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To create a process map, one must capture the content of the process, and then
transcribe that content onto a process mapping system. The focus of this article is the
first part, i.e. the methods that are available to capture the content that is used to create
the process map.
In many cases a combination of several of the above are required to obtain the required
degree of accuracy.
Each of the different methods has its own strengths and weaknesses and particular
relevance in specific circumstances. There follows a description of each of the methods
and some tips for how to use them to best advantage.
This method is used when the content of the process map is likely to be
relatively straightforward, so only a small sample of those that perform the process are
required to be involved in its definition.
It is the job of the participants to define the process and make the workshop successful,
not the facilitator’s. The facilitator’s job is to:
1. Involve people
2. Keep as much energy, variation and interest in the workshop as is possible
3. Keep to time
4. Consider and arrange things for the comfort of the participants
5. Stick to the facilitation process and not engage in subject matter debate – leave that to
the participants
Get the group to go outside sometimes if possible! If not, have frequent breaks, stand-
ups etc. A technique I have found useful is to ask people to “walk off in pairs” with a
specific topic to focus on.
Keep passing responsibility back to ‘the room’ to resolve debates and answer
questions. For example, let the room decide on break times, lunch times and so on. If a
question comes up about workshop process, pass it to the room to decide.
That being said, it is a big time saver if a process can be developed (or at least drafted)
from documentation alone.
The technique is most useful in process-mature environments, where the aim of the
mapping exercise is to modernize, reduce the documentation burden or review the
existing management system rather than create content from scratch. It also helps if the
processes themselves are relatively stable and unlikely to change too often.
Only use completer-finishers. This is a job for somebody who can hunker down and
grind through until the job is done.
Get all the documentation sources together at the beginning, and keep that as the
defined scope. It is very disheartening and intractable to manage if the documentation
pool is allowed to grow mid-analysis. Much better to complete the job with the first set of
documentation, then repeat if new sources emerge.
In twenty or so years of experience in the area of process capture, I have never actually
witnessed this method in action. It used to be referred to as “Time and Motion” study
Don’t do this at all without senior approval as it has all kinds of risks associated with
negative labor relations.
It is the Business Analyst capturing the process content from their own direct
knowledge of the process, or from a variety of information sources.
Unstructured (documents, slides, film and spreadsheets are the most common
unstructured sources)
Structured (process maps and flow charts for example)
Interchangeable (formally modeled UML, BPMN and so on)
Be clear about what you are importing. Is it just the images you want (relatively easy to
import), or is it the meaning of the image (very difficult in unstructured environments).
If the latter, recognize it is a ‘software capability and standards’ issue, rather than
anything else. Today, it is virtually impossible to import unstructured content in any
reliable way.
Irrespective of the method used to capture the process content, there is still then the
challenge of using these methods to create process maps. This is the area Triaster can
be particularly helpful, with tools that are very easy to use, so much so that with practice
they can be used in real time during interviews. If you would like more detail about this,
please review the systems we have to help you meet your business challenges.
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Topics: Process Mapping