Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
Keynote delivered at the 1st International Workshop on Process in the Large (IW-PL), September 13, 2010, Hoboken, NJ in conjunction with the BPM 2010 conference.
Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
Keynote delivered at the 1st International Workshop on Process in the Large (IW-PL), September 13, 2010, Hoboken, NJ in conjunction with the BPM 2010 conference.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
Making Things Simpler: How Primitives Help Integrate BPM and Enterprise Archi...Michael zur Muehlen
Presentation about the US Department of Defense Primitives project, which aims at creating design guidelines for modelers using BPMN and related techniques. Presented at the 2010 Building Business Capability conference, Alexandria, VA, October 21, 2010.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
An introduction to the different phases of the BPM life cycle: Analyze, Design, Implement, Measure, Improve.
Key Takeaways:
- Analysis Frameworks provide context
- Transactions perform work, Analytics manage work
- The diagram isn’t everything
- Improve your capabilities in 3 areas:
-- Process Maturity
-- Process Management Maturity
-- Organizational Maturity
Presented by Michael zur Muehlen (Stevens Institute of Technology) at the Appian World 2012 Conference, April 16, 2012, in Reston VA.
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowle...OpenText Global 360
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowledge Worker. Presentation from Gartner ITxpo. Delivered by Derek Weeks at Gartner ITxpo, October 2011.
10 Principles of Good Business Process ManagementJan vom Brocke
Our findings allow practitioners to comprehensively scope their BPM initiatives and provide a general guidance for BPM implementation. Moreover, the principles may also serve to tackle contemporary issues in other management areas.
We identify ten principles which represent a set of capabilities essential for mastering contemporary and future challenges in BPM. Their antonyms signify potential roadblocks and bad practices in BPM. We also identify a set of open research questions that can guide future BPM research.
This is the first work that distills principles of BPM in the sense of both good and bad practice recommendations. The value of the principles lies in providing normative advice to practitioners as well as in identifying open research areas for academia, thereby extending the reach and richness of BPM beyond its traditional frontiers.
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Presentation given at the BPM Executive Day, Bogota, Colombia, December 4, 2012. The presentation outlines the different dimensions of BPM activities an organization should consider when organizing their BPM efforts.
The Business Process Management overview presentation is a comprehensive walkthrough of what Business Process Management is and how you implement it at your company or your customer company. for more detail keep updating here : http//www.wesrch.com
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
Making Things Simpler: How Primitives Help Integrate BPM and Enterprise Archi...Michael zur Muehlen
Presentation about the US Department of Defense Primitives project, which aims at creating design guidelines for modelers using BPMN and related techniques. Presented at the 2010 Building Business Capability conference, Alexandria, VA, October 21, 2010.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
An introduction to the different phases of the BPM life cycle: Analyze, Design, Implement, Measure, Improve.
Key Takeaways:
- Analysis Frameworks provide context
- Transactions perform work, Analytics manage work
- The diagram isn’t everything
- Improve your capabilities in 3 areas:
-- Process Maturity
-- Process Management Maturity
-- Organizational Maturity
Presented by Michael zur Muehlen (Stevens Institute of Technology) at the Appian World 2012 Conference, April 16, 2012, in Reston VA.
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowle...OpenText Global 360
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowledge Worker. Presentation from Gartner ITxpo. Delivered by Derek Weeks at Gartner ITxpo, October 2011.
10 Principles of Good Business Process ManagementJan vom Brocke
Our findings allow practitioners to comprehensively scope their BPM initiatives and provide a general guidance for BPM implementation. Moreover, the principles may also serve to tackle contemporary issues in other management areas.
We identify ten principles which represent a set of capabilities essential for mastering contemporary and future challenges in BPM. Their antonyms signify potential roadblocks and bad practices in BPM. We also identify a set of open research questions that can guide future BPM research.
This is the first work that distills principles of BPM in the sense of both good and bad practice recommendations. The value of the principles lies in providing normative advice to practitioners as well as in identifying open research areas for academia, thereby extending the reach and richness of BPM beyond its traditional frontiers.
The identification and discussion of the principles reflects our viewpoint, which was informed by extant literature and focus groups, including 20 BPM experts from academia and practice.
Presentation given at the BPM Executive Day, Bogota, Colombia, December 4, 2012. The presentation outlines the different dimensions of BPM activities an organization should consider when organizing their BPM efforts.
The Business Process Management overview presentation is a comprehensive walkthrough of what Business Process Management is and how you implement it at your company or your customer company. for more detail keep updating here : http//www.wesrch.com
Estimating your Process Projects presented at FSOkx BPM ForumProlifics
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SharePoint "Moneyball" - The Art and Science of Winning the SharePoint Metric...Susan Hanley
Measurement is not just about looking for a bottom-line result to justify investments. It’s also a tool to provide feedback about where the organization is along the road to successfully leveraging investments in SharePoint and the business outcomes it provides. At every stage in the development of your solution, metrics provide a valuable means for focusing attention on desired behaviors and results. This presentation showcases a practical and realistic framework for SharePoint metrics based on real world examples and successes.
If employees at all levels do not accept the new system and believe that it will have a positive effect, morale and productivity are likely to be affected. In general, lack of communication is one of the biggest barriers to buying.
Giving Organisations new capabilities to ask the right business questions 1.7OReillyStrata
This presentation takes the seminal work structured analytic techniques work pioneered within US intelligence, and proposes adaptions and simplifications for use within commercial enterprises
Fundamental modeling constructs of BPMN 2.0 - Activity, Gateway, Sequence Flow, Pool and Lane. Part of the Business Process Management coursework at Stevens Institute of Technology.
Keynote at the 8th International Workshop on Business Process Design, Tallinn, Estonia, September 3, 2012. Discusses design thinking, coming up with new ideas, and how design thinking is taught at Stevens Institute of Technology. Thanks to Michael Rosemann and Jeff Nickerson for ideas and discussion.
This presentation was given as a research seminar at Stevens Institute of Technology on December 1, 2011. It covers the analysis of standardization processes as a research field and discusses the background, findings, and structure of several publications. It is useful for researchers and doctoral students in Information Systems, Social Science and Management that are interested in analyzing the behavior of individuals in institutions.
Primitives And Design Patterns for Top-Down SOA ImplementationsMichael zur Muehlen
Presentation given at the SOA Symposium 2009, Government and Industry Issues and Solutions. This presentation focuses on the development of a BPMN styleguide for the Department of Defense.
Presentation given at the IIR Business Process Management Conference, San Diego, CA, November 13th, 2007. It focuses on the difference between rules and processes, the integration points of BPMS and BRMS, and ways to get started.
What every Enterprise Architect needs to know about BPM and WorkflowMichael zur Muehlen
Keynote presented at the WfMC Forum de la Geide in Paris on October 10th, 2007. Focuses on the organizational aspects of BPM, rather than the technical details.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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Unit 8 - Information and Communication Technology (Paper I).pdf
From Reactive to Predictive Process Management
1. Dr Michael zur Muehlen
Center for Business Process Innovation
School of Business
Stevens Institute of Technology
Hoboken, New Jersey
michael.zurmuehlen@stevens.edu
@mzurmuehlen
The Mirror and the Road Ahead
From Reactive to Predictive Process Management
2. 2
“If it doesn’t make
three people angry,
it is not a process”
Beyond Reengineering (Michael Hammer, 1996)
Corollary: We tend to pay attention only after something broke
3. What is the Price of a Cup of Coffee?
3Source: Starbucks
4. What is the Value of a Coffee Lover?
4Source: Starbucks
US$ 14,000
12. Premise
Financial Service Provider with 5 Lines of Business
Operating in 3 Countries
Various levels of maturity across LoB, Technology, and Location
Goal: Realize efficiencies by creating one holding company, shared back-office services
Question: How do we stand up a BPM organization?
12
13. Where do we start?
13
Governance Method IT Support People CultureStrategic
Alignment
Process Roles and
Responsibilities
Process Design &
Modeling
Process Skills &
Expertise
Process Values &
Beliefs
Process
Improvement Plan
Decision-making
Processes
Process
Implementation &
Execution
Process Education
& Training
Process Attitudes
& Behaviors
Strategy &
Process Capability
Linkage
Process
Management
Standards
Process
Improvement &
Innovation
Process
Knowledge
Management
Leadership
Attention to
Process
Process Output
Measurement
Process Metrics &
Performance
Linkage
Process Control &
Measurement
Process
Collaboration &
Communication
Responsiveness to
Process Change
Process / Business
Architecture
Process
Management
Controls
Process Project &
Program
Management
Process
Management
Leaders
Process Social
Networks
Process
Customers &
Stakeholders
Business Process Management
Maturity
Process Design &
Modeling
Process
Implementation &
Execution
Process
Improvement &
Innovation
Process Control &
Measurement
Process Project &
Program
Management
Additional Facets
(can be considered under Method)
Business Rules
Management
Process Data
Management
Process Taxonomy
& Ontology
Process
Standardization &
Harmonization
14. Initial Focus
14
Governance Method IT Support People CultureStrategic
Alignment
Process Roles and
Responsibilities
Process Design &
Modeling
Process Skills &
Expertise
Process Values &
Beliefs
Process
Improvement Plan
Decision-making
Processes
Process
Implementation &
Execution
Process Education &
Training
Process Attitudes &
Behaviors
Strategy & Process
Capability Linkage
Process Management
Standards
Process
Improvement &
Innovation
Process Knowledge
Management
Leadership Attention
to Process
Process Output
Measurement
Process Metrics &
Performance Linkage
Process Control &
Measurement
Process
Collaboration &
Communication
Responsiveness to
Process Change
Process / Business
Architecture
Process Management
Controls
Process Project &
Program
Management
Process Management
Leaders
Process Social
Networks
Process Customers &
Stakeholders
Process Design &
Modeling
Process
Implementation &
Execution
Process
Improvement &
Innovation
Process Control &
Measurement
Process Project &
Program
Management
Additional Facets
(can be considered under Method)
Business Rules
Management
Process Data
Management
Process Taxonomy &
Ontology
Process
Standardization &
Harmonization
Business Process Management
Maturity
SharedInboundProcesses
SharedOutboundProcesses
Enabling
Processes
(e.g. Accounting)
Enabling
Processes
(e.g. IT)
Enabling
Processes
(e.g. HR)
Governing
Processes
(e.g. Strategy)
Governing
Processes
(e.g. Risk &
Compliance)
Business Line 1
Business Line 2
Business Line 3
15. Problems of Procedure-Making
15
clarifying policy intent; publicizing generalizing
useful information that was formerly the possession of a few employees;
standardizing costs and man-hour requirements; and training new person-
nel by the use of procedural manuals.
Problems of Procedure-Making. The central problem in procedure-
making of any kind is how to combine experience in procedure per se with
[knowledge about and an adequate "feeling" for the operations which par-
ticular procedures govern. To hard-working operating officials, the "proce-
dural analyst" may seem an uninformed busybody he cannot possibly
know as much about the operation as those-on-the-job, it's none of his
business anyway, and if he really wants to be helpful as he says he does!
let him pitch in and help with the work that's piling up. To the inquiring
procedural analyst, in turn, operating officials may seem short-sighted, self-
centered, narrow-minded each interested only in his task of the moment
and utterly lacking in organizational perspective. Failure to solve satisfac-
torily this central problem of combining diverse outlooks has two results.
Either the procedure-making organ, if bolstered by formal authority,
promulgates procedures that are useless and often disregarded; or no pro-
cedural changes are made except through tedious evolution or violent
revolution.
Let it be admitted that the task of the procedural analyst is
frequently
16. 3 Rules of Process Analysis
16
Don’t be Judgmental Don’t Solutionize Don’t Overstay
17. The Art of Writing Procedure
17
procedural by organizations doing
similar tasks? Can the job be done effectively with the present organiza-
tion or should change be recommended? If a particular method appears
efficient, can it be reconciled with stautory requirements? Is the job one
that can be done best by using ten skilled or fifteen unskilled employees?
Such are some of the questions for which answers must be found.
Intimate knowledge of the facts is essential, but hardly less important is
"writijig^up" the procedure. For this, some of the art of the playwright is
necessary, for good written procedures are rather like the script of a good
play. The "characters" must be introduced and identified, and they should
have an organic role in the production. Entrances and exits must be
planned with purpose, stage directions must be given, and so forth. Pro-
cedural materials should be brief, clear, and concise. All the tricks in the
writers' and printers' trades should be employed, for to learn their lines
quickly the players must be induced to read them. Unfortunately, proce-
dural manuals are frequently as dry and forbidding as the Sahara.
7
Procedures must be installed. Even the best-written materials do not
suffice of themselves. Educational campaigns must be undertaken, incentives
offered, sanctions devised, methods for apprehending violators worked out,
test runs made to discover "bugs," and follow-up inspections planned. All
possible devices for breaking old habits and creating new ones must be
18. Types of Knowledge Tasks
18
Task Type Description Context Analysis Focus Typical Labels
Gather
Obtain data, often from
multiple sources
Typically found prior to
decision tasks. Mirror
image of Inform tasks
Data sources, storage
format, transmission
medium, relevance,
currency, signal-to-noise
Receive, look up, retrieve,
ask for, request, get, etc.
Decide
Combine inputs with
business rules to either
assign outcome value or
select path of action
Often (but not always!)
precedes branching
moments in process
Input data, rules, output
data, default values
Approve, review, sign,
check, authorize,
determine, etc.
Inform
Notify process participant
of data value or decision
outcome
Often after a decision or at
the end of a process. Mirror
image of Gather tasks
Communication medium,
message format, message
timing, role of recipient
Send, email (verb), post,
etc.
Update
Persist data, change stored
values, synthesize data,
transcode/transform data
Often after a decision or at
the end of a process
Output format, default
values, data quality checks
Enter, update, save, store
Manage
Organize the work of others,
allocate resources, ensure
process progress
Meta-tasks that remind
participants to act, chase
external parties for data,
and handle escalations
Affected process
performance metrics,
efficacy of management
actions
Remind, chase, assign,
staff (verb), monitor
19. Suggestions for Process Improvement
19
Task Type Description Context Example
Eliminate
Remove an element from the
process
Identify wasteful tasks, redundant
or irrelevant information
Eliminate a participant from the
process, eliminate a task,
eliminate a data element
Reduce
Reduce the weight of a process
element
Identify things that are currently
mandatory that could be made
optional. Reduce dependencies
on outside parties, data sources
Create triage points, move from
mandatory controls to statistical
sampling, bring data sources in-
house
Increase Strengthen a process element
Increase the weight of value-
adding process elements
Allow real-time monitoring by the
process customer
Create Create new process elements
Add processes, tasks, resources,
information where they can add
value to the business
Create new contact channel that
enables self-service by the
customer
Modeled after Blue Ocean Strategy: Mauborgne, Kim (2004)
20. Takeaways
Building maturity involves many moving parts
Technologists sprint faster, but business people run longer
Interesting things (e.g., architecture) may not be useful (at first)
You don’t know your gaps until you’ve analyzed your first process
Be nice
Process analysis is not a tribunal
Your job is to show understanding, and a path forward
Your sources are your target adopters. Don’t lose them.
Simple heuristics make us smarter
Adopt language of business
Then make it simpler
You can teach ERIC in 5 minutes. Try that with Six Sigma.
20
22. Premise
Global Fortune 500 Investment Bank
Scrutiny of Back-office Operations: Want to be like an industrial enterprise
Process is one pillar of the Industrialization effort
Goal: Embed BPM in the Culture of the Organization
Question: Tool is selected, what do we do now?
22
23. Progress and Reality
23
Core Team
Chartered
Tool
Selected
Governance
Designed
Design Group
Chartered
Pilot Projects
Started
BPM Training
Roll-Out
Design Group
Starts Work
Training As
SPOC
BPM Team
Reorganized
(again)
Design Group
Reorganized
(again)
First
Processes
Automated
IT launches
Enterprise
Task Service
BPM Training
Part of
Academy
Design Group
Reorganized
BPM Team
Reorganized
10,000
Models in
Repository
IT resists
Process
Automation
24. Car Insurance
Claim Validation
Document
Completeness
Fraud Likelihood
Insurant Claim
History Evaluation
Claim Reliability
Fault Calulation
Insurance
Coverage
Decision
Amount of
Damage
Exception
Applicability
Police
Reports
DMV
Accident
Report
Former
Claim
Reliability
Claims per
Year
Coverage
Limit
Claim Report
Medical
Report
Premium
Payments
Insurant
Negligence
Car
Condition
Counterparty
Negligence
Road
Condition
Weather
Conditions
Fig. 18: Example of an insurance claim as a combination of layering and clustering
(hybrid structured) decision model
24
Beware of Shiny New Objects
25. First Mover Dilemma
25
Core Team
Chartered
Tool
Selected
Governance
Designed
Design Group
Chartered
Pilot Projects
Started
BPM Training
Roll-Out
Design Group
Starts Work
Training As
SPOC
BPM Team
Reorganized
Design Group
Reorganized
First
Processes
Automated
IT launches
Enterprise
Task List
Decision
Modeling
Starts
8 mio
Decisions/Day
Automated
Business
Rule Project
Starts
Rules
Platform
Changed
DMN Training
Roll-Out
IT launches
Decision
Service
Decision
Projects
Launched
BPM Training
Part of
Academy
Design Group
Reorganized
BPM Team
Reorganized
10,000
Models in
Repository
IT resists
Process
Automation
29. College Admissions from a Process Perspective
College Admissions is a highly manual process
Think: Commercial Sales/Customer Relationship Management
Prospect > Qualified Prospect > Applicant > Admit > Student > Alumni
Highly dependent on external (often dirty) data sources
Applicant Data (self-provided)
Test Scores
Letters of Reference
Transcripts
Every Applicant is a Process Instance
Lots of exceptions, manual intervention
We just graduated from the “Excel and PDF over Email” age
Different Stakeholders have different objectives (Quality, Revenue, Reputation)
29
31. Starting with the
Rear View Mirror
How many applicants did apply last semester?
Metric: Applications
How many applicants did we admit?
Metric: Selectivity
How many new students enrolled?
Metric: Yield
Not as easy as it seems…
…how to count applications to multiple programs?
…how to count redirected applications?
…how to count dual degrees?
Agreement on measurements more important than technology
31
33. Beginning to Look Ahead
Which applicants are currently in the system?
Real-time Pipeline
What is the current selectivity level?
Real-time Admission Decisions
Will we meet enrollment targets?
Predicted Yield
33
38. What We Need BPM For
How quickly are we responding to applications?
Cycle Times / Queue Depths
Which outbound messages affect yield?
Process Personalization
How far can we raise our admission standards this year?
Process Optimization*
* requires magic pixie dust
38
39. Understand the Process before the Process
39
Student
enrolls
Admit is
nurtured
Applicant is
admitted
Application
is reviewed
Application is
completed
Applicant is
rejected
41. What the Challenge Comes Down To
Want to understand the behavior of process participants
But: They are often not aware they are part of a process
Therefore: Create Transparency about the Process and their Role
Note: This does not mean “make them BPMN experts”
Want to influence the behavior of process participants
But: Incentive systems are difficult to unearth
Externally: Experiment, measure, experiment, measure (changing 1 parameter at a time)
Internally: Show success. Explain connections. Be patient.
41
43. Takeaways
Process Analytics starts with asking business questions - need agreement on metrics
Historical (retrospective) analytics
Reports, KPIs
Use Process Mining if you don’t have a model (or even if you do)
Real-time Analytics
Dashboards, BI-type environments
Need to understand decision-making: Synced with Reporting Cycle?
Use Business Rules (IFTTT) to effect actions
Predictive Analytics
Holy Grail
Need lots of historical data to build and test models
Tools of choice: Simulation, Machine Learning, Optimization
43