In business, it is important to be efficient by not having tasks overlap and making sure that all bases are covered. Business process mapping can help in this respect by clearly defining the requirements of every internal business process. Process mapping seeks to delineate responsibilities and clearly define the company’s processes and procedures. It can also define the metrics by which the success of a business can be measured.
Although the first known instance of process mapping can be attributed to Frank Gilbreth in 1921 with his introduction of the flow process chart, many of the conventions of the method are still apparent in the way that business process mapping is done today, despite the use of computers and software programs.
There are, however, a number of benefits that come with using computers for this task. One major advantage is the sheer volume of information that computers can handle. With companies larger than ever before and various industry-specific, national and international rules to comply with, it would be unimaginable to list down all requirements with a pen and paper.
Another advantage is the accessibility of data. Information relevant to business processes can be called up with the click of a button and easily changed or updated. Also, metadata can be attached to activities, drivers and triggers in order to provide a more complete comprehension of business processes. This metadata can include relevant documents, compliance rules, times, volumes etc.
With the help of software created by business professionals who are well aware of what it takes to run and improve a business, business process re-engineering, regulatory compliance and other activities are now easier than ever before.
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