Yet, if we examine how things actually get done, we’ll find most of them are not actually following a process.

A “process” is more than a series of milestones. For example:

  • Having a kickoff meeting and a red team for every proposal doesn’t mean we have a proposal process.
  • Having a bid/no-bid review or generating reports doesn’t mean we have a business development process.
  • If a process isn’t implemented and being used, we don’t have a process; a document sitting on the shelf and not followed isn’t a process.
  • A process not documented, and followed by only one person is called a “habit.” It might be a good habit, but it’s not a process.
  • If it is documented, but you are the only one following it, or the only one who knows how to follow it, it’s not a process. What you have is your own way of doing things. While it may be effective, it’s not a process.
  • If it’s not documented, it’s not a process. Even if you think it is, you can’t prove it. It should be documented not only to demonstrate its existence, but also to generate evidence of its completion. Otherwise, how do you know it’s being followed?
  • If you can execute your process without using process documentation, you don’t have a process. And even if you do, it’s not adding any value.

For a process to add value, it must do more for us than what we can do on our own. Having a process doesn’t mean we’re doing things in the most effective way. Having standards to measure success can be more valuable than the process used to get there. Even if you do have a process, you should be able to explain why you need one—addressing those needs may be more important.

For example, we need to manage expectations, track progress, validate results, provide quality assurance, prevent issues, mitigate risks, and implement best practices. If you’re achieving these things, you’re probably working effectively, with or without process. Although process will help make it consistent and verifiable, you might be able to live without that if you are getting results. If you have a process but are not achieving these things through it, you might want to re-invent your process.

This brings us to "What should a process do?" It should:

  • Guide our actions and make sure we don’t forget anything.
  • Be documented in a way that enables us to prepare deliverables more quickly than we could without it.
  • Be something that is useful and followed during execution so that it doesn’t grow stale sitting on a shelf.
  • Enable everyone to understand their roles and what will be expected of them.
  • Provide feedback mechanisms that help us avoid defects and missed deadlines before they occur.
  • Embrace continuous change, because otherwise, “continuous improvement never actually occurs.

So, having good work practices and having a process is not the same thing. Having one does not necessarily mean we have the other. If you decide to have a process, make sure it is one that is real. Above all else, make sure you can explain why you need it.