PROCESS MINING: PRINCIPLES, CHARACTERISTICS AND IMPLEMENTATION POTENTIAL

The article systemises methodical instruments for evaluating efficiency of measures of digitalisation of business processes of enterprise. A schematic diagram of a general algorithm for evaluating the effectiveness of measures to digitalise the business process of enterprises has been developed. It is determined that assessing the degree of effectiveness of measures to digitalise the business processes of enterprise will also indirectly create conditions for identifying bottlenecks, based on which the management of enterprise will be able to make operational management decisions to optimise the business process through its digital development. It is substantiated that the assessment of business processes and their digitalisation should lie within the functional responsibilities of a certain entity; for this purpose, it is proposed to establish committees at the enterprise to assess the efficiency and digitalisation of business processes. In addition to formulating proposals for eliminating bottlenecks and directions and methods of digitising the company's business processes, the functional responsibilities of the Business Process Efficiency and Digitalisation Committee include the function of assessing the efficiency of an already digitised business process. For this purpose, the Committee develops analytical tools using established business process evaluation methods adapted to the evaluation of a digitised business process, which may include the PDCA cycle, internal audit of business processes, analysis of key performance indicators, functional and cost analysis, and analysis of stakeholder requirements. Each of the proposed instruments for evaluating the effectiveness of measures to digitalise the enterprise's business processes is adapted. It is summarized that when assessing the efficiency of business processes with a view to determining the need for their digital transformation or assessing the efficiency of a digitised business process, it is advisable for an enterprise to approach this issue in a comprehensive manner, namely, to develop clear policies and procedures by establishing and regulating the activities of the committee for assessing the efficiency of the enterprise's business processes by delegating to it a responsible person from each unit for managing business processes that create value or participate in this process.

Business process management (BPM) is a well-established discipline comprising a set of principles, methods, techniques, and tools to continuously improve the performance of business processes. Traditionally, most BPM decisions and activities are undertaken by business stakeholders based on manual data collection and analysis techniques. This is time-consuming and potentially leads to suboptimal decisions, as only a restricted subset of data and options are considered. Over the past decades, a rich set of data-driven techniques has emerged to support and automate various activities and decisions across the BPM lifecycle, particularly within the process mining field. More recently, the uptake of artificial intelligence (AI) methods for BPM has led to a range of approaches for proactive business process monitoring. Given their common data requirements and overlapping goals, process mining and AI-driven approaches to business process optimization are converging. This convergence is leading to a promising emerging concept, which we call (AI-)augmented process execution: a collection of data analytics and artificial intelligence methods for continuous and automated improvement and adaptation of business processes. This article gives an outline of research at the intersection between process mining and AI-driven process optimization, classifies the researched techniques based on their scope and objectives, and positions augmented process execution as an additional layer on top of this stack.

Information System is one of the key domain in which lot of research has been done in the past few years. Applying Information systems to heterogeneous and distributed environments is one of the current research areas. Business Process Management Systems is the information systems which deal with the administration of tasks in the business processes, organizational structures, or in the related context. The Workflow Management system, the early idea of BPM, controls the workflow in an organization, data transfer, and integration of legacy information systems with existing programs and program modules, delegation of business tasks. Offering task management services especially modeling of business processes and underlying organizations, BPM serves it meaning and incorporates the WFM system. BPM supporting the use of knowledge concerning the awareness/unawareness of integrated software, and analysis of processes and organizational structure in terms of verification, modification, evaluation are key management in BPM system I.INTRODUCTION TO BPM: Combination of corporate restructuring and mergers urged the department and processes to be automated and linked together. Unfortunately it created largely disconnected spaghetti of systems and applications. Business Process Management (BPM) was born from a strong need to streamline internal processes and connections between both internal and external functions. It provides ability to model, monitor, manage and manipulate processes quickly in response to changes in strategy and market forces. BPM is an extension of classical Work Flow Management (WFM) systems and approaches. BPM delivers the maximum utility of legacy system. It is a method for revolutionizing the way the work moves throughout an organization. II.COMPONENTS OF BPM: The four key elements in Business Process Management are: Process modeling, Process rule, Process management, and Process performance analytics. Process modeling: Process modeling describes the flow of information (business process).It helps in building a model of process and mapping into an implementation frame work. Modeling requires a consistent analysis and representation of the processes. It forms the basis for the userspecific process environment. Process Rule: Process Rule is a heart of the BPM. It involves execution of discrete steps & integration of information. A process rules engine is used for this purpose. The engine is to monitor and manage the given steps by providing a flow control over the business process. If a process fails or delayed, a compensated action can be done to rectify. Process Management: Process Management is to correlate business/application events to fundamental business metrics .It enables the organization to monitor and optimize the business process. Once the process has been analyzed, modeled and the associated rules are formed. The next stage involves the visualization and management. Visualization means transaction data ranging from holistic to process-state or client state specific rules. Process Performance Analytics: Process Performance Analytics is a transition data source available for sophisticated management analytics .This data should be available on a retrospective or real-time basis. It should answer to one of the most difficult question like “how much does it cost to process a specific transaction?” By this way BPM mainly addresses four components. They are Work Flow Management, Content and records management Enterprise Application Integration (EAI) and Business Activity monitoring (BAM). III.RELEVENCE TO SYSTEM INTEGRATION: BPM can be fitted easily on the top of existing IT system. It is the Process rules that governs all the happenings and optimizes the process. BPM will not be able to work without the connectivity provided by the EAI layer. EAI layer provides BPM to gain and measure the value from the investment. On the other hand, BPM provides value to the EAI technology layer of Information technology. BPM layer offers business management the view of the message processing layer. It is used to unlock the value of the information held in the integration layer. It is also used to gather data of every transaction in the lifecycle. IV.APPLICATION OF BPM: BPM can be applied to any application which needs these advantages. BPM reduces unnecessary high losses in time critical transactions, helps to provide any critical information, practical application yield fast ROI ,better control over the information, identifying and maximizing the benefits faster, better analysis and tracking, provides enterprise-wide visibility of business processes, improve the effectiveness of the core operations, provides ability to coordinate interactions between information systems, business process and the people, flexible and easily changed by non-technical business people.

DT4BPM: A proposed approach for combining Digital Transformation and Business Process Management

PurposeProcess mapping is used to articulate the activities and procedures of business entities in a graphical way as pictorial images readily convey considerable information. The objective of this research is to provide evidence and a methodology to assist organizations in evaluating the early stages of their process mapping efforts.Design/methodology/approachA review of literature identifies key characteristics of transparency (process visibility) related to process mapping. Quizzes and surveys are used to study the impact of process mapping on transparency in an employee training session.FindingsThe paper finds that process mapping increases transparency between 5 percent and 27 percent for the applications discussed in this paper.Research limitations/implicationsThe research presumes that better understanding and recall of the company's business processes equates to higher transparency. This research study is limited to one field test, organization, and process mapping methodology. These limitations should be considered when extrapolating the results to other organizations.Practical implicationsThe methodology outlined in this paper provides a way to measure the impact that formalizing (mapping) an organization's business processes and then using these maps to communicate the organization's business processes has on an individual employee's understanding and recall of those business processes. This methodology may help other organizations evaluate the early stages of their process mapping efforts.Originality/valueA measurable definition of transparency is developed. A field study provides evidence that process mapping increases transparency and a methodology is shared for others to study the impacts of their process mapping efforts.

Nowadays, the problem in business process management (BPM) is that BPM systems should both be easy to use for business process developers and be based on a sound formal method. Business process management systems are often based on semiformal modeling techniques such as event-driven process chains (EPC) or UML. Unlike semiformal modeling techniques, the process calculus CSP comes with mature verification sup- port. Surprisingly little work has been done on using CSP for business process modeling and management. In this paper, we present our approach to business process management, which is based on the observation that CSP is well suited not only for specifying business processes and verifying work???ows but also for executing work???ows using our CSP4J framework. We report on a work???ow server, which is specified in CSP and implemented using our CSP4J framework. The server accepts work???ows that are modeled in CSP and also implemented using CSP4J. This allows us to integrate the mature verification support of CSP into both the management system itself and the development process of the end users’ business process definitions.

In the modern business scenario, organizations are vesting high efforts in managing process sustainability as part of their operations management practices. The global environmental concerns for the welfare of the society have facilitated this change. Research studies have reported Information and Communication Technology (ICT) as one of the prerequisites in developing and maintaining efficient business processes. The process sustainability related initiatives and various processes related regulatory compliances have created the need for sophisticated IT tools like BPM (Business Process Management) and BI (Business Intelligence) in organizations. Thus with the advancement of ICT, a strong desire to enhance the business process performance through BPM and BI applications is felt across organizations. However, there is scant research available on leveraging the advantages of these applications in sustainability development. Therefore, this paper aims to present a conceptual architecture framework using an integrated BPM and BI solution to develop an orientation among practitioners and academicians towards the inclusion of ICT in attaining a sustainable, energy efficient business operations or processes. The framework is based on the literature pertaining to the role of BPM and BI in process sustainability as well as from the inputs of practitioners involved in the field of BPM and BI.

The accelerated progression of information technology has necessitated the adoption of more intelligent and adaptive Enterprise Systems (ES) to sustain and optimize organizational processes. The ES serve as critical infrastructures for resource management, operational efficiency, and sustaining competitive advantage; however, their deployment frequently encounters persistent challenges. These include discrepancies between modelled and actual business processes, insufficient visibility in process execution, and limited automation in the detection and optimization of workflows. To mitigate these limitations, this study advances an Artificial Intelligence (AI)-enabled Process Mining paradigm. This approach facilitates the systematic extraction, analysis, and visualization of business processes, thereby supporting the identification of deviations, the detection of anomalies, and the provision of data-driven recommendations for continuous improvement. The overarching aim of the research is to conceptualize and evaluate an enterprise system framework that integrates AI-driven Process Mining to reinforce transparency, efficiency, and effectiveness in business process management. The proposed framework aims to provide automated analytical capabilities, predictive insights, and a robust data-centric foundation to enhance the precision of strategic decision-making, thereby contributing to the advancement of adaptive and intelligent enterprise systems.

In today’s challenges, efficient business process management is critical to maintaining the competitiveness and stable functioning of IT companies in Ukraine. The relevance of this study is due to the need to identify innovative approaches that help strengthen the resilience of the IT sector in wartime. The paper analyzes how modern management methods help to optimize the activities of companies in unstable conditions, what are the main challenges facing the IT industry, and how government support programs affect its development. The article is aimed at studying the challenges of business process management in IT companies and developing an algorithm for managing business processes in IT companies in times of crisis, which allows to increase their efficiency, adaptability and resilience. The article reviewes the scientific works of Ukrainian and foreign scientists, examines the theoretical base, especially the definition of key concepts: «business process» and «business process management». As a result, the problems of managing business processes in the field of IT in the context of the crisis, in particular in the context of the war in Ukraine, are identified as follows: outflow of personnel, funding restrictions, threat of cyberattacks, market uncertainty, and business relocation. Based on the analysis of scientific literature and interviews with managers of leading Ukrainian IT companies, a general algorithm for managing business processes is formed. The proposed approach will allow IT companies to maintain resilience, increase efficiency and adaptability in an unstable environment. Its implementation will help increase the competitiveness of the Ukrainian IT sector in the domestic and international markets. The study also indicates the role of State support, in particular the mode of «Diia.City», grant programs and digital education, which create favorable conditions for the further development of the IT industry. It is proved that the Ukrainian IT sector demonstrates confident development and sustainability and occupies a leading position in global markets, despite the existing challenges.

Background: It is widely accepted that the digital transformation of business is increasingly attracting the attention of researchers from the academic circles as well as professionals from the business community. The main consequence of this lies in the daily development of new and improvement of existing digital technologies. The outcomes of such events on the market are reflected in all aspects of companies' operations. For this reason, they are constantly looking for various improvements to their business, which most often include the implementation of new technology. Mere implementation of a new technology without any other changes very often leads to failure. The core of this failure can be found and attributed to inadequately identified, analysed, documented and established business processes. Business process management (BPM) and redesign as its integral part are actually an indispensable segment of a successful process of digital business transformation. Therefore, the digital transformation of business should not be viewed exclusively from a technological perspective, but also from a process viewpoint. Purpose: With the aim of shedding additional light on the connection between business process management and digital business transformation, the paper aims to identify and explain the importance of business process redesign. Study design/methodology/approach: For the purposes of this paper, a systematic literature review was conducted. Findings/conclusions: The result of the conducted research indicates that a process approach to the digital transformation of business can contribute to significantly different, more successful results. Limitations/future research: Limitations refer to the number of databases searched during this systematic literature review. Subsequent research could include additional sources that would include additional works that can contribute to a better research result.

Business process management (BPM) systems provide a broad range of facilities to enact and manage operational business processes. Ideally, these systems should provide support for the complete BPM life-cycle: (re)design, configuration, execution, control, and diagnosis of processes. However, based on an extensive evaluation of the FileNet P8 BPM Suite, we show that existing BPM tools are unable to support the full life-cycle. There are clearly gaps between the various phases (e.g., users need to transfer or interpret information without any support) and some of the phases (e.g., the redesign and diagnosis phases) are not supported sufficiently. This chapter shows that techniques for process mining and intelligent redesign can be used to offer better support for the (re)design and diagnosis phases and, thus, close the BPM life-cycle. We also briefly report on the work done in the context of the ProM tool, which is used as framework to experiment with such techniques.Request access from your librarian to read this chapter's full text.

The development of the agricultural sector of Ukraine is an important task today, despite the military actions and their negative impact on the functioning of the national economy and its constituent sectors. The agricultural sphere of Ukraine remains in the status of the world's breadbasket, despite the blockade of seaports, large-scale destruction of agricultural machinery and infrastructure, and a temporary decrease in the volume of production of agricultural products. After all, the development of the agrarian sphere shapes the food and economic security of not only our country. This study aims to determine the role of digital transformations in ensuring an innovative system of managing business processes in the agricultural sector under the conditions of war and post-war recovery. The losses of Ukraine's agricultural economy due to the war's consequences in 2022 have been studied. It has been proven that in order to overcome crises in the agrarian sphere as a result of the war in Ukraine and to form an innovative system of managing business processes in the agrarian sphere, the development of the digital economy and digital transformations, which involve changes in the system of managing business processes based on integration, are essential digital tools and due to the review of strategic guidelines, mechanisms, and functioning models. The tasks of agricultural development, relevant business processes, and digital tools for achieving tasks are systematized. The chain of digital tracking of agro-food products is analyzed. It has been proven that digital transformations have a positive effect on the organization and conduct of agricultural business in Ukraine, change its marketing strategies and marketing activities, the structure of resource provision, reduce production costs and increase the efficiency of economic activity, simplify the methods of forming, transmitting, and storing reporting information. Russia's aggression against Ukraine created crisis conditions for the national economy and the agricultural sector. The number of indirect losses to the agriculture of Ukraine because of the war in 2022 is estimated at 23.3 billion US dollars. Despite the crisis conditions caused by the war, the agrarian sphere of Ukraine plays a vital role in ensuring national food and economic security, and the potential of its development preserves the status of Ukraine as a world granary. In order to restore the functioning of the agrarian sphere of Ukraine, it is necessary to continue the development of the vector of digitalization of the economy, which involves changes in the management system of business processes that take place based on the integration of digital tools and due to the revision of strategic guidelines, mechanisms and models of functioning. Accelerating the development of digital transformations in the management system of business processes in the agrarian sphere will also ensure the European integration guidelines of Ukraine in the context of forming common values regarding the quality and safety of agri-food products. Keywords: the agricultural sector, business processes, business process management, digital transformation, digital tools.

Business processes are essential components of all enterprises and the use of models, languages and execution engines as components of a Business Process Management (BPM) deployment are now commonplace. By definition, these processes describe an enterprise in terms of its organizational knowledge, structure and activities, and are often essential to realizing an organization's competitive advantage. It thus follows that the design, execution and, critically, responsiveness to change in the system or environment they are affecting, is of prime significance toward establishing and maintaining efficient business operation. Deploying a high quality and effective Business Process Management System (BPMS) is thus utterly essential to many modern enterprises. Yet current trends toward flexible methods of working, just-in-time organizational reaction times, distributed intra-organization and interorganization collaboration and constantly changing markets are creating new and complex business landscapes. This brings about increased complexity, further motivating the need for real-time dynamic change throughout an enterprise's business processes; ever more dynamic environments require key business processes to be more flexible and automated in both their design and behaviour. Yet many companies are now discovering that investments in conventional BPMS often suffers from poor return on investment due to a common inability to create business process models that are both meaningful to business people and capable of offering the real-time process flexibility and rapid process adaptation required to cope effectively with the fluid business conditions typifying many modern enterprises. As evidenced by our work with customers in the manufacturing domain, there is very often a need to alter executing process structures, sometimes in real-time, without perturbing the integrity of running process instances. If a BPMS is not built to innately support change in this manner the result can be reductions in both dependability and visibility, especially from a management perspective. Our observation is that many of the current procedural approaches to BPM are too inflexible and unresponsive to change, especially in any automated fashion. In fact many BPMS solutions provide only design-time modelling, with neither support for run-time determination of process structure, nor direct execution of industry standard Business Process Modeling Notation (BPMN) process models without the need for first translating BPMN into intermediary formats, such as the Business Process Execution Language (BPEL), in preparation for execution. In practice, these issues imply that process models can tend to become overly complex and brittle through the necessity of coding-in all O pe n A cc es s D at ab as e w w w .in te ch w eb .o rg

Business processes (BPs) are nowadays essential elements and key assets in any commercial organization. Additionally, BP matters are important issues in the context of enterprise computing. Business process management (BPM) is the main research area for process-aware systems involving methodologies, models, and supporting tools for process design, execution, and monitoring. BPM offers many challenges for software developers, including process specification and documentation. This paper is about (operational) BPs (e.g., procurement, hiring a new employee, supply chain management, request for leave), with a focus on modeling BPs in which all sub-processes, activities, data flows, inputs, and outputs, together with their relationships with each other, are identified and described. Typically, the focus of traditional process modeling is persistently on diagrammatic tools to design process notations (e.g., UML and BPMN). In this paper, we adopt a diagrammatic modeling methodology called the Thinging Machine (TM) and use it as a base to promote understanding of notions of BPs by offering a new perspective that captures a system’s dynamic behavior based on its events. The TM emphasizes a single unifying ontological element: the thing/machine concept (thimac), in contrast to object- or process-oriented methodologies. TM-based modeling can be a valuable tool in the general area of BPM. We partially demonstrate that by applying it to document two actual administrative systems. The resultant conceptual descriptions reflect a well-defined approach to the notions of processes and events.

Business process management (BPM) activities can be divided into categories such as design, modelling, execution, monitoring, and optimization. Some of these activities are usually automated, mainly the first ones, where Automated Business Process Discovery (ABPD) solutions, also know as process mining, can automatically find process models (using unstructured, event-level logs). However, BPM usually involves several activities that are executed in different applications, which are not integrated with each other, or are even manually executed. This may involve the waste of resources and time, and eventually not applying BPM with full potential. We propose an integrated solution, that allows to complete the BPM cycle in a single application and with most of the steps automatically. This proposal was applied in practice in the context of a research project and the results are being integrated into a commercial product.