Embed Size (px)
DESCRIPTION
Slides from my presentation at Building Business Capability conference, Las Vegas, 13 November 2013
Citation preview
Sandy Kemsley l www.column2.com l @skemsley
Case Management:
Where Rules Meet
Process And Content
Building Business Capability
Las Vegas 2013
Agenda
l How we work, and the systems that
support it
l A closer look at case management
l Content
l Checklists
l Process
l Rules
l Events
l Benefits of case management
Copyright Kemsley Design Ltd., 2013 2
How We Work
The Systems We Use To Work
Copyright Kemsley Design Ltd., 2013 3
How We Work: Taylor vs. Drucker
l Scientific management
l Standardize processes to increase efficiency
l Management by objectives
l Participants choose actions to meet goals
Routine vs. Knowledge Work
Routine Work
l Efficiency
l Accuracy
l Process improvement
l Automation
l “Classic” BPM
Knowledge Work
l Flexibility
l Assist human knowledge
work
l Collect artifacts
l Adaptive Case
Management (ACM)
Copyright Kemsley Design Ltd., 2012 5
A Range Of Process Repeatability
Structured
• e.g., automated regulatory process
• Pre-defined participants
Structured with ad hoc exceptions
• e.g., financial back-office transactions
• Select from pre-defined participants
Unstructured with pre-defined fragments
• e.g., insurance claims
• Select pre-defined or new participants
Unstructured
• e.g., investigations
• Collaboration on demand or self-selected participation
Copyright Kemsley Design Ltd., 2012 6
Copyright Kemsley Design Ltd., 2013 7
Broader Spectrum of Predictability
Source: Keith Swenson, Fujitsu, www.social-biz.org
Competing/Complementary
Product Classes
l BPM
l Simple workflow
l ECM
l Capture
l Correspondence management
l Case management (PCM, ACM)
l OEM BPM/ECM solutions
l Ad hoc task management
Copyright Kemsley Design Ltd., 2013 8
A Range Of Usage Scenarios
l Process orchestration
l Transaction-centric
l Predefined processes
l Complex knowledge work
l Content/information-centric
l Predefined tasks, selected by worker
l Simple task/process management
l Goal-centric
l Checklist created/assigned by worker
Copyright Kemsley Design Ltd., 2013 9
Adjacent/Overlay Technologies
l Analytics
l Prediction for problem avoidance
l Simulation for recommendations
l Mining for discovery
l Rules
l In-line calls for decisioning
l Declarative for triggering actions
Copyright Kemsley Design Ltd., 2013 10
A Closer Look At
Case Management Systems
Copyright Kemsley Design Ltd., 2013 11
[Adaptive] Case Management
l Dynamically configurable to meet worker’s
needs
l Supports rather than controls
l Case folder as central permanent artifact
l Reliance on rules and content as well as
process
l Collaboration on demand
Copyright Kemsley Design Ltd., 2013 12
BPM Versus ACM
BPM ACM
Repeatability Highly repeatable Unpredictable
Focus Transactions Knowledge
Goal Efficiency: replace
human steps where
possible
Problem resolution:
assist and support
case worker
Example Straight through
processing of
financial transactions
Managing chronic
patient care
Knowledge Worker Challenges
Without ACM
l Rigid processes in existing systems
l Manual work-arounds and collaboration
l Process/task-centric
l Insufficient context for decision-making
l Time wasted looking for relevant information
l Manual orchestration of multiple applications
l Inconsistent application of policies/rules
l Training time increases with rule complexity
Copyright Kemsley Design Ltd., 2012 14
What Makes A Case?
Copyright Kemsley Design Ltd., 2013 15
Content
Checklists
Processes
Events
Rules
What’s In An ACM System?
l A combination of process, content, rules,
events, collaboration, analytics...
l Persistent case folder
l Pre-defined checklists for common tasks
l Guidance/guardrails via declarative rules
l Personalization for worker preferences
l Prediction and what-if scenarios
Copyright Kemsley Design Ltd., 2012 16
Case Management Use Cases
Copyright Kemsley Design Ltd., 2013 17
The Importance Of Process:
Loan Exception Handling
l Predefined process for loan transaction
l Exceptions due to missing documentation
l Collaboration between front/back office to
gather documents from customer
l Override standard documentation requirements
l Case management benefits:
l Exceptions remain “in the system”
l Emergent behavior patterns detected for future
process improvement
Copyright Kemsley Design Ltd., 2012 18
The Importance of Content:
Customer Call Center
l Knowledge work within context of customer
information
l Hand-off of responsibility common
l Case management benefits:
l Less hand-offs since earlier workers may solve
problem within context
l Full customer history travels with case
l Other customer events can impact case in flight
Copyright Kemsley Design Ltd., 2012 19
The Importance of Rules:
Insurance Claims Handling
l Knowledge work in context of claim
documents
l Claim manager retains responsibility but
may delegate tasks
l Case management benefits:
l Faster claim resolution due to information
context
l Improved compliance due to policy/rules
enforcement
Copyright Kemsley Design Ltd., 2012 20
Benefits Of
Case Management
Copyright Kemsley Design Ltd., 2013 21
Benefits Of Case Management
l Management control/visibility into work in
progress
l Informational context improves knowledge
worker decision-making and productivity
l Task reassignment allows delegation
l Compliance and policies enforced
l Audit trail tracks participants and actions
Related Benefits
l Realtime business event monitoring
l Predictive analytics and recommendations
l Mining for emergent processes
Copyright Kemsley Design Ltd., 2012 23
Sandy Kemsley
Kemsley Design Ltd.
email: [email protected]
blog: www.column2.com
twitter: @skemsley
Copyright Kemsley Design Ltd., 2013 24
Slides at www.slideshare.net/skemsley
