Simplifying IT Operations with Process Mapping

With the world running so fast in the digital era, the information technology organizations are compelled to offer stable services, resolve incidents quickly, and perform change effectively. But the more complicated your operations and infrastructure are, the higher your risk for having ad hoc practices, duplication, silos, confusion around responsibilities, and ineffectiveness. That’s when process mapping acts like a mighty instrument for making your operations easier, clearer, and efficient for the IT operations.

What Is Process Mapping — And Why It’s Useful in IT
Process mapping is the process of literally mapping visually the sequence, roles, decisions, inputs, and outputs of a process. That is: making a flowchart (or swimlane diagrammable SIPOC, etc.) that indicates how the work moves from beginning to end, where work is done by whom, and where decisions or point-to-point moves happen.

In the service and operation of Information Technology, process mapping aids:

• Describe end-to-end workflows — from the receipt of incidents to their resolution, or from service requests through delivery
• Harmonize and normalize practices between squads (e.g. change management, access control, helpdesk)
• Reveal ineffectiveness, jams, or duplication
• Enhance communication and common understanding between jobs and groups
• Promote comporting, audits, and governance
• Allow for continuous refinement with a pictorial base to improve throughout time

   

A clear process map is particularly useful when consolidating or growing the operations for IT, or when evolving to the more evolved models such as ITIL.

Components & Techniques of Good Process Mapping
Building useful IT process maps will mean achieving mastery in a handful of key concepts and tools.

1. Symbols and Notation
   Standardize symbols (e.g., rectangles for tasks, diamonds for decisions, arrows for direction of flow, etc.) so that charts are self-evaluative and consistent. Swimlane charts are useful for revealing which role or team is accountable for each step.

    

2. Levels of Detail
   Maps may (and must) be of several levels:

    

   • Level 0 (high-level) — macro understanding of the procedure (e.g. “Receive incident → Resolve → Close”)

      

   • Level 1 / Level 2 — additional detail (e.g. escalation hierarchy, handoffs)

      

   • Level 3+ — step-by-step, rule of decisions, exception paths
     Not all procedures require all levels of detail; select depending upon purpose and audience.

      

3. SIPOC / High-level Context
   Prior to detailed mapping, employ a SIPOC (Suppliers, Inputs, Process, Outputs, Customers) to delineate the scope, limits, and stakeholders of a process. This guarantees that all persons are in agreement regarding “in” and “out.”

    

4. Platforms & Instruments
   Process mapping is also facilitated by software like Microsoft Visio, Lucidchart, Draw.io (diagrams.net), etc. They enable clean diagrams, versioning, collaboration, and templating again and again.

    

Mapping Core Information Technology Processes
Consider the way that process mapping may be utilized for typical IT activities:

• Incident Management / Ticket Handling
  From the moment a user raises a ticket to final closure. Add categorization, priority, escalation, communication, resolution, and checking for closure. Use swimlanes (user, service desk, technical team).

   

• Service Request Fulfillment
  i.e. ordering new software access, requests for hardware. Steps are request, approval, fulfilment, verification, finalization.

   

• User Access / Password Reset
  A highly frequent regular process — document verification, reset, communication, logging.

   

• New Employee IT Setup
  Account setup, hardware setup, onboarding, training.

   

• Change Management & IT Asset Lifecycle
  Planning, authorization, calendaring, checking, rolling in, post-change. Following asset acquisitions, maintenance, retirements.

   

• Backup & Disaster Recovery Processes
  Backup schedule, verification, recovery tests, escalation.

   

During a training or work session, participants will typically select a genuine internal process and employ swimlane or level 2/3 mapping to see the opportunities for improvement. 

Best Practices & Common Pitfalls

Best Practices

• Start from a higher-level process (Level 0 or SIPOC) and then move downhill
• Involve all stakeholders (helpdesk, technical staff, managers) so that you get true practices, not ideal ones
• Keep diagrams simple and readable (avoid overcluttering)
• Version your diagrams, and have a “governed repository” of all the process maps

   

• Incorporate the maps in training, handovers, and audits
• Repeatedly check and correct the maps (a map is a living document)

   

Pitfalls to Avoid

• Mapping too much detail all at once
• Non-uniform notation or symbols between maps
• Missing critical exception paths or rules of decisions
• Omitting handoffs, responsibilities, or responsibilities
• Letting maps stagnate (i.e. not updating them as processes change)
• Failure to incorporate process mapping with governance, measures or KPIs

   

How to Get Started (Roadmap)
Pinpoint important IT processes where the clarity or performance is poor (incident, access, change, etc.).

• Define scope using SIPOC or a high-level description.
• Create a Level 0 / Level 1 mapping to achieve agreement.
• Drill through to the Level 2 / Level 3 maps where appropriate.
• Verify the maps to stakeholders, model flow or “walk the process.”
• Release and share the maps to the squads (e.g. through intranet, in training).
• Implement them operationally (during audits, process improvement, onboardings).
• Periodically review and edit (e.g. quarterly, after significant modifications).
• You may also organize internal workshops — divided into sections, have the brainstorm a process (e.g. ticket flow), and afterwards share and receive feedback.

Process mapping is a mighty, realistic discipline for introducing transparency, consistency, and agility into the operations of IT. It enables the team to observe the “as-is” flows, spot the waste or the duplication, define the responsibilities, and move towards improved practices.

By beginning a handful of key IT processes, involving stakeholders, and validating maps as work tools (and not artifacts sitting on a shelf), organizations are able to significantly streamline their IT operation, improve reduction of friction, and create a base for sustained improvement.