Justin Maciejewski describes a good process as follows:

"For me, a good process is a process that helps someone see how to think, how to find a solution, but it doesn’t tell them what to do. It doesn’t tell them the exact answer. In other words, it’s not a tick box. It’s a framework that lets people bring themselves to the problem in a way that they know they’re not going to miss anything. It’s a support—but a support that gives them the chance to be creative."

By now, it should be evident that creating processes that align naturally with the people using them is extremely important. This entails following the evolving nature of work and adhering to lean value streams. We must approach processes in synergy with the individuals utilizing them. Processes should serve as tools for your people, molding themselves to the organization's needs, rather than the other way around. Sometimes, we tend to view processes in isolation, losing sight of their interconnectedness within the organizational ecosystem. Believing that process optimization can occur in isolation is redundant. Therefore, we must adopt a holistic approach to process optimization, understanding the interfaces and handovers helps us to minimize waste. Let's explore the various components that a process entails.

purpose

We are fond of stories, and a process, too, tells a story. Which should be easy to remember. Any give process has a purpose for its existence, which should be continuously communicated throughout the life of the organization. Remembering and reminding the story behind the process makes it tangible to the people. Often, we forget or omit the "why" behind the things we do. This is why continuously capturing and adapting the purpose of a process is essential.

scope

Clearly defining what is included and what is not for a given process is paramount. This determines the boundaries of the process and which are the interfaces to other processes. Having boundless and convoluted processes leads to decreased responsibility and accountability, where one ends up doing everything and nothing at the same time.

roles

Each process consists of various steps that require domain-specific knowledge. Therefore, it is crucial to define the roles involved in delivering the work and their respective responsibilities and authorities. Failing to establish clear roles leaves responsibility at a collective level, resulting in a situation where everyone and no one is ultimately responsible. This fosters dissent and dissatisfaction.

workflow

Sometimes people equate a process with its workflow, which is not entirely wrong. However, a process is much more than just the sequence of steps required to achieve a desired outcome. The workflow defines how the work progresses through different stages and outlines the possible transitions for a work package based on conditions and data validation. Thus, the workflow is an abstract state machine that leaves room for the teams involved in the process to define the required activities.

activities

Now, let's talk a bit about activities. For each step of the process, one or multiple states can be defined for the work packages. To advance the work through the process, certain activities need to be performed. Since a workflow provides a framework at a higher level, it is up to the teams to define the specific activities required to move the work package to the next step, while adhering to the process guidelines. This approach offers flexibility and empowers the individuals closest to the work.

artifacts

Every process has inputs and outputs. Therefore, it is important to clearly state the expected artifacts when a process is triggered. This includes specifying their description, delivery channels, and the desired result of running the given process.

conclusion

At the end of the day we must recognize that processes are created by people for people. They serve as tools to support us in delivering the desired outcomes and to control the work and its quality in a complex environment.