When Process is Ignored

EVERY project I’ve ever been on starts with the adage, “we’re going to follow process on this one.” Inevitably, somewhere along the way systems processes tend to become optional, leading to issues.

Why?

Initial Intent	Evolution

 When building buildings a strict construction process is followed. There’s a project manager, the general contractor, all the subs….there are regular construction meetings, a strict budget process, and clear handoffs. In other words, a disciplined process is followed. Generally speaking, we’ve had great success building projects in a neat, tidy way. And they often end up being works of art:

Samuel Beckett Bridge – Dublin	Zakim Bridge – Boston © 2008 Katti Seiffer

Of course, when we don’t follow process:

The construction trades have been following the same fundamental processes for hundreds of years. IT, as an industry, can measure its lineage back decades.

Why do we, in IT, stop using process?

We all know what happens. A project starts running behind, and shortcuts start happening. Or, we say we’ll go back and address…and of course, we never do. (How often do we hear of a construction project saying they’ll go back and fix the foundation? They don’t. They go back and make it right from the beginning.)

I contend the reason we stop using process is we don’t perceive the process provides incremental value. It’s not a matter of not following the process, it’s the process wasn’t right from the beginning. Too often, processes are developed in a vacuum without a real world perspective. Or they are developed with strict adherence to a best practice (think IT Infrastructure Library) without “rightsizing” to the organization.

When processes are bureaucratic, they often get jettisoned when the heat gets turned up. Ironically, it’s when the heat gets turned up organizations should best be relying on their processes.

So my recommendation is simple. When processes are implemented, consider whether they feel overly bureaucratic. If so, they probably are. Make sure processes are “right sized” to your organizational challenges. Processes are living, they need occasional (well thought out and publicized) maintenance and upkeep. Change processes too often and they will not be used (nobody will know the rules)!

Heavy process can burden an organization. Rightsized processes can accelerate and improve the quality of the delivery.