Find the end points

Two characteristics must be agreed to by the mapping team:

1. Clearly defined beginning and end points.  This can help prevent "scope creep" during the mapping process.
2. The level of detail.  This will require some guesswork in determining the appropriate level of detail.  Too little and the team will likely miss critical opportunities.  Too much and team members will get bogged down and effectively lose sight of "the forest through the trees."  This discussion should consider the intended result of the mapping process.

I have found the mapping process to be most effective by starting with a simple macro-flowchart which would should enough information to convey a good general understanding of the process.  As the team discusses potential areas of opportunities, we would then add detail only where necessary.

Iterating through this process as projects close and new ones begin will continually add and improve the process map, making it a living document that can support both strategic thinking and tactical planning and bridge both areas in a powerful way.