How to write an official Standard Operating Procedure (SOP)?

SOPs – You may have heard this abbreviation many times before, and it may be the only thing that comes to your mind when you think of* “We need to standardize our processes”*.

Yes, writing your processes down into SOPs is far more crucial than a bureaucratic checkbox. Standard Operating Procedures (SOPs) are step-by-step documents that describe how to perform routine processes in an organization. They serve as the official process documentation to ensure tasks are carried out correctly and consistently for quality results.

But are SOPs simply those diagrams you have sketched in the previous modelling stage? There are many more to them than you may think.

Are there formal standards or frameworks for process documentation?

Yes – and no. There is no single global rulebook for how every SOP should look, but there are widely accepted frameworks and compliance-driven formats you can follow.

• ISO Standards: ISO 9001 (Quality Management) and ISO 27001 (Information Security) both require documented processes. ISO 10013:2021 even offers specific guidance on how to write process documentation.
• Regulatory guidelines: In industries like pharmaceuticals, food safety, or finance, regulatory bodies such as the FDA or EPA provide detailed expectations for SOP content, control, and change tracking.
• Industry best practices: Many organizations adopt internal templates based on these external standards. A common structure includes: Title, Purpose, Scope, Responsibilities, Procedure Steps, and Revision History.

The key is consistency. Just pick a standard, or if you don’t feel like any, stick to your own way of documentation and adapt it to your business, as long as it has all the key components and is applied uniformly across all SOPs.

Key components of a Standard Operating Procedure

A good SOP answers three questions clearly: What is done? Who does it? And how is it done?

Here’s what to include in a well-structured SOP:

Some SOPs may also include a glossary if you use industry-specific terms or acronyms.

Best practices for writing SOPs

Writing a process is about clarity, not creativity. Here’s how to make your SOPs clear, usable, and effective:

• Use plain language – Write for the person doing the task, not for an auditor. Use action verbs. Avoid jargon unless defined.
• Be direct and specific – Say “Email the invoice to the finance team” instead of “Ensure the document is properly communicated.”
• Keep steps short and clear – One step, one instruction. Use lists and formatting to improve readability.
• Visuals help – Diagrams or flowcharts can reduce ambiguity, especially for decision-heavy processes.
• Control your documents – Include version numbers and review dates. Store SOPs in a central place so people can find the latest version.
• Review and update regularly – Schedule reviews. Processes change, so your documentation should too.

Think of your SOPs as living guides, not one-time projects. A dusty SOP in a forgotten folder won’t help anyone.

But in the end, why do you need to write SOPs?

You may ask: Why do we have to make a fuss and take time for this thing when we already have the idea of the process ready after the designing and modelling stage?

Short answer: Because if you don’t write it down, it doesn’t exist.

When someone new walks into your operation, or when something breaks, or when an audit knocks on your door, you don’t pull out a diagram. You reach for the document that tells people exactly what to do. That’s your SOP.

So yes, sometimes you do need to make a fuss – because if you don't, people will assume it's optional. And with SOPs, that assumption can be dangerous. The moment you skip documenting, you're trusting your business to chance.

In the next article, we’ll look at the Execute stage in the BPM lifecycle. And at the heart of that stage is Enforcement and Compliance because designing a process means nothing when people don’t follow it.

So yes, sometimes you do need to make a fuss – because if you don't, people will assume it's optional. You can’t enforce a vague idea. And with SOPs, that assumption can be dangerous. The moment you skip documenting, you're trusting your business to chance.