PROCESS MAPPING GUIDE
An Introduction
to Process
Mapping
Practices to Improve Performance
PLANNING AND INSTITUTIONAL RESEARCH
NIAGARA COLLEGE
Contents
1.0 Improving Organizational Performance ................................................................................. 1
1.1 A Framework for Improving Performance ...........................................................................2
1.2 Process Improvement Aims and Resources by Stage .........................................................2
1.3 Context, Uses and Tools....................................................................................................... 3
2.0 Basic Mapping Guidelines ....................................................................................................... 6
2.1 Linear Process Map – Basic Steps ........................................................................................ 7
2.2 Cross-Functional Map – Basic Steps .................................................................................... 8
3.0 Practice Exercises .................................................................................................................... 9
3.1 Exercise 1, Linear Process Map – Order Processing............................................................ 9
3.2 Exercise # 2, Cross-Functional Process Map – New Product Development..................... 10
3.3 Illustrated Map Examples ................................................................................................... 12
4.0 Facilitating Mapping Sessions ............................................................................................... 14
4.1 Defining Facilitation............................................................................................................. 14
4.2 Clarifying Ground Rules ...................................................................................................... 14
4.3 Four Stages of Facilitation .................................................................................................. 15
4.4 Data Gathering Methods - Characteristics, Advantages & Disadvantages ........................ 16
4.5 Facilitating Process Mapping Sessions, Hints # 1 .............................................................. 17
4.6 Planning a Session, Worksheet # 1 ..................................................................................... 18
4.7 Designing a Session, Worksheet # 2................................................................................... 19
4.8 Getting Started with Probing Questions, Hints # 2 .......................................................... 20
4.9 Delivering and Assessing a Session, Hints # 3 ................................................................... 21
4.10 Lessons Learned, Post-Session, Worksheet # 3............................................................... 22
5.0 Resource Links ........................................................................................................................23
References ................................................................................................................................23
An Introduction to Process Mapping
1.0 Improving Organizational Performance
We invite you to learn how to delve into some of the weightier and sometimes confusing
processes that challenge us every day, using a tool called process mapping. A map
illustrates visually the flow of work within and between functions and / or departments,
including its link to students, clients and / or internal users. A simple example of one type of
process map is illustrated in Figure 1.1, on the following page.
Maps help us make sense of our work. Learning how to map can help you improve
processes by helping you to see the bigger picture, understand and communicate interdepartmental relationships, pinpoint bottlenecks, and identify opportunities for
improvement.
This short guide introduces you to some of the basic how-to elements of process mapping,
and helps to establish some common language.
Section 1 sets the context for and highlights how process mapping may be applied. Section
2 offers some basic guidelines for applying two types of process maps, namely linear process
maps (may also be referred to as flow charting) and cross-functional process maps (sometimes
referred to as swim lane diagrams). If you would like an opportunity to practice mapping, then
Section 3 may be of interest. It presents two simple practice exercises for a fictional
organization. Section 4 provides some basic guidelines, hints and practical worksheets to
help facilitate effecting mapping sessions. And Section 5 lists a few links to additional
resources for individuals interested in learning more than what is addressed in this short
guide.
A number of College departments, including Student Services, Human Resources, FMS and
Ancillary Services, have already initiated various process mapping activities as part of their
continuous improvement efforts identified through the Transform NC findings.
Several internal resources are available through the Transform NC web page, including
Ancillary Services’ video documenting their experience with process mapping. Simply login
to Blackboard, open the Transform NC page and go to Lean Resources.
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An Introduction to Process Mapping
1.1 A Framework for Improving Performance
Figure 1.1, below, introduces a basic framework for improving organizational performance.
It is intended to provide you with an overview of an entire performance improvement
initiative. This short guide focuses on the shaded areas of the Define stage, notably how to
create two types of process maps.
Figure 1.2, on the page following, highlights the primary aims and potential resources
associated with each stage of the framework. Additional resource considerations can be
found in the Resource Links section at the end of this guide.
Figure 1.1 – A Framework for Improving Performance, Cross-Functional Map
1.2 Process Improvement Aims and Resources by Stage
Figure 1.2, top of the next page, summarizes the primary aims of each stage of the
improvement framework and offers examples of potential resources associated with each
stage. It is intended to provide you with a broader context of the purpose of and
relationship among the four broad stages of performance improvement framework. The
resource examples reflect various types of documents and knowledge sources common to
most organizations.
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Figure 1.2 – Process Improvement Aims and Resources by Stage
Aim
Aim
Document and verify
current state workflow
Potential Resources
Organizational Charts
Policies and Procedures
Job Descriptions
Project Plan
Performers
Aim
Develop a shared
understanding of the
opportunities for
improvement
Aim
Document desired state
workflow and facilitate
stakeholder commitment
Potential Resources
Potential Resources
Strategic Plan
Current State Map
Project Plan
Performance Standards
Current State Map
Policies and Procedures
Performance Standards
Job Descriptions
Access to End User(s) /
Associated Data/Information
Performers
Engage
Redesign
Analyze
Define
Develop and implement action
plan. Plan to include: tasks,
responsibilities, timelines,
resource requirements,
monitoring and evaluation
strategies and tools, and
communication strategies and
mechanisms
Potential Resources
Strategic Plan
Project Plan
Policies and Procedures
Desired State Map
Job Descriptions
Performance Standards
Performers
Policies and Procedures
Job Descriptions
Performers
1.3 Context, Uses and Tools
1.3.1 Context
The purpose of creating a process map is to….
COMMUNICATE THE INTERRELATIONSHIPS
AND WORK FLOW OF INFORMATION,
PRODUCTS AND SERVICES
A process map portrays work processes in a more visual format, than for example policies,
procedures and / or job descriptions. It is of course an abstract and simplified
representation of what and how work is performed. Just as the College’s organizational
chart is a simplification of the hierarchical structure. The two abstractions communicate
very different things however. The organizational chart shows the College’s…
REPORTING STRUCTURE (HIERARCHY)
DEPARTMENTS
INDIVIDUAL LEADS
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An Introduction to Process Mapping
Whereas process maps communicate and provide an illustration of the relationships among
our…
STUDENTS & CLIENTS
TRIGGERS
(Initial prompts that compel action e.g. application)
SERVICES & PRODUCTS DELIVERED
INTERACTIONS – INTERNAL / EXTERNAL
RESOURCES / CONTRIBUTORS
SERVICES & PRODUCTS DELIVERED
BOTTLENECK AREAS / OPPORTUNITIES FOR IMPROVEMENT
Another familiar set of organizational planning components include our vision, mission, and
goals and objectives. They too relate to process mapping in this way…
VISION = WHERE
(Destination)
MISSION = WHY
GOALS & OBJECTIVES = WHAT
PROCESS MAPPING = HOW
(To help you get to your destination)
1.3.2 Four Major Uses for Process Mapping
One of the pioneers of process mapping, Geary Rummler (1990), proposed four major uses
for process mapping, namely to:
1.
2.
3.
4.
Learn about a process
Improve performance
Re-organize and / or restructure
Develop Performance Measures
1. Learning about a process can help you see how work is done and learn about different
departments or work areas. The maps you create also become valuable training tools.
2. Improved performance can be facilitated through a process mapping session as you
enhance your understanding of how work is performed and begin to identify potential
bottlenecks / redundancies. When reviewing your map you may ask if all the steps are
needed and / or which steps can be improved or made more efficient.
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An Introduction to Process Mapping
3. Re-organizing how work is performed may also be facilitated as you define and explore
how a process should work. (e.g. testing a proposed reorganization, or new services’ structure, or
program evaluation method)
4.
Process mapping your systems can also be a powerful tool to help identify and develop
critical performance measures. After defining and examining College processes, you are
better able to determine key measurement criteria and stages within the processing
system. (e.g. What measures are necessary to assess whether student needs are being met? Which
processes need to be measured in order to monitor and promote student success?)
1.3.3 Two Types of Process Maps
Two types of process maps are introduced in this guide. They include linear and crossfunctional process maps. Each is briefly defined below.
Linear process maps show the sequential steps involved in a single process for a single
function.
Cross-Functional process maps show the sequential and simultaneous steps involved in a
single process for two or more work areas.
1.3.4 Three Common Symbols Used in Process Mapping
The three most basic and common symbols used in mapping include….

BOX = an activity/accomplishment, e.g. Post Grades
LINE = input or output / something received or forwarded, with directional arrowhead

DIAMOND = decision, usually binary (yes or no), however may include various options e.g. Was
the student successful in finding a placement?
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An Introduction to Process Mapping
2.0 Basic Mapping Guidelines
The next few pages highlight the key steps involved in creating the two different types of
process maps. First however, consider the following preliminary steps, as they can be
applied up-front in planning to create both types of process maps.
Common Preliminary Planning Steps
 Select your purpose
(Why map?)
 Start small
(Pick a project with a high likelihood of success)
 Select the type(s) of map(s)
(That best suit your requirements)
 Select participants
(Involve everyone affected by the process)
 Communicate purpose to participants
(Don’t create anxiety)
 Facilitate
(Help other departments)
 Plan/schedule resources
 Validate your data
(Check the accuracy of your data)
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2.1 Linear Process Map – Basic Steps
LINEAR PROCESS MAP
Purpose
 The process map shows the steps performed by one function within an organization
 Specific time frames and standards can be added to the map, if desired
 References to specific organizational policies and guidelines which apply to the various
functions can be added if necessary
General Guidelines
 The map can reflect any level of the function
 The process map can be developed at various levels of detail
 The map can reflect the flow of materials, activities or information
 The map represents inputs, outputs, activities, accomplishments and decisions
 The map moves from left to right
 Inputs and outputs are labeled
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An Introduction to Process Mapping
2.2 Cross-Functional Map – Basic Steps
CROSS-FUNTIONAL MAP
Purpose
 Very often several functions, working both separately and interdependently, are involved in
a successful process. To accurately depict the process, we must reflect both the
independent and interdependent aspects of the work
 The cross-functional process map shows the steps performed by each function and the key
interfaces between functions
 Specific time frames and standards can be added to the map, if desired
 References to specific organizational policies and guidelines which apply to the various
functions can be added if necessary
General Guidelines
 The map can reflect any level of the organization
 The cross-functional process map can be developed at various levels of detail
 The map can reflect the flow of materials, activities or information
 The map denotes functional / departmental responsibilities associated with the process
 Inputs, outputs, activities, accomplishments and decisions are clustered by function /
department
 The map moves from left to right
 Inputs and outputs are labeled
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An Introduction to Process Mapping
3.0 Practice Exercises
Section 3 houses two practice exercises; one for each of the two map types discussed in this
guide. The exercises focus on a fictional organization, Eagle Educational Products.
3.1 Exercise 1, Linear Process Map – Order Processing
PURPOSE
The focus of the exercise is a company called Eagle Educational Products (EEP).
Eagle Educational Products designs, produces and markets training courses intended to
improve customer efficiency.
This exercise is designed to help you practice creating a linear process map. A brief
description of how Eagle processes an order is included at the bottom of this page.
WHO
We’d encourage each group participant to independently draft a linear process map. We
suggest you share and discuss your draft maps with the other group members. If you find
any major incongruities in the process flow, after you have discussed your individual maps,
try drafting a ‘group’ map together.
HOW
Please read the brief description of the order processing method followed by Eagle (see the
bottom of the page), and then map the process on paper or a whiteboard, or using ‘post-it’
notes. Figure 3.1 illustrates the start of a basic linear process map. Allow approximately 10
minutes to complete this exercise.
EAGLE’S ORDER PROCESSING
A Sales Representative receives calls from customers wanting to place an order. The Sales
Rep gets the Customer Order Form and asks the customer for the catalogue number,
quantity and delivery date requirements. The Sales Rep also determines how the customer
would like the order shipped. Next the Sales Rep checks product availability and informs the
customer when the product will be delivered. The Sales Rep thanks the customer for the
order and places the completed Order Form in the routing basket.
Figure 3.1 – Linear Process Map Template
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3.2 Exercise # 2, Cross-Functional Process Map – New Product Development
PURPOSE
The focus of the exercise is a company called Eagle Educational Products (EEP).
Eagle Educational Products designs, produces and markets training courses intended to
improve customer efficiency.
This exercise is designed to help you practice creating a cross-functional process map. A
brief description of the process that Eagle uses to develop a new product is included below.
WHO
We encourage each group participant to independently draft a cross-functional process
map. We suggest that you share and discuss your draft maps with the other group
members. If you find any major incongruities in the cross-functional process flow after you
have discussed your individual maps, try drafting a ‘group’ map together.
HOW
Please read the brief description of the new product development process for Eagle (see the
bottom of the page), and then map the process on paper or a whiteboard, or using ‘post-it’
notes. Figure 3.2, on the following page, illustrates the start of a basic cross-functional
process map. Allow approximately 20 minutes to complete this exercise.
EAGLE’S NEW PRODUCT DEVELOPMENT PROCESS
When the Marketing Manager needs to deliver a new product to the marketplace, the
Manager must first obtain and clarify Customer requirements. The Marketing Department
reviews Customer requirements and recommends new product specifications. The
specifications are forwarded to Product Development.
Upon receiving new product specifications, Product Development staff establish a
‘blueprint’ of the new product. The blueprint is forwarded to Marketing for concept testing
with the Customer. The completed concept test is then directed to Field Operations &
Manufacturing. Field Operations identifies filed support needs and returns these needs to
Product Development. Manufacturing estimates the cost of producing the new product. The
estimate is sent to Product Development.
Product Development designs a preliminary product. Field Operations receives the
preliminary product design and then proposes packaging options. Packaging options are
returned to Product Development, where the design is finalized and forwarded to
Manufacturing for production.
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An Introduction to Process Mapping
Figure 3.2 – Cross-Functional Process Map Template
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3.3 Illustrated Map Examples
Figure 3.3.1 – Exercise # 1, Illustrated Linear Process Map Example
Figure 3.3.2 – Exercise # 2, Illustrated Cross-Functional Process Map Example
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Figure 3.3.3 – Cross-Functional Map Example – Investigator / Researcher - Administrative Consent Process, Niagara College
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An Introduction to Process Mapping
4.0 Facilitating Mapping Sessions
Section 4 offers some general guidelines (e.g. group facilitation ground rules and techniques) and
practical worksheets (e.g. designing a session) and hints (e.g. starting questions) to help plan,
design, deliver and assess a process mapping session.
4.1 Defining Facilitation
Facilitation is a process by which an individual, who is acceptable to all members of a group, helps
a group improve the way it identifies and solves problems and makes decisions. Its overall
purpose is to increase the group's effectiveness.
A facilitator is responsible for providing the structure and focus for the group. A facilitator guides
the how part of the process. S/he is responsible for; how issues will be explored; how meetings
will be organized in terms the types of techniques that will be used and the sequence of activities;
how decisions will be reached; getting all participants involved; how the meeting space is set-up.
Generally the facilitator is not the content specialist and s/he should avoid getting too wrappedup in content issues. Group participants are assumed to collectively hold the ‘means’ to solve
problems, and/or develop new ways of achieving success12.
4.2 Clarifying Ground Rules
Ground rules provide the foundation for the facilitation process. Here are some general
ground rules for your consideration. All group members agree to:
 Actively participate throughout the session
 Share all relevant information
 Co-operatively define crucial words
 Explain the rationale behind their statements, questions, actions
 Openly disagree with contrasting views
 Invite questions and comments related to their views
 Actively listen to other members of the group
 Respect differences
 Try to stay focused on the agreed upon issue/topic
 Co-operatively determine how to assess solutions/proposals
1
You may find yourself in situations where it becomes clear that group members do not possess the required expertise to solve a
specific problem. At this point your role may expand to include finding and obtaining content/technical expertise for the group.
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 Reach decisions through consensus
4.3 Four Stages of Facilitation
Every facilitation session involves four broad stages. They are:
PLANNING (before the meeting), which refers to gaining an understanding of the:
 Theme/ Focus
 Participants' and their expectations
 Context/Situation
DESIGNING (before & during the meeting), which refers to being able to:
 Verify and clarify meeting objectives in advance
 Agree upon ground rules
 Design meeting techniques/tools in advance
 Develop and sequence activities in advance
 Confirm participant expectations
 Redesign during a meeting, when necessary
DELIVERING (during the meeting), which refers to being able to:
 Establish an inviting, participative, and credible atmosphere
 Carry out the design
 Preserve the focus of the session/ adapt to meet new needs
ASSESSING (during & after the meeting), which refers to being able to:
 Adapt to needs as they emerge
 Deal with problems / opportunities as they occur
 Track and communicate the outcomes of the facilitation session
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4.4 Data Gathering Methods - Characteristics, Advantages & Disadvantages
Characteristics
Method
Group Discussion




Interview



Observation


Questionnaire


Review of Available
Material/Information



Advantages
Various modes can be used,
including:
o Small Group technique
o Focus Group technique
o Job Function Analysis
Developing A Curriculum
May concentrate on a specific
job or group problem/concern
Can be formal or informal,
structured or unstructured

Can be done in person, by
phone, at the work site or away
from it
May focus on individual
interests or specific job concerns
Can be formal or informal,
structured or unstructured or a
combination of both

Can be used to compare
effective and ineffective
processes/ behaviour
May involve highly structured
observations or more casual
open-ended

May be self-conducted, (by mail)
under controlled or
uncontrolled conditions
Can use a variety of question
formats: open-ended, forced
choice, priority ranking

May include legislation, journals,
trade magazines
Involves extracting
current/future trends
May involve extracting
information and/or samples of
actual work, e.g., planning
documentation proposals,
drawings, products, service
records, customer comments,
policy manual



Disadvantages
Encourages a blending of
various viewpoints
Builds consensus
Helps participants to become
better problem solvers
Invites participants’
‘ownership’ of the findings


Can be time consuming
Less structured techniques
may lead to vague findings
Promotes uninhibited
expression of feelings,
perceptions and interests

Time consuming and
therefore expensive
Less structured formats may
produce findings that are
difficult to analyze


Limited to directly observable
action
Gives participants an
opportunity to fully express
interests
Data can be easily
summarized and reported
Can reach a large number of
people in a short time

May restrict expression of
spontaneous responses
Requires time and technical
skills to develop a good
"tool"
Can be difficult to link to
concrete gaps


Inexpensive
Offers information that is
current, perhaps even
forward-looking

Can be difficult to translate
information to useful data

Can provide good leads to
trouble spots
Can be controlled with
minimum effort and
interruption of work flow
Can be examples of actual
outputs

Causes of problem or
possible solutions often do
not show-up
May reflect the past situation
rather than the current one





Produces situation-specific
examples
Minimizes interruption of
routine work flow
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

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4.5 Facilitating Process Mapping Sessions, Hints # 1
If you are going to use process mapping, then we suggest that you:
SET-UP

Prepare resource materials (e.g. flip charts, markers)
 Check to see if lighting and heating are (etc.) are working
 Arrange seating so participants all face the writing surface
EXPLAIN MAPPING PROCEDURES
 Relate mapping uses t the group's objective(s)
 Review the primary focus, key problem/issue
 Propose and verify the major application for the map
 Propose and verify the type of map to create
 Demonstrate the three common symbols used in mapping
 Review the steps involved in mapping
FACILITATE (e.g. Cross-functional map)
 Ask participants to identify and list all of the functions/departments that are involved in
the identified forms, problem/issue
 Draw one box for each function/department AND place them along the left margin, one
under each other (one column)
 Ask participants to describe the process. Start with what initiates the process and
follow it along its path to completion. Use boxes to represent activities /
accomplishments (internal tasks / products) and lines (with directional arrowheads) to show
input and output
 Continue documenting the process until you have completed the product/service
REFINE AND EDIT
 Review the list of functions / departments and the process to ensure there are no
crucial emissions/errors
 Reorganize the order of functions / departments and corresponding process flow to
best reflect a top to bottom flow and minimizing the number of crossing lines
 Review and refine

Verify map using alternative method (e.g. review of existing documentation, interviews with other
co-workers involved in the process)
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4.6 Planning a Session, Worksheet # 1
Please feel free to use and or modify the following questions. They are intended only to be a
broad guide to assist with planning. Be sure to work through all questions with your requester
group.
What is the primary theme or focus of the session?
Who is asking for the session and why?
Who are the participants? What do you know about them (and not know)?
What are the participants' expectations?
What do you know about the situation/context?
How much time is available?
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4.7 Designing a Session, Worksheet # 2
Please feel free to use and or modify the following questions. They are intended only to be a
broad guide to assist with planning. Be sure to work through all questions with your requester
group.
Title of the Session
What are the specific objectives of the session? (…In other words …What specifically does the requester group
want participants to feel, know, or be able to do at the end of the session?)
What are the ground rules for the session? (See page 16 for a sample)
What techniques / activities will you use? (In what order …Are they linked to the objectives?)
What resources and materials will you require; e.g. rooms, AV equipment, flipchart, markers? (Inspect
resources/ materials well before the start of your session)
If it is necessary to redesign during a session, what alternative activities/ techniques would you
consider?
How will you kick-start the session? How will you end the session?
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4.8 Getting Started with Probing Questions, Hints # 2
Some sample questions to help you kick-start a mapping discussion could include the
following items.
 What is the mission/purpose of your unit / department?
 How is your unit organized… structured… organizational hierarchy?
 How is the performance of your department assessed? What are the measures and
who does the evaluation?
 Who are your major ‘clients’… internal and external?
 What are the typical triggers that prompt your unit/department to take action?
 What are the key factors that affect the performance of your
unit/department…internal; & external?
 What are your unit / department’s (or individual) major outputs/products/services?
 Who works here, and what are their roles/job functions?
 How do you know when you have a problem… what are the key indicators?
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4.9 Delivering and Assessing a Session, Hints # 3
ESTABLISH AN INVITING, PARTICIPATIVE AND CREDIBLE ATMOSPHERE
 Welcome participants and communicate (both orally and through your body language) how
pleased you are to be working with the group

Verify agreed-upon ground rules (that were established during the Design Stage)

Verify participant expectations and objectives (that were established during the Design
Stage)
 Review the Agenda and agreed-upon facilitation process

Get participants involved within the first ten minutes, through for Example,
introductions, icebreakers, questions (as per the activities you developed during the Design
Stage)
 Respond to changes in expectations/ objectives and or ground rules by modifying the
process / activities
 Have fun, you're well prepared to facilitate the session
CARRY OUT THE DESIGN
 Confirm clarity of the purpose and procedures of each activity
 Monitor progress, and the effectiveness of each activity
 Help group participants stay focused upon the content

Observe energy level and respond accordingly (Be flexible with your process and activities)
 Monitor process, leave content to the participants
 Ask open-ended questions; redirect questions; promote clarification and elaboration
through questions
 Be patient, demonstrate active listening skills
 Monitor adherence to ground rules (e.g. Is everyone participating? Do you have any naysayers,
ramblers or others that require help refocussing on the task?)
PRESERVE THE FOCUS OF THE SESSION/ ADAPT TO MEET NEW NEEDS
 Ask participants ‘how are we doing’
 Offer your view of ‘how are we doing’
 Co-operatively re-focus and re-design, if deemed appropriate
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4.10 Lessons Learned, Post-Session, Worksheet # 3
The following questions are intended to help you consider your success in applying your
facilitation skills.
GROUP/SESSION TITLE:
DATE(S):
What worked well? And why did it work well?
What would you change if you had the opportunity to re-do the session?
What comments did you receive from group participants, related to the facilitation process?
What would help you to continue to refine your facilitation skills?
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5.0 Resource Links
Several internal resources are available through the Transform NC web page, including
Ancillary Services’ video documenting their experience with process mapping. Simply login
to Blackboard, open the Transform NC page and go to Lean Resources.
In addition, there are thousands of resources available online that deal with process
mapping. You may also find very similar resources under different titles, such as
flowcharting or swim lane diagrams, or embedded as part of a broader improvement
initiative, such as Lean Management, Six Sigma or Business Process Improvement
Methodology (BPM).
Here are a few links that may be of interest to further your skills in process mapping.
Improving Business Processes and Capabilities
Rummler Brache is one of the pioneers of process mapping to improve organizational performance. Their
website includes selected resources and training workshops
http://www.rummlerbrache.com/company
Business Maps 1.0
This is an introductory guide to the Rummler Brache approach
https://torouno.files.wordpress.com/2008/09/businessmaps11.pdf
Business Process Improvement Methodology
This is a good (PowerPoint) presentation of Rummler Brache’s BPM approach
http://www.performancedesignlab.com/wp-content/uploads/2010/02/BPM-Methodologies.pdf
Cross-Functional Map Template (Swim Lane Diagram), PowerPoint
This introductory website includes a downloadable PowerPoint template for cross functional maps, which are
also referred to as Swim Lane Diagrams
http://www.tools4dev.org/resources/how-to-improve-processes-with-swim-lane-diagrams/
Practical Guide to Creating Better Looking Process Maps
An alternative introductory guide that sets out process mapping within the context of Six Sigma
http://www.isixsigma.com/tools-templates/process-mapping/practical-guide-creating-better-looking-processmaps/
How to Create a Process Map
Here are links to a couple of ‘youtube’ videos that introduce and illustrate basic process mapping techniques
https://www.youtube.com/watch?v=xLWLcVrI_WE
https://www.youtube.com/watch?v=LJwKZuQUb7g
Basics of Process Mapping
This is a link to related text book resources available through Amazon Canada
http://www.amazon.ca/s/?ie=UTF8&keywords=basics+of+process+mapping&tag=googcana20&index=stripbooks&hvadid=6087846777&hvpos=1s4&hvexid=&hvnetw=g&hvrand=7205968710189790634&
hvpone=&hvptwo=&hvqmt=b&hvdev=c&ref=pd_sl_8v5ybvk8p0_b
References
Rummler, G.A., & Brache, A. P. (1990) Improving Performance – How to Manage to White Space on the Organization Chart,
San Francisco, California: Jossey-Bass Inc. Publishers.
Rummler, G.A. (2007) Serious Performance Consulting, San Francisco, California: Pfeiffer.
PLANNING AND INSTITUTIONAL RESEARCH - PROCESS MAPPING GUIDE
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PROCESS MAPPING GUIDE
An Introduction to Process Mapping
Practices to Improve Performance
Planning and Institutional Research, Niagara College
January 2016