Process Modeling - A “Map” to Project Success

By Bob McGannon, PMP

Process modeling can be a long and frustrating exercise, and that is AFTER you have gone through the pain of convincing skeptical stakeholders that it is needed for your project to succeed. A large number of project managers do not appreciate this critical tool – it has a significant number of positive effects on the project and the sponsoring business. In short, it is worth all the pain and frustration. Let’s define and then examine the benefits of this much underappreciated approach…

Process modeling is much more than just creating a few flowcharts outlining how a business accomplishes a series of tasks. Good and complete process models include details of the conditions under which each step in a process is executed, the people or areas involved in each process, and the details of how hand-offs or interfaces are handled. Also, measurements and control points are defined and verified against existing business results. Furthermore, a detailed process model will include information on the tools, systems or decision models that are used to facilitate good business judgment. Process models should be documented in a standardized format and verified with all parties involved in executing a process. Lastly, when projects are involved, a well constructed process model is built in two parts – an “as-is” and “to-be” version, demonstrating what happens in the business today, and what will change as a result of project implementation.

Yes, this can be a tedious procedure, but the benefits far outweigh the burden.

Benefit #1: Buy-In

The exercise of creating process models has to be performed using the people who actually perform each process, to ensure their accuracy. When an individual participates in deriving process models (especially when “to-be” process models are created) they can feel a sense of ownership for the resulting processes. Also, those who feel that improvements can be made in their job environments get the opportunity to “put their fingerprint” directly on the way their department/area executes its mission. This degree of buy-in is rarely accomplished via other means. To the project manager, this means that the product of their project is more likely to be accepted with enthusiasm, work well immediately after installation, and as a result senior stakeholders will more directly realize project benefits.

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