![]() ![]() Creation of specifications for new or enhanced systems.Verification and reinforcement of business rules.Provide the means to establish benchmarks for monitoring and measuring process performance and results.Ensure consistent application of the business rules.Ensure consistent application of the process. ![]() Provide better understanding of the systems.Provide better understanding of the business.Proof of financial and operational compliance.The reasons for formally documenting business processes are varied and different levels of detail and tools may be required to adequately support them without creating unnecessary overhead. Monitoring and continuous improvement of business processes requires that they be documented to the level of detail needed to be effectively communicated, understood and applied. When an organization does not fully understand the types of process documentation it has or needs, it is in danger of not only lacking what it needs for periodic reviews, audits, financial and operational compliance but also for sustaining the health of the organization. While the reasons for doing process documentation should be clearly communicated and accepted, it is equally as important that the type of documentation required be understood and consistent to meet the needs of the organization. It has become the key phrase looked for whether it’s a prospective employee looking for that process-centric organization, an employer trying to lure talented workers or a CEO providing proof of compliance to corporate auditors or assuring the Board of Directors that the organization has achieved a process maturity level consistent with its key goals and objectives. ![]() One of the most ambiguous terms in business today is “process documentation”. ![]()
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