If you had to document all the processes you follow in a day, would you know where a process ends and a task begins?
The difference between a process and a task can be blurry, but it’s essential to understand the distinction. This is one of the lessons the Boomer Consulting, Inc. Process Team learned recently when we embarked on an initiative to document all new processes across departments.
We discovered an important lesson for any organization: before you can document, you must first define.
Why process vs. task matters
At its core, a process is a systematic series of steps undertaken to achieve a defined objective or deliverable. Processes are fundamental to the success of a department or business, as they help ensure consistency, efficiency and reliability in outcomes.
Tasks, on the other hand, are the individual actions that make up a process. They can be checked off a to-do list and don’t necessarily have larger objectives tied to them.
For example, when we plan a Boomer Circle meeting, sending out an initial invitation is a task. However, planning that meeting—setting the agenda, sending invitations, arranging logistics, and following up—comprises multiple tasks that, when taken together, form a process.
It’s easy to see how someone might confuse the two, especially when templates or other standardized tools are involved. People often assume if there’s a template involved, it’s a process. But in reality, templates can support tasks within a process.
Identifying processes across departments
During our initial survey, we asked team members to list their processes by department so we could identify what was already documented and what was new. We received far more responses than expected, but many submissions were tasks, not processes. This made us aware of a crucial gap: we lacked a mutual understanding of what a process actually is.
To address this, we reached a consensus on the definition of a process. Then, we set up one-on-one meetings with department heads to ensure alignment. These discussions focus on differentiating between processes and tasks, helping team members see the big picture.
This approach has been particularly beneficial for abstract thinkers. Processes involve objectives and deliverables—they’re about achieving something specific. On the other hand, tasks are smaller, more immediate actions that, while necessary, don’t stand alone in accomplishing larger goals.
Why documenting processes is critical
Documenting processes isn’t just a formality—it’s necessary to maintain efficiency and continuity, particularly as new team members join and others leave or take time off.
When people are trained on a process but don’t have access to clear documentation, it’s not unusual for them to forget how to complete tasks the first time they sit down to work independently. Process documentation ensures consistency and allows others to step in when someone is unavailable. It’s also an excellent tool for identifying areas where technology could help automate repetitive tasks.
Sometimes, we realized that team members repeat the same tasks over and over again. Technology can automate many repetitive tasks, freeing up time and brainpower for more strategic work.
Process documentation may not always feel urgent—especially when no immediate service deliverable is attached—but it’s an essential part of continuous improvement.
Challenges in implementation
As straightforward as documenting processes might sound, we quickly learned that it’s anything but simple.
Another challenge we encountered was determining where the documented processes should live. Some team members believed each department should manage their own processes, while others advocated for a centralized location, such as a company handbook.
Both perspectives had merit, but the key to success is creating a single source of truth—somewhere where the most up-to-date versions of all processes reside. This ensures everyone is working with the same information and nothing falls through the cracks.
Another hurdle was the assumption that everyone thinks in processes. Those of us who naturally think in terms of processes may forget that this isn't the case for everyone. It's important to recognize that some team members may need more guidance to conceptualize the difference between processes and tasks. This is why having a clear, shared definition—and taking the time to educate everyone—is so valuable.
Moving forward: Flexibility and continuous Improvement
While defining and documenting processes is worthwhile, we must remain flexible.
Processes evolve, and what works today may need to be updated tomorrow. Continuous improvement means not getting bogged down in rigidity. Instead, it’s about creating a system that can adapt as new tools, team members, and ideas come into play.
The key takeaway from our efforts is that process documentation isn’t just about efficiency—it’s about empowering teams to work smarter, not harder. By clearly defining what a process is (and isn’t), we’re setting our organization up for sustained success.
As you embark on your own process documentation initiatives, remember: processes are about objectives and deliverables, while tasks are simply the steps you take to achieve them. This distinction will help your firm optimize workflows, train new employees more effectively and ultimately, drive greater productivity.
Could you benefit from structure and accountability as you strive to push your firm forward?
The Boomer Process Circle is a peer group of top Process and Lean Six Sigma leaders in the accounting profession who share tools and resources for pushing change within their firms. Apply now to tap into the experience and expertise you need to lead the charge for continuous improvement.
As a Client Service Coordinator for Boomer Consulting, Inc., Hailey Hilbert is excited to meet members from different Circles and hear about firm challenges and opportunities from various perspectives. Her primary focus is planning Circle meetings and handling events at the Accounting Innovation Center.
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