Collaborating Authors

Toward Intelligent Web-based Redesign Support

AAAI Conferences

KOPeR (pronounced "cope-er") is a KBS for Knowledgebased Organizational Process Redesign that is predicated on measurement-driven inference and designed following the techniques employed to develop the KBS exemplars from above. Figure 1 delineates the principal problemsolving steps required for measurement-driven process redesign, which are used to describe the requirements of KOPeR. From the figure, problem solving begins with the selection of some process in the enterprise for redesign. The redesign steps contemplated for automation through KOPeR are highlighted in bold, which include process measurement and reasoning to diagnose pathologies, predict appropriate technologies and transformations and generate one or more redesign alternatives to improve process performance. For automated problem solving, the process is first represented in terms of a model to support measurement, diagnosis, prediction and generation; dearly if one can obtain measurements and reason about the process directly, however, then this representation step can be omitted and the redesign problem solving can be performed (slower and less-reliably) in a manual fashion (i.e., as in current BPR practice).

Bioware says 'Anthem' redesign will be a 'longer process'


While many games-as-a-service thrive, EA's Anthem launch is one of the bigger misfires in recent history. In February, Bioware boss Casey Hudson officially announced plans to "reinvent" its experience, and today a blog post explains a bit more about the team behind that effort. Bioware Austin Studio Director Christian Daley led development of several post-launch updates on the game, and says he's been "stalking" player feedback online for notes on how to improve things. The good news is that a team of 30 or so people are already working on prototypes of changes, and hopes to share those with fans during the development period, even if they're elements that might ultimately not ship. However, if you were hoping for a quick turnaround on a new-look Anthem, he also said "this is going to be a longer process."

Process Improvement Coursera


About this course: In this course you will focus on process improvement. You will learn how to set organizational priorities for continuous process improvement, how to execute process improvement projects, and how to sustain the initiative for continuous improvements. Upon successful completion of this course, you will be able to: • Understand the roles of process improvement • Relate underlying principles to frameworks and techniques used for process improvement • Synthesize information to make decisions for organizational initiatives and process improvement • Apply analytical techniques for tactical decisions in a process improvement project This course is part of the iMBA offered by the University of Illinois, a flexible, fully-accredited online MBA at an incredibly competitive price. For more information, please see the Resource page in this course and

What is Business Process Mining (and When Do You Need It?)


You have now started the journey of automating your business processes and have started seeing the tremendous value it brings. However this is just the beginning of the journey. Business process automation while it saves you and your end users a lot of time doesn't mean that all your processes are perfect. There is always room to improve and make your employees', customers', partners' and suppliers' lives easier. This is where Business Process Improvement comes into the picture.

Intelligent process automation: The engine at the core of the next-generation operating model


Full intelligent process automation comprises five key technologies. Here's how to use them to enhance productivity and efficiency, reduce operational risks, and improve customer experiences. Since the financial crisis of 2007–09, many companies have applied lean management to improve cost efficiencies, customer satisfaction, and employee engagement simultaneously, and many programs have achieved substantial impact on all dimensions. Progress on digital, however, has been more uneven. In the insurance sector, for example, an October 2016 FIS study found that 99.6 percent of insurers surveyed admitted they face obstacles in implementing digital innovation, while 80 percent recognize they need digital capabilities to meet business challenges.