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Process mining: from theory to practice

Chris J. Turner (Decision Engineering Centre, Cranfield University, Cranfield, UK)
Ashutosh Tiwari (Decision Engineering Centre, Cranfield University, Cranfield, UK)
Richard Olaiya (Decision Engineering Centre, Cranfield University, Cranfield, UK)
Yuchun Xu (Decision Engineering Centre, Cranfield University, Cranfield, UK)

Business Process Management Journal

ISSN: 1463-7154

Article publication date: 1 June 2012

Abstract

Purpose

The purpose of this paper is to present a comparison of a number of business process mining tools currently available in the UK market. An outline of the practice of business process mining is given, along with an analysis of the main techniques developed by academia and commercial entities. This paper also acts as a primer for the acceptance and further use of process mining in industry, suggesting future directions for this practice.

Design/methodology/approach

Secondary research has been completed to establish the main commercial business process mining tool vendors for the market. A literature survey has also been undertaken into the latest theoretical techniques being developed in the field of business process mining.

Findings

The authors have identified a number of existing commercially available business process mining tools and have listed their capabilities within a comparative analysis table. All commercially available business process mining tools included in this paper are capable of process comparison and at least 40 per cent of the tools claim to deal with noise in process data.

Originality/value

The contribution of this paper is to provide a state‐of‐the‐art review of a number of commercial business process mining tools available within the UK. This paper also presents a summary of the latest research being undertaken in academia in this subject area and future directions for the practice of business process mining.

Keywords

Citation

Turner, C.J., Tiwari, A., Olaiya, R. and Xu, Y. (2012), "Process mining: from theory to practice", Business Process Management Journal, Vol. 18 No. 3, pp. 493-512. https://doi.org/10.1108/14637151211232669

Publisher

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Emerald Group Publishing Limited

Copyright © 2012, Emerald Group Publishing Limited