Guidelines - Process Map development

1. Purpose

The purpose of this document is to assist with the design and development of a functional unit's (section) process map.

2. Definitions

Process Maps are a diagrammatic representation of an organisation or functional unit's core functions and activities.

3. Process mapping

3.1 General

It is suggested that a team approach be taken when developing process maps. Involvement of key staff should be encouraged.

An effective process map should provide a broad overview of a unit's activities, not an overly detailed description of individual tasks, responsibilities and the like.

3.2 Defining key processes

Determine the unit's core purpose. It is vital that:-

• all core processes are identified,
• all key activities are identified,
• process limits are defined.

3.3 Clients of the process

Identify key stakeholders that will benefit from the outputs of the unit's processes and key activities. Stakeholders may be internal and/or external to the unit.

3.4 Boundaries of the process

It is advisable that the beginning and end of a process is identified. The interactions of processes also require identification.

3.5 Critical inputs

Identify the inputs to the process (e.g. client requirements).

3.6 Critical outputs

Identify the outputs of the process, (e.g. a service, process, a necessary outcome, process measures and/or process improvement).

3.7 Process measures

Recommended is the inclusion of performance measures that are related to client needs (e.g. accuracy, timeliness, satisfaction, etc.)

3.8 Process improvement cycle

An improvement cycle, if absent, should seriously be considered in the unit's process map.

3.9 Process map - conventions

Effective process maps should:

• be simple,
• provide a broad overview of the unit's key activities,
• not exceed more than 15 control areas or 'blocks' in a single map,
• avoid crossing flow lines,
• state special charting conventions on the process map.

Process maps should provide sufficient detail to allow an informed observer to understand the flow of work in the process/unit.

3.10 Results - understanding your process map

The success of a process map rests in its ability to communicate a functional unit's core processes and key activities, how such processes and activities interrelate and the directional flow of the process. Process maps are a valuable training aid. Therefore, it is essential that the process map is clearly understood by current and new employees. Internal and external review teams also need to be able to clearly understand the process map in order to grasp a unit's operations.

4. Document information

Note: The current and official version of this document is maintained on the BMS Database which may be accessed via the BMS Web site.

The transfer and/or printing of this document will render it an uncontrolled copy.