Dynamic Case Management: Taming Untamed Processes with Teams, Tasks and Content

Craig Le Clair, VP and Principal Analyst, Forrester Research Roger Bottum, VP Marketing, SpringCM

First presented June 23, 2011 Sponsored by SpringCM www.springcm.com

2011 SPRINGCM INC. ALL RIGHTS RESERVED. 2011 SPRINGCM INC. ALL RIGHTS RESERVED.

Todays speakers

Craig LeClair VP, Forrester Research

Roger Bottum VP, SpringCM

2011 SPRINGCM INC. ALL RIGHTS RESERVED.

Agenda

The Game Changers Untamed Processes and the Case Management Imperative Dynamic Case Management and the Road Ahead Case Studies and Recommendations

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Game Changers that affect us all

June 2010 The HERO Index: Finding Empowered Employees 4

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February 2011 Mobile App Internet Recasts The Software And Services Landscape

Of People With Smartphones, 33% Download Applications At Least Monthly

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September 2010 Empower Customers And iWorkers With On-Demand Customer Communications

Customer Service Employees Are Not An Empowered Group

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Agenda

The Game Changers Untamed Processes and the Case Management Imperative Dynamic Case Management and the Road Ahead Case Studies and Recommendations

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Untamed business processes a case management target

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Lack of structure and non-value-added activity hallmark of untamed business processes Packaged apps. Un-tamed business processes

Structured data In-band Single-process focus Well-structured Strong IT focus

Unstructured content Out-of-band, Chaotic, Non-value-added activities Cross-process coordination Poorer IT focus Apps. adapt to people

People adapt to App.

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Fragmented On-premise Architectures Provide Case Management Opportunity

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Case Management can make packaged apps. more dynamic and better designed for people

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Agenda

The Game Changers Untamed Processes and the Case Management Imperative Dynamic Case Management and the Road Ahead Case Studies and Recommendations

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What is dynamic case management?

A semistructured but also collaborative, dynamic, human, and information-intensive process that is driven by outside events and requires incremental and progressive responses from the business domain handling the case.

Source: December 28, 2009, Dynamic Case Management An Old Idea Catches New Fire Forrester report

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Why is dynamic case management important now?

Theres an increased need to manage the costs and risks of servicing higher numbers of service requests. Todays jobs are less structured, more ad hoc, and require more skills and interaction with other specialists. Theres greater emphasis on automating and tracking inconsistent incidents that do not follow a well-defined process. There are new demands that regulators, auditors, and litigants place on business to respond to external regulations. Demographic trends will create a shortage of skilled workers. And current workers are not empowered.

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DCM is needed to tame most untamed processes

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What is Dynamic Case Management

Data Scanned images People Data Content

Processes

Multi-media Collaboration

BPMN process model fragments

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Policies

Reporting

Events
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History

Dynamic case management rethinks how work gets donewith an adaptive and dynamic approach for each work instance
Set-up the case Set-Up

Mortgage Application

Optional fragments

Op
When processing a mortgage application, the DCM system automatically invokes optional process fragments in an adaptive manner, depending on the dynamic nature of work for each work instance . There is little reliance upon a predetermined path

Checks

Connected states Offer Mortgage Administer

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Transparency: the next regulatory challenge

Sustainability could be the next wave

Source: August 28, 2009, Transparency Is The Next Step In Compliance . . . Bring On Enterprise Content Management Forrester report 2010 Forrester Research, Inc. Reproduction Prohibited 18

Case management combines ECM, BPMS, and analytics with user experience advances

Source: December 28, 2009, Dynamic Case Management An Old Idea Catches New Fire Forrester report

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Three case management categories will emerge

Source: December 28, 2009, Dynamic Case Management An Old Idea Catches New Fire Forrester report 2010 Forrester Research, Inc. Reproduction Prohibited 20

Customer service is top goal of case management

Please rank the following challenges in terms of importance in achieving your organizations case management goals. Rank up to 4.
1 2 23% 16% 15% 14% 13% 8% 6% 8% 14% 11% 12% 10% 8% 19% 12% 10% 14% 13% 13% 6% 8% 3 17% 10% 7% 14% 10% 10%
Improve customer service with more rapid and targeted interactions Promote communication and knowledge sharing to improve communication with experts and managers needed to resolve a case. The continued difficulty in managing information growth

4 14% 12%

4%

The difficulty in responding to regulatory requirements/controls

The lack of flexibility to respond to opportunities or threats The complexity in making accurate business decisions on a timely basis Lower costs through reduction of paper, fax, manual searching and filing, and other non-value-added activity The inability to consistently adhere to critical policies and rules

5% 7%

Base: 155 case management influencers or decision-makers from the US, UK, Australia, and India
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Agenda

The Game Changers Untamed Processes and the Case Management Imperative Dynamic Case Management and the Road Ahead Case Studies and Recommendations

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Top Financial Services DCM Opportunities

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Government processes span all three case management categories

Source: December 28, 2009, Dynamic Case Management An Old Idea Catches New Fire Forrester report

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Oil & Gas processes Can Benefit From DCM

Upstream management exploration, development, and production. Downstream marketing and retailing opportunity-to-cash, support service station fuel management and retailing.
Supply, Transportati on
MSDS BOL

Discovery

Asset Mgt.

Refine and Manufacture

Marketing Retailing

Trading & Retail Mgt.

Enterprise Services

Drilling, mining &exploration Concept Development

Forecasting & Planning Supplier Network Management Procurement

Forecasting & Planning Outbound Logistics

Strategic Planning Market and Customer Research Product and Portfolio Management Price Management

Store Management Trading Agreements Agreements &Contract Management

Finance & Accounting RM & EDiscovery Human Resources General Administration (MPS) FERC Filings,SOX

Forecasting & Planning

Transportation Management Service Engineering & Tech Support Invoice and POD

Program Management

Inbound Logistics

Technical Specifications Inventory Management

Inventory Management Continuous Improvement (lean, 6sigma)

Predictive

Permitting Product & Process Validation Geo-physics Engineering Drawing

Price Optimization

Market and Sell

Quality Assurance

Quality Assurance

Procure and Distribute

Maintenance and Worker Safety

Order Management

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= Document Intense Process

Business Case Best Practices

Delay of Packaged App. Upgrades Adds Meat to ROI Look to transfer of work with cost savings- from IT to business Control and standardization is at the root of ROI calculation Agility is difficult to quantify but can be Customer service metrics moving to customer experience and quantifiable for ROI

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KPIs And Operational Metrics Can BE Captured in DCM Process

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Getting Started
Set the tools aside during initial phases of the project.
Solve the core elements by providing overall process support and guidance to iWorkers, then applying automation The greatest value comes from thinking about the business process. Don't focus too much on the old manual system; focus on the new process.

Look at case management as a Lean approach for automating processes.

Processes modeled on mass production typically chunk segments of work and then flow the chunks of work down a real or imagined assembly line. Case management turns that idea upside down by giving much more power and control to the worker to complete either the entire case or major sections of the case from end to end.

View case management as a dynamic business application.

Design for continuous improvement, include flexi-points in the design, and be capable of evolving at the pace required for the business.

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Take a "design for people" approach.

Identify which processes and people should use a case management approach. Review customer, vendor or employee experience around exceptions or complex service areas of the business Look for critical processes managed by spreadsheet and email

Let usability and design skills drive process design and look broadly at how information is used to support workers. Incorporate Web 2.0 and content initiatives into your case management strategy.

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Example: Employee on-boarding/off-boarding

Employee, HR, recruiting, IT, hiring manager

Effective on-boarding of employees

Many documents, forms, stakeholders, systems Role, unit, geographical requirements

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New employee productivity, retention Compliance Reduce stakeholder time, distraction

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Example: Student loan eligibility

Student and/or parents, college, government agency, lender

Ensure eligible students get financial aid

Supporting paperwork Complex regulations and programs, Back-end Financial aid management
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Mitigate credit, fraud risk Reduce time to funding, errors Apply Lean principles
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Example: Vendor/new item on-boarding

Vendor rep, customer services/sales, procurement, marketing, sales, compliance

Add right products to catalog faster

Complex review and decision process Changing policies Back-end ERP

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Revenue Mitigate compliance, regulatory, reputation risk Reduction in stakeholder time on status internally, with vendor

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Example: Complaint management

Customer, customer service rep, customer service management, operations functions, QA/compliance

Customer satisfaction

Diverse issues Specific courses of action often not predictable Broad organizational impact
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Empowerment of customer service reps Corrective actions identified and implemented

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Example: Regulatory application/filings

Regulatory agency, regulatory affairs, operations

Regulatory approval

Many stakeholders, document requirements Interpretation of requirements

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Higher approval rate, reduced time to approval Reduce rework, business disruption
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Take-aways Not the rote outcome but the right outcome

1. Many of these processes are middle-office not well addressed by traditional front-office and back-office applications 2. Structured but flexible process to improve quality 3. Visibility of expectations and status to all stakeholders solves many issues 4. Empower the case worker, improving the customer experience

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Questions?

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Thank You

Craig Le Clair +1 617.613.6176 cleclair@forrester.com Roger Bottum rbottum@springcm.com @springcm

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2011 SPRINGCM INC. ALL RIGHTS RESERVED.