Mastering nested processes

Before the actual optimization begins, order must be brought to the chaos of the process. Only when the framework is in place is it worth taking a closer look. The following steps will help:

• First, try to understand the entire process.
• Clarify the goals and purposes of the processes.
• Define the start and end points of the processes.
• Identify all participants and roles.

These basics prevent you from getting lost in the details early on or overlooking important connections.

Complex processes remain difficult to grasp as long as they are not visualized. Only through clear representation do dependencies and nesting become visible. The basis for this is a clean process hierarchy.

• First, structure your processes (top-down)
  • Level 1: Process map (overview of all processes in the company or department)
  • Level 2: Process chains (e.g., end-to-end process across departments)
  • Level 3: Business processes (e.g., BPMN model)
  • Level 4: Work instructions (e.g., pictograms or texts)

• Then choose a suitable visualization method:
  • Process maps: With a BPM suite such as ADONIS.
  • BPMN model: Standard in administration, shows processes and decisions
  • Work instructions: In text, video, or pictograms

Important: Only through visualization can you recognize interdependencies.

The article «Process visualization – The optimal software choice» provides a helpful overview of suitable software solutions. It presents various practical BPMN tools – from simple entry-level solutions to comprehensive suites.

Many nested processes have developed over many years – often without critical scrutiny. Now it is time to consciously tidy things up:

• Is data being recorded twice?
• Are all if-then branches really necessary?
• Can special cases be standardized or outsourced?
• Which activities belong together from a technical perspective?
• Where are there unclear responsibilities or overlaps?

The goal is a clear, lean process in which each level serves a real purpose – and does not just exist because it has grown historically.

Nested processes thrive on dependencies. If these are not consciously addressed, delays, loops, and quality problems arise. Clarify:

• Which steps are interdependent?
• Where do waiting times arise?
• Where is information often missing?
• What are the risks (deadlines, legal requirements)?

An input/output analysis for each process helps to identify critical points early on and optimize them in a targeted manner.

Example: fire safety inspection

• Input: construction drawings, fire safety concept
• Output: statement, test report
• Dependencies: complete documentation, available experts

Complexity often arises from ever-changing special cases. That's why a critical analysis is worthwhile:

• Which rules always apply?
• What are genuine exceptions?
• Which exceptions can be standardized?

Rule of thumb: Fewer exceptions = less complexity = clearer processes

For unavoidable special cases, a separate, simplified process may be useful.

After the cleanup, patterns often become visible:

• Recurring sub-processes
• Steps that are the same everywhere
• Tasks that belong together technically

A common mistake in process structuring is to make subprocesses either too small or too large. Subprocesses that bundle several related activities and form a clearly defined task are optimal – ideally 5–10 activities.

Nested processes can only be managed efficiently if the overall picture is clear first. A clean process hierarchy and appropriate visualizations make structures, dependencies, and responsibilities visible. The next step is to simplify consistently: remove redundancies, reduce special cases, and clarify responsibilities.

Once processes have been streamlined, recurring patterns can be identified and bundled into meaningful sub-processes – neither too small nor too large, but clearly defined actions. This transforms complex procedures into a transparent, understandable, and easily controllable process system.