![]() You don't get all of your projects completed in a vacuum-certain ones require support from other teams or departments to get them across the finish line. Here's a simple example of what this chart looks like: The input column lists what is being done, the action column lists who is responsible for that task, and the output column lists the outcome of that task. The chart has three columns (you guessed it-input, action, and output). ![]() The chart gives you a view of what's being done, who is responsible for which step, and how steps are linked to each other. If you have fewer and more linear processes, the input/action/output chart is a good tactic for you. So, how should you go about documenting your existing processes? There are two effective methods to do so. It makes roadblocks and other potential areas of confusion more apparent. It ensures consistency, since everyone is adhering to the same written steps. It makes it easier to onboard new team members, as they can reference those processes when they're getting up to speed. Putting your standard procedures in writing is helpful for numerous reasons: Yet according to the 2016 State of Business Process Management Report, only four percent of companies "always" document their processes. ![]() First Things First: Document Your ProcessĪ process isn't really a process if it isn't documented-until then, it's more of a suggestion. How can you make sure that your own processes aren't quietly sabotaging your team's success? Keep your eye out for these common (yet sneaky) project management roadblocks, and then implement this advice to circumvent them. If you want to reap the benefits, you need an efficient and effective process. So you can't have just any process in place. That roadblock or bottleneck not only threatens to throw everything off track, but it also drastically slows down your progress.Īccording to a recent Workplace Knowledge and Productivity Survey of 1,000 Americans, employees spend eight hours each week-that's one full workday-searching for information or reworking inefficient processes. Of course, no matter how well you grease the wheels, things don't go as expected. Not many people get excited when talking about process.īut while things like workflows and standard operating procedures might not seem particularly flashy or thrilling, we all reap the benefits of a reliable process.
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