Without Process, Even Heroes Fail 

Introduction

Everything in life is a process. I talk a lot about processes in the professional environment, and recently, I realised that not everyone fully understands what a process is. 

There’s the business process, the technical process, and even at a personal level, there’s the weight-loss process, for instance. Everything has defined steps. Simply put, there’s a logical sequence to follow for everything if we want to succeed without constantly going back and redoing things. It makes us more efficient. 

When we see recurring mistakes in an organisation, they are usually related to failures in work processes. When I notice this kind of situation, the first thing I ask is: where are the process errors? Most of the time, they’re right there in the day-to-day routine, but no one notices because working incorrectly has become the norm. 

When we don’t think about our processes, we tend to do things in the wrong way. We lose the big picture and fail to see how our work connects with other teams’ processes. Every process is connected to others, and our mistakes will inevitably impact the entire system. 

If we only focus on our own tasks without considering what comes before and what follows, we create major errors that can jeopardise an entire project. 

Error in Engineering Processes

When we talk about engineering processes, they’re directly tied to how we manage our projects. Without this broader view, things turn into chaos. You know that situation where everyone is running back and forth, not knowing what to do, or doing whatever they can as if they were heroes in a blockbuster movie? That’s a lack of process. It’s a lack of management. 

Without clear processes, it’s difficult to manage key elements like scope, schedule, and cost. Heroes only exist in movies. In real life, in our work processes, success comes from teamwork—coordinated and aimed at a common goal. 

Take scope, for example. It’s the process of defining exactly what will be done—what has been agreed with the client. Scope defines what the client expects and values. If we lack clarity in the scope, the planning phase will already be flawed. And if planning is flawed, the schedule won’t reflect reality. The result? Errors in cost processes, budget overruns, and many problems along the way. 

Processes Don't Have to Be Complicated

Not everyone needs to be a BPMN expert to map out a process. It’s often a matter of common sense. Of course, it is more formal and detailed when mapping processes will yield better results. However, I have noticed that the technical field often struggles with formalisation. 

There’s still an illusion that engineering is an art—almost intuitive, driven by improvisation and creativity. But to consolidate all interfaces and make the best use of available technology, we need to understand the process as a whole. We must think about the process first and then develop the activity, considering all interfaces and needs and always keeping the desired final product in mind. 

When we fail to do that, everything falls apart. The scope becomes confusing, deliverables don’t connect, the schedule becomes a series of meaningless dates, and the budget spirals out of control. This doesn’t happen because of a lack of technical knowledge but it’s due to a lack of process. And it happens more often than it should. 

The Secret Lies in Thinking About the Whole Process

Looking at the process doesn’t mean making work bureaucratic. On the contrary, it allows us to be more efficient. Processes help us organise steps and connect our work to others, ensuring everything makes sense and moves in the right direction. 

When I notice systemic errors and recurring poor practices, I immediately know it’s a process failure. Often, the process isn’t even clear to the team. 

That’s why the first step is always to understand the current process before proposing any changes. We need to grasp the interfaces, the needs of each step, and the impact that even a small change can have overall. 

To truly adopt a process-oriented mindset, we must also embrace continuous improvement. Processes are not static; they evolve as the organisation grows and adapts to new challenges. Regularly reviewing and refining our processes is essential to staying efficient and competitive. What works well today might need adjustments tomorrow. The key is to remain open to change and improvement while ensuring the core structure remains solid. 

This doesn’t mean we’ll eliminate problems completely. But by thinking in a systemic way, we can avoid many of them. We work more efficiently, reduce rework, and improve the final delivery. 

Conclusion

Well-defined processes don’t limit creativity or flexibility. On the contrary, they enhance results. They bring clarity to the team, connect the steps, and make the workflow more organised and lighter. More than that, they become a competitive advantage. 

At the end of the day, everything in life is a process. Whether at work, in personal life, or in any other context, thinking in terms of processes helps us gain a clearer, more organised view of what needs to be done. And when we can see the whole picture, our chances of success increase significantly.