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Adaptive Case Management - Effizienzsteigerung durch Prozessautomatisierung


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Effizienzsteigerung durch Prozessautomatisierung: Geprägt und eindrucksvoll in der industriellen Fertigung schon durch Henry Ford umgesetzt. Goldrichtig für den "Production Worker". Heute aber schreien die Menschen vor ihren Bildschirmen auf, wenn sie durch zu starre Prozesskorsette in immer gleiche Aufgabenlisten und Maskenflüsse gezwungen werden, die innovatives und situationsadäquates Handeln erschweren oder gar ganz verhindern. Hier ist mittlerweile dynamisches BPM oder "Adaptive Case Management" eine Lösungsvariante.

Torsten Winterberg und Danilo Schmiedel, Manager Business Development & Innovation / Solution Architect bei OPITZ CONSULTING, führten in ihrer Session in die ACM Thematik ein und berichteten von den Erfahrungen aus einem realen Kundenprojekt. Die BPM-und SOA-Experten präsentierten diesen Vortrag am 05. November 2013 bei der Technologiekonferenz W-Jax in München.

Über uns:
Als führender Projektspezialist für ganzheitliche IT-Lösungen tragen wir zur Wertsteigerung der Organisationen unserer Kunden bei und bringen IT und Business in Einklang. Mit OPITZ CONSULTING als zuverlässigem Partner können sich unsere Kunden auf ihr Kerngeschäft konzentrieren und ihre Wettbewerbsvorteile nachhaltig absichern und ausbauen.

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  • 1. Adaptive Case Management (ACM) You are the process – Dynamic BPM with Adaptive Case Management Torsten Winterberg, Danilo Schmiedel OPITZ CONSULTING Deutschland GmbH W-JAX, November 2013 Adaptive Case Management Seite 1
  • 2. The Team: Masons-of-SOA  Bernd Trops (Talend):  Clemens Utschig-Utschig (Boehringer-Ingelheim):  Berthold Maier (T-Systems):  Hajo Normann (Accenture):  Torsten Winterberg (OPITZ CONSULTING):  Jürgen Kress (Oracle Corp.)  Guido Schmutz (Trivadis):  Danilo Schmiedel (OPITZ CONSULTING):
  • 3. Agenda 1. From taylorism to knowledge work 2. Which IT-support is needed? 3. Case Study 4. Modeling Cases with CMMN 5. Live-Demo Adaptive Case Management Seite 3
  • 4. 1 From taylorism to knowledge work Adaptive Case Management Seite 4
  • 5. The industrial revolution: Bringing mass-production to our world Adaptive Case Management Seite 5
  • 6. With taylorism came the production worker Adaptive Case Management Seite 6
  • 7. The key: Serial Execution of a well-defined process (and no exceptions!) Exceptions… Trx A1 A2 Trx A3 D1 A4 A5 Adaptive Case Management Seite 7
  • 8. Taylorism: production workers everywhere … Adaptive Case Management Seite 8
  • 9. Work has changed today: A new role emerged: the knowledge worker  Innovation in business concepts  Division of Labor  Work & Component Standardization  Efficiency studies & Improvement  Management  Innovation in technology  Tools  Machines Adaptive Case Management Seite 9
  • 10. 2 Why and how to give the knowledge worker better IT support? Adaptive Case Management Seite 10
  • 11. IT support for knowledge workers is a challenge … Rigid Workflow CRM/ ERP Product system Paper E-mail Word/ Excel Data-driven system Document system Adaptive Case Management Seite 11
  • 12. … Task Management is a starting point to address this challenge Task Management Tasklist Task Templates Task Runtime Framework Task Application Design Content Events Rules Collaboration © by Hajo Normann, Accenture Adaptive Case Management 1 Seite 12
  • 13. In-box driven service architecture?! Adaptive Case Management Seite 13
  • 14. Service Konsumenten In-box as central architecture component of the enterprise reference-architecture (I) - Conceptual view User Interaction Channels Browsers Client UI IVR Applications Partners Events System Consumers Composite Applications Web Apps Portal Workflow In-box Mashup Process Integration Custom Business Logic Data Services Logical Data Model Connectivity Services System Access Data Synchronization Data Aggregation Messaging Adapters Data Access Data Access Partner Integration Service Providers Service Oriented Infrastructure (DB, Grid, Virtualization, Caching) Service Enabled Assets Non-Service Enabled Assets Legacy Adaptive DB Packaged Case Management BEA Confidential | 14 Partner s Content Collaboratio n Seite Search 14 Governance Atomic Business Services Management Business Activity Services Service Mediation & Messaging System & Human Centric Processes Event Processing Business Process Rationalization Enterprise Security / Identity Shared Business Processes Fat Clients Business Rules Business Process Services Enterprise Business Intel. Shared Portlets Consistent User Interaction Business Processes In-box Services Presentation Services Integrationsplattform PDA Cell
  • 15. Workflow and BPM put the task into context Enterprise Task Management Tasklist Task Runtime Framework Content Task Templates Task Application Design Events Workflow Rules Collaboration Social Software Monitoring & Analytics © by Hajo Normann, Accenture Adaptive Case Management Seite 15
  • 16. BPM technology. The solution? Adaptive Case Management Seite 16
  • 17. BPM technology. The solution? The key lesson: Pre-defined workflow is great, but you need to apply it where appropriate… Don’t bring us back to Taylor-times… Adaptive Case Management Seite 17
  • 18. The fear … So I won’t have a complete 30-step, 10 angles covered, EPC/BPMN compliant process model to control, uhm, guide employees?! Adaptive Case Management Seite 18
  • 19. Flowcharting based BPM represents rigid processes Adaptive Case Management Seite 19
  • 20. Enter Case Management Goal-oriented – like a navigation system Journey to „Hamburg“ Status: arrived Adaptive Case Management Seite 20
  • 21. No difference between straight-through and manual processing Adaptive Case Management Seite 21
  • 22. What is a case?  The coordination of multiple tasks, planned or unplanned, for a specific purpose.  Almost anything can be treated as a case.         An insurance claim A patient An event (such as a conference) An identity theft investigation A project An asset (such as a building) A customer request A customer  Is „case“ the right term? Adaptive Case Management Seite 22
  • 23. BPM and ACM Adaptive Case Management Seite 23
  • 24. BPM and ACM Adaptive Case Management Seite 24
  • 25. BPM und ACM: There‘s no „versus“. You need them both! BPM Rigid BPM with BPMN Adaptive BPM with ACM rBPM aBPM Adaptive Case Management Seite 25
  • 26. BPM and ACM  Activity definition  rigidBPM:  A process has defined n activities a priori.  Until deployment time every activity and all transitions are defined.  adaptiveBPM:  A number of activities may be unknown, even after deployment.  Activity transition  rigidBPM:  During design time all possible transitions between activities are modelled.  adaptiveBPM:  Possible transitions depend on current context and data. Adaptive Case Management Seite 26
  • 27. Classical BPM and ACM: Different approaches for Task Management Tasks are tied to Processes Participants can refine case tasks as they proceed ACM uses a task-oriented approach to define the structure of a case Cases and in-baskets reflect the tasks that need to be completed, regardless of where they came from New tasks can be added to cases on the fly Tasks can vary in complexity Adaptive Case Management 2 © by Hajo Normann, Accenture Seite 27
  • 28. BPM and ACM: ACM is data-centric Adaptive Case Management Seite 28
  • 29. Focus is set on the “case” … pension starts paying out … pension holder deceased Pension plan is created … legal changes … old pension plan is incorporated … employer changes again … divorce and remarriage affect pension … employer changes … risk profile changes Adaptive Case Management Seite 29
  • 30. Features of the knowledge worker workplace Taxonomies Wizards/checklist/e-forms Search in dossiers, knowledge bases, government records, catalogues etc. Collaboration Case based notifications Publishing in variants & by multiple channels Time lines & history trail Decision support Knowledge base Laws and Regulations Monitoring & reporting Task & time management Task specific editors Authorisation Xpedia for professionals with definitions, notions, persons Impact analysis & simulation Team repository Adaptive Case Management Seite 31
  • 31. Basic building blocks for ACM Knowledge area Other related entities (history, audit)… Related entity (1) Activity Area Next (possible) shell Next (possible) shell Next (possible) shell Central entity Next (possible) shell Related entity (2) Related entity (3) Standard tools (gmaps / calendar / calc / mail) Task Engine Process Engine Adaptive Case Management Service Bus Add another … Save for later DMS Seite 32
  • 32. Case Management UI (Example) Adaptive Case Management Seite 34
  • 33. Ermerging paths (university campus Stuttgart) Adaptive Case Management Seite 35
  • 34. 3 Case Study Adaptive Case Management Seite 36
  • 35. Facts & Figures Insurance – Claims Management System house for federal insurances in the German market Enhances and supports IT-landscapes for several clients (e.g. property insurances, building insurances, life insurances, …) • Expected benefits • • Customer Guarantees confidentiality, availability and integrity of data and applications • Trace claim management across system bounderies • Improvement of the data quality • Statistical analysis in order to develop new business models • Improvement of decisions • Identification of potential work step automations • Integration of new systems • Faster enablement for new employees Adaptive Case Management Seite 37
  • 36. As-is Situation  Most of the claim management is handled in a system called „ICIS“ (Oracle Forms-based UI)  ICIS is used by the knowledge worker  Standard processes are not implemented within the system (work is based on unstructured processes)  Data exchange with different clients and partners  Other systems like FileNet, Worklist, etc. are involved  Transparency of a claims file over all working steps and across all system bounderies is missing  It is difficult and time-consuming to implement new requirements into existing systems Adaptive Case Management Seite 38
  • 37. Insurance Company Information System (ICIS) Adaptive Case Management Seite 39
  • 38. As-Is Situation (2) Clerk: „I am using our Insurance Information System for many years. It is the key software for my daily business and I know almost every shortcut. My work is unpredictable and highly individual – each working step depends on many criterias like the current situation and the client.“ Client Service Assistent: „I have to deal with a lot of clients every day using different software and channels like phone / mail / telefax.“ Supervisor: „It is important to increase the transparency of our system. Currently it is quite complicated to check which details are missing and who is involved in a certain claim? This is always an issue when claims are assigned to other colleagues.“ Adaptive Case Management Seite 40
  • 39. Important aspects to consider  Currently Client Service Assistents and Clerks won‘t accept a new UI => their work is tailored to the key software systems.  The existing systems are based on complex business logic => no big bang approach possible!  The working steps are unpredictable and many different human participants are involved Adaptive Case Management Seite 41
  • 40. Why have we chosen Case Management?  Case Management is centered around living information and relationships (traditional business processes are centered around a priori defined activity sequences)  Many different insurance types = many process variances  Discovery of process paths to extract patterns and to improve the customer satisfaction  No rigid process boundaries  Suggesting instead of mandating - Participants choose actions to meet goals  Many different types of users: production worker AND knowledge worker Adaptive Case Management Seite 42
  • 41. Where and how does ACM help? Adaptive Case Management Seite 43
  • 42. Claims Management has two cases Adaptive Case Management Seite 44
  • 43. Smart Change: Our approach to introduce ACM Step 1 Step 2 Application to Process Collaboration & Integration Step 4 Replacement Adaptive Case Management Step 3 Optimization & Innovation Seite 45
  • 44. Smart Change: Step 1 – Application to Process • The knowledge worker still uses the existing systems • Event-Driven: ACM solution catches events from ICIS and other systems • • Guided Navigation: ACM solution visualizes the process flows and guides the user to reach a satisfactory outcome Predictive Working: Provide suggestions in order to find the „best“ decision Adaptive Case Management Step 1 Step 2 Application to Process Collaboration & Integration Step 4 Replacement Step 3 Optimization & Innovation Seite 46
  • 45. Smart Change: Step 2 Collaboration and Integration • Implement new functions, which are not available today Step 1 Step 2 Application to Process Collaboration & Integration < Step 4 Replacement Step 3 Optimization & Innovation Adaptive Case Management • Automation: Automate manual working steps • Content Collaboration: Integrate new systems and partners • Integrate new channels Seite 47
  • 46. Smart Change: Step 3 Optimization & Innovation Step 1 Step 2 Application to Process Collaboration & Integration Step 4 Step 3 Replacement Optimization & Innovation • Adaptivity: establish an intelligent BPM solution with new services • Improve and enhance decision the management • React on impulse factors Adaptive Case Management Seite 48
  • 47. Smart Change: Step 4 – Replacement Step 1 Application to Process Adaptive Case Management Collaboration & Integration Step 4 • Extract claims management from existing applications and switch to ACM solution Step 2 Step 3 Replacement Optimization & Innovation Seite 49
  • 48. Different User Interfaces to be integrated Zahlba r an ICIS Insurance Company Information System $ Case Management UI Adaptive Case Management Worklist Seite 50
  • 49. UI Integration Options 3) ICIS and ACM integrated in Portal Independent Worklist 1) Separate UI‘s Zahlba r an ICIS $ Case Management UI Worklist 2) ICIS with ACM-Functionality Independent Case-UI for new implementations Adaptive Case Management 4) Portal with all User Interfaces Seite 51
  • 50. Case Management UI (Example) Adaptive Case Management Seite 52
  • 51. Case Management UI (Wireframe I) Adaptive Case Management Seite 53
  • 52. Case Management UI (Wireframe II) Adaptive Case Management Seite 54
  • 53. 4 Modeling Cases with CMMN Adaptive Case Management Seite 55
  • 54. Claims Management has two cases Adaptive Case Management Seite 56
  • 55. Case Design  Case Management covers complex and unstructured knowledge-intensive scenarios  We started with a mind-mapping approach in order to collect the following information:          Milestones (Checkpoints in the progress) Outcomes Case Activities (Represent specific work) Execution semantics (manual, automatic, required, repeatable, …) Case Rules Data & Documents User Events (e.g. Document received) Stakeholders Permissions Adaptive Case Management Seite 57
  • 56. Case Design (2) Claim EvaluationMilestones mark Claim Handling Claims Regulation progression of a case Case Participants (Stakeholders) CSR Assistant Clerk Collect claimant data Activities – system guided or human controlled Activities – can be repeatable Request estimate of costs Activity availability controlled by permissions and rules Accept claim Reject claim Adaptive Case Management Further inquiry third-party insurance Comission a appraiser Perform formal checks Supervisor Notify Client Notify Client Request missing documents Activity can be a structured process or a task Create claim acceptance document Create booking entry for claim payment Perform payment Partial settlement of a claim Approve Reject Seite 58
  • 57. Case Management Model and Notation 1.0  OMG defined a new standard for Case Modeling  Case Management Model and Notation (CMMN)  Beta version published in January 2013  Vendors like IBM, Oracle, SAP, Kofax, Cordys and Tibco have have contributed to this standard  Adaptive Case Management Seite 59
  • 58. Design-time modeling and run-time planning  During the design-time phase, business analysts engage in modeling and define tasks that are always part of the case and „discretionary“ Tasks to be applied in addition, to his/her discretion Adaptive Case Management  During the run-time phase, case workers execute the plan, particularly by performing tasks as planned and adding discretionary tasks to the case plan instance in run-time Seite 60
  • 59. CMMN: Grouping Elements Adaptive Case Management Seite 63
  • 60. CMMN: Tasks Adaptive Case Management Seite 64
  • 61. CMMN: Milestones / Events Adaptive Case Management Seite 65
  • 62. CMMN: Decorators Adaptive Case Management Seite 66
  • 63. Case: Claims File Case Management Model and Notation 1.0 (CMMN) Adaptive Case Management Seite 67
  • 64. Download: Adaptive Case Management Seite 68
  • 65. 5 Live Demo Adaptive Case Management Seite 69
  • 66. 6 Conclusion Adaptive Case Management Seite 70
  • 67. Why ACM?  Empower Knowledge Workers  Suggesting instead of Mandating  Living Knowledge base to embrace the learning organization  No more rigid process boundaries  Adaptive approach to the unpredictable process variances  Discovery of process paths  Complements BPMN  Collaborative Decision Making Adaptive Case Management Seite 71
  • 68. Discussion, Questions & Answers Adaptive Case Management Seite 73
  • 69. Contact Torsten Winterberg Business Development & Innovation OPITZ CONSULTING Deutschland GmbH Kirchstr. 6, 51647 Gummersbach, Germany Phone: +49 173 54 79 302 Mail: Twitter: @t_winterberg Blog: Danilo Schmiedel Solution Architect OPITZ CONSULTING Deutschland GmbH Kirchstr. 6, 51647 Gummersbach, Germany Phone: +49 173 7279001 Mail: Twitter: @dschmied Blog: Adaptive Case Management © OPITZ CONSULTING GmbH 2013 Seite 74