Tips for Process Documentation: Should Different Types of Processes Be Documented Differently?

Who’s right?

First of all, it’s true: not all processes are created equal — and that’s a good thing. Processes serve different purposes, occur at different frequencies, involve different roles, have different requirements, and follow different development goals.

According to Prof. Dr. Jan vom Brocke, processes can be differentiated along two key dimensions: frequency and variability.

• Frequency refers to how often a process occurs. Some happen hourly, others only a few times a year.
• Variability reflects how consistently a process is executed. Some follow a fixed routine; others are adapted every time.

When you place these two dimensions on a 2x2 matrix, four process types emerge — each with its own characteristics.

The 4 Process Types

• ‍Reliability Processes
  Low frequency, low variability
  Example: Preparing annual financial statements — done once a year in a highly standardized way. The process barely changes from year to year.
• ‍Performance Processes
  High frequency, low variability
  Example: Repeating production steps in automotive manufacturing — executed hundreds of times a day with exact consistency.
• ‍Innovation Processes
  Low frequency, high variability
  Example: Research activities — rare and highly customized depending on the problem at hand.
• ‍Agility Processes
  High frequency, high variability
  Example: Handling service requests — occurs frequently, but the solution must be adapted for each case.

Should All Processes Be Documented the Same Way?

Even with these different process types, the answer is: yes — to a point. When aiming for an interactive management system, process documentation should be human-centered and uniform in structure and location. This doesn’t mean ignoring the differences, but rather providing a consistent framework that makes navigation, understanding, and collaboration easier for all employees.

Uniform documentation:

• helps users find and understand content faster
• reduces resistance to contributing knowledge
• makes collaboration smoother
• enhances the usability and interactivity of the management system

How to Tailor Documentation to Each Process Type

Consistency doesn't mean ignoring differences. Within a consistent format (e.g., a tabular layout), documentation should reflect the specific needs of each process type:

Reliability Processes
These rare processes are at risk of knowledge loss due to turnover or infrequent execution. Tip: Supplement documentation with micro-audits based on the last few executions. This preserves critical insights and ensures continuity.

Performance Processes
These highly repetitive processes demand minimal waste and high automation. Changes and roles should be clearly defined and precisely documented. Where automation isn’t fully implemented yet, tools like Process Mining can uncover opportunities for further standardization.

Innovation Processes
These rare and variable processes need flexibility, not rigid instructions. Use checklists or phase-based structures with clear indicators of mandatory vs. optional steps. Define basic standards while leaving room for case-by-case creativity.

Agility Processes
Frequent and variable, these processes can’t always be standardized. Instead, documentation should clarify minimum requirements and offer decision-making guidelines. This empowers frontline staff to act effectively while maintaining process integrity.

Conclusion

Process documentation should be as uniform as possible, but as specific and useful as necessary. The distinction between reliability, performance, innovation, and agility processes helps create documentation that truly serves the needs of each type — increasing the overall value of your management system for everyone involved.