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Everyone talks about documenting processes, but there seems to be little real guidance on the topic. Since a key step in the process management journey is the documentation of current processes and any exceptions to those processes, this article explores how to create a template for your process documentation guide. A template makes the process of documenting your processes repeatable. Repeatable is the word to remember here -- primary aspects of a process documentation guide should be easily duplicated and reused to create additional guides after the first process has been documented.

The Policies and Procedures development page is designed for process owners who are responsible for the creation and modification of policy and procedure. Ms Office 2007 Free Download Utorrent Kickass Games more. Sample Policy and Procedure Layout Template. That as with any business policy and procedure template that you might come. The step by step process you need to.

This repeatability feature makes it less painful to create your documentation as you move through all the processes in an organization. It also provides readers with a common format to follow as they research or review processes within your organization. While the actual format will differ between organizations, the elements discussed in this article are usually included. How documentation fits into process management Documentation of current processes and exceptions is typically gathered during the overall process management phase, but the discovery phase also provides you with a great deal of information that can be included in a simple template for a process documentation guide. You document your processes to ensure that everyone understands them and knows who to contact when there is a problem or a change is needed.

Without clear documentation, a process can quickly fall into disarray -- picture ten chefs working in a single-oven kitchen and you'll get the idea of how quickly disagreements and confusion can arise. With clear documentation, a process can continue as designed, and changes can be made in a timely, straightforward manner that allows the organization to keep running effectively even when major transformations occur. Of course, the organization needs to respect the process documentation guide before such smooth sailing can occur. That means every process must have its own documentation -- you can't have a process documentation guide for one process but not the six other processes related to it, for example. If you take that approach, users of the process will be confused and simply ignore the guides that are available. A better approach -- especially if you are undertaking the creation of these guides for your entire organization -- is to start with either a new process or one that is currently under revision. If you don't have either of those, start with a specific department or a major process rather than trying to tackle the entire organization at once or worse, tackling random processes in the organization.