Process Mapping methods: Types, techniques and examples

Process mapping covers the ways a business uses anecdotal information from stakeholders to create a diagrammatic representation of a process. Process maps can depict high-level processes, such as order fulfillment, or granular processes-within-processes, such as sending an invoice. The idea is that the map gives the business visibility into their processes and helps them uncover opportunities to make their operations run more effectively.

Here are some different types of process maps, the kinds of business processes you can capture with them, and a look at how process mining and process intelligence are changing the game and enabling businesses to analyze, improve, and monitor their processes, so they understand how their business runs and how it could run better.

Process mapping methods and techniques

Whichever type of business process map you choose, almost all use symbols from the Unified Modeling Language (UML). The format and structure of the rest of the process map varies according to the business functions or areas you need to capture, as well as the complexity of the process itself. Here are some of the different process maps you can choose from:

• Flow chart or workflow diagram: The most visually simplistic process map in that it represents a sequence of events without additional labeling or segmentation. Arrows are used to branch out various routes a process might take if there are different variables or decisions made.
• High-level process map: Pared-back in that it represents a process with as little detail as possible, in as few steps as possible, a high-level process map is useful for showing big-picture workflow connections within a process.
• SIPOC diagram: These maps categorize actions and requirements into suppliers, inputs, process, outputs, and customers, making it easier to pinpoint the most relevant information and impacts across functions.
• Swimlane diagram: Also known as a cross-functional diagram or deployment map, these use a matrix layout that tracks a process across all the roles and functions involved, giving a picture of dependencies and interactions across an organization. It can give you a sense of the resource a process requires of the business, different responsibilities, and the potential impact of a specific area running more effectively.
• Value stream map: Commonly used to show the process by which a product or service makes its way to a customer, this type of map usually has a timeline to indicate the duration of each stage so areas for operational improvement are obvious. Hailing from lean management, a value stream map is designed to analyze how wasteful each activity or process step is.
• Detailed process map: Unlike the more streamlined maps in this list, these break a complex process down at a micro level. They are particularly useful for zooming in on each smaller step and requirement of a task within a larger process, such as paying a supplier invoice as part of the accounts payable process.
• Rendered process map: This mapping technique compares your current process with future states to show the impact of potential changes – particularly useful when selling in a systems migration or transformation initiative to a workforce. Rendered process maps are more visually sophisticated in that they use graphics and icons to realistically illustrate the different people and resources involved.

Once you’ve got an idea of the process map you’re aiming to create, there are different ways you can source the information. Common business process mapping techniques include:

• Workshops: Field input and process documentation from all the teams involved in a session. Businesses can find this more efficient than interviewing individuals. And you can clear up any inconsistencies or conflicting accounts there and then.
• Interviews: Sometimes these are easier to manage than larger group process modeling sessions, and don't require finding a time when all stakeholders are available.
• Surveys: Stakeholders can contribute at a time of their convenience, especially those who can’t commit to a longer process management workshop or interview. You can also field input from a larger sample of employees in the relevant teams, which might be too many for a group workshop, so your process map is more comprehensive.
• Time studies: You can inform timelines for value stream maps by measuring how long each task takes. This information can also be used to mark process delays in a flowchart.

Unfortunately, all of these process mapping techniques are subjective and prone to bias. They often show how people think processes run and not how they actually run.

A better way to understand your processes is by using process mining and process intelligence to extract, structure and analyze real data from your business systems.

Examples of process mapping

Whether you’re looking to gain clarity over a business process, identify opportunities for optimization, gauge the impact of a change, or document an operation, there are many process mapping use cases across functions and departments.

Supply chain process maps

• Gain a high-level process overview to identify opportunities to cut procurement cycle times
• Evaluate supplier performance by gaining a picture of delays and waiting times
• Understand how orders are getting lost or duplicated, or how the wrong items are being delivered
• Track how orders make their way to customers’ doors, to spot fulfillment bottlenecks that might be causing slow or late deliveries

Finance process maps

• Recover revenue by discovering where invoices are duplicated, missed, lost, or could be streamlined
• Improve vendor relationships by finding opportunities where accounts payable processes could run more effectively
• Optimize the procure-to-pay process by uncovering unnecessary or duplicated steps
• Boost cash flow by understanding how collections could be prioritized earlier in the process

Systems transformation process maps

• Avoid delays or friction in migration project management by capturing all dependencies and impacts across the business
• Reduce business impact by finding opportunities to strategically prioritize implementation requirements, run processes concurrently, or work around different functions
• Help all stakeholders understand their roles, responsibilities, where they fit in the wider process flow, and their impact on other interdependencies

Sustainability and ESG process maps

• Track sources of emissions and how they could be streamlined to benefit your overall carbon footprint
• Reduce waste by pinpointing causes of surplus stock or delays in your inventory management and fulfillment process flow
• See where the use of certain transportation options are affecting your sustainability KPIs