Business Process Monitoring and Alignment

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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

9

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

12

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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

21

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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