High-Quality Processes

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Summary:

All of us can think of examples of bad processes. They seem to be indelibly burned into our memories, but it may be hard to think of what a high-quality process looks like, because it feels like we've never seen one. Of course, that's not really true. All of us have experienced good processes; they are the ones that were invisible! Processes that are helpful, efficient and effective also seem to disappear into the background. Unless something draws our attention to them, we may not notice them at all!

 

So, what is it that makes a process "high-quality"? What is it about high-quality processes that make them invisible? There are a variety of attributes that all must be present in order for a process to be truly good. We will discuss each of them in this column. The sum total of those attributes is that the process helps people to do their jobs well without getting in the way.

Goal
Every process exists for a reason: it has a goal. A high-quality process has clearly understood goals that all of the stakeholders understand and agree upon. It is not necessary that the goal of a process be the same for every stakeholder. For example, for a project's sponsor, the planning process exists to ensure that the project's goals can be achieved within its constraints.  For the project team, it provides a clear list of what each person is expected to do and when.

A process's multiple goals are only OK if they are compatible with each other and if all of the stakeholders recognize all of them and agree that they should exist. When there are conflicting ideas among the stakeholders about why the process exists, it becomes impossible for the process to meet all of them.

Of course, some processes outlive their usefulness. When the process goal becomes obsolete, then the process cannot be judged high-quality, no matter how well it works. Consistency
One of the key reasons for defining processes is to ensure that people's work is consistent. A high-quality process helps all of the people who are involved in performing the actions of the process to take those actions consistently. This includes helping any individual to perform consistently, as well as ensuring that when someone else performs those same actions, the result will still be consistent.

An inconsistent process is frustrating to most of the people who are involved. Customers are unhappy when they cannot know exactly what to expect from a supplier. And when inconsistency causes rework, someone must deal with those problems (even if it is the person who caused them in the first place). A high-quality process provides the support and prompting that is necessary to avoid these sorts of frustrations.

Predictably
Closely related to consistency, the actions that comprise the process should be predictable. That is, one can plan for the activities, and count on the results of the process with the necessary degree of confidence. Many problems that are blamed on planning errors are in fact caused by unpredictability in processes that makes accurate planning impossible.

The level of accuracy required of the related plans drives how predictable a process's results need to be. If the plan need only be within 50% of the actual results, then the need for predictability in the associated process is relatively low. On the other hand, if the plan must be within 5% of the actual results, then the need for a predictable process grows. Quality
The result of a high-quality process is of a suitable grade and quality. That is, the product of the process (whether that "product" is a physical product, information, or activity) meets the needs of those who will use it.

Grade refers to the attributes that are required of the "product". For example, there are different grades of lumber, and each grade is appropriate for different types of uses. "Select" boards are needed for finish work, while "#2" boards are sufficient for rough framing.

Quality refers to other attributes (other than grade) that affect the product's usefulness. A "select" board that is moldy and warped from being left out

About the author

Alan S. Koch's picture Alan S. Koch

Alan S. Koch, PMP, author of Agile Software Development: Evaluating the Methods for your Organization, speaks, writes, and consults on effective Project Management. Visit http://www.ASKProcess.com to learn how to improve the return on your software investment by focusing on the quality of both your software products and the processes you use to development them.

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