Lessons Learned from a Case Study: a Diamond Model for Implementing and Scaling Process Mining

EasyChair Preprint 11041, version 1

Abstract

Companies should ensure that they constantly improve their business processes. Digital technologies can support them in doing so. Latest process mining technology is a key enabler for process improvement as it endorses the identification, (re-)design, implementation, and scaling of the leanest processes. However, many organizations are struggling especially how to implement and scale process mining initiatives since there is no operating model covering this endeavor. Accordingly, the objective of this article is to develop an operating model for process mining which we refer to as the diamond model. It is grouped into (1) drivers of the model, and (2) enablers for process mining. We derive seven lessons learned on how to best leverage process mining in companies. Underpinned with the results from our literature review, these lessons learned should help other companies willing to implement and scale process mining for its value creation. For research purposes, we present avenues of future research.

Keyphrases: Business Value, Design Science Research in Information Systems, Operating Model, Process Mining, case study

@booklet{EasyChair:11041,
  author    = {Mathias Münch and Jörg H. Mayer and Reiner Quick and Verena Schwobe},
  title     = {Lessons Learned from a Case Study: a Diamond Model for Implementing and Scaling Process Mining},
  howpublished = {EasyChair Preprint 11041},
  year      = {EasyChair, 2023}}