If you are starting to run a business, it is suggested you use Business Process Mapping to get a better picture of your organization’s efforts. This accomplishes clarification of what has to be done and identifies the interdependencies of the work. If you develop a process map of divisional, departmental, and unit workflow you can eliminate redundant tasks, repetition, and unnecessary effort by having a clear picture of what constitutes work because you will know where work comes from, what work has to be done, and in what order.
The process map also establishes interdependencies for work tasks: This means you know whom you are dependent on for workflow information. It also means you are identified as a resource to someone else in the system as a dependency. It is critical to understand the connecting dependencies with other departments and divisions as well as the individual responsibilities. A process flow map shows those dependencies and provides an opportunity to clarify and agree to them. It spells out where work goes and who depends on the work.
To study tasks, you must think in terms of what is done and what is implied. The implied is the most difficult. Embedded in the work maybe a hidden task. There are often many implied tasks that get overlooked. When ignored, they become the single most common reason for failure to communicate, coordinate, and act on an issue. These implied tasks should be shown on the process map. Get your teams together in a large room with tables, long rolls of paper, and plenty of sticky notes for building the charts. You will use this manual method first because of the ongoing modifications to be made in developing the charts. When you are satisfied with the final results, the chart can be shifted to a workflow software package on your computer.
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