As-Is Process Mapping
Finding Value in As-is Process Mapping
with Graham Process Mapping Software
"Why should we map our As-is processes?"
Understanding what we do today will help guide our journey to where we want to be.
Typical arguments against mapping as-is processes focus on time and value. In many cases, I won't argue with that. With increasing focus on systems and system development, process improvement is sometimes an afterthought; and the higher-level activity box models that may suit system development aren't as well-suited to process analysis. The items (forms, documents, systems…) that work together in a business process are lost in high-level activities of a single line flow and the value is not readily apparent. The less detail there is in an as-is map, the less direct value it provides. If a map doesn't provide value, then any time spent preparing that map is too much time.
Detailed Graham Process Maps can be prepared quickly and thoroughly when you follow the prescribed method. They display all the item flows and activities in a process and show how those items work together. Here is a list of ways that detailed Graham process maps provide value…
| 1 | As a baseline for improvement
A baseline enables you set establish
metrics and measure the impact of your improvement. (fewer steps, less time,
fewer errors, fewer complaints).
...no better way to document, manage, and improve processes...
"I have had the pleasure of association with the Ben Graham Corporation for over 25 years. Even with continual advances in technology, I find there is no better way to document, manage, and improve processes than with the Graham Process Mapping tool. It helps my project teams understand parallel processes and interdependencies that can't be as easily conveyed through any other means that I'm aware of. It guides and validates process improvement efforts, and has made my job as a Program/Project Manager much easier." Kevin Cartwright, Program Manager, Innova Systems International, LLC (more testimonials) |
| 2 | They help team members take advantage of what they have already learned Don't discount the value of experience. When a process appears to require a major overhaul, you may be tempted to throw it out and start over. When the people who do the work have a detailed map to reference, they are less likely to miss requirements and repeat things that haven't worked well. |
| 3 | They help to ensure that opportunities aren't overlooked When you are trying to think of where you want to go, it is easy to get caught up in the excitement of what could be, and lose track of things that have already proved themselves. A detailed as-is process map keeps the entire process in front of team members so they don't overlook anything. |
| 4 | They keep team members focused on the improvement tasks and goals When you use an As-is process map as a guide for discussion, you can stay focused, step by step, with everyone on the same page, as you work through the process thoroughly and quickly. You can compare proposed changes to prominently displayed goals to ensure you are moving in the right direction. |
| 5 | They provide a progress meter for the project As you work through your improvements, you can cross things out, move things around and add new steps to the process to visibly see changes as you introduce them. |
| 6 | They ensure all team members are on the same page during any discussion A detailed process map helps keep everyone’s focus on the precisely the same point in the process: a detailed map can focus everyone’s attention to a specific form or screen, even to a field or button on a screen! |
| 7 | They remind team members of all they do beyond the value-added work, shows copying, handling and even delays that impact the effectiveness of a process. |
| 8 | They show team members how their work fits into a bigger process Provides a sense of worth to the work being done. |
| 9 | They help team members understand what other team members add to the process Seeing what happens to their work after it’s handed off can stimulate opportunities for improvement. |
| 10 | They show the actions that trigger the process Sometimes, tweaking the start of a process can make the entire process run more smoothly. |
| 11 | They display the controls in a process If you can eliminate the reason for the control, great! If you can't, can the control be moved up earlier in the process? |
| 12 | They identify opportunities for improvement Detailed process maps show redundancy, delays, excessive handling, error routines, the number of new records and documents created, the timing of inspections... |
| 13 | They identify alternative processing Follow alternate paths When a decision is made that determines the course of continued processing. |
| 14 | They identify business rules Business rules can be clearly identified at decision points (alternative processing), delays (when does the process continue?), at the beginning of the process... |
| 15 | They help with requirements gathering Understanding what we do today guides our journey to where we want to be. |
| 16 | They show all the items in a process See where information is captured, how it is used, where it comes from and where it is stored. |
| 17 | They identify process delays and bottlenecks Sometimes, a task could be worked if specific information were available. See where needed information gets held up and for how long. |
| 18 | They identify redundant work See where steps are repeated or duplicated. |
| 19 | They identify redundant storage of information See all the hard copy and electronic storage of information. |
| 20 | They identify disposition, storage and retention rules for all items in a process See what information items are kept, where they are kept, and for how long. |