To read this content please select one of the options below:

A process mining impacts framework

Azumah Mamudu (School of Information Systems, Queensland University of Technology, Brisbane, Australia)
Wasana Bandara (School of Information Systems, Queensland University of Technology, Brisbane, Australia)
Sander J.J. Leemans (RWTH University, Aachen, Germany)
Moe Thandar Wynn (School of Information Systems, Queensland University of Technology, Brisbane, Australia)

Business Process Management Journal

ISSN: 1463-7154

Article publication date: 28 February 2023

Issue publication date: 9 May 2023

356

Abstract

Purpose

Process mining (PM) specialises in extracting insights from event logs to facilitate the improvement of an organisation's business processes. Industry trends show the proliferation and continued growth of PM techniques. To address the minimal attention given to developing empirically supported frameworks to assess the nature of impact in the PM domain, this study proposes a framework that identifies the key categories of PM impacts and their interrelationships.

Design/methodology/approach

The qualitatively derived framework is built, re-specified and validated from a diverse collection of 62 PM case reports. With multiple rounds of coding supported by coder corroborations, inductively extracted concepts relating to impact from a first set of 12 case reports were grouped into themes and sub-themes to derive an a-priori framework by adopting the balanced scorecard as a theoretical lens. Concepts from the remaining 50 case reports were deductively grouped to re-specify and validate the proposed PM impacts framework. Further analysis identified interrelationships between impacts, which extends our understanding of the identified PM impacts.

Findings

The proposed framework captures PM impacts in four main categories: (a) impact on the process, (b) customer impact, (c) financial impact, and (d) impact on innovation and learning. The authors extended this analysis to identify the interrelationships between these categories, which vividly demonstrates how impact on the process mediates the attainment of the other three impact types.

Originality/value

The need for a deeper understanding of PM impacts within the context of contemporary PM practice is addressed by this work. The PM impacts framework provides a classification of PM impacts into four categories with 19 subcategories. It also identifies direct, moderating and mediating relationships between categories and subcategories whilst highlighting the role of impact on the process as a precursor to the other types of PM impact.

Keywords

Citation

Mamudu, A., Bandara, W., Leemans, S.J.J. and Wynn, M.T. (2023), "A process mining impacts framework", Business Process Management Journal, Vol. 29 No. 3, pp. 690-709. https://doi.org/10.1108/BPMJ-09-2022-0453

Publisher

:

Emerald Publishing Limited

Copyright © 2023, Emerald Publishing Limited

Related articles