The Four Steps of Business Process Mapping

In order to effectively analyze business processes, reviewers need a

tool that takes into account the objectives of the business, the actual
work being accomplished, and, most importantly, the impact of
processes on customers. Business process mapping is just that tool.
In a four-step process, analysis can be performed that accomplishes
this holistic approach. At the
same time, business process
mapping also helps gain
The Four Major Steps of Process Mapping
employees' buy-in and can result
in an increased sense of pride 1. Process identification -- attaining a full
for employees. understanding of all the steps of a
process.
2. Information gathering -- identifying
objectives, risks, and key controls in a
process.
3. Interviewing and mapping
-- understanding the point of view of
individuals in the process and designing
actual maps
4. Analysis -- utilizing tools and
approaches to make the process run
more effectively and efficiently.

Source: Business Process Mapping, John Wiley & Sons

The first step is process identification. Many companies think they know their
processes -- manufacturing, sales, accounting, building services. But it is just this
silo mentality that causes processes to lose their customer-centric approach. Instead
of defining processes based on the company's understanding, they must be defined
by the customer's understanding. Walking through customer experiences helps the
reviewer identify those trigger points that can make or break success. These then
form the basis for process identification.

Once the processes are identified, the second step begins -- information gathering.
There is a large volume of information that should be obtained before trying to learn
the intricacies of a process. Primary among these is identifying who the true process
owners are -- the ones who can effect change. Their buy-in and agreement
throughout the analysis is paramount. Additional information that should be obtained
includes the objectives of the process, risks to the process, key controls over those
risks, and measures of success for the process.

In order to effectively record and maintain this information, some important

worksheets have been developed. Two of the most important are the Process Profile
Work Sheet, and Work Flow Surveys. The Process Profile Work Sheet includes such
information as the process owner, the trigger events (beginning and ending), inputs,
outputs, and, as mentioned above the objectives, risks, key controls, and measures
of success. Work Flow Surveys are completed by individuals actually working on the
process and request from them a list of tasks -- including inputs and outputs --
which they perform in support of the process.

Only after all this is done is actual "Process Mapping" completed. This involves sitting
with each employee and having him or her describe what it is they do. This
information is recorded using a sticky-note method. Each step in the process is
recorded on a sticky-note and built in front of the individual completing the work.
This allows them to interactively ensure the final map matches their understanding
of their work. The final process maps are developed using flowcharting software.
Time flows down the page, and each individual involved is represented by a separate
column. In this manner, a simple map can result from a complicated process.

While Analysis is considered the fourth step, analysis must really occur throughout
the review. While defining the processes, the reviewer may determine that objectives
are not in line with the processes in place. In gathering information, it may become
apparent that measures of success do not correspond to department objectives.
These are just some of the examples of ongoing analysis.
 
However, there are some specific examples of
analysis that can be completed once maps are done. These include identifying
unnecessary approvals, isolating rework, removing duplicate forms, eliminating
useless holdfiles, and investigating decision requirements that lead to no discernable
result. In and of themselves, no single incident is necessarily wrong. But each must
be analyzed in the context of the map to ensure it supports the objectives.

There are numerous pitfalls and traps that can occur in the mapping project, but
practice will help any practitioner become more effective. When done correctly,
Business Process Mapping should lead everyone to a