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2) Contracting where the practitioner and client assess each other and their expectations and resources for change.
3) Diagnosis where the practitioner gathers data to determine the underlying causes of problems.
4) Feedback of diagnostic findings to the client to identify organizational strengths and weaknesses.
5) Joint planning of actions for change based on the diagnosis and resources. Evaluation of results then feeds back into the process to guide further action.
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2. Bullock and Batten's integrative model has four phases: exploration of need for change, planning changes, implementing actions, and integrating changes.
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4. The Burke-Litwin
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Action research is defined as a cyclical process of posing questions, gathering data, reflecting on results, and deciding on a course of action to address a problem. It aims to stimulate both learning and positive change. The process involves planning an intervention, taking action, and searching or reflecting on the consequences to capture lessons learned and continuously improve. Key aspects include framing problems systemically, controlling progress and collecting evidence as plans are implemented, and institutionalizing what is learned at each cycle to inform future iterations. The goal is to accomplish continuous learning and improvement.
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Slides supporting the book "Process Mining: Discovery, Conformance, and Enhancement of Business Processes" by Wil van der Aalst. See also http://springer.com/978-3-642-19344-6 (ISBN 978-3-642-19344-6) and the website http://www.processmining.org/book/start providing sample logs.
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Slides supporting the book "Process Mining: Discovery, Conformance, and Enhancement of Business Processes" by Wil van der Aalst. See also http://springer.com/978-3-642-19344-6 (ISBN 978-3-642-19344-6) and the website http://www.processmining.org/book/start providing sample logs.
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The document describes several models of organizational change:
1. The stages of change process model outlines three stages: unfreezing, changing, and refreezing. Unfreezing involves creating motivation for change through disconfirmation or anxiety. Changing involves learning new concepts through role models or trial and error. Refreezing internalizes the changes.
2. Bullock and Batten's integrative model has four phases: exploration of need for change, planning changes, implementing actions, and integrating changes.
3. The action research model is cyclical, with problem identification, data gathering, feedback, diagnosis, planning, action, and evaluation repeating in ongoing cycles.
4. The Burke-Litwin
The document provides an overview of 12 organizational diagnostic models:
1. Force Field Analysis (1951) which depicts driving and restraining forces for change.
2. Leavitt's Model (1965) which specifies four interdependent variables: structure, technology, tasks, and people.
3. Likert System Analysis (1967) which describes four types of management systems based on organizational dimensions.
4. Open Systems Theory (1966) which views organizations as dependent on their environment for inputs, throughputs, outputs, and renewed inputs.
Action research is defined as a cyclical process of posing questions, gathering data, reflecting on results, and deciding on a course of action to address a problem. It aims to stimulate both learning and positive change. The process involves planning an intervention, taking action, and searching or reflecting on the consequences to capture lessons learned and continuously improve. Key aspects include framing problems systemically, controlling progress and collecting evidence as plans are implemented, and institutionalizing what is learned at each cycle to inform future iterations. The goal is to accomplish continuous learning and improvement.
This document defines strategic management and strategic planning. Strategic management involves analyzing a company's internal and external environments, formulating strategies to achieve objectives, implementing strategies, and monitoring performance. Strategic planning is the process of crafting strategies to help a company achieve its goals. The document outlines key terms, different strategic management models, the importance of strategic planning, benefits and limitations of strategic planning, and guidelines for effective strategic planning.
The document discusses diagnosing organizational effectiveness through a comprehensive three-level model examining the organization, groups within the organization, and individuals. At the organizational level, it evaluates factors like strategy, structure, culture and resources. At the group level, it assesses goals, tasks, composition and norms. At the individual level, it analyzes job characteristics and personal factors that influence satisfaction and performance.
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
Process Mining - Chapter 11 - Analyzing Lasagna ProcessesWil van der Aalst
Slides supporting the book "Process Mining: Discovery, Conformance, and Enhancement of Business Processes" by Wil van der Aalst. See also http://springer.com/978-3-642-19344-6 (ISBN 978-3-642-19344-6) and the website http://www.processmining.org/book/start providing sample logs.
Process mining chapter_11_analyzing_lasagna_processesMuhammad Ajmal
The document describes analyzing a "Lasagna process" of handling requests for household help (WMO process) at a Dutch municipality. It summarizes the key steps and findings of process mining analysis on an event log from the municipality containing 528 cases over approximately one year. It describes discovering a process model from the log, checking conformance, detecting bottlenecks, and identifying groups of resources. The analysis helps understand the process and identify opportunities for improvement.
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The document provides an overview of process mining and its applications. It introduces process modeling and analysis, data mining, and the three main types of process mining: process discovery, conformance checking, and process enhancement. It also discusses different perspectives that can be analyzed from event logs, including the control-flow, organizational, case, and time perspectives. The starting point for process mining is an event log that can be used to discover process models and check for conformance.
Slides supporting the book "Process Mining: Discovery, Conformance, and Enhancement of Business Processes" by Wil van der Aalst. See also http://springer.com/978-3-642-19344-6 (ISBN 978-3-642-19344-6) and the website http://www.processmining.org/book/start providing sample logs.
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Process mining chapter_12_analyzing_spaghetti_processesMuhammad Ajmal
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Process Mining - Chapter 12 - Analyzing Spaghetti ProcessesWil van der Aalst
Slides supporting the book "Process Mining: Discovery, Conformance, and Enhancement of Business Processes" by Wil van der Aalst. See also http://springer.com/978-3-642-19344-6 (ISBN 978-3-642-19344-6) and the website http://www.processmining.org/book/start providing sample logs.
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4. Introduction. Process Mining
Event logs
Start
Register order
Prepare
shipment
(Re)send bill
Ship goods
Contact
Receive payment
customer
Archiv e order
End
Mining techniques
4 Ana Karla Alves de Medeiros and Van der Aalst
5. Process Mining. Discovery
Event logs Process Model
Start
Register order
Prepare
shipment
(Re)send bill
Ship goods
Contact
Receive payment
customer
Archiv e order
Mining Techniques End
Most business processes in real life are not strictly ruled by the
information systems on the background
5
6. Diagnostic questions
What is the most common (likely) process behavior that
is executed?
Where do process instances deviate and what do they
have in common?
Are there any common patterns of execution in the
traces?
What are the contexts in which an activity or a set of
activities is executed in the event log?
What are the process instances that share/capture a
desired behavior either exactly or approximately?
Are there particular patterns in the process?
6 R. P. J. Chandra Bose, W. M. P. van der Aalst
7. Process diagnostics
Event logs
Holistic view of the process
7 R. P. J. Chandra Bose, W. M. P. van der Aalst
8. Process diagnostics. Techniques.
Dotted chart analysis Shortcomings
Trace alignment
Conformance checking
Fuzzy miner
Tandem arrays
Fuzzy Clustering
8 Yzquierdo R. (2012).
21. Applying the proposal
National Identification Unique System (SUIN)
Module: Management of Roles
Cases: 31
Events: 804
Event classes: 52
Event types: 3
21
22. Applying the proposal
National Identification Unique System (SUIN)
Module: Managing Roles Are there significant
Cases: 31 failures in this
Events: 804 process?
Event classes: 52 What are the
causes?
Event types: 3
22
23. Applying the proposal
National Identification Unique System (SUIN)
Module: Managing Roles Are there significant
Cases: 31 failures in this
Events: 804 process?
Event classes: 52 What are the
causes?
Event types: 3
23
24. Applying the proposal
How the process end
Diagnosis:
• Problems: Edit Rol and Delete Rol events
• Misuse of the system by an administrator
25. Discussion
The technique developed allows detecting
interesting patterns and provides a holistic view
of the process
The proposal also allows detection of sub-
processes that compose the analyzed process
The detected sub-processes enclose anomalies
and interesting patterns
It combines the cases and activities occurrence
frequency analysis with the staged analysis from
correctly structured sequence events on sub-
processes
25
26. Discussion
An important contribution is that the anomalies
detected can be framed in a context.
The developed tool was also applied to analyze
the process “Check Management” in the bar
Gulf View and the restaurant Aguiar, both places
belonging to the National Hotel (Cuba). Main
characteristics of the process for both event
logs, which supported the auditing of the
process, were identified
26
27. Conclusion
Process diagnostics can be useful for detecting
patterns and anomalies in the analyzed process
This proposal allows to segment the aligned
traces and to form representative groups of sub-
processes that compose the analyzed process
The obtained tree of building blocks reflects the
hierarchical organization that is established
between the sub-processes, considering main
execution patterns
The technique developed is a complement of
the techniques developed in Process
diagnostics
27