Communicate process variants successfully in the management system

What is a process variant anyway?

Process variants can be divided into two forms:

1. Easy case differentiation
   
   A simple case differentiation exists when the Process variant legitimate and known is. For example, there is a release limit within a process. A (partial) process then proceeds differently, depending on whether this limit is exceeded or fallen below. The result is a process variant that pursues the same process goal and, if carried out successfully, achieves it.

2. Non-compliant process execution
   
   A non-compliant process execution exists when either the Process target missed Will or if the The path to the process goal should not be repeated. The reasons for this can be, for example, an uneconomic turnaround time, an increasing probability of errors or non-compliance with legal frameworks. Of course, you should not disseminate non-compliant process variants via the management system. In places where non-compliant process variants have repeatedly arisen and may even have caused high costs, you should point out in the process description that this is not a legitimate alternative.

Why are process variants a challenge for moderators?

Because there is no general answer to the question of how the moderator best communicates process variants in the management system! Because in every organization, there are countless process variants that need to be managed, for example:

• Create an offer domestically OR abroad
• Assembly process with OR without purchased parts
• Patient admission inpatient OR outpatient
• Service order with OR without spare parts
• Sales process for new customers OR existing customers

One own process description for each variant would mean that we process steps Maintain redundantly and therefore conflicting descriptions would risk. The employee would then have to decide for themselves which option is the right one in each individual case — and would always run the risk of making the wrong decision.

What solution strategies are there to communicate process variants in a suitable way?

If there is no general answer to the question of how best to communicate process variants, what options do we have left?

Solution Strategy 1: Model and describe only the most common process variant, i.e. the main variant (Happy Path).

With this solution, it is relatively easy to create and maintain the process description. But: It neglects variants that deviate from the standard. And these are often the variants whose communication via the management system provides employees with a lot of benefit and reduces error costs.

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Solution Strategy 2: Add sub-processes to the main variant.

With this solution, it is important to know the variant-creating steps and to present them transparently, so that the sub-processes branch off at exactly the right places in the main variant and the resulting variants come together again as quickly as possible if there are similarities. In this way, it is particularly easy for employees to follow the process and to Understanding connections between main and sub-processes. However, in order to model such a process including sub-processes, it is absolutely necessary to know the overall process and the variant-building steps very well.
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Solution strategy 3: Create separate process descriptions for each variant.

‍This solution is suitable when different process owners or roles are involved in each variant. It is also particularly helpful if you have one or Deliberately develop several process variants separately and wants to transparently highlight the similarities and differences. However, there is also the risk that joint process steps drift apart unnoticed and you miss out on learning effects. In any case, with this strategy, it is important to define a clear case differentiation at the start of each process so that you can always choose the right variant for the respective work process. In a subsequent step, it is possible to combine the separate process descriptions into a main variant with sub-processes (see solution strategy 2).

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‍Solution Strategy 4: Summarize all process variants in a single process description.

This solution makes sense if you have the Standardize process variants Would like to. It is precisely defined which process steps apply and when. Differences are thus clearly visible and can be consciously reduced. The prerequisite for this is that process participants are able to decide which process variant applies and when. The disadvantage of this solution strategy is that the Process description quickly confusing will.

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It's the similarities that matter

When discussing process variants, you are quickly tempted to focus on the differences. In doing so, you shouldn't ignore the similarities! Because it is precisely these that provide information about Which solution strategy is most appropriate for communicating process variants.

Also note that process variants often develop historically. There may therefore be emotional pitfalls here, which you should consider in particular when harmonizing process variants. So always ask yourself the following questions in advance:

• Why exactly did this process variance arise?
• What would be the consequence of abolishing them tomorrow?
• Which process variant do our customers prefer and why?