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are done only when a process if FIRST designed
are done WITHOUT INPUT from those doing the work
describe what someone THINKS happens, not what really happens
are not used to examine the requirements of BOTH people and workflow
are not used to look for performance BREAKTHROUGHS
Process mapping can:
show unexpected complexity, problem areas, redundancy, unnecessary loops, and where simplification and standardization may be possible
compare and contrast the actual versus the ideal flow of a process to identify improvement opportunities
allow a team to come to agreement on the steps of the process and to examine which activities may impact the process performance
identify locations where additional data can be collected and investigated
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