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1.4 Analyzing an Example Log 17

Fig. 1.7 The process model extended with additional perspectives: the organizational perspective
(“What are the organizational roles and which resources are performing particular activities?”), the
case perspective (“Which characteristics of a case influence a particular decision?”), and the time
perspective (“Where are the bottlenecks in my process?”)

dividual x performed an activity that is causally followed by an activity performed
by individual y, the stronger the relation between x and y is [104].
Figure 1.7 illustrates the way in which a control-flow oriented model can be ex-
tended with the three other main perspectives mentioned in Sect. 1.3. Analysis of
the event log shown in Table 1.1 may reveal that Sara is the only one performing
the activities decide and reinitiate request. This suggests that there is a “manager
role” and that Sara is the only one having this role. Activity examine thoroughly is
performed only by Sue and Sean. This suggests some “expert role” associated to
this activity. The remaining activities are performed by Pete, Mike and Ellen. This
suggests some “assistant role” as shown in Fig. 1.7. Techniques for organizational
process mining [88] will discover such organizational structures and relate activities
to resources through roles. By exploiting resource information in the log, the orga-
nizational perspective can be added to the process model. Similarly, information on
timestamps and frequencies can be used to add performance related information to
the model. Figure 1.7 sketches that it is possible to measure the time that passes
between an examination (activities b or c) and the actual decision (activity e). If this