Successful Process Mining Projects: A practical guide on how to do good process mining analysis
Driving blind and too fast (or not fast enough)
Most organizations have a hard time seeing where their performance lacks. They see the metrics from the past but don't have visibility into how these numbers were produced. What went well, and what did not go so well (and why)?
So they have no idea how to improve their processes.
- Do organizations measure the performance of their processes? Well, often I see only some lagging metrics being measured.
- There are almost no predictive measures being defined, and processes are not adapted to changing situations, for example, when it comes to delays of a supplier shipment.
- There are just a few organizations that actually have their processes formally designed (in the form of process models). And those who do might see them only as an exercise to "appease the gods"—their management or the regulators.
- This creates interesting results when it comes to audits—some poor souls figuring out what actually happens, which might lead to regulatory notes that you have not made enough progress or even to hefty fines.
Overall, I am missing an awareness of the need to measure what you are doing. Some smart person once said, "You can only measure what you see," and how boring would a football match be if we had not defined what "winning" means and how you can create the necessary points on the scoreboard?
Process Intelligence—a new frontier for Process Management
Over the last couple of years, I have seen more interest in addressing these issues:
- Process mining is the "speedometer for your business."
- It gives you visibility into how your processes are executed. Not only the "happy path" that you might or might not have documented, but all variations that you get from your runtime systems.
- Process mining gives you calculated performance metrics out-of-the-box, like frequencies and times, and shows you where you have rework or other unwanted behaviors.
- Dashboards show metrics that allow you to investigate your performance hypotheses. Data from mining can be embedded in existing BI dashboards. You can trigger actions from thresholds and interact with running process instances—think notifications, alerts, or transactions.
- Process mining is embedded in a larger BPM practice. You can download discovered processes to use for future-state design or simulation. Or you upload reference processes, and the tool checks to what degree you have conformed to "how the work should be done."
Mining technologies close the missing gap in the process lifecycle and provide a data-driven analysis approach for performance management.
Who is this book for?
This book is for people who are serious about how they can improve how their organizations run and how they can make their next large transformation project a success.
It is for the process and architecture practitioners who run their programs for years and don't get the visibility that they deserve.
It is for the analysts who want to switch their practices to a data-driven approach (while not forgetting the human contributions in the analysis) and for whom the words "Digital Gemba" sound good.
And it is for the curious folks who have heard about "process intelligence" and were wondering what this means and how this fits into their organizations, without creating another hype and disappointment when the results of the first project do not meet expectations. As you know, the first time you do something, you most likely suck, and that is the same here.
But wait, this is not all.
This book also comes with an accompanying website, which includes additional tools: all graphics as PDF and a checklist for your mining projects. It also comes with the necessary source files, data workflows, reference models in BPMN format, an ARIS database, and an ARIS Process Mining project.
1148115611
Most organizations have a hard time seeing where their performance lacks. They see the metrics from the past but don't have visibility into how these numbers were produced. What went well, and what did not go so well (and why)?
So they have no idea how to improve their processes.
- Do organizations measure the performance of their processes? Well, often I see only some lagging metrics being measured.
- There are almost no predictive measures being defined, and processes are not adapted to changing situations, for example, when it comes to delays of a supplier shipment.
- There are just a few organizations that actually have their processes formally designed (in the form of process models). And those who do might see them only as an exercise to "appease the gods"—their management or the regulators.
- This creates interesting results when it comes to audits—some poor souls figuring out what actually happens, which might lead to regulatory notes that you have not made enough progress or even to hefty fines.
Overall, I am missing an awareness of the need to measure what you are doing. Some smart person once said, "You can only measure what you see," and how boring would a football match be if we had not defined what "winning" means and how you can create the necessary points on the scoreboard?
Process Intelligence—a new frontier for Process Management
Over the last couple of years, I have seen more interest in addressing these issues:
- Process mining is the "speedometer for your business."
- It gives you visibility into how your processes are executed. Not only the "happy path" that you might or might not have documented, but all variations that you get from your runtime systems.
- Process mining gives you calculated performance metrics out-of-the-box, like frequencies and times, and shows you where you have rework or other unwanted behaviors.
- Dashboards show metrics that allow you to investigate your performance hypotheses. Data from mining can be embedded in existing BI dashboards. You can trigger actions from thresholds and interact with running process instances—think notifications, alerts, or transactions.
- Process mining is embedded in a larger BPM practice. You can download discovered processes to use for future-state design or simulation. Or you upload reference processes, and the tool checks to what degree you have conformed to "how the work should be done."
Mining technologies close the missing gap in the process lifecycle and provide a data-driven analysis approach for performance management.
Who is this book for?
This book is for people who are serious about how they can improve how their organizations run and how they can make their next large transformation project a success.
It is for the process and architecture practitioners who run their programs for years and don't get the visibility that they deserve.
It is for the analysts who want to switch their practices to a data-driven approach (while not forgetting the human contributions in the analysis) and for whom the words "Digital Gemba" sound good.
And it is for the curious folks who have heard about "process intelligence" and were wondering what this means and how this fits into their organizations, without creating another hype and disappointment when the results of the first project do not meet expectations. As you know, the first time you do something, you most likely suck, and that is the same here.
But wait, this is not all.
This book also comes with an accompanying website, which includes additional tools: all graphics as PDF and a checklist for your mining projects. It also comes with the necessary source files, data workflows, reference models in BPMN format, an ARIS database, and an ARIS Process Mining project.
Successful Process Mining Projects: A practical guide on how to do good process mining analysis
Driving blind and too fast (or not fast enough)
Most organizations have a hard time seeing where their performance lacks. They see the metrics from the past but don't have visibility into how these numbers were produced. What went well, and what did not go so well (and why)?
So they have no idea how to improve their processes.
- Do organizations measure the performance of their processes? Well, often I see only some lagging metrics being measured.
- There are almost no predictive measures being defined, and processes are not adapted to changing situations, for example, when it comes to delays of a supplier shipment.
- There are just a few organizations that actually have their processes formally designed (in the form of process models). And those who do might see them only as an exercise to "appease the gods"—their management or the regulators.
- This creates interesting results when it comes to audits—some poor souls figuring out what actually happens, which might lead to regulatory notes that you have not made enough progress or even to hefty fines.
Overall, I am missing an awareness of the need to measure what you are doing. Some smart person once said, "You can only measure what you see," and how boring would a football match be if we had not defined what "winning" means and how you can create the necessary points on the scoreboard?
Process Intelligence—a new frontier for Process Management
Over the last couple of years, I have seen more interest in addressing these issues:
- Process mining is the "speedometer for your business."
- It gives you visibility into how your processes are executed. Not only the "happy path" that you might or might not have documented, but all variations that you get from your runtime systems.
- Process mining gives you calculated performance metrics out-of-the-box, like frequencies and times, and shows you where you have rework or other unwanted behaviors.
- Dashboards show metrics that allow you to investigate your performance hypotheses. Data from mining can be embedded in existing BI dashboards. You can trigger actions from thresholds and interact with running process instances—think notifications, alerts, or transactions.
- Process mining is embedded in a larger BPM practice. You can download discovered processes to use for future-state design or simulation. Or you upload reference processes, and the tool checks to what degree you have conformed to "how the work should be done."
Mining technologies close the missing gap in the process lifecycle and provide a data-driven analysis approach for performance management.
Who is this book for?
This book is for people who are serious about how they can improve how their organizations run and how they can make their next large transformation project a success.
It is for the process and architecture practitioners who run their programs for years and don't get the visibility that they deserve.
It is for the analysts who want to switch their practices to a data-driven approach (while not forgetting the human contributions in the analysis) and for whom the words "Digital Gemba" sound good.
And it is for the curious folks who have heard about "process intelligence" and were wondering what this means and how this fits into their organizations, without creating another hype and disappointment when the results of the first project do not meet expectations. As you know, the first time you do something, you most likely suck, and that is the same here.
But wait, this is not all.
This book also comes with an accompanying website, which includes additional tools: all graphics as PDF and a checklist for your mining projects. It also comes with the necessary source files, data workflows, reference models in BPMN format, an ARIS database, and an ARIS Process Mining project.
Most organizations have a hard time seeing where their performance lacks. They see the metrics from the past but don't have visibility into how these numbers were produced. What went well, and what did not go so well (and why)?
So they have no idea how to improve their processes.
- Do organizations measure the performance of their processes? Well, often I see only some lagging metrics being measured.
- There are almost no predictive measures being defined, and processes are not adapted to changing situations, for example, when it comes to delays of a supplier shipment.
- There are just a few organizations that actually have their processes formally designed (in the form of process models). And those who do might see them only as an exercise to "appease the gods"—their management or the regulators.
- This creates interesting results when it comes to audits—some poor souls figuring out what actually happens, which might lead to regulatory notes that you have not made enough progress or even to hefty fines.
Overall, I am missing an awareness of the need to measure what you are doing. Some smart person once said, "You can only measure what you see," and how boring would a football match be if we had not defined what "winning" means and how you can create the necessary points on the scoreboard?
Process Intelligence—a new frontier for Process Management
Over the last couple of years, I have seen more interest in addressing these issues:
- Process mining is the "speedometer for your business."
- It gives you visibility into how your processes are executed. Not only the "happy path" that you might or might not have documented, but all variations that you get from your runtime systems.
- Process mining gives you calculated performance metrics out-of-the-box, like frequencies and times, and shows you where you have rework or other unwanted behaviors.
- Dashboards show metrics that allow you to investigate your performance hypotheses. Data from mining can be embedded in existing BI dashboards. You can trigger actions from thresholds and interact with running process instances—think notifications, alerts, or transactions.
- Process mining is embedded in a larger BPM practice. You can download discovered processes to use for future-state design or simulation. Or you upload reference processes, and the tool checks to what degree you have conformed to "how the work should be done."
Mining technologies close the missing gap in the process lifecycle and provide a data-driven analysis approach for performance management.
Who is this book for?
This book is for people who are serious about how they can improve how their organizations run and how they can make their next large transformation project a success.
It is for the process and architecture practitioners who run their programs for years and don't get the visibility that they deserve.
It is for the analysts who want to switch their practices to a data-driven approach (while not forgetting the human contributions in the analysis) and for whom the words "Digital Gemba" sound good.
And it is for the curious folks who have heard about "process intelligence" and were wondering what this means and how this fits into their organizations, without creating another hype and disappointment when the results of the first project do not meet expectations. As you know, the first time you do something, you most likely suck, and that is the same here.
But wait, this is not all.
This book also comes with an accompanying website, which includes additional tools: all graphics as PDF and a checklist for your mining projects. It also comes with the necessary source files, data workflows, reference models in BPMN format, an ARIS database, and an ARIS Process Mining project.
27.99
Pre Order
5
1
Successful Process Mining Projects: A practical guide on how to do good process mining analysis
Successful Process Mining Projects: A practical guide on how to do good process mining analysis
eBook
$27.99
Related collections and offers
27.99
Pre Order
Product Details
| BN ID: | 2940184337418 |
|---|---|
| Publisher: | What's Your Baseline |
| Publication date: | 09/15/2025 |
| Sold by: | Barnes & Noble |
| Format: | eBook |
| File size: | 9 MB |
About the Author
From the B&N Reads Blog