Process mapping

Business process can be defined as a sequence of interrelated activities performer in order to generate a product or a service.

Compared to a project, a process has a repetitive nature. A correct process description is indispensable to achieve proper repeatability and the expected level of process result: a product or a service.

What is process mapping?

Process mapping means describing them in a standardized form, using graphic outlines (charts). Their main advantage are: readability (you can easily understand various process elements), unambiguity of notions used and level of detail customised to current needs.
Also another notion is used instead of process mapping: process modelling. In fact, modelling gives you more opportunities because apart from process mapping you can also analyse various scenarios of process flow and testing its behaviour.

Why do we use process mapping?

• to standardize and ensure process repeatability,
• to verify the quality of process completion,
• to facilitate employee training,
• to satisfy formal requirements or quality standards, understood as standards accepted in corporations or required by a strategic customer or partner etc.,
• to harmonize several analogical process, e. g. in the event of a merger,
• to launch a new process in the company – as support for process planning and modelling,
• to streamline process monitoring,
• as a basis for process optimization,
• to conduct appropriate preparations for the implementation of IT systems
• supporting a given process or its automation,
• as a basis for the achievement of better maturity of process management.

Quality level of process description

Below you can find process descriptions marked by various levels of quality. We have been encountering in our work. A correct project description is really indispensable to optimise them and manage effectively.

• No process description.
• Managers and employees are familiar with the process flow (normally, with its part), but the process is not described and recorded.
• A fragmentary description
• There are descriptions of project parts, marked by various levels of quality and detail.
• A non-standard description
• There are descriptions of a process or of processes but they are not systematic; normally in a form of text; there are various ways of describing work positions, activities, documents, materials etc., as well as various level of detail of descriptions of other, interrelated process, frequently also along with particular parts of one process.
• An obsolete description
• There are process maps but a number of elements of the process have become outdated (e. g. due to a change of names of work positions, organizational units, documents, process parameters, links between processes).
• From the moment of creation, the descriptions were not updated on a regular basis.
• A description which is inadequate for the current needs of the company
• For example, there are process maps only for one part of the company.
• Current descriptions are not sufficiently detailed or have no appropriate process benchmarks which limits monitoring, analysis and streamlining capacities.

To conduct process mapping and modelling we utilize a wide range of tools. We draft graphic outlines based on office packages (such as Excel or Visio) and we use adbanced BPM platform software to create descriptions, modelling, analyses and process management (i. e. ARIS, MEGA). The choice of tools is tailored to the individual needs of the customer.

Selected competencies

    Process management

    Process mapping

    Business Process Automation

    Support in implementing modifications

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