http://www.opitz-consulting.com/go/3-3-902 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 oder gar ganz verhindern. Hier ist mittlerweile dynamisches BPM oder "Adaptive Case Management" eine Lösungsvariante. Torsten Winterberg und Danilo Schmiedel, Manager Business Development & Innovation / Solution Architect bei OPITZ CONSULTING, führten in ihrer Session in die ACM Thematik ein und berichteten von den Erfahrungen aus einem realen Kundenprojekt. Die BPM-und SOA-Experten präsentierten diesen Vortrag am 05. November 2013 bei der Technologiekonferenz W-Jax in München. -- 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, Danilo Schmiedel
OPITZ CONSULTING Deutschland GmbH
W-JAX, November 2013
Adaptive Case Management
Seite 1

2. The Team: Masons-of-SOA

Bernd Trops (Talend):
bernd.trops@talend.com

Clemens Utschig-Utschig (Boehringer-Ingelheim):
clemens.utschig-utschig@boehringer-ingelheim.com

Berthold Maier (T-Systems):
berthold.maier@t-systems.com

Hajo Normann (Accenture):
hajo.normann@accenture.com

Torsten Winterberg (OPITZ CONSULTING):
torsten.winterberg@opitz-consulting.com

Jürgen Kress (Oracle Corp.)
juergen.kress@oracle.com

Guido Schmutz (Trivadis):
guido.schmutz@trivadis.com

Danilo Schmiedel (OPITZ CONSULTING):
danilo.schmiedel@opitz-consulting.com
www.soa-community.com

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
Adaptive Case Management
Seite 3

4. 1
From taylorism to knowledge work
Adaptive Case Management
Seite 4

5. The industrial revolution:
Bringing mass-production to our world
Adaptive Case Management
Seite 5

6. With taylorism came the production worker
Adaptive Case Management
Seite 6

7. The key: Serial Execution of a well-defined
process (and no exceptions!)
Exceptions…
Trx
A1
A2
Trx
A3
D1
A4
A5
http://www.slideshare.net/rloggen/introduction-to-case-management-roeland-loggen-vs11-7021518
Adaptive Case Management
Seite 7

8. Taylorism: production workers everywhere …
Adaptive Case Management
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
Adaptive Case Management
Seite 9

10. 2
Why and how to give the knowledge
worker better IT support?
Adaptive Case Management
Seite 10

11. 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
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
Adaptive Case Management
1
Seite 12

13. In-box driven service architecture?!
Adaptive Case Management
Seite 13

14. 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 | 14
Partner
s
Content
Collaboratio
n
Seite
Search 14
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

15. Workflow and BPM put the task into context
Enterprise Task Management
Tasklist
Task Runtime
Framework
Content
Task Templates
Task Application Design
Events
Workflow
Rules
Collaboration
Social
Software
Monitoring &
Analytics
© by Hajo Normann, Accenture
Adaptive Case Management
Seite 15

16. BPM technology. The solution?
Adaptive Case Management
Seite 16

17. 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
Seite 17

18. 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
Seite 18

19. Flowcharting based BPM represents rigid
processes
Adaptive Case Management
Seite 19

20. Enter Case Management
Goal-oriented – like a navigation system
Journey to
„Hamburg“
Status:
arrived
Adaptive Case Management
Seite 20

21. No difference between straight-through and
manual processing
http://www.beinformed.com
Adaptive Case Management
Seite 21

22. 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
Seite 22

23. BPM and ACM
http://www.masteringtheunpredictable.com
Adaptive Case Management
Seite 23

24. BPM and ACM
Adaptive Case Management
Seite 24

25. 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
Seite 25

26. BPM and ACM
 Activity definition
 rigidBPM:
 A process has defined n activities a priori.
 Until deployment time every activity and all transitions are defined.
 adaptiveBPM:
 A number of activities may be unknown, even after deployment.
 Activity transition
 rigidBPM:
 During design time all possible transitions between activities are modelled.
 adaptiveBPM:
 Possible transitions depend on current context and data.
Adaptive Case Management
Seite 26

27. 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
Adaptive Case Management
2
© by Hajo Normann, Accenture
Seite 27

28. BPM and ACM: ACM is data-centric
http://www.masteringtheunpredictable.com
Adaptive Case Management
Seite 28

29. Focus is set on the “case”
… pension starts
paying out
… pension holder
deceased
Pension plan
is created
… legal changes
… old pension
plan is incorporated
… employer
changes again
… divorce and
remarriage
affect pension
… employer
changes
… risk profile
changes
http://www.beinformed.com
Adaptive Case Management
Seite 29

30. Features of the knowledge worker workplace
Taxonomies
Wizards/checklist/e-forms
Search in dossiers, knowledge
bases, government records,
catalogues etc.
Collaboration
Case based
notifications
Publishing in
variants & by
multiple channels
Time lines &
history trail
Decision support
Knowledge base
Laws and
Regulations
Monitoring &
reporting
Task & time
management
Task specific
editors
Authorisation
Xpedia for professionals with
definitions, notions, persons
Impact analysis
& simulation
Team repository
Adaptive Case Management
http://www.beinformed.com
Seite 31

31. Basic building blocks for ACM
Knowledge area
Other related
entities
(history,
audit)…
Related entity
(1)
Activity Area
Next (possible) shell
Next (possible) shell
Next (possible) shell
Central entity
Next (possible) shell
Related entity
(2)
Related entity
(3)
Standard tools (gmaps / calendar / calc / mail)
Task Engine
Process Engine
Adaptive Case Management
Service Bus
Add another
…
Save for later
DMS
Seite 32

32. Case Management UI (Example)
Adaptive Case Management
Seite 34

33. Ermerging paths (university campus Stuttgart)
http://www.nature.com/nature/journal/v388/n6637/fig_tab/388047a0_F1.html
Adaptive Case Management
Seite 35

34. 3
Case Study
Adaptive Case Management
Seite 36

35. Facts & Figures
Insurance – Claims Management
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, …)
•
Expected benefits
•
•
Customer
Guarantees confidentiality, availability and integrity of data and applications
•
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
Adaptive Case Management
Seite 37

36. As-is Situation
 Most of the claim management is handled in a
system called „ICIS“ (Oracle Forms-based UI)
 ICIS is used by the knowledge worker
 Standard processes are not implemented within
the system (work is based on unstructured
processes)
 Data exchange with different clients and partners
 Other systems like FileNet, Worklist, etc. are
involved
 Transparency of a claims file over all working
steps and across all system bounderies is
missing
 It is difficult and time-consuming to implement
new requirements into existing systems
Adaptive Case Management
Seite 38

37. Insurance Company Information System (ICIS)
Adaptive Case Management
Seite 39

38. 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.“
Adaptive Case Management
Seite 40

39. Important aspects to consider
 Currently Client Service Assistents and Clerks won‘t accept a new
UI => their work is tailored to the key software systems.
 The existing systems are based on complex business logic => no
big bang approach possible!
 The working steps are unpredictable and many different human
participants are involved
Adaptive Case Management
Seite 41

40. 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
Seite 42

41. Where and how does ACM help?
Adaptive Case Management
Seite 43

42. Claims Management has two cases
Adaptive Case Management
Seite 44

43. 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
Seite 45

44. 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
Seite 46

45. 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
Seite 47

46. 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
Seite 48

47. 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
Seite 49

48. Different User Interfaces to be integrated
Zahlba
r an
ICIS
Insurance Company
Information System
$
Case Management UI
Adaptive Case Management
Worklist
Seite 50

49. UI Integration Options
3) ICIS and ACM integrated in Portal
Independent Worklist
1) Separate UI‘s
Zahlba
r an
ICIS
$
Case Management UI
Worklist
2) ICIS with ACM-Functionality
Independent Case-UI for new implementations
Adaptive Case Management
4) Portal with all User Interfaces
Seite 51

50. Case Management UI (Example)
Adaptive Case Management
Seite 52

51. Case Management UI (Wireframe I)
Adaptive Case Management
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52. Case Management UI (Wireframe II)
Adaptive Case Management
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53. 4
Modeling Cases with CMMN
Adaptive Case Management
Seite 55

54. Claims Management has two cases
Adaptive Case Management
Seite 56

55. 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
Adaptive Case Management
Seite 57

56. Case Design (2)
Claim
EvaluationMilestones mark
Claim
Handling
Claims
Regulation
progression of a case
Case
Participants
(Stakeholders)
CSR
Assistant
Clerk
Collect claimant
data
Activities – system
guided or human
controlled
Activities – can be
repeatable
Request estimate
of costs
Activity availability controlled by
permissions and rules
Accept claim
Reject claim
Adaptive Case Management
Further inquiry
third-party
insurance
Comission a
appraiser
Perform formal
checks
Supervisor
Notify Client
Notify Client
Request missing
documents
Activity can be a
structured process or a
task
Create claim
acceptance
document
Create booking
entry for claim
payment
Perform
payment
Partial
settlement of a
claim
Approve
Reject
Seite 58

57. 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
 http://www.omg.org/spec/CMMN/1.0/Beta1/PDF/
Adaptive Case Management
Seite 59

58. 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
Adaptive Case Management
 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 60

59. CMMN: Grouping Elements
Adaptive Case Management
Seite 63

60. CMMN: Tasks
Adaptive Case Management
Seite 64

61. CMMN: Milestones / Events
Adaptive Case Management
Seite 65

62. CMMN: Decorators
Adaptive Case Management
Seite 66

63. Case: Claims File
Case Management Model and Notation 1.0 (CMMN)
Adaptive Case Management
Seite 67

64. Download: www.thecattlecrew.com
Adaptive Case Management
Seite 68

65. 5
Live Demo
Adaptive Case Management
Seite 69

66. 6
Conclusion
Adaptive Case Management
Seite 70

67. Why ACM?
 Empower Knowledge Workers
 Suggesting instead of Mandating
 Living Knowledge base to embrace the learning organization
 No more rigid process boundaries
 Adaptive approach to the unpredictable process variances
 Discovery of process paths
 Complements BPMN
 Collaborative Decision Making
Adaptive Case Management
Seite 71

68. Discussion, Questions & Answers
www.thecattlecrew.com
Adaptive Case Management
Seite 73

69. 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/
Danilo Schmiedel
Solution Architect
OPITZ CONSULTING Deutschland GmbH
Kirchstr. 6, 51647 Gummersbach, Germany
Phone:
+49 173 7279001
Mail:
danilo.schmiedel@opitz-consulting.com
Twitter:
@dschmied
Blog:
inside-bpm-and-soa.blogspot.com
www.thecattlecrew.com
Adaptive Case Management
© OPITZ CONSULTING GmbH 2013
Seite 74