In this research, the topic of Mapping the scope of processes is presented, in which it is intended to explain this tool, its creation and the reason for it, what it is for, how it works and mainly the methodology that should be used to apply it. describes in a summarized way so that readers have a broader idea of how it can be elaborated when required.
methodology-mapping-scope-processes-itzel1. General concepts
This content will explain the scope and process mapping methodology, but first it must be understood what these words mean by themselves to better understand and analyze how to use, direct, develop and structure this tool.
1.1 Mapping
- Making a map or set of elements of the same type or category that have a specific spatial distribution. (Oxford, nd) A term that collectively designates the different procedures (both genetic and physical) used in the construction of gene maps
(Glossary, 2006)
- Location and graphical representation of the relative distribution of the parts of a whole. Mapping is also transferring conceptual systems or structures to a map. (Educalingo, 2018)
1.2 Scope
- As far as the radius of influence of something goes, its mediate and immediate effects, in terms of distance, sensation, capacity. (Concepts, nd) Its purpose is the clear, simple and concrete determination of the objectives to be achieved, throughout the development of a project, the fulfillment of which will generate its successful completion. (Juarez, 2017)
1.3 Process
- Succession and interrelation of steps, tasks and decisions, with added value, which are linked together to transform an input into a product or service. (Riquelme, 2017) Set of activities related to each other and that when interacting transform input elements and turn them into results. (Ficara, 2015)
In a company, all the above elements are intertwined in order to meet its objectives, since the scope and process mapping are tools that allow defining all the activities that are intended to be carried out, in order to successfully comply with the decisions that are being carried out. linking to each other, to transform an input into a product or service.
2. Overview of Outreach Mapping
2.1 General data of scope mapping
Originally developed by the International Development Research Center in Canada, and its first global result: The mapping manual was produced in 2001.
Mapping seeks to identify and evaluate changes in the behavior of people, groups and organizations with which a program works directly. It does not seek to prove causation or attribution of those changes, instead it attempts to show logical links between changes and activities in a program, allowing its contribution to change. (Intrac, 2015)
2.2 What is scope mapping?
It is a methodological participatory planning, it has implications on how monitoring and evaluation are carried out. Outcome mapping focuses on changes that occur in the behavior of individuals, groups, and organizations with which a program works directly. These changes are called scopes.
It was designed to be the “Awareness, consensus building and empowerment tool for those who work within a development program” (Intrac, 2015)
Some people use results mapping as a complete methodology, while others only apply some of its elements and principles. Outcome mapping is part of a portfolio of tools that maintain complexity, and are increasingly seen as alternatives, based on model measurements of the logical framework and based on results management.
In addition, it focuses on a specific type of result: the achievements that are reflected in a change in behavior, since they also provide direct partners with new tools, techniques and resources to collaborate in the development process. Direct partners are the individuals, groups, and organizations with whom the program interacts directly and with whom it foresees opportunities to exert influence.
2.3 What is the purpose of preparing a Process Scope Map?
This tool can be applied in any organization, since it manages to adapt the specific needs that its scope requires, that is why the following points may be the main reasons for choosing to apply the methodology:
- To capture, identify and operate each and every one of the work processes so that all management and operational staff have the same knowledge and define the order of responsibility in each of the processes. There is no duplication of information. The same channel is used that carries and brings systematized and reliable information. Only when a process is documented and charted can it be possible to have the complete vision of it, and that is when it can be simplified because everything is clear. Already simplified, it can be automated. To decentralize activities and build the chain of command, better assuming its tasks of direction, support, monitoring and evaluation. It focuses more on changes in behaviors, relationships, activities and / or actions of people,the groups and organizations with which a development program works closely It significantly changes the way a program sets its objectives, as well as the way its performance and results are evaluated.
(Earl, Carden, & Smutylo, 2002).
The scope mapping serves as a complement to other ways in which tasks, projects and activities are evaluated, because they appreciate the changes in the situation to be achieved but also take into account that this must be followed by a change. of behavior to really achieve the desired end.
Once a program has established its strategic orientation or its main fields of action, Outcome Mapping helps to select the means that make up the strategic orientation in operational terms, such as:
- Who will be affected by it How and through what program activities.
Allowing the program to design a monitoring and evaluation system that helps to control the desired outcomes. (Earl, Carden, & Smutylo, 2002)
3. How does a scope mapping work?
Outcome Mapping is designed to be used at the beginning of a program, after the objective has been decided. According to the original authors (Earl, Carden, & Smutylo, 2002) there are three stages to planning it:
Generally, there are no more than four or five categories of direct partners (this does not imply that each partner may have people, groups or organizations. To group the partners, it is necessary to question the way in which the changes in behavior and activities of each partner Step 4: Define the scope you want to have of each partner Effects that the program achieves in the partners with their presence alone.
In addition to the fact that their behavior by being within it, their relationships, activities and / or actions of a group or institution will change if positive results are obtained from the program. Step 5: Develop graduated signs of progress towards desired outcomes These are the changes in behavior ranging from the minimum that you would expect to see direct partners doing as an early response to the program, to what they would be positive to do, and finally to what
| which would be ideal to see them doing if the show was having a profound influence.
Changes are depicted that are easily measurable, and would show whether progress is being made towards the desired results of the program. |
|
| Step 6: Create a strategy map for each desired scope | In this you must capture what you intend to do to obtain the scope you want to obtain with this:
• Clarify the combination of strategies used for the desired scope. • Influence that the program will exert on the people, groups or organizations to which it is directed. • Propose an evaluation method for monitoring the program. In Figures 4 and 5 the strategies are divided into six types. The three types of strategies in the first row that are indicated by the letter “I” are specifically directed at certain people, groups or organizations. The three types of strategies described in the second row are indicated by the letter "E" because they are intended for the environment in which people, groups or organizations operate. Type “I” and “E” strategies are then divided into three categories: (I-1 and E-1), which are causal; those that are based on persuasion (I-2 and E-2) and those that are based on building support networks (I-3 and E-3). Control and responsibility for consequences reside |
Eight organizational practices are identified
Step 7: Articulate what the program will use to be effective. These practices of the
Organization implementation practices show the potential to support direct partners and sustain change. Interventions over time: 1. Find new ideas, opportunities and resources.
- Seek feedback from the main sources of information Seek support from the closest higher authority Evaluate and (re) configure products, services, systems and procedures Check previous customer satisfaction for added value Share the best knowledge Experiment to stay innovative Reflect at the organizational level The practices described are not independent of each other, since they represent actions that allow a program to remain relevant, innovative, sustainable and connected.
STAGE 2 Monitoring of scope and performance
| Step 8: Establish monitoring priorities | In order not to waste financial and human resources, scope mapping identifies three types of information that can be followed continuously, either to demonstrate results or to help improve performance:
• Progress made by direct partners in terms of scopes. • The practices of the organization using the program to remain relevant, innovative and viable. • The strategies used by the program to promote change in its direct partners. |
| Step 9: Develop an Scoping Plan | To track progress over time, an Outcome Journal is prepared for each direct partner that the program has identified as a priority. This action should include the graduated signs of progress established in Step 5, a description of the level of change, which can be low, medium, or high, and a place to indicate which of the direct partners registered a change. The reasons that led to the change, the people and circumstances that contributed to the change, evidence of it and the lessons learned must also be recorded, in order to have a permanent record in which the context is described. any analysis or evaluation in the future. |
Outcome diaries can be quantified as a way to facilitate comparison over time, which can be seen in illustrations 5 and 6 (although this cannot be an absolute figure for the purposes of “adding points”). The formula is quite simple: the optimal value for any outreach journal is 100.
The formula works as follows:
- One point is awarded to each of the high, medium and low values of the four signals “it is expected that” (12). Two points are awarded to each of the high, medium and low values of the eight signals “would be positive that ”(48). Three points are awarded to the high, medium and low values of the three signals“ it would be ideal that ”(27). The transition between the level“ it is expected that ”and“ it would be positive that ”is valued in five points (5) (This only happens once all the signals in the “it is expected that” section have been met.) The transition from the level “would be positive if” to “would be ideal if” is valued at eight points (8) (This only happens once all the signs in the “would be positive” section have been met.) Thus, if all the signs of progress are met, it is possible to reach a total value of 100.
STEP 10: Design a Register of data on the way the Strategy Diary is functioning as an organization tailored to the Program in the fulfillment of its mission.
It is necessary to create a single performance diary, which will be completed during the follow-up meetings that will be organized and which includes information on the practices of the organization that uses the program to remain relevant, sustainable and sensitive to its environment
When analyzing this highly relevant topic, it can be seen that it has a great diversity of applications, which is why the following project is suggested:
Topic: Implementation of a scope mapping to reduce the disappearance of people in the City of Orizaba, Ver.
Objective: To generate a change in the behavior of all citizens, government, social organizations and the business sector, to improve security in the city of Orizaba, Veracruz, thus reducing the rate of missing persons.
conclusion
Process scope mapping is a tool where its main characteristic is that its direct partners must change their behavior so that the vision that is established can be achieved, in addition to being located in that the changes are facilitated through the influence that they have between the partners.
This means that all those involved in the application of the mapping must sustain the change, recognizing the location of the program's goals within the broader context of development challenges that are beyond the scope of the program in order to incentivize and guide inventiveness and risk-taking necessary.
This tool also has as important aspects that it must establish the necessary strategies so that the individual scopes of each partner are carried out, establish follow-up and also analyze in detail if the requirements are being fulfilled through an evaluation plan.
Thanks
To the Technological Institute of Orizaba for being the house of studies that has been the fundamental piece for my professional training from the bachelor's degree to this new Master's challenge.
To the postgraduate council of the Master in Administrative Engineering for giving me the opportunity to be today as a student of the program, to achieve my goals.
Bibliography
Concepts. (sf). From Conceptos.com. Obtained from
Earl, S., Carden, F., & Smutylo, T. (2002). Outreach mapping. Incorporating learning and reflection. Canada: Regional University Book.
Educalingo. (February 2018). Educalingo. Obtained from
Ficara. (February 24, 2015). Ficara Business Propulsion. Obtained from
Glossary. (November 9, 2006). Science Glossary Net. Obtained from
Juarez, UB (January 30, 2017). Obtained from
Oxford (sf). Oxford Living Dictionaries. Obtained from
Riquelme, M. (2017). Web and companies. Obtained from
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