This book, the first of two volumes, has been written primarily as a how-to guide to Workflow Mapping and Analysis, and is focused on mapping organizational processes. At the same time, it explains why we need to do certain things, and it provides some thinking tools to help achieve that.
As we will see in Chapter 4, “processes” are combinations of actions and information. To really understand a process and then map it, you have to understand both of these parts. The actions and the material we work on (often information itself) are the easy parts to capture. Information is trickier—the formal part is the information we can see in rules, procedures, policies, and the like—and that is usually pretty visible. But people do ...
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