scholarly journals CONDA-PM—A Systematic Review and Framework for Concept Drift Analysis in Process Mining

Algorithms ◽  
2020 ◽  
Vol 13 (7) ◽  
pp. 161
Author(s):  
Ghada Elkhawaga ◽  
Mervat Abuelkheir ◽  
Sherif I. Barakat ◽  
Alaa M. Riad ◽  
Manfred Reichert
Keyword(s):  
Systematic Review ◽  
Business Process ◽  
Continuous Monitoring ◽  
Business Processes ◽  
Process Mining ◽  
Concept Drift ◽  
Business Environments ◽  
Drift Analysis ◽  
Comprehensive Framework ◽  
Over Time

Business processes evolve over time to adapt to changing business environments. This requires continuous monitoring of business processes to gain insights into whether they conform to the intended design or deviate from it. The situation when a business process changes while being analysed is denoted as Concept Drift. Its analysis is concerned with studying how a business process changes, in terms of detecting and localising changes and studying the effects of the latter. Concept drift analysis is crucial to enable early detection and management of changes, that is, whether to promote a change to become part of an improved process, or to reject the change and make decisions to mitigate its effects. Despite its importance, there exists no comprehensive framework for analysing concept drift types, affected process perspectives, and granularity levels of a business process. This article proposes the CONcept Drift Analysis in Process Mining (CONDA-PM) framework describing phases and requirements of a concept drift analysis approach. CONDA-PM was derived from a Systematic Literature Review (SLR) of current approaches analysing concept drift. We apply the CONDA-PM framework on current approaches to concept drift analysis and evaluate their maturity. Applying CONDA-PM framework highlights areas where research is needed to complement existing efforts.

scholarly journals Online concept drift detection, localization andcharacterization using trace clustering

2020 ◽  
Author(s):  
Rafael Gaspar De Sousa ◽  
Sarajane Marques Peres
Keyword(s):  
Business Processes ◽  
Process Mining ◽  
Concept Drift ◽  
Stationary Processes ◽  
Online Detection ◽  
Complex Problems ◽  
Online Setting ◽  
Concept Drift Detection ◽  
Over Time

Most process mining techniques assume stationary processes and are not well equipped to deal with concept drift. Online detection, localization and characterization of concept drift in business processes can support process mining techniques and analysts to improve organizations flexibility and adaptability. In this research, we propose a method to detect, locate and characterize concept drift in an online setting using trace clustering. The hypothesis is that the method can benefit from the trace clustering capacity to simplify complex problems through grouping similar patterns. In preliminary experiments, trace clustering was performed in a windowing setting showing that concept drift can be detected by analyzing the variation of clustering over time.

scholarly journals Collaborative method to maintain business process models updated

2014 ◽  
Vol 11 (2) ◽  
pp. 461-480 ◽  
Author(s):  
Nuno Castela ◽  
Paulo Dias ◽  
Marielba Zacarias ◽  
José Tribolet
Keyword(s):  
Case Studies ◽  
Business Process ◽  
Process Model ◽  
Business Processes ◽  
Process Models ◽  
Organizational Environment ◽  
Business Process Model ◽  
Business Process Models ◽  
Definition Of ◽  
Over Time

Business process models are often forgotten after their creation and its representation is not usually updated. This appears to be negative as processes evolve over time. This paper discusses the issue of business process models maintenance through the definition of a collaborative method that creates interaction contexts enabling business actors to discuss about business processes, sharing business knowledge. The collaboration method extends the discussion about existing process representations to all stakeholders promoting their update. This collaborative method contributes to improve business process models, allowing updates based in change proposals and discussions, using a groupware tool that was developed. Four case studies were developed in real organizational environment. We came to the conclusion that the defined method and the developed tool can help organizations to maintain a business process model updated based on the inputs and consequent discussions taken by the organizational actors who participate in the processes.

scholarly journals Exploring potentials of digital nudging for business processes

2020 ◽  
Vol 26 (6) ◽  
pp. 1329-1347
Author(s):  
Sandra Bammert ◽  
Ulrich Matthias König ◽  
Maximilian Roeglinger ◽  
Tabitha Wruck
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Future Research ◽  
Content Type ◽  
Process Improvements ◽  
Business Environments ◽  
Digital Nudging ◽  
Agile Process

PurposeBusiness process improvement is vital for organizations as business environments are becoming ever more volatile, uncertain, complex and ambiguous. Process improvement methods help organizations sustain competitiveness. Many existing methods, however, do not fit emerging business environments as they entail initiatives with long implementation times, high investments and limited involvement of process participants. What is needed are agile process improvement approaches. The purpose of this paper is to explore the potential of digital nudging – a concept offering tools that lead individuals to better decisions – to improve business processes.Design/methodology/approachUsing process deviance as theoretical lens, an online experiment with 473 participants is conducted. Within the experiment, business processes and digital nudges are implemented to examine whether digital nudging can mitigate the weaknesses of existing process improvement methods.FindingsDigital nudging can influence the decisions of process participants and entail positive process deviance that leads to process improvement opportunities. Further, the research gives a first hint on the effectiveness of different digital nudges and lays the foundation for future research.Research limitations/implicationsSince exploring a completely new field of research and conducting the experiment in a synthetic environment, the paper serves as a first step toward the combination of digital nudging, business process improvements and positive process deviance.Originality/valueThe major achievement reported in this paper is the exploration of a new field of research. Thus, digital nudging shapes up as a promising foundation for agile process improvement, a discovery calling for future research at the intersection of digital nudging and business process management.

scholarly journals No Longer Out of Sight, No Longer Out of Mind? How Organizations Engage with Process Mining-Induced Transparency to Achieve Increased Process Awareness

2021 ◽  
Author(s):  
Julia Eggers ◽  
Andreas Hein ◽  
Markus Böhm ◽  
Helmut Krcmar
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Process Mining ◽  
Process Analysis ◽  
Structured Interviews ◽  
Business Process Analysis ◽  
Starting Point ◽  
Shared Awareness ◽  
Induced Transparency

AbstractIn recent years, process mining has emerged as the leading big data technology for business process analysis. By extracting knowledge from event logs in information systems, process mining provides unprecedented transparency of business processes while being independent of the source system. However, despite its practical relevance, there is still a limited understanding of how organizations act upon the pervasive transparency created by process mining and how they leverage it to benefit from increased process awareness. Addressing this gap, this study conducts a multiple case study to explore how four organizations achieved increased process awareness by using process mining. Drawing on data from 24 semi-structured interviews and archival sources, this study reveals seven sociotechnical mechanisms based on process mining that enable organizations to create either standardized or shared awareness of sub-processes, end-to-end processes, and the firm’s process landscape. Thereby, this study contributes to research on business process management by revealing how process mining facilitates mechanisms that serve as a new, data-driven way of creating process awareness. In addition, the findings indicate that these mechanisms are influenced by the governance approach chosen to conduct process mining, i.e., a top-down or bottom-up driven implementation approach. Last, this study also points to the importance of balancing the social complications of increased process transparency and awareness. These results serve as a valuable starting point for practitioners to reflect on measures to increase organizational process awareness through process mining.

scholarly journals HyperLDLf: a Logic for Checking Properties of Finite Traces Process Logs

2021 ◽  
Author(s):  
Giuseppe De Giacomo ◽  
Paolo Felli ◽  
Marco Montali ◽  
Giuseppe Perelli
Keyword(s):  
Model Checking ◽  
Business Process ◽  
Finite Length ◽  
Regular Language ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Process Mining ◽  
Temporal Logics ◽  
Relevant Case

Temporal logics over finite traces, such as LTLf and its extension LDLf, have been adopted in several areas, including Business Process Management (BPM), to check properties of processes whose executions have an unbounded, but finite, length. These logics express properties of single traces in isolation, however, especially in BPM it is also of interest to express properties over the entire log, i.e., properties that relate multiple traces of the log at once. In the case of infinite-traces, HyperLTL has been proposed to express these ``hyper'' properties. In this paper, motivated by BPM, we introduce HyperLDLf, a logic that extends LDLf with the hyper features of HyperLTL. We provide a sound, complete and computationally optimal technique, based on DFAs manipulation, for the model checking problem in the relevant case where the set of traces (i.e., the log) is a regular language. We illustrate how this form of model checking can be used for verifying log of business processes and for advanced forms of process mining.

Process Duration Modelling and Concept Drift Detection for Business Process Mining

2021 ◽  
Author(s):  
Lingkai Yang ◽  
Sally McClean ◽  
Mark Donnelly ◽  
Kevin Burke ◽  
Kashaf Khan
Keyword(s):  
Business Process ◽  
Process Mining ◽  
Concept Drift ◽  
Process Duration ◽  
Concept Drift Detection ◽  
Business Process Mining

CONCEPT LOCATION MODELING THROUGH BUSINESS PROCESS VIEWS

2013 ◽  
Vol 22 (01) ◽  
pp. 1350005
Author(s):  
RICARDO PÉREZ-CASTILLO ◽  
MARIO PIATTINI ◽  
BARBARA WEBER
Keyword(s):  
Information System ◽  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Source Code ◽  
Real Life ◽  
Process Models ◽  
Concept Location ◽  
Process Views ◽  
Over Time

Concept location is a key activity during software modernization since it allows maintainers to exactly determine what pieces of source code support a specific concept. Real-world business processes and information systems providing operational IT support for respective processes can be misaligned as a consequence of uncontrolled maintenance over time. When concepts supported by an information system are getting outdated or misaligned, concept location becomes a time-consuming and error-prone task. Moreover, enterprise information systems (which implement business processes) embed significant business knowledge over time that is neither present nor documented anywhere else. To support the evolution of existing information systems, the embedded knowledge must first be retrieved and depicted in up-to-date business process models and then be mapped to the source code. This paper addresses this issue through a concept location approach that considers business activities as the key concept to be located and discovers different partial business process views for each piece of source code. Thus, the concept location problem becomes the problem of extracting such views. This approach follows model-driven development principles and an automatic model transformation is implemented to facilitate its adoption. Moreover, a case study involving two real-life information system demonstrates its feasibility.

scholarly journals Generating Block-Structured Parallel Process Models by Demonstration

2021 ◽  
Vol 11 (4) ◽  
pp. 1876
Author(s):  
Julijana Lekić ◽  
Dragan Milićev ◽  
Dragan Stanković
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Process Mining ◽  
Original Method ◽  
Process Models ◽  
Programming By Demonstration ◽  
Event Logs ◽  
Process Specification ◽  
Common Purpose ◽  
Block Structured

Programming by demonstration (PBD) is a technique which allows end users to create, modify, accommodate, and expand programs by demonstrating what the program is supposed to do. Although the ideal of common-purpose programming by demonstration or by examples has been rejected as practically unrealistic, this approach has found its application and shown potentials when limited to specific narrow domains and ranges of applications. In this paper, the original method of applying the principles of programming by demonstration in the area of process mining (PM) to interactive construction of block-structured parallel business processes models is presented. A technique and tool that enable interactive process mining and incremental discovery of process models have been described in this paper. The idea is based on the following principle: using a demonstrational user interface, a user demonstrates scenarios of execution of parallel business process activities, and the system gives a generalized model process specification. A modified process mining technique with the α|| algorithm applied on weakly complete event logs is used for creating parallel business process models using demonstration.

Recovery and Refinement of Business Process Models for Web Applications

2018 ◽  
pp. 248-291
Author(s):  
Alessandro Marchetto ◽  
Chiara Di Francescomarino
Keyword(s):  
Business Process ◽  
Process Model ◽  
Business Processes ◽  
Web Applications ◽  
Process Mining ◽  
Relevant Information ◽  
Process Models ◽  
Model Complexity ◽  
Model Refinement ◽  
Business Process Models

Web Applications (WAs) have been often used to expose business processes to the users. WA modernization and evolution are complex and time-consuming activities that can be supported by software documentation (e.g., process models). When, as often happens, documentation is missing or is incomplete, documentation recovery and mining represent an important opportunity for reconstructing or completing it. Existing process-mining approaches, however, tend to recover models that are quite complex, rich, and intricate, thus difficult to understand and use for analysts and developers. Model refinement approaches have been presented in the literature to reduce the model complexity and intricateness while preserving the capability of representing the relevant information. In this chapter, the authors summarize approaches to mine first and refine later business process models from existing WAs. In particular, they present two process model refinement approaches: (1) re-modularization and (2) reduction. The authors introduce the techniques and show how to apply them to WAs.

Redesigning Processes

2011 ◽  
pp. 136-167
Author(s):  
Minwir Al-Shammari
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Strategic Change ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Work Activities ◽  
Business Environments ◽  
Effective Use ◽  
Customer Outcomes

In today’s turbulent and complex business environments, the focus has shifted from products to services. As a result, services have become a new battleground for competition; and processes, a weapon of war. Organizations wishing to boost their competitiveness need to focus on desired customer outcomes by redesigning business processes through effective use of advanced ICTs and the creativity of their human assets. Organizational reinvention of structure, people, and ICTs are driven by the CKM strategic change with a purpose of adding value to both customers and business firms. Reinventing organizations has the potential to create more flexible, team-based and integrated work activities, both internally and externally, to allow customers to be linked intimately to the business, to improve their experiences, and ultimately to develop enduring and profitable relationships with them. This chapter explores the last part in reinvention, viz. the role of business process redesign in CKM.

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