Define process modeling

Certainly, Faraz! Let's break down the concept of process modeling from the video "Define
process modeling":

What is Process Modeling?

 Visual Representation: Process modeling is a way to visually represent how an

organization performs its activities and how these activities fit together to achieve the
organization's goals.
 Capturing Details: It captures various levels of detail, showing how different parts of the
organization interact.

Why Create Process Models?

 Clarity: They provide a clear visual representation of who does what and in what order.
 Understanding Processes: They help us understand the end-to-end processes and
identify any additional information needed for successful change.
 Current vs. Future State: Models can represent the current state (how things are done
today) and the future state (how we want things to be), helping to identify gaps between
the two.

Benefits of Process Modeling

 Organizational Insight: It ensures you understand how the organization runs and
performs its activities.
 Clarifying Responsibilities: Helps identify areas that are not well understood and
clarifies responsibilities across the process.
 Breaking Down Complexity: It breaks down complex processes, making it easier to
analyze and identify inefficiencies.
 Training and Documentation: These models serve as artifacts for training and
documentation, helping users understand the old and new ways of doing things.

Key Components

 Actors: In modeling terminology, stakeholders are referred to as actors. An actor can be a

person, department, system, or an external entity.

Application in Your Role

  Visualizing Team Processes: As a Team Coordinator, you can use process modeling to
visualize and improve team workflows, ensuring everyone understands their roles and
responsibilities.
 Identifying Inefficiencies: It can help you identify inefficiencies in your team's
processes and find ways to streamline operations.

I hope this helps clarify the concept of process modeling! Feel free to ask if you have more
questions or need further details.

Business Modeling Tools Overview

1. Context Diagram

 Purpose: Provides a high-level framework and interaction of an

organization.
 Components:

 Circle: Represents the organization being analyzed.

 Boxes: Represent external entities that interact with the
organization.
 Arrows: Show the relationships and interactions between the
organization and external entities.

 Focus: Interrelationships and activities initiated or needed by the

organization.

2. Functional Flow Diagram

 Purpose: Shows the functional areas or stakeholders within the
organization and their interactions in a logical flow.
 Components:

 Ovals: Represent stakeholders and internal functional areas.

 Arrows: Indicate the relationships and workflows between these
stakeholders.
  Starting Point: Usually begins with an external entity (like a customer)
initiating a transaction.

3. Cross-Functional Flow Diagram

 Purpose: Captures and sequentially displays activities performed by
different stakeholders.
 Also Known As: Activity diagrams or swimlane diagrams.
 Components:

 Actors: Stakeholders responsible for performing activities (can be a

person, system, or functional area).
 Swimlanes: Organize activities by actor, making it easy to see who
does what and how they interact.
 Benefit: Clearly shows the process from start to finish and the cross-
functional interactions needed.

4. Process Flowchart
 Purpose: Shows the sequential flow of activities, decision points, and
interactions.
 Components:

 Steps: Detailed step-by-step procedures and activities performed

by an actor.
 Decision Points: Indicate where decisions are made in the process.
 Focus: Low-level detail, capturing the specific steps needed to respond to
an event or achieve a goal.

Application in Your Role

 Visualizing Processes: Use these diagrams to map out and improve team
workflows, ensuring everyone understands their roles and interactions.
 Identifying Gaps: Helps in identifying inefficiencies and areas for improvement
in your team's processes.
Modeling consistency and standards
Sure, Faraz! Let's break down the key points from the "Modeling consistency and
standards" video:

Key Points:

1. Importance of Standards:

 UML and BPMN: Two commonly used standards are Unified Modeling
Language (UML) and Business Process Modeling Notation (BPMN). These
standards help define process levels, group processes, and set labeling
standards.
 Consistency: Using these standards ensures that your models are
consistent, easy to read, and understand across the organization.

2. Benefits of Consistency:

 Effective Capture and Analysis: Consistent modeling approaches make it

easier to capture, analyze, and present your business processes.
 Foundation for Other Models: Consistent models lay the groundwork for
creating more detailed models and documenting important aspects of the
areas being analyzed.

3. Tools and Techniques:

 Training: Train your process modelers in the agreed standards and

formats.
 Documentation: Use software like Microsoft Visio for creating cross-
functional flow and flowchart process maps. Presentation software can be
used for context and functional flow diagrams.
 4. Practical Tips:

 Leverage Existing Work: Check if there is any previous work done in the
area you are modeling to avoid duplication.
 Iterative Detailing: Start with known information and iteratively add
details as they become available.

Application in Your Role:

 Consistency in Team Processes: Ensure that your team follows consistent

modeling standards to make processes clear and understandable.
 Training: Train your team members on these standards to maintain consistency
and improve efficiency.

I hope this helps clarify the importance of consistency and standards in process modeling!
Feel free to ask if you have more questions.

Purpose of the Context Diagram

1. High-Level Overview:

 Big Picture: The context diagram provides a high-level view of how an

organization fits within the external environment.
 Checklist for Analysis: It serves as a starting point for deeper analysis by
showing the main components and their interactions.
 2. Components:

 Organization: Represented by a central circle.

 External Entities: Represented by boxes around the circle. These could be
customers, suppliers, banks, contractors, etc.
 Interactions: Arrows show the flow of interactions between the
organization and external entities (e.g., orders, payments).

3. Uses:

 Understanding Relationships: Helps in understanding how the

organization interacts with external entities.
 Impact of Changes: Identifies potential impacts of changes within the
organization on its external relationships.
 Project Scope: Useful for explaining the scope of a project and how it fits
within the organization.

Example Scenario:

 Customer Interaction: A customer places an order (interaction) with the

organization. The organization sends the product and invoice back to the
customer. The customer then makes a payment, which the organization deposits
into the bank.

Benefits:

 Quick Understanding: Provides a quick and clear understanding of the

organization's external interactions.
 Stakeholder Communication: Helps communicate with stakeholders about how
changes will affect relationships and interactions.
  Newcomer Orientation: Great for new employees to quickly understand the
organization's external relationships.

Application in Your Role:

 Visualizing Team Interactions: Use context diagrams to map out how your team
interacts with other departments or external entities.
 Identifying Key Relationships: Helps in identifying key relationships and
understanding the impact of changes on these relationships.

I hope this breakdown helps you understand the purpose and utility of context diagrams
better! Feel free to ask if you have more questions or need further clarification.

Key Features of Context Diagrams

1. Entities:

 Definition: Elements or actors that interact with the business area being
analyzed.
 Representation: Typically shown in boxes. The main entity (your
organization) is represented by a circle, while external entities are shown in
boxes around it.

2. Relationships:

 Definition: The interactions between entities.

 Representation: Arrows or flows between entities. The direction of the
arrow indicates whether the interaction is incoming or outgoing.
  Labeling: Each flow should be labeled to provide context about the
interaction (e.g., data, products, artifacts).

3. Processes:

 Definition: Activities that the organization must perform to ensure

smooth interactions between entities.
 Representation: Simplified flows that can be detailed further in other
diagrams like functional flow diagrams.

Visual Representation Tips:

 Clarity: Keep the diagram simple, clear, and uncluttered.

 High-Level View: Focus on the highest level of interactions to avoid unnecessary
details.
 Single Page: Aim to fit the context diagram on one page for easy understanding.

Application in Your Role:

 Mapping Team Interactions: Use context diagrams to map out how your team
interacts with other departments or external entities.
 Identifying Key Relationships: Helps in identifying key relationships and
understanding the impact of changes on these relationships.

Analogy:

Think of a context diagram as a panoramic photograph of your organization. It captures

the big picture, showing how your organization interacts with the outside world, similar

to how a photographer captures a scene with all its elements in one shot.
I hope this helps clarify the features of context diagrams! Feel free to ask if you have more
questions.

Steps to Create a Context Diagram

1. Research:

 Gather Information: Use your organization's intranet, ask colleagues, or

run workshops to gather information about how your organization
interacts with external entities.

2. Start Simple:

 Single Page: Begin with a single page to keep the diagram high-level and
avoid too much detail.

3. Draw the Main Entity:

 Circle: Draw a circle in the middle of the page to represent your

organization. This shows what you have control over.

4. Add External Entities:

 Boxes: Place boxes around the circle to represent external entities (e.g.,
customers, suppliers). These are entities you interact with but don't
control.
 5. Connect Relationships:

 Arrows: Draw arrows between the circle and the boxes to show
interactions. Use right angles for clarity.
 Label Flows: Label the arrows to indicate what interactions are taking
place (e.g., orders, payments) and whether they are incoming or outgoing.

6. Validate:

 Review: Share the diagram with others in your organization to ensure it

accurately represents all key interactions.

Key Points to Remember:

 High-Level View: Keep the diagram at a high level to avoid overcomplicating it.
 Iterative Process: You can add more details as you gather more information.

Key Points from "Pitfalls of Context Diagrams

1. Levels of Competence:

 Unconscious Incompetence: "I don't know what I don't know."

 Conscious Incompetence: "I now know that I don't know."
 Conscious Competence: "I now know and it starts to show."
 Unconscious Competence: "I simply do because of what I know."
 2. Common Pitfalls:

 Too Much Detail: Avoid getting too detailed in the context diagram.
Instead of showing every interaction, group similar interactions together.
For example, if your IT operations are handled by multiple overseas
partners, label them collectively as "offshore IT operations" rather than
listing each partner individually.
 Overcomplication: Including too much information can make the diagram
hard to read and lose its value. Keep it simple and high-level.

3. Limitations of Context Diagrams:

 Internal Functionality: They do not show the internal workings of the

organization.
 Timing and System Interaction: They do not indicate timing or how
systems interact with external entities.
 Modes of Relationships: They do not capture all the modes of
relationships.

4. Best Practices:

 Start with Operational View: Begin with how the system is designed to
deliver day-to-day operations.
 Iterative Process: Building a context diagram may require several
iterations. Validate your information as you go to ensure accuracy.
 Keep It Simple: Simplify the diagram to make it easy for stakeholders to
understand without losing focus.

Application in Your Role:

  Simplifying Complex Interactions: Use context diagrams to simplify and
visualize complex interactions within your team or organization.
 Avoiding Overcomplication: Ensure your diagrams are high-level and not
bogged down with too much detail, making them easier to understand and use.

Analogy:
Think of a context diagram like a map of a city. You don't need to show every street and
building; instead, you highlight the main roads and landmarks to give a clear overview
of how the city is laid out.

Key Points of Functional Flow Diagrams:

1. Overview:

 Functional flow diagrams show how different functional areas or

stakeholders within an organization interact in a logical sequence to
complete a transaction. They start with an external entity initiating an
activity and then map out the sequence of activities within the
organization.

2. Purpose:

 These diagrams help visualize the flow of information, data, and activities
between different functional areas. They are particularly useful for showing
new users and executives how things work internally without getting into
the details of how each activity is performed.

3. Focus:
  The focus is on the interactions between main functional areas, not on the
detailed steps of each activity. This helps in understanding the big picture
of how different parts of the organization work together.

4. Stakeholder Validation:

 Creating these diagrams helps identify and validate who the stakeholders
are in each functional area. It ensures that all touchpoints within the
organization are covered before moving to more detailed diagrams like
cross-functional flow diagrams.

5. Initiation Test:

 Functional flow diagrams serve as a good initiation test to understand who

performs and owns the functional activities, what triggers these activities,
and the time taken for their completion.

Simplified Explanation:
Think of a functional flow diagram as a high-level map of your organization's workflow.
Imagine you're coordinating a project, and you need to show how different departments
(like finance, marketing, and operations) interact to complete a task. The functional flow
diagram helps you visualize these interactions without diving into the specifics of each
department's internal processes.

This high-level view is crucial for ensuring that you have a comprehensive
understanding of how different parts of your organization work together. It also helps in
identifying any gaps or inefficiencies in the workflow, which can be addressed in more
detailed diagrams later.

I hope this helps clarify the purpose of functional flow diagrams! Feel free to ask if you
have more questions or need further details.
Key Features of Functional Flow Diagrams:

1. Elegance and Simplicity:

 Functional flow diagrams are praised for their elegance, meaning they are
both effective and simple. They provide a clear overview of a scenario,
making them easy to understand and use.

2. Stakeholder Initiation:

 The diagram starts with a stakeholder (usually a customer or an external

entity) initiating an interaction. This could be an online purchase, a call to
support, or a customer service query.

3. Sequential Flow:

 After the initial trigger, the diagram maps out the sequence of interactions
within the organization. Each functional area performs a function that
triggers the next area, continuing until the final interaction with the
customer.

4. Visualization of Relationships:

 These diagrams use ovals to represent stakeholders or functional areas

and lines to show the flow of information, data, or activities between them.
Each flow has a single label indicating what is being transferred.
 5. Loop Back to Initiator:

 The flow usually starts and ends with the initiator, forming a loop. This
helps visualize the complete cycle of interactions.

6. Uncluttered Presentation:

 Even complex processes are presented in a simple, uncluttered manner,

making them easy to interpret by all audiences.

Simplified Explanation:
Imagine you're mapping out how a customer service query is handled in your
organization. The functional flow diagram would start with the customer making a query
(the trigger). It then shows each department (like support, technical team, and feedback)
that gets involved in resolving the query, with clear arrows showing the flow of
information between them. This helps everyone understand the process and identify
areas for improvement.

Steps to Create a Functional Flow Diagram:

1. Start with the External Entity:

 Begin by identifying the external entity whose relationship you want to

analyze. This is usually the customer who initiates the process based on
their needs or expectations.

2. Map Out Functions:

  Focus on the functions required inside your organization to interact with
this external entity. This helps provide context to the relationship you are
analyzing.

3. Identify Stakeholders:

 List all potential stakeholders or functional areas within your organization

involved in the end-to-end process. This ensures you capture all relevant
interactions.

4. Validate with Stakeholders:

 Conduct high-level process workshops with subject matter experts from

the areas you believe are impacted. Use these sessions to validate their
involvement and refine your diagram.

5. Draw the Diagram:

 Start by drawing an oval and labeling it with the external entity (e.g.,
customer). Then, map out the sequence of interactions:

 Customer Initiates Purchase: The customer requests a purchase.

 Merchant Requests Approval: The merchant checks if the
customer has authority to make the purchase by sending a request
to the authorizations department.
 Approval Process: The authorizations department approves or
denies the request and informs the merchant.
 Billing Process: The billing department sends a bill to the
customer, who then makes the payment.
 Completion: The customer receives their purchased goods.
 6. Label Arrows and Validate:

 Draw circles to represent each functional area and connect them with
arrows to illustrate relationships. Label the arrows to identify what is
exchanged (e.g., purchase request, approval, bill).
 Finally, check back with the stakeholders to ensure the diagram accurately
captures their areas.

Simplified Explanation:
Think of a functional flow diagram as a map showing how different parts of your
organization work together to complete a task. For example, when a customer makes a
purchase, the diagram shows how the request moves from the customer to the
merchant, then to the authorizations department, and so on, until the purchase is
complete. Each step is represented by a circle (functional area) and arrows (interactions).

This high-level view helps you understand the overall process without getting bogged
down in details, making it easier to identify areas for improvement.

Key Pitfalls of Functional Flow Diagrams:

1. Skipping Initial Steps:

 If you don't map and validate the initial directional flows, you might head
down the wrong path. This can lead to incomplete or incorrect diagrams.

2. Lack of Validation:

 Failing to validate the flows with each functional area can result in missing
critical interactions. It's essential to involve stakeholders to ensure
accuracy.
 3. Over-Detailing:

 Participants might want to explain every step in detail, which can slow
down the process. Keep the focus on high-level functions to maintain
efficiency.

4. Assuming Involvement:

 Assuming certain areas are involved without confirmation can lead to

errors. Always validate involvement with the respective stakeholders.

5. Complexity in Explanation:

 If the diagram requires extensive explanation, it has missed the mark. Aim
for a self-explanatory diagram that can be easily understood by various
audiences.

Simplified Explanation:
Think of creating a functional flow diagram like planning a road trip:

 Plan Your Route: Ensure you know the main stops (functional areas) and validate
them with your travel buddies (stakeholders).
 Avoid Over-Planning: Focus on the main stops, not every gas station.
 Check with Everyone: Make sure everyone agrees on the route to avoid getting
lost.
 Keep It Simple: The map should be clear enough that anyone can follow it
without needing a detailed guide.
Purpose of the Cross-Functional Flow Diagram

1. Sequence of Events:

 It captures and orders activities performed by various stakeholders from

start to finish. This helps in understanding the flow of events and
interactions between different functional areas.
2. Identifying Inefficiencies:

 By mapping out these interactions, you can identify unnecessary steps and
inefficiencies. This is useful for streamlining processes and improving
workflow.
3. High-Level Overview:

 It provides a high-level view without diving into detailed steps. This makes
it easier to see how different areas interact and where improvements can
be made.
4. Subprocesses:

 When the diagram becomes too complex, you can group steps into
predefined subprocesses. For example, "create order" by sales and "fulfill
order" by the fulfillment team.
5. Swim Lanes:

 Swim lanes clearly show where one task ends and the next begins, making
it easy to understand the sequence and responsibilities.

Simplified Explanation:
Imagine coordinating a project where multiple departments are involved. The cross-
functional flow diagram helps you visualize the sequence of tasks each department
performs and how they interact. This high-level view makes it easier to spot
inefficiencies and streamline the process.
Key Features of Cross-Functional Flow Diagrams:

1. Swim Lanes:

 These diagrams are often referred to as swim lane diagrams because they use
lanes to represent different functional areas. Each lane encompasses all activities
that fall under the responsibility of a particular functional area, similar to how
swimmers stay in their lanes during a race.
2. Actors and Responsibilities:

 Each actor (e.g., customer, merchant, credit card company) is assigned their own
swim lane. Only those actors involved in the process need to be assigned a lane.
This makes it clear who is responsible for each part of the process.
3. Shapes and Symbols:

 Various shapes, known as flowchart symbols, are used to represent different

elements in the process:


Circle: Represents the start and endpoints (terminators) of the process.

Rectangle: Used for process steps or actions that need to be performed.

Diamond: Indicates decision points where a choice must be made, leading
to different paths based on the outcome.
4. Arrows and Connectors:

 Arrows or connectors link all the components together, showing the direction and
order of activities. They guide the reader through the process from start to finish.
5. Consistency:

 It's important to use consistent shapes and symbols to avoid confusing the reader.
For example, using circles or rounded rectangles consistently for start and end
points.
6. Annotations:

 Annotations on connectors, such as "yes" or "no" for decision points, provide

additional key information and help clarify the flow of the process.

Simplified Explanation:
Think of a cross-functional flow diagram like a relay race in a swimming pool:

 Swim Lanes: Each swimmer (actor) has their own lane, representing their specific tasks.
 Shapes and Symbols: Different shapes represent different actions, like starting, making
decisions, and completing tasks.
 Arrows and Connectors: These show the direction of the race, guiding you from start to
finish.
 Consistency and Annotations: Keeping the symbols consistent and adding notes helps
everyone understand the process clearly.

This high-level view helps you see who is involved and how tasks flow between different
functional areas, making it easier to identify and improve inefficiencies.

Steps to Create a Cross-Functional Flow Diagram:

1. Validate Functional Flow Diagram:

 Before creating a cross-functional flow diagram, ensure that your functional flow
diagram is validated. This means confirming that all pieces fit together correctly.
2. Identify Functional Areas and Entities:

 Each functional area and entity from your functional flow diagram will become a
"swim lane" in your cross-functional flow diagram. Actors (e.g., departments,
roles) are allocated to each swim lane on the left-hand side.
3. Plot the Sequence of Activities:

Start plotting the sequence of activities across the swim lanes. This involves
unraveling the functional flow into a linear process with a distinct start and end
point.
4. Horizontal vs. Vertical Format:

For business flows, a horizontal format with actors on the left-hand side is
recommended. A vertical format is more common for technical or system flows,
but the principles remain the same.
5. Trigger Event:

 Each diagram starts with a trigger event, represented by a solid terminated dot,
circle, or rounded rectangle. This event activates the process.
 6. Mapping Activities:

 Use process box symbols to map out each activity and connect them with arrows
indicating the workflow direction. Label each activity clearly with a verb-noun
combination (e.g., "authorize payment").
7. Decision Points:

Use decision diamonds for points where a decision is required, showing the
yes/no paths and how they alter the flow of events.
8. Alternate and Exception Flows:

Identify alternate flows (where the process continues via an alternate path) and
exception flows (where the process stops and requires a different trigger). These
may need separate diagrams.
9. Validation:

Once the diagram is complete, validate it with the actors through walk-through
sessions to ensure accuracy. Make necessary changes based on their feedback.
10. Expand into Flowcharts:

 After validation, expand high-level process steps into detailed flowcharts or

process maps for each actor.

Simplified Explanation:
Creating a cross-functional flow diagram is like putting together a puzzle:

 Start with the Big Picture: Ensure all pieces (functional areas) fit together.
 Assign Roles: Each role gets a swim lane.
 Sequence Activities: Plot activities in order, starting with a trigger event.
 Use Symbols: Use boxes for actions, diamonds for decisions, and arrows for flow
direction.
 Validate: Check with everyone involved to ensure accuracy.
 Detail Steps: Break down high-level steps into detailed flowcharts.

This diagram helps visualize how different parts of your organization work together, making it
easier to identify and improve processes.
The purpose of the flowchart diagram

 Process Mapping: Flowchart diagrams, also known as process maps, document

the flow of activities performed by a single actor at the lowest level of detail. They
can represent current-state (as-is) or future-state (to-be) processes.
 Identifying Inefficiencies: Current-state flowcharts are useful for breaking down
complex business processes and identifying inefficiencies. This helps in analyzing
and improving the end-to-end process.
 Change Management: By overlaying current and future-state process maps, you
can identify changes and requirements needed to achieve the desired future
state. This aids in impact assessment and managing organizational change.

These diagrams serve as a single source of truth, supporting the creation of test scripts,
training materials, and continuous improvement activities.

Key Features of Flowchart Diagrams:

1. Stepping Stones Analogy:

 Think of flowchart diagrams like stepping stones across a river. Each step
(or activity) is mapped out in sequence, making it easy to follow the
process from start to finish.
2. Isolating Activities:

 One of the main features is the ability to isolate each activity. This means
you can teach, assess, refine, and update each activity without affecting
the entire cross-functional flow diagram.
3. Relationship with Cross-Functional Flow Diagrams:

 Flowchart process maps should always trace back to their parent cross-
functional flow diagram. The cross-functional diagram provides a high-
level view, while the flowchart offers detailed steps.
4. No Swim Lanes:

 Unlike cross-functional flow diagrams, flowcharts don't have swim lanes.

They focus on a single actor and their tasks, without interactions with
other functional areas.
5. Flexible Workflow Direction:

 Workflows in flowcharts don't necessarily flow from left to right. They can
flow in any direction that suits your needs, usually starting from the top
left corner.
6. Standard Flowchart Symbols:

 Flowcharts use standard symbols:

 Process Box: Represents an activity or task.

 Decision Diamond: Indicates a decision point, leading to different
paths.
 Arrow/Connector: Shows the direction of the workflow.
 Start/End Points: Represented by a solid circle or a curved-in
rectangle, usually found at the top left corner.
7. Logical Flow:

 The flowchart should be mapped out logically, making it easy to follow.

Where possible, fit it onto a single page.
8. Alternate Paths:

 Decision diamonds can lead to alternate paths, linking activities back to

other process boxes. This helps in documenting different outcomes and
end points
9. Verb-Noun Combinations:

 Use verb-noun combinations for descriptors in process boxes (e.g., "get

customer information") and questions for decision diamonds.
Simplified Explanation:
Imagine you're creating a detailed map for a single person's tasks:

 Isolate Steps: Each task is a stepping stone, making it easy to update without
changing the whole map.
 No Swim Lanes: Focus on one person’s tasks, not interactions with others.
 Flexible Flow: Tasks can flow in any direction, usually starting from the top left.
 Standard Symbols: Use boxes for tasks, diamonds for decisions, and arrows for
direction.
 Logical Layout: Make it easy to follow, ideally on one page.
 Detailed Paths: Show different outcomes using alternate paths.

This detailed map helps in understanding and improving specific tasks within a process.

Steps to Create a Flowchart Diagram:

1. Understand the Connection to Cross-Functional Flow Diagrams:

 Flowchart diagrams should trace back to their parent cross-functional flow

diagrams. This helps you decide what to include and exclude in your flowchart.
2. Use Predefined or Subprocesses:

 When a cross-functional flow diagram becomes too detailed, group workflows

into predefined or subprocesses. These subprocesses are then expanded into
detailed flowchart diagrams.
3. Start and End Points:

 Use round-cornered rectangles or circles as symbols for the start and end points
(terminators). Consistency in symbols is key for clarity.
4. Trigger Events:

 Identify the trigger event that starts the flowchart process. For example, if the last
step in the cross-functional diagram was "send approval," the trigger for the
flowchart might be "receive approval."
 5. Map Each Step:

 Use process box symbols to map out each step of the process. Ensure each box
contains only one step to maintain clarity.
6. Flexible Flow Direction:

 The flowchart can flow in various directions (left to right, top to bottom, etc.) as
long as it is logical and easy to follow.
7. Decision Points:


Use decision diamonds to indicate points where a decision is required. This will
alter the flow of events based on the decision made.
8. Workshops and Validation:

 Always validate your flowchart by running workshops with stakeholders. This

ensures accuracy and captures different interpretations of the process.

Simplified Explanation:
Creating a flowchart diagram is like planning a route for a journey:

 Start and End Points: Clearly mark where the journey begins and ends.
 Step-by-Step Directions: Break down the journey into individual steps, ensuring each
step is clear and distinct.
 Decision Points: Identify where decisions need to be made, and show how different
choices affect the route.
 Flexible Path: The route can go in any logical direction, as long as it's easy to follow.
 Validation: Check the route with others to ensure its accurate and makes sense.

Example:
Imagine you are mapping out the process of raising a purchase order:

1. Start Point: "Receive approval from procurement."

2. Steps: Each step in the process, like "Fill out purchase order form," "Get manager's
signature," etc., is mapped out in individual boxes.
3. Decision Points: Use diamonds to show decisions, like "Is the purchase order above
$500?" with paths for "Yes" and "No."
4. End Point: "Submit purchase order."
"How to determine which diagram to use and why
Key Points:

1. Start at the Highest Level:

Begin your analysis with a context diagram. This helps you understand how your
organization fits into the bigger picture, showing relationships, inputs, and outputs
with external entities.
2. Functional Flow Diagram:

This diagram shows how different functional areas within your organization
interact with each other and with external entities. It helps you understand internal
processes and how they contribute to overall goals.
3. Cross-Functional Flow Diagram:

Focuses on the flow of work across different functional areas. It maps out the
entire process from the initial customer trigger to the delivery of a product or
service. This is useful for identifying inefficiencies and areas for improvement.
4. Flowchart Process Maps:

 These are detailed maps of subprocesses identified in the cross-functional flow

diagram. They provide step-by-step details of specific activities, helping in
creating training materials and instructional guides.

Simplified Explanation:

 Context Diagram: Big picture view, showing how your organization interacts with
external entities.
 Functional Flow Diagram: Internal processes and their interactions.
 Cross-Functional Flow Diagram: End-to-end process across different areas.
 Flowchart Process Maps: Detailed steps of specific activities.

Practical Use:

 Context Diagrams help in strategic planning and understanding external dependencies.

 Functional Flow Diagrams are useful for internal process optimization.
  Cross-Functional Flow Diagrams aid in improving overall efficiency and compliance.
 Flowchart Process Maps are great for training and detailed process analysis.

Put Modeling into Actions

Key Points

1. Understanding Objectives:

 The choice of model depends on your objectives. Ask yourself:

What is the area of focus?

What already exists?
Who is the end user?
How will the information be used?
2. Engaging Stakeholders:

 Collaboration with key stakeholders and subject matter experts (SMEs) is crucial.
Set up workshops with clear objectives and ensure the right people are present.
3. Using Tools Like Whiteboards and Sticky Notes:

 Whiteboards: Great for outlining context and making updates. Use colored
markers for distinctions.
 Sticky Notes: Useful for mapping processes during workshops. They can be
easily moved and adjusted.
4. Validation and Walk-Throughs:

 Once the diagram is complete, validate it with stakeholders. Project the models on
a screen and walk through each step to ensure accuracy and approval.

Simplified Explanation:

 Objectives: Determine what you need to achieve and tailor your models accordingly.
 Stakeholders: Involve the right people to get accurate and comprehensive input.
 Tools: Use whiteboards and sticky notes for flexible and interactive process mapping.
 Validation: Review the diagrams with stakeholders to ensure they are correct and
complete.
Practical Use:

 Workshops: Set up workshops with clear goals and the right participants to gather
accurate information.
 Whiteboards: Use whiteboards for initial brainstorming and outlining processes.
 Sticky Notes: During workshops, use sticky notes to map out processes interactively.
 Walk-Throughs: Validate your diagrams by walking through them with stakeholders,
ensuring everyone agrees on the process.

By following these steps, you can effectively put your business process modeling into action,
ensuring that your models are accurate, comprehensive, and useful for your organization.