We just finished talking about making sure you focus on the physical properties of the process, because that's what's going to make your storytelling cohesive. Now we're going to actually talk about more detail of the strategy you're going to use to capture and structure that information in that format. And it should be fairly intuitive you it's the five W's framework. And this is actually something you might have even seen in grammar school. It's the basics of good journalism. And the same basics that make good journalism and good storytelling in that domain are going to apply here to process we're not really trying to reinvent the wheel and that sense.

The first part is, before we go into the five W's before you think about which processes again, you want to focus on your revenue generating activities predominantly. This is a list of basic info for you to refer to. You can see stuff on here like the size of the business, the number of employees, seasonal business patterns, do are your snow shovel company. Do you have dips in your revenue? This is kind of establishing the forest first before you kind of tackle Have a specific process. So it's always best practice, we've kind of given this to you For reference, to think about organizing your entire process ecosystem with some of these questions.

And now here you see the five W's of storytelling. So we're going to refresh them here. And then we'll talk about how they apply to actual process capture and visualization a moment. But it's what, who, where, when, and why. These are the things that as you're going through the process capture, you're going to see the logic of if I'm having a conversation or an interview with another employee or with myself, and I'm structuring the information, it's going to be just repeating over and over again, the same five steps. So on this slide, you actually see the process story using the five W's.

And we're going to start seeing how it's visualized. And you can start seeing the beginning of a basic process map here in this slide. But when you structure process according to the five W's, you can see very easily what's happening in the process. And I'll kind of point through here where the five W's are we're going to go over the shapes to More specifically in a moment. So you can do exercise. But the what number one is usually inside of boxes or you call them square shapes.

And you're also in the same shape, you're going to have the where it happens. And we're going to talk about this in a second, then you have you can see the role on the left hand side is that who and the when is how the shapes are sequenced, how they're ordered, and how they're connected. And then the Why is context that you can add, basically, as required in terms of, you know, it can be in the document, it can be in supplementary documentation, but the Y we'll talk about in a moment, and that's going to be very helpful for the communication in terms of what your objective is. So on this slide, this is the real process oriented five W's. So I'm going to take a moment to go through this in a little more detail. So the what happened, and again, this is more of a nod to journalism, the what is the action, what action or step in the process are we focusing on?

And it's either what's happening or what you're observing if you're an observer and you're kind of listening to information from an employee. Or a vendor, let's say or let's say maybe a supplier who knows. The who was involved is always going to be in process business process mapping which job which job role or title? You don't want your maps to say, well, it's Bob or it's Mary or it's me. You want to say is it the CEO is the marketing director is at the sales director? What is the actual functional role?

Because this will be very important later for scaling type work. If you don't have the role labeled, it's going to be difficult for you to understand you go back to your notes. Well, what did Mary do besides looking at the map so stick with job role for the who, the where this is where it gets a little bit less intuitive. It's not where like it happened in the building or happened in the bathroom, or it happened in the study with a candlestick. It's really the where is the action taking place? What system tool or space did the process step happen?

So this could be I'm writing a document, the layer could be Microsoft Word. It could be Google Docs. It's what is the actual physical continuity, that's going to link the story together in your mind, because a lot of people miss this part, they can say I did this step. But if you don't know where it was done, you're not going to construct the physical story in your mind. That's how you read a good story, you should be able to get the details and build it as you go. The win in process mapping is always linearly sequence because can two can humans do things simultaneously in physical time?

They can't. So what we're talking about here is everything in process happens in linear time this stuff happens which leads to this step, which leads to this step, etc. So when you're sequencing your process information, visualizing it, this has to happen in one box leads to another box, another box or sometimes it forks across two roles or different alternate paths based on decisions, but it cannot be happening simultaneously. So you are literally the when is when does it happen in relation to other process activities. And then lastly, the why which a lot of times is you get to capture something and then as a solopreneur Particularly, you got to ask yourself, why is the process this way, and you will be shocked. I guarantee if you actually write down your processes and you actually see them in front of you, you will be asking yourself, why do I do this this way?

A lot more than you might think. And this is the basis of managing your processes. So that's the five W's and then in the next section, we'll talk about how we put those together with more detail, to visualize it into the actual process story.