David Yockelson 2700031RK9 email@example.com | | Tags:  advanced acm ecm case bpm management | 4 Comments | 3,727 Visits
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To provide clarity, we would propose the following concepts: Business process management focuses on optimization of a process with a key goal to increase the volume of throughput or work completed for an individual process. Case management has a different “design goal” and focuses on optimization of outcomes for individual cases by providing an integrated set of information and services for the case worker. However, case management leverages BPM capabilities to address the different types of processes that could be called upon to drive case outcomes. These could involve complex structured processes, dynamically assembled sets of services, or ad hoc exchanges among those related to the case (including the customer).
Case information - the variety of documents, data, correspondence, and other forms of content that support a case – persists for an extended period of time and is comprised of multiple case events, requests and processes completed. Consider an individual who is a customer for a financial institution. That customer may have a mortgage loan, multiple CDs, a brokerage account and savings and checking accounts. Each of those accounts were likely involved in a formal business process as part of being established and would have multiple events associated. However, many times knowledge workers need a dashboard of complete case information to be effective and resolve complex events and requests – such as making a decision on a new line of credit that the customer applied for . Also, that case information will exist based on the life of the customer and regulatory retention policies for the financial institution.
Many organizations have invested in process automation environments, and case management relies primarily on BPM to help automate and optimize how case information flows to the right people and applications to support business goals. However, case work requires more than process optimization, and case workers (or knowledge workers) face complex and challenging activities that require their insight and judgment along with additional tools to help them be effective. In addition to BPM, advanced analytics, social software, decision management, collaboration and content management, facilities must be provided and integrated in case context to help drive case outcomes and meet organizational metrics..
These viewpoints are not solely ours. As we talk to customers who understand the value of BPM and are interested in automating their processes, their guidance is that at a certain point in their process automation strategies, they become stymied and they are not able to automate a large portion of their processes since the processes to manage those cases are defined by a knowledge worker per case. As industry analysts such as Connie Moore and Craig Le Clair from Forrester Research discuss the needs and benefits of case management, they describe how organizations’ requirements for process management are evolving and organizations are struggling with the changing nature of knowledge work.
What do you think? Are you seeing these dynamics playing out in your industry? We are interested in your insights. We invite you to post your comments and thoughts. Also, keep your eyes on this blog for articles coming soon. We are looking forward to updating you on what customers are telling us is best practices and key requirements for case management.