In Lean Six Sigma, process mapping and the identification of bottlenecks play a crucial role in the Measure and Analyze phases of a project. Process maps are tools that help teams understand the specific inputs and outputs of a process, and determine the points during a process where data should be collected. These maps are particularly useful because they provide a visual depiction of the flow of a process, making it easier to identify areas where rework is happening or where potential bottlenecks may occur. 

During the Define phase of a project, a Six Sigma team might develop a process map that represents the current state of the process. This map serves as a baseline for understanding how the process currently operates. As the team moves into the Analyze or Improve phases, they can create a process map that represents the desired future state of the process. By comparing these current and future state process maps side by side, the team can clearly see what changes are necessary. This comparison ensures that all functionalities of the current process are considered in the updated process, and verifies that the proposed changes will address all existing challenges. 

Identification of bottlenecks is a key aspect of process mapping. Bottlenecks are points in a process where the flow is constricted, leading to delays and inefficiencies. They are often the critical areas that need improvement for the overall process to become more efficient. By visually mapping the process, teams can pinpoint these bottleneck areas and focus their improvement efforts on these critical parts of the process. 

In summary, process mapping in Lean Six Sigma is a vital step for project teams. It aids in the identification of key process steps, measurement points, and bottlenecks, and helps in envisioning and planning for an improved process flow, ultimately leading to enhanced efficiency and effectiveness in the process being analyzed​​.