Processes are like software. They are defined, deployed, and revised. And they need to be measured—what’s working and what’s not?
I work with teams to define standard processes and playbooks for product lifecycle management using the Quartz Open Framework as a guide. Our goal is to turn good ideas into successful products.
Simple processes, clear roles, and standard playbooks provide context and visibility for your teams.
Many teams experience chaos as they build and deliver products. Each product manager uses different terminology and templates. One creates roadmaps in PowerPoint, and another uses Excel. One writes feature statements, and another creates problem-oriented stories. Some teams are secretive, while others share information freely.
Standard processes optimize recurring activities and align understanding among multiple groups. Smaller atomic processes are better than big processes—they’re easier to learn and follow. And processes are meant to be living ideas. You should continually question their effectiveness and revise or remove processes that no longer add value.
What we want is a process that is:
Systematic, defining and delivering using a repeatable process
Consistent, using the same tools, terminology, and templates across products
Transparent, providing visibility to all teams with roadmaps, plans, and schedules… as well as the process of how decisions are made.
Just like software, processes are designed, implemented, and periodically revised.
Process Metrics
And as with software, processes need metrics.
Track continuous improvement efforts and the implementation of lessons learned. A successful process should incorporate feedback loops for ongoing enhancement.
So, what are some helpful metrics for processes?
ADOPTION. As with anything, the level of adoption is a key metric. Measure the rate at which employees adopt the process. Collect feedback from stakeholders on the new process’s effectiveness and alignment with business goals.
ADHERENCE. How often do people skip steps or use non-standard templates and documents? Consistent adherence suggests that the process is well-designed for your organization. And that it is understood by your teams. Otherwise, you may find that the process isn’t optimized for the way your teams actually work.
AGILITY. How quickly can the team adapt to market conditions or customer feedback changes? A successful process should enhance agility. While process and collaboration often appear to slow the work, they ultimately result in fewer misunderstandings that lead to rework. Track the duration of each cycle from product ideation to launch and compare it to previous cycles.
The most important metric may be TEAM MORALE. Assess team morale through surveys or informal check-ins. High morale often correlates with a successful process. After all, processes are supposed to make life easier.
Remove the chaos
A good process removes confusion and chaos. It improves collaboration, driving better solutions. It also increases visibility, allowing other teams to do their work more effectively. Improved collaboration usually leads to better product outcomes.
Yes, I’m a process guy.
I once worked at a billion-dollar company. It seemed everyone could say no, and almost nobody would say yes. We had so many processes and rules that you could never get anything done. Later, I joined a startup, and within a week, I was pulling my hair out because they had no processes at all.
It was chaos.
Process is like a road. It gives us a set of rules, so we don’t hurt ourselves or others. It provides guides so we stay in our lane. And guard rails so we don’t go careening off the side of a mountain. Process provides agreed-upon signals and standards, so we avoid chaos.
Process is how product companies scale. It allows us to be more systematic and to have greater confidence in our decisions.
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