Coding scheme for exploration interviews
| ID | Code | Example(s) | Short description |
|---|---|---|---|
| 1) Improvement opportunity description | |||
| 1a | Bottlenecks around waiting times | “Yeah, so a lot of the applications are approved, and the point is to cut down the waiting times maximum possible.” | Description of bottlenecks related to waiting times |
| 1b | Reworks | “when the transaction makes a full circle, and how many circles it takes, and that kind of things.” | Description of bottlenecks related to reworks |
| “or if there are any bottlenecks or like reworks” | |||
| 1c | Order rejection rates | “from a standard organization, they say like, okay, 10% of orders ought to be rejected. And we see countries where it's more than 10%, then we start speaking with them” | Description of bottlenecks related to order rejection rates |
| 1d | Separation of duties | “the most kind of easier to tackle low hanging fruit is this four eye principle, the segregation of duties” | Description of bottlenecks related to separation of duties |
| 1e | Data | “it was almost like a semantic analysis of the data because the format they provided us, it was suitable for regulatory purposes, but wasn't ideal for process mining” | Data directly related to the process that is to be improved |
| “you always have challenges with the data sources. Not so much technical. About our understanding of the data” | |||
| 2) Improvement opportunity identification | |||
| 2a | Approach to process improvement projects | “follow the Celonis approach mostly” | Methodology used in process improvement projects |
| “I don't use a framework but simply try to find out what each project needs” | |||
| 2b | Analysis methods | “Dividing the problem into smaller chunks to make it manageable” | Methods to identify a specific improvement opportunity in the analysis part of the project |
| “so you always have a big problem and how to divide it to smaller problem” | |||
| 2c | Visualisation for analysis | “I mostly used all of the different types of filterings and, and graphs that you can make in Apromore” | Mentions of using different visualisations for process mining in the analysis part of the project |
| “I use the actual process visualisations to find bottlenecks” | |||
| “and we found that by looking at the process diagram” | |||
| 2d | Context | “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” | Considering technical and business sides of the analysis when identifying improvement opportunities |
| 3) Prioritisation criteria | |||
| 3a | Improvement opportunity impact | “see in the process where this would actually have an impact on” | Mentions of assessing the impact that the improvement opportunity has on the overall process |
| “with the total number of variance that we see, what is the ratio between the total number of variances and ratio of the process population” | |||
| “the importance of that finding or the terms of the impact on the overall process” | |||
| 3b | Stakeholder feedback | “I presented to them everything that I found based on the data, […] and then they gave me feedback about what they would implement and would not implement and why” | External (stakeholder) feedback that can help with prioritisation |
| “it happens that they [KPIs] need to be clarified with the managers and have to be readjusted, so what would change in the process using what specific KPI.” | |||
| 3c | Financial considerations | “[we] want to focus on the ones that will bring us a lot of savings” | Mentions of prioritisation criteria related to finance |
| “it's always about the money” | |||
| “financial, the materiality of that, that's of course, very important” | |||
| 3d | Dependency on other entities | “but that's external to the process, so you can't do anything with that.” | Considering dependencies on other entities when making changes to the process |
| “is it the fundamental problem that can be solved within the process or department that is responsible for that process? Or is it something that has links as I said to other parts of the organisation” | |||
| 3e | Projected process performance change | “how much the process would be improved from what performance measure; if the KPI is time, how much time would be saved” | How much process performance can change if the improvement opportunity is addressed |
| “the difference between certain statistics of the old process and try to calculate the same statistics with the modified process” | |||
| 4) Communication | |||
| 4a | Things communicated | “typically, I show them [end-users] things interactively while explaining in parallel” | In which form the findings are presented |
| “usually, it's just screenshots from this tool” | |||
| 4b | Methods for communication | “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” | What methods are used to communicate the findings |
| 4c | Purpose of communication | “we send the preliminary findings to the paying agency to confirm” | Description of purposes for which the findings are communicated |
| “the main use of this dashboard is for people working with the cases themselves” | |||
| 4d | Audience | “different clients have different modes of communication. Some clients require very formal approaches” | Indications of using different communication strategies for different audiences |
| 5) Tools | |||
| 5a | Tools | “[process mining finding] is much more valuable when you [also] have business intelligence capabilities” | Any technical tools used to support the identification of improvement opportunities, e.g. process mining tools |
| “You can do it better with the script” | |||
| ID | Code | Example(s) | Short description |
|---|---|---|---|
| 1a | Bottlenecks around waiting times | “Yeah, so a lot of the applications are approved, and the point is to cut down the waiting times maximum possible.” | Description of bottlenecks related to waiting times |
| 1b | Reworks | “when the transaction makes a full circle, and how many circles it takes, and that kind of things.” | Description of bottlenecks related to reworks |
| “or if there are any bottlenecks or like reworks” | |||
| 1c | Order rejection rates | “from a standard organization, they say like, okay, 10% of orders ought to be rejected. And we see countries where it's more than 10%, then we start speaking with them” | Description of bottlenecks related to order rejection rates |
| 1d | Separation of duties | “the most kind of easier to tackle low hanging fruit is this four eye principle, the segregation of duties” | Description of bottlenecks related to separation of duties |
| 1e | Data | “it was almost like a semantic analysis of the data because the format they provided us, it was suitable for regulatory purposes, but wasn't ideal for process mining” | Data directly related to the process that is to be improved |
| “you always have challenges with the data sources. Not so much technical. About our understanding of the data” | |||
| 2a | Approach to process improvement projects | “follow the Celonis approach mostly” | Methodology used in process improvement projects |
| “I don't use a framework but simply try to find out what each project needs” | |||
| 2b | Analysis methods | “Dividing the problem into smaller chunks to make it manageable” | Methods to identify a specific improvement opportunity in the analysis part of the project |
| “so you always have a big problem and how to divide it to smaller problem” | |||
| 2c | Visualisation for analysis | “I mostly used all of the different types of filterings and, and graphs that you can make in Apromore” | Mentions of using different visualisations for process mining in the analysis part of the project |
| “I use the actual process visualisations to find bottlenecks” | |||
| “and we found that by looking at the process diagram” | |||
| 2d | Context | “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” | Considering technical and business sides of the analysis when identifying improvement opportunities |
| 3a | Improvement opportunity impact | “see in the process where this would actually have an impact on” | Mentions of assessing the impact that the improvement opportunity has on the overall process |
| “with the total number of variance that we see, what is the ratio between the total number of variances and ratio of the process population” | |||
| “the importance of that finding or the terms of the impact on the overall process” | |||
| 3b | Stakeholder feedback | “I presented to them everything that I found based on the data, […] and then they gave me feedback about what they would implement and would not implement and why” | External (stakeholder) feedback that can help with prioritisation |
| “it happens that they [KPIs] need to be clarified with the managers and have to be readjusted, so what would change in the process using what specific KPI.” | |||
| 3c | Financial considerations | “[we] want to focus on the ones that will bring us a lot of savings” | Mentions of prioritisation criteria related to finance |
| “it's always about the money” | |||
| “financial, the materiality of that, that's of course, very important” | |||
| 3d | Dependency on other entities | “but that's external to the process, so you can't do anything with that.” | Considering dependencies on other entities when making changes to the process |
| “is it the fundamental problem that can be solved within the process or department that is responsible for that process? Or is it something that has links as I said to other parts of the organisation” | |||
| 3e | Projected process performance change | “how much the process would be improved from what performance measure; if the KPI is time, how much time would be saved” | How much process performance can change if the improvement opportunity is addressed |
| “the difference between certain statistics of the old process and try to calculate the same statistics with the modified process” | |||
| 4a | Things communicated | “typically, I show them [end-users] things interactively while explaining in parallel” | In which form the findings are presented |
| “usually, it's just screenshots from this tool” | |||
| 4b | Methods for communication | “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” | What methods are used to communicate the findings |
| 4c | Purpose of communication | “we send the preliminary findings to the paying agency to confirm” | Description of purposes for which the findings are communicated |
| “the main use of this dashboard is for people working with the cases themselves” | |||
| 4d | Audience | “different clients have different modes of communication. Some clients require very formal approaches” | Indications of using different communication strategies for different audiences |
| 5a | Tools | “[process mining finding] is much more valuable when you [also] have business intelligence capabilities” | Any technical tools used to support the identification of improvement opportunities, e.g. process mining tools |
| “You can do it better with the script” | |||
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