Building mature Business Process Management (BPM) capability in an organization typically requires many years of commitment. For most organizations, it is advisable to establish a governance body to oversee the development of capabilities and to ensure value is being created. Ideally, the governance body should include representatives from business units and departments that use BPM foundational elements—for example: standards, methods, and models; technologies; training; and consulting—that are provided by the BPM Support Group. The characteristics, perspective, and responsibilities of a BPM Governance Body are discussed in this paper. This white paper series uses the Innovation Value Institute (IVI) BPM Capability Framework, shown in Table 1, as its organizing structure. Examples from various industries will be cited, but throughout this BPM white paper series, the development of BPM capability at Chevron will be featured. A maturity model, with five descriptive levels of maturity covering each of the nine Capability Building Blocks shown in Table 1, can be accessed through IVI.