INTRODUCTION
The next reading explains what scope mapping is, the phases for its implementation are also detailed, the process mapping, how to carry it out and its importance is also explained.
DEVELOPING
DEFINITIONS
Outcome Mapping (MA) is a methodology for evaluating and measuring the impact caused by support, financing and promotion programs and initiatives, expressed in the form of projects, activities or strategies. (INC, 2015)
Process mapping is a methodology that allows to elaborate a graphic representation of a process, showing the sequence of tasks that are executed. (HERRERA, 2009)
SCOPE MAPPING
Outcome Mapping is carried out in three stages. Intentional Design: this stage serves the program to establish a consensus on the changes at the 'macro' level that it will contribute to generate, as well as to plan the strategies that it must use. In this phase, four questions must be answered:
- Why? (What is the vision to which the program wants to contribute?) Who? (Who are the direct partners of the program?) What? (What are the changes to be made?) How? (How will the program contribute to the change process?)
Achievement and Performance Monitoring: generates a framework for continuous monitoring of the program's actions and the progress of the direct partners, regarding the achievement of the achievements. It is largely based on a systematic self-assessment, and provides the following tools to collect data on the elements identified throughout the intentional design stage:
- "Outcome Diary" (signs of progress) "Strategy Diary" (strategy map) "Performance Diary" (organization practices).
Evaluation Planning: allows the identification and development of evaluation priorities for the program in question.
The following image shows the three stages of scope mapping and the steps in each of the phases.
Mapping steps and their scope
In the first part of intentional design, the design of the program is carried out, the objectives of the program are defined for the benefit of development. The vision describes the reasons for the program's existence. Mission, strategy maps, and vision program practices are also part of this part.
Step 1 Describe the vision
It reflects the large-scale development-related changes that the program wishes to achieve. Description of the changes:
- Environmental.PoliticalEconomic
Although the descriptions of the objectives to be achieved through the program are made, the vision pushes the limits a little further, that is, it has a greater long-term scope. Describing the vision correctly is essential, since it is the ideal that the program seeks.
Step 2 Identify the mission of the program
The mission is where the reasons for the program's existence are described in relation to the vision, the areas where the program will be developed are indicated, to bring the vision of the program from theory to reality. It is the representation of what the program aspires to support the achievement of the vision.
Step 3 Identify direct partners.
Direct partners are those with whom the program interacts. These actors are called direct partners because although the program works with them to generate change, they are not under the control of the program, since the power to influence development belongs to them. When listing all the direct partners of the program, it is necessary to emphasize those with whom you will work directly. There are other actors who are influenced by their program but whose objectives they do not want to influence directly can be used as "strategic partners" in order not to lose them but to keep them provisionally to resume them later. Although alliances can be made in order to influence those that are intended.
Target Group or Beneficiaries, this category is not addressed by the scope mapping but it must be mentioned, it is a group or organizations that will be directly benefited if the vision established in the economic, political, social or environmental conditions is achieved. Maintain monitoring of direct partners to verify if there are new direct partners or those that were important now are irrelevant, as a consequence it will be necessary to readjust the intentional design.
Step 4 Desired Scopes.
When the most relevant direct partners have already been identified, the scope to be reached with them is established. It is necessary to describe the scope in relation to the changes that are required to be obtained, that is, that the success of the program will be measured in achieving the changes that we want, they will reflect the way that an actor can behave and relate to the program. Scopes do not have to include information on program strategies and activities, an example of how they should be stated:
Desired scope X: The program would like to see (direct partner) who / is.
Step 5 Develop signs of progress.
The set of signs of progress represents a model for the direct partner that highlights the depth and complexity of the change sought.
There are 3 types of signs of progress named as:
- What you expect to see What you would like to see What you would love to see
These three signs of progress can be defined by two terms: duration and degree of realism. For the effect of duration, in the first type of signal it is imminently responsible for those expected during the same project; Related to “what you would like to see” is a long period of responses that you expect to see at the end of the project and “what you would love to see” are responses that one would like to see months or years after the project ended. For the degree of realism in "what you expect to see" is associated with brutal realism; for "what you would like to see" it is somewhat idealistic; "What I would love to see" are actually unrealistic.
Step 6 Strategic map.
The strategy map is a visual representation of the cause-effect relationships between the components of a company's strategy, it is as revealing for managers as the scorecard itself. Provides a consistent and uniform description of the strategy to manage objectives and indicators.
Cells are used where each one has a coordinate called I1, I2, I3. They are classified as the tactical class (internal or individual) and are directed at certain people, groups or organizations. E1, E2 and E3 are those that are directed to the environment where a specific group and individuals develop, it is the tactical class (external or environment).
These two types of strategies are divided into 3 categories: 1 are causal, 2 are based on persuasion, and 3 are based on building support networks. This does not mean that it is necessary that all strategies must fill all cells, sometimes they will be free.
| Strategy map | |||
| Strategy | Causal | Persuasion | Support |
| I1 | I2 | I3 | |
| Directed towards a person or
specific group |
Cause a direct effect. Produce a scope (hand over money, get research, write or report.)
What will be done to produce an immediate result? |
Generate a new way of thinking, new skills.
Be guided by the specialists Have a single purpose. (Training activities, improving skills, methodological workshops) What will be done to build capacity? |
Build a support network
Letting yourself be guided by a supporter / tutor who guides the changes over time (person or group). Participation is more frequent and sustained Consolidate autonomy Multiple purposes (cover more ground) (program members providing guidance and input on a regular basis, a |
| specialist, management, fundraising)
How will you provide sustained support, guidance to the direct partner? Who will take over? |
|||
| Strategy | Causal | Persuasion | Support |
| E1 | E2 | E3 | |
| Directed towards the environment of the person or group | Change the physical or political environment.
Incentives, regulations, guidelines (technical transfers, changes in |
Spread the information / messages to a wide audience
Create a persuasive environment Change / alter |
Create a learning / action network. Direct partners work together and collectively to support each other (research network, participatory program of
investigation) |
| political, internet access, terms of
reference) What will be done to change the physical or strategic environment? |
the message transmission system
(radio, tv, internet, publications, conference, conclusions, workshops) How will you use the media communication or publications to promote your work? |
What are the networks / relationships that will be established or used? |
Step 7 Organization practices.
In this step the practices to be carried out by the program are determined. Focusing on the activities undertaken and that should be best suited to contribute to change. The 8 practices offer the program a method to consider the ways in which they work with a broader view:
- Seek new ideas, opportunities and resources Seek feedback from key sources of information Seek support from the closest higher authority Assess and reconfigure products, services, systems and procedures Check past customer satisfaction for value Added Share the best knowledge Experiment to remain innovative Reflect at the organizational level
Step 8 Priorities for follow-up
In this phase you must limit and be strategic about what you want to monitor. Choosing what to monitor and evaluate can be a difficult task, so it is necessary to determine the users and uses of the information, the need and purpose of learning, accountability, spaces, time for learning and for accountability.
It is necessary to choose what to advise, delimiting it with the following questions:
- Who will use it? What will the information be used for? When is it needed?
Deciding how to advise.
- What components will be monitored? How and when is the data collected? Who will collect? Who will analyze, organize and package the data? Where and when will it be discussed and used?
Step 9 Outcome Journal
In this part, a descriptive record is made that are directly or indirectly related to the signs of progress, its purpose is to take note of those unusual and spontaneous attitudes, which are highly significant at the time of integrating data to make value judgments. The scope diary is most useful at the end of the project in presenting the visible impact of funds, although it can be presented at intervals. Use of the diary:
- History of change Reasons for change (who changed and who built) Unexpected changes Lessons
Step 10 Strategy Journal.
It is a record of the actions carried out in terms of the strategic map, together with the results of such actions. The strategic journal must be continuously updated. Daily use:
- Invested resources Activities and products Effectiveness of activities and products Lessons and recommendations (strategies to be eliminated or added; balance and combination of strategies
Step 11 Performance Journal.
This is a report called a performance journal, it is essentially a collection of minutes or minutes of meetings where the issue of project progress is addressed in relation to the organization's practices.
However, the diaries offered by the scope mapping are not data collection methods, they provide a framework on the type of information that could be collected and a format to present, with the possibility of storing such information, suggest ideas to develop tools such as surveys, interviews, focus groups, among other methods. Use of the diary:
- Actions applied to put into operation
Stage 3: Planning the evaluation.
Outcome mapping provides a method for the program to prioritize and develop the evaluation plan, so that evaluation resources and activities can be directed to the area of greatest utility. Describe the main elements to be carried out.
Step 12 Assessment plan
It is the description of the main elements, such as the aspects to be evaluated, the evaluation methods, who is in charge of carrying it out, the evaluation dates, the information sources (from whom the information will be obtained), and the costs. However, the program should not forget to plan the way in which it will work with the results, since the fact of obtaining them does not imply that they will automatically be useful. Knowing how to judge the situation is the simplest element of the evaluation, and that the most difficult thing lies in the policy that must be followed to ensure that the conclusions are used.
There are evaluation methods, techniques and tools that can be used to gather relevant data to form conclusions, they are shown below.
| Evaluation techniques and instruments | |||||
| Affective | Observation | Checklist, stimulation scale, observation guide, anecdotal record, record of events. | |||
| Pedagogical techniques | Questionnaires, interview guide | ||||
| Socio- Techniques
metric |
Socio-gram | ||||
| Psychomotor | Observation | Checklist, estimation scale, observation guide, anecdotal record, factual record | |||
| Techniques
Pedagogical |
Written, oral, practical or mixed tests | ||||
| Cognitive | Observation | Checklists, estimation scale, observation guide, anecdotal record, record of significant events | |||
| Task Analysis | Checklist, estimation scale | |
| Techniques
Pedagogical |
Written, oral, practical or mixed tests | |
| Other strategies | Concept maps, mind maps, portfolio. | |
It is important to address these questions in order to clarify the relevant results.
- Who has the information? What documents contain that information? What perspective do these sources cover and to whom do these perspectives belong? What will be the most effective way to communicate the evaluation findings to users?
(EARL, 2002)
PROCESS MAPPING
BENEFITS OF PROCESS MAPPING
Provides a global vision.
Show relationships and roles.
Help explain the process.
It allows to identify the procedures and work instructions that need to be documented.
It helps to simplify the activities of the process, since it facilitates the identification of unnecessary complexities or repetition of tasks.
Helps to standardize the process.
STEPS FOR PROCESS MAPPING
- Identify the main results of the Organization or process (outputs) Identify immediate customers (internal or external) Identify the main inputs required by the process to produce each of the results Identify the origin of inputs (suppliers). Identify the main stages of the process (sub-process). Process-based approach STEPS FOR PROCESS MAPPING Manage the stages with a process approach Identify the interactions between each stage Identify the procedures to be documented for each stage of the process Establish objectives for each process and numerical indicators that indicate how far or How close to meeting the objectives Define the owner of the process and each stage, to ensure its correct implementation. (ISO, 2000)
PROCESS MAPPING TOOLS
Among the tools for Process Mapping, the following are mentioned:
- Simple Flow Charts IDEF Mapping Software Simulations
Simple Flow Diagrams: flow diagrams are used to graphically represent work processes and activities, they can be done by hand or through softwares, hand: Brownpaper, Post-its Software: Micrografx's, ABC Snapgraphics, IDEF (Integrated computer aided DEFinition): The IDEF family of methods was co-developed by industry and government (USA). Its purpose is to provide a comprehensive and flexible framework for describing, analyzing and evaluating business practices.
There is no property on the method and supported by international standards Simulations: Used to handle dynamic elements "What-if" and "To be" They allow to examine the potential for improvement of the processes before being implemented, They are useful to map complex processes, They serve to identify rates of use of money, people, time, bottlenecks, underutilized resources, etc. It is usually done through software. (CONZA, 2009)
PROCESS MAPPING EXAMPLE
Process mapping facilitates the monitoring and visualization of processes, an example shows how this mapping can be done.
Below is a chart that serves as a basis to determine which are the primary processes that the company must carry out to satisfy its customers:
Customer orientation, process mapping
Once identified, the process map can be defined.
The design itself corresponds to the ingenuity and creativity of the person or group of people who make it. Therefore, there are multiple ways to draw the map, but without ever losing sight of the primary objective. Which is to describe the interrelationships of these to obtain the products and services that are delivered to external customers.
There are other uses and applications to identify and interrelate processes, such as the well-known "value chain" and other very useful methodologies for management such as "Lean Manufacturing, which help senior management to identify and incorporate the differentiating elements. that will help retain and attract new customers.
As examples, several proposals for process maps that could be generated from this example are presented.
Process map
Process mapping
(TOBON, 2008)
CONCLUSION
At the end of this work, it is concluded that the process scope mapping is a very useful tool if an organization wishes to exercise traceability, control and direction of its activities and processes, therefore, the implementation of this technique must be a commitment of a company that wants to have a surveillance of its processes and therefore a continuous improvement.
THANKS
Thankful to God for all his blessings, also for the opportunity to work in the process of improving myself.
To my “alma mater” the Orizaba Technological Institute for their dedication in training quality professionals, to my MAE Professor Fernando Aguirre y Hernández for their dedication, dedication and commitment in sharing their knowledge.
To God for life and for science!
THESIS PROPOSAL
PROCESS SCOPE MAPPING IN THE PRODUCTION DEPARTMENT
Objective: implementation of process mapping in the production department, in an Orizaba company.
BIBLIOGRAPHY
- CONZA, C. (02 of 2009). SLIDESHARE. Obtained from http://es.slideshare.net/cconza/mapeo-deprocesos-1043684EARL, S. (2002). SCOPE MAPPING. Obtained from http://www.outcomemapping.ca/download/Mapeo_all%20Manual.pdf HERRERA, W. (FEBRUARY 2009). SLIDESHARE. Obtained from http://es.slideshare.net/Willy256/mapeo-de-procesos-1052895INC, FW (11 of 2015). WIKIPEDIA. Obtained from https://es.wikipedia.org/wiki/Mapeo_de_AlcancesISO. (2000). UAN. Obtained from http://calidad.uan.edu.mx/diplomado/documentos/modulo2/maproc.pdfTOBON, CH (04 of 2008). PROCESS MANAGEMENT. Obtained from
