7. Process Mapping

Definition and application of process mapping

• A process map is a visual tool to help analyse, communicate, discuss and document business processes.  It illustrates the sequence of actions and information.

• The level of detail in a process map is very high. It is important to map all tasks that are being carried out in one place at one time by one person or system.

• Process maps are used to identify how current processes are being performed and how well these are being performed.

• Similarly, process maps are used to identify and elaborate opportunities for improvement.

• Process maps help to standardize processes within an organization.

Establish customer relation

Get contact information

Store data

Above is a very simple process map capturing a sequential execution of tasks. However, process maps can become far more complex, e.g. by mapping the involvement of multiple departments through the use of what are known as swim lanes. The diagram below, taken from the JISC InfoKit Process Review shows the swim lanes that may be present in a process map for recruiting staff within an institution.

Aims & objectives of process mapping

The first goal of any project is to map a particular business process, the so-called ‘As-Is’ status. This is done by drawing a process map and creating a supplementary report, if necessary.

Based on the ‘As-Is’ status, one can then identify possible areas for improvement in the process, which can be incorporated into the so-called ‘To-Be’ status.

A. Preparation

• Work with the relevant internal or external people. Be certain about which processes need analysing

• Conduct research on the process by means of official documentary and/or available online resources. Perhaps there are some other processes available online?

B. Information gathering and information processing

• Conduct ‘As is’ mapping meetings with people involved in the process. Ideally, this involves focus groups as well as in-depth interviews with staff at different levels and in different roles

• Based on this information, produce the ‘As-Is’ process map and write a preliminary report. Highlight all queries that still exist

• Conduct ‘As-Is’ validation meetings with the team. Solve open queries, discuss your results with the team

• Based on the meeting, update the ‘As-Is’ map and finalize your report based on the validation meeting

C. Evaluate the ‘As-Is’ status and identify key areas for improvement

• Evaluate the As-Is status, identify weaknesses and try to find an efficient solution.

• Incorporate these into your process map, drawing the ‘To-Be’ status. Elaborate these steps in the report in detail.

• Present the results to the relevant stakeholders.

Drawing the process map

• Inputs and outputs should be identified first. A clear definition of key inputs and outputs must be provided.

• Start and End points as well as customers should be clear.

• Start with a high-level Flow Diagram and then drop to the next level of detail if necessary. Use sub-processes.

• Walk through each key sub-process step by step. Stay focussed here.

• The level of detail should be adequate to describe located inefficiencies.

• Identify process and technology opportunities for improvement as you go to the end of each sub-process.

• A person not familiar with the process should be able to understand the flow easily without any further explanation.

For further reference take a look at Graham’s Key to good process mapping.

The standard programme for drawing process maps is Microsoft’s Visio software. An excellent introduction can be found here. A good freeware tool is SmartDraw.

The CRM’s standardised shapes and colours

A Visio template will soon be available to download here.

	Start and end points		Denotes 'and' split of a process
	Denotes a task within the process		Denotes 'or' split of a process
	Denotes an attached sub-process		Denotes 'or' join of a process
	Direction of flow		Denotes 'and' join of a process
	Denotes a decison, eg. yes or no

The DO’s and DON’T’s of Process Mapping

DO’s

• DO map the process as it actually happens

• DO talk to the other people who are involved in the process

• DO define the beginning and end of the process before you start

• DO the process map at a high level. Keep it simple and illustrative

• DO work in a team. Seek advice

DON’T’s

• DON’T map the process as you think it happens or as you think it ought to happen. Do not interpret

• DON’T restrict your process map to activities relating to the department that primarily runs the process

• DON’T attempt to start process mapping before having identified the process’ beginning and end

• DON’T get bogged down with too much detail

• DON’T struggle on your own

P.S: Make sure that the process map has a decent layout and doesn’t look messy:

Image taken from Training and Development Agency for Schools – Process Mapping

Consult The Practical Guide to Creating Better Looking Process Maps for more advice.

As stated in section one, the project has also produced process maps for a selection of peripheral, tactical and strategic HEIs. Download two process map examples.

Developing existing processes within the CRM system

Business process re-engineering (BPR)

A generic model for business process re-engineering (Vakola et al, 1998)

• The implementation of CRM is not a one-off matter. It requires continual review and evaluation to ensure maximum efficiency and best practice.

• The mechanism by which organizations/institutions achieve significant but controlled change in their business processes is called Business Process Re-engineering. BPR is not about adjustment for the sake of adjustment. It is about the need for best practice and efficiency and the most suitable and useful way to achieve this.

• BPR considers alternatives to the status quo, including implementing new processes, modification of existing ones as well as approaches towards organisational re-design. It provides a continuous improvement cycle designed to help you attain the benefits of working in a better way.

• Process Mapping is an integral part of BPR. It allows you to indentify avenues for further improvement such as the use of new technology, streamlining the process by reducing the steps and avoiding repetition, automatisation or better sharing of information.

Key points to remember about process mapping

	Begin by mapping the process as it actually happens
	Be clear about the beginning and end points of the process
	Start with a high level map and include sub-processes as necessary
	Include all departments that are involved with the process
	The finished map should be self-explanatory
	Use process mapping to continually identify areas for improvement
	Finally, a great quote to remember:
	When you "KNOW" what you are doing, there are often little quirks you don't see. The process of committing your process to paper exposes these anomalies and affords you with the opportunity to make conscious choices. We often think that what we don't know is what gets us in trouble. In reality it's what we KNOW and act on that just ain't so that gets us in more trouble. Proesel (2001)

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