit

14、h corporate objectivesEnacting business model or organizational transformation30%38%Tracking strategic initiatives progress and impactN=80Tips and Solutions12Strategic alignment between process and the organization ensures BPM teams provide intrinsic value.One way to achieve this is through working

15、in tandem with strategic planning and PMO groups to execute the organizations strategic initiatives.Utilizing a strategic planning methodology can greatly increase the likelihood of a successful initiative and help track impact and progress.2023 APQC.ALL RIGHTS RESERVED.10Top 5 Benchmarking Challeng

16、es38%Finding best-practice organizations to compare to your organization29%Identifying valid data for performance benchmarking 26%Integrating benchmarks into reporting mechanismsGuiding how benchmarks are used to support decision making21%40%Identifying the right benchmarks and their sourcesBENCHMAR

17、KING CHALLENGESTips and SolutionsN=7612Organizations must recognize the barriers to better benchmarking and combat them by using open standards,choosing the right partners,aligning value to decision-maker needs,and utilizing process mining.Benchmarking is an essential foundation for organizational s

18、uccess.Thus,it is important to prioritize the use of open standards and benchmarking to achieve better productivity,satisfaction,and more.2023 APQC.ALL RIGHTS RESERVED.11Tips and SolutionsPROJECT MANAGEMENT CHALLENGESTop 6 Project Management ChallengesN=8312Portfolio measures include a mix of milest

19、one and value measures.The value measures of projects typically reflect the goal of the project(e.g.,revenue,satisfaction,cost reduction,or productivity improvement.)Organizations should assess which flexible project management method is a best fit based on scale,complexity,and project type.38%Estab

20、lishing clear goals for measuring the success of projects30%Establishing a knowledge management system for project management28%Ensuring accountability of team members on projectsApplying a portfolio management strategy to prioritize and manage interdependencies between projects26%40%Measuring the s

21、uccess of projects based upon business resultsManaging scope creep during projects26%EVOLUTION OF PROCESS MANAGEMENT 22023 APQC.ALL RIGHTS RESERVED.135%55%25%12%4%Very EffectiveEffectiveNeitherIneffectiveVery IneffectivePROCESS PROGRAM EFFECTIVENESSN=108Almost two-thirds of organizations surveyed fe

22、el their process management team has been effective or very effective in the past year.One-fourth of respondents feel their team has been neither effective nor ineffective.2023 APQC.ALL RIGHTS RESERVED.1412%55%24%8%2%Very ResponsiveResponsiveNeitherUnresponsiveVery Unresponsive10%46%17%19%8%Strongly

23、 AgreeSomewhat AgreeNeitherSomewhat DisagreeDisagreeResponsiveness to Changing ConditionsSTATE OF THE PROCESS MANAGEMENT DISCIPLINEMeets Organizations NeedsN=112N=112The majority of organizations feel that the process management discipline is effective in responding to changing conditions and is mee

24、ting organizational needs,though more respondents feel that there is room for improvement in meeting organizational needs.2023 APQC.ALL RIGHTS RESERVED.15DRIVERS OF CHANGEN=110Digital transformation initiatives are considered to be the top driver of change in the process management discipline.of res

25、pondents say that change is necessary in the discipline Top 5 Trends Drivers of Change in Process Management Discipline 25%28%30%32%51%Increased amount of unstructured work within theorganizationEmphasis on customer-centric processesPace of change of businessPressure to reduce cycletime and/or costs

26、 ofprocess management workDigital transformation initiatives99%2023 APQC.ALL RIGHTS RESERVED.16NEEDED CHANGES N=111The top five changes needed in the process management discipline are given almost equal weight in importance.Integration with IT is considered the most necessary change,along with creat

27、ing a collaborative culture or environment.Updates to methodologies and skillsets are also considered very necessary.Top 5 Needed Changes in the Process Management Discipline38%39%41%42%43%SkillsetsProcess management methodologiesChange management methodologiesCollaborative culture or environmentInt

28、egration with IT2023 APQC.ALL RIGHTS RESERVED.17STAYING RELEVANT N=110Design thinking and change management skillsets are the top areas for development in process management teams in order to stay relevant.Data-based skillsets,like data visualization and data management have also become increasingly

29、 important over time.Top 5 Skillsets for Development in Process Management Teams 34%36%37%40%40%Problem solvingData managementData visualizationChange managementDesign thinkingPROCESS TEAMS32023 APQC.ALL RIGHTS RESERVED.1948%21%18%13%Less than 3 years3 to 5 years6 to 10 yearsMore than 10 yearsLONGEV

30、ITY OF TEAMSN=149Of organizations that have a process management team,almost half of the teams have been in place for less than three years.Longevity of Process Management Teamsof respondents say they have Process Management team69%2023 APQC.ALL RIGHTS RESERVED.2051%15%15%14%3%2%Under$250,000 USD$25

31、0,000 to$499,000 USD$500,000 to$999,999 USD$1 milion to$4.9 million USD$5 million to$9.9 million USD$10 million or more USDProcess Management FTEsPROCESS MANAGEMENT TEAMS Annual Process Management BudgetN=82N=65Process management teams tend to be relatively small with a moderate budget.3.07.020.00.0

32、5.010.015.020.025.025th QuartileMedian75th Quartile2023 APQC.ALL RIGHTS RESERVED.211.02.04.02.05.010.03.010.025.00.05.010.015.020.025.030.025th QuartileMedian75th QuartileLarge-ScaleMedium-ScaleSmall-ScaleBPM PROJECTS N=81Small-scale BPM projects are the most common across all organizations,though m

33、ost organizations also conduct several medium-scale and a few large-scale projects.Number of Annual BPM ProjectsADDITIONAL RESOURCES42023 APQC.ALL RIGHTS RESERVED.23AVAILABLE SOLUTIONSProcess Management Process Improvement:People and Culture Making Process Improvement Systematic Process Improvement

34、Criteria:Making Smart Decisions in Project Selection Process Improvement Approach and Seven Tenets Practices Seven Tenets of Process Management Common Process Management Roles End-to-End Process Maps and Measures(Collection)How to Apply the Process Classification Framework(PCF)Making Change Manageme

35、nt Mindful Process Supporting the BusinessContinuous Improvement2023 APQC.ALL RIGHTS RESERVED.24AVAILABLE SOLUTIONS Best Practices for Driving Agility:Better Structures and Strategy Practices Aligning Strategy and Productivity Through Better Measures End-to-End Process Map and Measures:Vision-to-Str

36、ategy Fundamentals of Measures Dive into Data Visualization Tackling the Measure Selection Process Picking Process Measures and Benchmarking:How to Apply the PCF Change Management Practices for Establishing a Data-driven Culture(Best Practices Report)Data and MeasurementStrategic Planning2023 APQC.A

37、LL RIGHTS RESERVED.25AVAILABLE SOLUTIONSData&AnalyticsBenchmarking Benchmarking 2022:Evolution of Strategic Value Benchmarking Basics Applying a Process Framework:Benchmarking Benchmarking Code of Conduct Benchmarking and Improvement ToolsProject Management Unparalleled Portfolio Management:Best-Pra

38、ctice Processes and Lessons Learned Introduction to Flexible Project Management Establishing a Project Management Office(PMO)Roadmap for Establishing a Project Management Office Managing Project Knowledge(Collection)BenchmarkingSURVEY DEMOGRAPHICS52023 APQC.ALL RIGHTS RESERVED.27DEMOGRAPHICSN=160Num

39、ber of FTEsFewer than 10015%100-99923%1,000-9,99929%10,000-49,99923%50,000-99,9994%100,000 or more7%Annual RevenueLess than$100 million USD24%$100 million to less than$500 million USD13%$500 million to less than$1 billion USD9%$1 billion to less than$5 billion USD16%$5 billion to less than$10 billio

40、n USD4%$10 billion to less than$20 billion USD6%$20 billion or greater8%Top 6 Participating FunctionsProcess Management44%Transformation9%Knowledge Management6%Quality6%Corporate Strategy5%IT5%Top 6 Participating IndustriesServices14%Software/Technology14%Government/Military9%Petroleum/Chemical6%Consumer Products/Package Goods6%Financial Services/Banking6%CONTACT USKelli SouthResearch Managerksouthapqc.org800-766-9676www.apqc.org