http://www.opitz-consulting.com/go/3-3-902 (Die Präsentation wurde in englischer Sprache gehalten.) Effizienzsteigerung durch Prozessautomatisierung: Geprägt und eindrucksvoll in der industriellen Fertigung schon durch Henry Ford umgesetzt. Goldrichtig für den „Production Worker“. Heute aber schreien die Menschen vor ihren Bildschirmen auf, wenn sie durch zu starre Prozesskorsette in immer gleiche Aufgabenlisten und Maskenflüsse gezwungen werden, die innovatives und situationsadäquates Handeln erschweren. ACM hilft, wenn Ihre Prozesse zu variantenreich für rigides BPM sind. Torsten Winterberg, Manager Business Development & Innovation bei OPITZ CONSULTING, führte in seiner Session in die ACM Thematik ein und berichtete von den Erfahrungen aus einem realen Kundenprojekt. Der BPM-und SOA-Experte präsentierte diesen Vortrag am 12. November 2013 bei der MID Insight in Nürnberg. -- Über uns: Als führender Projektspezialist für ganzheitliche IT-Lösungen tragen wir zur Wertsteigerung der Organisationen unserer Kunden bei und bringen IT und Business in Einklang. Mit OPITZ CONSULTING als zuverlässigem Partner können sich unsere Kunden auf ihr Kerngeschäft konzentrieren und ihre Wettbewerbsvorteile nachhaltig absichern und ausbauen. Über unsere IT-Beratung: http://www.opitz-consulting.com/go/3-8-10 Unser Leistungsangebot: http://www.opitz-consulting.com/go/3-8-874 Karriere bei OPITZ CONSULTING: http://www.opitz-consulting.com/go/3-8-5

1. Adaptive Case Management (ACM)
You are the process –
Dynamic BPM with Adaptive Case Management
Torsten Winterberg
OPITZ CONSULTING Deutschland GmbH
MID Insight, November 2013
Adaptive Case Management
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2. Adaptive Case Management
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3. 1
Adaptive Case Management Introduction
Adaptive Case Management
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4. IT support for knowledge workers is
a challenge …
Rigid Workflow
CRM/
ERP
Product
system
Paper
E-mail
Word/
Excel
Data-driven system
Document system
http://www.slideshare.net/rloggen/introduction-to-case-management-roeland-loggen-vs11-7021518
Adaptive Case Management
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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
Adaptive Case Management
6
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6. In-box driven service architecture?!
Adaptive Case Management
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7. Service Konsumenten
In-box as central architecture component of the
enterprise reference-architecture (I) - Conceptual view
User
Interaction
Channels
Browsers
Client UI
IVR
Applications
Partners
Events
System
Consumers
Composite
Applications
Web Apps
Portal
Workflow
In-box
Mashup
Process Integration
Custom Business Logic
Data
Services
Logical Data
Model
Connectivity
Services
System
Access
Data
Synchronization
Data
Aggregation
Messaging
Adapters
Data
Access
Data
Access
Partner Integration
Service
Providers
Service Oriented Infrastructure (DB, Grid, Virtualization, Caching)
Service Enabled Assets
Non-Service Enabled Assets
Legacy
Adaptive
DB
Packaged Case Management
BEA Confidential | 8
Partner
s
Content
Collaboratio
n
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Search
Governance
Atomic Business
Services
Management
Business Activity
Services
Service Mediation & Messaging
System & Human Centric
Processes
Event Processing
Business Process
Rationalization
Enterprise Security / Identity
Shared Business Processes
Fat Clients
Business Rules
Business Process
Services
Enterprise Business Intel.
Shared Portlets
Consistent User Interaction
Business
Processes
In-box Services
Presentation
Services
Integrationsplattform
PDA
Cell

8. BPM technology. The solution?
Adaptive Case Management
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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…
Adaptive Case Management
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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?!
http://www.slideshare.net/rloggen/introduction-to-case-management-roeland-loggen-vs11-7021518
Adaptive Case Management
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11. Flowcharting based BPM represents rigid
processes
Adaptive Case Management
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12. Enter Case Management
Goal-oriented – like a navigation system
Journey to
„Nuremberg“
Status:
arrived
Adaptive Case Management
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13. No difference between straight-through and
manual processing
http://www.beinformed.com
Adaptive Case Management
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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?
http://www.bpmnforum.net/blog27/adaptive-processes/new-book-taming-the-unpredictable-2/
Adaptive Case Management
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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
Tasks can vary in complexity
© by Hajo Normann, Accenture
Adaptive Case Management
1
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16. BPM and ACM
http://www.masteringtheunpredictable.com
Adaptive Case Management
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17. BPM und ACM:
There‘s no „versus“. You need them both!
BPM
Rigid BPM
with BPMN
Adaptive BPM
with ACM
rBPM
aBPM
Adaptive Case Management
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18. Case Management UI (Example)
Adaptive Case Management
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19. Ermerging paths (university campus Stuttgart)
http://www.nature.com/nature/journal/v388/n6637/fig_tab/388047a0_F1.html
Adaptive Case Management
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20. 2
Case Study
Adaptive Case Management
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21. Insurance Company Information System (ICIS)
Adaptive Case Management
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22. Case Management UI (Wireframe II)
Adaptive Case Management
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23. Case: Claims File
Case Management Model and Notation 1.0 (CMMN)
Adaptive Case Management
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24. CMMN Modeling in MID Innovator
Adaptive Case Management
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25. Download: www.thecattlecrew.com
Adaptive Case Management
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26. 3
Conclusion
Adaptive Case Management
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27. Conclusion
 Adaptive Case Management: 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.
Adaptive Case Management
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28. Discussion, Questions & Answers
www.thecattlecrew.com
Adaptive Case Management
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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
Adaptive Case Management
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30. Smart Change: Our approach to introduce ACM
Step 1
Step 2
Application to
Process
Collaboration &
Integration
Step 4
Replacement
Adaptive Case Management
Step 3
Optimization &
Innovation
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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
Adaptive Case Management
Step 1
Step 2
Application to
Process
Collaboration &
Integration
Step 4
Replacement
Step 3
Optimization &
Innovation
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32. Smart Change: Step 2
Collaboration and Integration
• Implement new functions, which are not
available today
Step 1
Step 2
Application to
Process
Collaboration &
Integration
<
Step 4
Replacement
Step 3
Optimization &
Innovation
Adaptive Case Management
• Automation: Automate manual
working steps
• Content Collaboration:
Integrate new systems
and partners
• Integrate new channels
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33. Smart Change: Step 3
Optimization & Innovation
Step 1
Step 2
Application to
Process
Collaboration &
Integration
Step 4
Step 3
Replacement
Optimization &
Innovation
• Adaptivity:
establish an intelligent BPM
solution with new services
• Improve and enhance
decision the management
• React on impulse factors
Adaptive Case Management
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34. Smart Change: Step 4 – Replacement
Step 1
Application to
Process
Adaptive Case Management
Collaboration &
Integration
Step 4
• Extract claims management
from existing applications and
switch to ACM solution
Step 2
Step 3
Replacement
Optimization &
Innovation
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35. Contact
Torsten Winterberg
Business Development & Innovation
OPITZ CONSULTING Deutschland GmbH
Kirchstr. 6, 51647 Gummersbach, Germany
Phone:
+49 173 54 79 302
Mail:
torsten.winterberg@opitz-consulting.com
Twitter:
@t_winterberg
Blog:
http://torstenwinterberg.blogspot.de/
Blog:
http://www.thecattlecrew.com
Adaptive Case Management
© OPITZ CONSULTING GmbH 2013
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