process map Articles
Below you will find all articles and posts tagged with process map. These articles are either primarily about process map or about topics that are directly related to process map.
A process map is a flow diagram of the primary processes within an organization. It very specifically shows you both who and what is involved in a process. Process maps visually describe the flow of activities of a process and are not limited to a single business department or function.
Process mapping is about communicating your process to others so that you achieve your management objectives. You can build stronger communication and understanding with process maps.
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Author: Chris Anderson Published on: February 6th, 2012
Categories: Business Communication, Procedures & Process Training
The simplest and best definition of a procedure is “a documented process“. Think of any business process. Of what does that process consist? A number of ordered steps. Are those steps followed from start to finish and they’re done? Not exactly.
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Author: Steve Flick Published on: January 18th, 2011
Categories: Process Management, Writing Policies and Procedures
Many people confuse “procedures” with “work instructions”. In fact, most people write work instructions and call them procedures. Knowing the difference can help you understand the documentation process much better and, therefore, develop great procedure documentation.
Procedures describe a process, while a work instruction describes how to perform the conversion itself. Process descriptions include details about the inputs, what conversion takes place (of inputs into outputs), the outputs, and the feedback necessary to ensure consistent results. The PDCA process approach (Plan, Do, Check, Act) is used to capture the relevant information.
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Author: Chris Anderson Published on: December 13th, 2010
Categories: Business Process Improvement, Writing Policies and Procedures
You’ve just been given the task of writing a new procedure that documents an existing business process. You make sure you understand, and you close with, “I’ll get on this process right away.”
That’s when your boss says, “Process? Did I say ‘process’? I meant processezzz! Plural!” And before you can blurt out, “What do you mean?”, the boss says you need to develop procedures for all accounting processes, not just the one. Oh, and he wants them by the end of the month!
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Author: Chris Anderson Published on: November 20th, 2009
Categories: Accounting Procedures Manuals, Case Studies, Writing Policies and Procedures
You’ve written a new procedure. Your procedure review identified completeness, correctness, and subject matter applicability. You feel you’ve caught your procedure writing errors and the procedure’s ready to go…but go where? How do you determine if your new procedure is working?
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Author: Chris Anderson Published on: October 26th, 2009
Categories: Procedures & Process Training, Process Management, Writing Policies and Procedures
Not all processes require procedure writing. There’s a lot of overhead associated with every business procedure you write. Therefore, the more business procedures you write, the more procedures you have to edit, implement, train, audit, and
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Author: Chris Anderson Published on: October 19th, 2009
Categories: Business Management & Operations, Process Management, Writing Policies and Procedures
Your process is not living up to expectations, so you’ve decided to implement standard operating procedures (SOP) to improve process consistency, compliance, and effectiveness. However, that project is stalled: employees are not buying into your proposed changes, and management is growing impatient.
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Author: Chris Anderson Published on: October 12th, 2009
Categories: Business Process Improvement, Process Management, Writing Policies and Procedures
Business and organizational development is about business process change: not as in “process change – the event”, but “process change – the journey“. Your business processes change in response to market forces, competition, regulations, customer demand, the economy, culture, personal beliefs, and many other factors. The question isn’t about what is causing the business process changes — we know your business processes are going to change — the question is…
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Author: Chris Anderson Published on: October 5th, 2009
Categories: Business Process Improvement, Procedures & Process Training, Writing Policies and Procedures
The process maps we described in recent weeks are tools for you in your role as data collector and analyst: your role is to craft and communicate a story for change and improvement that people understand, accept, support, and will ultimately act on. As you move from gathering data about the current process to improving it, you need tools to help communicate your improvement plan and train participants on the new process,
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Author: Dan Davison Published on: August 28th, 2009
Categories: Business Process Improvement, Knowledge Management, Sales and Marketing, Strategic Process Improvement, Value Proposition
In our series on process maps which wraps up next week, the maps we have looked at are descriptive. They help us capture and display information about the current state. Each map depicts the entire process, though from different angles. For example, swim lane maps stress roles, responsibilities, and hand-off points, whereas document maps list documents and records generated throughout a process.
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Author: Dan Davison Published on: August 26th, 2009
Categories: Business Process Improvement, Knowledge Management, Strategic Process Improvement
