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"...This is an excellent program. I'm so glad that I stumbled on to this when researching for task management programs. Very low learning curv, quite flexible, and the price is right. Tried at least 20 other programs, either too complicated, too expensive, or poor documentation..."
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Process Planning Checklist

 

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Process Planning Checklist This Process Planning Checklist is created for all business managers who wish to design and establish definite business processes in their companies. This checklist is helpful as it explains how to make processes more manageable and how to plan them on every stage.


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Process Planning Checklist:

  • Define the purpose of the process and determine how it contributes into organization’s success;
  • Identify the trigger and exit point of the process:
    • Certain sets of conditions necessary to start and end the process’s run;
    • How these conditions will be recognized and identified;
  • Define the level of detail which you need to focus on while planning (if possible, take the lowest level of detail, so the process will be planned in a more accurate way);
  • Identify the first and last steps of the process in terms of selected scale of details;
  • Distinguish and formulate all the critical tasks residing between the process’s start and its end;
  • Plan labeling of the identified activities (give them short definitions);
  • Plan how the activities are interconnected in a sole logical schema of the process workflow;
  • Plan the process’s Critical Path which:
    • Includes the sequence of critical activities;
    • When you run it, definitely leads from the process’s initiation point to its completion;
    • Has only major points (steps) that cannot be excluded from the workflow;
  • Plan Logical Conditions linking up the steps on the process’s critical path between each other:
    • Identify if these conditions are supposed to be constant all the time;
    • Investigate their potential to change;
    • Identify responsive actions if the conditions fail;
  • Plan points where certain conditions create deviations from the process baseline:
    • Cases of changed conditions;
    • Certain criteria to be applied to let the process ramifying into alternative ways;
  • Plan alternative process tasks and define how they lead to end of the process in parallel;
  • Plan each of intermediary process steps:
    • Inputs necessary to carry out the required amount of work on these steps;
    • Outputs to be obtained in a result of this step;
    • Method to be applied and operations to be performed (work plan);
  • Plan who are internal and external Process Participants and their contributions:
    • Process Owner;
    • Process Manager;
    • Process Performers;
    • Process Customers;
    • Process Suppliers;
  • Plan Process Resources required to vitalize and drive the process:
    • Supply (energy, information, raw materials, service water, etc);
    • Instruments (handheld tools and devices);
    • Regulations;
    • Human Resources;
    • Fixed equipment and mobile machinery;
    • Technology (methodology and approaches);
    • Labour (effort and skills);
  • Plan Process’s final products to be obtained in result of the entire effort:
    • Tangible and intangible outcomes;
    • Quality specifications and success criteria to approve results;
    • Reports and information coming out from the process;
  • Plan the Process Maintenance costs:
    • Costs to drive the process;
    • Return on process costs;
    • Factors making the process more expensive;
  • Plan Process Controls:
    • Administrative leverages to control and ...


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