ABSTRACT
This chapter moves from the process evaluation methods described in Chapter 23 to methods for process documentation. The need to document extends from “as-is” to redesigned “to-be” processes. Our introduction to the subject of processes in Chapter 22 asserted that processes, as building blocks of activities, contribute mightily to competitive position. While process management tools such as the Supply-Chain Council’s SCOR, described in Chapter 23, will help, most companies have one-of-a-kind existing processes and unique requirements for future processes.
