How do you know where an individual is heading, if he does not know the location or the route to follow towards his destination?
Without a doubt, it is important when starting a trip, to have a map that can indicate what are the steps to follow in order to reach a specific destination, and what are the signs that indicate that the correct route is being followed.
definitions-concepts-mapping-scope-processesIn the same way, a company or organization needs to know what its objectives and goals are, and what is the path that it must follow to be able to reach and fulfill them, and in general it needs to make a “map” that can facilitate the carrying out of the control and maintain order within it, and in each of its departments, as well as knowing what are its limitations or areas of opportunity in which it can be developed.
Now, a scope mapping is a methodology that is followed for planning, monitoring and evaluating the initiatives that are proposed to be carried out that may lead to change, in a system, in a process or in a channel. exchange of information. In the business world it is mostly used in the context of development projects, it has been verified that it has a diversity of applications and that it can facilitate change, generated by the implementation of new systems and procedures, where the behavior of human resources is key to achieving the proposed goals and objectives.
The Outcome Mapping allows to analyze and understand three key points in any development of innovative ideas, or in the development of changes within the organization or company, which are:
- Planning: What is being done? Monitoring: What do you want to know? Evaluation: What do you want to know?
With this in mind, it is possible to understand the need of a company to know what are the elements that surround any change situation that may arise, and the way indicated to be able to carry out those changes without negatively affecting production or stability. of each of the parts that make up the organization.
Definitions and concepts in a Mapping of Scopes.
It is necessary to know what are the main concepts that are handled in a scope mapping, to know what is the best way to interpret and apply them within an organization. The MA is focused on the change that has to be faced by the involved parties that commit to launch an initiative or a project that generates significant changes within an organization. It is not based on the development model, instead, it recognizes multiple possibilities in the development context, this makes it easier to make innovative proposals, or ideas that can improve something within a company.
In this case, the vision is not restricted to responding to problematic situations, but is inspired by an ideal world, promoting an understanding of the changes that are planned to be implemented for the development of some initiative or idea and the way in which the staff will be affected, proposing a collaborative environment that facilitates any new process or methodology. It is compatible with the logical framework that exists and with other planning methods, in such a way that, if appropriate, it can be adapted to give a new social approach that is broader and more participatory.
In addition, it allows gathering the necessary information that will emphasize the changes that the human resource involved will undergo, and in which development is planned to consolidate, making visible the value of an investment in terms of social change.
In the context of Outcome Mapping, it can be said that there is no “success” defined as such, there is no concept in which it can be mentioned that the development process has already been completed, or that one cannot go any further. However, it is always desirable to be able to achieve the objectives and goals outlined from the original design, you can get to implement the strategies and tools to use according to the design, and in the same way you can get to present different variants or changes depending on the functionality that is required. In some cases, at the moment in which it is sought to reach the established objectives, more favorable situations arise or those that present better expectations than the results that were sought, and in this way the direction that was taken can be accepted or changed,always as the main purpose, to be able to contribute with the vision.
The scope mapping does not seek to try to control the behavior that human resources may present, since it is defined as behavior change as something essential for development and it can be assumed that people are the ones who have the autonomy to be able to change their behavior or keep it unchanged, depending on how new ideas, or innovative ideas require it. Signs that you are on the right track, and that there is some progress, reflect autonomy and ownership on the part of the parties involved. The control that an administrative and technical team can have in the MA is exercised over its own resources.
MA is not for everyone.
This methodology presents different competitive advantages or benefits that can be presented in a company or organization, however, it cannot control everything or it cannot generate results in any situation, therefore it is necessary to define in which situation it can be applied and in which not. Some key points are mentioned:
Range Mapping can be used, if desired:
- Make transparent the contribution to development and social transformation that exists, giving full accounts. Give support so that the fundamental results of the parties involved can be achieved to contribute in this way to long-term sustainability. Promote learning, adaptation and innovation needed for authentic development Combine inclusive and participatory monitoring and evaluation with the planning methodologies and tools you want to address Recognize the contribution of multiple stakeholders on social change and development in their Different scales and areas Recognize and document the complexity of changes for social learning and local development, whether expected or not, favorable or not favorable.Attend and give a correct approach to the importance of behavioral changes, for the appropriation of development. Promote principles of participation and balanced relationships between those involved.
The use of Outcome Mapping is not recommended if you intend to:
- Carry out an audit to account only for the financial investment. Measure the impact and other factors related to the implementation time of the initiative. Carry out a follow-up with an emphasis on quantifiable data. Measure a project related to infrastructure or direct services. Demonstrate project attribution and explain cause and effect processes.
Features of a Outcome Mapping.
- It is the methodology that gives the basis of the work so that a planning and evaluation of the capacities can be carried out, by the programs that are available. It works as a complement to other evaluation methods It takes into account the changes in situation that lead to societal behavioral changes. Takes the perspective of evaluation through learning and use. Facilitates and provides partners with tools, techniques, methodologies, and resources for development contribution. Provides framework and language You need to be able to interpret the changes and evaluate the efforts being made.
Stages of MA.
Outcome Mapping can be clearly divided into three phases:
- Intentional design, scope and performance monitoring, evaluation planning.
The author Ambrose (2009) presents a more complete division of the stages and phases that are carried out in the implementation of a Outcome Mapping (Figure 1).
Figure 1. Mapping of Scopes. (Ambrose, 2009)
The first stage is entitled "Intentional Design", this serves to give guidance at the macro level of systematic competitiveness, which includes the strengths and weaknesses that may be had, and which determine local, regional and international development capacities (Zaffora, 2011) and that in some way or another will contribute to the changes to plan the strategies. At this stage some questions are answered, which, in turn, will allow us to specify some key points.
| Question | Specific point |
| Why? | Vision to be had and to which the program will contribute |
| Who? | Refers to direct program partners |
| Than? | What are the changes that will be generated? Desired scope and what are the signs of progress |
| How? | Mission, strategy maps, organizational practices. |
The second stage of the MA is the “Monitoring of scope and performance”. In this stage, the framework in which to work will be generated and the continuous monitoring of the actions of the established program and the progress of the direct partners will be carried out. This will facilitate the way in which data will be collected in order to evaluate the results obtained through certain tools such as:
- Scope diary (Progress) Strategy diary (Strategy map) Performance diary (Organizational practices)
In the third stage of the Mapping of scopes known as the “Evaluation planning”, the evaluations of the program are identified and given priority, since it is the evaluation plan that will be carried out.
Theoretical bases and fundamental principles.
The Outcome Mapping process has a solid foundation in the theoretical foundations and in the principles that give it specific qualities such as planning, monitoring and evaluation methodology. These theoretical bases are not really very novel, however, the MA allows the use of tools so that what is derived from them as main arguments is put into practice.
On many occasions, companies or organizations that implement a MA process come to the conclusion that the method represents a paradigm of constructivist development; because it can be mentioned that the world is not predictable and often does not have the desired characteristics, but, in this way, new understandings, ideas and collective actions can be built when the space for dialogue, participation and experimentation.
Below is a table that shows the principles and theoretical bases, which are fundamental in the application of a MA system. (Figure 2)
Figure 2. Theoretical foundations and principles of MA. (Ambrose, 2009)
The way in which it is implemented.
As mentioned, the Outcome Mapping has three stages, however, it is important to consider as essential to put one that has been called as Situation Analysis. In this way, the route offered to put this methodology into practice is outlined:
- Analysis of the situation (Stage in which the context of initiative or project is disclosed) Intentional Design (To carry out the explicit, that is, what you want to do and the way in which you plan to do it) Follow-up design (Give focus, feed back performance, guide reflection and identify lessons for development. Self-evaluation (Have the measure of the contribution that was specifically proposed in the intentional design)
The protagonists.
They can be divided into:
Direct Partners
By asking the key question, to know who can assume the responsibilities of the changes: Who are considered to be the people who combine willingness and ability to carry out the changes mentioned in the vision of the project or proposal?
Normally, organizations or people that, although they could be key, do not have the interest or do not have a thought of change or to undertake any innovation are displayed in the first instance. Sufficient information should be provided that can help make the initiative attractive, but if there is still no interest, you cannot be considered a direct partner.
The criteria to be able to identify a Direct Partner are:
- That they can better assume the changes that are going to be made within their life project, that they have the capacity to take advantage of the support provided by the initiative, that they must have the capacity to make agreements and a willingness to respect them. it has to be a close organization or person, the most important thing is that it has the mentality to undertake change
Administrative and Technical Team and Strategic Partners
This team must be clearly identified once the actions to be developed have been specifically defined. This part will be responsible for carrying out the strategies and practices of the Organization. In the same way, the strategic partners will be immersed because their main role is to help implement the strategies that will facilitate the changes of the direct partners, independently or in conjunction with the administrative and technical team. The direct partners do not have responsibilities for change, but for support.
Three degrees of progress signal are dealt with.
The signals called "expected" are those that refer to reactive changes, which take precedence because they can trigger the initiation of change actions in the process.
The signs "Serious positive" are those referenced to the most elaborate changes, resulting from learning and transformation from exchanges and new experiences.
Signals "Serious ideal" are the signs that indicate the changes at the initiative of the partners inspired by the changes already achieved. You can make adaptations of procedures for your own needs, produce reference material, build or rebuild relationships, propose new training events, etc.
Conclusion.
It is necessary to know all the strategies, tools or methodologies that are available to any person or organization, so that the multiple solutions that exist for certain problems can be observed.
This mapping undoubtedly allows us to know and define more precisely what the proposed objectives and goals are, and to propose solutions to the obstacles that may arise, in this way we can trace the route to follow in order to reach a condition or a specific position.
The change will always generate conflict in the human resources of a company, since it generates a certain degree of uncertainty and nerve, however, if the aforementioned strategies are applied correctly, the development of these changes will be facilitated, and even more can be promoted on its own initiative staff, who are more in contact with the different areas of the company, where they plan to implement new systems, processes or ways of working.
Thesis proposal.
Mapping of the scope of the processes carried out in a company in the region.
Objective.
Implement a system of studies, strategies and methodologies that allow developing a mapping of the scope of the processes carried out in a company, according to the factors of the region.
Thanks.
Special thanks to the Technological Institute of Orizaba, Professor Dr. Fernando Aguirre y Hernández, who teaches the subject of Fundamentals of Administrative Engineering, for all the knowledge he shares with his students and the Master of Administrative Engineering that promotes the culture of learning. As well as thanking CONACYT for the support provided and for the areas of opportunity that it generates, with its different programs for graduate students.
Bibliographic references.
- Gómez Suárez Domingo. (2013, November 14). Mapping the scope of processes in the company's strategy. Recovered from: https://www.gestiopolis.com/mapeo-del-alcance-de-procesos-en-la-estrategia-dela-empresa/ Alamillo Reyes Karla. (2013, May 14). Process scope mapping. Recovered from https://www.gestiopolis.com/mapeo-de-alcances-de-procesos/Kaia Ambrose and team from the Latin American Center for Outcome Mapping. (2009). Outcome Mapping Notebook A GUIDE TO FACILITATION. Ottawa, Canada: CLAMA.Beatrice Briggs. (2009). Mapping Scopes A practical manual for using Scoping Mapping in Community Development processes. Ottawa, Canada: CLAMA.
