Finding the Right Level of Detail in BPMN Process Mapping

Why Level of Detail Matters in BPMN 

Business Process Model and Notation (BPMN) is one of the most powerful tools for documenting and improving business processes. It allows you to visualize workflows, uncover inefficiencies, and communicate processes clearly across your team. 

But here’s the challenge: too little detail and your diagrams are useless; too much detail and they become overwhelming. 

Finding the right level of detail is key to making BPMN diagrams both practical and effective. 

The Risk of Going Too High-Level 

When BPMN diagrams are overly simplified: 

• Critical steps are missed. 

• Employees lack clear instructions. 

• The process feels disconnected from daily operations. 

Example: A diagram that just says “Handle Customer Complaint” doesn’t show how the complaint is logged, escalated, or resolved. 

The Risk of Going Too Detailed 

On the other hand, when diagrams are overly complex: 

• They become cluttered and difficult to read. 

• Teams get lost in minor variations or exceptions. 

• Maintenance becomes nearly impossible. 

Example: A diagram that documents every mouse click in a software tool quickly turns into an unreadable mess. 

How to Find the Right Balance 

1. Define the Audience 

Who will use the diagram? 

• Executives need high-level overviews. 

• Managers need mid-level detail for oversight. 

• Employees may need more detailed workflows for execution. 

2. Focus on Decision Points and Handovers 

Map where tasks move between teams, tools, or systems. These are the steps most prone to inefficiency and error. 

3. Apply the “5–7 Step Rule” 

At any given level, your BPMN diagram should have 5–7 key steps. If it has more, consider breaking it into sub-processes. 

4. Use Layers of Detail 

• Level 1 (High-Level): Overview of the process (e.g., “Order to Cash”). 

• Level 2 (Mid-Level): Key subprocesses (e.g., “Invoice Creation,” “Payment Collection”). 

• Level 3 (Detailed): Step-by-step tasks within each subprocess. 

5. Validate With Subject Matter Experts (SMEs) 

Always test your diagrams with the people who run the processes daily. They’ll tell you if you’ve gone too vague—or too detailed. 

Example: Mapping a Client Onboarding Process 

• High-Level: Receive Client → Set Up Project → Deliver Work → Close Contract. 

• Mid-Level: Receive Client → Sign Agreement → Collect Assets → Assign Team → Kickoff Meeting. 

• Detailed (Sub-Process): Collect Assets → Send Intake Form → Upload to Shared Drive → Notify Account Manager. 

This layered approach ensures the process is clear at every level, without overwhelming stakeholders. 

Final Thoughts 

The goal of BPMN is clarity, not complexity. The right level of detail depends on: 

• Who will use the diagram. 

• What decisions or improvements you’re trying to make. 

• How the process will be executed day-to-day. 

If your BPMN diagrams are either too vague or too complicated, they won’t drive efficiency. But when balanced correctly, they become a powerful tool for alignment, training, and continuous improvement.