Case Management: Where Rules Meet Process And Content

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Slides from my presentation at Building Business Capability conference, Las Vegas, 13 November 2013

Slides from my presentation at Building Business Capability conference, Las Vegas, 13 November 2013

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  • 1. Case Management: Where Rules Meet Process And Content Building Business Capability Las Vegas 2013 Sandy Kemsley l www.column2.com l @skemsley
  • 2. Agenda l How we work, and the systems that support it l A closer look at case management l l l l l l Content Checklists Process Rules Events Benefits of case management Copyright Kemsley Design Ltd., 2013 2
  • 3. How We Work The Systems We Use To Work Copyright Kemsley Design Ltd., 2013 3
  • 4. How We Work: Taylor vs. Drucker l l Scientific management Standardize processes to increase efficiency l l Management by objectives Participants choose actions to meet goals
  • 5. Routine vs. Knowledge Work Routine Work l Efficiency l Accuracy l Process improvement Automation l “Classic” BPM l Knowledge Work l Flexibility l Assist human knowledge work l Collect artifacts l Adaptive Case Management (ACM) Copyright Kemsley Design Ltd., 2012 5
  • 6. A Range Of Process Repeatability Structured • e.g., automated regulatory process • Pre-defined participants Structured with ad hoc exceptions • e.g., financial backoffice transactions • Select from predefined participants Unstructured with pre-defined fragments • e.g., insurance claims • Select pre-defined or new participants Copyright Kemsley Design Ltd., 2012 Unstructured • e.g., investigations • Collaboration on demand or selfselected participation 6
  • 7. Broader Spectrum of Predictability Copyright Kemsley Design Ltd., 2013 7 Source: Keith Swenson, Fujitsu, www.social-biz.org
  • 8. Competing/Complementary Product Classes l BPM l Simple workflow l ECM l Capture l Correspondence management l Case management (PCM, ACM) l OEM BPM/ECM solutions l Ad hoc task management Copyright Kemsley Design Ltd., 2013 8
  • 9. A Range Of Usage Scenarios l Process orchestration l l l Complex knowledge work l l l Transaction-centric Predefined processes Content/information-centric Predefined tasks, selected by worker Simple task/process management l l Goal-centric Checklist created/assigned by worker Copyright Kemsley Design Ltd., 2013 9
  • 10. Adjacent/Overlay Technologies l Analytics l l l l Prediction for problem avoidance Simulation for recommendations Mining for discovery Rules l l In-line calls for decisioning Declarative for triggering actions Copyright Kemsley Design Ltd., 2013 10
  • 11. A Closer Look At Case Management Systems Copyright Kemsley Design Ltd., 2013 11
  • 12. [Adaptive] Case Management l Dynamically configurable to meet worker’s needs l Supports rather than controls l Case folder as central permanent artifact l Reliance on rules and content as well as process l Collaboration on demand Copyright Kemsley Design Ltd., 2013 12
  • 13. BPM Versus ACM BPM Repeatability Highly repeatable Focus Transactions Goal Efficiency: replace human steps where possible Example Straight through processing of financial transactions ACM Unpredictable Knowledge Problem resolution: assist and support case worker Managing chronic patient care
  • 14. Knowledge Worker Challenges Without ACM l Rigid processes in existing systems l l l Insufficient context for decision-making l l l Manual work-arounds and collaboration Process/task-centric Time wasted looking for relevant information Manual orchestration of multiple applications Inconsistent application of policies/rules l Training time increases with rule complexity Copyright Kemsley Design Ltd., 2012 14
  • 15. What Makes A Case? Events Content Checklists Processes Rules Copyright Kemsley Design Ltd., 2013 15
  • 16. What’s In An ACM System? l A combination of process, content, rules, events, collaboration, analytics... l Persistent case folder l Pre-defined checklists for common tasks l Guidance/guardrails via declarative rules l Personalization for worker preferences l Prediction and what-if scenarios Copyright Kemsley Design Ltd., 2012 16
  • 17. Case Management Use Cases Copyright Kemsley Design Ltd., 2013 17
  • 18. The Importance Of Process: Loan Exception Handling l Predefined process for loan transaction l Exceptions due to missing documentation l l l Collaboration between front/back office to gather documents from customer Override standard documentation requirements Case management benefits: l l Exceptions remain “in the system” Emergent behavior patterns detected for future process improvement Copyright Kemsley Design Ltd., 2012 18
  • 19. The Importance of Content: Customer Call Center l Knowledge work within context of customer information l Hand-off of responsibility common l Case management benefits: l l l Less hand-offs since earlier workers may solve problem within context Full customer history travels with case Other customer events can impact case in flight Copyright Kemsley Design Ltd., 2012 19
  • 20. The Importance of Rules: Insurance Claims Handling l Knowledge work in context of claim documents l Claim manager retains responsibility but may delegate tasks l Case management benefits: l l Faster claim resolution due to information context Improved compliance due to policy/rules enforcement Copyright Kemsley Design Ltd., 2012 20
  • 21. Benefits Of Case Management Copyright Kemsley Design Ltd., 2013 21
  • 22. Benefits Of Case Management l Management control/visibility into work in progress l Informational context improves knowledge worker decision-making and productivity l Task reassignment allows delegation l Compliance and policies enforced l Audit trail tracks participants and actions
  • 23. Related Benefits l Realtime business event monitoring l Predictive analytics and recommendations l Mining for emergent processes Copyright Kemsley Design Ltd., 2012 23
  • 24. Slides at www.slideshare.net/skemsley Sandy Kemsley Kemsley Design Ltd. email: sandy@kemsleydesign.com blog: www.column2.com twitter: @skemsley Copyright Kemsley Design Ltd., 2013 24