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From [url="https://twitter.com/pelujan"]Patrick Lujan[/url]: What business problems does case management solve?
Peter Whibley Accepted Answer

Unpredictable ones.
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 1
Emiel Kelly Accepted Answer

Doing what you promise for customers and earn a buck. What other problems do organizations have?


But, assume that Case Management is seen as technolgy, than it's probably something like 'providing employees all the information and guides to execute the next best step for the case at hand'  


Something like 'Case Context Aware Support' 


 
Common Sensei at Procesje.nl
Comment
  1. more than a month ago
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  3. # 2
Juan J Moreno Accepted Answer

For example in Latin America, we have what we call "expediente". Each "Expediente" represent a case, started by a citizen that needs some kind of decision or resolution from a government agency.

 

The “Expediente” moves through different offices, and the beautiful thing is that each of them defines the next move. At the end, the case (“Expediente”) has all the information issued by all the offices it passed, and the Resolution (final statement).

 

See examples of [url="http://www.integradoc.com/INGLES/gobierno-electronico.html"]eGoverment applications[/url] in Latam and a complete explanation of "Expediente Electrónico" in the link below (in spanish)

 
References
  1. http://www.integradoc.com/expediente-electronico.html
Comment
  1. more than a month ago
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  3. # 3
Stuart Chandler Accepted Answer
Blog Writer

Staying focused just on business transactions vs strategic problem solving, though case management does solve strategic challenges...........Case management helps to solve many problems both internal and external. How do you drive consistency? How do you drive acceleration in problem solving a customer request? How do you drive compliance in process execution to avoid fines, lost revenue, avoid driving up costs ? How do you maintain state of a problem when research and resolution happens over time ? How do you record resolution and provide look-back on the situation for auditing, understanding resolutions for future problems, driving improvements, or re-opening the problem if incorrectly disspositioned? Case management does not solve problems by itself but insteadis a framework that drives structure and facilitates handling of unstructured situations.


In today's world, there are many activities that go intocapturing a problem, dissecting/analyzing it, and in turn, resolving it. Orchestrating the activities, managing the data/information, facilitating hand offs to people and systems, executing on resolution steps whether phone calls, emails, systemupdatesetc. are all integral to problem solving. Case management provides an envelope to managing these activities and in many situations today, drives accelerated outcomes. In addition, several case management tools and platforms provide a smart platform, automating activities that were very manual in the past.


One may argue not all customer or internal transactions require case management, so yes, I would agree that here is a threshold where case management becomes a center piece of the of the problem solving. The more complex the problem, the more data, the more people and handoffs and time involved with solving the problem and/or executing the resolution is a candidate for case management.
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 4

Case management (which is a BPM application) solves coordination-related business problems. Referring to my list of coordination techniques (see ref1), case management is good for the following coordination techniques:

[list]
[*]
knowledge-based
[*]
community-based or social knowledge
[*]
goal-based
[*]
managerial
[*]
assembling cascade
[/list]


At present, one of my clients is implementing a sport-event management solution (typical case management - setting-up, daily checks, rundowns, dismantling, etc.) via a BPM-suite.


Thanks,


AS
References
  1. http://improving-bpm-systems.blogspot.ch/2014/03/coordination-techniques-in-bpm.html
Comment
Nothing more to add here indeed!
  1. Walter Bril
  2. 1 year ago
Thanks Doc, best answer yet. I'll weigh in later. "On the ground" at the moment.
  1. Patrick Lujan
  2. 1 year ago
  1. more than a month ago
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  3. # 5
David Chassels Accepted Answer

Well said AS. Looking at bigger picture once case management handles all related activity and transactions then either begin to see a way out of ERP or do not need to buy ERP in first place....think about it....?
Comment
  1. more than a month ago
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  3. # 6

Thanks. The mentioned about application will cover only a few months of the whole 4-years period for the major sport-events. Potentially, it will cover the coordination of all design, selection + contracting partners, selection + on-boarding + off-boarding volunteers, ah-hoc services (transportations, accommodations), logistics, social events, ticketing, payments, etc. Certainly, we do not want that people will access an ERP, legacy applications, etc. Also, we can’t cover everything at the same time. Thus we plan to externalise some triggers (BPM events) from existing applications, launch cases and communicate with legacy via APIs. (See slide #6 from ref1)


Thanks,


AS



References
  1. http://improving-bpm-systems.blogspot.ch/2015/06/incremental-transformation-to-digital.html
Comment
Another good point such BPM applications are the master as legacy becomes the slave do be used as dictated by the process. May even see old legacy being "retired" in due course.
  1. David Chassels
  2. 1 year ago
  1. more than a month ago
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  3. # 7
Ian Gotts Accepted Answer

It is a place for pure-play BPM vendors to hide from the big app vendors who are providing generic workflow/automation solutions as part of their platform for free.


Or put more charitably:


An area where pure-play BPM vendors can excel, deliver measurable client benefits and differentate themselves.
Comment
so who's giving it away for free so i can give them a call and get my free BPM :)
  1. Scott Francis
  2. 1 year ago
  1. more than a month ago
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  3. # 8
John Morris Accepted Answer

The original question is like a koan -- a compressed riddle to provoke, almost poetic in its terseness.


How about this answer to the question of the business problem solved by case management?


[b]Case management is the technology that enables an organization to move beyond the business of commodities. [/b]



[i]From this perspective therefore, case management technology is really important![/i]



All organizations, public or private,
[u]want to move beyond commodities or lightly customized products and services, to provide and capture more value[/u]
. And this requires customization, so ERP/BPM/STP doesn't hold any more.


What's beyond STP? Beyond STP is by definition either project or case. (And cases can be considered repeating project patterns.)


So case management is therefore the addition of a
[u]new one-to-many process management capability as a first class citizen of a BPM product[/u]
. Without such technological innnovation, process customization must be implemented by hand, complexity escalates likely exponentially, and the project will fail on costs. (@AS above defines what case management technology is.)
Comment
Dr AS, good point about many-to-many - although one can make the point that all many-to-manys can be resolved to multiple one-to-manys. The normalized entity in the middle usually means something helpful to humans . . .
  1. John Morris
  2. 1 year ago
RE "one-to-many process management capability" and probably, "many-to-many" as well because an enterprise is a system of processes.
  1. more than a month ago
  2. BPM Discussions
  3. # 9
Bogdan Nafornita Accepted Answer

Any
[u]goal-driven[/u]
,
[u]milestone-driven[/u]
,
[u]event-driven[/u]
,
[u]data-persistent[/u]
business problem that requires
[u]design at runtime[/u]
may find consistent support with a Case Management solution.


I would not insist on the coordination as a comprehensive necessity for two reasons:


- there are classes of Cases where coordination occurs, but is not central to the Case (basic Legal defense, Consulting work)


- out of the box, straightforward BPM does coordination pretty well.
Managing Founder, profluo.com
Comment
Even flow-charting (which is typical for classic workflow and BPM) is only one of many coordination techniques; in consulting work (as I carry it out now) there is a lot of coordination; in legal defense I think there are many law-mandated procedures.Thus coordination was needed since this civilisation started to use division of labour and specialisation (and separation of duties).
that's why I mentioned "basic". Basic Case work is more knowledge management-centric, than coordination centric.
And I'm not saying coordination is not present, it sometimes is just not central to the Case.
  1. Bogdan Nafornita
  2. 1 year ago
  1. more than a month ago
  2. BPM Discussions
  3. # 10
Pritiman Panda Accepted Answer


The BPM and the Case Management can be differentiated based on two key categories:

[list]
[*]
Type of Workforce / Users involved
[*]
Type of Process Models used
[/list]





Type of Workforce :

[list]
[*]
Every Organization has two types of workforce - Head-Down Workers and Knowledge Workers


  • Head-Down Workers, perform their duty based on Standard Operating Procedures (SOPs) - this gets monotonous and routine job over time.


    • Example : If we consider a Customer On Boarding Process, it will be a performed, by opening the same form over and again, filling in the details, validating and verifying the IDs and submitting it for approval. The Reviewer on the other hand will go through the form details and approve or reject. There is NO EXTRA INTELLIGENCE required for dealing with such a scenario. It is a defined and a streamlined process A-B-C or A-B-D.
      [/list]


[*]
Knowledge Workers , on the other hand apply intelligence for their judgment and actions. It may or may not be a standard procedure.
[list]

  • Example: If we consider an Underwriting or Healthcare Claims Fraud kind of a scenario. Even though there are standard procedures defined, but still the a Person has to validate it based on the customer's past history, transactions, relationship, health conditions etc etc, before taking a judgment for approving / rejecting a request.


    [/list]






  • Type of Process Model:

    [list]
    [*]
    The Processes can be broadly categorized as : Predictable and Un-Predictable Processes


    • Predictable Process: If a flow can be created with the step by step details - it is a candidate for BPM. We are well versed with the end to end traversal journey.


      • Structured Progression of the Case from the Initiation to the Final Stage
        [*]
        The Path can be determined based on the business rules, decisions, user actions or events
        [*]
        Example : The same On-Boarding Process or a Request Statement Copy process - it is very clear what are the steps that will be covered and approximately how long will it take based on some predefined SLAs etc.
        [*]
        We know the process will start at A -then-B-then-C or based on some rules/conditions it can be A-then-B-then-D. These are the two paths it can traverse as configured
        [/list]


    [*]
    Un-Predictable Process: If we cannot detail out the steps for a flow, or if we are just aware of the Starting point A and the Result Z but what exactly happens in between is totally un-predictable and chaotic - it is an eligible candidate for Case Management
    [list]

  • Un-Structured and Chaotic Progression of the Case from the Initiation to the Final Stage
    [*]
    The Path gets dynamically generated based on the runtime executions and also based on the factors and activities that gets conceived on the fly (Also referred to as Adaptive Case Management)
    [*]
    Example: Someone Filing a Law Suit in Court. We are aware the starting point - the person filing a grievance in the court and the end point - the final judgment by the judge. But, what happens in between is totally unpredictable. There may be multiple adjournments, presentation of evidences, acquittals, rebuttals etc. etc and it is not at all possible to predict and sense it at the beginning how the case is going to progress.
    [/list]









  • Last but not the least, all the real world processes are a combination of the BPM + CM. Depending on the maturity of the organization and the business they are in, the processes are typically a healthy mix of predictable and un-predictable processes.





    [u]To Summarize:[/u]


    [list]
    [*]
    [quote][b]{[BPM] : [Predictable Process with Structured Flow Path]} :: {[Case Management] : [Un-Predictable Process with UnStructure & Chaotic Flow Path]}[/b]

    [/list][/quote]




    [list]
    [*]
    {[BPM] : [Head-Down Workers]} :: {[Case Management] : [Knowledge Workers]}
    [/list]




    [list]
    [*]
    Business = Health Mix (BPM + Case Management)
    [/list]
    Comment
    1. more than a month ago
    2. BPM Discussions
    3. # 11
    Max J. Pucher Accepted Answer
    Blog Writer

    It is really a kind of loaded question. Nice to read that it has been more or less accepted that there is another area of business need than rigid flow diagrams. The only thing I find disappointing is that this just discusses the simple one-time case management approach. It negates the adaptive capability -- learning by doing -- that allows the business to continuously improve on how to achieve its process goals without the need for a BPM bureaucracy. And I fail to see where either straight CM or BPM provides that capability. But I am sure to be told that I am wrong here (as usual without proof).


    Typical case management is a container-based approach that has no facilities to define or retain knowledge or goals in a well-defined form and does not provide a management structure beyond basic access rights. CM has no means for business people to embed business knowledge and to create templates for later reuse. Also CM embedded into BPM suites does not have those capabilities. They execute BPM processes and can add stuff to CM containers. Done. No evolving knowledge work here.


    Yes, there is a business need for CM and one can use BPM to encode business problems into rigid exceution, but both are very limited if not unable to improve what a business does in the long-term. Both handle an agreed upon status quo and everything else has to happen outside in some form of enforced methodology. There is no embedded learning or evolution because it is too complex and not transparent enough.


    An adaptive approach to achieving process goals provides at its core fairly free-form, but guided digital collaboration between business, partners and customers that links into back-end silos and provides transparency for top-down goals and bottom-up outcomes. No need for complex process or big-data analysis. It will eventually be the only surviving form of process management.



    Comment
    1. more than a month ago
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    3. # 12
    Bogdan Nafornita Accepted Answer

    @Max

     

    I believe
    [b]adaptation[/b]
    and
    [b]learning[/b]
    are rather different concepts. Allow me to quote Herbert Simon on this one, he said it best: "
    [b]Learning[/b]
    is any change in a system that produces a more or less
    [i]permanent[/i]
    change in its
    [b]capacity for adapting[/b]
    to its environment"

     

    While I don't disagree with your view, I am skeptical as to how both might be implemented in an effective
    [i]business[/i]
    computer system. What drives my skepticism is your lax view (free-form digital collaboration) on how information should be organized and shared in collaboration scenarios.

     

    Information is the basis of learning - and systems tend to learn much better on information that has some degree of consistency. How can we ensure this in a free-form
    [i]business[/i]
    context? How can "did you pay the guy's invoice" be superior, from a business system view, to an automated notification or contextual query?

     

    I do not oppose a future where computer systems do business by themselves and between themselves while reacting and learning from changes in other systems and environments. I just believe it's a fairly distant future, even for one reason alone: business is a social activity and systems don't socialize well.

     

    Yes, I know that you see a more laid back role of systems in a business context, just as support to capable humans. But the trend so far (worrying indeed) is that humans get lazier and more superficial (therefore less capable, arguably) as they delegate more tasks to machines that are more and more attached to their bodies.
    Managing Founder, profluo.com
    Comment
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