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Business Process Template

The document outlines a process and provides details on its purpose, desired outcome, entry and exit criteria, inputs and outputs, activity descriptions, exceptions, business rules, roles and responsibilities, and metrics. It includes sections for process information, purpose, desired outcome, entry criteria, inputs, process flow diagram, activity descriptions, exceptions, business rules, outputs, exit criteria, roles and responsibilities, and metrics.

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Indrani Maity
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120 views

Business Process Template

The document outlines a process and provides details on its purpose, desired outcome, entry and exit criteria, inputs and outputs, activity descriptions, exceptions, business rules, roles and responsibilities, and metrics. It includes sections for process information, purpose, desired outcome, entry criteria, inputs, process flow diagram, activity descriptions, exceptions, business rules, outputs, exit criteria, roles and responsibilities, and metrics.

Uploaded by

Indrani Maity
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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[NAME] PROCESS

Document Information

Document Title Title of process – Verb-Noun phrasing is almost always the most
appropriate!
Document Owner
Version
Status
Date

PURPOSE
Outline the purpose of the Process document, the purpose of the process, and the scope of the process. It
may make sense to include an explanation of whether this is an as-is or to-be process. Often it makes
sense to include a sentence as follows: This process starts when <description of starting point> and ends
when <description of ending point>. In general keep this section short – 2-4 sentences is a good
guideline.

DESIRED OUTCOME
Explain the outcome the process is designed to achieve, or why the company invests in completing this
process.

ENTRY CRITERIA
Bullet -point the entry criteria for the process. What must be present before this effort can begin
successfully? For example, before an offer can be made to a potential employee, the manager must
have the appropriate budget allocated. Typically, the owner of the process determines the Entry Criteria.

INPUTS
Bullet-point the tangible inputs for this process – these are deliverables that the person responsible for
initiating the process receives in either physical or electronic form. (A deliverable could be an email, a

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document, an updated database entry, a fax, etc.) For example, an input for the “Make Job Offer
Process” might be an approved job description.

PROCESS FLOW DIAGRAM


Include a visual diagram of the workflow indicating the relationship between activities in the process.
Most modeling tools allow you to export a .jpg file that can be copied here. If you are using Visio, you
can often select all and paste your model here.

ACTIVITY DESCRIPTIONS
Describe each of the activities of the process in narrative form. If you’ve included a visual work-flow
diagram or have created related process documents, be sure to use consistent terminology in describing
each step or activity.

1. First activity [Role Verb Noun. Then, optionally, 1-2 sentences with more detail.]
2. Second activity
3. …

EXCEPTIONS
List the exceptions and describe the exception in narrative form.

Exception [#] – [Name]


 In Step X [describe what happens, be clear on the Role Verb Noun].

 Continue with steps to resolve the exception.

 Continue with the main flow at Step X. (Or Process Ends.)

Exception [#] – [Name]

BUSINESS RULES
If appropriate, include a list of relevant business rules here and reference the steps from the Activity
Description section in which they are enforced. An example of a business rule for our “Make Job Offer”
process might be “All job offers without a response after 10 business days are considered declined.” If
your organization has a business rules repository, you might instead include a section to reference the
appropriate business rules or embed links/references to those rules within the activity descriptions
themselves and delete this section.

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Business Rule Activity Step

OUTPUTS
Bullet-point the tangible outputs or deliverables for this process. For example, an output of the “Make a
Job Offer” process could be a signed acceptance letter.

EXIT CRITERIA
Bullet-point the exit criteria for the process. What must be present before this effort can end
successfully? For example, exit criteria for the “Make a Job Offer” process could be that a firm decision
to accept or decline the job offer is received from the candidate. Typically, the entity that receives the
output of the process sets the exit criteria. If you are documenting multiple inter-related processes,
these exit criteria would become the entry criteria for the next process.

ROLES & RESPONSIBILITIES


Add roles and bullet point responsibilities for each role. Remember that one person can fulfill more than
one role in a process or multiple people can share the same role. For example, in our Make a Job Offer
process, it may be that any HR representative can communicate the job offer to the candidate. Make
sure the terms used here for roles and responsibilities are consistent with the terms in the Workflow
Diagram and the Activity Description sections.

Note: Often, this section is redundant with the Activity Description section and can be removed. It is
useful when there is a lack of clarity about roles.

Role Responsibility Who Fulfills




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METRICS
Capture how the effectiveness of the process will be measured. Ideally, the measurements you identify
here will confirm the desired outcomes are met. You might choose to use this section to be very specific
and detail quantitative measures. For example, measures of customer service are duration of how long
customers have to wait on the phone before their call is answered, or duration of how long before their
issue is resolved. Or, you could choose to include general measures of success, such as “increased
customer satisfaction.”

Note: Often, organizations bypass this step because they do not have the systems in place to measure
the effectiveness of their processes.

Revision History

V. Date Author Description Status

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