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Process.gov - Elements of Adaptive Case Management
- 1. ELEMENTS OF ADAPTIVE CASE MANAGEMENT Max J. Pucher Chief Architect ISIS Papyrus So>ware
- 2. READ ABOUT ADAPTIVECASE MANAGEMENT IN Mastering the Unpredictable Max J. Pucher is a co-author and writes about how Adaptive Case Management supports the dynamics of knowledge work. http://www.MasteringTheUnpredictable.com
- 3. MODEL OF A PROCESS VALUE CHAIN Infrastructure Human Resource Management Product Development Procurement © 2010 Max J. Pucher AdapMve Case Management 3
- 4. EXPLOITATION (BPM) AND INNOVATION (ACM) ALSO GOVERNMENT ORGANIZATIONS ARE BUDGET/COST DRIVEN ... CITIZENS ARE CUSTOMERS ... Management Development Service Service Execu;on Logis;cs Innova;on Exploita;on © 2010 Max J. Pucher AdapMve Case Management 4
- 5. ORTHODOX BUSINESS PROCESS METHODOLOGY Establish ”As-‐Is” Review Conduct fact Create ”As-Is” exis;ng finding Process flows informa;on sessions Validate ”As-‐Is” Distribute ”As-‐ Is” flows and Conduct Data Revise ”As-Is” ques;ons Analysis flows Establish ”To-‐Be” Understand Create ”To-‐ Perform Conduct Data Be” Process Business Benchmarking Analysis flows Objec;ves Create ”To-‐ This is just the Be” Perform Gap suppor;ng complete analysis cycle Analysys Narra;ve and there is NOTHING yet implemented. © 2010 Max J. Pucher AdapMve Case Management 5
- 6. BUSINESS PROCESS MANAGEMENT PROCESSES ARE A WAY TO MANAGE RELIABLY – LESS RISKY -‐ EXPLOITATION Design & Analysis Configura;on • IdenMficaMon • System • Modeling • ImplementaMon ConfiguraMon • ValidaMon • Test • SimulaMon • Deployment • VerificaMon Process Enactment Admin Design & Analysis Owner INNOVATION? Enactment EvaluaMon Evalua;on • OperaMon • Process Mining • Monitoring Adherence • Business AcMvity Monitoring • Maintenance • Key Performance Indicators © 2010 Max J. Pucher AdapMve Case Management 6
- 7. BPM PROJECT OVERHEADS THE OVERHEAD OF PROCESS ANALYSIS IS RECURRING FOR INNOVATION Source: BPTrends 2006 © 2010 Max J. Pucher Adaptive Case Management 7
- 8. WORK FLOW PROCESS OR KNOWLEDGE WORK DESIGN EXAMPLE: SOCIAL BENEFITS PROCESSING Request Contact Gather info Verify Eligibility Knowledge work: These are just the core Pay Benefit elements of the general acMviMes but they do not consMtute a flowing process. © 2010 Max J. Pucher AdapMve Case Management 8
- 9. BPM MODELING TO IMPLEMENTATION End User Focus Drawing Tools BPMN ImplementaMon BPEL, XSD, ... Process Enactment System Deployment Technology Source: AIIM Focus System to Human to System focus Human focus © 2010 Max J. Pucher AdapMve Case Management 9
- 10. PROCESS MANAGEMENT ENHANCEMENTS DEAL WITH EXCEPTIONS AND VARIATIONS CAUSED BY FLOWCHARTS • AD-‐HOC: Users start a new process for collaboraMon without feedback to a template. • AGILE: Drawing tools are usable by non-‐technical analysts and methodology ensures a well defined cycle of monitoring and improvement. • DYNAMIC: Users can make free choices of sub-‐ processes at certain points in the process. • SOCIAL: Users collaborate in a social network about creaMng process flowcharts drawings. © 2010 Max J. Pucher AdapMve Case Management 10
- 11. ADAPTIVE CASE MANAGEMENT InnovaMon requires evaluaMon of needs versus results.
- 12. CONCEPTS OF ADAPTIVE CASE MANAGEMENT repetitive emergent straight produc;on dynamic human ad-‐hoc case through processes processes processes management processes PROCESS PEOPLE cost outcome ADAPTIVE PROCESS © 2010 Max J. Pucher AdapMve Case Management 12
- 13. REPETITIVE WORK FLOW PROCESS DESIGN EXAMPLE: LOGISTICS Key performance indicators control actual versus expected. Ship Bill Customer Produc;on & Manufacturing Pack There is a small percentage (20%) of processes related to physical enMMes that benefit from reducing the amount of variaMon and errors in handling. Order © 2010 Max J. Pucher AdapMve Case Management 13
- 14. EMERGENCE IN COMPLEX SYSTEMS ANALYSIS, UNDERSTANDING, MODEL, LEVERAGE, CONTROL uncertain uncertain outcome outcome probability probability esMmated unknown uncertainty risk The Double-Pendulum unpredictable, chaotic movement ... © 2010 Max J. Pucher AdapMve Case Management 14
- 15. BPM VERSUS ADAPTIVE CASE MANAGEMENT Requirements Planning Implement Review Complex requirements Process interacMons, interfaces, GUI, rules Complex changes have gathering. excepMons, events. and content coding to be reviewed/tested. USERS CREATE user defined PROCESSES INTERACTIVELY iteraMon FROM ELEMENTS IN A TEMPLATE. User create templates Templates Actors and can also change the process on the fly. © 2010 Max J. Pucher AdapMve Case Management 15
- 16. FIVE ELEMENTS OF AN ACM TEMPLATE ALL PROCESSES REQUIRE ALL ELEMENTS – MOST ARE CODED TODAY Central Virtual Metadata Repository KEY COMPONENTS OF ADAPTIVE PROCESSES 1. Concept 2. Ac;vity 3. Case 4. Boundary 5. User Metadata Templates Content Rules Interface ApplicaMon and Resource Deployment AUTHORIZATION DEPLOYMENT Project and Change Management OrganizaMon, AuthorizaMon and Security © 2010 Max J. Pucher AdapMve Case Management 16
- 17. INCLUSIVE ADAPTIVE PROCESS Real world processes do not assume models and gather staMsMcal illusions that then are used to predict customer behavior, but they act and interact with the customer/ciMzen in reality and react to it in real-‐Mme. Business Strategy 1 creates a real world organizaMon of process owners who act. BBusiness Strategy Involve Customer Business Architecture 2 A library of enMMes to model the processes is provided to actors. Process Execu;on 3 Using the adapMve plaqorm processes are created interacMvely. Business Execute Process Architecture Involve Customer 4 In lieu of staMsMcal CRM analysis customers are involved directly. © 2010 Max J. Pucher AdapMve Case Management 17
- 18. ADAPTIVE CASE MANAGEMENT Repository Actors Metadata content Process enMMes GUI Content rules GUI Rules Architecture CASES recommend needs process template Legal servic docs e verif train copy invoic y e User-‐Trained Agent Process Owner © 2010 Max J. Pucher AdapMve Case Management 18
- 19. THE ADAPTIVE 'SCRUM' SUPPORT Daily Improvements WEEKLY CHANGES People assignment Daily TODO lists PREPARATION User requirements Architecture verificaMon -‐ metadata -‐ templates USER ADAPTIVE INTERACTIVE -‐ content PROJECT CHANGES -‐ rules -‐ GUI RELEASE NEW TEMPLATES LEARNING SYSTEM MONITORING ARCHITECT AND BACKLOGS CUSTOMER TRAINING SATISFACTION! IN-‐PROJECT DOCUMENTATION PROCESS OWNER ARTEFACTS Process ROLES Team PROJECT OVERLAPS TODO BURNDOWN ACTORS EXECUTIVE DELAYED TODOS TRANSPARENCY © 2010 Max J. Pucher AdapMve Case Management 19
- 20. THE ROLE OF METADATA FOR PROCESS ALL CUSTOMER RELATED PROCESSES USE THE SAME METADATA Claim Supplier CRM Campaign Bank PaMent Mgt Policy Mgt Mgt Sales Mgt Mgt Client Core Business Account Industry Specific Processes Processes RelaMon Contract Product Sales Procure-‐ HR Invoicing Mgt Mgt Mgt Mgt ment Client Mgt Common Business Processes Company Partner Address Calendar Project Contract Client Company Partner Address Calendar Project Contract Client Base Layer Metadata Abstract Business Classes Domain AcMvity Rules Records Persistency Security Archiving Object Object Object Mgt FoundaMon Layer and UMliMes Virtual Metadata Repository © 2010 Max J. Pucher AdapMve Case Management 20
- 21. DYNAMIC STATE-‐EVENT MODELS WITH RULES Case Rules link to data item family Event mechanism father rule • Any item combination • State changes mother quesMon • Process summary states • Includes all documents child rule • Documents from case data • Reports from case data TODO Add items at any docs time © 2010 Max J. Pucher AdapMve Case Management 21
- 22. THE ROLE OF BUSINESS CONTENT PROCESS order customers claim external INBOUND DOCS offer partners memo OUTBOUND DOCS co ma mass contracntr sales mail s mailing t copy ing internal Se serv rv service copy accounting service comm invoice PROCESS © 2010 Max J. Pucher AdapMve Case Management 22
- 23. SMART SYSTEMS AND APPLICATIONS A. Bartels (2009), Forrester Research – ACM is a smart system. ACQUISITION OF REAL-‐TIME DATA Systems and people provide more just-‐in-‐Mme informaMon that does not have to be processed staMsMcally and can be used locally and Mmely. ANALYSIS Real-‐Mme data can be routed into the relevant data context and made visible to decision makers. Data have to be filtered to avoid noise. ALTERNATIVES Using causal system models and past data, decision makers can evaluate the various alternaMves and use various means of weighMng. ACTION The system model enables direct and interacMve enactment, while monitoring the impact of decisions in real-‐Mme. AUDITABILITY The improved and faster decision-‐making requires also improved monitoring to increase transparency and berer learning from the past. © 2010 Max J. Pucher AdapMve Case Management 23
- 24. ADAPTIVE PROCESS PLATFORM Customers Distributed Nodes with Enterprise Service Bus Repository Metadata, Templates, Content, GUI, Rules AdministraMon Partners SECURITY Security, Monitoring, Audi;ng, Repor;ng Portal email fax lerer SMS print Web email fax lerer SMS scan Web Sales Outbound Inbound Content Content OperaMons Service CRM BPM ECM processes processes processes Archive AccounMng Adapters Archive CRM ECM SOA Archive MQ ERP BI Management © 2010 Max J. Pucher AdapMve Case Management 24
- 25. THANK YOU! maxjpucher@isis-‐papyrus.com hrp://www.isis-‐papyrus.com