As a project analyst, I help gather critical data and support the project team. This includes both project evaluation and monitoring, while simultaneously maintaining compliance and documentation.

I work on various IT projects and deployments. For example, I work closely alongside other project managers by serving as a daily bridge between the technical teams. I provide updates, run meetings, report on project statuses, generate reports, and assign responsibilities to the correct team.

When it comes to the process documentation, my primary objectives are to develop, write, and edit operating instructions, “how-to” manuals, and standard operating procedures (SOPs) by employing agile methodologies and ITIL best practices. The aim of this tedious work is to not only help users understand complex technical information, but also help them process the information more easily.

I analyze business processes, requirements, and study new applications to translate this information into the required documentation. This demands great attention to detail and excellent communication skills.

I also work in collaboration with various core team members and use professional concepts to complete a wide range of technical tasks related to product releases or new services.

The key is to edit, standardize, proofread, revise, and finalize translated material prepared by other employees and contractors in a more technical language appropriate for its intended audience.

Because of the importance of consistent terminology in technical translation (as well as the fact that technical writing can be very formulaic and repetitive), it is best to shadow someone or involve an SME. This provides an opportunity to obtain an in-depth understanding of the product and the system documentation requirements without losing any of its important contents.

Why is it Important to Document Processes?

Processes are the core of the operations, so documentation is crucial. A documented process helps protect the lifeline of the business operations and is vital to maintain efficiency. Here are four reasons to document a process:

  1. Single Point of Failure — Operational redundancy reduces risk in the event key talent leaves or is unavailable.
  2. Business process improvement can only be done with accurate process documentation.
  3. Operational consistency by documenting, auditing and enforcing processes.
  4. Operational efficiency by reducing performance variance through replication and consistent.

How Do You Successfully Document a Process?

First, it’s important to develop a process flow diagram. I like to use the swim lane diagram because it provides a quick snapshot of the steps in a more simplified manner. Additionally, it easily highlights mistakes and weak points for quick fixing and manipulating. Next, you always want to keep in mind your objectives for documenting each process:

  • Make the document easy-to-understand.
  • Analyze and coordinate document layout and organization.
  • Ensure the intended audience can understand the process.
  • Explain concepts and processes concisely to help users understand the technology.
  • Generate effective materials for the required audience.

Since one cannot document what one does not have, thoroughly procuring an informative inventory is not only essential but paramount before improving the processes.

Take the time to develop a current process inventory. Know what is available/what will give a status of current process documentation and provide structure for the collection phase.

Sample Process Inventory:
• Process name
• Process organization unit/department
• Check if process is currently documented
• Validate the process by shadowing or involve SMEs

How Do You Inventory Your Current Processes and Documentation?

  • Get input from multiple people who work the process to note any overlapping or gaps in the process.
  • Define a timeline.
  • Provide examples so that everyone is on the same page.
  • Define the communication plan.


Every day, I tirelessly work to improve customer experience and strengthen the competencies and efficiencies of delivery teams. Only through the cohesive embrace of service management process governance and the continuous improvement efforts in every approach have I been able to procure my daily goal.

My success is interdependent on my team and the organization. Building relationships of mutual trust and respect, both with my teams and across the organization, are critical when it comes to accurately and effectively documenting processes.

Jane Kamuyu
Jane KamuyuIT Process Coordinator
Jane Kamuyu is an IT Process Coordinator and Business Analyst with Odyssey Information Services. She has more than 20 years of experience managing operations and service delivery and holds certifications in ITIL and Microsoft system engineering and database administration.