By Yvonne Hertz on October 16 2018 12:04:08
Well, flowcharts can be used to analyze, design, document or manage a process in a wide variety of fields. Examples could include a Recruitment or Accounting process, the logical procedure within a piece of software, or a process in an organization such as Health & Safety, Equal Opportunities, Conciliation & Arbitration or Social Services. There are several derivatives of the basic flowchart including the Workflow Diagram,
Usually, this exercise takes place during an e-procurement project as part of the analysis phase, but can be done at any time. As long as there is a resource who has the proper skills and knows how to draw a flowchart to help the various departments identify their current procedures and potential problem areas within the purchase order approval process.
I guess what I`m driving at is that despite all of this peripheral activity, and to refute my Business Analyst friend, the principal thrust of the engineer or architect is to produce and maintain a reliable set of drawings. It all comes down to boxes and lines. Interestingly, today`s analysts and programmers think drawings are "old-hat" or passé. I don`t care whether you draw it with pencil and paper or by computer, documentation is an inherent part of the design process. Failure to recognize this is to deny reality.
Once the team recognizes the problem areas, they can easily adjust the map to a future state version that can dramatically affect performance and turnaround time of the purchase order process.
A flowchart can enable the process analyst to effectively document the information given to them by the subject matter experts. With a defined list of symbols, directional arrows and flow diagrams, flowcharts can help the team find gaps and or problem areas that have been known for awhile but have never been visually mapped out in an as-is process map.
This is not easily done, especially in a large room with multiple experts who know only a small portion of the entire process. Each contributor who works within the team can identify their specific areas they deal with on a daily basis, but do not necessarily understand or know the linkages and dependencies that exist outside of their general areas.