Lecture notes Business Process Management
Chapters:
1
2 (excluding 2.2) Examine the process checklist from Section 2.1 closely:
Chapter 3
Chapter 4 – Advanced Process Modeling: Intro, Sections 4.1, 4.2 and 4.4
• Chapter 5 – Process Discovery: Intro, Sections 5.1, 5.2, and 5.4
Chapter 7 – Quantitative Process Analysis: completely
• Quantitative analysis
• Chapter 8
The most important element to master from Chapter 8 is Section 8.2.3, “Heuristics Process Redesign”. The explanation is
expanded by Appendix A. It is important:
-to understand each of the heuristics (in particular how they aim to positively influence the various performance dimensions),
-to be able to link the name of the heuristic to its essentials, and
-to understand the differences between any pair of redesign heuristics.
-The other important aspect is the Redesign Orbit. You are expected to be able to explain why each of the redesign methods is
placed in its exact location within that orbit.
-Hint: It’s virtually certain that the exam will include an assignment that deals with the application of the redesign heuristics.
• Appendix A → redesign!!!!!!!!!!!
exam will include an assignment that deals with application of the redesign heuristics.
• Chapter 9 – Process-Aware Information Systems: completely
Pay special attention to:
1. Sections 9.1.3 such that you will be able to distinguish and reason about the different components of a BPMS;
2. The advantages of using a BPMS (Section 9.2) such that you can recognize the various categories and reason about them;
3. The difficulties of introducing a BPMS, both from a technical and organizational perspective (Section 9.3).
Chapter 11 – process mining: intro, 11.1 – 11.4 special attention to alpha-algorithm UNDERSTAND THE STEPS, EXPLAIN
MEANING OF STEPS AND REASON.
→ CARRY OUT ALGORITHM BASED ON A SMALL EVENT LOG
Assignments: 3.16 and 3.20 (page 113), 3.21 (page 114), 4.17 (page 149), 4.23 (page 152), 5.23 and 5.24 (page 208), 5.30
(page 210)
QUANTATIVE: 4.17 (page 149), 4.23 (page 152), 5.23 (page 208), 5.24 (page 208), and 5.30 (page 210).
• work on exercises from the textbook, namely 8.16 (page 334), 8.18 (page 335), and 8.19 (page 335). You can skip the
modeling part in the exercises.
• revisiting the FinCorp case to analyze the redesign: focus on the questions listed in the FinCorp case document on
Perusall (Library → Additional Material → Week 06-Revisiting the FinCorp case).
• 9.8 , 9.9, 9.10
Focus most of the time on the Human actors
Interested in the role
- Outcome is concrete observable/objective things that flow from a process. F.e. car or treatment patient
it can be observed,
- how the outcome is perceived by the person → value. This may differ from person to person
1
, business model is visual representation of business strategy
Could you also describe the Business Model as a rationale of how an organization creates, delivers, and captures value.
And a business strategy as a long term plan of action designed to achieve a particular goal or set of goals or objectives.
So to recap: Business Model is a system that shows how the pieces of a business fit together / an abstraction or representation
of a firm's strategy.
even if it’s not strategic it can still cost you if it is not well defined f.e. restaurant in UU, you do not choose the university based
off on the restaurant. But if you get a food poisoning of the restaurant, it will harm you and you will have to deal with it.
TRIGGER = needs a follow-up activity carried out by an organization - It is not a wish, want,
feeling or desire.
2
,AT LEAST 3 DIFFERENT ACTORS EXCLUDING CUSTOMER
Individual Assignments
Process Identification
If the questions is, IS THIS A BUSINESS PROCESS. Then you need to use the Process Checklist
- Is it a process at all?
You need to be able to identify the main action (verb + noun)
- Can the process be controlled?
See if there is a repetitive series of activities or events.
- Is the process important enough to manage?
Is the customer or organization willing to pay.
- Is the scope of the process not too big and/or too small
business process as a collection of inter-related events, activities, and decision points that involve a number of actors and objects,
which collectively lead to an outcome that is of value to at least one customer.
BPM as a body of methods, techniques, and tools to identify, discover, analyze, redesign, execute, and monitor business processes
in order to optimize their performance.
Business Process consists of events and activities
Events correspond to things that happen atomically, which means that they have no duration.
The arrival of a piece of equipment at a construction site is an event. This event may trigger the execution of a series of
activities. For example, when a piece of equipment arrives, the site engineer inspects it. This inspection is an activity, in the
sense that it takes time.
When an activity is rather simple and can be seen as one single unit of work, we call it a task. For example, if the equipment
inspection is simple—e.g., just checking that the equipment received corresponds to what was ordered —we can say that the
equipment inspection is a task. If on the other hand the equipment inspection involves several checks—such as checking that
the equipment fulfills the specification included in the purchase order, checking that the equipment is in working order, and
checking the equipment comes with all the required accessories and safety devices —we will call it an activity instead of a task
In other words, the term task refers to a fine-grained unit of work performed by a single process participant, while the term
activity is used to refer to both fine-grained or coarse-grained units of work.
TRIGGER = needs a follow-up activity carried out by an organization.
It is not a wish, want, feeling or desire.
3
, 4
Chapters:
1
2 (excluding 2.2) Examine the process checklist from Section 2.1 closely:
Chapter 3
Chapter 4 – Advanced Process Modeling: Intro, Sections 4.1, 4.2 and 4.4
• Chapter 5 – Process Discovery: Intro, Sections 5.1, 5.2, and 5.4
Chapter 7 – Quantitative Process Analysis: completely
• Quantitative analysis
• Chapter 8
The most important element to master from Chapter 8 is Section 8.2.3, “Heuristics Process Redesign”. The explanation is
expanded by Appendix A. It is important:
-to understand each of the heuristics (in particular how they aim to positively influence the various performance dimensions),
-to be able to link the name of the heuristic to its essentials, and
-to understand the differences between any pair of redesign heuristics.
-The other important aspect is the Redesign Orbit. You are expected to be able to explain why each of the redesign methods is
placed in its exact location within that orbit.
-Hint: It’s virtually certain that the exam will include an assignment that deals with the application of the redesign heuristics.
• Appendix A → redesign!!!!!!!!!!!
exam will include an assignment that deals with application of the redesign heuristics.
• Chapter 9 – Process-Aware Information Systems: completely
Pay special attention to:
1. Sections 9.1.3 such that you will be able to distinguish and reason about the different components of a BPMS;
2. The advantages of using a BPMS (Section 9.2) such that you can recognize the various categories and reason about them;
3. The difficulties of introducing a BPMS, both from a technical and organizational perspective (Section 9.3).
Chapter 11 – process mining: intro, 11.1 – 11.4 special attention to alpha-algorithm UNDERSTAND THE STEPS, EXPLAIN
MEANING OF STEPS AND REASON.
→ CARRY OUT ALGORITHM BASED ON A SMALL EVENT LOG
Assignments: 3.16 and 3.20 (page 113), 3.21 (page 114), 4.17 (page 149), 4.23 (page 152), 5.23 and 5.24 (page 208), 5.30
(page 210)
QUANTATIVE: 4.17 (page 149), 4.23 (page 152), 5.23 (page 208), 5.24 (page 208), and 5.30 (page 210).
• work on exercises from the textbook, namely 8.16 (page 334), 8.18 (page 335), and 8.19 (page 335). You can skip the
modeling part in the exercises.
• revisiting the FinCorp case to analyze the redesign: focus on the questions listed in the FinCorp case document on
Perusall (Library → Additional Material → Week 06-Revisiting the FinCorp case).
• 9.8 , 9.9, 9.10
Focus most of the time on the Human actors
Interested in the role
- Outcome is concrete observable/objective things that flow from a process. F.e. car or treatment patient
it can be observed,
- how the outcome is perceived by the person → value. This may differ from person to person
1
, business model is visual representation of business strategy
Could you also describe the Business Model as a rationale of how an organization creates, delivers, and captures value.
And a business strategy as a long term plan of action designed to achieve a particular goal or set of goals or objectives.
So to recap: Business Model is a system that shows how the pieces of a business fit together / an abstraction or representation
of a firm's strategy.
even if it’s not strategic it can still cost you if it is not well defined f.e. restaurant in UU, you do not choose the university based
off on the restaurant. But if you get a food poisoning of the restaurant, it will harm you and you will have to deal with it.
TRIGGER = needs a follow-up activity carried out by an organization - It is not a wish, want,
feeling or desire.
2
,AT LEAST 3 DIFFERENT ACTORS EXCLUDING CUSTOMER
Individual Assignments
Process Identification
If the questions is, IS THIS A BUSINESS PROCESS. Then you need to use the Process Checklist
- Is it a process at all?
You need to be able to identify the main action (verb + noun)
- Can the process be controlled?
See if there is a repetitive series of activities or events.
- Is the process important enough to manage?
Is the customer or organization willing to pay.
- Is the scope of the process not too big and/or too small
business process as a collection of inter-related events, activities, and decision points that involve a number of actors and objects,
which collectively lead to an outcome that is of value to at least one customer.
BPM as a body of methods, techniques, and tools to identify, discover, analyze, redesign, execute, and monitor business processes
in order to optimize their performance.
Business Process consists of events and activities
Events correspond to things that happen atomically, which means that they have no duration.
The arrival of a piece of equipment at a construction site is an event. This event may trigger the execution of a series of
activities. For example, when a piece of equipment arrives, the site engineer inspects it. This inspection is an activity, in the
sense that it takes time.
When an activity is rather simple and can be seen as one single unit of work, we call it a task. For example, if the equipment
inspection is simple—e.g., just checking that the equipment received corresponds to what was ordered —we can say that the
equipment inspection is a task. If on the other hand the equipment inspection involves several checks—such as checking that
the equipment fulfills the specification included in the purchase order, checking that the equipment is in working order, and
checking the equipment comes with all the required accessories and safety devices —we will call it an activity instead of a task
In other words, the term task refers to a fine-grained unit of work performed by a single process participant, while the term
activity is used to refer to both fine-grained or coarse-grained units of work.
TRIGGER = needs a follow-up activity carried out by an organization.
It is not a wish, want, feeling or desire.
3
, 4
