Adaptive Case Management

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1 (ACM) You are the process Dynamic BPM with Danilo Schmiedel & Torsten Winterberg OPITZ CONSULTING Deutschland GmbH BPM in Practice, October 2013 Seite 1

2 The Team: Masons-of-SOA Bernd Trops (Talend): Clemens Utschig-Utschig (Boehringer-Ingelheim): Berthold Maier (T-Systems): Hajo Normann (Accenture): Torsten Winterberg (OPITZ CONSULTING): Jürgen Kress (Oracle Corp.) Guido Schmutz (Trivadis): Danilo Schmiedel (OPITZ CONSULTING):

3 Agenda 1. From taylorism to knowledge work 2. Which IT-support is needed? 3. Case Study 4. Modeling Cases with CMMN 5. Live-Demo Seite 3

4 1 From taylorism to knowledge work Seite 4

5 The industrial revolution: Bringing mass-production to our world Seite 5

6 With taylorism came the production worker Seite 6

7 The key: Serial Execution of a well-defined process (and no exceptions!) Exceptions A4 A1 Trx A2 Trx A3 D1 A5 Seite 7

8 Taylorism: production workers everywhere Seite 8

9 Work has changed today: A new role emerged: the knowledge worker Innovation in business concepts Division of Labor Work & Component Standardization Efficiency studies & Improvement Management Innovation in technology Tools Machines Seite 9

10 2 Why and how to give the knowledge worker better IT support? Seite 10

11 IT support for knowledge workers is a challenge Rigid Workflow CRM/ ERP Product system Document system Paper Word/ Excel Data-driven system Seite 11

12 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 1 Seite 12

13 In-box driven service architecture?! Seite 13

14 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 14 BEA Confidential 14 s n

15 BPM technology. The solution? Seite 16

16 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 17

17 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 18

18 Flowcharting based BPM represents rigid processes Seite 19

19 Enter Case Management Goal-oriented like a navigation system Journey to Hamburg Status: arrived Seite 20

20 No difference between straight-through and manual processing Seite 21

21 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 22

22 BPM and ACM Seite 23

23 BPM und ACM: There s no versus. You need them both! BPM Rigid BPM with BPMN Adaptive BPM with ACM rbpm abpm Seite 24

24 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 Tasks can vary in complexity by Hajo Normann, Accenture 2 Seite 26

25 BPM and ACM: ACM is data-centric Seite 27

26 Ermerging paths (university campus Stuttgart) Seite 28

27 3 Case Study Seite 34

28 Facts & Figures Insurance Claims Management Customer System house for federal insurances in the german market Enhances and supports IT-landscapes for several clients (e.g. property insurances, building insurances, life insurances, ) Guarantees confidentiality, availability and integrity of data and applications Expected benefits Trace claim management across system bounderies Improvement of the data quality Statistical analysis in order to develop new business models Improvement of decisions Identification of potential work step automations Integration of new systems Faster enablement for new employees Seite 35

29 Insurance Company Information System (ICIS) Seite 37

30 As-Is Situation (2) Clerk: I am using our Insurance Information System for many years. It is the key software for my daily business and I know almost every shortcut. My work is unpredictable and highly individual each working step depends on many criterias like the current situation and the client. Client Service Assistent: I have to deal with a lot of clients every day using different software and channels like phone / mail / telefax. Supervisor: It is important to increase the transparency of our system. Currently it is quite complicated to check which details are missing and who is involved in a certain claim? This is always an issue when claims are assigned to other colleagues. Seite 38

31 Where and how does ACM help? Seite 40

32 Different User Interfaces to be integrated Zahlba r an $ ICIS Insurance Company Information System Case Management UI Worklist Seite 41

33 UI Integration Options 1) Separate UI s 3) ICIS and ACM integrated in Portal Independent Worklist Zahlba r an $ ICIS Case Management UI Worklist 2) ICIS with CM-Functionality Independent Case-UI for new implementations 4) Portal with all User Interfaces Seite 42

34 Case Management UI (Example) Seite 43

35 Smart Change: Our approach to introduce ACM Step 1 Application to Process Step 2 Collaboration & Integration Step 4 Replacement Step 3 Optimization & Innovation Seite 45

36 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 46

37 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 47

38 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 48

39 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 49

40 4 Modeling Cases with CMMN Seite 50

41 Claims Management has two cases Seite 51

42 Case Design Case Management covers complex and unstructured knowledge-intensive scenarios We started with a mind-mapping approach in order to collect the following information: Milestones (Checkpoints in the progress) Outcomes Case Activities (Represent specific work) Execution semantics (manual, automatic, required, repeatable, ) Case Rules Data & Documents User Events (e.g. Document received) Stakeholders Permissions Seite 52

43 Case Design (2) Claim Evaluation Milestones mark progression of a case Claim Handling Claims Regulation Case Participants (Stakeholders) CSR Assistant Collect claimant data Notify Client Activities can be repeatable Notify Client Activities system guided or human controlled Clerk Perform formal checks Request estimate of costs Further inquiry third-party insurance Create claim acceptance document Perform payment Activity availability controlled by permissions and rules Comission a appraiser Request missing documents Create booking entry for claim payment Partial settlement of a claim Supervisor Accept claim Reject claim Activity can be a structured process or a task Approve Reject Seite 53

44 Case Management Model and Notation 1.0 OMG defined a new standard for Case Modeling Case Management Model and Notation (CMMN) Beta version published in January 2013 Vendors like IBM, Oracle, SAP, Kofax, Cordys and Tibco have have contributed to this standard Seite 54

45 Design-time modeling and run-time planning During the design-time phase, business analysts engage in modeling and define tasks that are always part of the case and discretionary Tasks to be applied in addition, to his/her discretion During the run-time phase, case workers execute the plan, particularly by performing tasks as planned and adding discretionary tasks to the case plan instance in run-time Seite 55

46 Case: Claims File Case Management Model and Notation 1.0 (CMMN) Seite 62

47 Seite 64

48 5 Live Demo Seite 65

49 6 Conclusion Seite 66

50 Conclusion extends Task Management 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) Concentrate on core business Not ACM instead of BPM ACM is a new tool in the architect s toolbox. Deliver more BPM value to the business By applying ACM where appropriate Don t imprison the knowledge worker in rigid processes Watch out, if people aren t allowed to make decisions on their own. Seite 68

51 Discussion, Questions & Answers Seite 69

52 Contact Torsten Winterberg Business Development & Innovation OPITZ CONSULTING Deutschland GmbH Kirchstr. 6, Gummersbach, Germany Phone: Mail: Blog: Danilo Schmiedel Solution Architect OPITZ CONSULTING Deutschland GmbH Kirchstr. 6, Gummersbach, Germany Phone: Mail: Blog: inside-bpm-and-soa.blogspot.com OPITZ CONSULTING GmbH 2013 Seite 70

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