Business Process Monitoring and Alignment
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Company
LOGO
Business Process Monitoring and Alignment
An Approach Based on the User Requirements Notation and Business Intelligence Tools
Pengfei ChenMichael Weiss (supervisor)
SCS, Carleton University
Alireza PourshahidDaniel Amyot
SITE, University of Ottawa
Alan J. Forster
Department of Medicine, University of Ottawa
Research context
How can we model and monitor business processes and determine how well they meet their business goals and performance requirements?
Can monitoring information be used to better align business processes and goals?
3
Agenda
Introduction Business Process Management (BPM) Business Activity Monitoring (BAM) Key Performance Indicator (KPI) URN & GRL
Methodology Overview Conceptual view Integrating KPI models with URN
KPI model definition in GRL Connecting KPI and UCM models
Case Study Conclusion and Future Work
Introduction - Business Process
“Coordinated chain of activities intended to produce a business result.”
“Repeating cycle that reaches a business goal.”
Reference: More for Less - The Power of Business Process Management (BPM), A presentation by Andrew Spanyi, and Philip Larson, 2006 4
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Introduction – BPM – BPMS – BAM
Business Process Modelling (BPM): Understanding and management of diverse and cross-organizational processes that link humans and automated systems together.
BPM System (BPMS): Suite of products that enable us to handle required tasks in a BPM lifecycle in an automated and computerized manner.
Business Activity Monitoring (BAM): Real-time reporting, analysis and alerting of significant business events, accomplished by gathering data, key performance indicators (KPI) and business events from multiple applications.
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Introduction – URN & BPM
In a BPM tool we need to specify the W5 questions. URN, which integrates UCM and GRL, is able to answer
Where, What, Who, When and Why.
Use Case Maps (UCM) Scenarios and causal sequences (When) Responsibilities and tasks (What) Components and actors (Who and Where)
Goal-oriented Requirement Language (GRL) Business or system goals and rationales (why)
GRL & UCM Link processes to business goals.
Introduction – GRL
GRL concepts and notation Intentional elements (softgoals, goals, tasks, and resources) Stakeholders of a system (actors) Rationales important to stakeholders (beliefs) Decomposition, contribution, correlation and dependency links
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Introduction – GRL (cont.)
Combines concepts from i* and the NFR Framework Enables the description of alternatives and the
decomposition of high-level business goals down to the operational level
Offers an evaluation mechanism: Supports reasoning about goals & alternatives Assignment of initial satisfaction level to intentional elements
(strategies) Propagation to other intentional elements via links (weighted
contribution/correlations, dependencies…) and to actors.
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A healthcare case study - URN & BPM
Discharge Process (Canadian Hospital) Top Level Business Goals
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Improving Discharge Process
+
Reducing Rate of Readmission
Reducing Length of Stay
Improving Patient Safety
Reducing Post-Discharging Adverse
Events
Reducing During-Stay Adverse Events
+
++ + +
+
+
+: some positive contribution
Improving Healthcare Outcomes
Improving Patient Self-Efficacy
Improving Patient Compliance
++
+
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A healthcare case study – Process hierarchies
Improving Discharge Process
Reducing Rate of Readmission
Reducing Length of Stay
Improving Patient Safty
Reducing Post-Discharging Adverse
Events
Reducing During-Stay Adverse Events
+
+: some positive contribution
Improving Healthcare Outcomes
Improving Patient Self-Efficacy
Improving Patient Compliance
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A healthcare case study - Goal decomposition
Goal model of the discharge process
Improve Patient Education
Adequate Communication
Adequate Follow up
Sharing Treatment Plan With Family Doctors / Clinics /
Community Doctors
Intensive Phone Calls To Patients
Dictate Discharge Summary
Transcription
++
+
| |
AND
+
+
+: some positive contribution
Adequate Monitoring
Reducing Post-Discharging Adverse
Events
Monitoring Patient
Condition
Monitoring Laboratory
Tests
Monitoring Medication
+
+
+
+
Reducing During-Stay Adverse Events
+
Correct TherapyDecrease Over
Therapy
+ +
Correct Medication
+
+
Understanding Medication
+
Adequate Post-discharge Services
+
Verbal Communication
Dictation Process
Transmission
| |
AND
| Correct Diagnosis
+
A health care case study - URN & BPM
General Medicine
startendOfDictatedictateDischargeSummary transcription transmission
end
receivedByCommunityProviders
External Entities
Link to Business goals
Link to top level goals
Process Hierarchies
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Methodology – KPI model in URN
Business Processes
Business Goals
UCM
GRL
KPI Model
URN BPM
?KPI Model – Goals/Processes
Monitoring and evaluation
KPI Real-time values
Process Alignment
Business Processes and Activities
Business Goals
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Methodology – Conceptual view
GRL
UCMKPI Model
Process modelling
Business analysis and Goal/KPI modelling
Business data analysis, design and assembly
System integration and implementation
Monitoring and measurement
Process/Goal redesign/improvement
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Methodology – Steps
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Introduction – KPI
Process-oriented KPIs enable us to reach conclusions about effectiveness and efficiency of processes
[9] H. A. Reijers, Process-Aware Information Systems. John Wiley & Sons. Inc., 2005
The devil’s quadrangle: Indicators from different dimensions usually affect each other, thus we cannot usually improve all of them at the same time
Quality
Flexibility
Cost
Time
Methodology – KPI model in GRL
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GRLspec IndicatorGroup
-intentionalElementType-decompositionType
IntentionalElement
-isTimeMeasure-isCostMeasure-isQualityMeasure-isFlexibilityMeasure-targetValue-thresholdValue-worstValue-kpiValueDatasource-kpiReportDatasource
Indicator
GRLmodelElement
1
0..*
1 0..*
1
0..*
0..*0..*
0..*
0..*
UCMmodelElement
-id-name-description
URNmodelElement
URNlink
1
0..*
1
0..*-fromLinks -toLinks
-fromElem -toElem
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Methodology – KPI Evaluation method
Threshold Value
Target Value
Worst Value
100
0
-100
KPIGRL Strategy
(Evaluation Level)
> 100
< -100
Mapping KPI values to GRL evaluation levels:
If KPI’s performance value is below the thresholdIf KPI’s performance value is above the threshold
KPI real-time value KPI evaluation level
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Methodology – KPI Reports
Complementary KPI views and reports KPI score card view KPI history view, trend view, distribution view, etc.
Thr
esho
ld v
alue
Wor
st v
alue
Tar
get v
alue
Rea
l-Tim
e V
alue
e.g. two different distributions, but with same KPI values
One single value is not enough to get a deep insight about the performance of a business process
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Implementation - Architecture
Web Services
BI Server
Data Warehouse
Performance Reports
Business Process Monitoring Tool
URN Modeling Tool
KPI Module
Database
Business Information Providers
RMI
Monitoring ServicesThird-party Applications
Data Files
Other Business Applications (SAP, CRM, etc.)
Plug-ins
A healthcare case study - KPI model in URN
Hospital
Dictate Discharge Summary
(-12)
+
Service Time(-15)
KPI-Average time lag between discharge
and dictation(-15)
+
Service Quality(25)
+
KPI-Percentage of preventable and ameliorable
adverse events due to ineffective dictation
(25)
+
+: some positive contributionGeneral Medicine
startendOfDictatedictateDischargeSummary transcription transmission
end
receivedByCommunityProviders
External Entities
KPI Model
Goal Model
Process Model
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A healthcare case study - KPI evaluation method
Dictate Discharge Summary
(-12)
+
Time(-15)
KPI-Average time lag between discharge
and dictation(-15)
+
Quality(25)
+
KPI-Percentage of preventable and ameliorable
adverse events due to ineffective dictation
(25)
+
Hospital
Reducing Post-Discharging Adverse
Events(11)
Improve Patient Education
Adequate Communication
(-12)
Adequate Follow up
Sharing Treatment Plan With Family Doctors / Clinics /
Community Doctors(-12)
Intensive Phone Calls To Patients
Dictate Discharge Summary
(-12)
Transcription(50)
+
+
+
| |AND
+
+
Val
ue
Evaluation Level
20 40 60 80-20-40-60-80
20
40
60
80
-20
-40
-60
-80
(21, -15)
Worst Value(60 days)
Threshold Value(14 days)
Target Value(7 days)
Time lag between discharge and dictation
100
0
-100
KPIGRL Strategy
(Evaluation Level)
> 100
< -100
Target Value: 7 days
Threshold Value: 14 days
Worst Value: 60 days
Real-time Value: 21 days Evaluation Level: -15
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Conclusion
The proposed method helps to evaluate and monitor the business process against performance requirements using KPI and show the effects of ongoing processes on
business goals enabling improvements to both processes and goals while helping to prevent undesirable events
The method has been evaluated in a healthcare case study.
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Future work
Use the results of the monitoring to prioritize the processes that need to be improved
Use redesign patterns to improve the processes based on the monitoring results
Create an alerting system to prevent unwanted events
Use scenarios to monitor a part of a process and show the effect of this part on the business goals
Integrate the monitoring system with a business process execution engine.
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Questions & Comments
Questions? Comments?
Thank you / Merci / Gracias / Obrigado
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