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Fundamentals of
Business Process
Management
Marlon Dumas · Marcello La Rosa
Jan Mendling · Hajo A. Reijers
Second Edition
Marlon Dumas • Marcello La Rosa •
Jan Mendling • Hajo A. Reijers
Fundamentals of
Business Process
Management
Second Edition
123
Marlon Dumas
Institute of Computer Science
University of Tartu
Tartu, Estonia
Marcello La Rosa
School of Computing and Information
Systems
The University of Melbourne
Melbourne, Australia
Jan Mendling
Institute for Information Business
Vienna University of Economics
and Business
Vienna, Austria
Hajo A. Reijers
Department of Computer Sciences
Vrije Universiteit Amsterdam
Amsterdam, The Netherlands
ISBN 978-3-662-56508-7 ISBN 978-3-662-56509-4 (eBook)
https://doi.org/10.1007/978-3-662-56509-4
Library of Congress Control Number: 2018934715
©Springer-VerlagGmbHGermany, part of Springer Nature 2013, 2018
This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of
the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation,
broadcasting, reproduction on microfilms or in any other physical way, and transmission or information
storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology
now known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication
does not imply, even in the absence of a specific statement, that such names are ex empt from the relev a nt
protective laws and regulations andthereforefreeforgeneraluse.
The publisher, the authors and the editors are safe toassumethattheadviceandinformationinthisbook
are believ ed to be true and accurate at the date of publication. Neither the publisher nor the authors or
the editors give a warranty, express or implied, with respect to the material contained herein or for any
errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional
claims in published maps and institutional affiliations.
Cov e r illustration: M.C. Escher’s “Drawing Hands” © 2017 The M.C. Escher Company-The Nether-
lands. All rights reserved. www.mcescher.com
Printed on acid-free paper
This Springer imprint is published by the registered company Springer-Verlag GmbH, DE part of
Springer Nature.
The registered company address is: Heidelber ger Platz 3, 14197 Berlin, Germany
Contents
1IntroductiontoBusinessProcessManagement......................... 1
1.1 Processes Everywhere .............................................. 1
1.2 Ingredients of a Business Process .................................. 3
1.3 Origins and History of BPM ....................................... 8
1.3.1 The Functional Organization ............................. 8
1.3.2 The Birth of Process Thinking............................ 11
1.3.3 The Rise and Fall of BPR ................................. 13
1.4 The BPM Lifecycle ................................................. 16
1.5 Recap ................................................................ 27
1.6 Solutions to Exercises .............................................. 28
1.7 Further Exercises.................................................... 30
1.8 Further Readings .................................................... 32
2ProcessIdentification....................................................... 35
2.1 The Context of Process Identification.............................. 35
2.2 Definition of the Process Architecture ............................. 41
2.2.1 Process Categories ........................................ 41
2.2.2 Relationships Between Processes ........................ 42
2.2.3 Reuse of Reference Models............................... 45
2.2.4 Process Landscape Model ................................ 48
2.2.5 The Example of SAP’s Process Architecture ............ 55
2.3 Process Selection.................................................... 56
2.3.1 Selection Criteria .......................................... 56
2.3.2 Process Performance Measures........................... 59
2.3.3 Process Portfolio .......................................... 64
2.4 Recap ................................................................ 65
2.5 Solutions to Exercises .............................................. 66
2.6 Further Exercises.................................................... 69
2.7 Further Readings .................................................... 72
xiii
xiv Contents
3EssentialProcessModeling................................................ 75
3.1 First Steps with BPMN ............................................. 75
3.2 Branching and Merging............................................. 79
3.2.1 Exclusive Decisions ....................................... 80
3.2.2 Parallel Execution ......................................... 82
3.2.3 Inclusive Decisions........................................ 86
3.2.4 Rework and Repetition.................................... 90
3.3 Business Objects .................................................... 93
3.4 Resources............................................................ 96
3.5 Process Decomposition ............................................. 102
3.6 Process Model Reuse ............................................... 105
3.7 Recap ................................................................ 107
3.8 Solutions to Exercises .............................................. 108
3.9 Further Exercises.................................................... 112
3.10 Further Readings .................................................... 114
4AdvancedProcessModeling............................................... 117
4.1 More on Rework and Repetition ................................... 117
4.1.1 Parallel Repetition......................................... 119
4.1.2 Uncon trolled Repetition .................................. 122
4.2 Handling Events .................................................... 123
4.2.1 Message Events ........................................... 123
4.2.2 Temporal Events........................................... 124
4.2.3 Racing Events ............................................. 126
4.3 Handling Exceptions................................................ 129
4.3.1 Process Abortion .......................................... 129
4.3.2 Internal Exceptions........................................ 130
4.3.3 External Exceptions ....................................... 132
4.3.4 Activity Timeouts ......................................... 133
4.3.5 Non-Interrupting Events and Complex Exceptions...... 133
4.3.6 Event Sub-processes ...................................... 135
4.3.7 Activity Compensation.................................... 136
4.3.8 Summary .................................................. 138
4.4 Processes and Business Rules ...................................... 138
4.5 Recap ................................................................ 139
4.6 Solutions to Exercises .............................................. 140
4.7 Further Exercises.................................................... 149
4.8 Further Readings .................................................... 157
5ProcessDiscovery........................................................... 159
5.1 The Setting of Process Discovery .................................. 159
5.1.1 Process Analyst Versus Domain Expert .................. 160
5.1.2 Three Process Discovery Challenges..................... 162
5.2 Process Discovery Methods ........................................ 165
5.2.1 Evidence-Based Discovery ............................... 165
5.2.2 Interview-Based Discovery ............................... 168
Contents xv
5.2.3 Workshop-Based Discovery .............................. 172
5.2.4 Strengths and Weaknesses ................................ 175
5.3 Process Modeling Method .......................................... 177
5.3.1 Step 1: Identify the Process Boundaries.................. 178
5.3.2 Step 2: Identify Activities and Events .................... 178
5.3.3 Step 3: Identify Resources and Their Handoffs.......... 179
5.3.4 Step 4: Identify the Control Flow ........................ 180
5.3.5 Step 5: Identify Additional Elements..................... 182
5.3.6 Summary .................................................. 182
5.4 Process Model Quality Assurance ................................. 183
5.4.1 Syntactic Quality and Verification........................ 183
5.4.2 Semantic Quality and Validation ......................... 187
5.4.3 Pragmatic Quality and Certification ...................... 189
5.4.4 Modeling Guidelines and Conventions................... 192
5.5 Recap ................................................................ 194
5.6 Solutions to Exercises .............................................. 195
5.7 Further Exercises.................................................... 205
5.8 Further Readings .................................................... 211
6QualitativeProcessAnalysis............................................... 213
6.1 Value-Added Analysis .............................................. 213
6.2 Waste Analysis ...................................................... 218
6.2.1 Move ....................................................... 219
6.2.2 Hold........................................................ 221
6.2.3 Overdo ..................................................... 222
6.3 Stakeholder Analysis and Issue Documentation... . .. .. .. . .. .. .. .. 224
6.3.1 Stakeholder Analysis...................................... 225
6.3.2 Issue Register.............................................. 229
6.3.3 Pareto Analysis and PICK Charts ........................ 232
6.4 Root Cause Analysis ................................................ 236
6.4.1 Cause-Effect Diagrams ................................... 236
6.4.2 Why-Why Diagrams ...................................... 241
6.5 Recap ................................................................ 244
6.6 Solutions to Exercises .............................................. 244
6.7 Further Exercises.................................................... 249
6.8 Further Readings .................................................... 253
7QuantitativeProcessAnalysis............................................. 255
7.1 Flow Analysis ....................................................... 255
7.1.1 Calculating Cycle Time Using Flow Analysis ........... 256
7.1.2 Cycle Time Efficiency .................................... 261
7.1.3 Critical Path Method ...................................... 263
7.1.4 Little’s Law ................................................ 266
7.1.5 Capacity and Bottlenecks ................................. 267
7.1.6 Flow Analysis for Cost.................................... 271
7.1.7 Limitations of Flow Analysis ............................. 272
xvi Contents
7.2 Queues............................................................... 273
7.2.1 Basics of Queueing Theory ............................... 274
7.2.2 M/M/1 and M/M/c Models ............................... 276
7.2.3 Limitations of Basic Queueing Theory................... 279
7.3 Simulation ........................................................... 279
7.3.1 Anatomy of a Process Simulation ........................ 279
7.3.2 Input for Process Simulation.............................. 280
7.3.3 Simulation Tools .......................................... 286
7.3.4 A Word of Caution ........................................ 287
7.4 Recap ................................................................ 288
7.5 Solutions to Exercises .............................................. 288
7.6 Further Exercises.................................................... 291
7.7 Further Readings .................................................... 295
8ProcessRedesign............................................................ 297
8.1 The Essence of Process Redesign .................................. 297
8.1.1 Product Versus Process Innovation ....................... 298
8.1.2 Redesign Concepts ........................................ 300
8.1.3 The Devil’s Quadrangle................................... 303
8.1.4 Approaches to Redesign .................................. 304
8.1.5 The Redesign Orbit ....................................... 306
8.2 Transactional Methods.............................................. 307
8.2.1 Overview of Transactional Methods ..................... 308
8.2.2 7FE......................................................... 312
8.2.3 Heuristic Process Redesign ............................... 315
8.3 Transformational Methods ......................................... 319
8.3.1 Overview of Transformational Methods ................. 319
8.3.2 Business Process Reengineering ......................... 323
8.3.3 Product-Based Design .................................... 325
8.4 Recap ................................................................ 329
8.5 Solutions to Exercises .............................................. 330
8.6 Further Exercises.................................................... 333
8.7 Further Readings .................................................... 338
9Process-AwareInformationSystems..................................... 341
9.1 Types of Process-Aware Information Systems .................... 341
9.1.1 Domain-Specific Process-Aware Information
Systems ................................................... 342
9.1.2 Business Process Management Systems ................. 344
9.1.3 Architecture of a BPMS .................................. 347
9.1.4 The Case of ACNS ........................................ 353
9.2 Advantages of Introducing a BPMS ............................... 355
9.2.1 Workload Reduction ...................................... 355
9.2.2 Flexible System Integration............................... 356
9.2.3 Execution Transparency .................................. 358
9.2.4 Rule Enforcement ......................................... 359
Contents xvii
9.3 Challenges of Introducing a BPMS ................................ 360
9.3.1 Technical Challenges...................................... 360
9.3.2 Organizational Challenges ................................ 362
9.4 Recap ................................................................ 365
9.5 Solutions to Exercises .............................................. 365
9.6 Further Exercises.................................................... 367
9.7 Further Readings .................................................... 368
10 Process Implementation with Executable Models ...................... 371
10.1 Identify the Automation Boundaries ............................... 372
10.2 Review Manual Tasks............................................... 375
10.3 Complete the Process Model ....................................... 378
10.4 Bring the Process Model to an Adequate Granularity Level...... 381
10.4.1 Task Decomposition ...................................... 381
10.4.2 Decomposition of Ad Hoc Sub-Processes with
CMMN .................................................... 382
10.4.3 Task Aggregation.. .. . .. .. .. .. . .. .. .. . .. . .. .. .. . .. .. .. .. . .. 384
10.5 Specify Execution Properties....................................... 384
10.5.1 Variables, Messages, Signals, Errors, and Their
Data Types ................................................. 386
10.5.2 Data Mappings ............................................ 388
10.5.3 Service Tasks .............................................. 389
10.5.4 Send and Receive Tasks, Message and Signal Events ... 390
10.5.5 Script Tasks................................................ 391
10.5.6 User Tasks ................................................. 391
10.5.7 Task, Event, and Sequence Flow Expressions ........... 394
10.5.8 Implementing Rules with DMN .......................... 394
10.5.9 Other BPMS-Specific Properties ......................... 396
10.6 The Last Mile ....................................................... 399
10.7 Recap ................................................................ 400
10.8 Solutions to Exercises .............................................. 400
10.9 Further Exercises.................................................... 408
10.10 Further Readings .................................................... 411
11 Process Monitoring ......................................................... 413
11.1 The Context of Process Monitoring ................................ 413
11.2 Process Performance Dashboards .................................. 415
11.2.1 Operational Dashboards .................................. 415
11.2.2 Tactical Dashboards ....................................... 416
11.2.3 Strategic Dashboards...................................... 418
11.2.4 Tools for Dashboard Creation ............................ 419
11.3 Introduction to Process Mining .................................... 419
11.3.1 Process Mining Techniques............................... 420
11.3.2 Event Logs................................................. 421
11.4 Automated Process Discovery...................................... 427
11.4.1 Dependency Graphs ....................................... 428
xviii Contents
11.4.2 The α-Algorithm .......................................... 432
11.4.3 Robust Process Discovery ................................ 436
11.4.4 Quality Measures for Automated Process Discovery.... 439
11.5 Process Performance Mining ....................................... 442
11.5.1 Time Dimension........................................... 442
11.5.2 Cost Dimension ........................................... 447
11.5.3 Quality Dimension ........................................ 448
11.5.4 Flexibility Dimension ..................................... 450
11.6 Conformance Checking............................................. 451
11.6.1 Conformance of Control Flow ............................ 452
11.6.2 Conformance of Data and Resources..................... 457
11.7 Variants Analysis.................................................... 458
11.8 Putting It All Together: Process Mining in Practice............... 461
11.9 Recap ................................................................ 463
11.10 Solutions to Exercises .............................................. 464
11.11 Further Exercises.................................................... 470
11.12 Further Readings .................................................... 472
12 BPM as an Enterprise Capability......................................... 475
12.1 Barriers to BPM Success ........................................... 476
12.2 The Six Success Factors of BPM Maturity ........................ 477
12.2.1 Strategic Alignment ....................................... 480
12.2.2 Governance ................................................ 484
12.2.3 People...................................................... 486
12.2.4 Culture ..................................................... 488
12.3 Measuring Process Maturity and BPM Maturity .................. 490
12.4 Recap ................................................................ 495
12.5 Solutions to Exercises .............................................. 495
12.6 Further Exercises.................................................... 498
12.7 Further Readings .................................................... 499
ARedesignHeuristics......................................................... 501
A.1 Customer Heuristics ................................................ 501
A.2 Business Pr ocess Operation Heuristics ............................ 502
A.3 Business Process Behavior Heuristics ............................. 503
A.4 Organization Heuristics............................................. 503
A.5 Information Heuristics .............................................. 505
A.6 Technology Heuristics .............................................. 505
A.7 External Environment Heuristics................................... 506
References......................................................................... 509
Index ............................................................................... 519
List of Figures
Fig. 1.1 Ingredients of a business process .................................. 6
Fig. 1.2 How the process moved out of focus through the ages ........... 9
Fig. 1.3 Pu rchasing process at Ford at the initial stage ..................... 12
Fig. 1.4 Purchasing process at Ford after redesign ......................... 12
Fig. 1.5 Job functions of a manager responsible for a process (a.k.a.
process owner), based on Rummler & Brache [153] .............. 16
Fig. 1.6 Process mo del for the initial fragment of th e equipment
rental process ....................................................... 19
Fig. 1.7 The BPM lifecycle .................................................. 23
Fig. 2.1 The balanced scorecard by Kaplan & Norton ...................... 36
Fig. 2.2 Example of process categories of a production company ......... 42
Fig. 2.3 Value chain models for sequence, decomposition, and
specialization ........................................................ 43
Fig. 2.4 A process architecture with three le vels ............................ 44
Fig. 2.5 T he process architectu re of British Telecom and its
different levels. © BritishTelecommunications(2005)........... 45
Fig. 2.6 Process landscape model of Vienna’s public transport
operator Wiener Linien [168] ....................................... 48
Fig. 2.7 Process profile of BuildIT’s procure-to-pay process,
adapted from [190] .................................................. 52
Fig. 2.8 Process landscape model of BuildIT ............................... 54
Fig. 2.9 The SAP process map describing the process landscape of
the company [139]................................................... 55
Fig. 2.10 Example of balanced scorecards with the cascading
definition and measurement of various process performance
measures ............................................................ 63
Fig. 2.11 Process portfolio of a financial institution ......................... 64
Fig. 2.12 Process portfolio of a university ................................... 68
Fig. 3.1 The model of a simple order-to-cash process ..................... 76
Fig. 3.2 Progress o f three instances of the order-to-cash process .......... 77
xix
xx List of Figures
Fig. 3.3 The Solomon R. Guggenheim building in New York (a),
its timber miniature (b)anditsblueprint(c) ...................... 78
Fig. 3.4 An example of the use of XOR gateways ......................... 81
Fig. 3.5 An example of the use of AND gateways ......................... 82
Fig. 3.6 A more elaborated version of the order-to-cash process
diagram .............................................................. 83
Fig. 3.7 A variant of the order-to-cash process with two different
triggers .............................................................. 84
Fig. 3.8 Modeling an inclusive decision: first trial ......................... 86
Fig. 3.9 Modeling an inclusive decision: second trial ...................... 87
Fig. 3.10 Modeling an inclusive decision with the OR gateway ............ 88
Fig. 3.11 What type should the join gateway have such that instances
of this process can complete correctly? ............................ 88
Fig. 3.12 The order-to-cash process model with product
manufacturing ....................................................... 90
Fig. 3.13 A process model for addressing ministerial correspondence ..... 91
Fig. 3.14 The order-to-cash e xample with data objects and data stores .... 94
Fig. 3.15 The order-to-cash e xample with resource information ............ 98
Fig. 3.16 Collaboration diagram between a seller, a customer, and
two suppliers ........................................................ 100
Fig. 3.17 Identifying sub-processes in the order-to-cash process of
Figure 3.12 .......................................................... 103
Fig. 3.18 A simplified version of the order-to-cash process after
hiding the content of its sub-processes ............................ 104
Fig. 3.19 A process model for disbursing home loans, laid down over
three hierarchical levels via the use of sub-processes ............. 105
Fig. 3.20 The process model for disbursing student loans invokes
the same model for signing loans used by the process for
disbursing home loans, via a call activity .......................... 106
Fig. 4.1 The process model for addressing ministerial
correspondence of Figure 3.13 simplified using a loop
activity .............................................................. 118
Fig. 4.2 An example of unstructured cycle ................................. 118
Fig. 4.3 Obtaining quotes from five suppliers .............................. 119
Fig. 4.4 Obtaining quotes from a number of suppliers determined
on-the-fly ............................................................ 120
Fig. 4.5 Using a multi-instance pool to represent multiple suppliers ...... 121
Fig. 4.6 Using an ad hoc sub-process to model uncontrolled
repetition ............................................................ 122
Fig. 4.7 Replacing activities that o nly send or receive messages (a)
with message events (b) ............................................ 124
Fig. 4.8 Using timer events to drive the various activities of a
business process .................................................... 125
Fig. 4.9 A race condition between an incomin g message and a timer ..... 126
List of Figures xxi
Fig. 4.10 Matching an internal choice in one party with an
event-based choice in the o ther party .............................. 127
Fig. 4.11 An example of collaboration that can deadlock if the
decision is made for “already registered” ......................... 128
Fig. 4.12 Using an event-based gateway to fix the problem of a
potential deadlock in the collaboration of Figure 4.11 ............ 128
Fig. 4.13 A collaboration diagram between a customer, a travel
agency, and an airline ............................................... 130
Fig. 4.14 Using a terminate event to signal abnormal process
termination .......................................................... 131
Fig. 4.15 Error events model internal exceptions ............................ 131
Fig. 4.16 Boundary events catch external events that can occur
during an activity ................................................... 132
Fig. 4.17 Non-interrupting boundary events catch external events
that occur during an activity and trigger a parallel
procedure without interrupting the enclosing activity ............ 133
Fig. 4.18 Non-interrupting events can be used in combination
with signal events to model complex exception handling
scenarios ............................................................ 134
Fig. 4.19 Event sub-processes can be used in place of boundary
events and to catch events thrown from outside the scope
of a particular sub-process ......................................... 135
Fig. 4.20 Compensating for the shipment and for the payment ............. 137
Fig. 4.21 A replenishment order is triggered every time the stock
levels drop below a threshold ...................................... 139
Fig. 5.1 Organization chart of the Office of the DVC (Student
Affairs) .............................................................. 168
Fig. 5.2 Extract of the UML class diagram of the student admission
system ............................................................... 168
Fig. 5.3 Organizational policies for student admission .................... 169
Fig. 5.4 Phases of the interview method .................................... 169
Fig. 5.5 The activities and events of the order-to-cash process ............ 179
Fig. 5.6 The activities and events of the order-to-cash process
assigned to lanes .................................................... 179
Fig. 5.7 The handoff of work between the seller, the customer, and
the supplier .......................................................... 180
Fig. 5.8 The control flow of the order-to-cash process ..................... 181
Fig. 5.9 Process model quality aspects and assurance activities............ 183
Fig. 5.10 A structurally incorrect process model ............................. 184
Fig. 5.11 Common behavioral anomalies in block structures ................ 185
Fig. 5.12 A process model with a deadlock (a)andonewith
alivelock(b)......................................................... 186
Fig. 5.13 A process model with lack of synchronization (a)andone
with a dead activity (b).............................................. 186
xxii List of Figures
Fig. 5.14 A process model for fulfilling special orders....................... 187
Fig. 5.15 An unstructured process model (a)anditsstructured
counterpart (b). Acknowledgement This example is taken
from [40] ............................................................. 190
Fig. 5.16 Extract of the order-to-cash process model: with bad layout
(a), with good layout (b) ........................................... 191
Fig. 5.17 A process model for cost planning. Acknowledgement This
example is taken from [87] ......................................... 191
Fig. 5.18 A process model for handling complaints, as found in
practice .............................................................. 193
Fig. 5.19 The process model for fulfillin g special orders,
syntactically and semantically correct, and of high
pragmatic quality ................................................... 204
Fig. 5.20 The reworked complaint handling process model ................. 204
Fig. 5.21 A process model .................................................... 208
Fig. 5.22 A process model for loan risk assessment ......................... 208
Fig. 5.23 A process model for damage compensation........................ 209
Fig. 5.24 A process model for handling motor claims ....................... 209
Fig. 5.25 A process model for handling claims............................... 210
Fig. 5.26 A process model for organizing professional training
courses .............................................................. 210
Fig. 5.27 A sales campaign process model ................................... 211
Fig. 6.1 Process mo del for the initial fragment of th e equipment
rental process ....................................................... 215
Fig. 6.2 Fragment of the equipment rental process from creation of
rental request up to creation of the PO ............................. 220
Fig. 6.3 Pareto chart for excessive equipment rental expenditure ......... 234
Fig. 6.4 PICK chart visualizing the payoff and difficulty of
addressing each issue ............................................... 235
Fig. 6.5 Template of a cause-effect diagram based on the 6 M’s .......... 239
Fig. 6.6 Cause-effect diagram for issue “Equipment rejected at
delivery” ............................................................. 240
Fig. 6.7 Template of a why-why diagram ................................... 242
Fig. 6.8 Pareto chart of causal factors of issue “Equipment not
available when needed” ............................................ 248
Fig. 7.1 Fully sequential process model (durations of tasks in hours
are shown between brackets) ....................................... 256
Fig. 7.2 Process model with XOR-block ................................... 256
Fig. 7.3 XOR-block pattern ................................................. 257
Fig. 7.4 Process model with AND-block ................................... 258
Fig. 7.5 AND-bloc k pattern ................................................. 258
Fig. 7.6 Credit application process .......................................... 258
Fig. 7.7 Example of a rework block ......................................... 259
Fig. 7.8 Rework pattern ...................................................... 260
List of Figures xxiii
Fig. 7.9 Situation where a fragment (task) that is reworked at most
once .................................................................. 260
Fig. 7.10 Credit application process with rework ............................ 261
Fig. 7.11 Credit application process without XOR gateways ............... 264
Fig. 7.12 Process model of a call center ...................................... 270
Fig. 7.13 Structure of an M/M/1 or M/M/c system, input parameters
and computable parameters ........................................ 277
Fig. 7.14 Histograms produced by simulating the credit application
process with BIMP ................................................. 284
Fig. 7.15 Cetera’s claim-to-resolution process ............................... 285
Fig. 7.16 Request for handling a request for quote at MetalWorks ......... 293
Fig. 7.17 Mortgage process model ........................................... 294
Fig. 8.1 The waves of product and process innovation ..................... 298
Fig. 8.2 The Devil’s Quadrangle ............................................ 304
Fig. 8.3 The Redesign Orbit: A spectrum of business process
redesign methods ................................................... 306
Fig. 8.4 A selection of redesign heuristics .................................. 317
Fig. 8.5 The Process Model Canvas ......................................... 321
Fig. 8.6 The NESTT room ................................................... 322
Fig. 8.7 A sample product data model ...................................... 328
Fig. 8.8 The intake process model .......................................... 336
Fig. 9.1 The spectrum of BPMS types....................................... 346
Fig. 9.2 The architecture of a BPMS ........................................ 348
Fig. 9.3 The process modeling tool of Bonita BPM ........................ 349
Fig. 9.4 The worklist handler of Camunda BPM............................ 350
Fig. 9.5 The monitoring tool of Perceptive .................................. 351
Fig. 9.6 Model of the claims handling process at ANCS ................... 353
Fig. 10.1 The order-to-cash model that we want to automate ............... 373
Fig. 10.2 Admission process: the initial (a)andfinal(c)assessments
can be automated in a BPMS; the assessment b y the
committee ( b)isamanualprocessoutsidethescopeofthe
BPMS ............................................................... 376
Fig. 10.3 The order-to-cash model of Figure 10.1, completed with
control-flow and data-flow aspects relevant for automation ...... 380
Fig. 10.4 The sales process of a B2B service provider ...................... 381
Fig. 10.5 Excerpt of an order-to-cash process model (from
out-of-stock product to product provided) captured in CMMN... 383
Fig. 10.6 Structure of the BPMN format ..................................... 386
Fig. 10.7 The XSD describing the purchase order (a)andoneofits
instances (b) ......................................................... 387
Fig. 10.8 Example of a decision table for loan applications ................. 395
Fig. 10.9 Another decision table .............................................. 396
Fig. 10.10 Loan applicatio n process with task markers ....................... 401
xxiv List of Figures
Fig. 10.11 The automated prescription fulfillment process.................... 403
Fig. 10.12 Completed version of the loan application model ................. 405
Fig. 10.13 The model for the sales process of a B2B service provider,
comp leted with missing control-flow and data relevant for
execution ............................................................ 406
Fig. 10.14 FixComp’s process model for handling complaints ............... 409
Fig. 10.15 Claims handling process model..................................... 409
Fig. 11.1 Example of operational dashboard produced by Bizagi’s
BAM component .................................................... 416
Fig. 11.2 Cycle time histogram of cases completed during a 1-year
period ................................................................ 417
Fig. 11.3 Categories of process mining techniques and their inputs
and output ........................................................... 420
Fig. 11.4 Example of an event log for the order-to-cash process ........... 423
Fig. 11.5 Metamodel of the XES format ..................................... 424
Fig. 11.6 Example of a file in the XES format ............................... 425
Fig. 11.7 Definition of a workflow log ....................................... 427
Fig. 11.8 Event log and corresponding dependency graph................... 428
Fig. 11.9 Example of a full dependency graph and an abstracted
version thereof. (a )Fulldependencygraph.(b)Filtered
dependency graph ................................................... 430
Fig. 11.10 Simple control flow patterns ....................................... 433
Fig. 11.11 Footprint represented as a matrix of the
workflow log L =[!a, b, g, h, j, k, i, l",
!a, c, d, e, f, g, j, h, i, k, l"] ......................................... 435
Fig. 11.12 Process model constructed by the α-algorithm from log
L =[!a, b, g, h, j, k, i, l", !a, c, d, e, f, g, j, h, i, k, l "] ............ 437
Fig. 11.13 Examples of two short loops, (b)and(c ), that cannot be
distinguished from model (a)bytheα-algorithm ................. 437
Fig. 11.14 Models discovered from a sample log using three discovery
techniques. (a)Heuristicsminer(ProMv6).(b)Inductive
miner (ProM v6). (c) Structured heuristics miner (Ap romore).. .. 441
Fig. 11.15 Dotted chart of log data ............................................ 443
Fig. 11.16 Example of timeline chart .......................................... 444
Fig. 11.17 Performance view of the BPI Challenge 2017 event log in
Disco ................................................................ 445
Fig. 11.18 Handoff vie w of the Sepsis event log in myInvenio ............... 446
Fig. 11.19 BPMN model with a token on the start event for replaying
the case !a, b, g, i, j, k, l
" ........................................... 453
Fig. 11.20 Replaying the non-conforming case !a, b, i, j, k, l" ............... 455
Fig. 11.21 Result of replaying cases in the process model ................... 456
Fig. 11.22 Visualization of a model-log discrepancy in Apromore .......... 457
List of Figures xxv
Fig. 11.23 Operational dashboard for pharmacy prescription process.
(a)Segmentedbarchartofunfulfilledprescriptions.(b)
Bar chart of demand (required processing time) vs. capacity ..... 465
Fig. 11.24 Process model constructed by the α-algorithm ................... 468
Fig. 11.25 Model discovered by the inducti ve miner from the Sepsis log .... 468
Fig. 11.26 Model discovered by Apromore’s split miner from the
Sepsis log ............................................................ 468
Fig. 12.1 The BPM Maturity Model, adapted from [33, 150] ............... 479
Fig. 12.2 Patterns of BPM maturity .......................................... 492
Fig. 12.3 Example of BPM maturity assessment for an insurance
company ............................................................. 493
List of Tables
Table 2.1 Level 1 and Level 2 of the APQC Process Classification
Framework ........................................................... 47
Table 5.1 Relative strengths and weaknesses of process discovery
methods .............................................................. 175
Table 5.2 Summary of strengths and weaknesses per discovery method ..... 176
Table 6.1 Classification of steps in the equipment rental process ............ 217
Table 6.2 Issue register of equipment rental process ......................... 231
Table 7.1 Cycle times for credit application process ......................... 259
Table 7.2 Processing times for credit application process .................... 262
Table 7.3 Task cycle times and processing times for ministerial
enquiry process ...................................................... 263
Table 7.4 Analysis of cycle times in white-collar processes [21] ............ 263
Table 7.5 Cost calculation table for credit application process .............. 272
Table A.1 Performance dimensions for the redesign heuristics ............... 507
xxvii
List of Acronyms
6M Machine,Method,Material,Man,Measurement,Milieu
4P Policies,Procedures,People,Plant/Equipment
7PMG Seven Process Modeling Guidelines
ABC Activity-Based Costing
ACM Adaptive Case Management
API Application Progr amming I nterface
APQC American Productivity and Quality Center
ATAMO And Then, A Miracle Occurs
B2B Business-to-Business
BAM Business Activity Monitoring
BOM Bill-of-M aterial
BPA Business Process Analysis
BPE Business Process Excellence
BPEL Web Service Business Process Execution Language
BPM Business Process Management
BPMN Business Process Model & Notation
BPMS Business Process Management System
BPR Business Process Reengineering
BTO Build-To-Order
BVA Business Value-Adding
CEO Chief Executive Officer
CEP Complex Event Processing
CFO Chief Financial Of ficer
CIO Chief Information Officer
CMMI Capability Maturity Mod el Integrated
CMMN Case Management Model and Notation
CNC Coefficient of Network Connectivity
COO Chief Operations Officer
CPIO Chief Process and Innovation Officer
CPM Critical Path Method
CPN Colored Petri Net
xxix
xxx List of Acronyms
CPO Chief Process Of ficer
CRM Customer Relationship Management
CSV Comma Separated Values
CT Cycle Time
CTC Cost-To-Company
CTE Cycle Time Efficiency
DBMS Database Manag ement Sy stem
DCOR Design Chain Ope rations Reference (product design)
DES Discrete-Event Simulation
DMN Decision Mode l a nd Notation
DMR Department of Main Roads
DMS Document Management System
DRG Decision Requirements Graph
DUR Drug Utilization Review
DVS Deputy V ice Chancellor
EDI Electronic Data Interchange
EF Early Finish
EHS Environmental Health and Safety
EPA Environment Protection Agency
EPC Event-driven Process Chain
ERP Enterprise Resource Planning
ES Early Start
eTOM Enhanced Telecom Operations Map
FIFO First-In-First-Out
HR Human Resources
IDEF3 Integrated Definition for Process Description Capture Method
ISP Internet Service Provider
IT Information Technology
ITIL Information Technology Infrastructure Library
JSON JavaScript Object Notation
KM Knowledge Ma nagemen t
KPI Key Performance Indicator
LF Late Finish
LS Late Start
NESTT Navigate, Expa nd, Stren gthen, and Tune/Take-off
NRW Department of Natural Resources and Water
NVA Non-Value-Adding
OASIS Organization for the Advancement of Structured Information
Standards
OMG Object Management Group
OS Operating System
PAIS Process-Aware Information System
PCG Productivity Consulting Group
PCF Process Classification Framework
PD Product Development
List of Acronyms xxxi
PDCA Plan-Do-Check-Act
PDF Portable Document Format
PICK Possible, Implement, Challenge, Kill
PLM Product Lifecycle Management
PMBOK Project Management Body of Knowledge
PO Purchase Order
POS Point-of-Sale
PPI Process Performance Indicator
PPM Process Performance Measurement
PRINCE2 Projects in Controlled Environments
RBAC Role-based Access Control
REST Representational State Transfer
RFID Radio-Frequency Identification
RFQ Request for Quote
ROI Return-On-Investment
RPA Robotic Process Automation
RPH Reference Process House
SCAMPI Standard CMMI Appraisal Method for Process Improvement
SCM Supply Chain Management
SCOR Supply Chain Operations Reference Model
S-FEEL Simple Friendly Enough Expression Language
SIPEX Siemens Processes for Excellence
Smart eDA Smart Electronic Development Assessment System
SOA Service-Oriented Architecture
SPICE Software Process Improvement and Capability Determination
STP Straight-Through-Processing
TCT Theoretical Cycle Time
TOC Theory of Constraints
TPS Toyota Production System
TQM To tal Quality Management
UIMS User Interface Management System
UEL Universal Expression Langu age
UML Unified Mod eling Language
UML AD UML Activity Diagram
URI Uniform Resource Identifier
VA Va l u e - Addin g
VCH Value Creation Hierarchy
VCS Value Creation System
VOS Voice of the Customer
VRM Value Reference Model
WIP Work-In-Process
WfMC Workflow Management Coalition
WfMS Workflow Management System
WS-BPEL Web Service Business Process Execution Language
WSDL Web Service Definition Language

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.................................................. 11.4.2 11.4.3 11. Proces 11.5.1 11.5.2 11. 11. C 11.6.1 11.6.2 V Put R Solutions Furt Furt an B T 12.2.1 12.2.2 12.2.3 12.2.4 M R Sol Further Furt C B B Or Inform Technology E .. as .. 8 M P edesign 6 7 ......... 11.5 11.6 11.7 11. 11.9 11.10 11.11 11.12 B 12.1 12.2 12.3 12.4 12.5 12.6 12.7 A.1 A.2 A.3 A.4 A.5 A. A. ences ii xvi 12 AR Refer Index 6 9 12 12 16 19 23 36 42 43 44 45 48 52 54 55 63 64 68 76 77 x xi ......... e ........... t ........... of .......... anc (a.k.a. s .............. en m ] pany ages its rfor .................... .................... uipm .................... .................... ................... .................... .................... (2005) .................... .................... .................... .................... ading .................... .................... .................... ................... proces the ..................... [153 com landscape pe .. h e process eq ... and transport process, ..... a the m casc ess ..... stag position,and for rache oc the n -to-cas through B tof Norton public process pr tio & Teleco unications ........... process .............. itial en & production ith in m redesign a levels........ the w stitu ............... order focus of various in fragm aplan ritish ienna’s procure-to-pay uildIT the atthe after ummler V K three B elecom ]................... B of of process of ’s outof R by sequence,decom ith of hT orecards ent on initial w re [168 describing order-to-cash e odel en sc odelof em financial university oved atFord atFord anagerresponsible .............................. categories for ritis uildIT .............................. ap a a tances m ed th B m ini B ] m ple m business m a bas L of of easur ins a
................................... r of sim of scorecard odels
.................................... .© e [190
[139]............................... m a of olio process process s process m architectu balanced architecture iene
........................................ three process g odelfor lifecycle process of and owner), m of levels landscape W profil from landscape of P pany portf portfolio s the asin s proces PM ple chain odelof process tion ures igures functions B balanced SA m rchasing al rator com ecialization process ferent ocess ocess ocess fini ocess ocess F ow he xam alue he he e he Ingredients H Purch Pu Job proces Process rent T The E V sp A T dif Pr ope Pr adapted Pr T th Example de meas Pr Pr T Progres tof is .1.3 .1.6 2.1 .2.5 2.10 .2.11 3.2 L g.1.1 g.1.2 g.1.4 g.1.5 g.1.7 g.2.2 g.2.3 g.2.4 g.2.6 g.2.7 g.2.8 g.2.9 g.2.12 g.3.1 Fi Fi Fig Fi Fi Fig Fi Fig. Fi Fi Fi Fig Fi Fi Fi Fi Fig. Fig Fi Fi Fig. 78 81 82 83 84 86 87 88 88 90 91 94 98 gures 100 103 104 105 106 118 118 119 120 121 122 124 125 126 Fi of .... st ..... ...... ..... Li er of over (a) (a), ............ stores ............ n ............. for ined tim es a a d ork ay data er,and after loop suppliers of Y ation dow a an .................... .................... .................... process ................... different invokes o .................... .................... .................... .................... .................... .................... process .................... .................... process .................... .................... .................... determ .................... .................... .................... .................... e ew .. .. gatew thatinstances and e ing messag N ..... ..... tw ..... R ........................ vities inform custom process th .. us ultiple ve essag in ith trial O such ........ product ........ by m uncontrolled acti m ays ays w sub-processes the loans,laid inisterial .......... ith objects recei e ified of ivity m suppliers ent ing order-to-cash sttrial have ses ............. or ith w inisterialcorrespondence seller,a studentloans used odel data resource a order-to-cash of m d m building blueprint(c) gatew gatew w ay m hom use lact various the process simpl e ans co ber repres to sen its R D odel ith ith cal in O N the of correctly? m w w een order-to-cash th lo a cycle suppliers to the nd X A gatew in g 3.13 an lete num ........................ of of sub-proces via addressing decision:fir decision:second decision ple ple betw the disbursing five a pool join nin mp ,via drive addressing of its for (b) uggenheim (b)a version vels sig Figure thatonly to re use use the co process exam exam of from from tance sub-process ts ts
................................ .G order-to-cash loans between alle of R n iatu the the can
................................... diagram
.................................... ent odelfor odel unstructured vities even of of the inclusive inclusive inclusive s
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.......................................... ple er y ad g process nditio lom elaborated e m ber proces act 3.12 plifie the ing pondence a an essag tim co So ore order-to-cash order-to-cash order-to-cash hie process process m g tim exam exam gers supplier ng sam vity exam he-fl lacin he n n m agram variantof ig odeling odeling odeling hattype this he process he he ollaboration o gure sim di process ree he e sburs he n btaining btaining sing sing petition ep sin siness race T its A A A di A tr M M M W of T manuf A T T C tw Identifying Fi A hi A th T th di T corres acti A O O on-t U U re R with U bu A 4.5 g.3.3 g.3.4 g.3.5 g.3.6 g.3.7 g.3.8 g.3.9 g.3.10 g.3.11 g.3.12 g.3.13 g.3.14 g.3.15 g.3.16 g.3.17 g.3.18 g.3.19 g.3.20 g.4.1 g.4.2 g.4.3 g.4.4 g.4.6 .4.7 .4.8 .4.9 xx Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fig. Fi Fig Fig Fig xxi 127 128 128 130 131 131 132 133 134 135 137 139 168 168 169 169 179 179 180 181 183 184 185 186 186 .......... .......... a .. ............ ............. ission ............ .. one .............. the of 11 scope stock er,and nd an 4. travel ent udent vities .................... if .................... e ................... .................... .................... occur .................... ivity handling .................... the .................... the .................... .................... .................... .................... .................... ................... process .................... .................... ith .. .................... .................... (a)a .................... ith process act bination boundary e (St process w custom acti w can ..... er,a parallel paym C problem Figur al of externalevents a ing com tim V one outside studentadm structures.. deadlock of ........ that os the D ission rance nd party .......... the custom in exception place -to-cash for the process the -to-cash can tered” every fix a abnorm catch trigger encl in from of seller,the assu odel......... block (a)a one ation of party to events the used plex n e ................ order order m in in .................. e and er that regis een and e the synchronization ay labor signal events be ing used ..................... entand ffic studentadm th th of oth throw triggered O diagram ethod of een ects alies e col betw .......................... to be s of external vity can for m order-to-cash deadlock choice th gatew odelcom is ts ts the .. acti m asp lack can ents shipm reshold the betw a in “already class in event
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(b).......................... to ev th of even the ith ith for catch boundary an events the a L even
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........................................... vities vities to m based an ialde a atio an and drop of on dead t- y,and events exam ion in occur signalevents part pensating m acti acti handoff supplier controlflo m a atching ent ing n sing collaboration sing m rror oundary on-interrupting on-interrupting th enarios ventsub-processes ents a om replenishm vels rganization fairs) xtractof ste rganizationalpolicies ases he he signed he e he structurally om process ivelock process M even A decis U pot A agenc U ter E B dur N that procedure N wi sc E ev of C A le O Af E sy O Ph T T as T th T Process A C A al A with gures Fi of .5.5 .5.6 .5.9 st g.4.10 g.4.11 g.4.12 g.4.13 g.4.14 g.4.15 g.4.16 g.4.17 g.4.18 g.4.19 g.4.20 g.4.21 g.5.1 g.5.2 g.5.3 g.5.4 g.5.7 g.5.8 g.5.10 g.5.11 g.5.12 g.5.13 Li Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fig Fig Fi Fi Fig Fi Fi Fi Fi 187 190 191 191 193 204 204 208 208 209 209 210 210 211 215 220 234 235 239 240 242 248 256 256 257 258 258 258 259 260 Figures istof L of ......... en .......... This t s hours tak layout in en at is ent ................. of M’ in ................... ................... bad em uipm creation 6 entnot .. .................... .................... .................... high .................... .................... .................... .................... .................... .................... .................... .................... .................... .................... .................... .................... .................... .................... .................... .................... .................... .................... .................... ith found ...................... eq ulty the tasks structured ledg of odel ... rejected m ..... .. s from on of its example orders, the quipm and ........................... diffic orders.. .. ed “E nd odel:w know ent claim tof This m plaints,as s...........
................................. en and bas special process PO (a)a pensation entrentalexpenditure otor professionaltraining .. ............... issue ............... ............... special ent com g correct, assessm m claim the “Equipment of g com fragm ................... odel em process ..................... odel of payoff diagram sue odel(durations ) lock ...................... ..................... m ....................... risk m equipm is ledg age ion diagram ........................ m ets -block [87] fulfillin entrentalprocess the initial ........................... fect factors R fulfillin (b) costplanning.Ac handling antically for O for loan dam handling handling organizing e hy ............................. ............................. block know m
............................... X AND-b plainthandling th creat e-ef brack process process se
................................ for process sue Ac from equipm to ork excessive is hy-w causal needed” ith
.................................. order-to-cash layout odel lity com
................................... caus w rew odelfor and (b). odelfor odelfor m odel odelfor odelfor odelfor odelfor odel paign s the tup visualizing a diagram a of pattern pattern a m
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.......................................... w of cam m fect pattern chartfor chart wn m m lock erpart [40 ith atic proces entof reques chart sing sequentialprocess ple w ple process rew es al al K e-ef plate -block ork process unstructured sho R cess n ivery” xtractof process am process actice e ntactically agm he process process process process process process sales agm C aus ailable lly ocess O reditapplication xam ew A A count from E (a), A ex A pr Th sy pr T A A A A A A cours A Process rent Fr rent Pareto PI addres Template C del Tem Pareto av Fu are Pr X Pro AND-b C E R 6.5 6.6 i .5.14 g.5.15 g.5.16 g.5.17 g.5.18 .5.19 g.5.20 g.5.21 g.5.22 g.5.23 g.5.24 g.5.25 g.5.26 g.5.27 .6.1 g.6.2 g.6.3 g.6.4 g.6.7 g.6.8 g.7.1 g.7.2 g.7.3 .7.4 .7.5 g.7.6 g.7.7 g.7.8 xxi Fig Fi Fi Fi Fi Fig Fi Fi Fi Fi Fi Fi Fi Fi Fig Fi Fi Fi Fig. Fig. Fi Fi Fi Fi Fi Fig Fig Fi Fi Fi ii xxi 260 261 264 270 277 284 285 293 294 298 304 306 317 321 322 328 336 346 348 349 350 351 353 373 376 380 381 383 386 387 395 396 401 ... ...... ......... ost he MMN its eters ents oft ith C w of atm ............... orks ............... the in ................. .................... .................... one ays .................... .................... .................... .................... .................... ................... ................... ................... ................... ssessm .. .................... ate process .................... .................... .................... .................... .................... .................... by scope .................... automation .................... ured .................... .................... .................... .................... orked etalW S pleted .. nd .... C (from ... N ent the for s rew .......................... autom capt ........ gatew ,inputparam creditapplication atM (a)a R PM .. final(c)a vant odel O atA the ........... business
................................ B PM ............. sessm m ded) applications arker thatis ork antto nd as outside 10.1,com rele provider vi m system quote innovation of .. B .. w order rew .................. /c .................. .................. onita e pro ................. loan process (a)a the gure task ith ithoutX
....................................... B /M .................... ulating process .................... unda Fi pects process at for w w ristics .. service ith M n ....................... process ...................... S am rceptive itial as w ent(task) ers sim ........................ odel PMS; purchase or tio spectrum heu types.. C in ow 2B product form .......................... by lu requestfor m S PM toolof Pe e B B table /1 ............................. a n odel A anvas odel B of a to N the a handling odelthatw th anualprocess odelof a-fl a fragm process process callcenter m a m
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............................... PM s m in m m of a n /M -reso B of a dat PM table process M paramet rbit: e toolof IMP B O red odelC odeling s order-to-cash n B -to productand uadrangle room of claim and
..................................... decision here an abl produced handling hods M product of Q of m process process: (b)i an the a w T plicatio odelof of s ith process claim met n productdata the n ow process describing of of (b) of decision ap m w ST automated
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.............................................. s aves evil’s edesign ocess E ple orklisthandler onitoring ittee SD it ple ap comput a’s w D R ign Pr N intake spectrum architecture process w m order-to-cash issio be m S order-to-cash rol sales X tuation ed -of-s reditapplication ocess ructure istogram equestfor ortgage he he he selectio he he sam he he he he he he odelof tances he dm m he he xcerpt ructure he xam nother an Si once Cr C Pr St and H proces Ceter R M T T T redes A T T A T T T T T T M T A can co BPM T cont T E out St T ins E A Lo gures Fi of .7.10 .7.15 .8.4 .10.2 .10.10 st g.7.9 g.7.11 g.7.12 g.7.13 g.7.14 g.7.16 g.7.17 g.8.1 g.8.2 g.8.3 g.8.5 g.8.6 g.8.7 g.8.8 g.9.1 g.9.2 g.9.3 g.9.4 g.9.5 g.9.6 g.10.1 g.10.3 g.10.4 g.10.5 g.10.6 g.10.7 g.10.8 g.10.9 Li Fi Fig Fi Fi Fi Fi Fig Fi Fi Fi Fi Fi Fig Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fig Fi Fi Fi Fi Fi Fi Fi Fig 403 405 406 409 409 416 417 420 423 424 425 427 428 430 433 435 437 437 441 443 444 445 446 453 455 456 457 Figures .. .. istof L ore) ........... in .......... ............ be ............. ............. ............... log prom vantfor ............... 1-year inputs .. .. ore .................. .. provider, izagi’s B a ................. iltered ,l"] ................. discovery nductive (A replaying rele .................... ................... ................... ................... ................... .. k ................... process .................... .................... .................... .................... .................... from cannot er .................... .................... eventlog .................... .................... ,l" rom odel by their abstracted i, thm in k Ap m plaints three j, service data during thm h, m and graph an that yInvenio i, odel in lgori v6).(b)I 2017 m m 2B com the l", ,j, b, and ............................. gori cy .. and graph.(b)F ,g (c), -a using in entprocess.. B α an a w produced pleted of ,i, -al f ristics k nd starteventfor lm at α log ep flo ................ j, e, the ProM heu application of order-to-cash ................. d, hallenge case!a, process ol- handling com techniques ................... graph ................... atrix the y ple C the fulfil the at form dependency ,h, c, red discr S m g ..................... by iner( eventlog on ing the g loan ntr odel.. g E a (a)b sam m ...................... PI ....................... in process co m cases ining for lo b, ........................ B lo form X dependency a uctu the g odelfor of m psis S w as ,l"] ull !a, k l",!a, Str chart the token ,l" of E the patterns Se k odel- sales m
............................... i, ,i, data a cases issin dependency
............................... model from of process .. X in orkflo w =[ j, h, k shortloops,(b)a euristics (c) the m prescription ith a the m eventlog the e w j, corresponding o log full L eline of ,i, non-conform ith process fil ,j, from g of operationaldashboard
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............................................ e!a, autom pleted m ple ple ple ple ples ple pleted om itio d, !a, N M od out ple alizatio rkflow c, cas he om he m ecution xC laim xam ycle ategories xam etam xam efin ventlog xam rsion m ocess =[ xam stingui odels chniq ner otted xam rform andoffview PM eplaying esultof isu T C T co ex Fi C E BA C peri C and E M E D E E ve dependenc Si Footprint wo !a, Pr L E di M te mi D E Pe Disco H B the R R V v g.10.11 g.10.12 g.10.13 g.10.14 g.10.15 g.11.1 g.11.2 g.11.3 g.11.4 g.11.5 g.11.6 .11.7 g.11.8 g.11.9 g.11.10 g.11.11 g.11.12 g.11.13 g.11.14 g.11.15 g.11.16 g.11.17 g.11.18 g.11.19 g.11.20 g.11.21 .11.22 xxi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fig Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fi Fig xxv 465 468 468 468 479 492 493 .. ..... .. log psis ............. the .. process. Se vs.capacity ................... the .................... .................... ................... e) from insurance tim thm from iner an [33,150] prescriptions.(b) m for prescription lgori iner -a m from ent acy α split processing the nfulfilled ore’s pharm by ...................... assessm inductive for prom A odel,adapted rity hartofu (required the aturity by by M atu m and m barc PM dem aturity PM B
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........................................ ented odelconstructed M .. m g of of lo y egm PM ns ple chartof sis B perationaldashboard r ocess odeldiscovered odeldiscovered he xam O (a)S Ba Pr M M Sep T Patter E compan gures Fi of .12.2 st g.11.23 g.11.24 g.11.25 g.11.26 g.12.1 g.12.3 Li Fi Fi Fi Fi Fi Fig Fi i 47 175 176 217 231 259 262 263 263 272 507 xxvi ... .. ethod m ............ ............ .............. ............... cation ial [21] .................... discovery .................... process .................... .................... .................... ister .................... lassifi in C discovery tal ..... ..... m process n heuristics for process per tren process processes en es Process of process C tim collar redesign Q g P eaknesses equipm ite- the A w e th wh creditapplicatio for the eaknesses w entrentalprocess and in in for of s creditapplication processin es and d le step equipm for an tim creditapplication
.................................. tab ensions evel2 of es es s n L of
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Policies,Procedures,People,Plant/E Seven A A Ap American A B B B Bu Bu W Bu Bu Bu Bu Bu Bu Ch Co Ch Ch Cap Ca Co Ch Ch C Co of O N S N C M M I L B M E E M M M R O A O P O M C O IO N List MG A A O 6M 4P 7P AB AC AP APQC AT B2 BA BOM BP BP BP BP BP BP BP BT BV CE CE CF CI CMMI CM CN CO CP CPM CP s ym Acron of st ethod ation Li M Inform apture C ption ibrary L ater W (productdesign) une/Take-off Structured escri ure T ent D and y Map truct entof ork eference tem cess System ew anagem R aph Safety genc n ng ions n roup M tation Sys A Pro Infras esources G am oads Gr w and hai r oup ent R dvancem ation Fr alues No R ion C Planni perat fo ogy ogy tatio A V cy entSystem ents s evie O vider ect No Indicator ulting ent fficer erations ain R Interchange ealth Pro atural the entGr ation O ficien Simulation M n hancellor H ource ut N ding Inform ons lationship pany Op anagement C Prot Proces ject anagem for m Ef anagem ent odeland of ata es efinition Technol Technol M xpand,Strengthen,and of are C Re e e ources M M equirem D h R hain M R ice ven Telecom rst-O es D tOb h anagem System w lassific evelopm rocess er Separated im im C V se R Service ion ion g vity C P a T T ted edge alue-Ad m Utilizatio Finis -dri Start Performance Finis Start atin ief stom m cle st-To-Co crete-Ev erpri owl n-V jectM er ycle tabase sign is cision epartment ocument cision ug eputy lectronic nvironmental nvironment vent nt rst-In-Fi tegra vaScrip ey vigate,E epartment rganization andards ocess oductD Ch Cu Co Cy Co C Da De D De D D De Dr D E Early E E E E Early Enhanced Fi Human In Internet Informat Informat Ja Kn K Late Late Na D No O St Ob Op Process-A Producti Pr Pr S T O V C M OR N G S M F3 A C P G O FO E ST W A SIS IS G F xxx CP CRM CS CT CT CTE DB DC DES DM DMR DMS DR DUR DV EDI EF EHS EP EP ER ES eT FI HR ID ISP IT ITIL JSON KM KPI LF LS NE NR NV OA OM OS PA PC PC PD xxxi n ent atio in m provem Im tem Deter Sys anguage ocess ility L Pr odel ent ab anguage M L ap ill ledge ts for C d now en ssessm A tem n xecution E ge,K K ent er ethod of Sys urement onm sf eference entan at xpression allen R oalitio anguage nvir ran E ation ent xcellence ent anguage ifier L Ch ody T Indicator Meas E ntrol E tem L tC Process t, anagem ouse provem ocessing ime anguage archy er en entSystem M Co ent for evelopment ram odel entB Identification utom H ppraisalM nough Im T Sys agem L Ident entForm en ance A A D Architecture ier M em nition I anagem perations E ion H System siness nalState uote M O Man Management Diag ustom ag efi plem der ontrolled ccess M ycle n n C an anagem Bu D heck-Act Q onstraints ocum le form C A rocess P M ocesses ocess C C ace xpression vity esource M M D Im ifecycle anagem Or iendly hrough-Pr odeling Performance Pr Per in tatio n-Investm Process C hain hain Pr lectronic ality M R dding eatio eatio the eference w le, s C C Fr E of Product are a Qu Acti Cr Cr of R ow ple ens Interf e e Service Service rtable ssib resen form oductL ojectM rchase int-of-Sa ocess le-based dio-Frequency questfor iversalE ified eturn-O botic ference andard pply pply m em ftw raight-T heoretical heory er ni alue-A alu alu oice alue ork-In-Process orkflo orkfl eb eb s Plan-Do-C Po Po Pr Pr Pu Po Proces Pr Projects Ro Rep Ra Re R Ro Re St Su Su Si Si Smart Service-Oriented So St T T Toyot Total Us Un Un UML U V V V V V W W W W W ym A L E Acron K PI L O CE2 eD C E X AD S L of A M R F B S N A ID Q I H A M O A CE T C L L I S M P MC M -BP D st CK M A FE PE P S Li PDC PD PI PL PM PO PO PPI PPM PRI RB REST RF RF RO RP RP SC SC SC S- SI Smart SO SPI ST TC TO TP TQM UIMS UE UM UML UR VA VCH VCS VO VR WI Wf Wf WS WS

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