Thoughts Worth Remembering
"Knowing others is intelligence; knowing yourself is true wisdom.
Mastering others is strength; mastering yourself is true power."
- Tao Te Ching
"The men who try to do something and fail
are infinitely better than those who try nothing and succeed."
- Lloyd Jones
|
| |
| PROCESS DOCUMENTATION |
|
The documentation of processes has become a critical activity among many firms for a variety of reasons, which include but are not limited to:
- Compliance requirements, such as the Sarbanes-Oxley Act of 2002
- Expansion through mergers, acquisitions, quick internal growth
- Development of new products or services
- A desire to better understand the firm's organization
For many, it has become a dreaded task, while others have embraced the initiative of defining and documenting their core processes.
|
| EIGHT MYTHS ABOUT PROCESS DOCUMENTATION |
|
Aldridge, Kerr believes there are eight common myths related to Process Documentation. Four were presented in our June newsletter, while the last four myths were presented in our July newsletter. All eight are presented on this web version of both newsletters.
Myth 1. The completed product is the reason you document
Myth 2. No initial value is realized
Myth 3. There is only one method of documenting processes
Myth 4. Process documentation does not have multiple purposes
Myth 5. Process documentation has no ongoing value
Myth 6. Those who perform the process are best suited to document the process
Myth 7. It is best to document what is
Myth 8. Anyone can document processes
|
| MYTH 1. THE COMPLETED PRODUCT IS THE REASON WE DOCUMENT |
|
Have you heard the saying "It isn't the destination, but the journey that's important?" That applies to this myth because while defining what needs to be documented, a high-level assessment of an organization's core processes and competencies occurs, resulting in a more defined vision of the firm's key processes.
As a Greek philosopher said, "Know thyself." The better a firm understands which processes are most critical to its core values and vision, the better equipped it is to fulfill its strategic objectives.
In reality, the exercise of defining what needs to be documented and looking at each of these processes brings as much--if not more--value than the end product. This leads us to Myth #2.
|
| MYTH 2. NO INITIAL VALUE IS REALIZED |
|
This myth is impacted by how the processes are documented. If an organization initially performs an assessment to determine which processes are critical to them and should potentially be documented, this activity results in immediate benefits.
This process of assessing what needs to be documented (which is the first step in documenting one's processes) provides huge value to an organization. This assessment identifies:
- Inefficiencies
- Inconsistencies
- Control gaps
- Over--or under--staffing needs
- Unnecessary processes
The list of benefits is immense.
If an organization decides only to assess which processes are critical to them, they have performed a valuable exercise.
There are some additional benefits, which include (but are not limited to):
- When assessing how each of those core processes is performed, the organization is positioned for improved operations.
- The assessment provides the organization with a clearer understanding of areas of strength...and weakness (those with potential improvement).
|
| MYTH 3. THERE IS ONLY ONE METHOD OF DOCUMENTING PROCESSES |
|
Aldridge, Kerr regularly tells its clients: "There is more than one way to skin a cat." Not that we endorse skinning cats, but we recognize that each organization has unique requirements and needs. Additionally, the way in which the data is presented should align with the culture and objectives of an organization.
For example: A structured, defined environment aligns better with formal, defined documentation; while a more relaxed culture encourages less formal methods of presenting the data.
Aldridge, Kerr uses a proven documentation methodology (Information Mapping) that assists us in aligning the written processes with a company's culture and objectives.
|
| MYTH 4. PROCESS DOCUMENTATION DOES NOT HAVE MULTIPLE PURPOSES |
|
To dispel this myth, Aldridge, Kerr suggests that documentation should typically have multiple purposes. The method in which documentation is organized and designed creates the ability for documentation to meet a variety of purposes.
Process documentation should meet at minimum the following purposes:
- Reference material
- Training
The list of benefits for documenting processes is extensive. Each organization has unique needs that may expand the uses. For example: Process Documentation can (and should) extend to addressing the following requirements and/or needs:
- Compliance
- Company expansion
- Merger or acquisition
|
| MYTH 5. PROCESS DOCUMENTATION HAS NO ONGOING VALUE |
|
Like myth #4 ("Process Documentation cannot have multiple purposes"), myth #5 is eliminated if documentation is created with a multiple purpose approach, then its value is ongoing.
The following table outlines examples of how one Process Documentation solution should be effectively used for a multitude of purposes:
| Used By |
Purpose |
| New hires | As a training resource |
| Employees | As reference material to reinforce and/or validate key information about the process |
| Merged/acquired companies | To integrate and assimilate operations |
| External entities (e.g., auditors) | To understand how the company does business |
Recently, a business associate expressed her frustration that the same process was being performed differently in multiple departments and divisions within her company.
If the Process Documentation is created for multiple purposes, it positions a company to implement "repeatable processes." This assists firms in orchestrating cross-departmental consistencies and avoids reinventing the wheel, which ultimately saves an organization time, money, and resources.
|
| MYTH 6. THOSE WHO PERFORM THE PROCESS ARE BEST SUITED TO DOCUMENT THE PROCESS |
|
This unfortunately is a widespread and dangerous myth. In reality, the Process Performer is so close to the process (think "hugging the tree") that typically he/she excludes some key data when documenting.
Actually, the Process Performer is usually one of the least positioned individuals to effectively communicate the process specifics. His/her perspective is limited by the close proximity he/she has to the process. In other words, he/she can't see the forest because of hugging the tree.
While the Process Performer plays an integral role in data gathering, individuals outside of the process are better able to communicate and document the process.
NOTE: At minimum, someone external to the process should either write the documentation or test it. Documentation should always be validated (tested) prior to implementation to ensure its effectiveness.
|
| MYTH 7. IT IS BEST TO DOCUMENT WHAT IS |
|
One of the objectives for documenting a process is to clearly define what the process encompasses. However, existing processes are often:
- Ineffective and/or inefficient
- Lacking in controls and/or standards
- Performed inconsistently, when performed by multiple individuals and/or areas
Aldridge, Kerr suggests addressing these types of issues and establishing Best Practices prior to documenting anything. In this way, an organization has improved how they do business prior to committing it to writing.
|
| MYTH 8. ANYONE CAN DOCUMENT PROCESSES |
|
Here's something to consider:
- Would you let anyone perform brain surgery on you...just because they've seen it done on Grey's Anatomy?
- Or, prepare your taxes...because they pay taxes every year?
- Or, repair your computer...because they have one?
- Or, market your services and/or products...because they use them?
Hopefully, you get the point: just because individuals perform a process--or are familiar with it--doesn't mean they have the skill and expertise to document that process.
All of these tasks require specific skills, knowledge, and experience. So, it fascinates us at Aldridge, Kerr that this isn't considered when the task of documenting processes is initiated.
Like any other specialized skill and knowledge, Process Documentation requires specialists who have experience and an appreciation for the nuances, requirements, and challenges of such an effort.
|
| AKA'S CORE SERVICES |
|
Process documentation incorporates two of Aldridge, Kerr core services--we specialize in both:
- Process assessment and
- Documentation solutions
We encourage our clients to not just document their processes, but perform an assessment of their processes first. This combined approach dispels these myths and provides the greatest possible benefit from the Process Documentation journey.
Please contact us at 972.447.9787 or Questions@aldridgekerr.com if we can assist you in improving how you do what you do...as you are documenting it.
|
![[Get Opera for Windows!]](http://www.opera.com/banners/win/600/ow600_01mic.png){kind=small}
