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HOW TO DRAW BUSINESS PROCESS FLOWCHART

Part 1 – Introduction, Concepts and Models.

How to draw flowchart business processes – Part 1 of 3-  Introduction, Concepts and Models.

Often we are faced with the difficulty that those responsible for processes in organizations have to show them  graphically.  In order to assist colleagues in this activity in this article we describe a simple method,  but at the same time is very useful and practical.

Let’s use in the manufacture of this article, streams and graphs drawn using Microsoft Visio,  however the player may use any other tool available in the market, including  free tools.

Our goal here is not to evaluate this or that tool, or determine whether a tool is better than another,  or the possibility of using other models and formats for documenting processes. Our goal is to describe a method that the  reader can easily learn and apply in the documentation of its processes.

1 – Introduction to the processes study

Before discussing the technique to be used in the  design itself of the processes is necessary that our reader has an understanding  of the basic principles of processes, so that we will cover the major topics and  in this sense even knowledge.

1.1 – Process Basic Components 

By definition, a  “process” should have a set of basic components to be
considered a process, they are: Component “input”, based on  this component is carried out the activities of “processing” and as a result will produce an any  “output ”.

1.2 – Quality Control between Process Components

Like any  activity intended to produce something, the process requires the  completion of  control activities to ensure their quality and that should be applied to each of  its components (Input-Process-Output).

By doing so we avoid  communication errors or gaps between the elements of the process within the  universe understood by the process itself.

Translating this in a more clear:

1.3 –  Inter-Process Quality Control

However, a process is not an element of absolute and  restricted himself, possibly at some point will depend on other processes to be  “fed” and possibly, after performing its own processing, it will “feed” another  process through its “product” and so on.

Given this, it is good practice to consider actions of quality  control also between processes, and thereby ensure the quality and integration  between them, ie, it is important to ensure that the “product” generated by a  “supplier process ” is validated by himself before being communicated to your  “Customer Process”.

Translating this in a more clear:

In theory, when we act this  way, “Process Performer” would not need to validate their “inputs” to proceed  when the receipt of his “entry”, since this should have occurred previously in  the “Provider Process”, little carry out even before the release of  “output”.

However, if we check the quality only  once, we are subject to  occurrence of a fault in the output of  “Process supplier” and not always the “Quality declared” in the output of a  process, will fulfill the quality requirements needed to meet the “entry” to the  next process.

Practical Example:

Try to run life cycle of a project to develop systems, where  each step of the cycle can be likened to a process. When  we do not do these checks in and out at each stage of the production process of  the system, the degree of variation of the resulting product will be a factor of  error rates occurring at each stage, (the result will be measured by multiplying  the rates error in each step, the error rates of the following steps, and so
on), this is the mathematical explanation of possible distances between the  “original requirement of the business” and the “work product” project, note that  first of all a methodology is a process and can be used in formulating the  concept of quality control in formatting steps or stages of an MDS – Software Development Methodology).

Translating this in a more clear:

Once you understand these  components and the basic criteria of quality review and integration between the  components of a process and processes between suppliers and client processes, we  return to our initial goal, which is graphically demonstrate the business  processes through flowcharts.

2 – Standard  Symbology

There are several possible patterns of  symbols to draw flowcharts of processes, including standards and specifications  for technical design and software, data models and many others.  We adopt here a very simple model composed of a small number  of symbols, but suffice to establish a business process using a  flowchart.

They are:

3 – The  Model Structure of the Process Flowchart.

There are several  possible ways to structure a process flow diagram, to map the most appropriate  process is called (CROSS-FUNCTIONAL), which could be translated roughly as  “flowchart crossover between functions.”

In this format, the flowchart enables the inclusion of information in addition
to the sequence of activities provided by the sequencing of symbols, and it is
possible to segment the design process in “sectors / cells” like a mother, being
inserted in the lines or the Actors functions responsible for implementation of
activities and steps in the existing columns in a given process.

See how the design would be a process following the structure  Cross-Functional  in Landscape view:

The same process,  following the vision in Cross-Functional portrait view:

And yet, the  same process using the free form usually used.

Note that the additional  information present in the two previous options are in fact the difference in understanding the process.

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Related Articles:

Part 2 – Survey, Analysis and Design  Workflow (Step-by-Step to Draw a Flow).

In the next article (Part 2), we will address the techniques to be used during the
interviews for information gathering processes to be drawn and some examples of
how we organize and prepare the content of the information obtained in the
survey to facilitate the preparation of the corresponding flowchart.

Part 2 – Survey, Analysis and Design Business  Process.

  • What’s in the 2a.Part  (Continuation of this article): (This article is in translation).

Part 3 – Survey, Analysis of  Capacity and Load Processes (Learn how to calculate effort, time and  costs)

  • See What’s in the third. (Continued from second. Part) in: (This article is in translation).

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Thanks and Invitations:

The information and comments in this article are the  result of observations and experiences gained by the author during the execution  of projects over 30 years of experience in the market.

We use this space for the dissemination and  exchange of knowledge with our readers, customers and friends.

If you  have any questions or need additional information to your understanding or
application, contact us via e-mail address below.

Embrace and Cheers to All,

Eurico Haan de Oliveira

http://www.aghatha.com/index.htm 

consulting@aghatha.com
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