A company may believe that the sheer fact of having processes defined makes them more efficient and effective. This misbelief can lead to the standardization of all kinds of steps and actions within the organization. However, such kind of exaggeration will have counterproductive effects. The focus must be on quality and not on quantity of processes and process definitions. Having a process defined does not automatically mean that the process is good. A critical question therefore is: What makes a “good” process? How can process quality be evaluated and improved?