Dynamic Case Management: Taming Untamed Processes with SpringCM and Forrester Research

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Dynamic Case Management: Taming Untamed Processes with SpringCM and Forrester Research

  1. 1. Dynamic Case Management: Taming UntamedProcesses with Teams, Tasks and ContentCraig Le Clair, VP and Principal Analyst, Forrester ResearchRoger Bottum, VP Marketing, SpringCMFirst presentedJune 23, 2011Sponsored by SpringCMwww.springcm.com© 2011 SPRINGCM INC. ALL RIGHTS RESERVED.© 2011 SPRINGCM INC. ALL RIGHTS RESERVED.
  2. 2. Today’s speakers Craig LeClair Roger Bottum VP, Forrester Research VP, SpringCM© 2011 SPRINGCM INC. ALL RIGHTS RESERVED.
  3. 3. Agenda  The Game Changers  Untamed Processes and the Case Management Imperative  Dynamic Case Management and the Road Ahead  Case Studies and Recommendations3 © 2010 Forrester Research, Inc. Reproduction Prohibited
  4. 4. Game Changers that affect us all June 2010 “The HERO Index: Finding Empowered Employees”4 © 2010 Forrester Research, Inc. Reproduction Prohibited
  5. 5. February 2011 “Mobile App Internet Recasts The Software And Services Landscape” Of People With Smartphones, 33% Download Applications At Least Monthly5 © 2010 Forrester Research, Inc. Reproduction Prohibited
  6. 6. September 2010 “Empower Customers And iWorkers With On-Demand Customer Communications” Customer Service Employees Are Not An Empowered Group6 © 2010 Forrester Research, Inc. Reproduction Prohibited
  7. 7. Agenda  The Game Changers  Untamed Processes and the Case Management Imperative  Dynamic Case Management and the Road Ahead  Case Studies and Recommendations7 © 2010 Forrester Research, Inc. Reproduction Prohibited
  8. 8. Untamed business processes –a case managementtarget8 © 2010 Forrester Research, Inc. Reproduction Prohibited
  9. 9. Lack of structure and non-value-added activity –hallmark of untamed business processes Packaged apps. Un-tamed business processes•Structured data •Unstructured content•In-band •Out-of-band,•Single-process focus •Chaotic,•Well-structured •Non-value-added activities•Strong IT focus •Cross-process coordination •Poorer IT focusPeople adapt to App. Apps. adapt to people 9 © 2010 Forrester Research, Inc. Reproduction Prohibited
  10. 10. Fragmented On-premise Architectures Provide Case Management Opportunity10 © 2010 Forrester Research, Inc. Reproduction Prohibited
  11. 11. Case Management can make packaged apps. more dynamic and better designed for people11 © 2010 Forrester Research, Inc. Reproduction Prohibited
  12. 12. Agenda  The Game Changers  Untamed Processes and the Case Management Imperative  Dynamic Case Management and the Road Ahead  Case Studies and Recommendations12 © 2010 Forrester Research, Inc. Reproduction Prohibited
  13. 13. What is dynamic case management? A semistructured but also collaborative, dynamic, human, and information-intensive process that is driven by outside events and requires incremental and progressive responses from the business domain handling the case. Source: December 28, 2009, “Dynamic Case Management — An Old Idea Catches New Fire” Forrester report13 © 2010 Forrester Research, Inc. Reproduction Prohibited
  14. 14. Why is dynamic case management important now? There’s an increased need to manage the costs and risks of servicing higher numbers of service requests. Today’s jobs are less structured, more ad hoc, and require more skills and interaction with other specialists. There’s greater emphasis on automating and tracking inconsistent “incidents” 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.”14 © 2010 Forrester Research, Inc. Reproduction Prohibited
  15. 15. DCM is needed to tame most untamed processes15 © 2010 Forrester Research, Inc. Reproduction Prohibited
  16. 16. What is Dynamic Case Management Scanned Data images People Data Content Processes Multi-media CollaborationBPMN process Policies Reportingmodelfragments Events History 16 © 2010 Forrester Research, Inc. Reproduction Prohibited
  17. 17. Dynamic case management rethinks how work gets done—with an adaptiveand dynamic approach for each work instance Set-up the case Set-Up Mortgage Optional fragmentsApplication Op Checks When processing a mortgageapplication, the DCM systemautomatically invokes optionalprocess fragments in an adaptivemanner, depending on the dynamic nature of work for each workinstance . There is little reliance Connected statesupon a predetermined path Offer Administer Mortgage 17 © 2010 Forrester Research, Inc. Reproduction Prohibited
  18. 18. Transparency: the next regulatory challenge Sustainability could be the next waveSource: August 28, 2009, “Transparency Is The Next Step In Compliance . . . Bring On Enterprise ContentManagement” Forrester report18 © 2010 Forrester Research, Inc. Reproduction Prohibited
  19. 19. Case management combines ECM, BPMS, and analytics with user experience advances Source: December 28, 2009, “Dynamic Case Management — An Old Idea Catches New Fire” Forrester report19 © 2010 Forrester Research, Inc. Reproduction Prohibited
  20. 20. Three case management categories will emergeSource: December 28, 2009, “Dynamic Case Management — An Old Idea Catches New Fire” Forrester report20 © 2010 Forrester Research, Inc. Reproduction Prohibited
  21. 21. Customer service is top goal of case management “Please rank the following challenges in terms of importance in achieving your organization’s case management goals. Rank up to 4.” 1 2 3 4Improve customer service with more rapid and targeted interactions 23% 17% 14% 4% Promote communication and knowledge sharing to improve communication with experts and managers needed to resolve a 16% 19% 10% 12% case. The continued difficulty in managing information growth 15% 8% 12% 7% The difficulty in responding to regulatory requirements/controls 14% 14% 10% 14% The lack of flexibility to respond to opportunities or threats 13% 11% 14% 10% The complexity in making accurate business decisions on a timely basis 8% 12% 13% 10%Lower costs through reduction of paper, fax, manual searching and filing, and other non-value-added activity 6% 10% 13% 8% The inability to consistently adhere to critical policies and rules 5% 7% 8% 6% Base: 155 case management influencers or decision-makers from the US, UK, Australia, and India 21 © 2010 Forrester Research, Inc. Reproduction Prohibited
  22. 22. Agenda  The Game Changers  Untamed Processes and the Case Management Imperative  Dynamic Case Management and the Road Ahead  Case Studies and Recommendations22 © 2010 Forrester Research, Inc. Reproduction Prohibited
  23. 23. Top Financial Services DCM Opportunities23 © 2010 Forrester Research, Inc. Reproduction Prohibited
  24. 24. Government processes span all three case management categories Source: December 28, 2009, “Dynamic Case Management — An Old Idea Catches New Fire” Forrester report24 © 2010 Forrester Research, Inc. Reproduction Prohibited
  25. 25. Oil & Gas processes Can Benefit From DCMUpstream management – Downstream marketing and retailingexploration, development, and production. opportunity-to-cash, support service station fuel management and retailing. Supply, Discovery Asset Refine and Marketing Trading & Enterprise Mgt. Transportati Manufacture Retailing Retail Mgt. Services on Drilling, mining Forecasting & Forecasting & Strategic MSDS Store Finance & &exploration Planning Planning Planning BOL Management Accounting Concept Supplier Market and Forecasting & RM & E- Network Outbound Customer Trading Development Management Logistics Research Planning Agreements Discovery Product and Agreements Program Procurement Inbound Logistics Portfolio Transportation &Contract Human Management Management Management Management Resources Inventory Price Service General Technical Engineering & Predictive Administration Specifications Management Management Tech Support (MPS) Continuous Inventory Improvement Price Optimization Market and Sell FERC Permitting Management Invoice and POD (lean, 6sigma) Filings,SOX Product & Process Procure and Quality Assurance Quality Assurance Distribute Validation Geo-physics Maintenance and Order Engineering Worker Safety Management Drawing 25 © 2010 Forrester Research, Inc. Reproduction Prohibited = Document Intense Process
  26. 26. 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 ROI26 © 2010 Forrester Research, Inc. Reproduction Prohibited
  27. 27. KPIs And Operational Metrics Can BE Captured in DCM Process27 © 2010 Forrester Research, Inc. Reproduction Prohibited
  28. 28. 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. – Dont 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 flow the 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.28 © 2010 Forrester Research, Inc. Reproduction Prohibited
  29. 29. 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.29 © 2010 Forrester Research, Inc. Reproduction Prohibited
  30. 30. Example: Employee on-boarding/off-boardingEmployee, HR, recruiting, IT, Effective on-boarding ofhiring manager employees• Many documents, forms, • New employee stakeholders, systems productivity, retention• Role, unit, geographical • Compliance requirements • Reduce stakeholder time, © 2011 SPRINGCM INC. ALL RIGHTS RESERVED. distraction 30
  31. 31. Example: Student loan eligibilityStudent and/or parents, college, Ensure eligible students getgovernment agency, lender financial aid• Supporting paperwork • Mitigate credit, fraud risk• Complex regulations and • Reduce time to funding, programs, errors• Back-end Financial aid • Apply Lean principles management © 2011 SPRINGCM INC. ALL RIGHTS RESERVED. 31
  32. 32. Example: Vendor/new item on-boardingVendor rep, customer Add right products to catalogservices/sales, procurement, fastermarketing, sales, compliance• Complex review and decision • Revenue process • Mitigate compliance,• Changing policies regulatory, reputation risk• Back-end ERP • Reduction in stakeholder time on status internally, © 2011 SPRINGCM INC. ALL RIGHTS RESERVED. with vendor 32
  33. 33. Example: Complaint managementCustomer, customer service rep, Customer satisfactioncustomer service management,operations functions,QA/compliance• Diverse issues • Empowerment of customer• Specific courses of action service reps often not predictable • Corrective actions• Broad organizational impact identified and implemented © 2011 SPRINGCM INC. ALL RIGHTS RESERVED. 33
  34. 34. Example: Regulatory application/filingsRegulatory agency, regulatory Regulatory approvalaffairs, operations• Many stakeholders, document • Higher approval rate, requirements reduced time to approval• Interpretation of requirements • Reduce rework, business disruption © 2011 SPRINGCM INC. ALL RIGHTS RESERVED. 34
  35. 35. Take-awaysNot the rote outcome but the right outcome1. Many of these processes are “middle-office” not well addressed by traditional front-office and back-office applications2. Structured but flexible process to improve quality3. Visibility of expectations and status to all stakeholders solves many issues4. Empower the case worker, improving the “customer” experience© 2011 SPRINGCM INC. ALL RIGHTS RESERVED. 35
  36. 36. Questions?36 © 2010 Forrester Research, Inc. Reproduction Prohibited
  37. 37. Thank You Craig Le Clair +1 617.613.6176 cleclair@forrester.com Roger Bottum rbottum@springcm.com @springcm37 © 2010 Forrester Research, Inc. Reproduction Prohibited© 2011 SPRINGCM INC. ALL RIGHTS RESERVED.

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