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TECHNISCHE UNIVERSITEIT EINDHOVEN

School of Industrial Engineering

Exam Business Process Management (1BM05),
Friday June 12th 2009, 9:00 - 12:00 hours.

For this written exam a maximum number of 10 points can be obtained. Previous results for group work or exams are NOT taken
into account. It is not allowed to use the book, notes, or any other course-related material during the examination. (It is however
allowed to use a basic calculator.) The solutions of the assignments should be formulated in DUTCH or ENGLISH, concisely, and
list any assumptions that are not explicitly stated in the assignment.

Assignment 1 (1.5 points)
In chapters 11 – 13 of the book “Workflow Modeling” by A. Sharp and P. McDermott (2001), a practical and conventional method for modeling
the As-Is process is presented, i.e. without the use of process mining. In these chapters, a number of potential difficulties with this form of As-Is
modelling are discussed, as well as ways to work around those.

Characterize at least three problems with the intended way of capturing the As-Is situation that you consider serious, and describe for each of
them one proper work-around. Your solution for this exercise should not cover more than one page.

Solution Key: see chapters 11, 12 and 13 of Sharp and McDermott. In total there are 6 elements in this question 3 problems and 3 solutions.
Because the total for this question is 2 points, each element counts for 1/3. If all of the difficulties are minor issues the total will drop.

Assignment 2 (3 points)
In the outpatient clinic for dermatology oncology, patients are diagnosed and treated for skin cancer. The first step of the process is the planning
of a consultation meeting by a secretary of the dermatology oncology (DO) department. Then, the consultation meeting is performed by a
dermatologist of the DO department. After this consult, the dermatologist can decide that (1) the patient needs to be diagnosed, or (2) an earlier

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If the lab does not provide the results in a week time. Model the above workflow process using the notation of the book.e. i. After treatment. a post-treatment step is scheduled by the secretary of the DO department while the patient is still in the hospital. i. e. The next step in the process is the treatment of the patient. which means to start the process again. When the results are received – which we assume will take place eventually – the process continues with a decision on the treatment for the patient. As always carefully think about the “case concept”. The decision is made by a dermatologist of the DO department.. a task can only change the status of a single case. when describing one patient in isolation. a suitable date is also planned for the treatment. two diagnosis steps are performed: a picture of the affected skin is taken by a photographer at the Audio and Video Services (AVS) and after that a skin sample is taken by a dermatologist of the DO department. regardless whether path (1) or path (2) is chosen. Both steps are performed by a nurse of the DO department. One of two post-treatment steps is performed: either a wound check is to be performed or the stitches are to be removed.diagnosis of the patient is still valid and that there is no need for an additional analysis. the post-treatment always concerns a wound check.. a reminder is sent to them.. If the patient cannot be reached. a dermatologist of the DO department decides if long-term health checks are necessary. 2 . If no checks are necessary. registered and sent to the lab by a nurse of the DO department. As a last step.e.g. a nurse of the DO department informs the patient by phone. A decision on the particular treatment one should receive is generated for all patients. During this phone call. In the former case. After the decision has been made. Make sure that the process definition is sound. In parallel with this patient contact. the process is ended. Note that when a PDT is performed. If checks are necessary. the patient record is updated by a dermatologist of the DO department with the information on the treatment. The sample is packaged. a new consultation meeting is scheduled by the secretary of the DO department. an attempt to contact the patient by phone call is immediately attempted again. The treatment is either an excision which is performed by a dermatologist of the DO department or a photo dynamic therapy (PDT) by a nurse of the PDT department. (I) a process definition (including triggers) and (II) a resource classification.

missing place names. duplicate inclusion of nurse role in resource classification. etc. 3 . nurse dermatologist DO PDT AVS secretary photographer clinic Points will be subtracted for: modeling mistakes (e.g. omitted content (e. missing resource classification. missing task to schedule operation). deadlocks or incorrect implicit choices).g.

Substantial cost may also be involved with storing all the information. the management of business processes with concurrent behavior can become more complex. the cost of handling a order may actually increase compared to the original situation (Fig. • empower: A drawback may be that the quality of the decisions is lower and that obvious errors are no longer found. not simply refer to “two tasks than can be placed in parallel”. • explicitly use the dimensions of the Devil’s quadrangle to categorize this negative effect The best practices to discuss are: a) Parallelism b) Flexible assignment c) Empower d) Buffering Examples are abundant. If bad decisions or errors result in rework. For each of the following best practices: • describe in roughly 3-4 sentences a realistic situation where the best practice seems attractive to be applied. • name one potential negative effect of applying the best practice in this context.” • 4 . • flexibile assignment: The disadvantages of this best practice can be diverse. as illustrated by the Devil’s quadrangle. what is important is that they are *realistic*. e. possibilities for specialists to evolve into generalists are reduced. the application of a best practice can have negative side-effects. see the theory from the best practices paper: • parallelism: A drawback of introducing more parallelism in a business process that incorporates possibilities of knock-outs is that the cost of business process execution may increase. However. Also. • buffering: Of course. This is especially so when we consider information sources that contain far more information than is ever used. For the drawbacks. Also. For example. the subscription fee for information updates may be rather costly.Assignment 3 (2 points) Redesign best practices can be used to incrementally improve the performance of business processes. work load may become unbalanced resulting in less job satisfaction. which may introduce errors (quality) or restrict run-time adaptations (1exibility). 22).g.

The average flow time of cases starting in place c1 and ending in place c3 is approximately 22 minutes. There are two persons taking care of the first step in the process. i.8 cases (Little’s law) 5 . a) Determine the average utilization of each of the four employees.5 points) = L = lambda * S = 24 * (22/60) = 8.8 b) Determine the average number of cases in the process. task1 can be executed for two cases at the same time.Assignment 4 (1. (0. (0.5 points) The following model is a simple workflow where two tasks are carried out one after another: 24 arrivals per hour 2 resources. Similarly. average service time of 4 minutes c1 task1 c2 task2 c3 Figure 1: Example workflow The arrival process is Poisson and on average 24 cases arrive each hour.e.. average service time of 4 minutes 2 resources. The processing times are negative exponential and the average service time per task is indicated in the figure. which was established using the M/M/2 formula. there are two other persons taking care of the second step in the process.5 points) = 24/30 = 0.

who has had admittance and main residence in the Netherlands. who can be seen as adapted to the Dutch.] as well as sufficient knowledge about the Dutch constitution and society [. and d. 8 1. Netherlands Antilles or Aruba no objections exist. Netherlands Antilles or Aruba. What are the two main reasons for the spectacular flow time reduction? (0.. art.5 points) Reason 1) reduced set-up time Reason 2) added flexibility in using the resources Assignment 5 (2 points) A process analyst is using the methodology of Product-based Design to create an improved design for the process for granting Dutch citizenship to immigrants. against whose permanent stay in the Netherlands. c. for at least five years immediately preceding the request. a Dutch governmental agency. b. Draw the Product Data Model that captures this logic. Clearly describe the meaning of the information elements in a separate list.c) If one applies the “Task composition (COMPOS)” best practice to the example workflow in Figure 1.. a process which is carried out by the IND 1 .nl 6 . assuming that the combined task takes only 7 minutes. She has the following specification at her disposal: Statute law on Dutch citizenship. 1 http://www.ind..5 minutes. Dutch-Antillean or Aruban society based on the fact that he has a sufficient level of knowledge of the Dutch language [. the average flow time drops spectacular.. For granting of the Dutch citizenship is only qualified the applicant a. who is of age. The resulting flow time is approximately 9.].

C.Note that the arrows flowing to data elements B. and G are not mandatory. 7 . F. D.

Notation book AND-split AND-join Explicit OR-split OR-join task condition case subprocess case variables 8 .

W=ρ/(μ-λ). • External A external event (message. phone call) is required. M/M/1-queue: ρ=λ/μ. L = ρ/(1-ρ). • Time The task requires a time trigger. • Automatic No trigger is required. • User A resource takes the initiative. M/M/c-queue: ρ=λ/(c⋅μ) 9 . S=1/(μ-λ).

Redesign best practices 10 .

Control relocation Split responsibilities Contact reduction Customer teams Integration Numerical involvement Order types Case manager Task elimination Extra resources Order-based work Specialist-generalist Triage Empower Task composition Control addition Resequencing Buffering Knock-out Task automation Parallelism Integral technology Exception Trusted party Order assignment Outsourcing Flexible assignment Interfacing Centralization 11 .