1
Department of Information Systems, Faculty of Computers and Informatics, Zagazig University, Sharkia, Zagazig, 44519, Egypt
(eng_samah2013@yahoo.com)
Abstract :
A wide variety of approaches, strategies, and tools for designing, implementing, managing, and analyzing functional business processes have emerged from studies in business process management (BPM). It is the goal of the emerging topic of research known as "process mining" (PM) to improve the analysis of business process models by gleaning actionable insights from massive quantities of event logs. The purpose of this study is to research business process management and process mining by surveying the state-of-the-art methods and tools in each area and highlighting the most recent developments. This study concludes with a discussion of BPM and PM, in which PM acts as a bridge between BPM and data science to enhance business processes (BPs).
Keywords :
Business Process; Business Process Management; Process Mining.
References :
[1] A. Meidan, J. A. García-García, M. J. Escalona, and I. Ramos, “A survey on business processes management suites,” Comput. Stand. Interfaces, 2017, doi: 10.1016/j.csi.2016.06.003.
[2] W. M. P. Van Der Aalst, “Business process management demystified: A tutorial on models, systems and standards for workflow management,” Lect. Notes Comput. Sci. (including Subser. Lect. Notes Artif. Intell. Lect. Notes Bioinformatics), 2004, doi: 10.1007/978-3-540-27755-2_1.
[3] W. M. P. van der Aalst, “Business Process Management: A Comprehensive Survey,” ISRN Softw. Eng., 2013, doi: 10.1155/2013/507984.
[4] W. M. P. Van Der Aalst, “Process-aware information systems: Lessons to be learned from process mining,” 2009, doi: 10.1007/978-3-642-00899-3_1.
[5] W. M. P. van der Aalst, Process Mining: Discovery, Conformance and Enhancement of Business Processes. 2011.
[6] C. dos S. Garcia et al., “Process mining techniques and applications – A systematic mapping study,” Expert Systems with Applications. 2019, doi: 10.1016/j.eswa.2019.05.003.
[7] W. Van der Aalst, Process mining: Data science in action. 2016.
[8] L. Aldin and S. de Cesare, “A literature review on business process modelling: New frontiers of reusability,” Enterp. Inf. Syst., 2011, doi: 10.1080/17517575.2011.557443.
[9] M. Weske, Business process management: Concepts, languages, architectures, second edition. 2012.
[10] K. Palmberg, “Exploring process management: Are there any widespread models and definitions?,” TQM J., 2009, doi: 10.1108/17542730910938182.
[11] T. Roeser and E. M. Kern, “Surveys in business process management – a literature review,” Bus. Process Manag. J., 2015, doi: 10.1108/BPMJ-07-2014-0065.
[12] W. Viriyasitavat, L. Da Xu, and A. Martin, “SWSpec: The requirements specification language in service workflow environments,” IEEE Trans. Ind. Informatics, 2012, doi: 10.1109/TII.2011.2182519.
[13] O. Turetken and O. Demirors, “Plural: A decentralized business process modeling method,” Inf. Manag., 2011, doi: 10.1016/j.im.2011.06.001.
[14] A. Lodhi, V. Koppen, and G. Saake, “Business Process Modeling: Active Research Areas and Challenges,” Citeseer, 2011.
[15] J. B. Hill, J. Sinur, D. Flint, and M. J. Melenovsky, “Gartner’s Position on Business Process Management,” Gartner, Inc., 2006.
[16] J. De Weerdt, A. Schupp, A. Vanderloock, and B. Baesens, “Process Mining for the multi-faceted analysis of business processes - A case study in a financial services organization,” Comput. Ind., 2013, doi: 10.1016/j.compind.2012.09.010.
[17] D. Kang, S. Lee, K. Kim, and J. Y. Lee, “An OWL-based semantic business process monitoring framework,” Expert Syst. Appl., 2009, doi: 10.1016/j.eswa.2008.09.027.
[18] W. Van Der Aalst, T. Weijters, and L. Maruster, “Workflow mining: Discovering process models from event logs,” IEEE Trans. Knowl. Data Eng., 2004, doi: 10.1109/TKDE.2004.47.
[19] A. Berti and W. M. P. van der Aalst, “A Novel Token-Based Replay Technique to Speed Up Conformance Checking and Process Enhancement,” 2021, doi: 10.1007/978-3-662-63079-2_1.
[20] F. Caron, J. Vanthienen, and B. Baesens, “A comprehensive investigation of the applicability of process mining techniques for enterprise risk management,” Comput. Ind., 2013, doi: 10.1016/j.compind.2013.02.001.
[21] D. R. Ferreira and E. Vasilyev, “Using logical decision trees to discover the cause of process delays from event logs,” Comput. Ind., 2015, doi: 10.1016/j.compind.2015.02.009.
[22] P. Delias, A. Lagopoulos, G. Tsoumakas, and D. Grigori, “Using multi-target feature evaluation to discover factors that affect business process behavior,” Comput. Ind., 2018, doi: 10.1016/j.compind.2018.03.022.
[23] K. Vollmer, “The Forrester WaveTM: Integration-Centric Business Process Management Suites, Q4 2008,” Tech. Rep. Forrester Res., 2008.
[24] I. Routis, C. Stratigaki, and M. Nikolaidou, “Exploring ACM and S-BPM for modelling Human-centric processes: An empirical comparison,” 2016, doi: 10.1145/2882879.2882893.
[25] A. Wibisono, A. S. Nisafani, H. Bae, and Y. J. Park, “A dynamic and human-centric resource allocation for managing business process execution,” Int. J. Ind. Eng. Theory Appl. Pract., 2016.
[26] P. Parameshwaran, “Analysis and design of document centric workflows for automating tasks in a multi-tenant cloud archive solution,” 2014.
[27] A. Harika, M. Sunil Kumar, V. Anantha Natarajan, and S. Kallam, “Business Process Reengineering: Issues and Challenges,” 2021.
[28] M. Kaur, K. Singh, and D. Singh, “Synergetic success factors of total quality management (TQM) and supply chain management (SCM): A literature review,” International Journal of Quality and Reliability Management. 2019, doi: 10.1108/IJQRM-11-2017-0228.
[29] F. Yanine, F. M. Cordova, and C. Duran, “The impact of dynamic balanced scorecard in knowledge-intensive organizations’ business process management: A new approach evidenced by small and medium-size enterprises in Latin America,” J. Inf. Technol. Manag., 2020, doi: 10.22059/JITM.2020.75797.
[30] T. Schmiedel, J. Recker, and J. vom Brocke, “The relation between BPM culture, BPM methods, and process performance: Evidence from quantitative field studies,” Inf. Manag., 2020, doi: 10.1016/j.im.2019.103175.
[31] D. Binci, S. Belisari, and A. Appolloni, “BPM and change management: An ambidextrous perspective,” Bus. Process Manag. J., 2020, doi: 10.1108/BPMJ-06-2018-0158.
[32] L. Ivančić, D. Suša Vugec, and V. Bosilj Vukšić, “Robotic Process Automation: Systematic Literature Review,” 2019, doi: 10.1007/978-3-030-30429-4_19.
[33] M. Uriona Maldonado, M. E. Leusin, T. C. de A. Bernardes, and C. R. Vaz, “Similarities and differences between business process management and lean management,” Business Process Management Journal. 2020, doi: 10.1108/BPMJ-09-2019-0368.
[34] M. Quispe-Romani, P. Cespedes-Saric, E. Altamirano-Flores, and G. Viacava-Campos, “Kaizen Philosophy to Improve Service Levels at an OTR Tire Distribution Company,” in 2022 Congreso Internacional de Innovación y Tendencias en Ingenier{\’\i}a (CONIITI), 2022, pp. 1–6.
[35] J. L. Pereira and A. P. Freitas, “Towards a characterization of BPM tools’ simulation support: The case of BPMN process models,” Int. J. Qual. Res., 2019, doi: 10.24874/IJQR13.04-02.
[36] A. P. Freitas and J. L. M. Pereira, “Process simulation support in BPM tools: The case of BPMN,” 2015.
[37] A. Delgado, D. Calegari, P. Milanese, R. Falcon, and E. García, “A systematic approach for evaluating BPM systems: Case studies on open source and proprietary tools,” 2015, doi: 10.1007/978-3-319-17837-0_8.
[38] B. Xu, L. Xu, H. Cai, L. Jiang, Y. Luo, and Y. Gu, “The design of an m-Health monitoring system based on a cloud computing platform,” Enterp. Inf. Syst., 2017, doi: 10.1080/17517575.2015.1053416.
[39] K. Ganesha, R. Nagaraj, and M. D. Nayana, “Health care analysis for process deviation using alpha-fitness algorithm in process mining,” J. Theor. Appl. Inf. Technol., vol. 88, no. 3, p. 511, 2016.
[40] N. Garg and S. Agarwal, “Process mining for clinical workflows,” 2016, doi: 10.1145/2979779.2979784.
[41] K. Ganesha, K. V. Supriya, and M. Soundarya, “Analyzing the waiting time of patients in hospital by applying heuristics process miner,” 2017, doi: 10.1109/ICICCT.2017.7975250.
[42] S. Yoo et al., “Assessment of hospital processes using a process mining technique: Outpatient process analysis at a tertiary hospital,” Int. J. Med. Inform., 2016, doi: 10.1016/j.ijmedinf.2015.12.018.
[43] A. Partington, M. Wynn, S. Suriadi, C. Ouyang, and J. Karnon, “Process mining for clinical processes: A comparative analysis of four australian hospitals,” ACM Trans. Manag. Inf. Syst., 2015, doi: 10.1145/2629446.
[44] W. Neamsirorat and W. Premchaiswadi, “Analysis of surgical event logs in a hospital by using heuristics miner technique,” 2015, doi: 10.1109/ICTKE.2015.7368479.
[45] M. Binder et al., “On analyzing process compliance in skin cancer treatment: An experience report from the evidence-based medical compliance cluster (EBMC 2),” 2012, doi: 10.1007/978-3-642-31095-9_26.
[46] F. Rismanchian and Y. H. Lee, “Process Mining–Based Method of Designing and Optimizing the Layouts of Emergency Departments in Hospitals,” Heal. Environ. Res. Des. J., 2017, doi: 10.1177/1937586716674471.
[47] X. Xu, T. Jin, and J. Wang, “Summarizing patient daily activities for clinical pathway mining,” 2016, doi: 10.1109/HealthCom.2016.7749453.
[48] B. Hompes, J. Buijs, W. M. P. der Aalst, P. Dixit, and J. Buurman, “Discovering deviating cases and process variants using trace clustering,” in Proceedings of the 27th Benelux Conference on Artificial Intelligence (BNAIC), November, 2015, vol. 5, no. 6.
[49] P. Delias, M. Doumpos, E. Grigoroudis, P. Manolitzas, and N. Matsatsinis, “Supporting healthcare management decisions via robust clustering of event logs,” Knowledge-Based Syst., 2015, doi: 10.1016/j.knosys.2015.04.012.
[50] P. Delias, P. Manolitzas, E. Grigoroudis, and N. Matsatsinis, “Applying Process Mining to the Emergency Department,” in Encyclopedia of Business Analytics and Optimization, 2014.
[51] C. Fernandez-Llatas, B. Valdivieso, V. Traver, and J. M. Benedi, “Using process mining for automatic support of clinical pathways design,” Methods Mol. Biol., 2015, doi: 10.1007/978-1-4939-1985-7_5.
[52] K. Ganesha, M. Soundarya, and K. V. Supriya, “The best fit process model for the utilization of the physical resources in hospitals by applying inductive visual miner,” 2017, doi: 10.1109/ICICCT.2017.7975212.
[53] F. Mannhardt and D. Blinde, “Analyzing the trajectories of patients with sepsis using process mining,”2017.
| Style | # |
|---|---|
| MLA | Samah Ibrahim Abdelaal. "Business Process Management and Process Mining Technologies: The progress of a discipline." American Journal of Business and Operations Research, Vol. 10, No. 1, 2023 ,PP. 53-65 (Doi : https://doi.org/10.54216/AJBOR.100105) |
| APA | Samah Ibrahim Abdelaal. (2023). Business Process Management and Process Mining Technologies: The progress of a discipline. Journal of American Journal of Business and Operations Research, 10 ( 1 ), 53-65 (Doi : https://doi.org/10.54216/AJBOR.100105) |
| Chicago | Samah Ibrahim Abdelaal. "Business Process Management and Process Mining Technologies: The progress of a discipline." Journal of American Journal of Business and Operations Research, 10 no. 1 (2023): 53-65 (Doi : https://doi.org/10.54216/AJBOR.100105) |
| Harvard | Samah Ibrahim Abdelaal. (2023). Business Process Management and Process Mining Technologies: The progress of a discipline. Journal of American Journal of Business and Operations Research, 10 ( 1 ), 53-65 (Doi : https://doi.org/10.54216/AJBOR.100105) |
| Vancouver | Samah Ibrahim Abdelaal. Business Process Management and Process Mining Technologies: The progress of a discipline. Journal of American Journal of Business and Operations Research, (2023); 10 ( 1 ): 53-65 (Doi : https://doi.org/10.54216/AJBOR.100105) |
| IEEE | Samah Ibrahim Abdelaal, Business Process Management and Process Mining Technologies: The progress of a discipline, Journal of American Journal of Business and Operations Research, Vol. 10 , No. 1 , (2023) : 53-65 (Doi : https://doi.org/10.54216/AJBOR.100105) |