By Kate Le Grand at November 27 2018 09:23:44
Define the starting point of the process of project. This is the first step that starts of the process. For example, the first step could be project planning or research. Write down the starting point and the end result. Both of these should be in boxes with some space in between them. Adjust this space according to the number of steps and sub-steps involved in the process. Draw an arrow from the starting point to the end result. Along this arrow, list the various steps in order that are needed to go from the starting point to the end result. Include any sub-steps as needed.
Multiple inputs to the process exist : Some of them would be competition, lifecycle stage of the market, brand image, budget, etc... ; Complex decisions are made : There are many possible ways to achieve the process objectives (reach planned sales, leverage brand image, etc...) ; Each decision implies different levels of risk and potential benefits : It is the responsibility of the worker to choose the best one (low price strategy, aggressive advertising campaign, etc...) ; There are three main characteristics that make knowledge processes different from highly structured processes: Focus is on communication instead of automation.
Diagrams : A diagram can show a process, hierarchy, or other relationships. You can use AutoShapes and arrows, the flowchart shapes with connectors (in the Lines category in PowerPoint 2007; otherwise in the Connectors category), or the SmartArt feature of 2007. Charts/Graphs : Charts (also known as graphs) visually display data, especially data showing a trend. Use only the data that supports your point, not all the data in the Excel spreadsheet where you got the data. If the data is too complex, it won't be comprehensible on a slide. What to do? Print it out and give it to the audience as a handout.
They are more difficult to implement through discipline than administrative human-centric processes (although some discipline is needed). It is better to focus on obtaining buy-in from the people affected by the processes through early involvement, communication and expectations management. It is a known fact that knowledge workers are reluctant to change their habits. Some say knowledge workers don't like following procedures because they feel it limits their creativity; but most of the time they will be happy to follow a procedure as long as they see value in it, perceiving that it helps them work better and produce a better process output.