Process

An overview or outline of what is to be done, in a sequence or series of activities, to achieve the desired outcome. A process will typically consist of several to many different procedures.
Writing a good process will usually begin with identifying the need for the process in the first place, which might be due to an area of a business which is not clearly understood by employees or customers.
Define the purpose of the process, identifying the boundary or scope, in which it operates (and doesn't cover what would be included in a different process). Ensure that the start and endpoint of the process is clear so as to avoid overlap with any other process. Provide an introduction to a process, in the process document, which clearly describes its purpose and outcome.
Involve everyone, or representatives of those, involved in delivering the process as they are the main people who will be able to more readily identify areas for improvement and how the process might work well in practice. During this engagement stage it is important to explain why there is a need for a new or revised process. Getting contributions from employees is usually essential if a process is to be operationally successful.
If what has been identified is more than one process, then do not try and create a single process where distinct activities or outcomes exist.
Agree on the standard format to use for creating the process (for example, abbreviations, technical language use, notation, symbols).
Identify the steps needed, in sequence, to follow the process through from start to finish to achieve the desired outcome. Use a process flow chart to visualise how each step is related to a previous or subsequent step.
Describe each step of the process, ensuring inputs are clearly stated for what's needed to achieve each step. Indicate where more detailed procedures are implemented and identify the job role/s which carry out each step. Where activities require authorisation or verification before a subsequent step can be carried out then make this clear.
Once a process has been created then review and trial it, getting feedback from operatives. It is likely that some features of the process are not as effective or efficient as they could be at this stage, but that is the purpose of an initial review and trial, to identify areas for immediate improvement prior to the process ‘going live'.
If the review and trial is successful and any amendments needed made, then the process will be considered ‘good to go', so have it formally approved and put it into practice. Monitor the process on a regular basis following its introduction and if no major issues arise (as there might still be teething issues, but this will depend on the extent and complexity of what is involved with the process) then you can be confident that deployment can now be considered as successfully embedded within the organisation.
To ensure the process maintains relevance, currency and ownership it is important that several criteria are included at the end of a process document: a completed / approved date is included; a review date or review by date identified; a version / revision number; the role of the person responsible for the process and add a document reference for correct file storage and retrieval.