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Workflow design refers to the organization of sequential tasks in a way that allows them to flow seamlessly from one task to another.
It is ironic, but it is possible to design a workflow that has the opposite effect.
Changes to workflows can be difficult as they can impact people’s autonomy or control over their work. It takes more effort than it does understanding the current tasks, roles and needs to change workflows.
It’s more than just knowing how to create flowcharts. It requires a continuous, open, and in-depth conversation with those who will be implementing these changes every day.
How do I find out?
There are a few major mistakes in workflow design.
Here are my experiences with workflow analysis and process design in my projects. There are many lessons I have learned along the way.
Workflow Design Lessons Learned
I’m learning that best practices and strategies are not immediately applicable for workflow processes (which involve people) in the same way they can be applied to code and any other static mediums.
A team culture is full a variety of perspectives, personalities, and opinions. Everyone must be involved, understood and considered in order to maintain a healthy culture of mutual respect among its members.
Before we get into my stories here are some key takeaways.
Executive buy-in does not equal team buy-in
Even positive changes can feel like punishments
Workflows must be tailored to the culture of the team and not just the best practices.
Don’t trust the feedback you get.
What I learned the hard-way about workflow design
Here’s my story about a failed attempt at implementing change.
First, I must admit that I am not an enthusiastic person. I am optimistic, and I am becoming more realistic over time. I believe that “less really is more”, a personal philosophy I have learned through years of music playing. I am a front-end developer by trade and love UX. I am passionate about creating simple solutions.
My passion is workflow efficiency, organization, helping others find and maintain a positive momentum in their jobs. If there is trust, personal discovery, and the willingness and ability to make changes, every day can be more productive and productive.
The Plan, First
Recently, I was assigned to a project team to assist in the smooth transfer of projects from the design team into the development team.
I observed their current workflow, and found that many functional requirements were not being identified during handoff. The team couldn’t access the requirements because they weren’t being logged anywhere. The majority of requirements details were communicated verbally between project managers, and the rest.
My strategy was to increase the reliance on Slack and Project Board for listing project requirements and maintaining records.
I suggested a similar workflow design to this:
My strategy was to increase the reliance on Slack and Project Board for listing project requirements and maintaining records.
This is a plus for the team.
The project board would provide a single source of truth about project requirements. Slack would help it by providing a forum to discuss.
The Problems are then
But I was blind to how the changes were affecting PMs and other stakeholders. My fellow PMs were not on board, despite the fact that developers and executives were.
I