Developing high-value content that advances your business strategy and tactics presents two key challenges. The first challenge is to determine what existing content provides the greatest value and, just as important, what does not provide value. The second challenge is to determine what content doesn’t exist, but should. To identify and better manage content, use a methodology that shows a “system” view of a process. This provides you with a structure to track the assignment and refinement of content requirements throughout the process model. You need at least three views of a process: an outline view, an activity detail view and a sub-activity/sibling view. View 1: Modeling the Process Modeling, or outlining a process is straightforward. You break down or decompose activities into greater and greater detail (“process” is merely a label for the highest level of collected activities). Think of it as a table of contents that becomes increasingly detailed. This can be captured as a flow chart (as in Figure 1), as an indented hierarchy like a Windows file structure or in a spreadsheet or in Microsoft Project, which allows you collapse sub-activities (tasks) so they are easier to manage visually.