Paralyzed by Procedures

We often work with clients who have documentation in place. Of course, more often, we work with clients who DON'T! That aside, though, those who may have documentation, procedures documented in support of their processes, often wonder why, after all the investment in documentation, things still don't work. There are a lot of reasons for this but, simply said, just writing down your procedures will not guarantee a smooth running infrastructure. Questions we have to ask include:

1. Have you considered the hierarchical "Policy-Process-Procedure" model whereby they support a higher, overall, more holistic objective or goal?
2. Are your procedure truly written in support of the process?
3. Have you considered the interdependencies and interfaces between your processes and procedures?
4. Do you have buy-in for the processes?
5. Is your documentation formally published in a common and controlled repository, under version control and change management, and available to all those who need visibility?
6. Do you have defined process owners with authority to monitor, manage, and improve their processes?
7. Is there a chance your procedures are driven by the tool selected for automation rather than the process itself?
8. Have your procedures been tested?
9. Can you measure the performance of your processes and procedures and is there a feedback loop to drive improvement?
10. Do you encourage compliance to process and procedures?

Think about these questions in the context of the procedures our TSA personnel use at the airport security checkpoints. Here we have very well defined procedures ranging from what liquids you can pack in carry-on, the ID check, and the "stuff" one needs to put on the X-ray belt. However, ask yourself this one question: "Are we simply executing to the 'letter of the law (defined procedure)' to the exclusion of the objective of these procedures?"

I would submit that the procedures used by TSA actually get in the way of the overriding objective. If you have been through a European security check lately, you'll know exactly what I'm saying. While they have these procedures too, they haven't lost sight of the overall objective. They see the procedures as one component - critical component indeed - but just one component of an overall system designed to achieve an objective.

Put your processes to this test: "Do our processes and procedures effectively serve the overall objective?"