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

Mathias Münch, Jörg H. Mayer (), Reiner Quick and Verena Schwobe
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Mathias Münch: Darmstadt University of Technology
Jörg H. Mayer: Darmstadt University of Technology
Reiner Quick: Darmstadt University of Technology
Verena Schwobe: ORBIS Value Plus GmbH

A chapter in Navigating Digital Transformation, 2024, pp 45-61 from Springer

Abstract: Abstract Companies should constantly improve their business processes. Digital technologies stand out in doing so. Latest process mining technologies are key enablers for process improvement as they endorse the identification, (re-)design, implementation, and scaling of leanest processes. However, since there is no operating model covering this endeavor, many organizations are struggling with how to implement and scale process mining initiatives. Accordingly, we develop an operating model for process mining. We refer to it as the diamond model covering twofold (1) drivers of the model, and (2) enablers for process mining. We derive seven lessons learned on how to best leverage it in companies. Underpinned by the results from our literature review, these lessons learned should help companies willing to implement and scale process mining for its value creation. For research purposes, we present future research opportunities.

Keywords: Process Mining; Operating Model; Business Value; Case Study; Design Science Research in Information Systems (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:spr:lnichp:978-3-031-76970-2_4

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DOI: 10.1007/978-3-031-76970-2_4

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