Use relevant process descriptions and representative records that show system output, human intervention and decision responsibility. Make clear which functions are active rather than merely planned.
Connect the diagram to actual operations
A software sales presentation is not proof that the company uses every advertised feature. Explain what is configured and operating, and who deals with work the system cannot complete. Dated configuration records or administrator settings, rather than a vendor's marketing brochure, show which features are actually switched on and in use.
A sample of transaction or output logs covering a representative period demonstrates that the workflow runs in practice rather than existing only as a planned capability. Exception records showing when a person intervened, corrected an error or approved an unusual case establish that oversight exists and identify who performs it. A vendor's go-live or implementation confirmation, dated and specific to the system in question, carries more weight than a general product description written for prospective customers.
Naming the role responsible for monitoring the system and describing what training that role received ties the automation back to a real position rather than leaving it as an unattributed capability. A process description that names each step, the system that performs it and the point at which a person reviews or approves the result is more persuasive than a diagram alone, because it ties the flowchart to an accountable person.