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Gartner Market Guide Process Mining

Process mining

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229 views12 pages

Gartner Market Guide Process Mining

Process mining

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anilkx
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56.2018 Gartner Reprint Gartner “This research notes restricted othe personal use of 0 Market Guide for Process Mining Published 3 Apel 2018 -I0 600353970 - 43 min read By Analyste Mare Kertemans, Processes and interactions are basics inthe execution a such as RPA, Process mining helos EA and TI leaders boost business outcon ing of digital transformation, new Al capabllties and new forms of automation ne efficiency, effectiveness and value of these initiatives to attain targeted Overview Key Findings, 1 Traditional eiscoveryané modeling of your operations and elated processes can be a costly and time-consuming process thats vulnerable to human interpretation, ack of business knowledge and lack of objective validation techniques 1 Formal standard operating procedures, policies, work instructions or best practices baked into enterprise applications are often shadowed" by informal bbenavior,eeding to governance issues and compromising the expected value ofthese enterprise applications The business vale of process automation Iniatives i often unclear. The assumption that the actual operational data available oly after the automation, leading toa business case based on estimated operational data and an iitatve with lites sustainable business value, Taskslovel automation, such as RPA and the use of lo capabilities, can deliver grest success ina very short term, But implementing these itiatves without understanding the process or operational contest sometimes makes theseintatives lose thelr relevance. Recommendations ‘Tommaster emerging and strategic trends, EA and technology innovation (1) leaders must 1 Investin process mining eapabilties to provide sblty and understanding ofthe actual performance of business operations and processes before starting any automation itive, whether ata task, workplace a process level 1 Take up the leacing role of educating business ané operational colleagues onthe benefits, capabilites and use of process mining and process mining tools 1 Explore use cases that go beyond basic process discovery, process validation and model enhancement suchas customer interactions ané wotkforce optimization. Also assess required scalabilty ofthese itlatives because not all vendors target the same lve of scalabilty 1 Process mining can slay an essential and fundemental part in digital transformation. Invaduce use cases that describe opportunity detection within the context of dgtalzstion Market Definition Process mining aims to discover monitor and improve real processes (Le, not assumed processes) by extracting knowledge from event logs realy available in today information systems. Process mining includes (automated) process discovery (Le, extracting process models from an event log), conformance: checking (.¢, monitoring deviations by comparing model ad log), social network/organizational mining, autometed constuction of simulation models, model ‘extension, model repair, case prediction andhistory-based recommendations. * (d_t.the.process) :? (v.2.w.van) Market Description The stating pont for any process mining task i an event log. Each event In such alog refers to an activ (Le, welldeined step some process) and s ‘elated toa particular case (Le, a process instance) The events belonging toa case ae ordered and canbe seen a one ‘ran’ ofthe process. The sequence of Activities executed fora casei called a race. Figure 1 reflects a simplified representation ofthe Basie process mining technique Figure 1. Basic Process Mining Technique npssfwoww.gariner;comidocteprins?ig=1-eVX2Z7NSet=1804128st=sb ry 56.2018 Gartner Reprint Basic Process Mining Technique Real-World Activities sear s arr Event Logs Source: Garner (April 2018) Based on thece constructs that are well upported in academic research these techniques have recently traversed the academe boundaries and softwere vendors have packaged the techniques eatyto-use graphical toolsets, Sometimes the vendors provide these toolsets with addtional services featuring ‘opportunity detection implementation, interpretation ana best oractice approaches. The nstute of Electrical and Electronic Engineers (IEEE) Task Foreeon Process Minin, established in 2008, published a manifest in late 2011 to promote the topic of process mining nthe context ofthis taskforce, a group of mare than 75 people involving mare than 50 organizations ereated the Process Mining Manifesto. By defining a set of guiding principles and listing important challenges, this manifesta hopes to serve as a guide for software developers, ‘scientist, consultants, business managers and end users. The goals to increase the maturity of process mining asa new tool to improve the (e}sesign, contol and support of operational business processes. Arouné the sare time, one ofthe fathers of process mining, Professor Wil van der Aalst, published the {ist b00k on process mining n 2071. Recently 2076, an updated and extended version ofthe book appeared Utes "Process Mining: Data Science in Action” Further Wilvan der Aalst presented euccessful massive online open course (MOOC) with over 100,000 people from 190 countries joining the course: "Process Mining: Data Science in Action” (hitos/wn.coursera.or/lesrv/ processing) The biggest accelerator on the vale of process mining has been the collaboration of certain process mining vendors with weikknown enterprise appleations ‘such as SAR, Oracle and Salesforce. These vendors have been heavily promoting the use of process mining to dramatically improve the eficiency of using o° implementing these applications. Finally, process mining has raciated into areas other than process discovery such as conformance checking, productivity improvement customer interactions and socal networks. thas even spread into areas o oT, manufacturing and logs distribution networks, which have demonstrated sustainable valuecreating capabiliies of process mining. Recently, we have seen evidence of process ming providing one ofthe cornerstones of a companywide digital transformation initative “Gartner started to report on process mining in 2008 as automates business process discovery (REPO), We pointed out that ABPO can complement tradtonal business process clacovery help process analysts better understand the dynamics of business processes and improve the qualiy of process models. It conslsted of two steps first a process selection and prortizetion step, which clearly sets mprovement goal, and second, «process nformation-capturing step, We steady argued that business modeling has to precede business process modeling, Determining Why ah organization performs certain actives = ‘often a neglected step between scoping process mining tates and begining process modeling and analysis. A complete business operating model basea ‘on the optimization of value assets an provide a reference model or busines processes. This model indicates where enterprise values created in diferent parts of the organization and how higvevel processes affect that value cretion, This wil lead to uicker savings and mote longterm business vale than the traitional approach o fst creating aéetalled business process model (see "Automated Business Process Discovery Improves BPM Outcomes’) ‘Over the pas few years, we have had extensive interaction with enctuser clients, have had many contact wth the academic reseereher (jeary academic business process management [BPM] conferences) and have conducted a survey with most of the process mining vendors. Given this background, we have identified he folowing 10 capabilties for process mining 1 Models of processes, exceptions and process instances (mostly referred to as “eases? ~ automated discovery of process models, exceptions and process instances together wih base frequencies and statistics 1 Suppor for customer interactions, customer journey maps and related analysis — automated cscovery and analysis of customer interactions, 2s well as ligament with intemel processes + Social or exganizational mining ~ diferent perspectives on your operations not just a process perspective, but a resources perspective (oes individual), ‘or other organizational constructs such as partners, channels or departments ntpsfwaww_gariner.comidocloprits?id=1-4VK2Z7NBC aost2ast=sb aie 56.2018 Gartner Reprint 1 Realtime dashboards with support fr KPIs that are continuously monitored and enable decision support ~ realtime or nearsealime connections to continuously monitored and adapted KPIs in dashboards for specific oles inthe organization + Conformance checking and gap analysis ca analysis and performing gap analysis ities — capabities to check conformance, not only graphically hough overlays, but also through data 1 Predictive analysis, prescriptive analysis, scenario testing and simulation ~ advanced analysis capabilies that use contextual data 1 Inteligent suppor for process model enhancement ~ enhancing or extending existing or aprier process madels by using acdtonal dats from the recorded ogs| 1 Data preparation and data cleansing support ~ ferent ways of data preparation 1 Combining different processes ona single process mining canvas ~ different processes (no Instances ofthe same process) that interact with each other atthe same workstation 1 Suppor forthe visu ization of how processes contribute to business value such as business operating models) ~contextualzaton of processes EA and T leaders should realize that not all process mining vendors wil suppor al features. Because of the emerging nature of some ofthe use cases and the underting discipline, most suppliers have gas in thelr process mining offerings. Some of these pracesselated capabilties and features may be avalable {2 pat of other types of products uch as enterprise business process analysis platforms and automated testing tals. Howeves inthis Market Guide, we consider only vendors and tools that provide process mining as @ standalone offering capable of aderessing all or most ofthe use cases. Market Direction Adoption Wie see three main drivers for process mining adoption nthe market. First, dgtl transformation crives growth in busines users’ awareness ofthe benefits of analyzing anc understanding tel own processes within a broader ‘enterprise context (see “A CIO's Gude to Gartner’ Digital Business Research’) This is occurtng as digital business and cgital transformation have become major themes, and because processes are important constituents inthe operationaliztion of these dgtal business intative. Furthermore, within this era of gia business, EA and T leaders need away to reflect on how these new technologial capabilties can provide value tothe business, Again, ts here that, analyzing business operations and processes can show how and where to activate these capabiltes to create business value, The inal, crtical BPM lecipine of business process modeling provides, from a business perspective the wblty needed to gain a shared business understanding of the process This understanding ean become a springboare to making processes mare effective and allowing them tobe changed more rapidly In enterprsewide digital transformation intiatves, ts important to align ané adap these processes to leverage business moments, ‘Second, algorithms have been atthe core of computing fo decades, but the ability to develop algorithms that act on vast volumes of data to identity patterns ‘creates anew opportunity that Gartner calls the algerthmic business" (see “Maximize Digital Business Value Creation Through Al Algorithms’. Inthe algorithmic economy, business algrthms deliver new sources of value n business ecosystems, Algorthmic business is leo enabled by the oT, which ‘generates enormous quantities of dara. With the use of artfcal inteligence and advanced machin leaming algorithms, data accuires mearing, and new and powerful insights canbe derived from As use case of algorithmic Business, process mining shows how algorthme can be used as mechanism to ‘capture knowledge and insight in a packaged form that canbe simply reused in a consistent fashion, EA and T leaders must focus more precisely on those instances where algorithms are not only providing the insight, but alse have become pivotal to compettiv ferentiation, and are recognized for thelr value etre dstbcarc wi siport ere atte cotccaly nents enale ’ - 2 cxcisorspzet Conlerrancechesing se cep sral pein ° ° - race ara sesrpve anes sera testrg ane sreon * ° - Ilr pete process node ertancerert, * - 2 Data prepontcn rcidta cers prot - + 2 Cabnirgditteer pocesses oa srge cecesirinngcenas ° ° 2 ‘oper fx teva of ho cesses corte okies ae (uc as + - + usnesecpeatrgtreces) ae 3ue(0)= ove sin any ree fees ths caceity coraaea wt" he age fl re poles) = rene oes ers capacity hetdbestrfcany frente aeagect al the es Li Bue « Snficet les focus nis caabitycroared wt he average fal hee ‘Source: Gartner (April2018) ‘See the Market Description section for descriptions of the 10 capabilities listed inthis table, Representative Vendors ‘The vendors stein this Market Gude donot imply an exhaustive list. This section ls intended to provide more understanding ofthe market and its offerings Market Introduction “Table 2: Representative Vendors in Process Mining npssfwaww.gariner;comidocteprins?ig=1-

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