How to build a process map from scratch in 6 steps

Process maps come in many forms – from the simple flowchart to a detailed SIPOC diagram (covering suppliers, inputs, process, outputs, customers) and intricate value stream map. Regardless of which map you use, you need a clear, focused set of steps for creating it. Set off without this and your process mapping project can get derailed or drawn out, wasting time – and money – while any opportunities for process improvement remain undetected. Here are six steps you should follow when creating a process map and a look at how process mining and Process Intelligence can deliver an objective, data-driven view of your end-to-end processes.

Step 1: Choose a process map

Your choice of process map will dictate the decisions that follow. It’s about both detail and function. Here are some examples of situations they’re useful for:

• High-level process maps are suited to spotting connections and inconsistencies with an at-a-glance overview of a business operation.

• A cross-functional or swimlane diagram can capture relationships across the organization.

• A detailed process map or SIPOC diagram enables you to delve into the nitty gritty if you want to uncover bottlenecks bedded within the journey of an order from your warehouse to the customer’s door, for example.

• A flow chart is useful for outlining the different steps involved in a system migration, with a chronological, almost checklist-like structure. 

• Value stream mapping can bring bottom-line impact into focus by illustrating timelines, revenue-drivers and blockers within a process.

Once you’ve picked a process map type, you’ll have an idea in mind of the final output that you’re working towards.

Step 2: Assemble your process mapping team

Working out who needs to be involved includes the teams and functions that interact with the process, as well as the people within them. Use the process as a starting point: if creating a SIPOC diagram, for example, you will need to include stakeholders with supplier knowledge. And ask those stakeholders who they typically interact with across the business, so you’re not acting off your assumptions alone.

Keeping numbers to a select few makes workshops more manageable, rather than pulling in the entire team. Too many stakeholders can make sessions unwieldy and impede collaboration, but you can always send around a survey to the wider team.

Step 3: Gather process mapping input

Decide the most appropriate mapping technique to gather information, which might vary by stakeholder.

• Surveys allow total flexibility to fit around stakeholders’ availability, since they don’t require in-person time, but can involve back and forth to seek more information. Read our article on rapid process discovery to find out more about digital surveys. 

• Workshops enable collaboration and immediate answers, but require finding a time when all attendees are free. 

• Interviews can be an efficient middle ground where you’re still able to ask clarifications there and then, but can schedule convenient times.

Before you meet with stakeholders, make sure you define the scope and parameters – sharing the process map type will help stakeholders understand the level of detail you’re aiming for, and how each process step is broken down. Remind the team that it’s not a finger-pointing exercise – the point is to discover areas that can be improved, not to find someone to blame.

Step 4: Choose a process mapping tool

Deciding on the type of process map will help inform your choice of optimal tool, as not all mapping software comes equipped with every variety. Some process mapping tools might be too basic or, conversely, unnecessarily detailed.

Then there are considerations around user-friendliness and compatibility with your other systems. These features will not only make the process mapping software easier for all stakeholders to use, but can help you to import and export process data quickly, speeding everything up so you can get to value faster.

Step 5: Create a business process map

First, organize your stakeholder input. Break down information into actions and details for each step, laid out into a chronological process flow. Arrange times and delays into a timeline, if you’re creating a value stream map.

Before constructing the process map itself, remind yourself of an example output to give you a guiding framework. Don’t freestyle it – use the right process mapping symbols so there’s consistency and standardization that can be easily interpreted by all stakeholders. Ensure arrows show the process flowing in the right direction. Arrows can also branch out ‘Yes’ and ‘No’ variables to represent pathways and decision points, while dashed or broken lines can show relationships and dependencies between a step or workflow.

Step 6: Review your business process map

Compare your process map with the business outcome or activity you set out to capture, to see if it tracks. Duplicated steps or tasks aren’t necessarily errors – they could just be a potential opportunity for improvement in your current process. Don’t start streamlining things until you move into the improvement phase of your project, as you need an as-is process state to act on.

Is there a smarter alternative to process mapping?

Even though we’ve whittled the steps down to an essential six, there’s no getting around the potential challenges of manual process mapping. It can be a long, laborious, time-consuming process that too often produces a map that’s out-dated as soon as it’s produced. Not to mention the fact that it relies on subjective perceptions of how processes run, which can be far from accurate. At Celonis, we know a better way that takes a different step at the start: choose Process Intelligence.

Process Intelligence creates a visual representation of your processes by pulling data from your business systems (ERP, CRM, SCM, etc.). This replaces the time-consuming, subjective results of process mapping with an objective, end-to-end understanding of what’s actually going on across your organization. One that lives and breathes with your business, for continuous improvement, since it uses real-time data.

And – something that process mapping can’t offer – Process Intelligence recommends optimizations informed by artificial intelligence (AI) and the unique business context within which your organization operates (i.e., what makes something good or bad for your business).

Find out more about how Celonis Process Intelligence works.

Bill Detwiler

Senior Communications Strategist and Editor Celonis Blog

Bill Detwiler is Senior Communications Strategist and Editor of the Celonis blog. He is the former Editor in Chief of TechRepublic, where he hosted the Dynamic Developer podcast and Cracking Open, CNET’s popular online show. Bill is an award-winning journalist, who’s covered the tech industry for more than two decades. Prior to his career in the software industry and tech media, he was an IT professional in the social research and energy industries.