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![[Adaptive] Case Management
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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
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Collaboration on demand
Copyright Kemsley Design Ltd., 2013
12](https://image.slidesharecdn.com/casemanagementrulesprocesscontent-131113181916-phpapp02/75/Case-Management-Where-Rules-Meet-Process-And-Content-12-2048.jpg)
Uploaded bySandy Kemsley
Case Management: Where Rules Meet Process And Content
This document discusses case management systems and how they can help knowledge workers. It defines case management as a combination of process, content, rules, and events to support knowledge work in a flexible way. The document outlines how case management provides benefits like improved decision making through contextual information, enforcement of policies and rules, and visibility into work in progress. It provides examples of how case management helps with tasks like loan exception handling, customer support, and insurance claims processing.
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Case Management: Where Rules Meet Process And Content
- 1. Case Management: Where RulesMeet 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 TheSystems 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. KnowledgeWork 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 OfProcess 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 ofPredictability 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 Correspondencemanagement l Case management (PCM, ACM) l OEM BPM/ECM solutions l Ad hoc task management Copyright Kemsley Design Ltd., 2013 8
- 9. A Range OfUsage 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 forproblem 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 LookAt Case Management Systems Copyright Kemsley Design Ltd., 2013 11
- 12. [Adaptive] Case Management l Dynamicallyconfigurable 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 RepeatabilityHighly 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 WithoutACM 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 ACase? Events Content Checklists Processes Rules Copyright Kemsley Design Ltd., 2013 15
- 16. What’s In AnACM 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 UseCases Copyright Kemsley Design Ltd., 2013 17
- 18. The Importance OfProcess: 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 ofContent: 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 ofRules: 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 CopyrightKemsley Design Ltd., 2013 21
- 22. Benefits Of CaseManagement 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 businessevent monitoring l Predictive analytics and recommendations l Mining for emergent processes Copyright Kemsley Design Ltd., 2012 23
- 24. Slides at www.slideshare.net/skemsley SandyKemsley Kemsley Design Ltd. email: sandy@kemsleydesign.com blog: www.column2.com twitter: @skemsley Copyright Kemsley Design Ltd., 2013 24