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An introductory presentation on case management as a business work pattern and the IT solution to support it. Language: English. Roeland Loggen, Capgemini.

An introductory presentation on case management as a business work pattern and the IT solution to support it. Language: English. Roeland Loggen, Capgemini.

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Introduction to case management - Roeland Loggen vs1.1 Presentation Transcript

  • 1. Roeland Loggen CoP BPM – 15-02-2011 Introduction to Case Management “Free knowledge worker' value”
  • 2. Innovative business concepts and technology brought us the Industrial Revolution… Insert "Title, Author, Date" © 2010 Capgemini - Internal use only. All rights reserved.
  • 3. These innovations made mass-production possible… Insert "Title, Author, Date" © 2010 Capgemini - Internal use only. All rights reserved. Adam Smith 1776 Wealth of Nations “ Division of labor” Frederic Taylor 1856 – 1915 “ Scientific management” Frank Gilbreth 1868 – 1924 “ Therbligs, Time & Motion studies” Henry Ford Ford Motor Company 1863 – 1947 “ Assembly lines” Henri Fayol 1841 – 1925 “ Management” Innovative Business Concepts: Division of Labor Work & Component Standardization Efficiency studies & Improvement Management
  • 4. Leading to a new role: Production-worker Insert "Title, Author, Date" © 2010 Capgemini - Internal use only. All rights reserved.
  • 5. The key: Serial Execution of a well-defined process (and no exceptions!) Insert "Title, Author, Date" © 2010 Capgemini - Internal use only. All rights reserved. A4 Exceptions… Trx Trx Trx Trx A1 A2 A3 A5 D1
  • 6. And these business concepts were often also applied to the service industry…
  • 7. Over the years many new innovations and developments have passed … Off-shoring of production Growth of services industry Empowerment Self Organizing teams Lean Six Sigma “ Hard” - Command & Control “ Soft” – Human Potential Human Resource Management Theory X and Y Quality Management Industrial Revolution Supply chain Management by objectives PDCA Mass customization Mass production Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved. Time
  • 8. Leading to a growing role: The Knowledge Worker Off-shoring of production Growth of services industry Empowerment Self Organizing teams Lean Six Sigma “ Hard” - Command & Control “ Soft” Human Resource Management Theory X and Y Quality Management Industrial Revolution Supply chain Management by objectives PDCA Peter Drucker Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved. Time
  • 9. IT support for Knowledge workers is a challenge… Knowledge Worker Manager Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved. CRM/ ERP Product system Rigid Workflow Document system Paper E-mail Word/ Excel Data-driven system
  • 10. BPM-technology seems promising …. A4 Exceptions… Process engine - Orchestration Business Activity Monitoring Trx Klant Trx Trx Trx Trx A1 A2 A3 A5 D1 Rules Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved.
  • 11. But often BPM-technology requires pre-defined processes, bringing us back to Taylor-times… A4 Exceptions… Process engine - Orchestration Business Activity Monitoring Trx Klant Trx Trx Trx Trx A1 A2 A3 A5 D1 Rules Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved. The key lesson: Pre-defined workflow is great, but you need to apply it where appropriate…
  • 12. Capgemini's BPM-context grid helps you to understand the context of processes Collaborative & knowledge intensity of provided service L M H L M H Unpredictable/ unstructured A taxonomy of services Highly predictable/ structured Unpredictability/ Required degrees of freedom Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved. The services of an organization can be characterized by a taxonomy. Key lesson: types of services and the processes to deliver them differ and require different approaches and IT-support Direct execution Serial execution (supported by workflow technology) Case management (supported by adaptive case management technology ) Collaborative Coordination (supported by groupware & social media) Knowledge Work Intensive
  • 13. Examples for the areas … Collaborative & knowledge intensity of provided service L M H L M H Unpredictable/ unstructured Highly predictable/ structured Unpredictability/ Required degrees of freedom Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved. Direct execution Serial execution (supported by workflow technology) Case management (supported by adaptive case management technology ) Collaborative Coordination (supported by groupware & social media) Help desk – simple question Status question Buying at a store Expenses Payments Invoicing A complex sales-opportunity Definition of a new strategy New product introduction Marketing campaigns A complex claim A complex permit request A complex transaction Invoice disputes Medical treatment Lawsuit Handling exceptions
  • 14. Definitions Case - A coherent set of work, with a well-defined trigger and result, of which the quality and lead time needs to be managed case management - A pattern of work, in which activities are executed that do not follow a predetermined procedure, but are dynamically determined and performed to complete a case, aimed at the delivery of a specified result within a specified time frame . case management technology – IT Solutions, often heterogeneous and integrated, supporting case managers, case workers and managers in handling and managing case execution Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved.
  • 15. “ do not follow a predetermined procedure“ Yep BA’s – get used to it…. So I won’t have a complete 30-step, 10 angles covered, EPC/BPMN compliant process model to control, uhm, guide employees?? Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved.
  • 16. Case management - Key characteristics: From command & control to sense & respond Emergent process - Non-deterministic path.. Supported by templates + standard/ad hoc tasks X Context aware, result-driven Integral view on all relevant case-data (structured + unstructured) Case manager in charge of dynamic activity plan (dynamisch behandelplan) Key difference with workflow: Users can change their running process instance at will… The true “Process on the fly” Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved.
  • 17. Capgemini’s Case management framework Registreren Onderzoeken Beslissen Communiceren Case manager & Case worker Manager Case manager Generiek fasemodel data A A A A A A A A A A A A A A A A A A A A data Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved. Business Rules Casemanager Case-afhandeling systeem Zaakdata Docu-menten Behandelplan Taakschermen Real-time Reporting Output generatie Procesmotor
  • 18. Although Case management technology is recognized as separate technology component… © Forrester Wave™: Dynamic Case Management, Q1 ’11
    • Missing:
    • - BeInformed
    • ECM driven solutions
    • CRM driven solutions
    Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved.
  • 19. delivering integrated case management IT-solutions can be challenging Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved. It’s implementing CRM (and some more) It’s implementing BPM (and some more) It’s implementing ECM (and some more) It’s implementing BRM (and some more)
  • 20. A checklist for you + key benefits for your clients Roeland Loggen, Capgemini © 2011 Capgemini - All rights reserved. Checklist: you need case management if…. Case management provides…. It takes too much time to implement new legislation in IT-systems Flexible business rules driven component for templates and activity support allow for rapid legislation roll out Knowledge workers loose time on non-essentials: locating information, coordination, routine tasks Knowledge workers get an integrated view of all vital case information and can focus on activities. Routine can be automated. Knowledge workers complain about rigid IT systems (forcing them in non-supportive process steps) and information overload The process can be adapted case by case, supported (en where needed enforced) by rules and templates. No transparency or control over lead time Real-time performance data can be collected, reported and acted upon The organization has “policy stovepipes” limiting flexibility Integrated supportive solutions can help break silo’s and create integrated service teams
  • 21. Questions? Insert "Title, Author, Date" © 2010 Capgemini - Internal use only. All rights reserved.
  • 22.