Adapting to Case Management
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Adaptive Case Management Defined
“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.”
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A quote to start things off
“Science must not impose any philosophy, any more than the telephone must tell us what to say”
- G.K. Chesterton
Adaptive Case Management isn’t simply about enabling technology, it
represents a fundamental shift in approaching knowledge work
Challenge #1 Predicting and predefining how knowledge work happens
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Process Modeling Starts Here
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Gets More Complex
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And Ends Up Here
And that’s for a reasonably simple, well-defined process
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»“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?
Predictability and Practicality
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Pre-defining all states and transitions
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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.”
Challenge #1 Predicting and predefining how knowledge work happens
Challenge #1 Predicting and predefining how knowledge work happens
Adaptation #1 Predefine only what is necessary and repeatable and give users guidance when needed or wanted
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From Predefined to Adaptive
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
Knowledge work doesn’t happen the same way every time
Don’t lay down iron track
Allow participants to use their judgment and experience
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Coordination through Case Folder
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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
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Collaboration
Cases are by nature collaborative
Who did what, when and why is auditable
Individuals and groups can be assigned tasks or work within the case
The case folder should deal with the complexity of multi-access automatically
Work may involve activities outside of the system, e.g. researchers, underwriters.
Work from cases shows up in personal work queues as needed
Multiple people work on a case simultaneously
Challenge #2Dealing with constant change in business
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»Regulatory requirements
»Market conditions
»Competitive Pressures
»Government mandated programs and service levels
The Only Constant is Change
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Typical Process Lifecycle
Model
Execute
ControlMeasure
Optimize
STOP
Many variations of this model exist
Modeling is synonymous with creating process maps
Time between model and execute is often longer than desired
What happens when change is needed?
Challenge #2Dealing with constant change in businessChallenge #2Dealing with constant change in business
Adaptation #2 Give users tools to deal with ad-hoc work and empower them to adjust the solution in place
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Tools for Dealing with 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
Challenge #3Force fitting business into a process model
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Process Centric ApproachHuman Resources On-boarding
People Job Applicants Hiring Manager HR Specialist
Business Process Requisitioning
Talent Acquisition Interviewing
Hiring Orientation
Documents Job Description
Resume(s) Application
I9 Form Identification
Benefit Summary
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»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
Process Centric Challenges
Challenge #3Force fitting business into a process modelChallenge #3Force fitting business into a process model
Adaptation #3 Move beyond creating only process maps and start thinking about the business entities you deal with
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» Identify the business entities
»Describe their relationships
»Fill in the details
»Specify tasks to be done
»Create a template library
Data Centric Solution
Manager Positions
Candidates Recruiters
Interviews References
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»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
How is this different?
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So Where Does that Lead Us?
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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
Conclusion
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Learn more in our online
Case Management Resource Center
or on our blog
Because Process Matters
Conclusion
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