How to map your process in 7 easy steps


You probably already know what a process map is – a visual and logical representation of the activities that create a process. The map also contains a representation of other components that interact during the workflow, and the main objective is providing a clearer understanding of how a process works. It also has proven benefits: it’s the first step to process improvements, standardized work, identify non-value adding activities and bottlenecks, get people involved and make best practices a common language. In this article, we’ll dive deeper on how to map your process on your own in simple steps. Are you ready?

→ Process Mapping Methodologies

There are many different ways for you to build process documentation and develop your processes map. You can use flowcharts, diagrams, mind-maps or whatever your creativity suggests. There are some widely used and recognized methodologies out there, though, and they’re worth hearing about. . Below we’ll be going through the most common models we have when speaking on business process mapping:

  • First of all, Value Stream Mapping, also known as VSM, is one of the most important Lean principles. It is a visual representation of all interactions you have with your customer and the value delivered by each interaction. Keep in mind that value is everything your customer is willing to pay for. Then, think about what are the steps you need to face in order to deliver this value. All these steps together compose the VSM, which provides big picture visualization of all added-value and wasteful practices, and allows you to analyze and improve your value delivering process. Here’s what a VSM looks like:


  • Another method that is definitely worth knowing is the Business Process Model and Notation, shortened to BPMN, and perhaps the most commonly used process mapping methodology. It uses symbols to create a graphic representation of the process – ovals for the beginning/end, rectangles for tasks/steps, diamonds for decision points and arrows to mark the process direction flow. The final result is something like this:


  • Last, but not least, we have a SIPOC diagram, that stands for Supplier, Input, Process, Output and Customer. This a high-level process map that results in a very detailed diagram. It looks difficult at first, but actually, it’s one of the most intuitive and practical ways to quickly understand phases of a process when things start and end with inputs and outputs.

Understanding SIPOC:

Supplier: who inputs the information to start the process?

Input: what does this person input?

Process: what do you do with this information?

Output: what is the result after processing it?

Customer:  who did you deliver that processed information to?

This is the framework:


Here’s an example:


→ What those methodologies have in common

There’s definitely not a single,  universal way to map your processes – you should choose which methodology to use according to the level of detail you seek. I would even say those methodologies are complementary: you can use VSM to understand the big picture and value delivered to your customers, BPMN if you want functional flowcharts and a better understanding of where the information comes and goes and SIPOC for detailed understanding of inputs and outputs.  What they all have in common is the ability to provide a clearer understanding of activities flow, people and resources involved in the process, from the beginning to the end.

→ How to do it on your own

Now that you know what the process maps are and the advantages of mapping your process and three different ways to do so, it’s time to choose one of them. If you’re in doubt, we strongly recommend you to use de SIPOC diagram – and start the mapping work!

  • Collect Information

This is where you’ll truly understand how things happen within your process. Identify what people do what, how they do it, how long they take doing it and what resources they need… gather all the information you can. You can use observation and interviews to collect the information needed – and don’t forget to write it down!

  • Establish Boundaries

Identify where/when the process starts and where it ends. We call inputs all activities/triggers that start a process, and outputs all final results. Sometimes a process has more than one end and it’s important to map all of them out to determine all possible outcomes. Imagine a recruitment process – in this case, the input is an application to the open position and the output is either a selected candidate on an archived CV. When talking about a bug tracking process, the input would be a new bug found; and the output a bug solved.

  • Identify Suppliers and Customers

As important as identifying where/when a process starts and ends, it’s equally important to identify who the key people involved in this process are. Besides the team responsible for executing and managing this process, there are two more relevant participants: suppliers and customers. Suppliers are responsible for triggering the start of your process and customers are the ones who receive the outcome.

  • List and order actions

This is the simplest part of the whole process. After you have gathered all the information and have a clear understanding of boundaries, you just have to list and order everything in between.  Here is an example of the Purchase Process we used on the SIPOC diagram. Listing those actions would be something like this:


  • Business rules and handoffs

Here you require a deep knowledge of the process, the business strategy and how things connect and correlate. Business rules are conditions that make decisions easier (e.g. if a sales opportunity is bigger than US$10k, it should be assigned to a Senior Account Executive, or if a purchase request is lower than US$10, it does not need approval), while handoffs represent a change of responsibilities between teams (e.g. handoff between sales and customer success when someone buys your product).

  • Identify improvements

Probably, as you were mapping out your process, you identified  bottlenecks, revealing things were not running as smoothly as expected. These can be activities taking more time than they should, a lack of understanding from your team on what they should be doing, a lack of control and KPIs and so on.  All of these elements are improvements points that will drive you to the ideal scenario of your process management and performance.

  • Build a Control system

Use a control system to follow-up on your process execution while keeping you headed in the direction of continuous improvement.

→ Why only process mapping is not enough and what to do now

Having your process mapped is a very big first step! Many do-ers get stuck at this point wondering what they should do with a  bunch of paper, diagrams and flowcharts. How will we share and collaborate with everyone? Is it enough to guarantee standardized execution? How can I  extract data from my process?

That’s the perfect moment for you to get to know Pipefy! Since you already have your process map, what you need now is a way to keep your process execution on track – easily track SLAs, lead time, cycle time, responsibles and important KPIs. No matter which methodology you have chosen to map, we can help you model these processes inside our platform and keep up with your business’s goals. Pipefy is the best way to centralize, standardize, automate and control your processes, empowering do-ers with Lean practices, standardized execution and the tools to avoid wasteful practices.

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Ana Virmond