Abstract
Process models can be seen as the “maps” describing the operational processes of organizations. Similarly, information systems can be looked at as “navigation systems” guiding the flow of work in organizations. Unfortunately, many organizations fail in creating and maintaining accurate business process maps. Often process models are outdated and have little to do with reality. Moreover, most information systems fail to provide the functionality offered by today’s navigation systems. For instance, workers are not guided by the information system and need to work behind the system’s back to get things done. Moreover, useful information such as the “estimated arrival time” of a running case is not provided. Process mining can help to overcome some of these problems.
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van der Aalst, W.M.P. (2011). Cartography and Navigation. In: Process Mining. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-19345-3_13
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DOI: https://doi.org/10.1007/978-3-642-19345-3_13
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