I suspect that many people reading this article will have been involved with the definition of business processes. Business processes, when well-defined can help to ensure a standard approach is adopted, as well as ensuring that work and customer queries are dealt with in a consistent manner. They can also help remove the cognitive burden of those conducting the work. A good process will ensure that all of the predictable, high frequency, repeatable decisions are made in advance so that less ad-hoc decision-making is needed “on the fly”. Of course, there are some contexts where this is less appropriate, and there must always be room for variation, but there are many contexts where at least some standardisation is desirable.
Yet, there is an old saying that “no process model survives contact with the real world”. I’m sure we’ve all seen situations where there is a beautifully created, detailed set of process models… but everyone involved knows that the work isn’t really conducted that way. This is one of the many reasons that techniques such as observation are so key alongside interviews and workshops. Observation helps us begin to see what really goes on (or at least gets us closer to it).
One of the practical challenges can be that there is a disconnect between those that define processes, and those that actually do the work. I remember once arriving at a client-site, hearing some of the warehouse staff outside describing decisions that had been made by “the office people”; the implication being those decisions had been made by somebody who had no idea how the work actually works…
I saw an interesting example of this type of pattern recently. As many rail-users in the UK will know, there is a free newspaper called “The Metro” which is ubiquitous at railway stations in parts of the UK. Take a look at the picture below.