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© 2020 Marianne Bradford
CHAPTER 4:
ERP and Process Mapping
Objectives
Recognize the importance of process
mapping in practice
Be able to draw professional process map
using standard symbols and conventions
Analyze an “as is” process map to identify
business process issues
Understand how process maps are useful
in an ERP implementation
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System Diagram
A system is an organized group of
interrelated and interdependent parts
that work together.
A system diagram is a graphical
representation of a system.
Reasons system diagrams are employed:
– Richer than text – “A picture is worth 1000
words”
– Document decisions made during a system’s
design
– Aids in communication
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Process Map
A process map is a type of system
diagram used to document inputs,
outputs, activities, decision points, and
roles in a process.
The “swimlane” diagram is a type of
process map.
– Each lane across or down the page represents
a stakeholder responsible for certain activities
and/or decisions.
– A stakeholder can be an external or internal
entity.
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Benefits of Process Mapping
Well-constructed process maps provide
several benefits:
– Identifying responsible parties and their impact
on upstream and downstream activities
– Highlighting workflow inefficiencies and
unproductive utilization of resources in the
current state
– Identifying existing or missing internal controls
– Envisioning future-state process designs
“You don’t learn to process map. You
process map to learn” - Dr. Myron Tribus
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Methods for Gathering Information
for a Process Map
Self-generate interview method – a
person performing part of the process is
the one who prepares the process map
One-on-one interview method – each
stakeholder in the process is interviewed
separately and sequentially
Group interview method – a non-biased
person or team will hold “discovery
sessions” where everyone involved in the
process is asked to participate
– Usually the most effective method
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Questions to Ask During Discovery
Sessions
What parts of the process do you want to
eliminate and why?
Where in the process do you spend most
of your time and why?
Where in the process do you repeat work
or engage in rework? How often and why?
What does your manager think happens in
the process? Does that differ from what
really happens?
When pressed for time, what steps in the
process do you skip or perform work-
arounds for?
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Steps for Creating a Process Map
Step 1 - Know your purpose.
– Have a well-defined objective for mapping a process
and communicate it to all involved.
Step 2 - Define the scope.
– Determine the process boundaries. Identify the
trigger event and the termination.
Step 3 -Identify process stakeholders and
draw a swimlane for each.
– Swimlanes can be drawn horizontally or vertically.
Step 4 - Perform a process walkthrough.
– A walkthrough of the process is where the
modeling team follows the process flow from
beginning to end.
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Steps for Creating a Process Map
Step 5 - Map the process using agreed-
upon notation.
– Each element in a process map is represented by a
standard flowchart symbol.
Step 6 - Validate the process map and
finalize.
– After interviews, analysts should confirm the process
map with the stakeholders for clarity and content.
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Process Map Symbols
Figure 4-1: Process Mapping Symbols and Descriptions
Activity Activities represent the series of steps (both value-added
and non-value- added) that transform inputs into outputs. Activities use
active verbs such as “enter,” “inspect,” or “count.”
Decision Processes may involve choices that result in different outcomes. The
point lines flowing from a decision point should be labeled with the outcomes,
such as yes/no, true/false, pass/fail.
Document This symbol represents a document, report, or form.
The document may denote paper or digital formats.
<phase> Phase Often, a process may involve multiple subprocesses that
need to be visually separated to distinguish them.
Start/Stop An oval designates both a trigger event and a termination.
There may be more than one termination point if multiple decisions
exist in the process.
On-page When process maps become complex and the visual appeal
connector is marginalized with too many flow lines, on-page connectors are used
to reduce clutter. They are cross-referenced using the same letters of the
alphabet.
Off-page When the process map spans multiple pages, an off-page connector
connector becomes necessary. These connectors are cross-referenced using page
numbers. Thus, the symbol on page 1 states “2” to jump to next page.
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Tips for Creating Professional
Process Maps
Figure 4-2: Tips for Creating Professional Process Maps
Place the stakeholder that triggers the process in the top swimlane.
If there are multiple pages of the map, make sure that each swimlane appears on every page and in the
same order.
Use the name of the stakeholder, not the name of an individual, in a swimlane.
People can come and go, but roles do not change as frequently.
Terminate the process in the swimlane where the process ends.
Make similar shapes the same size. Copying and pasting shapes can ensure they are the same size.
Try to collocate swimlanes with the greatest number of interactions next to each other.
Minimize the space between symbols and ensure that spaces are as uniform as possible.
Use crisp language. Do not write a dissertation in the symbols.
Organize the activities on the page left to right, signifying time. However, to reduce the number of pages,
you may organize activities down and up.
Try not to crisscross connectors, as this will make the process map confusing to read.
Try to reduce the number of bends (elbows) on connectors.
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South Lighting Scheduling and
Quoting Process Narrative
South Lighting specializes in commercial and residential
outdoor lighting design and installation. The scheduling
and quoting process is as follows: A potential customer
(prospect) desiring outdoor lighting calls South Lighting.
Kay, the office manager, answers the phone and writes
down the prospect’s lighting needs and preference for an
appointment time with Sam, the owner.
When Sam is in the office next, he confirms the
appointment with Kay, who calls the prospect back to
confirm. If this time does not work for Sam, then Kay must
try to reschedule with the prospect. At the appointment,
Sam will listen to the needs of the prospect and give
advice. Back at the office, he will then draw a plan. Kay
will determine the cost and email the plan and quote to
the prospect. If the quote is accepted, the prospect will
send in a deposit of one half the quote amount prior to
scheduling the installation. 13
South Lighting Process Map
Figure 4-3: South Lighting Scheduling and Quoting Process
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Fit Gear Biweekly Payroll Process
for Plant Employees Narrative
Fit Gear’s hourly warehouse and manufacturing employees are
paid biweekly. They use a timecard machine in the plant to clock
in and clock out every day. At the end of the two weeks, the office
administrator collects the timecards from the plant and makes
sure she has the correct number of cards (75 cards for 75
employees) and that they are accurate (for example, did someone
forget to clock out?). If there is a problem with completeness and
accuracy, she researches the issue and resolves it.
The office administrator then enters the timecard data into an
Excel spreadsheet and emails the spreadsheet to the plant
supervisor for signoff. Once the plant supervisor authorizes
employees’ time worked (usually by email), the office
administrator emails the spreadsheet to the payroll clerk, who
then enters the biweekly time worked into the TEMS Payroll
System. The payroll clerk also enters any updates to employee
master data into the TEMS Payroll System (including change in
address or number of exemptions for tax purposes).
After all data has been entered, the payroll clerk prints a payroll
register and reviews it for accuracy. If there are errors, he
resolves them in the system. Next, the HR manager will review 15
the payroll register for accuracy. If there are any additional
Fit Gear Process Map
Figure 4-4: Fit Gear Biweekly Payroll Process for Plant Employees (Page 1)
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Fit Gear Process Map
Figure 4-5: Fit Gear Biweekly Payroll Process for Plant Employees (Page 2)
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Fit Gear Process Issues Mapped to
Figure 3-1
Fit-Gear Process Issue Figure 3-1 Process Issue
Employees use a time clock that is not interfaced Data duplication, old ways, cycle time,
with the ERP system manual steps
Multiple roles performing manual steps, such as Manual steps, rework, old ways, paper records
the office administrator collecting and reviewing
timecards
Roles checking others’ work or redoing their own work Rework, quality control
Too many roles involved in the process causes Handoffs, intermediaries, bottlenecks
process fragmentation
Printing and distributing paychecks instead of direct Old ways, paper records, cycle time, new tools but
deposit old ways
Data is entered twice into two different systems: Data duplication, cycle time, old ways
Excel and TEMS
The payroll clerk is entering HR master data updates Segregation of duties violation
Both the payroll clerk and HR manager approving Role ambiguity, segregation of duties violation,
payroll quality control
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Process Map Levels
Process maps can contain varying levels
of detail, depending on how the
organization plans to use them.
– Level 1 maps provide a high-level, macro
overview of a process (like the examples in this
chapter).
– Level 2 maps reflect the process level and are
more detailed.
– Level 3 maps are the most detailed and are on
the micro level.
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Process Map Levels
Figure 4-7: Process Map Levels
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Process Mapping and ERP
Mapping out “as is” processes is helpful
to obtain a current model of the business
against which the ERP implementation
can be planned.
Useful for developing requirements for
the new ERP system by identifying “pain
points.”
The team would compare “as is” process
maps to the “to be” processes embedded
in the ERP system to determine the
changes they would make to match the
ERP system’s best practices.
– These would be gaps. 21