Process Equivalence: Comparing Two Process Models Based on Observed Behavior

Aalst, Wil M. P. van der; Medeiros, Ana Karla Alves de; Weijters, A. J. M. M.

doi:10.1007/11841760_10

Cited by 140 publications

(82 citation statements)

References 14 publications

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“…Similarity of business process models is an active area of research [3,8,9,[12][13][14][15]19]. We distinguish two types of similarity: i) behavioral similarity and ii) structural similarity.…”

Section: Similarity As the 5th Dimensionmentioning

confidence: 99%

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Improving Business Process Models Using Observed Behavior

Buijs

Rosa

Reijers

et al. 2013

Lecture Notes in Business Information Processing

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Abstract. Process-aware information systems (PAISs) can be configured using a reference process model, which is typically obtained via expert interviews. Over time, however, contextual factors and system requirements may cause the operational process to start deviating from this reference model. While a reference model should ideally be updated to remain aligned with such changes, this is a costly and often neglected activity. We present a new process mining technique that automatically improves the reference model on the basis of the observed behavior as recorded in the event logs of a PAIS. We discuss how to balance the four basic quality dimensions for process mining (fitness, precision, simplicity and generalization) and a new dimension, namely the structural similarity between the reference model and the discovered model. We demonstrate the applicability of this technique using a real-life scenario from a Dutch municipality.

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Section: Similarity As the 5th Dimensionmentioning

confidence: 99%

“…Approaches focusing on behavioral similarity, e.g. [3,8,9,13,19], encode the behavior described in the two process models to compare using different relations. Examples are causal footprints [9], transition adjacency relations [19], or behavioral profiles [13].…”

Section: Similarity As the 5th Dimensionmentioning

confidence: 99%

Improving Business Process Models Using Observed Behavior

Buijs

Rosa

Reijers

et al. 2013

Lecture Notes in Business Information Processing

Self Cite

View full text Add to dashboard Cite

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“…While from the same process model, different execution sequences can be derived. There has been study towards the interplay between the similarity of design time process models and actual execution sequences, which argues for defining structural similarity according to typical execution behaviors as reflected by a chosen set of execution sequences [4]. According to the typical behavior, the more "useful" fragments of the process model are assigned more weight towards the overall structural similarity score.…”

Section: Structural Similaritymentioning

confidence: 99%

“…Discussion: The algorithm is adapted from the so-called behavioural precision and recall approach from [4] for ranking partial structural matches. In our case, we use the reduced process models as the structural feature to compare the process variant similarity.…”

Section: Fig 16 Rank-structuralmentioning

confidence: 99%

“…There have been many proposals for defining process equivalence based on single aspect, such as structural similarity [39], or (execution sequence as) behavioral similarity [4], and contextual similarity [36]. One of the important contributions of this paper is to formally address the issue of similarity definition with regard to process variant properties in multiple dimensions.…”

Section: Related Workmentioning

confidence: 99%

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On managing business processes variants

Lu¹,

Sadiq

Governatori

2009

Data & Knowledge Engineering

105

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Variance in business process execution can be the result of several situations, such as disconnection between documented models and business operations, workarounds in spite of process execution engines, dynamic change and exception handling, flexible and ad-hoc requirements, and collaborative and/or knowledge intensive work. It is imperative that effective support for managing process variances be extended to organizations mature in their BPM (Business Process Management) uptake so that they can ensure organization wide consistency, promote reuse and capitalize on their BPM investments. This paper presents an approach for managing business processes that is conducive to dynamic change and the need for flexibility in execution. The approach is based on the notion of process constraints. It further provides a technique for effective utilization of the adaptations manifested in process variants. In particular, we will present a facility for discovery of preferred variants through effective search and retrieval based on the notion of process similarity, where multiple aspects of the process variants are compared according to specific query requirements. The advantage of this approach is the ability to provide a quantitative measure for the similarity between process variants, which further facilitates various BPM activities such as process reuse, analysis and discovery.

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