Abstract
Analyzing business processes is both an art and a science. In this respect, qualitative analysis is the artistic side of process analysis. Like fine arts, such as painting, there is not a single way of producing a good process analysis, but rather a range of principles and techniques that tell us what practices typically lead to a “good” process analysis. When learning to paint, you learn how to hold the brush, how to produce different types of brushstroke, how to mix colors, etc. The rest of the art of painting is up to you to acquire by means of practice, discernment and critical self-assessment.
In this chapter, we introduce a few basic principles and techniques for qualitative process analysis. First, we present principles aimed at making the process leaner by identifying unnecessary parts of the process in view of their elimination. Next, we present techniques to identify and analyze the weak parts of the process, meaning the parts that create issues that negatively affect the performance of the process. In particular, we discuss how to analyze the impact of issues in order to prioritize redesign efforts.
Quality is free, but only to those who are willing to pay heavily for it.
Tom DeMarco (1940–)
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Notes
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In this issue register we do not use multiple columns. This is a pragmatic choice to better fit the issue register within the width of the page.
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An alternate reference describing this framework is [32].
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Dumas, M., La Rosa, M., Mendling, J., Reijers, H.A. (2013). Qualitative Process Analysis. In: Fundamentals of Business Process Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-33143-5_6
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DOI: https://doi.org/10.1007/978-3-642-33143-5_6
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