The GXflow process analysis module provides a comprehensive view of operational process behavior through various visual indicators. This section describes the purpose, usefulness, and context of each of the presented charts.
Purpose:
Visualize the number of process instances created, completed, and aborted during the selected period.
Usefulness:
Provides a quick snapshot of the overall process execution status, making it easier to identify bottlenecks or frequent failures (e.g., a high number of aborted processes).
Interpretation:
In the example, 13 processes were opened, 1 was closed, and 11 were aborted, which may suggest a recurring issue in process execution.
Purpose:
Show the daily evolution of process instances in their different states (opened, closed, aborted, active) over time.
Usefulness:
Helps detect temporal patterns and analyze operational behavior, identifying peak workload days or anomalous events.
Interpretation:
A growing trend of aborted processes is observed over time, which may require a detailed investigation into the causes.
Purpose:
Indicate the percentage of closed processes that were completed on time according to the estimated schedule.
Usefulness:
Measures efficiency in meeting deadlines and helps assess process timeliness.
Interpretation:
100% of closed processes were completed on time, reflecting good time performance in finalized processes.
Purpose:
Compare the actual duration (minimum, maximum, average) of completed instances against the estimated duration.
Usefulness:
Helps evaluate the accuracy of estimates and the consistency of execution time, supporting decisions on planning improvements and resource allocation.
Interpretation:
In the “Ticket Reservation” process, the estimated duration is 0 (undefined), while the actual average duration is 0.82 units. This indicates a need to define clear duration expectations.
Purpose:
Compare the number of instances created per process during the analyzed period.
Usefulness:
Provides an overview of the operational workload by process type, helping to prioritize resources or identify the most critical processes in terms of volume.
Interpretation:
The “Ticket Reservation” process dominates with 14 instances compared to only 2 for the “Purchases” process, suggesting greater operational focus on the former.