Dynamic Case Management: Taming Untamed Processes with SpringCM and Forrester Research

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

Dynamic Case Management: Taming Untamed Processes with Teams, Tasks and ContentCraig Le Clair, VP and Principal Analyst, Forrester ResearchRoger Bottum, VP Marketing, SpringCM

First presentedJune 23, 2011

Sponsored by SpringCMwww.springcm.com

http://www.springcm.com/�

© 2011 SPRINGCM INC. ALL RIGHTS RESERVED.

Today’s speakers

Craig LeClairVP, Forrester Research

Roger BottumVP, SpringCM

© 2010 Forrester Research, Inc. Reproduction Prohibited3

Agenda

The Game Changers

Untamed Processes and the Case Management Imperative

Dynamic Case Management and the Road Ahead

Case Studies and Recommendations


Game Changers that affect us all

June 2010 “The HERO Index: Finding Empowered Employees”


Of People With Smartphones, 33% Download Applications At Least MonthlyFebruary 2011 “Mobile App Internet Recasts The Software And Services Landscape”


Customer Service Employees Are Not An Empowered GroupSeptember 2010 “Empower Customers And iWorkers With On-Demand Customer Communications”


Agenda

The Game Changers





Untamed business processes –a case management target


Lack of structure and non-value-added activity –hallmark of untamed business processes

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

People adapt to App.

•Unstructured content•Out-of-band, •Chaotic, •Non-value-added activities •Cross-process coordination•Poorer IT focus

Apps. adapt to people

Un-tamed business processesPackaged apps.


Fragmented On-premise Architectures Provide Case Management Opportunity


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


Agenda

The Game Changers





What is dynamic case management?

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

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.


Why is dynamic case management important now?

There’s an increased need to manage the costs and risks of servicing higher numbers of service requests.

Today’s jobs are less structured, more ad hoc, and require more skills and interaction with other specialists.

There’s 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.”


DCM is needed to tame most untamed processes


People

Content

Collaboration

HistoryEvents

Policies

Processes

Data

Reporting

DataScanned images

Multi-media

BPMN process model fragments

What is Dynamic Case Management


MortgageApplication

Set-Up

Set-up the case

Op

OfferMortgage Administer

Connected states

Dynamic case management rethinks how work gets done—with an adaptive and dynamic approach for each work instance

Checks

Optional fragments

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


Transparency: the next regulatory challenge

Source: August 28, 2009, “Transparency Is The Next Step In Compliance . . . Bring On Enterprise Content Management” Forrester report

Sustainability could be the next wave



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

© 2010 Forrester Research, Inc. Reproduction Prohibited20Source: December 28, 2009, “Dynamic Case Management — An Old Idea Catches New Fire” Forrester report

Three case management categories will emerge


Customer service is top goal of case management

23%

16%

15%

14%

13%

8%

6%

5%

17%

19%

8%

14%

11%

12%

10%

7%

14%

10%

12%

10%

14%

13%

13%

8%

4%

12%

7%

14%

10%

10%

8%

6%

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

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

1 2 3 4

“Please rank the following challenges in terms of importance in achieving your organization’s case management goals. Rank up to 4.”

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


Agenda

The Game Changers





Top Financial Services DCM Opportunities


Government processes span all three case management categories



Oil & Gas processes Can Benefit From DCM

Drilling, mining &exploration

Inbound Logistics

Concept Development

Inventory Management

Outbound Logistics

Quality Assurance

Discovery Refine and Manufacture

Product & Process Validation

Maintenance and Worker Safety

Geo-physicsEngineering Drawing

Technical Specifications

Permitting

Forecasting & Planning

AssetMgt.

Procurement

Inventory Management

Quality Assurance

StrategicPlanning

Finance & Accounting

Market and Customer Research

Store Management

RM & E-Discovery

Price Management

Human Resources

GeneralAdministration(MPS)

Predictive

Marketing Retailing

Enterprise Services

Trading & Retail Mgt.

Price Optimization

Product and Portfolio Management

Market and Sell

Procure and Distribute

Service Engineering & Tech Support

Agreements &Contract Management

MSDS BOL

TransportationManagement


Supply, Transportation

Invoice and POD


Trading Agreements

Program Management

Supplier Network Management

Order Management

= Document Intense Process

Continuous Improvement (lean, 6sigma)

Upstream management –exploration, development, and production.

Downstream marketing and retailingopportunity-to-cash, support service station fuel management and retailing.

FERC Filings,SOX

http://www.sap.com/industries/oil-gas/businessprocesses/upstream.epx�

http://www.sap.com/industries/oil-gas/businessprocesses/downstream.epx�


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


KPIs And Operational Metrics Can BE Captured in DCM Process


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.


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.


Example: Employee on-boarding/off-boarding

30

Employee, HR, recruiting, IT, hiring manager

Effective on-boarding of employees

• Many documents, forms, stakeholders, systems

• Role, unit, geographical requirements

• New employee productivity, retention

• Compliance• Reduce stakeholder time,

distraction


Example: Student loan eligibility

31

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

• Mitigate credit, fraud risk• Reduce time to funding,

errors• Apply Lean principles


Example: Vendor/new item on-boarding

32

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

• Revenue• Mitigate compliance,

regulatory, reputation risk• Reduction in stakeholder

time on status internally, with vendor


Example: Complaint management

33

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

• Empowerment of customer service reps

• Corrective actions identified and implemented


Example: Regulatory application/filings

34

Regulatory agency, regulatory affairs, operations

Regulatory approval

• Many stakeholders, document requirements

• Interpretation of requirements

• Higher approval rate, reduced time to approval

• Reduce rework, business disruption


Take-aways

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 quality3. Visibility of expectations and status to all stakeholders solves

many issues4. Empower the case worker, improving the “customer”

experience

Not the rote outcome but the right outcome

35


Questions?

© 2010 Forrester Research, Inc. Reproduction Prohibited37© 2011 SPRINGCM INC. ALL RIGHTS RESERVED.

Thank You

Craig Le Clair+1 [email protected]

Roger [email protected]@springcm

mailto:[email protected]�

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Dynamic Case Management: Taming Untamed Processes with SpringCM and Forrester Research