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Adapting to Case Management
Adaptive case management (ACM) is an approach that focuses on the case information rather than predefining all possible processes up front. It enables non-technical users to collaboratively manage unpredictable work in a flexible manner. In ACM, core entities, tasks, and guidelines are defined, but users have freedom to adapt the workflow as needed. This allows knowledge work to be handled without forcing strict process adherence.
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Adapting to Case Management
- 1. Adapting to CaseManagement
- 2. Adaptive Case ManagementDefined “Adaptive Case Management enables non-technical business users in virtual organizations to seamlessly create/consolidate structured and unstructured processes from basic predefined business entities, content, social interactions, and business rules.” “ACM differs from business process management (BPM) in that the case information is the focus and the thing around which the other artifacts are organized. And it is the case information that persists for the long term.” 2 Copyright 2009 © All rights reserved. Global 360 Inc.
- 3. A quote tostart things off “Science must not impose any philosophy, any more than the telephone must tell us what to say” - G.K. Chesterton 3 Copyright 2009 © All rights reserved. Global 360 Inc.
- 4. Adaptive Case Managementisn’t simply about enabling technology, it represents a fundamental shift in approaching knowledge work
- 5. Challenge #1 Predicting andpredefining how knowledge work happens
- 6. Process Modeling StartsHere 6 Copyright 2009 © All rights reserved. Global 360 Inc.
- 7. Gets More Complex 7 Copyright 2009 © All rights reserved. Global 360 Inc.
- 8. And Ends UpHere 8 Copyright 2009 © All rights reserved. Global 360 Inc.
- 9. And that’s fora reasonably simple, well-defined process
- 10. Predictability and Practicality » “Does Unpredictable Work Exist?” » Can you really know all possible “states and transitions” associated with how work is done? » Is this a practical approach? » What would this look like? 10 Copyright 2009 © All rights reserved. Global 360 Inc.
- 11. Pre-defining all statesand transitions 11 Copyright 2009 © All rights reserved. Global 360 Inc.
- 12. Real World Limitations “We modeled the process as best as we could, but it seemed like there were about 1300 use cases possible.” “Trying to model the process for the BPMS implementation so explicitly created a proliferation of tasks and UI implementations, most of which were run by the same participant.” “We’ve now temporarily abandoned it…” “There is growing consensus that our biggest miss was that we didn’t recognize … for the more complex use cases … a case management pattern/approach would have probably worked best.” 12 Copyright 2009 © All rights reserved. Global 360 Inc.
- 13. Challenge #1 Predicting andpredefining how knowledge work happens Adaptation #1 Predefine only what is necessary and repeatable and give users guidance when needed or wanted
- 14. From Predefined toAdaptive Knowledge work doesn’t happen the same way every time Don’t lay down iron track Allow participants to use their judgment and experience Define states and goals Incorporate rules where appropriate Enable ad-hoc addition of tasks and documents Link in structured processes and services to eliminate repeatable steps 14 Copyright 2009 © All rights reserved. Global 360 Inc.
- 15. Coordination through CaseFolder 15 Copyright 2009 © All rights reserved. Global 360 Inc.
- 16. Tools and Guidelines Provide only the tools a user needs - Notes - Discussions - Dashboards - Reports Give participants control over user experience – personalization Communications and mentoring are key Incorporate rules to enforce task order or state changes - Minimizes “not in good order” scenarios 16 Copyright 2009 © All rights reserved. Global 360 Inc.
- 17. Collaboration Cases are by nature collaborative Multiple people work on a case simultaneously The case folder should deal with the complexity of multi-access automatically Who did what, when and why is auditable Work may involve activities Individuals and groups can be outside of the system, e.g. assigned tasks or work within the researchers, underwriters. case Work from cases shows up in personal work queues as needed 17 Copyright 2009 © All rights reserved. Global 360 Inc.
- 18. Challenge #2 Dealing withconstant change in business
- 19. The Only Constantis Change » Regulatory requirements » Market conditions » Competitive Pressures » Government mandated programs and service levels 19 Copyright 2009 © All rights reserved. Global 360 Inc.
- 20. Typical Process Lifecycle Many variations of this Model model exist Modeling is synonymous with creating process maps Time between model and Optimize Execute execute is often longer than desired What happens when change STOP is needed? Measure Control 20 Copyright 2009 © All rights reserved. Global 360 Inc.
- 21. Challenge #2 Dealing withconstant change in business Adaptation #2 Give users tools to deal with ad-hoc work and empower them to adjust the solution in place
- 22. Tools for Dealingwith Ad-hoc work » Configurable template that serves as the starting point or best practice ‣ Expected elements of a case folder can be setup in advance » Dynamic creation and assignment of tasks or documents ‣ Select from tasks previously used ‣ Create new tasks on the go ‣ Include placeholders for expected documents ‣ Access to library of standard documents » Ability to incorporate snippets of work, processes and services » Modification of the template by authorized users while in production 22 Copyright 2009 © All rights reserved. Global 360 Inc.
- 23. Challenge #3 Force fittingbusiness into a process model
- 24. Process Centric Approach Human Resources On-boarding People Documents Business Process Job Applicants Job Description Requisitioning Hiring Manager Resume(s) Talent Acquisition HR Specialist Application Interviewing I9 Form Hiring Identification Orientation Benefit Summary 24 Copyright 2009 © All rights reserved. Global 360 Inc.
- 25. Process Centric Challenges » Finding the process structure is hard ‣ Some problems have a lot of variability ‣ Temptation to force process change to simplify ‣ Exception cases typically not well understood » Everything must be in the workitem ‣ Cramming everything into one place makes it complex ‣ Alters the designer’s conceptualization of the problem » The workitem is transient ‣ The process updates a system of record ‣ Loss in fidelity ‣ Can’t mine history for process improvement ideas 25 Copyright 2009 © All rights reserved. Global 360 Inc.
- 26. Challenge #3 Force fittingbusiness into a process model Adaptation #3 Move beyond creating only process maps and start thinking about the business entities you deal with
- 27. Data Centric Solution » Identify the business entities » Describe their relationships » Fill in the details Manager Positions » Specify tasks to be done » Create a template library Candidates Recruiters Interviews References 27 Copyright 2009 © All rights reserved. Global 360 Inc.
- 28. How is thisdifferent? » People understand correspondence, contracts, employees and invoices and can easily describe these entities » Provides a foundation for other solutions through reusable “objects” » Potential for use of ACM platform as a system of record 28 Copyright 2009 © All rights reserved. Global 360 Inc.
- 29. So Where Doesthat Lead Us? 29 Copyright 2009 © All rights reserved. Global 360 Inc.
- 30. Conclusion Adopting Adaptive Case Management strategies can be successful because it centers on describing your business in your terms You don’t have to change how you think about your business or agency, the tool adapts to fit what you do 30 Copyright 2009 © All rights reserved. Global 360 Inc.
- 31. Conclusion Learn more in our online Case Management Resource Center or on our blog Because Process Matters 31 Copyright 2009 © All rights reserved. Global 360 Inc.
Editor's Notes
- #25 Start by drawing a process mapAdd steps to the map for the activitiesConnect them together with rules and decisions
- #26 If the candidate is applying for a programming position, we want them to take a programming test. If they are applying for a design position we want to see their portfolio. Do we call their references? Yes for a high level position, less critical for a low level position.Do we need to do a background or criminal check?Should we Google their web presence?
- #28 Template library - predefined template fragments for a case to add specific documents and tasks. For a candidate case, there would be fragments for specific types of positions. These may be defined by the solution designer, but even better, they can be defined by the participants over time. For example, if the candidate is applying for a position as a programmer, we may want to ask them to complete a programming skills test. If the candidate is applying for a position as a graphic designer, we may want them to submit samples of their work. These two template fragments would be defined as:ProgrammerDocuments: Test resultsFields: GradeTasks: Conduct testGraphic DesignerDocuments: Sample WorkFields: Evaluation of Sample WorkTasks: Request samples
- #29 Foundation for future solutionsThe cases from one solution may be reused in your next solutionThe ACM as the system of recordThe body of cases over time becomes a valuable resourceAbility to mine information for ideasTechnical implicationsPersistence strategy matters, put it all in the databaseRetention features are a must