Process Mapping

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Process Mapping

• Planning and Gathering Information

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Alternate Mapping Methods

• Relationship Map
• Flowcharts
• Object Oriented
• Swimlane or cross-functional chart

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Relationship Map

• Often used to provide a high-level view of an
  organization or process.
• Generally depicts the relationships between
  various input and output functions.
• Shows potential relationships between the
  organization, its customers, and its suppliers

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Relationship Map
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Flowcharts

• Sequential
• Depicts sequence of steps that make up a process.
  
• Does not necessarily show who is involved nor
  the relationships between them

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Flowchart
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Object Oriented

• Object Oriented Analysis (OOA) and Unified
  Modeling Language (UML)
• Used together frequently for process
  reengineering
• Provides clear, concise, and complete
  descriptions of the process
• Usually results in reinventing of the process

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Swimlane Process Maps

• Designed to illustrate cross-functional processes
• Who performs which tasks
• What tasks are performed
• How are tasks performed
• Ideal for visualizing complex processes and
  communicating how processes work
• Example at FrazierTech.com

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Process Types

• Primary or Core Processes
• Processes that provide value to the customer
• Order fulfillment
• Product development
• Support or Management processes
• Processes that support core processes
• Supplies purchasing
• Payroll

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ENAPS Generic Framework
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Cross-Functional Processes

• Functional context
• Enterprise context

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Process in a functional context

• Individual and workgroups view processes as the
  tasks they perform to accomplish their jobs
• Usually have only vague idea how process works
  outside their area

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Process in an enterprise context

• Enterprises view processes as sequences of
  activities across multiple functional areas
• Although processes are often managed only within
  functional areas
• Processes are often initiated by a customer
  generated demand or event and end when the
  customer is satisfied
• The customer sees only a single process
  regardless of how complex the internal processes
  are
• This is why its important to consider the context
  in its entirety rather than within functional
  areas

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Benchmarking

• Process performance measures should reflect the
  performance of the process in an enterprise
  context
• Meeting functional goals does not mean that the
  process is effective at the enterprise level
• Functional level goals must be derived from the
  enterprise level goals

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Goals of Process Mapping

• Before process level benchmarks can be
  established the process must be understood
• Process maps help everyone involved to visualize
  the entire process
• as-is map helps to identify inefficiencies and
  potential improvements
• Useful training tool
• Can be used to guide future organizational change
  efforts
• From an ERP perspective
• ERP will more than likely impose a process on the
  organization however if the as-is is not
  understood the impact of imposing a new process
  cannot be fully understood
• Must know what other processes interact with the
  current process
• Must know whos jobs are going to be affected in
  what ways
• Must know what information is used, where it is
  stored, how it is manipulated and by whom before
  ERP can be configured correctly
• Need a concrete way of measuring impact of new
  process

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Structured Approach to Mapping

• Identify the process and confirm process mapping
  expectations
• Define the scope of the process to be mapped
• Prepare for process expert interviews
• Conduct process expert interviews
• Create a draft of the process map
• Validate and finalize the map
• Prepare the map for distribution

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Selecting a Process

• What are the reasons for mapping the process?
• Is it performing below expectations?
• Does it provide value and your looking for ways
  to increase the value?
• Is the organization just trying to understand
  their processes
• A new product is being launched and there is a
  need to know how it will be sold, produced, etc.
• Expectations for mapping the process should be
  clearly stated before beginning
• Prepare a document that includes
• Name of the process
• Business problem or opportunity
• Specific objectives

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Prepare a work estimate

• A work estimate is used to define the amount of
  effort devoted to the project
• The work estimate should include
• Personnel whos involved and what role will
  they play
• Approach used outline of the process used
• Task and time estimate a list of tasks, people
  responsible and time required

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Defining the process scope

• Find the beginning
• What event creates the demand or condition that
  triggers the process?
• Find the end
• At what point is the demand satisfied or the
  condition relieved from the enterprises point of
  view

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Demand or Condition Process

• A demand process is initiated by a request from a
  person
• A condition process is one that is triggered when
  a predefined threshold or state is detected
• The organization chooses what conditions to
  monitor
• The process isnt triggered until someone notices
  the condition exists
• Error or unwanted condition
• Date/time condition
• End-of-cycle condition
• Volume or rate condition

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Identify Process Roles

• Who and what systems are involved in the process
• Names assigned to roles depend on the nature of
  the role
• If the role is fulfilled by an employee in a
  specific position, you may use the job title
• Often a more descriptive term can be used since
  most peoples jobs involve roles in multiple
  processes
• Using a role rather than a job title helps to
  shift emphasis from a functional to process
  mindset
• If the role can be fulfilled by many people then
  use a generic name that indicates the nature of
  the role
• Nominating employee
• Interviewer
• Systems should be called the name that people in
  the organization use for the system
• Roles appear on the left side of the map in the
  order that they appear in the process

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Gather Documentation

• Review any existing process documentation
• Previous mapping efforts
• Organizational charts
• Job descriptions
• Keep in mind that actual processes likely have no
  resemblance to documentation but documentation
  can help you identify the process experts

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Prepare for Interviews

• One-on-one vs. Group interviews
• One-on-one
• Not confident in group facilitation
• Need more detailed information on a roles tasks
• Group
• Confident in group facilitation
• Need overview of interactions among roles
• Good strategy to start with a group interview to
  get overall picture and interactions between
  roles then follow up with individual interviews
  to get more detail

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Conducting Interviews

• Conduct individual interviews in the order the
  roles appear on the map
• Explain to participants prior to the interview
  why the process is being mapped
• Confine the discussion to the roles in the
  process being mapped, youre not interested in
  their entire jobs

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Conducting the Interview

• Explain the objectives
• Why are you creating the map
• What do you expect to accomplish from the
  interview
• Provide a sample map and briefly explain it
• Obtain agreement on scope
• Usually your only interested in a small portion
  of the persons entire job

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Conducting the Interview

• What you want to know
• Roles from whom the person receives input and
  roles to whom the person gives output
• Input tasks and output tasks when does the
  person first become involved and when are they
  finished
• Tasks performed, including decisions, in sequence
• Result of each branch
• Links to other processes
• Better to walk through the process in
  chronological order if possible, identifying
  every task and every decision
• Try to visualize what is physically happening at
  each step

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Conducting the Interview

• Avoid jargon
• The map must communicate to people in other
  functional areas or new employees
• Be tenacious
• Often people dont want to appear rude or stupid
  so they wont ask for clarification
• Map the official way
• Individuals may have their own ways and they are
  likely to be different from others
• If there are enough differences then people need
  to see the official way so they can see what
  deficiencies are causing people to vary from it

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Conducting the Interview

• Display the map as it emerges from the discussion
• With groups you can use flip charts, a white
  board, post-it notes or something similar