This document discusses adaptive case management (ACM) and how it differs from traditional business process management (BPM). ACM supports dynamic, knowledge-based work and innovation better than BPM, which is better suited for repetitive, predictable processes. The key differences are that ACM allows for emergent processes and user-defined templates rather than pre-defined flows. It also has lower overhead for adapting to changing needs compared to the complex modeling and analysis required by BPM.

1. ELEMENTS
OF
ADAPTIVE
CASE
MANAGEMENT
Max
J.
Pucher
Chief
Architect
ISIS
Papyrus
So>ware

2. READ ABOUT ADAPTIVE CASE MANAGEMENT IN
Mastering
the
Unpredictable
Max J. Pucher is a co-author
and writes about how
Adaptive Case Management
supports the dynamics of
knowledge work.
http://www.MasteringTheUnpredictable.com

3. MODEL
OF
A
PROCESS
VALUE
CHAIN
Infrastructure
Human
Resource
Management
Product
Development
Procurement
©
2010
Max
J.
Pucher
AdapMve
Case
Management
3

4. EXPLOITATION
(BPM)
AND
INNOVATION
(ACM)
ALSO GOVERNMENT ORGANIZATIONS ARE BUDGET/COST DRIVEN ...
CITIZENS ARE CUSTOMERS ...
Management
Development
Service
Service Execu;on Logis;cs
Innova;on
Exploita;on
©
2010
Max
J.
Pucher
AdapMve
Case
Management
4

5. ORTHODOX
BUSINESS
PROCESS
METHODOLOGY
Establish
”As-­‐Is”
Review
Conduct
fact
Create ”As-Is”
exis;ng
finding
Process
flows
informa;on
sessions
Validate
”As-­‐Is”
Distribute
”As-­‐
Is”
flows
and
Conduct
Data
Revise
”As-Is”
ques;ons
Analysis
flows
Establish
”To-­‐Be”
Understand
Create
”To-­‐
Perform
Conduct
Data
Be”
Process
Business
Benchmarking
Analysis
flows
Objec;ves
Create
”To-­‐ This
is
just
the
Be”
Perform
Gap
suppor;ng
complete
analysis
cycle
Analysys
Narra;ve
and
there
is
NOTHING
yet
implemented.
©
2010
Max
J.
Pucher
AdapMve
Case
Management
5

6. BUSINESS
PROCESS
MANAGEMENT
PROCESSES
ARE
A
WAY
TO
MANAGE
RELIABLY
–
LESS
RISKY
-­‐
EXPLOITATION
Design
&
Analysis
Configura;on
• IdenMficaMon
• System
• Modeling
• ImplementaMon
ConfiguraMon
• ValidaMon
• Test
• SimulaMon
• Deployment
• VerificaMon
Process
Enactment
Admin
Design
&
Analysis
Owner
INNOVATION?
Enactment EvaluaMon
Evalua;on
• OperaMon
• Process
Mining
• Monitoring
Adherence
• Business
AcMvity
Monitoring
• Maintenance
• Key
Performance
Indicators
©
2010
Max
J.
Pucher
AdapMve
Case
Management
6

7. BPM
PROJECT
OVERHEADS
THE
OVERHEAD
OF
PROCESS
ANALYSIS
IS
RECURRING
FOR
INNOVATION
Source: BPTrends 2006
©
2010
Max
J.
Pucher
Adaptive Case Management 7

8. WORK
FLOW
PROCESS
OR
KNOWLEDGE
WORK
DESIGN EXAMPLE: SOCIAL BENEFITS PROCESSING
Request
Contact Gather
info
Verify
Eligibility
Knowledge
work:
These
are
just
the
core
Pay
Benefit
elements
of
the
general
acMviMes
but
they
do
not
consMtute
a
flowing
process.
©
2010
Max
J.
Pucher
AdapMve
Case
Management
8

9. BPM
MODELING
TO
IMPLEMENTATION
End
User
Focus
Drawing
Tools
BPMN
ImplementaMon
BPEL,
XSD,
...
Process
Enactment
System
Deployment
Technology
Source:
AIIM
Focus
System
to
Human
to
System
focus
Human
focus
©
2010
Max
J.
Pucher
AdapMve
Case
Management
9

10. PROCESS
MANAGEMENT
ENHANCEMENTS
DEAL
WITH
EXCEPTIONS
AND
VARIATIONS
CAUSED
BY
FLOWCHARTS
• AD-­‐HOC:
Users
start
a
new
process
for
collaboraMon
without
feedback
to
a
template.
• AGILE:
Drawing
tools
are
usable
by
non-­‐technical
analysts
and
methodology
ensures
a
well
defined
cycle
of
monitoring
and
improvement.
• DYNAMIC:
Users
can
make
free
choices
of
sub-­‐
processes
at
certain
points
in
the
process.
• SOCIAL:
Users
collaborate
in
a
social
network
about
creaMng
process
flowcharts
drawings.
©
2010
Max
J.
Pucher
AdapMve
Case
Management
10

11. ADAPTIVE
CASE
MANAGEMENT
InnovaMon
requires
evaluaMon
of
needs
versus
results.

12. CONCEPTS
OF
ADAPTIVE
CASE
MANAGEMENT
repetitive emergent
straight
produc;on
dynamic
human
ad-­‐hoc
case
through
processes
processes
processes
management
processes
PROCESS
PEOPLE
cost outcome
ADAPTIVE
PROCESS
©
2010
Max
J.
Pucher
AdapMve
Case
Management
12

13. REPETITIVE
WORK
FLOW
PROCESS
DESIGN EXAMPLE: LOGISTICS
Key performance indicators control actual versus expected.
Ship Bill
Customer
Produc;on
&
Manufacturing
Pack There
is
a
small
percentage
(20%)
of
processes
related
to
physical
enMMes
that
benefit
from
reducing
the
amount
of
variaMon
and
errors
in
handling.
Order
©
2010
Max
J.
Pucher
AdapMve
Case
Management
13

14. EMERGENCE
IN
COMPLEX
SYSTEMS
ANALYSIS,
UNDERSTANDING,
MODEL,
LEVERAGE,
CONTROL
uncertain
uncertain
outcome
outcome
probability
probability
esMmated
unknown
uncertainty
risk
The Double-Pendulum unpredictable, chaotic movement ...
©
2010
Max
J.
Pucher
AdapMve
Case
Management
14

15. BPM
VERSUS
ADAPTIVE
CASE
MANAGEMENT
Requirements Planning Implement Review
Complex
requirements
Process
interacMons,
interfaces,
GUI,
rules
Complex
changes
have
gathering. excepMons,
events.
and
content
coding
to
be
reviewed/tested.
USERS CREATE user
defined
PROCESSES
INTERACTIVELY
iteraMon
FROM ELEMENTS
IN A TEMPLATE.
User
create
templates
Templates
Actors
and
can
also
change
the
process
on
the
fly.
©
2010
Max
J.
Pucher
AdapMve
Case
Management
15

16. FIVE
ELEMENTS
OF
AN
ACM
TEMPLATE
ALL
PROCESSES
REQUIRE
ALL
ELEMENTS
–
MOST
ARE
CODED
TODAY
Central
Virtual
Metadata
Repository
KEY
COMPONENTS
OF
ADAPTIVE
PROCESSES
1.
Concept
2.
Ac;vity
3.
Case
4.
Boundary
5.
User
Metadata
Templates
Content
Rules
Interface
ApplicaMon
and
Resource
Deployment
AUTHORIZATION
DEPLOYMENT
Project
and
Change
Management
OrganizaMon,
AuthorizaMon
and
Security
©
2010
Max
J.
Pucher
AdapMve
Case
Management
16

17. INCLUSIVE
ADAPTIVE
PROCESS
Real
world
processes
do
not
assume
models
and
gather
staMsMcal
illusions
that
then
are
used
to
predict
customer
behavior,
but
they
act
and
interact
with
the
customer/ciMzen
in
reality
and
react
to
it
in
real-­‐Mme.
Business
Strategy
1
creates
a
real
world
organizaMon
of
process
owners
who
act.
BBusiness
Strategy
Involve
Customer
Business
Architecture
2
A
library
of
enMMes
to
model
the
processes
is
provided
to
actors.
Process
Execu;on
3
Using
the
adapMve
plaqorm
processes
are
created
interacMvely.
Business
Execute
Process
Architecture
Involve
Customer
4
In
lieu
of
staMsMcal
CRM
analysis
customers
are
involved
directly.
©
2010
Max
J.
Pucher
AdapMve
Case
Management
17

18. ADAPTIVE
CASE
MANAGEMENT
Repository
Actors
Metadata
content
Process
enMMes
GUI
Content
rules
GUI
Rules
Architecture
CASES
recommend
needs
process
template
Legal
servic
docs
e
verif
train copy
invoic y
e
User-­‐Trained
Agent
Process
Owner
©
2010
Max
J.
Pucher
AdapMve
Case
Management
18

19. THE
ADAPTIVE
'SCRUM'
SUPPORT
Daily
Improvements
WEEKLY
CHANGES
People
assignment
Daily
TODO
lists
PREPARATION
User
requirements
Architecture
verificaMon
-­‐
metadata
-­‐
templates
USER
ADAPTIVE
INTERACTIVE
-­‐
content
PROJECT
CHANGES
-­‐
rules
-­‐
GUI
RELEASE
NEW
TEMPLATES
LEARNING
SYSTEM
MONITORING
ARCHITECT
AND
BACKLOGS
CUSTOMER
TRAINING
SATISFACTION!
IN-­‐PROJECT
DOCUMENTATION
PROCESS
OWNER
ARTEFACTS
Process
ROLES
Team
PROJECT
OVERLAPS
TODO
BURNDOWN
ACTORS
EXECUTIVE
DELAYED
TODOS
TRANSPARENCY
©
2010
Max
J.
Pucher
AdapMve
Case
Management
19

20. THE
ROLE
OF
METADATA
FOR
PROCESS
ALL
CUSTOMER
RELATED
PROCESSES
USE
THE
SAME
METADATA
Claim
Supplier
CRM
Campaign
Bank
PaMent
Mgt
Policy
Mgt
Mgt
Sales
Mgt
Mgt
Client
Core
Business
Account
Industry
Specific
Processes
Processes
RelaMon
Contract
Product
Sales
Procure-­‐
HR
Invoicing
Mgt
Mgt
Mgt
Mgt
ment
Client
Mgt
Common
Business
Processes
Company
Partner
Address
Calendar
Project
Contract
Client
Company
Partner
Address
Calendar
Project
Contract
Client
Base
Layer
Metadata
Abstract
Business
Classes
Domain
AcMvity
Rules
Records
Persistency
Security
Archiving
Object
Object
Object
Mgt
FoundaMon
Layer
and
UMliMes
Virtual
Metadata
Repository
©
2010
Max
J.
Pucher
AdapMve
Case
Management
20

21. DYNAMIC
STATE-­‐EVENT
MODELS
WITH
RULES
Case
Rules link to data
item
family
Event mechanism
father
rule
• Any item combination
• State changes
mother
quesMon
• Process summary states
• Includes all documents
child
rule
• Documents from case data
• Reports from case data
TODO
Add items at any
docs
time
©
2010
Max
J.
Pucher
AdapMve
Case
Management
21

22. THE
ROLE
OF
BUSINESS
CONTENT
PROCESS
order
customers claim
external
INBOUND DOCS
offer
partners memo
OUTBOUND DOCS
co
ma
mass contracntr
sales mail s
mailing
t
copy
ing
internal
Se
serv rv
service copy
accounting service comm
invoice
PROCESS
©
2010
Max
J.
Pucher
AdapMve
Case
Management
22

23. SMART
SYSTEMS
AND
APPLICATIONS
A. Bartels (2009), Forrester Research – ACM is a smart system.
ACQUISITION
OF
REAL-­‐TIME
DATA
Systems
and
people
provide
more
just-­‐in-­‐Mme
informaMon
that
does
not
have
to
be
processed
staMsMcally
and
can
be
used
locally
and
Mmely.
ANALYSIS
Real-­‐Mme
data
can
be
routed
into
the
relevant
data
context
and
made
visible
to
decision
makers.
Data
have
to
be
filtered
to
avoid
noise.
ALTERNATIVES
Using
causal
system
models
and
past
data,
decision
makers
can
evaluate
the
various
alternaMves
and
use
various
means
of
weighMng.
ACTION
The
system
model
enables
direct
and
interacMve
enactment,
while
monitoring
the
impact
of
decisions
in
real-­‐Mme.
AUDITABILITY
The
improved
and
faster
decision-­‐making
requires
also
improved
monitoring
to
increase
transparency
and
berer
learning
from
the
past.
©
2010
Max
J.
Pucher
AdapMve
Case
Management
23

24. ADAPTIVE
PROCESS
PLATFORM
Customers
Distributed
Nodes
with
Enterprise
Service
Bus
Repository
Metadata,
Templates,
Content,
GUI,
Rules
AdministraMon
Partners
SECURITY
Security,
Monitoring,
Audi;ng,
Repor;ng
Portal
email
fax
lerer
SMS
print
Web
email
fax
lerer
SMS
scan
Web
Sales
Outbound
Inbound
Content
Content
OperaMons
Service
CRM
BPM
ECM
processes
processes
processes
Archive
AccounMng
Adapters
Archive
CRM
ECM
SOA
Archive
MQ
ERP
BI
Management
©
2010
Max
J.
Pucher
AdapMve
Case
Management
24

25. THANK
YOU!
maxjpucher@isis-­‐papyrus.com
hrp://www.isis-­‐papyrus.com