THE PROCESS MAPPING DILEMMA
Nowadays, almost all organizations are confronted with the challenge of designing their processes in a way that best meets the needs of their customers.
To do so, they identify, model and define business processes. These are then frequently mapped using process chain diagram or swim lane models in flow diagram, event-driven process chain (EPCs) or other form. In many cases, the results are similar to the diagram shown on this graphic:

All of these types of diagram are sound options for mapping individual and providing programmers with a good configuration basis for their IT-based process workflow systems.
But they also really only offer a good overview and remain easy to understand if the processes they map are restricted to a manageable number of tasks.
In practice, this is a real dilemma, as organizations have either:
comparatively few processes (which are highly complex), or
a huge number of processes (which are difficult to manage, almost impossible to follow and require extensive maintenance efforts and expertise to handle their existing connections).
Whatever route you choose to map these processes – comprehensibility and clarity still gets lost on the way.