Identifying areas of manual workflows and inefficient processes for the purpose of improvement is about balance. Information workers need flexibility and education in order to know when to follow processes and when good judgment dictates an allowable exception. While such an undertaking is not always easy, there are benefits that come with the work when done correctly.

Automation of workflows and processes is one way organizations can defend themselves against institutional knowledge leakage that comes from employee attrition. On the opposite side of the coin, overuse of technology for workflow can cause employees to lose sight of objectives and the broader purpose. A balance of technical implementation, intelligent process change, a focus on business goals and employee education is critical.  It is also important to remember that many gains from process change can be realized without the use of any technology.

While the SharePoint platform has inherent workflow tools that can be used out-of-the-box or customized by skilled developers, it is important to remember that these workflows are just tools.  Business evaluation and planning is a requisite of any workflow and process reengineering effort regardless of how simple. Reengineering efforts represent a change from normal practices for employees. As with any change, big or small, it will require training and oversight to ensure follow-through and adoption.  Organizations need to be wary of implementing too much too soon.

Allin's business analysts understand the need for proper business evaluation, controlled change and limiting technical solutions when redesigning or automating process and workflow. Our SharePoint resources understand native workflow features, when and when not to implement customized workflows and how decisions impact users and the long-term supportability of the platform.