How to Effectively Document Work in Your Organization





 Documenting Work Timely, Efficiently and Effectively


An organization’s attainment of competitive advantage begins by understanding workflow and how work gets done in the organization. Over many years of working with clients, we have developed a very effective and standard method to document work in any organization. Business Enterprise Mapping’s method saves substantial time versus traditional Standard Operating Procedures (SOPs) and the narrative approach typically used to document work in most organizations. After nearly 25 years of documenting work in a wide variety of company sizes, types, and industries, we are pleased to offer this hands-on and highly interactive course that will teach you how to effectively document work in your organization. We find this approach can be used to define any environment and provide a good foundation for assessing how the organization fulfills its mission, vision, and competitive strategy.

How to Document Work – Who Should Attend

Department managers, engineers, documentation specialists, quality leaders, compliance professionals, and anyone who is interested in learning a fast and effective methodology for documenting how work gets done within their organization.




 What You Will Learn

Students will learn a straightforward and time efficient methodology to document and align work that can be quickly implemented within your organization.

  • The value of process based thinking
  • How to create a business process architecture
  • The value of a Business System Diagram for workflow alignment
  • How to identify internal customers and suppliers
  • A process map construction designed to incorporate knowledge.
  • What constitutes knowledge in an organization
  • How to attach knowledge to process structure
  • How to integrate current SOPs into a new work structure
  • A simple and effective design for document control





Day 1 – Building the Documentation Structure




Introduction to Process Structure

Traditionally, organizations are organized vertically into departments, with the hierarchy documented in an org chart. Process structure follows the work as it flows across the organization, grouping tasks into logical processes providing deliverables to contiguous processes to execute the value proposition. We use the Perigon Pyramid to describe the process structure.


Building a Business System Diagram

Interconnected processes with a common purpose create a business system that connects to contiguous business systems to create an enterprise. A Business System Diagram shows the system’s flow and structure by identifying the processes that make up the system, how they are connected and the work outputs that move between them. Learn the principles for building a BSD.




Developing a Process Map

Every process is a series of tasks structured to take an input from a supplier, add value to it and produce an output for a customer. The visual nature of process maps makes them highly accessible to process users. Our Perigon Process Maps effectively describe how a process functions by showing the tasks, the knowledge and information required to perform the tasks, the people and tools needed to execute the tasks, as well as a wide variety of characteristics including metrics, hazard, risk, decision criteria, timing, regulation, and much more. Understand how a process map is developed.


Assessing the Boundaries

The boundaries between processes need to be seamless to maximize organizational effectiveness. Most organizations have a lot of issues around the disconnectedness of their processes. Process Maps and the Perigon Method specifically focus on better definition of the boundary and the customer-supplier relations that create the boundary condition. There are usually significant opportunities for improvement in documenting the flow and the knowledge support at the boundaries. Learn our approach for looking at process boundaries.


Day 2 – Identifying and Integrating Knowledge




Knowledge Management

Efficient and effective processes are designed by placing the knowledge and tools needed to execute a task, and no more, at or near the task area – both physically and on the map. Properly managed process knowledge is readily available when and where needed, reliably up-to-date, clearly identifiable and efficiently functional to the process task so that it can add the most value to the process in total.


How to integrate Knowledge into a Process Map

To accomplish the process value position, tasks access the organizational knowledge such as work instructions, records, data, policies, specifications, training, patents & SOP’s. Effective documentation of work must include all the knowledge critical to getting the work done. Gain a systematic approach to evaluating legacy knowledge to determine the proper way to document it, organize it, restructure it, and/or archive it.




Document Control

Once a process is mapped and its knowledge is understood and documented, proper document control principles must be followed to maintain control over time. Managing growth and change is critical to predictive improvement and performance gain. Learn the principles at play and how to incorporate them into a process based approach.



Any project for change will require a commitment of time and people to accomplish the mission, as will documenting work in an organization using process maps. There needs to be a clear alignment to strategy and defined expectations for project results. Understand how to structure the project for success and how to measure its performance.

Business Process Mapping for Sustainable Improvement