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BPM & Flowchart Glossary
Last updated: Mayo 2026
40 key terms from business process management, BPMN and flowchart methodology — each with a short definition, extended explanation and practical example.
BPM (Business Process Management)
Discipline for designing, documenting, executing and improving business processes.
BPM (Business Process Management) is the discipline that enables organisations to identify, design, document, execute, measure and continuously improve their business processes. It is not software but a management approach combining methodologies, technologies and organisational roles to make processes more efficient, predictable and scalable.
Example: A company implementing BPM first documents how its current sales process works (AS-IS), identifies inefficiencies and designs an improved version (TO-BE).
BPMN (Business Process Model and Notation)
International ISO/IEC 19510 standard for visually modelling business processes.
BPMN 2.0 is the international standard developed by the Object Management Group (OMG) for business process modelling. It defines a graphical notation based on flowcharts that includes events (start, intermediate, end), tasks, gateways (exclusive, parallel, inclusive), pools and lanes (swimlanes). It is the standard used in enterprise BPM tools.
Example: A BPMN order-management process uses a start event (order received), gateways to decide if stock is available, tasks to process it and an end event.
Business process
Sequence of activities that transforms inputs into valuable results.
A business process is any set of related, structured activities that, when executed, transform one or more inputs into a concrete result of value for the customer or the organisation. Processes are classified as strategic (set direction), operational (generate direct value) and support (support the operational ones).
Example: The invoicing process transforms (input) the confirmation of a service rendered into (output) an invoice sent to the customer and the corresponding accounting record.
Flowchart
Visual representation of a process using standard symbols connected by arrows.
A flowchart is a graphical representation of a process that shows, step by step, the activities that make it up, the decisions taken and the order in which they occur. It uses standardised symbols (ISO 5807) connected by arrows. It is the most widely used tool in process documentation because of its universality and ease of understanding.
Example: The flowchart of a customer-service process shows: query received → classification (decision: urgent/non-urgent) → assignment → resolution → closure.
Gateway
BPMN element representing a decision point or branch in a process.
A gateway is a BPMN notation element that controls how sequence flows converge or diverge in a process. There are three main types: Exclusive (XOR) — only one branch is activated based on a condition; Parallel (AND) — all branches are activated simultaneously; Inclusive (OR) — one or more branches are activated depending on the conditions.
Example: An exclusive gateway in an expense-approval process: if the amount is under €500 → automatic approval; if higher → manager approval.
Swimlane
Horizontal or vertical division of a diagram representing a participant or department.
A swimlane is a visual representation in a process diagram that organises activities by owner or participant. Each lane corresponds to a person, team, department or system. Swimlanes let you see at a glance who does which part of the process and where handoffs of responsibility occur.
Example: In a hiring process, the lanes could be: Requesting employee → Manager → HR → General Manager. Each activity sits in the lane of whoever owns it.
Subprocess
Process that is part of a main process and is detailed in a separate diagram.
A subprocess is an activity within a parent process that is itself a complete process with its own detailed diagram. Subprocesses keep top-level diagrams clean and navigable. This is essential in organisations with complex processes that require multiple levels of detail.
Example: In an employee onboarding process, "IT access management" can be a subprocess with its own 8 steps, detailed in a separate diagram.
ISO 9001
International standard for quality management systems. Requires documented processes.
ISO 9001 is the international standard for quality management systems (QMS), published by the International Organization for Standardization (ISO). The current version is ISO 9001:2015. The standard adopts a process-based approach and requires organisations to document, measure and continuously improve their processes.
Example: To obtain ISO 9001 certification, a company must document its key processes (sales, production, after-sales service), define performance indicators and demonstrate continuous improvement.
EFQM (European Foundation for Quality Management)
European business excellence model that requires management by processes.
The EFQM Model is a business excellence management framework developed by the European Foundation for Quality Management. The process perspective is central to the model: it requires processes to be documented, measurable and continuously improved.
Example: A company applying for the EFQM Excellence Award must show that its processes are documented, that it has indicators, and that there is evidence of improvement over time.
KPI (Key Performance Indicator)
Key performance indicator that measures whether a process meets its goals.
A KPI (Key Performance Indicator) is a quantifiable metric that assesses the success of a process, activity or initiative against its objectives. KPIs should be specific, measurable, achievable, relevant and time-bound (SMART criteria). In a BPM context, process KPIs measure aspects such as cycle time, error rate, cost per transaction or customer satisfaction.
Example: KPIs for a customer-service process: first-response time < 4h (target), first-contact resolution rate > 80%, CSAT > 4.2/5.
RPA (Robotic Process Automation)
Technology that automates repetitive tasks using software "robots".
RPA (Robotic Process Automation) is a technology that uses "robot" software to execute repetitive, rule-based, high-volume tasks that would normally be done by people. It is quick to implement but requires processes to be well documented and stabilised beforehand.
Example: An RPA robot can automate extracting data from supplier invoices, entering it into the ERP and sending a confirmation to the supplier — with no human involvement in standard transactions.
AS-IS / TO-BE
AS-IS = current state of the process. TO-BE = improved future state.
AS-IS and TO-BE are two BPM terms describing the two perspectives of a process. The AS-IS diagram documents how the process actually works today. The TO-BE diagram represents the desired future state after analysis and redesign. Comparing the two is the basis of any process-improvement project.
Example: The AS-IS of an expense-approval process reveals 3 manual email escalations. The redesigned TO-BE has automatic approval for amounts under €200, cutting the time from 48h to 2h.
PDCA (Plan-Do-Check-Act)
Four-phase continuous-improvement cycle: Plan, Do, Check, Act.
The PDCA cycle (also known as the Deming cycle) is an iterative method for the continuous improvement of processes. The four phases are: Plan — identify the problem and design the solution; Do — implement the change; Check — measure the results; Act — standardise the solution if it works, or iterate. It underpins ISO 9001 and Lean thinking.
Example: A company applies PDCA to its invoicing process: Plan (cut errors by 50%), Do (roll out a review checklist), Check (measure errors for 1 month), Act (standardise the checklist).
SLA (Service Level Agreement)
Service-level agreement that defines the time and quality commitments of a process.
An SLA (Service Level Agreement) is a documented contract or commitment between a service provider and a customer (internal or external) that defines the service quality parameters: response times, resolution times, availability, quality metrics.
Example: SLA for IT support: critical incidents — response < 1h, resolution < 4h. Normal incidents — response < 4h, resolution < 2 business days.
Lean Management
Management philosophy focused on eliminating waste and maximising customer value.
Lean Management is a management philosophy originating from the Toyota Production System that seeks to maximise customer value while minimising waste. Documenting processes is the first step to identifying that waste.
Example: A Lean analysis of the purchasing process finds that 40% of the time is lost waiting for manager approvals — a wait that can be eliminated with automatic approval thresholds.
Process map
Visual representation of all of an organisation’s processes and how they relate to each other.
A process map is a diagram that shows, at a strategic level, all the processes an organisation carries out and how they relate to each other to create value. It typically distinguishes between strategic, operational and support processes.
Example: The process map of an accounting firm classifies as strategic: planning and management. As operational: client acquisition, tax advice, labour advice. As support: IT, HR, internal accounting.
Pool (BPMN)
BPMN element representing a participant or external entity in a process.
In BPMN, a pool is a graphical container that represents a participant in a process — usually an organisation or system with its own internal logic. Within a pool there can be swimlanes that subdivide the participant into roles or departments.
Example: In a loan application and approval process: Pool 1 = Customer (applies, signs), Pool 2 = Bank (evaluates, approves/rejects, disburses).
Value-added activity
Classification of activities based on whether they directly contribute to what the customer pays for.
In BPM and Lean, process activities are classified as: Value-added (VA) — the customer would pay for them directly. Necessary non-value-added (NNVA) — they add no value but are necessary. Unnecessary non-value-added (NVA) — pure waste that must be eliminated.
Example: In a customer support process: the resolution call is VA. Logging it in the system is NNVA. Waiting between escalations is NVA and should be eliminated.
Process indicator
Metric that shows whether a process is working correctly and to what extent.
A process indicator is a quantitative or qualitative measure used to assess a process’s performance. Each indicator should have a target value, a measurement frequency and an owner.
Critical process
A process whose failure or inefficiency has a direct, significant impact on the organisation.
A critical process is one whose interruption, error or degradation has a direct and significant impact on the organisation’s ability to meet its objectives. Identifying critical processes allows documentation, control and improvement efforts to be prioritised.
Example: For an accounting firm, filing taxes is critical (legal and reputational impact). For a clinic, the medical records process is critical (patient safety impact).
BPI (Business Process Improvement)
Discipline of one-off improvement of specific processes, more tactical than strategic BPM.
BPI (Business Process Improvement) is the practice of identifying specific underperforming processes and redesigning them to improve efficiency, quality or cost. Unlike global BPM, BPI is applied tactically and selectively to concrete problem processes.
Example: A company finds that its purchase approval process takes 5 days on average. It applies BPI to redesign it down to 24 hours using parallel approvals and automatic thresholds.
BPMS (BPM Suite)
Specialised software for modelling, executing, monitoring and improving business processes.
A BPMS (Business Process Management Suite) is a software platform that integrates tools to design process diagrams (modelling), execute workflows, monitor performance in real time and optimise processes. BPMS typically include a business rules engine, form management, system integration and analytics dashboards.
Example: Mapaflow is a BPMS focused on Spanish-speaking SMEs that lets you model processes in BPMN or classic notation, collaborate as a team and export documentation for ISO 9001.
Continuous Improvement
Management philosophy that seeks to permanently and incrementally improve processes and results.
Continuous improvement is a management philosophy holding that processes can always be optimised and that this improvement must be systematic, ongoing and incremental. It sits at the core of BPM, the PDCA cycle, Lean, Six Sigma and ISO 9001. It requires measuring, analysing, acting and measuring again.
Example: A company adopts continuous improvement in its technical support process: it reviews resolution times monthly, identifies bottlenecks and applies corrective actions systematically.
Strategic, operational and support processes
Classification of organisational processes by function: governance, value creation or support.
In process management, an organisation’s processes are classified into three types: Strategic — govern the organisation and set direction (planning, quality management, leadership). Operational — directly generate the product or service of value for the customer (sales, production, delivery). Support — support operational and strategic processes without generating direct value (IT, HR, accounting).
Example: In a consulting firm: Strategic = annual planning, partnership management. Operational = client acquisition, project delivery, billing. Support = staff management, IT infrastructure.
ISO 5807
ISO standard defining the standard symbols for data and process flowcharts.
ISO 5807 is the international standard (1985) that standardises the symbols used in information and data processing flowcharts. It defines the classic flowchart symbols: terminal (oval), process (rectangle), decision (diamond), data (parallelogram), document, connector. It is the basis of traditional flowchart notation that predates BPMN.
Example: A basic incident management flowchart follows ISO 5807: start oval → intake rectangle → classification diamond → action rectangles → end oval.
Process audit
Systematic, documented review to verify that processes work as defined.
A process audit is a systematic, independent assessment that verifies whether an organisation’s processes are carried out as documented and whether they produce the expected results. Internal audits are mandatory under ISO 9001 (clause 9.2) and are used to identify nonconformities and improvement opportunities.
Example: In an ISO 9001 internal audit of the purchasing process, the auditor compares the documented diagram against actual practice by interviewing buyers and reviewing order records.
Process manual
Corporate document that gathers and describes all of an organisation’s key processes.
A process manual is the corporate document that groups together the description, diagrams, owners, indicators and work instructions for all of an organisation’s key processes. It is the documentary backbone of any quality management system and a de facto requirement for ISO 9001 certification and EFQM models.
Example: A logistics company’s process manual includes: process sheet, flowchart, owner, KPIs and work instructions for its 12 critical processes.
RACI matrix
Tool that defines who is Responsible, Accountable, Consulted and Informed for each activity.
The RACI matrix is a role-definition tool for processes that assigns four types of involvement to each activity: Responsible (does the work), Accountable (approves and answers for it — only one per task), Consulted (provides input) and Informed (is notified of the outcome). It removes ambiguity about who decides what at each step.
Example: For the activity "Approve purchase order": Responsible = Purchasing manager, Accountable = CFO, Consulted = Requesting user, Informed = Accounting.
Event (BPMN)
BPMN element representing something that happens and affects a process’s flow.
In BPMN, an event is something that "happens" during the process and affects its flow. Events are represented as circles. Main types: Start event (thin circle) — triggers the process; Intermediate event (double circle) — occurs during the process; End event (thick-bordered circle) — ends the process. Events can be of type message, timer, error, signal, among others.
Example: An order process has: message start event (customer sends order) → processing activities → message end event (confirmation sent to the customer).
Task (BPMN)
Atomic unit of work within a process, represented by a rounded rectangle.
In BPMN, a task is the smallest unit of work in a process — an activity that is not broken down further at that level of detail. It is represented by a rectangle with rounded corners. Task types include: user task (person + system), service task (automated), send task, receive task.
Example: In the invoicing process: "Review delivery notes" is a user task. "Generate invoice in ERP" is a service task. "Send invoice by email" is a send task.
Related: BPMN, Event, Subprocess
Bottleneck
Step or resource in a process that limits the capacity or speed of the overall flow.
A bottleneck is any point in a process where demand exceeds available capacity, creating a backlog of pending work and slowing down the entire flow. The Theory of Constraints (TOC) holds that a process’s overall throughput is determined by its bottleneck. Identifying and removing it is the improvement lever with the highest impact on performance.
Example: In the customer onboarding process, manual legal contract review is the bottleneck: it can process 10 contracts/day but 30 arrive. Solution: automate review of standard contracts using pre-approved templates.
Handoff
Point in a process where responsibility transfers from one actor or department to another.
A handoff is the moment in a process where control of an activity passes from one actor (person, team, system) to another. Handoffs are high-risk points for errors, information loss and delays. In flowcharts with swimlanes, handoffs are visible as arrows crossing from one lane to another.
Example: In the sales process, when the sales team hands a new customer to the Customer Success team, that is a critical handoff. Without a documented protocol, the customer may feel a discontinuity in service.
Value Stream Mapping (VSM)
Lean technique to visualise the flow of materials and information across an entire process.
Value Stream Mapping is a Lean technique that visualises every step of a process from start to end — both value-adding and non-value-adding — together with information flows. It allows waste, bottlenecks and wait times to be identified using real data. It is especially useful in manufacturing and logistics processes but also applies to services.
Example: The VSM of a factory’s production process reveals that of the 8-hour total cycle, only 45 minutes are value-added activities. The rest is waiting, transport and redundant inspections.
Related: Lean, BPM, AS-IS, Bottleneck
Customer Journey Map
Step-by-step visual representation of a customer’s entire experience with an organisation.
A Customer Journey Map is a customer experience design tool that visualises every touchpoint a customer has with an organisation, from first contact to post-sale. It combines process steps with customer emotions and the channels involved. It complements BPM by adding the customer’s perspective to internal processes.
Example: The customer journey of a SaaS software customer: discovery (Google ad) → evaluation (free trial) → purchase (checkout) → onboarding → regular use → renewal. Each stage has associated emotions and internal actions.
Process governance
Framework of policies, roles and mechanisms to manage and maintain an organisation’s processes.
Process governance is the set of policies, accountability structures, decision-making mechanisms and standards that ensure an organisation’s processes are aligned with strategy, controlled, updated and systematically improved. It defines who can create, modify or remove processes and how changes are approved.
Example: In a company with mature process governance, each process has a process owner who reviews the diagram every 6 months, approves changes and answers for its KPIs to the Quality Committee.
QMS (Quality Management System)
Organisational system that documents and controls all processes to guarantee quality.
A Quality Management System (QMS) is the set of policies, processes, procedures and resources an organisation puts in place to direct and control how quality is achieved. ISO 9001 is the reference standard for implementing a QMS. A QMS is not just a set of documents: it includes the processes, measurements, management reviews and improvement actions.
Example: A company implements an ISO 9001 QMS by documenting 15 key processes with Mapaflow, defining KPIs for each and setting up monthly indicator review meetings.
Time to Value
Time it takes a customer to get real value from the product or service they purchased.
Time to Value (TTV) is the time between a customer acquiring a product or service and obtaining their first significant value outcome. It is a critical KPI in SaaS and service businesses. Reducing TTV is the goal of the onboarding process and depends directly on the quality and efficiency of implementation processes.
Example: A SaaS company measures an average TTV of 18 days. It documents and optimises its onboarding process, cutting TTV to 5 days, which increases 90-day retention by 34%.
Related: Onboarding, KPI, Business
Onboarding process
Process for bringing in new employees or customers, from welcome to full autonomy.
The onboarding process is the sequence of activities designed to bring in a new person — employee or customer — and take them from their initial state to full autonomy or activation. A well-documented, standardised onboarding reduces ramp-up time, improves the new user’s experience and frees up time for the team supporting them.
Example: A company’s employee onboarding process includes: signing documents, IT system setup, tool training, meetings with the manager and teammates, and a review at 30/60/90 days.
IMS (Integrated Management System)
System combining multiple management standards (quality, environment, safety) in one framework.
An Integrated Management System (IMS) is the simultaneous implementation of two or more management standards in a single, cohesive system: typically ISO 9001 (quality), ISO 14001 (environment) and ISO 45001 (occupational health and safety). Integration avoids duplicating processes, documents and audits. Processes are shared across the three systems.
Example: A construction company integrates ISO 9001 + ISO 14001 + ISO 45001: site processes are documented once but cover quality, environmental impact and occupational safety requirements simultaneously.
Nonconformity
Failure to meet a requirement of the management system or a documented process.
A nonconformity is any situation where reality does not meet what is established in the management system (a standard, a documented process, a legal or customer requirement). Nonconformities are found through audits, process controls or customer complaints. ISO 9001 requires nonconformities to be documented, their root cause analysed and corrective actions applied.
Example: An internal audit finds that the contract review process skips the legal officer’s approval in 30% of cases — this is a nonconformity of the documented process.
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