ABPMP BPM CBOK Version 4.

0 © 2019 ABPMP All Rights Reserved

 Guide to the
Business Process Management
Common Body of Knowledge

ABPMP BPM CBOK

ABPMP BPM CBOK Version 4.0 © 2019 ABPMP All Rights Reserved

2
Copyright
Copyright © by ABPMP 2009 – 2019. All rights reserved.

This reference book is the copyrighted property of the Association of Business Process Management
Professionals. All material is protected by copyright and permission should be obtained in writing prior
to any reproduction, storage in a retrieval system, or transmission in any form by any means. Requests
should be made by contacting the ABPMP through the website.

www.abpmp.org

ISBN-13: 9781704809342

Trademarks
The following are registered trademarks of the Association of Business Process Management
Professionals.

BPM CBOK®
Business Process Management Common Body of Knowledge®
BPM Competency Model®
CBPA®
CBPL®
CBPP®

Capability Maturity Model® is a registered trademark of the Carnegie Mellon University’s Software
Engineering Institute.

Excel®, PowerPoint®, Word®, and Visio® are registered trademarks of Microsoft Corporation.

PMBOK® is a registered trademark of the Project Management Institute, Inc.

SCOR® and DCOR® are registered trademarks of the ASCM (Association of Supply Chain Management)
ascm.org.

Tallyfy® is a registered trademark of Tallyfy, Inc.

All other marks and protected product names are trademarks or registered trademarks of their
respective holders.

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Table of Contents
1 The BPM Professional: Career Path Architecture 25
1.1 Knowledge Areas of the BPM CBOK 28
1.1.1 Overview of BPM CBOK Knowledge Areas 29
1.1.2 Business Process Management 29
1.1.3 Process Modeling 29
1.1.4 Process Analysis 29
1.1.5 Process Design 29
1.1.6 Process Performance Measurement 30
1.1.7 Business Process Transformation 30
1.1.8 Technology and Transformation 30
1.1.9 Process Management Organization and Culture 31
1.1.10 Enterprise Process Management 31
1.2 BPM Skills and Competencies (BPM Competency Model) 31
1.3 ABPMP BPM Certification Levels 32
2 Introduction 34
2.1 What Is a Body of Knowledge? 34
2.2 What Is the BPM CBOK Guide? 34
2.2.1 Purpose of the BPM CBOK Guide 35
2.2.2 Organization of Sections 35
2.3 Why BPM Matters 36
2.4 The BPM Professional Space 36
3 Business Process Management 38
3.1 What Is BPM? 38
3.1.1 Scope of BPM Initiatives 38
3.1.2 Definition 39
3.1.3 Core Principles of Business Process Management 39
3.1.4 How Organizations Should Approach Business Change 40
3.1.5 The BPM Life Cycle Framework 40
3.1.5.1 Phase 1: Alignment to Strategy and Goals 40
3.1.5.2 Phase 2: Architect Changes 41

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 3.1.5.3 Phase 3: Develop Initiatives 41
3.1.5.4 Phase 4: Implement Changes 41
3.1.5.5 Phase 5: Measure Success 41
Alignment of Knowledge Areas to BPM Life Cycle Phases 41
3.1.6 Types of Processes 42
3.1.6.1 Primary Processes (20%) 42
3.1.6.2 Support Processes (70%) 42
3.1.6.3 Management Processes (10%) 43
3.1.7 Types of Activities 43
3.1.7.1 Value Adding 43
3.1.7.2 Handoff 43
3.1.7.3 Controls and Control Activities 43
3.1.8 BPM Is a Management Discipline 44
3.1.8.1 Process Owner 45
3.1.8.2 Process Leader 48
3.1.8.3 Process Steward 49
3.1.8.4 Process Analyst 50
3.1.8.5 Process Governor 50
3.1.9 BPM Links Strategy to Execution 51
3.1.9.1 Segmenting Business Processes for Strategy Execution 54
3.1.9.2 Strategy-Driven Design and Implementation 57
3.1.9.3 BPM-Discipline to Sustain Strategic Value 61
3.1.9.4 Executive Commitment 63
3.1.10 Drivers of Business Change 64
3.1.11 Internal 64
3.1.11.1 Strategy Maps 65
3.1.11.2 Porter’s Value Chain Analysis 65
3.1.12 External 67
3.1.12.1 Porter’s Five Forces 67
3.1.12.2 SWOT 72
4 Business Process Modeling 75
4.1.1 Use of Process Models 75
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 4.1.2 Process Model Contents 76
4.1.3 Identifying a Process Model 76
4.1.3.1 Static Versus Dynamic Models 77
4.1.3.2 Dynamic Models 77
4.1.3.3 Dynamic Modeling Tools 77
4.1.3.4 Combining Static and Dynamic Models 77
4.2 Process Repository Components and Tools 77
4.2.1 Capturing Process Components 77
4.2.2 What Is a Repository? 77
4.2.2.1 Why Do Organizations Need a Process Repository? 78
4.2.2.2 Key Elements of Good Repository: 79
4.2.2.3 Identify the Usage 80
4.2.2.4 Scope the Content 80
4.2.3 Defining a Standard Format 81
4.2.3.1 Select the Repository Management Tools 81
4.2.3.2 Finalize the Process Repository Governance 81
4.2.4 Identifying Outcome-Based Usage Scenarios 82
4.2.5 Scoping the Right Process Knowledge Content 83
4.2.5.1 How to Structure Content 84
4.2.5.2 Using Reference Models 85
4.2.6 Defining Process Knowledge Architecture 85
4.2.6.1 Commonly-Used Architecture Elements 86
4.2.7 Selecting the Right Repository and Modelling Tool 88
4.2.7.1 Types of Repository Tools 89
4.2.7.2 How to Select the Right Tool for Your Organization 90
4.2.8 Repository Governance 90
4.2.8.1 Process Governance 90
4.2.8.2 Business Architecture Related Methods and Conventions 91
4.2.8.3 Process Governance and Repository Governance 91
4.2.9 Monitoring Repository Usage and Expansion 93
4.2.10 Repository Best Practices 93
4.2.11 Repository Metrics 94
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4.3 Process Modeling Tool Capabilities 94
4.4 Purpose of Process Modeling 94
4.4.1 Process Modeling Is a Means to Business Ends 95
4.5 Commonly Used Process Modeling Notations 96
4.5.1.1 Guidelines for Selecting a Modeling Notation 97
4.5.2 Business Process Model and Notation (BPMN) 2.0 97
4.5.3 Swim Lanes 99
4.5.4 Flowcharting 100
4.5.5 Event-Driven Process Chain (EPC) 101
4.5.6 Unified Modeling Language (UML) 103
4.5.7 IDEF0 104
4.5.8 Value Stream Mapping 106
4.5.9 Specialized Approaches in Process Modeling 107
4.5.10 Value Chain 107
4.5.11 SIPOC 108
4.5.12 System Dynamics 109
4.6 Process Model Levels 111
4.6.1 Assigning Process Information 111
4.6.2 Aligning Process Information 111
4.6.2.1 Levels Vary in Number and Name 111
4.6.3 Best Practice: Business Modeling Standards 112
4.6.4 An Example Set of Model Levels 113
4.6.4.1 Integrating Process Models 113
4.6.4.2 Process Repository Maintains Alignment 113
4.6.4.3 Enterprise Process Models 113
4.7 Business Architecture Alignment and Capability Map Development 117
4.7.1 Business Process Models 119
4.7.1.1 Business Perspective 119
4.7.1.2 What Business Process Models Include 119
4.7.2 Workflow Models 120
4.7.2.1 Operations Perspective 120
4.7.2.2 What Workflow Models Include 120
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 4.7.2.3 Rolling Up Activities 120
4.7.2.4 Details Below the Workflow Model 120
4.7.3 Task Steps 120
4.7.3.1 What the Task Steps Level Includes 120
4.7.4 Worker Perspective 121
4.7.4.1 Task Steps and Work Performed 121
4.8 Capturing Process Information and Modeling Participants 122
4.8.1 Direct Observation 122
4.8.2 Interviews 122
4.8.3 Survey or Written Feedback 122
4.8.4 Structured Workshops 123
4.8.5 Web-Based Conferencing 123
4.8.6 Process Mining 123
4.8.7 Modeling Participants 124
4.9 Frameworks and Reference Models 124
4.9.1 Modeling Within a Framework 125
4.9.1.1 Complex Modeling Frameworks 125
4.9.1.2 Framework Management and Compliance 125
4.9.2 Using a Reference Model 125
4.10 Modeling Techniques and Tools 127
4.10.1 Drawing Tools and Reports 127
4.11 Process Validation and Simulation 127
4.11.1 Process Simulation Uses 127
4.11.2 Simulation Tools and Environments 127
4.11.3 Technical Simulation and Load Analysis 128
4.12 Business Process Modeling Key Concepts 128
5 Process Analysis 130
5.1 What Is Process Analysis? 130
5.1.1 Why Do Process Analysis? 131
5.1.2 When to Perform Analysis 132
5.1.2.1 Continuous Monitoring 132
5.1.2.2 Event-Triggered Analysis 132
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5.1.3 Process Analysis Roles 133
5.1.3.1 Optimal Team Attributes 134
5.1.3.2 Analysis Roles and Responsibilities 134
5.1.4 Preparing to Analyze a Process 135
5.1.5 Prioritize the Process 135
5.1.6 Scope the Depth of the Analysis 136
5.1.7 Using Process Frameworks for Analysis 137
5.1.8 Performing the Analysis 137
5.1.8.1 Business Context 137
5.1.8.2 Organizational Culture Context 138
5.1.8.3 Performance Measurement 139
5.1.8.4 Variation 142
5.1.8.5 Cost 142
5.1.8.6 Human Involvement 142
5.1.8.7 Process Controls 143
5.1.8.8 Other Factors 144
5.1.9 Gathering Information 144
5.1.9.1 Interviewing 144
5.1.9.2 Observing 144
5.1.9.3 Researching 145
5.1.10 Analyzing the Business Environment 145
5.1.10.1 SWOT 145
5.1.10.2 Benchmarking 145
5.1.10.3 Critical Success Factors 146
5.1.10.4 Porter’s Value Chain Analysis 147
5.1.11 Analyzing Information Systems 147
5.1.11.1 Data Flow Analysis 147
5.1.11.2 Business Rules 148
5.1.11.3 Systems Documentation and Suitability for Use 148
5.1.11.4 Process Mining 148
5.1.12 Analyzing the Process 148
5.1.12.1 Cost Analysis 149
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 5.1.12.2 Root Cause Analysis 149
5.1.12.3 Cycle Time Analysis 150
5.1.12.4 Sensitivity Analysis 150
5.1.12.5 Risk Analysis 151
5.1.13 Analyzing Human Interactions 151
5.1.13.1 Direct Observation 151
5.1.13.2 Apprentice Learning 151
5.1.13.3 Activity Simulation 152
5.1.13.4 Workplace Layout Analysis 152
5.1.13.5 Resource Allocation Analysis 152
5.1.13.6 Motivation and Reward Analysis 153
5.1.14 Document the Analysis 153
5.1.15 Assess Business Process Maturity 154
5.1.16 Process Analysis Considerations 155
5.1.16.1 Executive Leadership 155
5.1.16.2 Organizational Process Management Maturity 155
5.1.16.3 Avoid Designing Solutions During Analysis 156
5.1.16.4 Paralysis from Analysis 157
5.1.16.5 Proper Time and Resource Allocation 157
5.1.16.6 Customer Focus 157
5.1.16.7 Understanding Organizational Culture 158
5.1.17 Conclusion 158
5.1.18 Process Analysis Key Concepts 160
6 Process Design 161
6.1 What Is Process Design? 161
6.1.1 The Value of Process Design 161
6.1.2 Process Design Roles 163
6.1.3 Preparing for Process Design 164
6.1.3.1 Key Activities and a Roadmap for Design 165
6.1.4 Designing the New Process 165
6.1.4.1 Defining Activities in a New Process 166
6.1.4.2 Comparison to Existing Process 166
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 6.1.4.3 Creating a Physical Design 166
6.1.4.4 IT Infrastructure Analysis and Design 167
6.1.4.5 Creating an Implementation Plan 167
6.1.4.6 Model Simulation and Testing 168
6.1.5 Process Design Principles 169
6.1.5.1 Design from the Outside-In Starting with Customer Interactions 169
6.1.5.2 Design Around Value-Adding Activities 169
6.1.5.3 Minimize Handoffs 170
6.1.5.4 Have Work Performed Where it Makes the Most Sense 170
6.1.5.5 Provide a Single Point of Contact 171
6.1.5.6 Create a Separate Process for Each Cluster 171
6.1.5.7 Ensure a Continuous Flow 171
6.1.5.8 Reduce Batch Size 171
6.1.5.9 Bring Downstream Information Needs Upstream 172
6.1.5.10 Capture Information Once at the Source and Share It 172
6.1.5.11 Involve as Few Actors as Possible 172
6.1.5.12 Redesign, then Automate 173
6.1.5.13 Ensure Quality at the Beginning 173
6.1.5.14 Standardize Processes 173
6.1.5.15 Use Co-located or Networked Teams for Complex Issues 173
6.1.5.16 Consider Outsourcing Business Processes 173
6.1.6 Process Architecture Model Levels 174
6.1.7 Process Rules 177
6.1.8 Simulation of Future State 177
6.1.9 Process Compliance 178
6.1.10 Process Design Success Factors 178
6.1.10.1 Executive Leadership 179
6.1.10.2 Process Ownership 179
6.1.10.3 Incentive and Rewards 179
6.1.10.4 Cross-Functional Teams 179
6.1.10.5 Continuous Improvement 180
6.1.10.6 Commitment to Investment 180
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 6.1.10.7 Alignment with Strategy 180
6.1.11 Conclusions 180
6.1.12 Process Design Key Concepts 181
7 Process Performance Measurement 182
7.1.1 Key Process Measurement Definitions 182
7.1.1.1 Example: Order-to-Cash Metrics 184
7.2 Key Process Performance Definitions 185
7.3 Alignment of Business Process and Enterprise Performance 187
7.3.1 What to Measure 189
7.3.1.1 Measurement Methods 190
7.3.1.2 The Voice of the Process 193
7.3.2 Decision Support for Process Owners and Managers 197
7.3.3 Balanced Scorecard 197
7.3.4 Process Performance Measurement Key Concepts 200
8 Technology and Transformation 201
8.1 Business and Digital Transformation 201
8.1.1 Business Driven Change versus Technology Enabled Change 202
8.1.2 Emergence of Chief Digital Officer Role 203
8.2 Technology as an Enabler 204
8.3 Business Capability Development 205
8.3.1 Enterprise and Business Architecture Management 205
8.3.2 Levels of Models 209
8.3.2.1 Enterprise Models 209
8.3.2.2 Business Models 210
8.3.2.3 Operations and Workflow Models 210
8.3.2.4 Systems Models 210
8.3.2.5 Measurement and Control Models 211
8.3.3 Business Architecture Approach and Tools 211
8.3.3.1 The Impact Grid for Enterprise Business Architecture 212
8.3.3.2 The Business Model Canvas 213
8.3.3.3 Porter’s Competitive Strategy Matrix 216
8.3.3.4 The Coherence Premium 217
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8.4 Enterprise Technologies 225
8.4.1 ERP 226
8.4.2 CRM 227
8.4.3 SCM 228
8.4.4 BPM Technology 229
8.5 Intelligent Business Process Management Suites (iBPMS) 234
8.5.1 iBPM Capabilities 234
8.5.2 Advanced Analytics (Big Data) 235
8.5.3 Dynamic Case Management 236
8.5.4 Process Mining 241
8.5.5 Rules Engines and Business Rule Management Systems (BRMS) 244
8.5.5.1 Rules Repositories and Engines 246
8.5.6 BPMS Vendors 248
8.6 Newer Technology Platforms 249
8.6.1 Robotic Process Automation (RPA) 249
8.6.1.1 What RPA Solves 250
8.6.1.2 RPA Technology Landscape 252
8.6.1.3 Automation versus RPA 255
8.6.1.4 Process Selection Criteria for RPA 256
8.6.1.5 RPA Value Proposition 256
8.6.1.6 RPA Tool Selection 257
8.6.1.7 Implementation of RPA 257
8.6.1.8 General Uses of RPA 258
8.6.1.9 Industry-Specific Uses of RPA 258
8.6.1.10 Five Reasons RPA Deployments Fail 259
8.6.1.11 Best Practices for RPA 259
8.6.1.12 Digital Procurement Research Using RPA 260
8.6.2 Blockchain 262
8.6.2.1 Blockchain in the Supply Chain 274
8.6.3 Artificial Intelligence (AI) and Machine Learning 275
8.6.4 Business Intelligence versus Artificial Intelligence 278
8.6.5 AI, Machine Learning, and Deep Learning 280
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 8.6.5.1 Types of Machine Learning 281
8.6.5.2 Common Machine Learning Algorithms 283
8.6.5.3 Deep Learning Models 285
8.6.5.4 Supply Chain Example with Eight Criteria for Achieving Success with AI 288
8.6.6 Convergence of BPM and AI 290
8.6.6.1 Microservices 291
8.6.7 Internet of Things (IoT) 293
8.6.7.1 Three Categories of Things 293
8.6.7.2 Six Categories of Connected Things 294
8.6.7.3 Challenges of Connected Things 295
8.6.7.4 IoT Architecture 295
8.6.7.5 IoT and The Supply Chain 298
8.6.8 Technology and Transformation Key Concepts 299
9 Building a Process-Oriented Organization and Culture 302
9.1 Leadership Development 303
9.2 Culture Change 304
9.3 Three Levels of Organizational Change and Engagement 305
9.4 The Process-Driven Organization 306
9.4.1 Enterprise Performance Matrix 307
9.5 Organizational Change 308
9.5.1 Organizational Design 309
9.5.1.1 Designing the New Organization 311
9.5.1.2 Implementing the Design 312
9.5.2 Project Management 312
9.5.3 Change Management 313
9.5.4 Financial Management 318
9.5.5 Risk Management 318
9.5.6 Process Culture 319
9.5.7 Moving from Hierarchical Structures to the Process-Driven Organization 320
9.5.8 How ERP and ERP Systems Facilitated Change in Organizational Structures 320
9.5.9 Process Management Roles 321
9.5.9.1 Process Owner 321
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 9.5.9.2 Process Manager 323
9.5.9.3 Process Analyst 323
9.5.9.4 Process Designer 323
9.5.9.5 Process Architects 323
9.5.9.6 Other Key Roles 324
9.5.10 Governing Bodies 325
9.5.11 Process Governance 326
9.5.12 BPM Center of Excellence 327
9.5.12.1 BPM CoE Activities 328
9.5.12.2 Centralized or Decentralized BPM CoE? 328
9.5.12.3 Establishing a CoE 329
9.5.12.4 Benefits of a BPM CoE 330
9.5.13 Building a Process-Oriented Organization and Culture Key Concepts 331
10 Enterprise Process Management 335
10.1.1 Definition of Enterprise Process Management (EPM) 337
10.1.2 Benefits of EPM 337
10.1.3 Requirements of EPM 340
10.1.4 Customer-Centric Measurement Framework 341
10.1.5 Process Portfolio Management 341
10.1.6 Enterprise Process Improvement and Management Planning 341
10.1.7 Process Repository Management 343
10.1.8 BPM Process Maturity 343
10.1.9 Revisiting the Balanced Scorecard 345
10.1.10 EPM Best Practices 345
10.1.11 Transformation Is a Journey, Not a Destination 347
10.1.12 Enterprise Process Management Key Concepts 349
11 Appendices 350
11.1 Appendix A: ABPMP BPM Competency Model 351
11.2 Appendix B: ABPMP BPM Core Curriculum 361
11.3 Appendix C: ABPMP Code of Ethics 383
11.4 Appendix D: ABPMP Standards of Conduct 384
11.5 Appendix E: Chapter References 385
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11.6 Appendix F: Glossary 396
11.7 Appendix G: Contributors 415

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Forward
About ABPMP

Charter
The Association of Business Process Management Professionals is a non-profit, vendor-neutral
professional organization dedicated to the advancement of Business Process Management concepts and
practices. ABPMP is practitioner oriented and practitioner led.

ABPMP has local chapters in several US areas, and many more are forming in the US and internationally.
Individuals wishing to participate who are not located near an existing local chapter are urged to
investigate the feasibility of starting a chapter in their locality. When not affiliated with a local operating
chapter, members will be part of the Members-At-Large chapter, which has its own elected officers and
participates in ABPMP activities as any other chapter would.

ABPMP is governed by an elected Board of Directors. Each chapter president is an ex-officio, voting
member of the International Board of Directors. ABPMP also has a Board of Advisors made up of some
of the most well-known authors, practitioners, and thought leaders in the field. These advisors are
volunteers who periodically offer advice to the chapters and Board of Directors concerning the industry
and how ABPMP can best serve its members.

ABPMP is affiliated with other professional organizations, including the European Association of
Business Process Management (EABPM), which administers the ABPMP certification process and
translates the BPM CBOK Guide into the French and German languages. Additional affiliations are
described in the Reference Disciplines appendix.

For more information on ABPMP, please see our website at www.abpmp.org. For more details about
EABPM see the website at www.eabpm.org.

Vision
The vision of the ABPMP is to:
● Lead the development of BPM as a mainstream discipline
● Be the professional society for Business Process Management Professionals
● Be the recognized authority for certifying BPM practitioners
● Recognize, acknowledge, and honor those who make outstanding contributions to the Business
Process Management discipline
● Be the global center for the community of practice in Business Process Management

Mission
The mission of ABPMP is:
● To engage in activities that advance the practice of Business Process Management
● To promote and evolve a common body of knowledge for BPM

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 ● To foster the development and advancement and skills and competencies of the professionals
who work in the BPM discipline
● To validate the professional qualification and certify BPM practitioners

President’s Note: Why ABPMP Developed the BPM CBOK Guide

There are many people involved in Business Process Management who consider themselves IT people,
and then there are others who consider themselves business people, while there are people like me who
cross both disciplines. ABPMP International considers Business Process Management (BPM) to be both a
management discipline and a set of technologies that support managing by process. Unfortunately, that
seems to be the only industry consensus on the definition of BPM, as there is certainly no shortage of
opinion about what BPM is and how to do BPM.

According to the ABPMP International's Guide to The Business Process Management Common Body of
Knowledge (BPM CBOK Guide):

Business Process Management (BPM) is a disciplined approach to identify, design, execute,

document, measure, monitor, and control both automated and non-automated business
processes to achieve consistent, targeted results aligned with an organization’s strategic goals.
BPM involves the deliberate, collaborative, and increasingly technology-aided definition,
improvement, innovation, and management of end-to-end business processes that drive business
results, create value, and enable an organization to meet its business objectives with more
agility. BPM enables an enterprise to align its business processes to its business strategy, leading
to effective overall company performance through improvements of specific work activities
either within a specific department, across the enterprise, or between organizations.

Within the ABPMP International, our membership shows a diversity of titles that reflect these divergent
approaches to process management. We have well over 150 different titles represented in our
database, although there are clusters around some of the titles like Manager, Director, VP, Analyst,
Consultant, and Architect usually preceded or followed by Process, BPM, Process Improvement, Process
Innovation, and so on.

There is a need in the marketplace to truly set the standard for Business Process Management and the
emerging business process professional. Business Process Management is a broad discipline that
requires one to understand the necessary skills and competencies that one must develop in order to
develop the appropriate skills and effectiveness within the profession.

The ABPMP BPM Competency Model is a developmental path that outlines the skills, competencies, and
experience levels for individuals pursuing a career in Business Process Management.

There is certainly no shortage of vendors with BPM training out there, but none have fully defined the
full spectrum of Business Process Management knowledge. For BPM Professionals to be a force in the
marketplace, it's critical to establish the essential knowledge areas for BPM Professionals, much like the
Project Management Institute did for project management professionals and APICS (now the

18
Association for Operations Management) did for operations professionals. It became clear that there
was a similar need to develop some baseline standards, minimum qualifications, and some reasonable
path for becoming a professional in BPM.

That is why ABPMP International decided to put a stake in the ground and developed the Guide to The
Business Process Management Common Body of Knowledge (BPM CBOK Guide), the Certified Business
Process Associate (CBPA), the Certified Business Process Professional (CBPP), and the soon to be
developed Certified Business Process Leader (CBPL).

The BPM CBOK Guide is ABPMP International's baseline set of standards for the what of BPM — the
knowledge, skills, and competencies, coupled with a strategic approach (how) by illustrating a BPM Life
Cycle Framework for those embarking on a journey to true Business Process Management.

The what and how of BPM will continue to evolve, as will the content (what) and training (how) for it.
ABPMP International's CBPP is a certification that has been developed by and for BPM practitioners. It
was the first independent, professional examination and certification program in the area of BPM
followed by the CBPA, and a soon to be CBPL, all of which have been designed to comply with
international certification standards with the goal of becoming the internationally recognized standard
for BPM Professionals.

This fourth version of the ABPMP CBOK is a response to a growing demand for information on what the
career path is for BPM professionals, inclusive of how BPM continues to evolve, along with the
technologies that BPM can employ to transform organizations to compete in a global economy. As an
association, ABPMP has adopted a position that there are three very different perspectives on creating a
proficient BPM Professional: knowledge, skills, and competencies integrated into an overall career path
with associated BPM certifications for each level, from entry level to senior levels within organizations.

The first level addresses the foundational concepts, which are based on the knowledge areas contained
in the BPM CBOK Guide, that include current practices supported with some instruction. The second
level is related to the additional competencies that are important components for an evolving career in
BPM. We have added the BPM Competency Model and a soon to be third BPM Certification, Certified
Business Process Leader (CBPL), to address the competency and career components. The BPM CBOK and
our professional BPM Certifications are focused on practitioner-level knowledge and experience. We
believe that the broad and deep practitioner experience is at the core of BPM, and that it is essential to
add to the human change factor necessary for continued success in business process change in
organizations.

— Tony Benedict, CPIM, CBPP, CBPL

About the BPM CBOK Guide

The original project to develop the ABPMP CBOK began in late 2003. The first step was to develop a
consensus on what the core knowledge areas are for BPM, taking into consideration all of the current
published materials, inputs from leading practitioners and academics, and the available BPM
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technologies at that time. Version 1.0 took about six years to develop a consensus on the content.
ABPMP put out Version 1.0 for feedback, and at that time developed an affiliation with EABPM
(European Association of BPM). It took another year to incorporate all the ABPMP and EABPM feedback,
edit it, and to finally publish globally, Version 2.0 in 2009. This version was used to develop the Certified
Business Process Professional (CBPP) certification, both of which were launched globally in English. It
wasn’t until the end of 2013, that ABPMP published Version 3.0, which was a two-year effort to update
the BPM CBOK Guide to reflect current practices and the maturity and adoption of BPMS technologies.
The point of view of Version 3.0 was from a business transformation perspective using the available
BPMS technologies. The CBPA exam was then developed as an entry-level BPM Certification and our
CBPP exam was updated to reflect the content additions to Version 3.0. The approach to Version 4.0
includes all the comments that had been collected from people who were using Version 3.0 of the BPM
CBOK, augmented by comments and suggestions from association members in Europe and Brazil. In late
2017, the decision was made to update the BPM CBOK Guide again since BPM, BPMS, and Enterprise
technologies have changed, especially with the introduction of Agile methodologies, low-code and no-
code technologies such as robotic process automation (RPA), and newer platforms like blockchain,
artificial intelligence, machine learning and Internet of things (IoT). ABPMP has also acknowledged the
feedback from our practitioners to add more content on using a process repository, collaboration
techniques, and also to emphasize more explicitly that an effective BPM approach must link strategy to
execution to deliver value to organizations.

Lastly, the project to update the BPM CBOK Guide to Version 4.0 required ABPMP to align the new BPM
CBOK content and knowledge area to the newly developed BPM Competency Model. The table of
contents of the BPM CBOK Guide, Version 4.0 reflects this alignment.

Principles of BPM CBOK Guide Development

In creating all the versions of the BPM CBOK Guide, the ABPMP Board asked all participants that the
following principles be used to guide the authors and reviewers:

BPM CBOK Guide Should (Be) BPM CBOK Guide Should Not (Be)
● Use a standardized terminology
● Ease the communication about BPM
● Sell anything (not vendor driven)
● Support a common understanding of BPM
● Redefine other disciplines
● Reference related disciplines
● Too detailed
● Contain commonly accepted practices
● Miss the audience (practitioner)
● Practitioner driven
● Incomplete in width
● Vendor neutral
● How to (recipe)
● Guide (non-prescriptive)
● Hard to read
● Not a standard setting body
● Have an opinion
● Facilitate evaluation of solutions
● Consistent

20
Preface
The following was written by Brett Champlin, past President of the Association of Business Process
Management Professionals (ABPMP).

Defining a BPM Professional

BPM is both a management discipline and a set of technologies that support managing by process. A
convergence of technologies for workflow, enterprise application integration (EAI), document and
content management, business rules management, performance management, and analytics, among
others, have been brought to bear with a focus on supporting process-based management. A few years
ago, BPM software vendors were focused on the execution layer of the technology stack. Today they are
delivering BPM suites with a full range of features and functions including artificial intelligence to
support process managers and analysts as well as technology developers. With the advent of low-code
and no-code technology, the ease of use will gradually migrate away from IT departments into the
business units. However, given the magnitude of data now collected from processes, new roles are
emerging to support analytical insights garnered from artificial intelligence capabilities, such as data
analysts, data scientists, to name a few.

Recent research studies confirm that Business Process Management (BPM) is rapidly evolving as the
dominant management paradigm of the twenty-first century. BPM is now generally adopted in
companies with more than 80% of the world’s leading organizations actively engaged in BPM programs,
many of these on a global scale. There is now enough published information that demonstrates that
proven strategies, approaches, tools and techniques (including business process frameworks and
maturity models) are employed by world-class, process-focused enterprises.

Business Process Management and Performance Management are merging as more and more process
management groups begin to recognize the organization as a system of interacting processes whose
performance must be balanced, and that must be the focus of fulfilling strategies. Conversely, more and
more of those engaged in enterprise performance management are realizing that it is the performance
of the business processes, not the organizational functional units or a set of assets, that has to be their
central focus in order to gain the true benefits of a performance management initiative. Sophisticated
and powerful new technologies are central to successful and sustainable programs for both of these
disciplines, and integrating the information delivery capabilities as well as management methods is
critical to moving up the scale of maturity in deploying these practices.

Along with Business Process Management, new organizational structures and roles are emerging, and a
new genre of professionals is emerging to support these practices. Yet, business schools are just
beginning to develop programs to teach us how to manage by process. One thing that is clear is that
managing by process and adapting new information systems tools to support those activities is a
successful strategy that brings tremendous advantage to those businesses that adopt it. And, it seems
that the more broad-based the process management initiative is in the organization, the more effective
it is and the more value it adds.
21
There seem to be as many companies whose BPM efforts are driven by their IT organizations as there
are those whose BPM programs are being led by core business areas. Likewise, there seem to be two
major approaches: those that are more project-oriented versus those that view BPM as a continuous
process improvement and transformation effort. These different models generate roles and
responsibilities with widely varying titles and alignments of responsibilities, yet all are process-
management focused.

Within the ABPMP, the membership still shows a diversity of titles that reflect these divergent
approaches to process management. There are well over 150 different titles represented in the ABPMP
database, although there are clusters around some of the titles like Manager, Director, VP, Analyst,
Consultant, and Architect, usually preceded or followed by Process, BPM, Process Improvement, Process
Innovation, and the like.

One role that is particularly significant in BPM programs is that of the process owner. Depending on
whether the organization restructures around cross-functional business processes, creates a matrix-
managed organization, appoints functional managers to take on a dual role, or relies on a cross-
functional council of managers to oversee core business processes, it will ensure that someone takes on
the responsibilities of a process owner for each of the organization’s key operational processes. This role
seems to be one of the critical success factors in effective process-oriented organizations.

An organizational factor that seems to reflect the evolution or maturity in organizations implementing
BPM is the existence of a specialized group that is recognized as the process specialists. Many begin with
a BPM Center of Excellence (CoE) or similar group that provides to the organization process modeling,
analysis, design, and project expertise along with standard tools, methods, and techniques and acts as
an internal consulting group. A more mature or experienced process-oriented organization will have a
process management governance group or Process Management Office that oversees the organization’s
portfolio of processes and aligns, prioritizes, and authorizes transformation efforts. Some companies
may have both types of groups working together. These groups are staffed with process management
professionals with a wide range of titles and alignment of responsibilities.

While there seem to be many successful models for implementing BPM in organizations, one thing they
all have in common is the many new roles with new sets of skills and responsibilities all centered on
BPM. This is an emerging group of professionals whose work is essential to twenty-first-century
business: the business process professional. Judging from the members of ABPMP, they are generally
highly educated (67% have a bachelor or advanced degree) and have a significant amount of experience
(9.9 years average) working in process improvement and redesign.

Some of the more common titles are:

● Business Process Analyst

● Business Process Engineer
● Business Process Architect
● Business Architect
● Business Process Manager

22
 ● Business Process Consultant
● Business Process Manager
● Business Process Owner
● Business Analyst
● Business Systems Analyst
● Manager or Director of Business Performance Improvement
● Manager or Director of Business Process Innovation
● Process Owner
● Process Officer
These titles and their variants cover the majority of the new roles and responsibilities in process-
managed organizations. Regardless of the roles or organizational structure, they generally are
responsible for the same sets of activities: process modeling, process analysis, process design, process
change and transformation, process implementation, process monitoring and control, and process
performance improvement. Some of these roles may be staffed in IT organizations and some in business
disciplines. Many organizations are staffing with cross-discipline groups combining both IT and business
knowledge or with people who have served in both IT and business units, bringing a depth of knowledge
and range of skills that transcend traditional boundaries. Many have found that combining people who
have general consulting-type knowledge and skills with others who have a depth of business-specific
knowledge is a successful strategy for BPM efforts.

There is a new professional in the business world today, the business process professional. The work
they do is critical to the future of competitive organizations. And, even though there is no single or clear
model that one can adopt, it doesn’t diminish the need for more skilled and motivated people to do this
work. Eventually, universities will come out with well-researched and structured models based on some
of the most visible success stories. In the meantime, businesses can’t wait for someone to tell them the
best way to do this; they have to do this work today, and there just aren’t enough knowledgeable,
skilled people to go around. Successful organizations are finding that to staff these groups, they have to
invest in training and development. Some are building their own curricula and training programs and
bringing entry-level people on board to work closely with the few talented BPM Professionals they do
have. Others are sending managers, project leaders, and systems analysts to training, such as the BPM-
Institute or Object Management Group (OMG) certificate programs, to begin to build the requisite
knowledge and skills. This situation will likely continue to be the most viable approach to building
process organizations for the near future.

The mission of ABPMP and EABPM is to engage in activities that promote the practice of Business
Process Management, to develop a common body of knowledge in this field, and to contribute to the
advancement and skill development of professionals who work in this discipline by acting as a certifying
body for BPM Certifications. ABPMP and EABPM’s local chapters produce periodic events featuring BPM
boot camps, case studies, and BPM Certification preparation, and presentations about BPM topics,
which provides an inexpensive continuing education program for their members. ABPMP and EABPM
have an education committee that continues developing the BPM Common Body of Knowledge.
Following that, ABPMP has produced a recommended curriculum for academic and training programs.

23
ABPMP has created a set of criteria to evaluate training providers and their programs and a process for
formal endorsement of training providers and academic programs.

Working in BPM at this time is the most exciting and valuable business experience managers and
professionals can get today. I see Business Process Management professionals as the new training
background for future business leaders today, much as project management was fifteen years ago.
ABPMP has developed through the BPM CBOK Guide and BPM Competency Model the baseline
knowledge, skills, standards, competencies, and minimum qualifications for each BPM Certification level
as a career path for becoming a professional in this BPM. If you are working in process management,
join others in developing the profession — join ABPMP today. Together we can build a new professional
discipline that will create the future.

— Brett Champlin, Pat President, ABPMP

The BPM CBOK Guide Approach by Version

The general approach, which is consistent among all versions, is to convey knowledge, skills, and
competencies that lead to a BPM Certification. The differences between versions are in the certification
type, levels, and potential roles, as shown in the following table.

Towards
Versio
Conveys BPM Level Role
n
Certification
Knowledge, skills,
2.0 CBPP Intermediate Process Architect
competencies
Knowledge, skills,
3.0* CBPA Entry Process Analyst
competencies
- CBPP - Entry - Process Analyst
Knowledge, skills,
4.0
competencies - CBPA - Intermediate - Process Architect
- Chief Process Architect
Knowledge, skills,
Future CBPL Leadership
competencies - Enterprise Business Architect
NOTE: The leadership BPM CBOK will be a separate body of knowledge with a didactic exam.
*CBPA level was introduced in version 3.0 and includes updates to CBPP level.

24
1 The BPM Professional: Career Path Architecture
For those BPM practitioners who are in it for the long run, ABPMP developed the BPM Competency
Model and Career Path Architecture as a roadmap for professional development in the BPM profession.
The goal was to make sure that if a person was either a business-oriented or IT-oriented BPM
professional, that there was a career path for you to elevate your skills and competencies, and your job
title and pay grade.

The pyramid graphic that follows is representative of how any professional evolves through a career
path (known as climbing the ladder). People start their careers at an entry level. They learn the skills and
competencies to do the work at the base technician level. Over time, they acquire managerial skills and
competencies and become managers who supervise people (technicians) working on larger projects or
initiatives. Finally, they acquire the skills and competencies to manage a business unit or organization
and graduate to the level of senior leader — a manager of managers.

Figure 1.1 Leadership Development Pipeline Pyramid

The larger question is, what are the possibilities of that career evolution within an organization?
Following is an example of some of the currently developing job titles in today’s marketplace and
possible paths to more senior levels. The right side of the diagram shows the growing scope of design
responsibilities and accountabilities as your skills, competencies, and experience mature.

25
 Figure 1.2 Example of Changing Paths in Job Advancement

Again, the idea here is that as you develop more skills and competencies, you will naturally climb the
ladder of an organization. As you acquire more skills and competencies in BPM and design, you also pick
up more managerial skills and competencies as a leader (people manager).

ABPMP has created a career architecture for BPM Professionals to address an unaddressed market need
for the BPM profession. If you graduate from college and get your first entry-level position, there is an
early need to understand process and human performance. The CBPA is that first step. The CBPP can be
attained after four years of experience. Finally, after ten years of experience, you can go for the CBPL
certification. Each certification carries with it certain level skills, competencies, and the experience
necessary to grow and pursue a career path.

26
 Figure 1.3 The BPM Competency Model

The BPM CBOK Guide contains the knowledge areas, skills, and competencies to start one’s BPM
journey.

27
1.1 Knowledge Areas of the BPM CBOK
Knowledge areas are complete sets of concepts, terms, and activities that make up a professional field.
The following image represents knowledge areas for the Business Process Management profession.

Figure 1.4 BPM Knowledge Areas

This BPM CBOK Guide provides a basic reference for BPM practitioners. The primary purpose of the BPM
CBOK Guide is to define the profession of Business Process Management and to identify and provide an
overview of the knowledge areas that are generally recognized and accepted as good practice. It
includes roles and organizational structures, as well as provisions to steer a process-driven organization.
The guide provides a general overview of each knowledge area and a list of common activities and tasks
associated with each knowledge area. The BPM CBOK Guide is an enabler of success. It aims to increase
capabilities of BPM Professionals so they can develop and guide process-driven business strategy for
their organizations, supported by enabling BPM technologies, which leads to the success of the
businesses.

This guide is also intended as a springboard for discussions among BPM Professionals. Often, a discipline
such as BPM finds different groups using language in different ways, resulting in conflicting terminology
or definitions that can confuse discussions on the topic. One purpose of the BPM CBOK Guide is to
encourage the use of a common, agreed-upon vocabulary for the BPM discipline. It also provides links
and references to other sources of information that are part of the broader BPM Common Body of
Knowledge.

In addition, the BPM CBOK Guide conveys the fundamental knowledge required of a BPM Professional.
Any assessment or professional certification in the field requires a demonstrated understanding of the
core BPM concepts outlined in the knowledge areas, as well as the ability to perform the activities and
28
tasks identified within them. The BPM CBOK Guide is the basis for developing questions for the exam
that individuals must pass to become a Certified Business Process Associate (CBPA) and/or Certified
Business Process Professional (CBPP). These examinations have been developed by the ABPMP as the
BPM CBOK Guide is constructed and with the aid of a professional certification and licensure testing
company. ABPMP follows the International Standard ANSI/ISO 17024 and ACE (American Council on
Education) General Requirements for Bodies Operating Certification of Persons in the creation of the
certification and examination processes.

1.1.1 Overview of BPM CBOK Knowledge Areas

The following sections provide a glimpse of the coverage in subsequent chapters of the BPM knowledge
areas.

1.1.2 Business Process Management

The Business Process Management chapter focuses on the concepts of BPM, such as key definitions,
end-to-end processes, customer value, and the nature of cross-functional work. Process types, process
components, the BPM life cycle, along with critical skills and success factors are introduced and
explored. This section defines BPM and provides the foundation for exploring the core knowledge areas
of BPM.

1.1.3 Process Modeling

Process modeling includes a critical set of skills and processes that enable people to understand,
communicate, measure, and manage the primary components of business processes. The Process
Modeling Core Area provides an overview of these skills, activities, and key definitions, along with an
explanation of the purpose and benefits of process modeling, a discussion of the types and uses of
process models, and the tools, techniques, and modeling standards. As of Version 4, the concept of a
process repository is included and referenced in other chapters as appropriate.

1.1.4 Process Analysis

Process analysis involves a systematic review and an in-depth examination of business processes,
including the efficiency and effectiveness of business processes. This chapter explores process analysis
purpose, activities to support process decomposition, and analytical frameworks. It covers the roles,
scope, business context, rules, and performance metrics that make up process analysis. The focus is on
understanding current-state processes with a view to achieving improvements in the future state. A
variety of process analysis types, tools, and techniques are included within this knowledge area.

1.1.5 Process Design

Process design involves creating the future state or design for business processes within the context of
the organizational strategy and linking process performance objectives to the strategy and goals. It
provides the plans and guidelines for how work processes flow, how rules are applied, simulation of the
future state, process compliance, and operational controls. The value of process design is discussed
29
along with planning for how business processes function and are measured, governed, and managed.
This knowledge area explores process design roles, techniques, and principles of good design. The
chapter also explores common process design patterns and considerations such as compliance,
executive leadership, and strategic alignment.

1.1.6 Process Performance Measurement

Process performance measurement is the formal, planned monitoring of process execution and the
tracking of results to determine the effectiveness and efficiency of the process. This information is used
to make decisions for improving or retiring existing processes and/or introducing new processes in order
to meet the strategic objectives of the organization. Topics covered include the importance and benefits
of performance measurement, key process performance definitions, monitoring and controlling
operations, alignment of business processes and enterprise performance, what to measure, process and
measurement methods and frameworks, modeling and simulation, decision support for Process Owners
and managers, and considerations for success.

1.1.7 Business Process Transformation

Process transformation emphasizes that the BPM life cycle, including business and/or digital
transformation, begins with strategy and cascades down to execution. The chapter also addresses
change management associated with these transformations. Process changes are discussed in the
context of the BPM life cycle from planning to implementation. Various process improvement, redesign,
and reengineering methodologies are explored, along with the tasks associated with construction,
quality control, and the introduction and evaluation of new processes. The topic of organizational
change management, including change management best practices for transformation are also
addressed.

1.1.8 Technology and Transformation

The technology and transformation knowledge area covers enterprise technologies that support
organizational business transformation. Enterprise technologies, including BPM, enable business and
digital transformation. BPM is a technology-enabled and technology-supported management discipline.
The section includes BPM technologies available to support the planning, design, analysis, operation,
and monitoring of business processes. These technologies include the set of application packages,
development tools, infrastructure technologies, and data and information stores that provide support to
BPM Professionals and workers in BPM-related activities. Integrated Business Process Management
Suites (iBPMS), process repositories, and cloud-based platforms for modeling, analysis, design,
execution, and monitoring are discussed. BPM standards, methodologies, and emerging trends are also
covered. As of Version 4, robotic process automation (RPA), blockchain, artificial intelligence, machine
learning, and Internet of things (IoT) are included in this chapter.

30
1.1.9 Process Management Organization and Culture
The process management organization knowledge area addresses the roles, responsibilities, and
reporting structure to support process-driven organizations. The chapter includes a discussion of what
defines a process-driven enterprise, along with cultural considerations and cross-functional, team-based
performance. The importance of business process governance is explored, along with a variety of
governance structures and the notion of a BPM Center of Excellence (CoE). As of Version 4, the role of
collaboration in BPM is included here and referenced in other chapters.

1.1.10 Enterprise Process Management

Enterprise Process Management is driven by the need to maximize the results of business processes
consistent with well-defined business strategies and functional goals based on these strategies. Process
portfolio management ensures that the process portfolio supports corporate or business-unit strategies
and provides a method to manage and evaluate initiatives. The Enterprise Process Management
knowledge area identifies tools and methods to assess process management maturity levels, along with
required BPM practice areas that can improve a BPM organization state. Several business process
frameworks are discussed, along with the notion of process integration — that is, interaction of various
processes with each other and with models that tie performance, goals, technologies, people, and
controls (both financial and operational) to business strategy and performance objectives. The topics of
process architecture and best practices in Enterprise Process Management are explored.

Current Version Comments

Please send comments to ABPMP through our website and let us know if there are any topics you
believe we should include or if you have disagreements with the association’s point of view. Your
comments will be used as a foundation for future versions.

Readers who would like to see additional topics or discussions in future versions are invited to send all
suggestions or recommendations for changes to ABPMP at www.abpmp.org/page/feedback_CBOK.

1.2 BPM Skills and Competencies (BPM Competency Model)

The ABPMP BPM Competency Model was developed to address the overall need to provide BPM
Professionals a developmental path that outlines the skills, competencies, and experience levels for
individuals pursuing a career in Business Process Management. The model also shows how that
developmental path aligns BPM CBOK content knowledge areas with the ABPMP BPM Certifications.

The BPM Competency Model graphic that follows provides a conceptual understanding of the
experience level requirements as one progresses from entry level (CBPA) to leadership level (CBPL). The
CBPA requires either a Bachelor’s degree or at least one year of work experience to be eligible. The CBPP
level requires a minimum of four years of work experience and is intended for individuals who can
demonstrate project-oriented, BPM-related improvements. The CBPL requires a minimum of ten years
of experience and should include enterprise-level business process change projects with at least one
major cross-functional process.

31
The BPM Competency Model Matrix is illustrated in the following table as a one-page summary. The full
model is thirteen pages and covers each category of skill and competency in detail for each BPM
Certification level. The full version of the BPM Competency Model is available in Appendix A.

Figure 1.5 BPM Competency Model Matrix Summary

1.3 ABPMP BPM Certification Levels

BPM Certification means that an individual has:
● Achieved appropriate professional experience and/or education
● Passed a rigorous examination of 130 questions
● Agreed to abide by a professional code of conduct
● Committed to maintaining an active credential through meeting continuing professional
development requirements
The ABPMP BPM Certification program is unique in our rapidly changing marketplace. The BPM
Certifications were developed by and for BPM practitioners. They are the first independent, professional
examinations and certification programs in the area of BPM. The BPM Certifications have been designed
to comply with international certification standards and are now the internationally recognized
standards for BPM Professionals. The BPM Certifications are offered by ABPMP through our chapters
and affiliates worldwide, representing the largest qualified constituency of BPM practitioners today.

There are three BPM Certifications: CBPA, CBPP, and CBPL.

32
CBPA. The Certified Business Process Associate certificate is for new BPM practitioners. Those who have
completed (or are in process of completing) an undergraduate degree or who have worked in a Business
Process Management role for at least one year are eligible to sit for the exam. The exam demonstrates
an understanding of business process improvement and transformation concepts across the disciplines
covered by the BPM CBOK Guide. The CBPA certification allows those new to the profession to
demonstrate their understanding of the concepts, approaches, techniques, and technologies needed to
succeed in BPM and helps them stand out among their peers. The CBPA certificate is more than an
academic certification or a certificate of study. It is independent verification that the individual has a
solid level of basic competency in Business Process Management and may have applied the concepts in
day-to-day work experience.

CBPP. The Certified Business Process Professional certificate is for individuals who are experienced BPM
practitioners and requires a minimum of four years of BPM work. It is a pre-requisite for pursuing the
Certified Business Process Leader (CBPL) certificate.

CBPL. The Certified Business Process Leader certificate is focused on practitioners in leadership and
requires a minimum of ten years of experience. Those seeking this level should have experience in
enterprise-level business process change that includes at least one major cross-functional process.

Figure 1.6 Certification Levels with Eligibility Requirements

33
2 Introduction
In this chapter, you will find definitions related to the BPM CBOK Guide, a statement of purpose, how
this guide is organized, the drivers for using BPM, and an explanation of where BPM fits in the
professional space.

2.1 What Is a Body of Knowledge?

A body of knowledge is a collection of all the available knowledge on a topic or all the published material
on a subject. This definition of corpus (also called body of knowledge) comes from
businessdictionary.com.

For the purposes of BPM, we adapt the definition to: A collection of all the available knowledge on the
currently accepted practices of a topic, including all the published material on the subject.

2.2 What Is the BPM CBOK Guide?

Guide to the Business Process Management Common Body of Knowledge (BPM CBOK Guide) is the
globally recognized standard for the practice of Business Process Management. The BPM CBOK Guide
describes business process management knowledge areas, key concepts, and generally accepted best
practices (skills and competencies) to guide an organization on a process-led journey.

When a new term is used in the market, until it is defined and becomes a best practice, it won’t be in
the BPM CBOK Guide. Social BPM is one example of such terminology. Process mining is another
example where the marketplace (mostly IT and BPM vendors) is using the term defined as follows:
process mining is a process analysis method that aims to discover, monitor, and improve real processes
(processes not assumed) by extracting knowledge easily from available event logs in the systems of
current information of an organization. That definition actually describes an existing capability of many
BPM systems that do process mining, which is simply a form of process discovery. For more information
please refer to: https://medium.com/@pedrorobledobpm/process-mining-plays-an-essential-role-in-
digital-transformation-384839236bbe.

Because the term Business Process Management (BPM) is used so frequently throughout this
publication, we include the definition, as applied, herein:

Business Process Management (BPM) is a disciplined management approach to

identify, design, execute, document, measure, monitor, and control both
automated and non-automated business processes to achieve consistent, targeted
results aligned with an organization’s strategic goals. BPM involves the deliberate,
collaborative, and increasingly technology-aided definition, improvement,
innovation, and management of end-to-end business processes that drive business
results, create value for customers, and enable an organization to meet its
business objectives with more agility.

34
2.2.1 Purpose of the BPM CBOK Guide
This BPM CBOK Guide provides a basic reference of BPM best practices for BPM practitioners. The
primary purpose of the BPM CBOK Guide is to define the profession of Business Process Management
and to identify and provide an overview of the knowledge areas that are generally recognized and
accepted as best practice. It includes roles and organizational structures as well as provisions to steer a
process-driven organization. The guide provides a general overview of each knowledge area and a list of
common activities and tasks associated with each knowledge area. The BPM CBOK Guide allows BPM
Professionals to increase their capabilities and thereby develop appropriate business strategies,
supported by enabling BPM technologies, which leads to business success.

This guide is also intended as a springboard for discussions among BPM Professionals. Often, a discipline
such as BPM finds different groups using language in different ways, resulting in terminology or
conflicting definitions that can confuse discussions on the topic. One purpose of the BPM CBOK Guide is
to encourage the use of a common, agreed-upon vocabulary for the BPM discipline. It also provides links
and references to other sources of information that are part of the broader BPM Common Body of
Knowledge.

In addition, the BPM CBOK Guide reflects the fundamental knowledge required of a BPM Professional.
Any assessment or professional certification in the field requires a demonstrated understanding of the
core BPM concepts outlined in the knowledge areas, as well as the ability to perform the activities
identified within them. The BPM CBOK Guide is the basis for developing examination questions for the
exam that individuals must pass to become a Certified Business Process Associate (CBPA) and/or
Certified Business Process Professional (CBPP). These examinations have been developed by the ABPMP
as the BPM CBOK Guide is constructed and with the aid of a professional certification and licensure
testing company. ABPMP follows the International Standard ANSI/ISO 17024 and ACE (American Council
on Education) General Requirements for Bodies Operating Certification of Persons in the creation of the
certification and examination processes.

2.2.2 Organization of Sections

The BPM CBOK Guide is organized in BPM knowledge areas or core areas or sections, as outlined in
Figure 2.1. These BPM core areas are segmented into a broader, organizational-oriented perspective
and a process perspective. BPM core areas reflect BPM capabilities that may be considered by an
organization implementing Business Process Management.

BPM concepts are covered in the Business Process Management chapter, which sets the stage for all of
the BPM core areas.

35
 Figure 2.1 Core Areas of BPM and CBOK Organization

2.3 Why BPM Matters

There are many reasons why BPM matters to businesses even when senior leaders may not be as
process oriented as others. The reasons are usually developed from using strategic analysis techniques
or frameworks for understanding the drivers of change. The two types of drivers are in the context of
the organization and comprise a litany of drivers both internal and external to the organization.

2.4 The BPM Professional Space

By professional space, we mean all the internal and external factors that influence decisions surrounding
business process management. For BPM practitioners, the BPM professional space represents the scope
of knowledge and can be analogous to the internal and external drivers. The BPM professional space is
comprised of nine components, as shown in Figure 2.2.

External Environment. In Figure 2.2, the box on the left represents the external environment, made up
of the enterprise's relevant environment, BPM practice influences, and BPM professional development
programs. The enterprise’s relevant environment includes competitors, industry associations, and
regulators. BPM practice influencers include professional associations, rule-making institutions, and
technology vendors. BPM professional development programs include common body of knowledge
publications, research projects, education programs, and professional certification. The ABPMP is

36
strongly committed to supporting programs that promote BPM professional practices and professional
development.

Enterprise (Internal) Environment. The middle box in Figure 2.2 shows the next five components, which
are internal to the enterprise: business strategy and governance; BPM professional practices; business
processes; applications, data, and IT platforms; and values, beliefs, leadership, and culture. Business
strategy and governance refers to guidelines for management of an organization. BPM professional
practices is the management of the organization's business processes (process management). Business
processes are the formalized operational standards of an organization, both internal and external.
Applications, data, and IT platforms are technology used to support business processes. Values, beliefs,
leadership, and culture are factors unique to an organization that influence how employees and
management behave.

Extended Enterprise Environment. The box on the right in Figure 2.2 depicts the extended enterprise,
with influences both internal and external. These are business processes that are outsourced. Although
executed in an external environment, they are extensions of the enterprise’s business processes.

The key point is that influences on BPM Professionals extend outside the organization and must be
considered as part of a holistic view of its business processes.

Figure 2.2: BPM Professional Space

37
3 Business Process Management
Chapter 3 delves into business process management.

3.1 What Is BPM?

The following sections answer the question, what is BPM?

3.1.1 Scope of BPM Initiatives

BPM provides a means to focus on results as well as courses of action. Figure 3.1 illustrates the scope of
BPM initiatives.

Figure 3.1: Scope of BPM Initiatives

Initiatives can be limited in scope, such as a project that targets business process improvement (BPI).
Outcomes can be achieved by applying the BPM life cycle as described in this guide or by applying other
methodologies like Lean Management or Six Sigma.

Business process improvement (BPI) is a singular initiative or project to

improve the alignment and performance of a particular process with the
organizational strategy and customer expectations. BPI includes the selection,
analysis, design, and implementation of the (improved) process.

BPM is also a holistic system that can generate outcomes of initiatives or projects. This result, called
Enterprise Process Management (EPM), includes the strategy, values and culture, structures and roles,
and a whole set of end-to-end processes with their associated goals and indicators, IT, and people. The
degree of progress reached can be assessed as a process management maturity level.

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Enterprise Process Management (EPM) is the application of BPM principles,
methods, and processes to an individual enterprise. EPM (a) assures the alignment
of the portfolio and architecture of end-to-end processes with the organization’s
strategy and resources and (b) provides a governance model for the management
and evaluation of BPM initiatives.

BPM can also be seen as a continuous refinement, which can be achieved by the application of a day-to-
day feedback control system to improve the quality of single processes and the Enterprise Process
Management system.

Business process continuous improvement is the sustained approach to

monitor process performance to ensure processes are more efficient and effective
by applying a concurrent and responsive feedback control system.

3.1.2 Definition
Business Process Management is defined below. It is also a management discipline that treats business
processes as assets. It presumes that organizational objectives can be achieved through the definition,
engineering, control, and dedication to continuous improvement of the organization’s major cross-
functional business processes.

Business Process Management (BPM) is a disciplined management approach to

identify, design, execute, document, measure, monitor, and control both
automated and non-automated business processes to achieve consistent, targeted
results aligned with an organization’s strategic goals. BPM involves the deliberate,
collaborative and increasingly technology-aided definition, improvement,
innovation, and management of end-to-end business processes that drive business
results, create value for customers, and enable an organization to meet its
business objectives with more agility.

3.1.3 Core Principles of Business Process Management

The following are core principles of Business Process Management that are central to the practice and
should be front of mind throughout one’s BPM practice.
● Business change is a performance-driven management discipline
● Business change must involve all relevant stakeholders involved in the process
● Business process change must be approached from the outside in (customer-driven)
● Business processes must be managed holistically within any organization
● Business change must be linked to the stakeholder criteria
● Business process change must be aligned to the corporate strategy and the goals of the
operational plan metrics
● The organization must segment the primary, cross-functional processes that deliver value to the
customer
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 ● Business change is about people as much as process
● Business Process Management is a journey, not a destination
● Business processes must be managed continuously in a life cycle model

3.1.4 How Organizations Should Approach Business Change

Just as strategic planning should be an annual cycle in any organization, so should the approach be to
business (process) change. While there are many BPM life cycles in use today, what’s more important is
that BPM practitioners use a life cycle that follows the principles of Business Process Management.

3.1.5 The BPM Life Cycle Framework

The management practice of BPM follows a process or life cycle of integrated BPM phased activities.
Most life cycles can be summarized by an iterative, phased set of activities that include:

(1) Alignment to strategy and goals

(2) Architect changes
(3) Develop initiatives
(4) Implement changes
(5) Measure success

Continuous improvement is part of the last phase. As a BPM practitioner cascades through the BPM life
cycle, as illustrated in Figure 3.2, business processes are enabled or constrained by a variety of factors
including the four primary factors of values, beliefs, leadership, and culture.

Figure 3.2 Five Phases of BPM Life Cycle

3.1.5.1 Phase 1: Alignment to Strategy and Goals

The BPM life cycle begins with developing a process-driven strategy and plan for the organization. This
phase starts with an understanding of organizational strategies and goals that are designed to ensure a
compelling value proposition for customers. The strategic plan provides structure and direction for
continued customer-centric process management. It lays a foundation for a holistic BPM approach to
ensure the alignment with organizational strategy and goals with the integration of strategy, people,
processes, and systems across functional boundaries. This phase sets the strategy and direction for
aligning process and process capability to the organization’s strategy. It also identifies and aligns
processes to customer objectives. Critical to this phase is determining the process in focus for change
and finally to align those process metrics to the goals of the organization. Ancillary activities include
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identifying appropriate BPM Center of Excellence (CoE) organizational roles and responsibilities,
executive sponsorship, and expected resource commitments.

3.1.5.2 Phase 2: Architect Changes

During phase 2, the work of process modeling, process analysis, process design, and Process
Performance Measurement occurs. Phase 2 uses methodologies discussed in this BPM CBOK Guide to
identify current major, cross-functional organizational processes in the context of the desired goals and
objectives. Practitioners use analysis to assimilate information from strategic plans, process models,
performance measurements, changes in the environment, and other factors in order to fully understand
the business process priorities to be implemented in the organization. All design activities focus on how
the new roles will deliver value to customers.

3.1.5.3 Phase 3: Develop Initiatives

Phase 3 is where all of the plans are developed for implementation. The guide does not cover how to
develop these initiatives, but does give a brief description of the following plans.
● Process training plan
● Change management plan
● Project plan
● Technology change plan
● Benefits realization plan

3.1.5.4 Phase 4: Implement Changes

During phase 4 the organization implements all of the plans from phase 3, coordinated and managed by
the program sponsor and project manager. This phase requires a structured project implementation
schedule for each task and activity by phase with dependencies, predecessors, and so on. The
technology Go-Live is part of this phase, along with technology and process stabilization. Since the BPM
CBOK Guide is not prescriptive, it does not cover how-to topics like implementation.

3.1.5.5 Phase 5: Measure Success

Phase 5 includes realization of benefits, which are measured against projected benefits from the original
plan. It also implements the permanent Enterprise Process Management and governance model for the
organization. It includes continuous measuring and monitoring of business processes and of technology.
All business process, change management, benefits realization, and technology plans are stored in the
process and document repositories. An ongoing continuous improvement plan is implemented with the
Process Owner taking over once the overall initiative reaches project closure.

Alignment of Knowledge Areas to BPM Life Cycle Phases

Phase 1: New section that focuses on aligning Process to Strategy and Goals
Phase 2: Process Modeling, Process Analysis, Process Design, Process Performance Measurement,
Business Process Transformation, Technology and Transformation
Phase 3: Process Transformation, Process Organization
Phase 4: This is new section based on BPM Life Cycle and covers Organizational Design, Job training,
Technology go-live and stabilization

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Phase 5: Enterprise Process Management

Continuous process improvement is an approach in which BPM practitioners

continuously evaluate the performance of the business processes, and if the results
fall below expectations, start the BPM life cycle again.

3.1.6 Types of Processes

There are three different types of end-to-end business processes:
● Primary processes (often referred to as core processes)
● Support processes
● Management processes
In most businesses, primary processes make up twenty percent of business activities, while support
processes make up seventy percent, and management processes represent ten percent.

3.1.6.1 Primary Processes (20%)

Primary processes are end-to-end, cross-functional processes that directly deliver value to customers.
Primary processes are often referred to as core processes, as they represent the essential activities an
organization performs to fulfill its mission. These processes make up a value chain, where each step
adds value to the preceding step as measured by its contribution to the creation or delivery of a product
or service, ultimately delivering value to customers.

Value chains are comprised of what Michael Porter described as “primary” activities and “supporting”
activities in Competitive Advantage (1985). The enterprise-wide business process value chain is a way of
looking at the chain of activities (processes) that provides value to the customer. Each activity has its
own performance objectives linked to its parent business process. Primary processes can move across
functional organizations, across departments, or even between enterprises and provide a complete end-
to-end view of value creation. Primary activities are those involved in the physical creation of the
product or service, marketing and transfer to the buyer, and after-sale support. Primary activities are
referred to as value-adding.

3.1.6.2 Support Processes (70%)

Support processes are designed to support primary processes, often by managing resources and/or
infrastructure required by primary processes. The primary difference between support and primary
processes is that support processes do not directly deliver value to customers, while primary processes
do. Common examples of support processes include information technology management, facilities or
capacity management, and human resource management. Each of these support processes may involve
a resource life cycle and are often tightly associated with functional areas. However, support processes
can and often do cross-functional boundaries. For example, capacity management, the process of
managing capacity, does not directly deliver value to customers, but does support an organization's
ability to deliver products and services. Capacity management often involves a number of cross-
functional activities, from planning to procurement, engineering and design, construction, and the
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process of putting capacity into production. Each of these activities could include cross-functional teams
with representatives from finance, procurement, engineering, manufacturing, information technology,
and other functional organizations.

The fact that support processes do not directly deliver value to customers does not mean that they are
unimportant to an organization. Support processes can be critical and strategic to organizations as they
directly influence the ability of an organization to effectively execute primary processes.

3.1.6.3 Management Processes (10%)

Management processes are used to measure, monitor, and control business activities. Management
processes ensure that a primary or supporting process meets operational, financial, regulatory, and legal
goals. Management processes do not directly add value to customers, but are necessary in order to
ensure the organization operates effectively and efficiently.

3.1.7 Types of Activities

Types of activities that are part of business processes include value-adding activities, handoff activities,
and control activities.

3.1.7.1 Value Adding

Value-adding activities are those that contribute to the process output in a positive way. For example,
contacting the customer several days after servicing their car to check that they are satisfied adds value
to the Service Vehicle process, both by measuring customer satisfaction and by enhancing the company
image as a caring and concerned service provider.

3.1.7.2 Handoff
Handoff activities pass control of the process to another department or organization. Transferring a
customer to another department after determining the appropriate group to resolve their issue is an
example of a handoff activity.

3.1.7.3 Controls and Control Activities

Control activities assure that the processes behave within desired tolerances. Controls help ensure
processes achieve desired goals and adhere to standards, legal, and/or regulatory requirements.
Controls identify exceptions and can trigger exception processes. They can even identify dangerous
conditions so they can be addressed through intervention.

A control activity is a specific validity checkpoint in a process. Control activities can prevent, detect, or
correct undesirable conditions or change the flow of a process to ensure that process goals are met.
Control activities typically involve the application of rules and measures of conditions that will call for
automated or manual intervention.

The design and application of control activities has been applied extensively to finance, accounting,
manufacturing, operations, and virtually all important aspects of an enterprise. A key element of process
management is the identification and definition of computing financial and operational controls.

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Achieving successful adherence to these controls requires the design, testing, implementation, and
monitoring of control activities.

Understanding the need for controls, and those activities within the process that support and enforce
controls, is an important contribution of the logic and methods of process management. Quite often,
management and auditors design controls to address legal and regulatory requirements without a
complete understanding of the end-to-end processes being controlled. Without a process management
framework, the list of potential controls designed for risk reduction can be excessive and very difficult, if
not impossible, to manage.

3.1.8 BPM Is a Management Discipline

Business Process Management, as a management discipline, carries within it the concept of governance.
Generically defined, governance is a structured approach to decision making and the means by which
decisions are implemented (or not implemented). When applied to business processes, governance
implies:
● Structured decision making regarding how an organization functions with respect to the delivery
of value to customers
● A structured approach to implementing changes in the way an organization functions with
respect to the delivery of value to customers
The cross-functional nature of managing business processes creates a completely new need for
specialized roles to support enterprise governance. In traditional, functionally-managed organizations,
strategic intent is pushed into business functions at a business unit level, and structured decision making
is constrained within that organizational silo (see Figure 3.3). As a result, inefficiencies, poor
performance, and breakdowns most often occur during the handoffs between functional organizations.
Gaps then become apparent because functional managers are measured and evaluated for their
performance in optimizing their siloed functions, rather than the performance of the cross-functional
processes. A void in responsibility for optimizing the handoffs between functions becomes problematic.

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 Figure 3.3 Silos in Functionally-Managed Organizations

A Business Process Management implementation typically introduces new roles into the organization
with responsibilities for managing processes end-to-end across functional boundaries as a remedy to
address the issue of process inefficiencies, breakdowns, and communication gaps between functions.
This is prescriptive in BPM and is critical in understanding the labels attached to process-centric roles
and the role responsibilities associated with the processes. These new roles and responsibilities exist
because of the business process orientation instead of functional resource management.

It is common that a single individual representing a single position in the organizational functional
hierarchy will have multiple roles: one for their business function and another in the management of
the cross-functional business processes.

While the role titles may vary between companies, for this discussion we will look at roles and
responsibilities of the:
● Process Owner
● Process Leader
● Process Steward
● Process Analyst
● Process Governor

3.1.8.1 Process Owner

The Process Owner is a centerpiece role in a Business Process Management implementation and is
assigned overall responsibility for the end-to-end management of one or more business processes.
Specifically, this means that the Process Owner is responsible for ensuring the process meets
established performance expectations (for both effectiveness and efficiency). For example, in Figure 3.4,
a performance target cycle time of 100 days has been set for a specific business process. The Process

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Owner is responsible for ensuring that the process is designed, deployed, monitored, and controlled in a
manner that meets this target for every process instance.

Figure 3.4 Process Owner Assigned a Process with 100 Day Target Cycle Time

In order to meet these responsibilities, a Process Owner typically:

● Engages a team of stakeholders to define business process context and ensure alignment with
strategic objectives
● Engages a team of stakeholders and SMEs to ensure business process design meets expectations
within its defined organizational context
● Serves as point of contact for process-related questions
● Ensures understanding of how people and systems are engaged to support process execution
● Plays active stakeholder role in business and technology initiatives that impact the process
● Facilitates business process adoption
● Monitors and reports process performance data
● Proposes a corrective course of action if process performance is not as expected
● Escalates instances of significant process performance breaches requiring attention
● Leads a team to assess, prioritize, and implement requests for process change
● Collaborates with other Process Owners to ensure alignment
With respect to organizational positioning of the Process Owner role, there are fundamentally two
approaches to implementation, functionally-aligned and non-functionally aligned process ownership.

Functionally-Aligned Process Ownership

In the functionally-aligned implementation approach, Process Owners report to heads of functional
organizations. In cases where a business process transcends organizational boundaries (most do), there
are two options for the responsibilities (and accountability) of process ownership:

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 ● A single Process Owner is assigned even though some process participants report to other
functional organizations
● Multiple Process Owners are assigned the responsibility for process ownership

Figure 3.5 Organizational Structure in Functionally-Aligned Process Ownership

The pros of adopting a functionally-aligned process ownership approach are that it is less threatening to
the existing power structure and more familiar to operations staff. Therefore, functionally-aligned
process ownership has much less chance of being summarily rejected at introduction by the
organization. For these reasons, many organizations choose to accept, in the short term, that this
approach is less effective and view functionally-aligned process ownership as a baby step to the more
effective (but harder to implement) approach of non-functionally aligned process ownership.

Non-Functionally Aligned Process Ownership

In the non-functionally aligned implementation approach, Process Owners report directly to the head of
the organization (or to an organizational structure directly under the head). In this case, Process Owners
are peers to the heads of functional organizations in the organizational hierarchy.

Figure 3.6 Organizational Structure in Functionally-Aligned Process Ownership

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The pros of this approach are that the Process Owner is in an appropriate position in the organizational
hierarchy to address cross-functional handoff issues and that there is a clear distinction between the
responsibilities of a Process Owner and those of functional management.

The challenge of this approach is that it significantly changes the traditional power structure within an
organization. There is a high potential for initial resistance (typically from functional managers),
sometimes requiring extreme intervention from executive leadership to get the governance model off
the ground.

There are inherent weaknesses in both models. In functionally-aligned ownership, there is a danger that
process participants from other functional organizations may not recognize Process Owner authority
and scope of management, and similarly that Process Owners are less likely to take responsibility for
issues stemming from other functions. The weakness in the second model is that Process Ownership is
shared across functions. This is really no different than traditional functional management structures
and introduces the same host of problems, specifically a lack of authority with respect to management
of the handoffs between functions.

3.1.8.2 Process Leader

The role of the Process Leader is played by members of the organization’s executive leadership team
and may or may not involve representatives of the process ownership function.

In organizations where a Business Process Management discipline exists, the typical responsibilities of
the Executive Leadership Team members remain intact. For example, leaders still establish strategic
direction and develop the organization's vision, mission, and core values.

Figure 3.7 Organization Chart Showing Process Leader

Additional responsibilities associated with the role of Process Leader might include:

● Defining the vision and strategy for Business Process Management and sponsoring its
implementation
● Ensuring that process performance objectives are established in alignment with strategic
direction

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 ● Confirming that process change recommendations and prioritizations are in alignment with
strategic intent

3.1.8.3 Process Steward

The role of Process Steward is played by members of the organization’s functional management — that
is, the managers of operations staff who execute activities within an end-to-end business process.

Figure 3.8 Organization Chart Showing Process Steward

In organizations where a Business Process Management discipline is implemented, typical

responsibilities of the Functional Management Team members include:

● Developing knowledge and expertise within the functional discipline

● Attracting and retaining top talent within the functional discipline
● Structuring and developing functional team role descriptions and responsibilities
● Defining and maintaining operational-level procedures
These traditional Functional Manager responsibilities remain intact within organizations where a
Business Process Management discipline is implemented.

Additional responsibilities associated with the role of Process Steward might include:

● Ensuring that operational-level procedures align with requirements of overarching business

processes that the function supports.
● Ensuring that operations staff are aware of expectations with respect to supporting overarching
business processes. For example, performance expectations, expected quality of the output(s)
produced by the function, escalation paths, and circumstances under which escalation is
desired.
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 ● Gathering and submitting feedback and suggestions for process improvement to the Process
Owner.
● Membership on the team (led by Process Owner) that assesses and prioritizes process change
requests.
● Sharing information with the Process Owner regarding functional-level performance that is
relevant to the overarching business process.

3.1.8.4 Process Analyst

In small Business Process Management implementations, the Process Analyst can have responsibilities
across all phases of the Business Process life cycle. In larger implementations, Process Analysts might
specialize in one or two key aspects of the discipline.

Figure 3.9 Organization Chart Showing Process Analyst

A sampling of typical responsibilities includes:

● End-to-end design of the organization’s business processes (under direction of the Process
Owner and with input from functional SMEs)
● Maintenance of the process model repository
● Collaboration with the Process Owner and Stewards to diagnose problems and propose
solutions
● Performing analyses as requested by the Process Owner and/or Process Stewards (for example
performance analysis, impact analysis, and process simulation)
● Typically, membership on the team that assesses and prioritizes requests for process change
● Typically, membership on process change implementation teams

3.1.8.5 Process Governor

The role of the Process Governor is critical in driving process maturation through standardization in the
practice and use of BPM methodologies and tools. This role is less focused on the content of the
organization’s processes than on how that content is documented and managed.

The role of Process Governor can be played by the same person who is the Process Owner in small BPM
implementations and when the Process Owner is functionally neutral. However, in implementations

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