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Process Management in Public Sector :
a Case Driven approach
Joachim Vanden Brande, CEO, LoQutusMarch 19th, 2012
Warschau
© LoQutus 1
• Why process management in public sector ?
• Different patterns to support process management
• Solutions
• Case
• Q&A
Agenda
© LoQutus 2
Why processes?
• Traditional organization!
3© LoQutus 3
4
Process driven organisation
Process is being monitored
Short lead times
Clear guidelines
Adaptability
Process responsability
Why processes?
© LoQutus 4
Why process management?• We need more staff because…
… there is too much work…
… nobody can be disengaged to perform additional tasks…
… we can no longer do our job properly…
… we are facing a backlog…
… we are not working at full capacity…
… ”
• “Can we define the need for additional resources
without analyzing the processes”
5© LoQutus 5
Why process management?
• We can do it more efficient because… we feel that there is still time left…
… there is still a lot of waste in the processes…
… the way we organize things can be improved…
… we have to focus on the work that is important…
… ”
6© LoQutus 6
Why process management?
7
In an information-based services company:• 5% of the activities create an added value …• 50 % of the activities are necessary, but do not create any added value
for the citizens …• 45 % of the activities do not create any added value …
In an information-based services company:• 5% of the activities create an added value …• 50 % of the activities are necessary, but do not create any added value
for the citizens …• 45 % of the activities do not create any added value …
Answering telephone calls, emails,…that are not intended for the company …Defective or incorrect information leading to additional contacts ...
Unreliable process quality resulting in extra work ...
© LoQutus 7
Why Process Management in Public Sector ?
• Most services offered to citizens span more then one organization, a process oriented way of thinking solves this
• Accelerator for lean administration
• More efficiency in the interaction between citizens, organisations and government
• Supports basic principles of e-government– Authentic sources– Only once– Privacy
© LoQutus 8
Solutions Support Process Management from IT Viewpoint
• ‘Current’ IT Systems– Hard to maintain because process logic and GUI are
interwoven– Data driven, NOT process driven– Process and rules embedded in code
• Process & Event driven IT Systems– Business Process Management Systems– (Advanced) Case Management– Can be a bit confusion which direction to take
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Solutions
© LoQutus 10
SolutionsTayler versus Drucker
Business Process Management– Scientific management– Standardize processes to
increase efficiency
Case Management– Management by objectives– Participants choose actions
to meet goals
Routine work can be analyzed and a common pattern derived … it can be automated by traditional process automation means.
Knowledge work … does not have the level of repeatability found in routine work. When it comes to work automation, any advantage gained from similarities is overwhelmed by additional costs of having to accommodate the differences
© LoQutus 11
© LoQutus 12
SolutionsExample
© LoQutus 13
SolutionsExample
© LoQutus 14
SolutionsExample
© LoQutus 15
SolutionsExample
BPM = A Transactional Thread Linking Activities Across Multiple Systems & Applications
State State State
Control Control Control
Activity Activity Activity Activity
SolutionsBPMS
© LoQutus 16
SolutionsDeterministic vs. Non-Deterministic
BPMN Processes Are Deterministic, Where All Possible Paths Are Pre-Determined or Known in Advance, No Matter How Complex the Pathways May Be.
The Direction of the Process is Determined by the Pre-Defined Path and Current State; State is Determined by the Preceding Activity, in Other Words, Where it is in the Process.
© LoQutus 17
SolutionsBusiness Proces Management Systems
Process layer : Built for change
Service La
yer :
Built to last
© LoQutus 18
SolutionsBusiness Process Management Systems
Human activity
Automated activity (external)
Long-running business process
Automated activity (internal)
© LoQutus 19
BPMS modeling example class Business Processes
Beheren ContractGunnen ContractKwalificeren Exploitant
Uitv oeren Contract Optimaliseren Contracten
BPMN 1. Beheren Contract
1.1 VoorbereidenOnderhandeling Met Exploitant
«Event»
Wijziging opdracht exploitant
(from Events)
«Event»
Nieuw overheidsopdracht
(from Events)
«Event»
Wijziging opdracht in regie
(from Events)
1.2 Onderhandelen MetExploitant
1.3 Communiceren Wijziging MetExploitant
«Product»Products::Aangepast
contract
«Event»
Exploitant haakt af
(from Events)
«Event»
Exploitant wil onderhandelen
(from Events)
«Generate»
«Generate»
«IsProcessedBy»
«Generate»
«Produce»
«IsProcessedBy»
«IsProcessedBy»
© LoQutus 20
BPMS modeling example BPMN Communiceren wijziging met exploitant
«L
an
e»
Pla
nn
er
«L
an
e»
Co
ntra
ctb
eh
ee
rde
r
«P
oo
l» E
xp
loita
nt
«P
oo
l» D
e L
ijn
Goedgekeurd resultaat
Bevestigengeactualiseerd
contract
Parallel
Informeren Entiteit AfdelingshoofdExploitatie
Informeren Entiteit ExploitatiePlanning
Informeren Regio Exploitatie
Merge
Actualiseren van depraktische lopen
Aangepast ContractActualisatie ok?
Starten beheren contract
ja
nee
© LoQutus 21
© LoQutus 22
The problem with BPMS
Case Management Focuses on Events and Outcomes
An Event Occurs
The Case is CompletedA Case File
is Opened
Activities and Work Create Content & Context Added to the Case
Pragmatic Definition : ACM is a strategy to support ad-hoc, unpredictable, human centric processes
© LoQutus 23
Event-Driven? Yes.Agile? Maybe.
ACM Processes Are Goal-Driven and Non-Deterministic,The End Point is Known at the Start, the Pathway for Reaching it is Determined by the Outcome at Each Stage as well as Rules and Policies Applicable to the Case. The State of the Case is determined by the Content and Context Within the Case, Not Where the Case is at Any Time.
Issue Resolved & Recorded
Customer Reports Problem
A Case is Opened
Issue is Investigated
Solution Applied,
Unsuccessfully
Alternatives Researched &
Applied
© LoQutus 24
Goal-Driven = Non-Linear
Cases Evolve Over Time in the Direction of Achieving a Goal, Often in Unpredictable Directions, Requiring the Ability to Jump Forward, Jump Back, Re-do or Otherwise Perform Work in a Sequence That Can’t be Determined in Advance.
© LoQutus 25
Adaptable, Not Ad-Hoc
Business Rules, Business Analytics, Context-Sensitive ‘Help’ and Knowledge Management Functions Help Guide Knowledge Workers to Make Decisions About Cases as They Evolved.
The Case Management System Adapts to the Context of the Case, Guiding the Outcome Based on the Combination of Rules/Policies, Data, and Application of Knowledge Worker Know-How.
© LoQutus 26
Concept Coordination through case folder
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© LoQutus 29
Claim case – High level Claims management
Technical services
Driver(or police,
dispatching, ...)
Finance/Litigation Insurance/Personnel Finance
Phas
e
1. Register claim
2. Make estimate
3. Handle claim
4. Settle payment
5. Close claim
act Handle claim
Under procedure
«L
an
e»
Ch
ief p
ers
on
ne
l«
La
ne
» In
su
ran
ce
«P
oo
l» P
ub
lic T
ran
sp
ort
Receive claim
Add extradocumentation
Perform "Vulnerableroad user" procedure
Perform "Owndamage" procedure
Perform settlementprocedure
Deny
«Pre-condition»{No other running procedure}
«Post-condition»{[Procedure succesfully handled] OR [Denied]}
Request advice
Approve claimhandling
«Post-condition»{[Procure finished]}
© LoQutus 30
Handle claim - detail
No structure, but pre- & post-conditions
stm States
Registered
Initial
Final
Under estimate
Handling claim
Under procedure
Under inv estigation
Entry
Exit
Settling payment
Closed
© LoQutus 31
Claim case – states
• Event-driven!
• Events determine state(= summary of history)
• State determines available events
© LoQutus 32
Claim case – High level Claims management
Technical services
Driver(or police,
dispatching, ...)
Finance/Litigation Insurance/Personnel Finance
Phas
e
1. Register claim
2. Make estimate
3. Handle claim
4. Settle payment
5. Close claim
© LoQutus 33
Case
Manage end-to-end process : Subsidies for school infrastructure
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• Agion – Project ALPHA
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Business process (simplified)
• Maximum configurability (business users)– Letter templates
– Calculations (rules)
– Checklists++
© LoQutus 36
Key succes factors (IT)
• Key characteristics (AGIOn)
© LoQutus 37
Why is this ACM?
Case is centralSubsidy request
Multiple input stimuliE-mail, printed mail,
phone
Knowledge workerSpecially trained AGIOn employee
Goal-based workingEvaluate and grant
the subsidy
Every case is differentUnpredictable flow,
different forms, procedures, …
Robust regarding to changeSubject to
changing legislation,procedures, forms, …
CollaborationDifferent teamswork together:
accountancy, legal, …
• Identifying cases and subcases
© LoQutus 38
Challenges
Case
Multiple request forms need to be evaluated individually (subcases)
Different subcontractors require different handling
and approval of the specifications (subcases)
Many-to-many relationship
Monthly invoices from subcontractors
(subcases)
Mutual financial statement
• Checklist to letter concept (“autotext”)
• Case states– Case states drive the underlying process fragments– Explicit process fragment rules needed– Subcase states vs case states
• Stakeholders can be dynamic, e.g. Identification of external experts– In some cases, external experts are needed to evaluate a request– Not known beforehand if this expert is needed
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Challenges (2)
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AGIOn ACM Architecture
• Process Management is necessary when we want to optimize the way organizations in Public Sector work
• Process modeling and discovery should focus on both structured and unstructured processes in order to realize IT systems that support process management
• State-of-the-art IT systems (BPMS & ACM) each have advantages, combine them
Summary
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Q & ALiterature
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