Process Documentation Checklist

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1. Reasons to create process documentation:

• Capturing and stating the process and its routine in official corporate documents to make it more controllable and more focusable to be kept under managerial attention;
• Availability of documented criteria to follow, promote and maintain qualitative and quantitative characteristics (to keep them at appropriate level);
• Making employees more competent and concentrated at what they carry out on daily basis;
• Having at hand the source materials for discussing the process with the key employees;
• Better understanding of the process contribution into business success and its returns;
• Obtaining a better vision of areas where the process can be changed (improved or optimized);
• Profound frameworks for modeling and altering the process flow and its elements to reach more stable or improved results;
• Preventing a wide scope of potentially possible employee misbehaviors and mismanagements (such as applying wrong materials, tools or methods) on the process’s work cycle;

2. What to document at the process:

• Description package – a high-level description of the process, including:
  • Descriptions of intermediary steps and tasks;
  • Process Flowchart to understand how the process effectuates in details:
    • Process’s regular critical path and possible ramifications (alternative scenarios);
    • Logical and technical conditions linking up the tasks;
    • Predecessor or successor of every step or task on the process;
    • Sub-processes or parallel processes;
  • Requirements on Resources:
    • Utilities;
    • Technological process;
    • Machinery;
    • Manpower;
    • Raw materials;
  • Role of the process in the business strategy and its connection to corporate objectives;
  • Process owner, principal participants and customers;
  • Metrics used to measure success (KPI) and amount of resources;
  • Controls – managerial mechanisms and indicators used to measure and direct the process;
• Qualitative and Quantitative Specifications on:
  • Process Inputs – tangible and intangible inputs (information, tools, energy and other utilities, raw materials, labour, etc) necessary to execute the entire process and its particular tasks;
  • Process Outputs – description of tangible/intangible results or products received on every process stage and after all;
• Task manuals – methods, tools, materials, recommendations and workflow to be utilized at the ...

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