Mastering Process Documentation: A Step-by-Step Guide

In organizations, documenting processes is essential to ensure that every employee knows how to execute tasks correctly and to analyze processes for improvements. If you're tasked with documenting a process or decide to do it yourself, involve experienced individuals who are well-versed in the overall process. Below are two types of graphical representations, but if you think a simple diagram of another type or a written document suits your process better, feel free to use your preferred method. In that case, read the section with general tips to understand the purpose of process documentation.

Deciding How to Document Your Process

Step 1. Focus on one process at a time when possible.

When possible, focus on one process at a time. Don’t try to describe all your work in one structured diagram. It’s much easier to manage a series of short documents that separately address each task.

• If you need to document a large-scale project, like the company's product creation from concept to sale, use simple titles referring to each task within the process. If necessary, use additional documents to explain each task in more detail.

Step 2. Break the big picture into smaller processes.

Break the big picture into smaller processes. These will be the key tasks performed throughout the process. If you are not very familiar with the processes you are documenting, ask project managers or other experts about them to get a clear understanding of the tasks involved.

• Generally, if a step in your document includes more than one verb or the word "and," it can probably be broken down into two steps. For example, "Place the bun and the meatloaf on the grill" should be split into "Place the meatloaf on the grill" and "Place the bun on the grill."

Step 3. Decide if the process is simple enough for a text document.

Decide if the process is simple enough for a text document. If your process doesn’t vary much and includes only a couple of decisions or variations, it might be best to just list the steps. Use an electronic text document (like a Microsoft Word file) or simply lined paper.

Step 4. Consider creating a flowchart.

Consider creating a flowchart. A simple flowchart is a convenient way to visually represent the process, as described later in this section on the page. You can also create more complex flowcharts, but most processes do not require them. Only consider following the instructions in this section for complex diagrams if your process includes more than ten steps and involves more than three people performing different steps of the process.

Step 5. Aim for concise diagrams whenever possible.

Aim for concise diagrams whenever possible. One page is ideal, but even for complex processes, try to limit it to five pages or less. Only specialized and complicated tasks require longer documents, and even then only if they will be used by those executing the tasks.

• For example, if the document is meant to serve as a guide for doctors diagnosing cancer, you would likely mention every diagnostic test that can be applied. However, if the same process is documented to be presented to managers, create a shorter document that omits detailed steps, like determining which setup to use for a specific mechanism.
• Remove adjectives from task titles. Names should be clear and short. For example, write: "Send the invoice to the client," not "Send the complete invoice for all services to the client who ordered the product."

Step 6. Include visual aids if they help clarify the process.

Include visual aids if they help clarify the process. Some people better understand visual representations of material than reading text, especially if they are managers or other individuals who may not have hands-on experience with the process you are documenting. These can be diagrams, photos, or screenshots, but keep them simple and clear.

• Additionally, include diagrams and images only if they are necessary for understanding a term in the document describing the process. For example, if the document requires the reader to identify the difference between two types of mechanisms, provide clear images or diagrams of those mechanisms.
• Do not include illustrations or other images just for entertainment.

Step 7. Refer to people by their job titles, not by name.

Refer to people by their job titles, not by name. The document may outlast the individual. Don’t write: "Send the meeting minutes to Kate." Instead, write: "Send the meeting minutes to the chairperson." If you feel it’s necessary to include a name for readers to know who to contact, write both the name and the title.

Step 8. Clearly indicate how processes are connected to each other.

Clearly indicate how processes are connected to each other. For instance, a document for the process "Organizing a Newsletter" might end with a note: "The final outcome is sent for editing. See the document titled "Editing the Newsletter." The document titled "Editing the Newsletter" could start with a note: "This document follows the "Organizing a Newsletter" and ends with "Now it is sent for publication. See the document titled "Publishing the Newsletter."

Step 9. Create accessible documents that can be edited.

Create accessible documents that can be edited. Make copies that people can read or study. The main electronic document should be in a format that can be edited, so changes can be made if necessary.

• PDF files are not editable. If you are using specialized software for diagram creation, look for another unique file format to save editable documents. Other people will likely need to download or purchase the same software before they can edit the document.
• For text-only documents, use common file formats like .doc, .docx, .txt, or .rtf. If you anticipate frequent changes to the document, use an online file-sharing service like Google Docs so that people always see the most current version.

Step 10. Clearly label the process documentation.

Clearly label the process documentation. Record the creation date and the date of the last edit prominently in each document, such as at the top of the page. If the document can be edited by multiple people, it may also be worth indicating the name or initials next to the date of the last change. Finally, label the title and filename clearly to indicate which process is documented within it.

Creating a Flowchart

Step 1. Create a flowchart to easily explain simple tasks.

Create a flowchart to easily explain simple tasks. They are excellent for conveying basic information in a straightforward and visual manner. Flowcharts can be used to help new employees understand simple tasks during training or to assist an employee temporarily covering for a colleague.

Step 2. Organize the flowchart from left to right or top to bottom.

Organize the flowchart from left to right or top to bottom. When creating such a diagram, draw a box for each task in the process and connect them with arrows to show the order of the tasks. Start from the left or top of the page, as you would if you were writing. If you arrange the steps in order, it will be easier to understand which ones to execute.

• If you are working with a language that differs in writing direction from English, use the appropriate direction. For example, a flowchart created in Arabic flows from right to left.
• To clarify the direction, use arrows. Do not simply draw lines between tasks.

Step 3. Start with a circle labeled "Start."

Start with a circle labeled "Start." If your flowchart is small enough to fit in a single row or column, you might not need this circle. However, in many complex flowcharts, having a clear "Start" circle is useful.

Step 4. Draw a triangle with the name of the first task inside.

Draw a triangle with the name of the first task inside. Draw an arrow pointing from the "Start" circle to the box containing the first task. For example, "Take customer orders."

Step 5. Illustrate an arrow to the next task or question.

Illustrate an arrow to the next task or question. This arrow points to the next box with the second task. If a decision must be made or a question answered before performing the second task, write that question inside a diamond shape.

• If possible, use a different color for the diamond than for the boxes.

Step 6. Move from the decision diamonds to the tasks that depend on the answers.

Move from the decision diamonds to the tasks that depend on the answers. For instance, say the box containing the task "Take customer order" leads to a diamond with the question "Did they order water?" From the diamond, draw two arrows. One should say "Yes" and connect to the box labeled: "Give the customer water." The other arrow should say "No" and lead to the box labeled "Pass the order to the cook."

Creating a Complex Flowchart

Step 1. Use them for complex processes involving multiple people or departments.

Use them for complex processes involving multiple people or departments. If you are documenting a complex process that involves multiple people, teams, or departments working separately, consider creating a complex flowchart. The type of flowchart described here is called a "swimlane diagram" or "Rammler-Brasch diagram." This diagram clearly shows who is responsible for each task and makes it easier to identify areas where the process can be improved.

• The flowchart should describe how the process currently occurs, not how it should occur.

Step 2. Consider using software.

Consider using software. As a result, the diagram is likely to look neater and more readable if diagramming software is used. Having an electronic file also simplifies making changes if needed. Search online for "process mapping software," but ensure you download or purchase one that allows you to create Rammler-Brasch diagrams.

Step 3. Neatly list all participants in the process on the left side of the page.

Neatly list all participants in the process on the left side of the page. Each line can be labeled by department, team, or the job title of the individual. Each participant will be responsible for the tasks laid out in the horizontal row stretching across the page. This is sometimes called a participant's "swimlane."

• Swimlanes can be color-coded or not. They should always be separated by thick black lines to make the diagrams easy for colorblind individuals to read as well.
• Try to place interacting groups nearby. However, this is not mandatory.

Step 4. Start with the first task.

Start with the first task. Begin the process by placing the first task in a box on the left side of the page, slightly to the right of the participant responsible for completing this task. For example, if the research department starts the process by creating a product idea, place the box to the right of the word "Research" and label it Create Product Idea.

Step 5. Continue as you would with a regular flowchart, but place tasks to the right and in the appropriate lane.

Continue as you would with a regular flowchart, but place tasks to the right and in the appropriate lane. For example, if the research department then sends the product idea to the marketing department for focus testing, draw an arrow from Create Product Idea to the box in the marketing department’s lane, to the right of the previous box. Label this box Focus Testing.

• Sometimes a task may loop back, for example, a product might later be returned for additional focus testing. If the process actually returns to the same earlier stage, draw an arrow back to the original box labeled Focus Testing. If the process differs from the initial one (for example, this is an improved round of focus testing leading to other tasks), create a new box with a different name, like Enhanced Focus Testing.

Step 6. Learn to use diamonds and circles.

Learn to use diamonds and circles. Most flowcharts feature boxes, diamonds, and circles, along with arrows between them. You’ve already encountered a box labeled as a task. When there are multiple possible outcomes, use a diamond. If a final result has been reached, use circles. Continuing the previous example, draw an arrow from Focus Testing to a diamond labeled Is the Product Approved? Draw an arrow from the diamond labeled No and connect it to a circle labeled End of Process. The other arrow, labeled Yes, can lead to the next task in the process.

• Place the diamond in the lane or "swimlane" of the participant responsible for that decision.
• The circle labeled End of Process should be in its lane, with no participant linked to it.
• Flowcharts have many other special symbols, but they are rarely used and are not necessarily needed for you. If you think your document would benefit from a bit more variety, feel free to explore them yourself.

Step 7. Be consistent.

Be consistent. Use boxes of approximately the same size and no more than two or three easily distinguishable colors so that the diagram is as easy to read as possible. For example, all boxes (tasks) might have a blue background, while all diamonds (questions) might be yellow.

• If possible, ensure that the "Yes" answer line always starts from one side of the box (e.g., the right), and the "No" answer always starts from the other (e.g., the bottom). This is not always easy or possible to achieve, so don’t spend too much time on it.

Step 8. If necessary, span to another page.

If necessary, span to another page. It’s better to use multiple pages than to make the diagram too cluttered to read. Use clearly marked transitions or arrows to indicate how the diagram continues. For example, draw an arrow labeled A leading off the right side of the page. On the next page, draw an arrow coming from the left side of the page that is also labeled A.

Step 9. Edit the flowchart.

Edit the flowchart. Go through every possible "path" in the diagram and ensure that nothing is lost in translation. Ideally, ask someone else familiar with the process to review the diagram to catch mistakes and identify missed steps. After you’ve reviewed the document at least once and corrected any errors, you can send or present it to others involved. However, edit the diagram if the process changes slightly later, sending an updated version to those who use the document.

Analyzing the Document for Process Improvement

Step 1. Identify areas where quality control would be beneficial.

Identify areas where quality control would be beneficial. Whenever the process transitions from one person or team to another, consider whether it would be worthwhile to check the work in progress and determine if it can proceed. Does quality often dip below standard after a certain step, especially one performed by an inexperienced team member? Which process most significantly impacts quality and may require additional attention?

• If you decide to recommend a quality check step in this process, develop clear criteria for "transitioning" to the next step. Don’t leave people guessing about what quality standards apply.

Step 2. Look for duplicate tasks.

Look for duplicate tasks. If your diagram or document contains two identical tasks, consider whether this is appropriate. Sometimes it's fine to repeat a task to improve quality control (e.g., two departments check the product at different stages). However, simple tasks like proofreading should not occur more than once in the process. Suggest eliminating one of the duplicate steps from the process procedure.

Step 3. Look for unnecessary movements between departments.

Look for unnecessary movements between departments. Your document may show that Person A and Person B are passing responsibility for the process back and forth multiple times. Is it possible to reduce the number of unnecessary transitions? If you can restructure the process, Person A can perform several tasks at once and then hand off the work to Person B.