The ability to agree & standardize process flows affects heavily the ability to agree & standardize KPIs which reflect operational efficiency. Clearly defined process flows are used to identify milestones which relate to process progress, thus can be used to timestamp relevant events and produce relevant process progress KPI’s.
Clearly assigned process roles & process ownership, is a prerequisite in order to associate KPIs with accountable roles. A KPI is managed in context, only if a measurement outside acceptable levels can be used to assign clear responsibility. Unclear lines of accountability reduce the value of performance reporting & the ability to effectively steer operations.
An Enterprise process map which fully covers operations, can better support the definition of a comprehensive set of operational intelligence KPI’s. The lack of an enterprise process view via a process map, which is common in traditional function based Enterprises may impede the efficient identification & definition of operational intelligence KPI’s.
Updating of reports & KPIs may be triggered by a process governance update. The KPIs should reflect the Enterprise Strategy. Changes in process strategy should be reflected in the reporting system & KPI set.
In depth analysis of process performance, by drilling down on certain measurements (i.e. by analyzing various stages of a process) may lead to the root-cause of a problem. Consequently such findings may lead to changes in the process design and/or process execution.
Measurements on certain processes may lead to changes in process architecture (i.e. definition of new cross functional high priority processes) and / or in process ownership schemes and assignments. Therefore, information derived from operational intelligence infrastructures could affect the process governance scheme of the Enterprise.