=Paper=
{{Paper
|id=Vol-2420/paperDT1
|storemode=property
|title=The Business Process Management Game
|pdfUrl=https://ceur-ws.org/Vol-2420/paperDT1.pdf
|volume=Vol-2420
|authors=Remco Dijkman,Sander Peters
|dblpUrl=https://dblp.org/rec/conf/bpm/DijkmanP19
}}
==The Business Process Management Game==
https://ceur-ws.org/Vol-2420/paperDT1.pdf
The Business Process Management Game
Remco Dijkman and Sander Peters
Eindhoven University of Technology, PO Box 513, 5600 MB Eindhoven
{r.m.dijkman,s.p.f.peters}@tue.nl
Abstract. The Business Process Management Game is a serious game
that teaches various aspects of business process management. Students
can play the game in groups. Acting as the ‘management team’ of a
business unit, they have to design a business process for that unit that
is optimal in terms of cost, customer satisfaction, and waiting and ser-
vice times. Groups compete with each other to create the process that
performs best. In doing so, they can practice their business process mod-
eling, analysis, re-design, and mining skills. The game got much positive
feedback from students in official student evaluations of a course in which
it is used.
Keywords: Business Process Management · Serious Gaming.
1 Introduction
Many universities teach a course on business process management (BPM) that
addresses the full business process management life cycle1 . Clearly, the most
interesting way to teach such a course would be to send all students to a company,
let them design and implement a business process, measure how the process
performs and improve the process based on those measurements. Unfortunately,
that is usually not feasible.
For that reason, we developed the BPM Game (https://www.bpmgame.org).
The BPM Game allows students to perform BPM lifecycle tasks, including mod-
eling, analysis, monitoring, mining, and re-design of a business process, in a sim-
ulated company. In this way students can practice the skills that they learn in
theory in a simulated, but realistic, setting.
To the best of our knowledge, the BPM Game is the first of its kind. There
exist a few serious games in the area of business process management. Most
notably, the ImPROVE [2] and Innov82 games also aim to teach students the
role that business process management plays in an organization. These games are
3D adventure games, in which the player plays a manager that has to manage a
process. These games differ from the BPM Game in that the options for designing
and improving the business process are restricted by the script of the adventure.
For that reason they are less open than the BPM Game.
1
http://fundamentals-of-bpm.org/uptake/
2
https://mediacenter.ibm.com/media/0 0b3ayd6e
2 R.M. Dijkman, S.P.F. Peters
This paper presents the BPM Game, its features and how it is perceived by
students. A short screencast that demonstrates the BPM Game is available at:
https://youtu.be/BO-oiZUAxik.
2 Features
In the BPM Game, students can work in groups to design, monitor, and re-
design a business process. The goal is to design a process that is optimal in
terms of the costs of executing the process, the waiting times and service times
that customers of the process experience, and the satisfaction of customers of
the process.
Students are meant to follow the business process management lifecycle, and
the theory corresponding to the steps in the lifecycle, as it is explained in the
‘Fundamentals of BPM’ book [1]. In that way the BPM Game allows students to
directly apply the theory that they learn. Specifically, the BPM Game supports
the modeling, analysis, redesign, execution, monitoring, and mining of business
processes. Below, we explain each of these tasks in more detail.
2.1 Modeling
In the current version of the BPM Game, the students manage a business pro-
cess for loan applications, but the BPM Game allows processes to be replaced
relatively easily, such that assignments can be varied on a year-by-year basis.
To process a loan application, several checks need to be performed to establish
if the customer is eligible for a loan. Subsequently an offer must be made and
finally the loan has to be paid out and monthly payments must be activated.
The tasks and resources that students can use, are predefined. Tasks and
resources all have their own properties in terms of service times, required and
produced information, and required and provided skills. For example, a task
‘Check BKR’ is defined that has a service time that is exponentially distributed
with an average of 1 hour, requires a ‘loan application’ as input, produces a ‘BKR
check’ as output that can have the values ‘okay’ or ‘not okay’, and requires the
‘risk assessment’ skill to be executed. Also, a resource ‘John’ is defined that
costs 4,000 euro per month, and has the skills ‘administrative work’ and ‘risk
assessment’.
Figure 1 shows a simple example of a process as it could be defined. It shows
that five tasks can be performed and the order in which they should be performed
according to the designer. The tasks are assigned to the role ‘Administrator’.
Two resources, ‘Murray’ and ‘Mose’, are hired in that role.
Students have many choices with respect to the tasks that they can use to
construct the model. For example, the model from Figure 1 only uses a single task
‘perform credibility check’, which encompasses all the necessary checks. However,
there are also separate tasks ‘perform BKR check’, ‘perform EVA check’, and
‘perform credit check’ that can be used to construct the model. Other choices
that have to be made include how to relate tasks, which resources to hire, and
in which role to hire them.
base model
The Business Process Management Game 3
CredibilityAssessment IN {rejected} send rejection
Administrator {Murray, Mose}
letter
end
perform
DLL
credibility check
start
call client to
complement send welcome
send loan offer letter
CredibilityAssessment IN {accepted} information
receive accepted offer end
Fig. 1. Example model.
2.2 Analysis and Redesign
Students have several opportunities for optimizing their process and, while doing
so, can use the theory from the book ‘Fundamentals of BPM’[1]. In particular,
the game considers theory with respect to:
– syntax and execution semantics of business process models;
– quantitative analysis of business process models; and
– redesign heuristics.
The BPM game checks models for syntactical correctness of core constructs,
specifically: start, end and intermediate message and timer events, tasks, choice,
parallellism and event-based gateways. If the model is not syntactically correct,
the game provides detailed feedback. Incorrectness with respect to the execution
semantics of the models is accepted, but will have consequences. For example,
if a model has a deadlock or a livelock, cases may get stuck conform the model.
Although employees will try to remedy undesirable situations (see Section 2.3).
This will lead to delays and customer dissatisfaction.
There is ample opportunity for quantitatively analyzing the performance of
the business process to explore different options, using simulation, flow analysis,
or queuing model analysis, depending on the theory that is taught. Quantitative
analysis can be used to analyze alternatives with respect to the control flow of the
process and with respect to resources that are hired. This is especially interesting,
considering that some resources are paid per hour, such that the ‘utilization rate’
of those resources plays a role in computing the cost of a solution.
Finally, process redesign heuristics [1] can be used to come up with alternative
solutions. For example, the ‘knock-out’ heuristic can be used in combination with
the various checks that need to be done, to do the checks that lead to the most
rejections first, such that - in total - less checks must be done by employees in
the process.
2.3 Execution
Once the students are satisfied with the design of their process, they can upload it
to the game, where the resources that they selected, start executing it. Students
can upload new versions of their process at all times, but changes will only take
effect the next day.
4 R.M. Dijkman, S.P.F. Peters
The game runs in real-time. Every day between 9 and 5 customers arrive and
are served according to the process that the students uploaded last. However,
the employees will not simply perform the process as it is modeled by the stu-
dents. Instead, the employees know which tasks must at least be performed for
a particular customer, and which information and skills are needed to perform
those tasks. If a required task is not performed, employees will try to fix the
situation. Similarly, if the process tries to perform a task for which the required
information or skills are not available, employees will also try to fix the situation.
The employees will not always succeed in fixing a problem and the fix that
they will apply is not always the same. There are two reasons for this. First,
this behavior mimics what happens in reality: when something goes wrong an
ad-hoc fix is attempted that does not always work. Second, it does not make the
game too easy, because if mistakes are made, the resulting behavior does not
immediately reveal the optimal solution.
For example, if a process tries to perform a task for which the necessary
information is not yet available, there is a possibility that the game will try to fix
the situation by finding a random task that produces the necessary information
first. There is also a possibility that the game will simply perform the incorrect
task - at a penalty to cost and service time.
2.4 Monitoring and Mining
While the game is running, both real-time and historical information can be
monitored. A real-time dashboard shows information on the tasks that are being
executed, the activity of the resources over the day, and the status of the cases
that have arrived over the day so far. The historical dashboard shows the daily
costs of executing the process, as well as the average throughput time, service
time and waiting time of cases.
Students compete with each other for the best process. To that end a leader-
board of student groups is presented, where each student group is ranked on
their performance with respect to costs, customer satisfaction, and throughput
time. Their rank on the overall leaderboard is determined by the average of their
rank in these three categories.
Figure 2 shows the historical dashboard. It shows the daily process costs
and the leaderboard. The screenshot also shows a radar diagram in which the
performance of the current group is compared to the performance of the best
group. In Figure 2 the selected group has a high ranking with respect to waiting
time, but a low ranking with respect to cost. It is easy to see that that can be
the result of hiring many resources to do the work, which leads to low waiting
times, but high (resource) costs.
Students can download the execution log of the process, including the tasks
that were performed, start and end times of tasks, resources that performed the
tasks, and information that was established in the tasks. They can use this log to
mine the process model, using process mining tools such as Disco3 and Celonis4 .
3
https://fluxicon.com/disco/
4
https://www.celonis.com/
The Business Process Management Game 5
Fig. 2. Monitoring KPIs.
3 Maturity
The BPM game has now been used for 4 years in a course at Eindhoven Uni-
versity of Technology. On average 193 students participated in the game per
year, with participant numbers between 168 and 227. Students were grouped
into 50 groups on average, with the number of groups ranging between 45 and
58. Student evaluations were very positive on the game. Out of 62 open com-
ments that students made about the course in the last student evaluation, 32
explicitly mentioned the game as a positive element of the course. 1 mentioned
it as a negative element. Students commented that they enjoyed playing the
game, that it kept them engaged in the course, that they liked the competitive
element, that the game helped them to understand the theory, and that it gave
them new insights. The negative comment, was that the criteria for grading the
assignment that came with the game were unclear.
References
1. Dumas, M., La Rosa, M., Mendling, J., Reijers, H.: Fundamentals of business process
management. Springer, Germany (2013)
2. Ribeiro, C.S., Fernandes, J., Loureno, A., Borbinha, J.L., Pereira, J.: Using seri-
ous games to teach business process modeling and simulation. In: Proceedings of
the International Conference on Modeling, Simulation and Visualization Methods
(MSV). pp. 133–139. CSREA Press, USA (2012)