Adaptive Case Management

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1 (ACM) You are the process Dynamic BPM with Torsten Winterberg OPITZ CONSULTING Deutschland GmbH MID Insight, November 2013 Seite 1

2 Seite 2

3 1 - Introduction Seite 4

4 IT support for knowledge workers is a challenge Rigid Workflow CRM/ ERP Product system Document system Paper Word/ Excel Data-driven system Seite 5

5 Task Management is a starting point to address this challenge Task Management Tasklist Task Templates Task Runtime Framework Task Application Design Content Events Rules Collaboration by Hajo Normann, Accenture 6 Seite 6

6 In-box driven service architecture?! Seite 7

7 Service Providers Integrationsplattform Service Konsumenten In-box as central architecture component of the enterprise reference-architecture (I) - Conceptual view User Interaction Channels Browsers Client UI Cell PDA IVR System Consumers Applications Events Partners Composite Applications Web Apps Portal Mashup Workflow In-box Business Processes Fat Clients Presentation Services Business Process Services Business Activity Services Data Services Shared Business Processes Atomic Business Services Logical Data Model Consistent User Interaction Data Aggregation Business Process Rationalization Process Integration Shared Portlets Data Synchronization System & Human Centric Processes Custom Business Logic Data Access In-box Services Enterprise Business Intel. Business Rules Enterprise Security / Identity Event Processing Service Mediation & Messaging Management Governance Connectivity Services System Access Messaging Adapters Data Access Partner Integration Service Oriented Infrastructure (DB, Grid, Virtualization, Caching) Non-Service Enabled Assets Service Enabled Assets Legacy Packaged DB Partner Content Collaboratio Search Seite 8 BEA Confidential 8 s n

8 BPM technology. The solution? Seite 9

9 BPM technology. The solution? The key lesson: Pre-defined workflow is great, but you need to apply it where appropriate Don t bring us back to Taylor-times Seite 10

10 The fear So I won t have a complete 30-step, 10 angles covered, EPC/BPMN compliant process model to control, uhm, guide employees?! Seite 11

11 Flowcharting based BPM represents rigid processes Seite 12

12 Enter Case Management Goal-oriented like a navigation system Journey to Nuremberg Status: arrived Seite 13

13 No difference between straight-through and manual processing Seite 14

14 What is a case? The coordination of multiple tasks, planned or unplanned, for a specific purpose. Almost anything can be treated as a case. An insurance claim A patient An event (such as a conference) An identity theft investigation A project An asset (such as a building) A customer request A customer Is case the right term? Seite 15

15 Classical BPM and ACM: Different approaches for Task Management Tasks are tied to Processes Participants can refine case tasks as they proceed ACM uses a task-oriented approach to define the structure of a case Cases and in-baskets reflect the tasks that need to be completed, regardless of where they came from New tasks can be added to cases on the fly 1 Tasks can vary in complexity by Hajo Normann, Accenture Seite 16

16 BPM and ACM Seite 17

17 BPM und ACM: There s no versus. You need them both! BPM Rigid BPM with BPMN Adaptive BPM with ACM rbpm abpm Seite 18

18 Case Management UI (Example) Seite 19

19 Ermerging paths (university campus Stuttgart) Seite 20

20 2 Case Study Seite 21

21 Insurance Company Information System (ICIS) Seite 22

22 Case Management UI (Wireframe II) Seite 24

23 Case: Claims File Case Management Model and Notation 1.0 (CMMN) Seite 25

24 CMMN Modeling in MID Innovator Seite 26

25 Download: Seite 27

26 3 Conclusion Seite 28

27 Conclusion : The Goal is important Increase of efficiency NOT via automation of routine work. That s already in SAP. But by giving knowledge workers a perfect work environment. Enable them to: Make better decisions (more informed) Living Knowledge base to embrace the learning organization Not ACM instead of BPM ACM is a new tool in the architect s toolbox. Discovery of process paths: Process Mining Deliver more BPM value to the business By applying ACM where appropriate When processes are too complex to model or have too many variants Don t imprison the knowledge worker in rigid processes Suggesting instead of Mandating Watch out, if people aren t allowed to make decisions on their own. Seite 29

28 Discussion, Questions & Answers Seite 30

29 Why have we chosen Case Management? Case Management is centered around living information and relationships (traditional business processes are centered around a priori defined activity sequences) Many different insurance types = many process variances Discovery of process paths to extract patterns and to improve the customer satisfaction No rigid process boundaries Suggesting instead of mandating - Participants choose actions to meet goals Many different types of users: production worker AND knowledge worker Seite 31

30 Smart Change: Our approach to introduce ACM Step 1 Application to Process Step 2 Collaboration & Integration Step 4 Replacement Step 3 Optimization & Innovation Seite 32

31 Smart Change: Step 1 Application to Process The knowledge worker still uses the existing systems Event-Driven: ACM solution catches events from ICIS and other systems Guided Navigation: ACM solution visualizes the process flows and guides the user to reach a satisfactory outcome Predictive Working: Provide suggestions in order to find the best decision Step 1 Application to Process Step 4 Replacement Step 2 Collaboration & Integration Step 3 Optimization & Innovation Seite 33

32 Smart Change: Step 2 Collaboration and Integration Implement new functions, which are not available today Step 1 Application to Process Step 4 Replacement < Step 2 Collaboration & Integration Step 3 Optimization & Innovation Automation: Automate manual working steps Content Collaboration: Integrate new systems and partners Integrate new channels Seite 34

33 Smart Change: Step 3 Optimization & Innovation Step 1 Application to Process Step 4 Replacement Step 2 Collaboration & Integration Step 3 Optimization & Innovation Adaptivity: establish an intelligent BPM solution with new services Improve and enhance decision the management React on impulse factors Seite 35

34 Smart Change: Step 4 Replacement Step 1 Application to Process Step 2 Collaboration & Integration Extract claims management from existing applications and switch to ACM solution Step 4 Replacement Step 3 Optimization & Innovation Seite 36

35 Contact Torsten Winterberg Business Development & Innovation OPITZ CONSULTING Deutschland GmbH Kirchstr. 6, Gummersbach, Germany Phone: Mail: Blog: Blog: OPITZ CONSULTING GmbH 2013 Seite 37

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