Process Planning Checklist

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Process Planning Checklist:

• Define the purpose of the process and determine how it contributes into organization’s success;
• Identify the trigger and exit point of the process:
  • Certain sets of conditions necessary to start and end the process’s run;
  • How these conditions will be recognized and identified;
• Define the level of detail which you need to focus on while planning (if possible, take the lowest level of detail, so the process will be planned in a more accurate way);
• Identify the first and last steps of the process in terms of selected scale of details;
• Distinguish and formulate all the critical tasks residing between the process’s start and its end;
• Plan labeling of the identified activities (give them short definitions);
• Plan how the activities are interconnected in a sole logical schema of the process workflow;
• Plan the process’s Critical Path which:
  • Includes the sequence of critical activities;
  • When you run it, definitely leads from the process’s initiation point to its completion;
  • Has only major points (steps) that cannot be excluded from the workflow;
• Plan Logical Conditions linking up the steps on the process’s critical path between each other:
  • Identify if these conditions are supposed to be constant all the time;
  • Investigate their potential to change;
  • Identify responsive actions if the conditions fail;
• Plan points where certain conditions create deviations from the process baseline:
  • Cases of changed conditions;
  • Certain criteria to be applied to let the process ramifying into alternative ways;
• Plan alternative process tasks and define how they lead to end of the process in parallel;
• Plan each of intermediary process steps:
  • Inputs necessary to carry out the required amount of work on these steps;
  • Outputs to be obtained in a result of this step;
  • Method to be applied and operations to be performed (work plan);
• Plan who are internal and external Process Participants and their contributions:
  • Process Owner;
  • Process Manager;
  • Process Performers;
  • Process Customers;
  • Process Suppliers;
• Plan Process Resources required to vitalize and drive the process:
  • Supply (energy, information, raw materials, service water, etc);
  • Instruments (handheld tools and devices);
  • Regulations;
  • Human Resources;
  • Fixed equipment and mobile machinery;
  • Technology (methodology and approaches);
  • Labour (effort and skills);
• Plan Process’s final products to be obtained in result of the entire effort:
  • Tangible and intangible outcomes;
  • Quality specifications and success criteria to approve results;
  • Reports and information coming out from the process;
• Plan the Process Maintenance costs:
  • Costs to drive the process;
  • Return on process costs;
  • Factors making the process more expensive;
• Plan Process Controls:
  • Administrative leverages to control and ...

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