1Choose the process you want to map (10 mins)

This sounds really obvious right? Why would you choose a process you don't want to map?

It's important to be specific about what process you're going to map and document. Otherwise you'll waste time during the workshop which is coming later.

Also, don't get carried away and be too ambitious. Pick a process that's going to be used by most of the team, most of the time. Also consider processes that provide the most value.

2Gather the SMEs (Subject Matter Experts) (10 mins)

Getting the right people involved is crucial. Otherwise you'll end up with a process that doesn't work. You'll need to find the Subject Matter Experts or SMEs. Typically, these are people that will actually perform the process or manage it - preferably both.

Most importantly, you need people with a good understanding of the process so you can remove any guesswork.

Some great candidates are those that have previously complained about certain processes or highlighted issues with them. Not only will they understand any process shortcomings, but their involvement in mapping the process means they have some ownership of it. That makes them more likely to use the process and actually promote to others.

Peer advocacy is very powerful.

3Workshop the process (30 mins)

Face-to-face is, and probably, always will be best. But most of us are used to online meetings, that they can work well too. Services like Zoom, WebEx and GoToMeeting have whiteboard and markup features. They're just a bit harder to manage.

If you're going online, make sure you can easily share your screen with others.

Equipment

If you're face-to-face you'll need these for your workshop:

~ Whiteboard
~ Pens
~ Sticky notes*

*these are great as they're easy to move around and group together

Again, the online options have these equivalents, but old school methods are favoured by a lot of people. It's more fun too!

Discussion

You'll need to talk about and confirm the following key elements for the process:

1. What needs to be done? (Those are your tasks, activities and actions).
2. What decisions need to be made or what questions need answers.
3. Who is responsible for the above?

Many will argue that time is also an element, but that's largely determined by the order of the flowchart. You can always include things like turnaround times, particularly if they are stipulated in contract or regulatory documentation.

Mapping

Use a sticky note for each action and task. Place them on the whiteboard as you go. And... turn a sticky note 45 degrees to create decisions or questions. It doesn't have to be pretty. Concentrate on getting the elements right and, in the right order.

Once you've got the basic elements in their correct positions, tidy it up and draw arrows that indicate the flow:

NOTE: You don't have to use different coloured sticky notes but it can help with clarity.

4Draw the process (15-30 mins)

Specialist applications like Microsoft Visio make it easy to create the diagrams. There are also online applications and you can even use Microsoft PowerPoint. It doesn't really matter as long as the flow diagram is usable.

If this is your first time, it will be slow. But with practice, you'll think of ways to make the diagram simpler and you'll be better at using the application.

Just remember, a simple diagram with as few steps as possible, is easier for people to follow and, more importantly, actually use. Simple is open to interpretation, but a flow diagram must be understood by its intended audience and they should be able to follow it without any additional training or guidance.

If it creates more questions than it answers, then you've got it wrong. 

Here's a very simple flow diagram for making a cup of coffee:

It contains just three shapes. But no swim lanes, because they're not needed. Chances are that your processes will be more detailed than this one and include swim lanes so you can tell who's responsible for what.

Here's a basic RFI flow diagram:

The swim lane headings are generic here. This means it could work for a number of different scenarios. For example, a sub-contractor might start the process or, maybe the main contractor does.

Don't stress about colour. It's used here for legibility and the colours don't mean anything.

5Test the process (10 mins)

Finally, you need to test the process. A good idea is to role-play with your colleagues. Each of you can play a part and carry out the actions.

You can even use some simple props to make it more realistic.

This will quickly identify if any of the steps or actions are wrong. Don't waste too much time getting into the details and don't be afraid to make minor amendments as a result of the testing.

You're trying to get to a point where you're happy that the process works and is ready to be used.

That's the end of the Play.

Now it's time to document it.