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2011 SPRINGCM INC. ALL RIGHTS RESERVED.


Dynamic Case Management: Taming UntamedProcesses with Teams, Tasks and Content

Craig Le Clair, VP and Principal Analyst, Forrester ResearchRoger Bottum, VP Marketing, SpringCM

First presentedJune 23, 2011

Sponsored by SpringCMwww.springcm.com
http://www.springcm.com/http://www.springcm.com/


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Todays speakers

Craig LeClair

VP, Forrester Research

Roger Bottum

VP, SpringCM


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2010 Forrester Research, Inc. Reproduction Prohibited3

Agenda

The Game Changers

Untamed Processes and the Case Management Imperative

Dynamic Case Management and the Road Ahead

Case Studies and Recommendations


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Game Changers that affect us all

June 2010 The HERO Index: Finding Empowered Employees


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Of People With Smartphones, 33% Download Applications At Least Monthly

February 2011 Mobile App Internet Recasts The Software And Services Landscape


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Customer Service Employees Are Not An Empowered Group

September 2010 Empower Customers And iWorkers With On-Demand Customer Communications


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Agenda

The Game Changers





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Untamed business processes a case managementtarget


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Lack of structure and non-value-added activity hallmark of untamedbusiness processes

Structured dataIn-bandSingle-process focusWell-structuredStrong IT focus

People adapt to App.

Unstructured contentOut-of-band,Chaotic,Non-value-added activitiesCross-process coordinationPoorer IT focus

Apps. adapt to people

Un-tamed business processesPackaged apps.


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Case Management can make packaged apps. more dynamic and betterdesigned for people


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Agenda

The Game Changers





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What is dynamic case management?

Source: December 28, 2009, Dynamic Case Management An Old Idea Catches New Fire Forrester report

A semistructured but also collaborative, dynamic, human, and

information-intensive process that is driven by outside events andrequires incremental and progressive responses from the businessdomain handling the case.


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Why is dynamic case management important now?

Theres an increased need to manage the costs and risks of servicinghigher numbers of service requests.

Todays jobs are less structured, more ad hoc, and require more skills and

interaction with other specialists.

Theres greater emphasis on automating and tracking inconsistentincidents that do not follow a well-defined process.

There are new demands that regulators, auditors, and litigants place on

business to respond to external regulations.

Demographic trends will create a shortage of skilled workers.

And current workers are not empowered.


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DCM is needed to tame most untamed processes


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People

Content

Collaboration

HistoryEvents

Policies

Processes

Data

Reporting

DataScanned

images

Multi-media

BPMN process

model

fragments

What is Dynamic Case Management


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MortgageApplication

Set-Up

Set-up the case

Op

OfferMortgage

Administer

Connected states

Dynamic case management rethinks how work gets donewith an adaptiveand dynamic approach for each work instance

Checks

Optional fragments

When processing a mortgage

application, the DCM system

automatically invokes optionalprocess fragments in an adaptive

manner, depending on the dynamic

nature of work for each work

instance . There is little reliance

upon a predetermined path


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Transparency: the next regulatory challenge

Source: August 28, 2009, Transparency Is The Next Step In Compliance . . . Bring On Enterprise ContentManagement Forrester report

Sustainability could be the next wave


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Case management combines ECM, BPMS, andanalytics with user experience advances


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2010 Forrester Research, Inc. Reproduction Prohibited20Source: December 28, 2009, Dynamic Case Management An Old Idea Catches New Fire Forrester report

Three case management categories will emerge


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Customer service is top goal of case management

23%

16%

15%

14%

13%

8%

6%

5%

17%

19%

8%

14%

11%

12%

10%

7%

14%

10%

12%

10%

14%

13%

13%

8%

4%

12%

7%

14%

10%

10%

8%

6%

Improve customer service with more rapid and targeted interactions

Promote communication and knowledge sharing to improvecommunication with experts and managers needed to resolve a

case.

The continued difficulty in managing information growth

The difficulty in responding to regulatory requirements/controls

The lack of flexibility to respond to opportunities or threats

The complexity in making accurate business decisions on a timelybasis

Lower costs through reduction of paper, fax, manual searching and

filing, and other non-value-added activity

The inability to consistently adhere to critical policies and rules

1 2 3 4

Please rank the following challenges in terms of importance in achievingyour organizations case management goals. Rank up to 4.

Base: 155 case management influencers or decision-makers from theUS, UK, Australia, and India


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Agenda

The Game Changers





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Top Financial Services DCM Opportunities


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Government processes span all three casemanagement categories



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Oil & Gas processes Can Benefit From DCM

Drilling, mining&exploration

Inbound Logistics

ConceptDevelopment

InventoryManagement

OutboundLogistics

Quality Assurance

DiscoveryRefine andManufacture

Product &ProcessValidation

Maintenance andWorker Safety

Geo-physicsEngineeringDrawing

TechnicalSpecifications

Permitting

Forecasting &Planning

AssetMgt.

Procurement

InventoryManagement

Quality Assurance

StrategicPlanning

Finance &Accounting

Market andCustomerResearch

StoreManagement

RM & E-Discovery

PriceManagement

HumanResources

GeneralAdministration(MPS)

Predictive

MarketingRetailing

EnterpriseServices

Trading &Retail Mgt.

Price Optimization

Product andPortfolioManagement

Market and Sell

Procure andDistribute

ServiceEngineering &Tech Support

Agreements&ContractManagement

MSDSBOL

TransportationManagement


Supply,Transportation

Invoice and POD


TradingAgreements

ProgramManagement

SupplierNetworkManagement

OrderManagement

= Document Intense Process

ContinuousImprovement(lean, 6sigma)

Upstream management

exploration, development, and production.

Downstream marketing and retailing

opportunity-to-cash, support service station fuelmanagement and retailing.

FERCFilings,SOX
http://www.sap.com/industries/oil-gas/businessprocesses/upstream.epxhttp://www.sap.com/industries/oil-gas/businessprocesses/downstream.epxhttp://www.sap.com/industries/oil-gas/businessprocesses/downstream.epxhttp://www.sap.com/industries/oil-gas/businessprocesses/upstream.epx


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Business Case Best Practices

Delay of Packaged App. Upgrades Adds Meat to ROI

Look to transfer of work with cost savings- from IT to business

Control and standardization is at the root of ROI calculation

Agility is difficult to quantify but can be

Customer service metrics moving to customer experience and

quantifiable for ROI

KPI A d O ti l M t i C BE C t d i


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KPIs And Operational Metrics Can BE Captured inDCM Process


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Getting Started

Set the tools aside during initial phases of the project.

Solve the core elements by providing overall process support and guidance to iWorkers,then applying automation

The greatest value comes from thinking about the business process.

Don't focus too much on the old manual system; focus on the new process.

Look at case management as a Lean approach for automating processes.

Processes modeled on mass production typically chunk segments of work and then flowthe chunks of work down a real or imagined assembly line.

Case management turns that idea upside down by giving much more power and control to

the worker to complete either the entire case or major sections of the case from end to

end.

View case management as a dynamic business application.

Design for continuous improvement, include flexi-points in the design, and be capable of

evolving at the pace required for the business.


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Take a "design for people" approach.

Identify which processes and people should use a case management

approach.

Review customer, vendor or employee experience around exceptions or

complex service areas of the business

Look for critical processes managed by spreadsheet and email

Let usability and design skills drive process design and look broadly at

how information is used to support workers.

Incorporate Web 2.0 and content initiatives into your case management

strategy.


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Example: Employee on-boarding/off-boarding

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Employee, HR, recruiting, IT,hiring manager

Effective on-boarding ofemployees

Many documents, forms,stakeholders, systems

Role, unit, geographicalrequirements

New employeeproductivity, retention

Compliance Reduce stakeholder time,

distraction


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Example: Student loan eligibility

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Student and/or parents, college,government agency, lender

Ensure eligible students getfinancial aid

Supporting paperwork Complex regulations and

programs, Back-end Financial aid

management

Mitigate credit, fraud risk Reduce time to funding,

errors Apply Lean principles


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Example: Vendor/new item on-boarding

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Vendor rep, customerservices/sales, procurement,

marketing, sales, compliance

Add right products to catalogfaster

Complex review and decisionprocess

Changing policies Back-end ERP

Revenue Mitigate compliance,

regulatory, reputation risk Reduction in stakeholder

time on status internally,with vendor


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Example: Complaint management

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Customer, customer service rep,customer service management,

operations functions,QA/compliance

Customer satisfaction

Diverse issues Specific courses of action

often not predictable Broad organizational impact

Empowerment of customerservice reps

Corrective actionsidentified and implemented


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Example: Regulatory application/filings

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Regulatory agency, regulatoryaffairs, operations

Regulatory approval

Many stakeholders, documentrequirements

Interpretation of requirements

Higher approval rate,reduced time to approval

Reduce rework, businessdisruption


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Take-aways

1. Many of these processes are middle-office not welladdressed by traditional front-office and back-officeapplications

2. Structured but flexible process to improve quality

3. Visibility of expectations and status to all stakeholders solvesmany issues

4. Empower the case worker, improving the customerexperience

Not the rote outcome but the right outcome

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Questions?


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2010 Forrester Research Inc Reproduction Prohibited37

Thank You

Craig Le Clair+1 [email protected]

Roger [email protected]@springcm
mailto:[email protected]:[email protected]:[email protected]:[email protected]

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