Process mapping
The popularity with which maps were used throughout the world, caused that at some point in history they were also transferred to organizations, in order to be useful in a myriad of different uses, one of all these uses is It is located in the planning and direction that organizations must follow so that, by means of a visual representation of the possible scopes, actions can be taken that help us to meet the established objectives. This is where the organizational scope maps emerge.
Without the use of these tools, it is very difficult for the company to visualize a starting point in the incursion and search for the fulfillment of its objectives. The scope mapping and process scope mapping provide a direction guide towards learning and destination in the best decision making that the members of the organization can make for the benefit of all (Patton, 2002)
Definition
The scope mapping is defined as that methodology belonging to the Lean Manufacturing tool system whose objective is to evaluate and measure the impacts caused in the incursion and implementation of a series of issues such as financial support initiatives, promotion, etc., these should be expressed through projects, programs, activities and / or strategies so that they can be measured.
(Herrera, 2009)
According to the previous definition, scope mapping is presented as a structural method in the identification, planning, monitoring and evaluation of projects and initiatives launched, in such a way that its versatility encourages that they can also guide processes in organizational changes and in other situations inside and outside the organization related to human behavior as a key success factor.
Continuous monitoring of the impacts that all these factors may have is a key activity that organizations must take into account when developing and evaluating their objectives.
Process scope mapping in organizations
Taking as reference that the development and achievement of own and organizational objectives resides in the relationship that people have between them and their environment, the scope mapping tool pays special attention to individuals and organizations.
The innovation of this method applied in the current era already makes in its paradigm shift used in the monitoring and evaluation of programs, to focus on the changes that behaviors, human relationships, activities to be carried out and actions to be taken in account, reside in the outline of a program or project that agrees with all these variables above and can work closely with them to ensure the best results.
In other words, in organizations the use of process scope mapping is considered as that methodology that makes it possible to carry out the visual representation of the existing processes within the organization, in such a way that it allows to see the sequence of tasks. to be executed in all areas. The flexibility of the tool also analyzes the optimal communication that should exist between all these areas and activities, so that existing processes can be optimized and improve their efficiency.
Contributions
The scope mapping of processes in organizations provides a certain series of elements that are part of the organizational structure, among the most important are:
- Process scope mapping focuses on the work base that needs to be carried out for the planning and evaluation of the programs to be implemented or that have already been implemented Together with the use of other tools, it forms part of the organizational evaluation methods Identifies and takes into account the internal and external changes that occur in the organization and that have a direct impact on the behavior changes of its collaborators The evaluation of the method is seen from the perspective of constant learning It provides a series of tools, resources and techniques that causes all the collaborators contribute to the development of the programs Offers a field of work to continuously evaluate the development environment and the efforts made
In the same way, scope mapping recognizes the complexity of the processes in development and the context in which they occur, in such a way that it is in charge of analyzing all those links created in the relationships and tries to intervene in a specific way according to the present situation. Process scope mapping requires the participation of all collaborators and key partners of the program so that planning, monitoring and evaluation can be beneficial and understood by all.
Methods used
Within the scope mapping in organizations, planning, monitoring and evaluating a project are not events that can be separated, but on the contrary, they are designed to be related and produced in a dependent manner, that is, they feed on each other.
Due to the complexity and all the factors that can affect the study variables, the project will not be able to guarantee success if it is not evaluated periodically, so that from the situations that arise, strategies can be adapted that contribute to the development and care of it. Planning will then be carried out based on the knowledge and information that is obtained through the monitoring and evaluation of the tools used, in order to determine the most appropriate actions at each stage of the process.
The aid method for the contribution in the mapping of the organization's scope is represented by a series of questions divided into the following topics to consider and take into account:
- What are the development goals? How can Outcome Mapping help the program to achieve those goals? o Who are the partners and direct collaborators?
- What strategies must be used to ensure that collaborators and direct partners contribute to the development of the planned goals? o Identify and define the internal and external variables that will be critical for monitoring the project. To what extent have the scope been achieved? According to the established planning stages, what actions are considered to promote the achievement of the objectives? o According to constant monitoring, how good or bad has the performance been shown? o Have all the necessary tools and strategies been taken into account to meet the established goals? Method for evaluating the results Who and what has changed since the beginning of the scope mapping? o Has the change been managed and in what way? o If the objectives have not been met, is it necessary to change the strategies used orchange the stated objectives? Have the strategies used served the intended purpose? o How is it that the tools used exerted and generated a change in the actions of the people who are members of the organization? o What are the strategies, relationships and / or issues presented that deserve further study?
When to use a process scope map?
The mapping of process scopes is more effective in its implementation once the organization has established and oriented its strategic vision or identified its fields of action, in this way, it helps to select the means and tools to use in its processes and operational areas. The process scope mapping allows the design of a monitoring and evaluation system that helps the organization to manage the desired scope and objectives.
Once the fields of work have been identified, scoping mapping offers to be used at the following two levels:
- Mapping of scope by project: Its main use is given in the planning, monitoring and evaluation of projects of great impact on the organization, so in this case, it is considered that the projects with less impact do not necessarily need the level of detail The scope mapping works with Outcome mapping in implemented projects: Once the project has already been launched without the initial use of this tool, the scope mapping will have to reformulate all the variables related to vision, mission and objectives of the organization. In this way, scope mapping can be used at specific levels within the organizational structure, dividing the areas into subgroups and working with defined strategies for each one of them.
Stages of process mapping
The scope mapping consists of three stages, each of which entails a series of instructions that will guide step by step the implementation of the methodology in the organization for the monitoring and evaluation of the projects to be developed. These stages are:
Intentional design
The first stage called intentional design has its utility in knowing and establishing a consensus on the most representative variables at macro levels that allow us to generate changes in behaviors through planning the strategies that we must apply. (Zaffora, 2011) Its objective will be to determine the changes that the project intends to generate in order to find its best chances of success and has an answer to the following four questions:
- Than? (Changes will be generated) Who? (It will promote the generation of these changes) How? (These generated changes will contribute to the desired outcomes) o Why? (The changes generated will contribute to the project / program to be developed) Step 1. Description of the vision: Establishment of the objectives based on all the aspects involved in the actions of the organization Step 2. Identification of the project's mission: Description of the reasons why the program is related to the proposed vision, indicates the areas of application and the representation of the expected achievements Step 3. Identification of direct partners: Regarding the choice of all those actors who will promote the generation of changes inside and outside of the organization to guarantee the success of the project Step 4. Definition of the desired scope:Establishment of the scope according to what each direct partner is expected to do. To establish the desired scope, it will be necessary to do so in relation to the expected changes. Step 5. Development of signs of progress: Define the set of signs and indicators by means of which each stage of the process will be measured. Based on whether or not these indicators are met, the project management will be able to measure its success Step 6. Elaboration of the strategic map: It refers to the visual representation that will be necessary to elaborate to glimpse the strategic priorities of the organization Step 7. Practices in the organization: Determination of all those activities that will be necessary to develop to carry out the project.These practices will generate a broader perspective of the project from its beginning to its end.
Monitoring of scope and performance
The second stage called scope and performance monitoring will provide the framework to guarantee continuous monitoring of the actions that will comply with the established scopes. This stage consists of signs of progress (indicators) that will serve to collect all the data and variables involved during the duration and progress of the project. The scope and performance monitoring supports its actions in the following tools:
- Scope Diary: Referring to the progress signs that clarify the actions that must be followed in compliance with the scope Strategy Diary: Referring to the strategy map to follow up on the key activities to be carried out Performance Diary: Referring to the practices of the organization, that is, to create an adequate framework in monitoring the steps and stages in which the project is developed
- Step 8. Priorities for monitoring the program: Identify the most important variables to achieve the success of the objectives and thus, define the strategies for monitoring the project Step 9. Establish the scope diary: Record all those factors that directly or indirectly they have interference with the progress of the project Step 10. Establish the strategy diary: Record of the actions carried out in terms of achieving the strategic vision of the organization Step 11. Establish the performance diary: Collection of reports and records from each of the meetings held, to measure the level of progress in the organization's practices
Assessment planning
The third stage, known as the planning of the evaluation, will serve to evaluate the strategy used in greater detail. It is at this stage where evaluation priorities will be identified and established to focus all efforts and resources towards the areas and activities that will have the greatest impact on achieving the objectives set. The tool that evaluation planning makes use of is the evaluation plan.
o Step 12. Establish the evaluation plan: Description of all the aspects and factors to be evaluated, define the evaluation models, the tools to be used, the application dates, among a large number of questions related to the measurement of the achieved scopes vs the desired scopes
Impact on organizations
Outcome mapping can work in conjunction with other methodologies, such as the logical framework matrix, whose objective will serve to enhance the use in prior planning and design that the scope mapping should contain to achieve its objectives. Along with the methodology used by the objective verification indicators, the scope mapping will benefit by making use of quantifiable values that will allow us to know if the project has been successful and to what extent.
conclusion
Although in practice the process scope mapping can be considered a very easy-to-use tool, the study variables that precede the graphic representation of the map are highly complex due to the large number of factors internal and external that can affect the development of a project to be implemented.
The meticulous study through the stages and steps that make up part of the methodology for the application of the method, are considered as a fundamental part to guarantee the successful course that organizations should follow to generate desired changes in their work structures. The scope mapping and the project scope mapping are undoubtedly innovative tools that can bring great benefits to organizations, so their study and understanding should already be part of the group of essential tools that every company should provide resources so that are known to all employees and thus meet more and better with their work objectives.
Thanks
To Dr. Fernando Aguirre for motivating us to investigate issues that many times we overlook or are not of our own interest, but that to a certain extent have interference in the actions of administrative engineering.
To the Orizaba technologist and to each and every one of my professors, for providing me with tools that now in the master's degree help me to be able to correctly structure a research project. To my colleagues in the first semester of the master's degree for their contributions and comments to nurture the article.
Bibliography
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www.gestiopolis.com/mapeo–de–scope–of–processes/
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Earl, S. (2002). Outreach mapping. Taken from
www.outcomemapping.ca/download/Mapeo_all%20Manual.pdf
Tobon, CH (2008). Process management. Obtained from
gerenciaprocesos.comunidadcoomeva.com/blog/index.php?/categories/4–4– Mapeode-Process
Armstrong, J.; Carden, F.; Coe, A.; Earl, S., 2000. Outcome Evaluation (Secretariat of the International Model Forest Network). Evaluation Unit, International Development Research Center. Ottawa, Ontario, Canada.
Quinn, M. (2002). Incorporating learning and reflection in development programs. Canada: International Development Research Center
Outcome mapping: Incorporating learning and reflection in development programs. First edition in Spanish, 2002. From the Regional University Book (LUR) and the International Development Research Center (IDRC / Canada). ISBN 0-88936-989-5
