Stages in process scope mapping

The intentional design in the Process Scope Mapping defines the changes at the macro level that will achieve the improvement of the company, as well as planning the strategies to follow. This first stage is known as the starting point, indicating the activities that will be carried out and how they will be done. It helps to have a clear idea of ​​the process of the expected changes as the process to fulfill them….

stages-mapping-scope-processes-m

Introduction.

The topic on which this article focuses is "the mapping of the scope of processes", this in addition to being interesting is of great importance. The mapping is related to the changes that individuals, organizations or certain groups may have. These changes are called “scope”, hence the name.

“Outcome Mapping not only provides an introductory guide to assessment mapping, it is also a guide to learning and increased effectiveness and reaffirms that being vigilant along the way is as important and crucial as getting to destination". (Sarah Earl, Fred Carden, Terry Smutylo, 2002)

Doing this is useful for complete and strategic reflection on how the desired results can be achieved. The scope mapping has three stages, each of which includes worksheets and tools to assist programs with the collection and organization of information on contributions. (Aiteco consultores, 2018)

If one of the goals of an organization is sound management and with a good orientation, it needs a transversal and global perspective, this pair can only be obtained with a process vision.

That is to say, staying located in our current situation, improving or even meeting the goals we want to achieve is possible with mapping, since with this we can plan each step we take as well as measure how much we achieve or achieve with these, but above all not to forget the plan that was designed for the development and growth of each of our processes.

This not only provides the assessment guide but is also considered one of the best learning guides and lessons.

Key concepts.

To better understand the topic, it is necessary to know certain concepts as well as understand their meaning, this is vitally important.

• Mapping:

Diagram that consists of graphically showing, through symbols and diagrams, the set of activities of an organization, either in a general or specific way, that is, for a department such as purchasing, marketing, sales, distribution logistics, etc. (Pool, 2014)

• Process:

Set of activities that are related to each other to achieve a common goal. It should be noted that there are different types of processes, which will be presented later. (Pool, 2014)

Background.

One of the main antecedents is the year 1885, in this a man named GilbrethI use the mapping as a reference to the work done, so I detect that the masons used different processes to carry out their tasks. In this way, he analyzed more effective processes in order to eliminate exhaustion and movements that symbolize waste of time. (Rivera, 2014)

The prospect of process scope mapping is not a current event, one of its greatest impulses was in the year 1980, by the guru Michael Porter, he himself proposed the concept of "value chain". Michael points out that an organization is a chain that, through a series of stages that add value to its group of customers, thus achieves a competitive advantage.

Activities according to Porter. (Aiteco consultores, 2018)

The primary activities, also called central, are all actions such as production, purchase, distribution or services, these are closely related to the company's product.

In contrast, support activities such as finance, human resources and management do not have a relationship to products, from the buyer's opinion they have no value, but without these, core activities would not be possible.

With this, we can consider Porter as one of the forerunners of process mapping. (Aiteco consultores, 2018)

Stages of process scope mapping.

Stages of process mapping, own elaboration with information from (SOSA, 2013)

First stage.

The intentional design defines the changes at the macro level that will achieve the improvement of the company, as well as planning the strategies to follow. This first stage is known as the starting point, indicating the activities that will be carried out and how they will be done. It helps to have a clear idea of ​​the process of expected changes and the process to achieve them. Indicates each of the responsibilities for direct or institutional partners. (SOSA, 2013)

The intentional design stage is the key to answering four critically important questions:

Outline of the questions first stage, own elaboration with information from (SOSA, 2013)

Here is an explanation of each of the steps that make up the first stage:

1. Vision: The vision includes all the goals that you want to achieve, in the long term, it is necessary to mention that these must be realistic since the vision is motivating and inspiring. Mission: It consists of describing the activities that we will develop, it is possible to mention to the public to whom the activities are directed and with the particularity with which these are achieved. Direct partners: They are the people with whom the program interacts. They are called “direct partners” because even though they work with them to achieve changes, they are not under the control of the program. Desired scopes: When the partners have already identified themselves, the scope that they want to achieve with each of them is defined.. The scope must be described and defined in relation to the changes that are to be achieved. Signs of progress:This presents a model for the direct partner, highlights the complexity of the change we want to achieve. The changes that you want to present at the end are known as "behavioral signs", which are divided into three:

• What we hope to see What we would love to see What we would like to see

These are defined by the following terms:

Duration or Degree of realism

1. Strategy map: It is a complete visual presentation of the strategies of an organization. Practices of the organization: This determines the practices that the program will carry out. Emphasizing the activities started. (SOSA, 2013)

Second stage.

Tracking scope and performance provides a framework for tracking progress and program actions in terms of meeting scopes. This stage encompasses the signs of progress, in this a strategy diary and a performance diary are used, this to follow up.

By using a monitoring framework at this stage, powerful information is obtained, while the third and last is further evaluated. (Sarah Earl, Fred Carden, Terry Smutylo, 2002)

The second stage has four steps:

1. Priorities for monitoring: Advising each step of the partners is not useful or possible, it must be clear what we want to monitor, choosing this can be complicated but for this reason it is very necessary to define the users, the need and purpose of learning, your time and accountability. When deciding what to advise, three questions should be considered, which will be very useful:

• Who will use it? o When is it needed? What is the information used for?

1. Scoping diaries: This is the report with the name “scoping journal” is a record that is related either indirectly or directly to the signs of progress. This newspaper is most useful at the end of the project in presenting the perceptible impact of the funds. The use of the newspaper:

Change history o Lessons o Unexpected changes o Reasons for change (who changed and who built)

1. Strategy journal: It is a record of the actions that were carried out at the end of the strategic map together with the results of the actions. This diary must be continually updated.

For daily use:

Resources invested o Lessons and recommendations o Activity and products o Effectiveness of products and activities

1. Performance Diary:

The performance journal is a report, a collection of meeting minutes showing the progress of the project. Although these diaries are not collection methods, they provide the type of information that can be collected and a format for presenting it. Use of the diary:

Lessons or Actions applied to put into operation (SOSA, 2013)

Third stage.

This last stage, which consists of planning the evaluation, allows the evaluation priorities to be developed. In order to evaluate with a mapping, it is necessary that the program has to prioritize to choose a strategy, this because the program will hardly have enough time to be evaluated.

One of the advantages that differentiates this stage from the previous two is that it allows the plan to develop evaluation priorities.

The third and last stage has a single step.

1. Evaluation plan: This is the description of the elements that will be evaluated, who will carry it out, the dates in which it will be evaluated and the costs. It is very important that the program does not forget to plan how it will work once the results are obtained, because obtaining them does not mean that they are totally useful. There are various evaluation methods or techniques that can be used to obtain the data necessary to create the conclusions. (SOSA, 2013)

Scoping mapping and other logical models

Scope mapping has great strengths, one of which is that it recognizes that each partner is equally important and has its own logic. This shows that the changes are not linear, that is, they are produced by different events.

Although there are different logical models that are equally useful and include the behavioral changes of the people or organizations that are requested, this does not mean that political or social changes are not measured.

The difference with other models is that the utility of the mapping of scopes is to guarantee the follow-up of a program and to establish if it has been possible to contribute to generating positive changes in behavior, in addition to promoting long-term changes in favor of development.

This methodology is said to be original because, instead of referring to the impacts it generated, it pays full attention to changes in behavior and group relationships, as well as the people who work in the program. (SOSA, 2013)

Benefits of process scope mapping.

• With this, different opportunities can be identified They are performance indicators A customer provider / active flow They have defined objectives to the organizational vision It manages to improve the flow of information between different functions Responsibilities and roles are distributed Functions located in a value chain (areas, organizational charts and departments Oriented flow (Pool, 2014)

Disadvantages of process scope mapping.

It is true that mapping is extremely useful for the organization, but there are also some points against it, that is, its management:

• Each person individually analyzes the process map, taking into account their experience but the understanding judgments are not equaled or approved In the maps it is not possible to see the reality of operation The codes and figures are not standardized (Zamora, 2016)

Process characteristics.

Here are some characteristics of the processes with which we can find ourselves within an organization:

• They can be defined: they have a beginning and an end; they convert inputs into outputs providing value and form products or services; They can be personified in diagrams. They can be repeated: series of activities that are repeated in a systematic way. They can be predicted: they can be controlled, stabilized and achieve consistent results. They can be improved: evaluation and continuous improvement. (POLYTECHNICAL INSTITUTE

NATIONAL, 2013)

Types of processes.

• Management processes (strategic): planning, resource allocation, communication, management review Realization processes (key processes): processes related to the organization's products, for example, customer-related processes, design and development, product realization Resource management processes (support): training, measurement processes, analysis and improvement (support): monitoring and measurement of processes and product, internal audits, corrective and preventive actions, evaluation of customer satisfaction. (NATIONAL POLYTECHNICAL INSTITUTE, 2013)

Types of documents.

• Valid documents to describe the quality management system: quality manual; quality plans Documents that create requirements: standards, specifications Documents that refer to how activities or processes are carried out: procedures, work instructions, plans Documents that provide suggestions or recommendations: guides Documents that provide evidence of the actions carried out and of the results achieved: records. (NATIONAL POLYTECHNICAL INSTITUTE, 2013)

Thesis proposal.

Implementation of process scope mapping to improve the process of school procedures in the administrative area of ​​the Faculty of Engineering of the Universidad Veracruzana.

Objective.

Reduce the time in which each of the school procedures is carried out, for a better use of the time of students and administrative staff.

Thanks

I thank my family, for giving me all the support and the drive to continue day by day, the Orizaba Technological Institute for opening its doors to me and allowing me to continue my studies with the Master in Administrative Engineering and Doctor Fernando Aguirre y Hernández for motivating me with their Knowledge in the Administrative Engineering Foundations seminar to carry out each of the assigned articles.

conclusion

As is known, there are various tools and methods to plan, execute and evaluate activities within the organization, one of them is the mapping of the scope of processes. This method is very simple and very flexible, unlike others that will allow us to identify areas of improvement in the organization in an organized way, such as discovering alternative methods for carrying out an activity, optimizing time, eliminating stages in some process. that almost or not add value and are costing the organization resources and be able to increase productivity significantly.

So the use of mapping should apply to all types of organizations, not only the largest, but also to SMEs., to be able to find areas of opportunity and help their growth.

References

• Aiteco consultants. (2018). Aiteco. Obtained from: https://www.aiteco.com/origen-del-mapa-de-procesos/INSTITUTO POLITÉCNICO NACIONAL. (2013). Workshop on Mapping and documentation of processes., (Page 86). México.Pool, YV (June 6, 2014). University column. Obtained from: http://yeux.com.mx/ColumnaUniversitaria/que-es-y-para-que-sirve-un-mapeo-de-procesos/Rivera, NH (November 27, 2014). Gestiopolis. Retrieved from https://www.gestiopolis.com/processing-mapping-/#pf6 Sarah Earl, Fred Carden, Terry Smutylo. (2002). Outcome Mapping: incorporating learning and reflection into development programs. Costa Rica: Tecnológica.SOSA, WL (2013). PROPOSAL FOR INTEGRATION OF SCOPE MAPPING AND THE LOCAL ECONOMIC DEVELOPMENT PLAN MODEL. UNIVERSITY MASTER IN DEVELOPMENT COOPERATION, 6-80.Wikipedia (2018). Wikipedia,The free encyclopedia. Obtained from https://es.wikipedia.org/wiki/Michael_PorterWikipedia. (2018). Wikipedia, the free encyclopedia. Obtained from https://es.wikipedia.org/wiki/Frank_GilbrethZamora, AH (November 18, 2016). Gestiopolis. Obtained from

He was an advocate of scientific organization and a pioneer in the study of motion, and is perhaps best known as the father of the authors of Cheaper by the Dozen (1948). (Wikipedia, 2018)

It is a recognized authority on issues of business strategy, consulting, economic development of nations and regions, and application of business competitiveness to problem solving. (Wikipedia, 2018)

Small and medium-sized companies are independent entities, with a high predominance in the commercial market, being practically excluded from the industrial market due to the large investments required and due to the limitations imposed by the legislation regarding the volume of business and personnel. (Wikipedia, 2018)

Download the original file