There are five major steps in developing and implementing effective processes. Below is an overview of the five steps, followed by a more detailed explanation of each one.
In the first step, Process Identification, you identify the objectives, scope of activity to be covered, and key entities involved.
Next comes Information Gathering. In this step, you gather facts about the process from the people who do the work and are familiar with the relevant issues. You should also analyze any available data to help ground the team in facts.
The third step is Design & Analysis. This is where Process Design Methods are used. You convert the facts and work activities into process maps, flow charts, and checklists as appropriate. Encourage individuals who are knowledgeable about the process to provide feedback on the drafts.
With the process fully designed, it is now time to Test & Refine. Select a small number of individuals who perform the work in the process to test it in real time. It’s common that the first attempt is not completely successful and requires refinement. During refinement, you’ll determine if there need to be any improvements using several refinement criteria.
Finally, the process is ready for Implementation & Monitoring. Be sure the process documents are added to the company’s process library for ongoing use. Monitor the process to confirm it remains effective.
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Step 1: Process Identification
The first step of process development is to identify the process that is to be designed. Typically, the impetus will be the need to either improve an existing process or to create a new process where none currently exists.
Identification consists of more than simply designating a process. As part of Identification, the team needs to:
Identify the scope of activity to be covered by the process. What is the first step? What is the last?
State the objectives of the process. What is the desired outcome of the process?
Determine the key entities that need to be involved in the development of the process. Who is responsible for making the process happen?
Step 2: Information Gathering
Next comes Information Gathering. The primary objective of Information Gathering is to ensure that the team working on process development is basing decisions on facts and not assumptions. The best way to get to the facts is by speaking to the people who are actively involved in doing the work.
Types of valuable information to gather in this step includes:
The frequency the process is used
The time spent using the process
The average time it takes to complete steps in the process
The current quality and error rates achieved
The major categories and frequency of variance in outcomes
A measure of the impact the existing process or the lack of a process is having on the organization
The cost, in time and/or money, of not improving or implementing the process
Depending on the nature of the process being developed, other metrics and facts can be appropriate to collect during the information gathering step. For new processes, the Information Gathering may be more difficult, but time spent collecting data and facts prior to developing a process always results in a stronger outcome.
Step 3: Design & Analysis
The third step is Design and Analysis, which represents the bulk of the work in process development.
The best place to begin is to diagram the process graphically using Relational Process Maps, Cross-Functional Process Maps, or Flowcharts. These Process Design Methods, along with Checklists, are discussed in the next chapter.
Representing the process in a graphical format helps the team visualize the various entities and activities involved. It also serves to clarify the sequence of events and points of interaction between entities. Complexities, gaps, and inconsistencies become apparent. The team developing the process can then use these methods to propose new options and consider if the desired results have been achieved.
Throughout the design step, the team will also use evaluation methods to determine if the design achieves quality results, is likely to be adopted, and is sufficiently effective. The Design & Analysis step is complete once the team has reached a design that appears—at least on paper—to meet the organization’s needs.
Step 4: Testing & Refinement
Once the process has been fully designed, it can be tested and refined. A good starting point for testing is the Dry Run. This involves having individuals who are knowledgeable about the process, but not involved in the development, perform a virtual walk-through of the process using the process documents developed in Step 3.
Mistakes or omissions are easier to identify by people who bring fresh perspective by not having been involved in the process design to this point. By keeping the initial walk-through on paper (or whiteboard), the Dry Run helps identify any obvious issues without disrupting the actual work.
The next test is the Field Test. This involves having a few individuals who execute the work use the new process on real tasks. It’s critical to collect data on how the process performs in the field. This information helps determine if the process achieves the desired quality, and if it passes tests for effectiveness and adoptability. It’s uncommon for the first Field Test to be completely successful. Real-life variables can be easily overlooked when designing the process on paper, which is what makes testing so valuable.
The feedback from testing becomes the basis for refinement. The team uses the same process design tools (i.e., maps, flowcharts, or checklists) to make any necessary adjustments. Depending on the scope of refinement, the process may require another Field Test before it’s ready to use.
Step 5: Implementation & Monitoring
With a tested and refined process in place, it is now ready for implementation. A roll-out plan that is appropriate for the process helps the relevant members of the organization receive the training they need. Documentation regarding the process should be updated and made available for ongoing reference.
Individuals who supervise the team that will be using the process should continue to monitor it to confirm it has resolved the original issues and achieved the desired results. When appropriate, the team should celebrate the improvement to the organization and recognize the contributions of the individuals involved in the process development efforts.
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The concepts from this article were taken from Master Processes: Utilizing processes with organizational will and means to reduce variation. Available through The ReWild Group and Amazon, the book explores in-depth this and other concepts while providing illustrations to help business leaders incorporate the ideas into their organizations. Get your copy today, and don’t forget to download the free workbook that serves as a companion guide to the book.