Building a Process Performance Measurement System: Some Early Experiences

Abstract

In order to gain a competitive advantage many companies are engaging in the reorganization of their business processes and implementing process-based management. However, the effects of such change programmes are often not readily apparent. Process Performance Measurement Systems (PPMS) can be used to deal with this shortcoming. The authors argue that modern process-oriented organizations need to establish a system which provides comprehensive and timely information on the performance of business processes. Based on the authors' experience with several enterprises, an approach to composing a sound PPMS is described and conclusions are reported.