Table 3 Exploration interview findings #... | Emerald Publishing

Table 3

Exploration interview findings

#	Finding	Exemplary quote
RQ1 How do process analysts identify improvement opportunities from visual representation?
F1	Rely on process models when analysing the process for improvement opportunities	“I use the actual process visualisations to find bottlenecks” (I-07)
F2	Consider insights from both process mining and the business side of the analysis	“Oftentimes, if you don't understand how the data is generated and where the data comes from, you might misinterpret the visualisation of the process mining software. And oftentimes, if you don't understand the business process, you might overreact to exceptions that are shown on the process map.” (I-05)
F3	Decompose problems into smaller and more manageable sizes to investigate them separately	“Dividing the problem into smaller chunks of the problem to make it manageable is something which I believe works because you […] do not want to start with a very complex process” (I-06)
RQ2 How do process analysts prioritise improvement opportunities from visual representation?
F4	Assess the impact of the finding on the process regarding its location, number of cases and variants involved	“[We measure] the importance of that finding or the terms of the impact on the overall process” (I-06)
F5	Analyse the dependency on entities outside of the process or the organisation	“But that's external to the process, so you can't do anything with that. So, then you have to specify that the recommendation I'm making is intrinsic […] or extrinsic to the [process]." (I-05)
F6	Assess the financial gain of the finding	“We build some sort of a business case on how much we can save” (I-01)
F7	Analyse whether improvement opportunities can improve the metrics from business objectives	“It's important to know the concrete KPI from the beginning of the project but it happens that they need to be clarified with the managers and have to be readjusted, so what would change in the process using what specific KPI.” (I-02)
F8	Consider process performance change when addressing improvement opportunities	“How much the process would be improved from what performance measure; if the KPI is time, how much time would be saved.” (I-02)
RQ3 How do process analysts communicate improvement opportunities from visual representation?
F9	Use storytelling to present the finding(s) and select visual representations according to the story	“You take that piece of information or data and try to put it in a simplified context that works as a narrative and easy enough to understand.” (I-05)
F10	Adjust the communication to the client needs (i.e. including more technical or business details)	“Different clients have different modes of communication. Some clients require very formal approaches.” (I-04)

#	Finding	Exemplary quote
RQ1 How do process analysts identify improvement opportunities from visual representation?
F1	Rely on process models when analysing the process for improvement opportunities	“I use the actual process visualisations to find bottlenecks” (I-07)
F2	Consider insights from both process mining and the business side of the analysis	“Oftentimes, if you don't understand how the data is generated and where the data comes from, you might misinterpret the visualisation of the process mining software. And oftentimes, if you don't understand the business process, you might overreact to exceptions that are shown on the process map.” (I-05)
F3	Decompose problems into smaller and more manageable sizes to investigate them separately	“Dividing the problem into smaller chunks of the problem to make it manageable is something which I believe works because you […] do not want to start with a very complex process” (I-06)
RQ2 How do process analysts prioritise improvement opportunities from visual representation?
F4	Assess the impact of the finding on the process regarding its location, number of cases and variants involved	“[We measure] the importance of that finding or the terms of the impact on the overall process” (I-06)
F5	Analyse the dependency on entities outside of the process or the organisation	“But that's external to the process, so you can't do anything with that. So, then you have to specify that the recommendation I'm making is intrinsic […] or extrinsic to the [process]." (I-05)
F6	Assess the financial gain of the finding	“We build some sort of a business case on how much we can save” (I-01)
F7	Analyse whether improvement opportunities can improve the metrics from business objectives	“It's important to know the concrete KPI from the beginning of the project but it happens that they need to be clarified with the managers and have to be readjusted, so what would change in the process using what specific KPI.” (I-02)
F8	Consider process performance change when addressing improvement opportunities	“How much the process would be improved from what performance measure; if the KPI is time, how much time would be saved.” (I-02)
RQ3 How do process analysts communicate improvement opportunities from visual representation?
F9	Use storytelling to present the finding(s) and select visual representations according to the story	“You take that piece of information or data and try to put it in a simplified context that works as a narrative and easy enough to understand.” (I-05)
F10	Adjust the communication to the client needs (i.e. including more technical or business details)	“Different clients have different modes of communication. Some clients require very formal approaches.” (I-04)

Source(s): Authors' own work