Process modeling – How it works in practice

We often hear that it’s important to make your company more efficient, to optimize business processes, to automate tasks, to produce process models, to identify problems and areas for improvement. However, if you set these goals without any method, you’re sure to fail and end up frustrated.

Without a method, a project manager will certainly produce analyses, and come up with interesting results and improvements. But he’ll leave holes in the racket. When working on processes, modeling them is important, but not sufficient. This global study integrates other aspects such as :

• Carrying out a survey and gathering information from a representative number of employees.
• Modeling and mapping of current operation and ideal process. These deliverables can be produced using a variety of software, concepts, principles and standards. Which ones to choose, depending on a company’s needs and the project manager’s skills?
• Presentation to decision-makers of a framework for the implementation or optimization of the process. This scoping document includes a project plan with an implementation timetable, site planning, and a financial and human costing for the transformation.
• And all the rest of the project, with the search for solutions, experimentation and generalization.

In this article, we’ll start with a theoretical section on process modeling and the tools to be used (software or not). Then we’ll get down to the practicalities of producing a process model. Our aim is to give you all the tools you need to embark calmly on your process creation or optimization project.

In short, it’s concrete!

What is process modeling?

Process definition

A process covers one or more of a company’s activities, through a series of consecutive and sometimes simultaneous stages.

A process brings together tasks, employees and customers, software, tools, data, inventory…

Processes are documented, and can optionally be operated via Business Process Management (BPM) or workflow software.

What is the main objective of business process modeling?

Modeling a process or, more broadly, an activity, is quite simply the simplest way of understanding how it works, i.e. understanding :

A picture is worth a thousand words:

This representation doesn’t necessarily follow any particular standards, but that doesn’t matter, because it’s understandable by anyone. The important thing to remember is that there are no specific rules: it all depends on the needs of the company, the complexity of the project and the capabilities of the project manager.

Process modeling makes it easy for anyone to understand how a process works.

Whatever mapping method you choose (simple mapping, SIPOC, BPMN, VSM…). Process modeling is an extraordinary communication tool for convincing stakeholders of the usefulness of your project. It provides clarity, perspective and factual information (inventories, lead times, number of errors, resources, etc.) to help you make informed decisions. It also helps you gain credibility and the trust of your stakeholders.

But why model a process? What are the benefits?

The modeling of a process, or more broadly of an activity, has three main purposes, the benefits of which we describe in detail below:

Diagram types for process modeling

WARNING for the use of diagrams and standards

In this section, we’ll be talking about diagrams that require specific training and software… BUT it’s perfectly possible to model processes without using specific diagrams or standards!

We’re not questioning their existence at all, because they’re really useful and bring value that would otherwise be impossible (we’ve mastered a number of these techniques ourselves). Indeed, they make it easy to take into account the complexity of an organization .

The SIPOC diagram

SIPOC stands for Suppliers, Inputs, Processes, Outputs and Customers.

A SIPOC diagram is a tool used in Six Sigma approaches to visualize the overall functioning of a process.

The advantages of the SIPOC diagram :

• Identification of opportunities for improvement. For example, the output shows unsold bread and leftover dough.
• Easy to create. No need for specialized software – just a sheet of paper, Powerpoint or a spreadsheet.
• Good basis for further process modeling

Disadvantages of the SIPOC diagram :

• Too simple. often requires further process modeling work
• Lack of detail. No information on interactions, flows, stocks, etc.

The UML diagram

The UML (Unified Modeling Language) diagram is best known for representing software structure, but it can also be used to represent the main indicators of an activity.

This UML diagram lists the indicators to be monitored for the major components of a process.

Its main advantage is the exhaustive listing of information sources. Ideal for optimizing a process or identifying solutions.

VSM diagram for process modeling

The VSM (Value Stream Mapping) diagram is the modeling tool used as part of a Lean approach. Its main objective is to visualize physical flows (demand, raw materials, inventory, resources, information, etc.) and processing times throughout the value chain.

Its principle is to identify which steps add value for the customer, which don’t, and which aren’t but are necessary. And identify waste in the Lean sense.

BPMn diagram

The BPMN (Business Process Model and Notation) diagram is a graphical modeling tool for tasks and actions. Think of it as a roadmap of a process, allowing you to identify :

• Events (start, end, intermediate) symbolized by circles
• Activities (tasks, processes) represented by rounded rectangles
• Decisions and conditions (called gateways) in the shape of a diamond
• Sequence flows and message flows linking the various elements.

The main advantage is that it provides an exhaustive overview of all actions and tasks.

Tools and software for process modeling

When it comes to process modeling, there are two main types of requirements:

• Software for drawing and mapping processes
• Software for orchestrating and operating processes

Software for drawing and mapping processes: pen and paper, office tools and specific software

Pen and paper: it’s always interesting to use your hands to produce things :). We won’t go into the cognitive concepts, but there are many advantages to doing so.

Office tools such as spreadsheets, Powerpoint, Google Slides: These can easily be shared with others and used collaboratively. These tools are widely mastered. The only point of note, which can be both an advantage and a drawback, is that a slide doesn’t have an infinite surface area (sometimes this is a good thing, as it makes it easier to break down processes).

Design software such as Canva, Figma, Miro, Lucidchart (non-exhaustive list): same advantages as office tools, except that the surface is infinite! These programs take a relatively short time to learn. On the other hand, their main advantage is that they integrate process creation modules, allowing you to maintain a certain design flexibility.

Process mapping software such as Viflow, Visio, Camunda (non-exhaustive list) These are specialized, high-performance mapping software programs. They take a relatively long time to learn. They’re fairly inflexible, so if you need to include information that isn’t provided for by the software, you’re stuck.

Software to orchestrate and operate processes: automation software, workflow software, BPM (Business Process Management)

Automation software such as Zapier, Make, Power Automate, Workato, Lapala (non-exhaustive list): thanks to these programs, you can orchestrate an entire process and activate automations. The project manager designs the process, integrates the company’s software, and positions physical or automatic triggers and events to handle the entire process.

Workflow software. Workflow software can be used to orchestrate all or part of a business process. These programs offer numerous components, such as data entry, integration of your existing software, messaging modules, tracking/reporting tools, automation tools, extranets or intranets…
In general, these are NoCode and LowCode tools that don’t necessarily require any prerequisites or skills.

BPM (Business Process Management) software. It’s a powerful, all-encompassing information system for managing a wide range of complex business processes. BPM software enables you to map your entire operation by identifying, orchestrating and visualizing multiple data flows. They also include a wide range of functions, including workflow tools and dashboards…

Choose the right software for your needs

Of course, process orchestration and management software also includes drawing and mapping tools. In particular, many BPM software packages include diagramming tools such as BPMn.

A number of BPM-related drifts are possible, for example:

• Use BPM software from project initiation through to process analysis and recommendations.
• Paying for BPM software to do nothing but workflow.
• Use BPM software when the company’s stakeholders don’t understand the importance of standardizing processes.
• Use BPM software without having identified the key data and indicators of a business process.
• Start automating with BPM or workflow tools without having to look for other solution families…

How do you model a process or an activity?

Stage 0 (depending on project complexity): Pre-project with decision-makers

Depending on the stakes involved and the complexity of the existing process, it is important to pre-frame the project with the decision-makers. This pre-framing consists of producing a succinct, macro presentation of the planned transformation, including :

• The scope of activities and processes to be handled. One process = One project. It is important to prioritize projects according to their importance and impact on the company.
• For each project, establish hypotheses, evaluate the needs to be covered on a macro level (note: needs are not solutions), define budgets, and forecast design, construction and deployment times. Be careful not to go into the micro level until the project has been validated.
• Propose a timetable for project implementation.
• Introduce a project team, its roles and responsibilities.
• Propose governance bodies.

At this stage, it’s not advisable to look for solutions or software. It’s too early, the needs are still macro. Choosing at this point means closing doors and missing out on the best solution.

Step 1: Process audit

The project manager will have to get out his best investigator’s suit and meet as many employees as possible to cross-reference information. This information will enable him/her to know exactly how the company works, to collect problems, frustrations, information (tasks, data, stocks, software…), to list needs…

4 points of attention on process analysis :

• Be exhaustive. Holes can lead to nasty surprises at the end of the project.
• Meet with a representative number of stakeholders. To ensure that as many people as possible are involved, and to avoid any jealousy, the project manager may wish to hold a few group interviews or collaborative workshops on specific themes (e.g. to explore an identified problem).
• Conduct questionnaires, surveys and polls to gather quantitative information.
• Meet the right people. Sometimes it’s more useful to meet with a line manager than with your manager to find out exactly how a department works.
• Do not direct questions. Open-ended, closed or semi-closed questions are designed to understand, not to validate beliefs.

And this is perhaps the most important point. The process audit is also the first change management tool. Being a good listener and a good teacher will only be beneficial for the rest of the project, especially if it involves major organizational changes or digital transformations.

Step 2: Modeling existing processes

As we have seen in the previous sections, there are plenty of process modeling tools to suit many needs. For a better grasp of the diagrams, we recommend taking the best of each and creating the mapping(s) that will be easiest for the project manager to get to grips with.

You can also use different maps or create “views” to convey different messages. For example, the 1st slide displays stages and employees, the 2nd displays software and satisfaction, the 3rd displays data and inventory…

Stage 3: Definition of target/future operation

Listing of needs and search for solution families

This phase begins by listing the problems/needs and prioritizing them according to their financial, operational and human impact.

Then the project manager can look for solutions to meet a specific need.

It’s important not to close any doors, and not to jump headlong into a tool! In fact, one need can be covered by several tools. Listing all possible and imaginable solutions is necessary to find the simplest tool (which is often the least expensive).

Examples of major solution families and process optimizations :

Target process modeling

We’ve already talked about this. It’s important to use the mapping that’s easiest for the project manager to grasp. And don’t forget that process modeling is also a communication tool for the company’s stakeholders. It must therefore be comprehensible and scalable.

If the project manager has mastered BPM software, no problem. If, on the other hand, they are still in the process of upgrading their skills, they may find these tools difficult to use.

Step 4: Validation of target process modeling by management and employees

Without validation, the process has no chance of being implemented. In addition, confirming needs will free up budgets and the search for solutions phase (not to be confused with the search for families of solutions).

As a reminder, the mapping thus constructed has the advantage of being easily understandable by any employee, and of being scalable. It will be the main tool for convincing the company’s teams.

Step 5: The search for solutions, or how to identify the right solution and features

In this phase, you’ll be competing with the different solutions, software and service providers you’ve chosen. They will propose a list of functionalities that will cover your needs to a greater or lesser extent.

The good news is that the specifications to be submitted to them will be practically done thanks to all the preliminary work that the project manager will have provided. Their response to the invitation to tender will be all the more tailored to the company’s needs.

This stage will enable us to put together a transformation framework file. This scoping file will include a project plan comprising an implementation timetable, a method, a schedule of workstreams, and a financial and human costing for the transformation…

Make a process sustainable by integrating mapping into a process documentation

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Now you know all about process modeling. Now it’s your turn! See you soon for more content!