Maps are cognitive guides that tell us where we are, they give us support to locate ourselves in the current moment with respect to the place where we were previously and in this way to be able to plan the place where we are going to go.
When speaking of process scope mapping, it is obvious that change is an immense and very complex territory, as is evaluation in the area of development. When we try to traverse this territory we are faced with uncertainty, mountains of data and roads that lead nowhere. After analyzing this, it is obvious that it is much better to traverse this territory with a map.
Process scope mapping is developed in organizations where monitoring and evaluation are primarily intended to contribute to learning and improving programs.
This is how we got to process mapping, its methodology and innovations. To draw valuation maps, learning, the journey is as important and decisive as reaching the destination.
CONCEPTUALIZATIONS
Mapping definition:
"They are the set of resources and actions available to the organization to be sustainable and that its actions are consistent with its mission." (Pacheco Arrieta, 2009)
The mapping refers to the set of actions and resources that are available to support members and direct partners to make their changes.
"It is the representation on paper of each of the steps of a process to detect trends and evaluate their performance" (REDLABORAL.NET, 2012)
Definition of scopes:
“Outcomes are defined as changes in the behavior, relationships, activities and / or actions of the people, groups and organizations with which a program works directly” (Earl, Carden, & Smutylo, 2002)
"Those changes that occur in the relationships, activities, behavior and actions of the direct partners that can be seen as a result of the activities of the program, although they are not directly motivated by it." (Pacheco Arrieta, 2009)
Process definition:
"They are the interrelated and interdependent actions that make up the entire operation of the administration, involving different activities with a tendency to pursue an end through the optimal use of human resources, materials, financing and technology." (REDLABORAL.NET, 2012)
"It is a continuous and repeatable series of related activities that use resources to transform one or more inputs into one or more products creating value for the customer" (Pemex Aprendizaje Virtual)
WHAT IS SCOPE MAPPING?
Outcome mapping is also known as OUTCOME MAPPING in English.
It is a methodology that works as an evaluation and measurement method of impacts that cause support, financing and promotion programs and initiatives, and manifests itself in the form of projects, activities or strategies.
Outcome mapping specifically looks for outcomes that reflect a change in behavior. These outcomes may be linked to some other program activities, although they are not necessarily caused directly by them. These changes are intended to contribute to some specific aspects of human and ecological well-being, thus providing direct partners with new tools, techniques and resources to collaborate with the development process.
Outcome mapping focuses on outcomes rather than impact and starts from the principle that partners control change and that external agents, development programs only facilitate the process, it focuses on the way programs facilitate change rather than how to cause or control them.
Outcome mapping also recognizes the complexity of development processes, analyzes logical links between interventions and outcomes, and locates program goals.
However, Outcome Mapping requires the participation of all program staff and partners.
STAGES IN SCOPE MAPPING:
STAGE ONE: INTENTIONAL DESIGN This stage is carried out after the program has chosen its strategic orientation and is directed to planning its goals, partners, activities and progress in relation to the desired results. During this first stage, the following questions can be answered:
This first stage covers a total of 7 steps out of a total of 12, then the 7 steps of the intentional design stage are described:
- STEP 1: VISION:
The vision statement describes the reasons why the program intends to contribute to development, providing the necessary inspiration.
Until this step you can use the following Concept Sheet that covers from step 1 to 4
- STEP 5: SIGNS OF PROGRESS:
At this stage they should be prioritized with respect to monitoring and evaluation; In this way, a monitoring framework is obtained for the actions to be carried out in the program and the progress of compliance with the scope of the direct partners, defining what strategies and practices have been used to achieve the changes.
This stage also provides a structure to follow up on each of the elements that are interacting with the process scope mapping.
This second stage is made up of the following 4 steps out of the 12 totals, which are described below:
- STEP 8: PRIORITIES FOR FOLLOW-UP
In this step it is necessary to establish priorities for monitoring and evaluation; Therefore, we must first define what should be followed up on an ongoing basis since it should be evaluated in greater detail and depth. There are 3 types of information in scope mapping:
- Achievements of the scope by the direct partner Program strategy to promote change in direct partners Organization practices of the program so that it continues to be innovative, relevant and viable.
Here is an example of a Tracking Sheet:
- STEP 9: REACH JOURNALS
| Purpose of the Outcome Journal | Capture the progress of direct partners |
| Using the Outcome Journal | • History of change
• Reasons for the change (what change and who contributed to the change • Unexpected changes • Lessons |
| Examples of modifications to newspapers | • Field diaries for the administrative technical team to record observations on changes in behavior in direct partners.
• Convert the progress signals into quiz questions with space to quantitatively rate each signal and with space to add comments |
Examples of Tracking Sheets for Outcome Journal:
- STEP 10: STRATEGY JOURNAL
| Purpose of the daily scopes | of | Identify how the project or program is contributing to the change of the direct partners to feed the work plan. |
| Using the Outcome Journal | • Resources invested
• Activities and products • Effectiveness of activities and products • Lessons and recommendations |
|
| Examples of modifications to newspapers | | Conversation guide for team meetings |
| | Electronic database that the team continually populates when there are observed changes. |
Evaluation resources and activities that may be most helpful are identified. In other words, at this stage the elements of the evaluation are described and an evaluation design is presented.
Basically this stage is made up of the last step of the 12 total steps to carry out scope mapping, this last step is described below:
- STEP 12: EVALUATION PLAN:
This plan offers a brief description of the main elements that the program must take into account when conducting said evaluation. The information contained in this evaluation plan will serve as a starting point for the design. Below is an example of the evaluation sheet for the evaluation plan.
ADVANTAGES AND DISADVANTAGES OF SCOPE MAPPING (Dorantes Salgado, 2014) :
| ADVANTAGE | DISADVANTAGES |
| Allows and encourages transparency | Confusing terminology |
| Delimit spheres of influence | Little quantitative |
| Description of systemic change | Little orientation to results |
| Definition of change based on the individual change of the actors | Little known methodology |
| Generate special evaluation and monitoring systems for each sphere of influence | No measurements |
| Learning orientation | There is no concept of success or failure |
| Allows observation and monitoring |
PROCESS MAPPING:
It is a value diagram; a graphical inventory of an organization's processes. The process map provides a global-local perspective, forcing each process to “position” with respect to the value chain. However, it also relates the purpose of the organization to the processes that manage it.
TYPES OF PROCESSES:
- Key processes: are those that are highly linked to the services provided, are customer-oriented and requirements. Various areas intervene in them and are usually the ones that use the most resources Strategic processes: they are established by senior management, define how the business operates, define how value is created for the customer and for the organization, and support decision making. decisions about planning, strategies and improvements in the organization. Support processes: “The support processes are those that serve as support to the key processes. Without them, neither key nor strategic processes would be possible. These processes are, in many cases, decisive so that the objectives of the processes aimed at meeting the needs and expectations of customers / users can be achieved. " (Macías García, and others,2007)
TOOL FOR PROCESS ANALYSIS: FLOW CHART
For the analysis the most used tool is the flow chart. The flow chart is the graphical representation of the process. The flow chart should be prepared at the same time as the process description is made, thereby facilitating the commission's work and understanding the process.
- Establish the starting point and the end point of the process Identify and classify the different activities that make up the process to be carried out, the interrelationship between them, the decision areas, etc.
Flowcharts use one of the predefined symbols to represent the flow of operations with their relationships and dependencies. Here is a symbol model for the flowchart:
BENEFITS OF PROCESS MAPPING:
- Provides a global vision Shows relationships and roles Helps to explain the process Identifies the procedures and work instructions that are required to be documented Helps to simplify process activities, as it facilitates the identification of unnecessary complexities or repetition of tasks.Helps to standardize the process.
CONCLUSIONS:
Outcome mapping is a little known methodology, however it can be of great help for organizations, through scope mapping not only the impacts of development and change are known, but also to what extent it has contributed to the achievement of the scopes.
Through scope mapping, the development of any project can be located and evaluated. However, you can know how flexible the project and the organization are to changes, always looking for continuous improvement.
THANKS:
I thank my alma mater the Orizaba Technological Institute, Professor Fernando Aguirre y Hernández who teaches the subject of Fundamentals of Administrative Engineering for showing us that we are capable of writing articles on various topics, for promoting the habit of reading and above all for helping us realize what we are capable of achieving.
BIBLIOGRAPHY
- Ambrose, k., & Latin American Center for Outcome Mapping. (2009). Outcome Mapping Notebook: A guide for facilitation. Canada: International Development Research Center Dorantes Salgado, D. (2014). Comparative analysis of the Logical Framework and Outcome Mapping methodologies for Project Design in Federal Government and Civil Society. Mexico: Latin American Faculty of Social Sciences, Academic Headquarters of Mexico. Earl, S., Carden, F., & Smutylo, T. (2002). Outcome mapping: Incorporating learning and reflection in development programs. Canada: Regional University Book Macías García, M., Alvarez Delgado, J., Rojas Fernández, C., Grosso Dolarea, S., Martínez Sancho, M., Sánchez García, M., & Barcala Lechugo, E. (2007). Process management at the UCA:Guide for the identification and analysis of processes. University of Cadiz, Pacheco Arrieta, J. (2009). Outcome Mapping: A Practical Manual for Using Outcome Mapping in Community Development Processes. Canada: Latin American Center for Outcome Mapping CLAMA-LACOM.Pemex Aprendizaje Virtual. (sf). Learning guide: Process Mapping. Obtained fromAprendizaje Virtual: http://aprendizajevirtual.pemex.comREDLABORAL.NET. (NOVEMBER 21, 2012). BUSINESS COMMUNICATION OF HUMAN RESOURCES. Obtained from REDLABORAL.NET:http://www.redlaboral.net/tips/mapeo-de-alcance-de-procesos-outcome-mappingomPemex Virtual Learning. (sf). Learning guide: Process Mapping. Obtained fromAprendizaje Virtual: http://aprendizajevirtual.pemex.comREDLABORAL.NET. (NOVEMBER 21, 2012). BUSINESS COMMUNICATION OF HUMAN RESOURCES. Obtained from REDLABORAL.NET:http://www.redlaboral.net/tips/mapeo-de-alcance-de-procesos-outcome-mappingomPemex Virtual Learning. (sf). Learning guide: Process Mapping. Obtained fromAprendizaje Virtual: http://aprendizajevirtual.pemex.comREDLABORAL.NET. (NOVEMBER 21, 2012). BUSINESS COMMUNICATION OF HUMAN RESOURCES. Obtained from REDLABORAL.NET:http://www.redlaboral.net/tips/mapeo-de-alcance-de-procesos-outcome-mappingom
