An engineer’s perspective on process, and on never being put off when asking why:
A good Engineering Program Manager’s job is to keep the trains on time by all reasonable means. However, my experience with program managers over the past two decades is that 70% of them are crap because while they are capable of keeping the trains running on time, they don’t know why they’re doing what they’re doing. When someone on the team asked them to explain the reasoning behind the process, they’d say something to the effect of, “Well, this is how we’ve always done it…” …
Anyone who interacts with process has a choice. You can either blindly follow the bulleted lists or you can ask why. They’re going to ignore you the first time you ask, the second time, too. The seventh time you will be labeled a troublemaker and you will run the risk of being uninvited to meetings, but I say keep asking why. Ask in a way that illuminates and doesn’t accuse. Listen hard when they attempt to explain and bumble it a bit because maybe they only know a bit of the origin story.
It’s a myth, but healthy process is awesome if it not only documents what we care about, but is willing to defend itself. It is required to stand up to scrutiny and when a process fails to do so, it must change.
A great account of how an organisation’s culture could be hidden within its processes, if only we have eyes to see.