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You likely don’t know this, but I have ADHD. Contrary to popular belief, ADHD is not something you grow out of, and it’s not simply “too much youthful energy” or just hyperactivity. It’s a neurodevelopmental disorder that affects attention and impulse control, which leads to other issues such as daydreaming, forgetfulness, fidgeting, making careless mistakes, or even missing social cues (my girlfriend loves that last one). The perfect combination for any professional writer, right?
Luckily, I’ve found ways to combat these issues without the help of medication by structuring my life around routines. I’ve built a step-by-step routine in order to fit in exercise, work, and quality time with my family all with little time buffers to account for temporary distractions.
Understanding the need for structure and routine gives me unique insight into the pitfalls project managers face without these frameworks. That’s why I’ve written this beginner’s guide for creating operational standards that you can apply to your work and teams today.
Standard operating procedures (or SOPs) are step-by-step guides that describe how to complete a routine activity in full detail. A SOP will help you create a baseline for how your employees ought to complete their day-to-day tasks with maximized efficiency.
A SOP is also great for setting average task completion times, which are useful for planning a project. These SOP documents are also used for training new employees on performing their responsibilities and are written in such a way so as to ensure retention. When applied correctly, standard operating procedures are the perfect solution for streamlining the work of any profession, including business development or business intelligence.
A standard operating procedure is different from a statement of work (or SOW), which is a contractual document shared between a stakeholder and project team that covers all of the work to be completed, project terms, and schedule. While this may be obvious to some, these terms should not be used interchangeably.
I briefly described the purpose of a standard operating procedure in the previous section, but for the sake of clarity, here are the three most important reasons for adopting SOPs for all of your tasks.
Rather than explaining procedures over and over, standard operating guidelines provide a framework so that anyone, even new employees and team members, can pick up and work within the established process. This leads to an increase in the consistency of results and deliverable quality.
Setting up a regimented system for executing tasks gives you an objective standard by which to measure your team’s performance, leading to increased accountability. These standards can be applied across all of the relevant teams with their own individual goals and metrics to meet.
The clear understanding of responsibilities provided by a standard operating procedure also promotes healthy communication between teams. No more fighting or guessing about who’s responsible for what, or when and where a task ought to be completed.
Now that you understand the importance of a SOP, I’ve laid out a five-step guide for creating a standard operating procedure you can use for any given task or project.
Off the bat, you want to find out exactly what your current processes are from all of your teams. You have to reach out to your managers to figure out how they go about completing their daily, weekly, and monthly processes and list out these procedures. This gives you an overview of where you are now and a general idea of where to trim the fat.
Once you see everything that is done to complete your business processes, you’re almost guaranteed to come across redundancies from team to team that affect the efficiency of your operation. You’ll want to eliminate these redundancies in order to streamline the way your managers and teams complete tasks.
This step requires coordination with multiple parties, which is, of course, the specialty of any project manager. I’ve put together a couple of tips you can use to help expedite this process.
It’s not enough just to reach out to your managers. Once you’ve gathered all of your processes and eliminated all obvious redundancies, it’s time to look to your employees for additional feedback. Ask them their thoughts about the procedures for completing project tasks and whether or not they have any improvements they’d like to see.
Seeking feedback from your employees is a somewhat delicate process that requires you to make them feel as comfortable as possible. Here are a few tips for accomplishing this:
Now that you’ve gathered all of your processes and corrections for your new standard operating procedure, make sure you focus the scope of your SOP only to include the necessary teams and people.
Ensure that your SOP will designate specific steps to certain teams so that your sales, marketing, and development teams aren’t confused about who’s responsible for what. If steps 1-3 only require the attention of your development team, then marketing doesn’t need to focus on those steps. Make sure your SOP reflects this.
After you’ve focused your SOP, you’ll want to decide which format you’ll choose when writing it out. There are a few options:
You’re almost ready to write the first draft of your SOP document. These two tips will help you effectively plan out your procedure before you put pen to paper:
You’ve gone through all of the information gathering and preparation, so now it’s time to write out your standard operating procedure. Depending on which format you choose, this will be as easy as writing out a basic checklist, or a little more complicated if you’re developing a SOP flowchart.
However, if your information gathering and redundancy elimination was successful, this process will only consist of taking all of your notes and entering them into your SOP document.
While it’s up to you to decide how your SOP will look and sound, here are a couple of tips that’ll help make it a tidier document for your team to read and use.
Your standard operating procedure is a living, breathing document that is subject to plenty of testing and necessary revisions. While running your SOP through the wringer, be sure to take any business metrics you measure or additional team feedback into account in order to perfect the procedure.
Introducing anything new to your teams and projects will always be a process of trial and error. Here are a couple of tips that’ll help smooth out the wrinkles in your SOP document.
Our project management expertise doesn’t end at standard operating procedures. We’re your No. 1 resource for everything from guides on change management and the project management triangle to our in-depth software reviews. If you and your team found this guide on SOPs helpful, be sure to check out the rest of the useful content The Ascent has to offer.
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