Process Mapping

Process mapping represents how work moves from a trigger to an outcome. A useful map identifies actors, inputs, activities, decisions, handoffs, and exception paths. It should say whether it describes observed current work or a proposed future process.

Include the path that does not finish cleanly

A fictional invoice reaches a clerk, who finds the order and receipt. A mismatch sends the case to another team before it is checked again. Omitting that loop would hide waiting and rework.

Mark unavailable information and who has authority to resolve it. A second review may be an intentional control rather than wasted effort.

Verify the map against actual cases

Walk through ordinary and exception examples with the people doing the work. A policy document can describe an intended process that differs from practice. A diagram organizes evidence; it does not prove a bottleneck's cause or quantify improvement by itself.

Reference: GOV.UK: User Research in Discovery.