A Methodology for Improving Business Process Performance through Positive Deviance

Abstract

This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors. Support RAND Make a tax-deductible charitable contribution at

Initial Insights into Exploratory Process Mining Practices

“…The focus on negative deviations is in line with the observation that inductive BPM approaches, including process mining, often put a strong focus on "responding to pain points" [20], while the exploration of opportunities is less emphasized. However, research has shown that processes can be improved by learning from positive deviations [23] or experience gained through past executions [9]. We find the tendency to look at negative deviations at the start of the analysis somewhat surprising.…”

The Business Process Design Space for exploring process redesign alternatives

“…These approaches are problem-based, in the sense that they aim at improving issues or bottlenecks (Van den Bergh et al , 2014; Grisold et al , 2019) and thus mainly investigate the problem space of processes. As an example, lean management classifies different types of waste to be avoided, while non-value-adding process activities should be eliminated. Imitation-based approaches like benchmarking (König et al , 2019) and positive deviance (Setiawan and Sadiq, 2013) search for superior process designs with the aim to imitate (part of) the process' design, which causes this effective behavior. Pattern-based approaches build on this imitation rationale by abstracting from various real-world examples to sketch out useful and proven solutions. Representatives of this group are best practices of process redesign (Reijers and Liman Mansar, 2005), explorative process design patterns (Rosemann, 2020), customer-centric design patterns (Frank et al , 2020) and the Rethink of Process (RePro) principles (Vanwersch et al , 2015).…”

“…Imitation-based approaches like benchmarking (König et al , 2019) and positive deviance (Setiawan and Sadiq, 2013) search for superior process designs with the aim to imitate (part of) the process' design, which causes this effective behavior.…”

Accounting Information System Design for Zakat on Bandung Islamic University Baitul Maal

“…Information systems are the arrangement of people, data, processes, and information (IT) or information technology that interact to collect, process, store, and provide as the output of information needed to support an agency or organization [1]. Meanwhile, according to Laudon and Laudon information systems are interrelated components that work together to collect, process, store, and display information to support decision making, coordination, regulation, analysis, and visualization in an organization [2][3][4][5].…”