David Caldeira 27000180WU firstname.lastname@example.org | | Tags:  bpm acm advanced management case | 0 Comments | 1,071 Visits
This is exciting times for Advanced Case Management. IBM has taken the lead position in its overall vision and strategy!
IBM has gained analyst attention recently in Forrester Research, Inc.’s January 2011 Wave on Dynamic Case Management (DCM). The report spotlights IBM as one of the vendors in the ‘Leader’ category based on “the strength and comprehensiveness of its overall portfolio”.
When we launched IBM Case Manager last December, we believed we had created a great solution for the wide variety of traditional case management scenarios such as customer service, complaint management, claims processing and other case-oriented work across vertical markets. However, our customers are finding broad and far reaching uses for this product to solve many knowledge worker challenges. This was recognized in Forrester’s Wave on Dynamic Case Management (DCM) which indicated that IBM Case Manager "can claim the strongest scores across the three DCM use case categories”.
Forrester identified three categories it believes encompass the range of case management situations across all industries. The Forrester report highlights that IBM “will drive leadership in analytics in the dynamic case management market” and credits IBM “with the strongest scores across the three DCM use case categories – investigative, service request and incident management – reflecting the strength and comprehensiveness of IBM’s overall portfolio which combines BPM, ECM and analytics”.
Forrester cites IBM as one of the vendors that has “made a strong commitment to offering DCM-specific platforms that forms the basis of transforming ‘untamed’ business processes” and offers a “strong platform that allow their customers to realize the DCM vision”.
These untamed processes are expensive and potentially risky for our customers and are ripe for automation to deliver real business value. Situations such as wealth management and commercial lending in Banking, permit, tax and revenue management, public safety and child support management in Government, claims investigation and loss prevention in Insurance, incident tracking and permit management in Energy and Utilities, and many more applications across Healthcare, Telecommunications and Manufacturing are areas where IBM Case Manager can excel.
Forrester also notes that IBM’s “strong partnership ecosystem will help drive the horizontal platform deep into industry solutions across all DCM use case segments”. IBM believes that a strong partner ecosystem is critical to our customers’ success. Our business partners bring industry know how and ready to implement solutions which meet today’s business requirements. With over 2,000 customers using IBM capabilities to solve case management problems, and over 200 partners delivering case-style solutions, IBM has deep experience and success solving these case management challenges.
For a complimentary copy of Forrester’s new report, The Forrester Wave™: Dynamic Case Management, Q1 2011 and more information on IBM Enterprise Content Management, visit http
David Gómez 270000KTWU email@example.com | | Tags:  content enterprise case bpm acm process ecm advanced architecture business management | 0 Comments | 1,016 Visits
Now the common question would be what does this have to do with and ACM architecture? Well, it has everything to do with it. An ACM platform for building ACM solutions is built on technology of today with a vision towards what's needed in the future.
So, what should an ACM platform look like? Well, let's think about it. It needs to have documents as part of it. So, there needs to be some library services for things such as versioning, check-in/out, and other typical library services functions.
The other aspect is that it needs to have some sort of ingestion from either existing document management systems or a means of ingesting beyond the enterprise generated content such as paper, faxes, and in-bound emails. So, a capturing services framework should be part of it also.
Now, emergent processes are part of this in the form of tasks or procedures as mentioned before. So, there needs to be some workflow services for managing the emergent processes generated with regards to processing a case.
There is a need to collaboration inside and outside of your organization with various experts or knowledge workers when and where needed. So, a collaboration services framework should also be part of this.
There are other things beyond documents which may be part of a case decision. This lends naturally to leveraging an integration services layer to quickly and efficiently bring in those dreaded “legacy” applications into the case information. As a side note, any “legacy” system is an application in existence prior to the one you're designing today.
Now, let's turn to the advanced part of ACM. Why is it advanced? Well, it is advanced because you can leverage event, content, and data analytics. So, an analysis services layer should be in place for making this advanced.
Another aspect to the advanced portion is that of having a real-time view into what the state of a case or group of cases are in the platform. This means a monitoring services dashboard should also be part of this.
Now, this is a lot to ingest. The key to having all of these things is that they are aware of what a “case” is and how it is interconnected. This means that there should be both a designer and a runtime which make the concept of a case with all its artifacts easy to design, create, manage, and view.
Now, these are the fundamental services needed for an ACM platform. I challenge you to find a product or vendor out there that has this in one box integrated. Go on and try and get back to me when you do.
Until next time,
Your friendly neighborhood ACM guy
David Gómez 270000KTWU firstname.lastname@example.org | | Tags:  case management acm advanced bpm ecm. | 1 Comments | 1,358 Visits
I was struggling with what is the difference between business process management (BPM) and advanced case management (ACM). Then while reading a book called Mastering the Unpredictable (Swenson 2010) and looking at some internal presentations on the subject the picture crystallized for me. It came down to an emergent process.
This is my attempt at helping it be the same for you. Let's see where BPM and ACM are similar. They both have a goal of increasing efficiency and meeting customers' needs. They both also have workflows or processes as part of them. They also both have roles filled by knowledge workers or experts. ACM and BPM also have information or data as part of them. Both ACM and BPM benefit from visibility into them along with history, analytics, integration, and communication. Well, if you look at these things together they both create a compelling reason to use either one. Well, if they are so similar then what's the difference? I mean really is ACM the next evolution of BPM? I say it is if you get past the initial similarities since they go about achieving those goals in very different ways due to the role of the knowledge worker, information, and workflow in each.
First, let's look at what types of processes a business process management system (BPMS) is focused on. Process or workflow is king in this system. This means defining a process, putting it into production, and going back to see how you can optimize this or automate steps. Everything feeds into this. Information or data feeds the process. Knowledge workers participate at pre-defined steps in the process. So, simply put once again, workflow is king here.
Now, let's see what an emergent process is and how it differs from a pre-defined process. This is a process that unfolds or emerges as information or understanding is discovered. So, a knowledge worker sees an initial set of data or information. Based on this information, he or she will determine what other experts need to be involved and what workflow(s) need to be invoked. It is not a static process. This means that as things are discovered or emerge other experts and workflows may need to be used. Therefore, the process emerges or is emergent. Here we have an emergent process. And as is shown here information or data is the king in ACM.
So, now to that famous radio station WIIFM (What's In It For Me?). Well, if you have had the dubious honor of having been a victim of fraud or been rejected a claim an emergent process as part of case management would have benefited you. Based on your information or the specifics of your case, workflows and experts would have been called upon and may have altered based on what was discovered as new knowledge or information emerged.
We've discussed what the difference is between BPM and ACM. We've also discussed what an emergent process is. Now, where do we go from here? Well, a solution bringing together this notion and creating a template based offering leveraging analytics to optimize case resolution is what is called for. The challenge has been that BPMS based solutions have not had the focus of information or data being the king as is the case of an ACM based solution.
Until next time,
Your friendly neighborhood ECM guy
David Yockelson 2700031RK9 email@example.com | | Tags:  advanced acm ecm case bpm management | 4 Comments | 3,040 Visits
Feedback from customers about
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.
David Yockelson 2700031RK9 firstname.lastname@example.org | | Tags:  bpm advanced_ case_management case ecm case_managment | 2 Comments | 877 Visits
We all know the relevance of business analytics to traditional applications like
Because advanced case management includes and contextually integrates numerous technologies, case analytics can add value in a variety ways. For example, business process management, a core element of advanced case management, leverages analytics to provide the status and volumes of work to be performed among roles and individuals involved in processes. It is also used to help determine how and when to fill work queues to optimize those processes. Forrester Research discusses the intersection of business intelligence and business process management here. But in addition to the focus on process capabilities, when applied more broadly to advanced case management, case analytics give users and managers a view of the numbers and types of cases being processed as well their status relative to completion. This may not sound like a significant advantage, but consider that most case work involves quite a bit of information that must be obtained from outside parties and internal subject matter experts and that case work must often be paused until that information arrives. Understanding the status of such collaborative and dynamic work elements, as well as having the knowledge of what types of cases may be causing these slow downs, can deliver significant benefits in customer service and process visibility to organizations.
Beyond the “standard” elements of data collection and analysis, however, are more advanced case analytics capabilities that can deliver insight about why cases are being created in the first place. That is a different benefit than understanding trends from amassed case performance data – this is more about the ability to ask why cases or exceptions are being generated and how they might be addressed given their circumstances. Combined with the other elements of case analytics, this content oriented analytical capability can provide organizations with a much clearer view of case loads, enablig them to create paths to better outcomes.
Do you find gaps in unstructured processes that could use a broader analytical approach for remediation? Do process exceptions increase workloads with little visibility into the causes? Let us know your thoughts and how you’ve addressed these issues.
Welcome to the advanced case management blog : collaboration and social software as a pillar for case management
David Caldeira 27000180WU email@example.com | | Tags:  bpm ecm case_management advanced_ case_managment case | 1 Comments | 1,216 Visits
Welcome to IBM’s new advanced case management blog. This blog will focus on a series of topics on how to address organizations’ case management needs for all industries. In our first article, I would like to highlight feedback from our customers about leveraging and embracing collaboration as an integrated part of their case management business processes.
Organizations today have increasing business pressures to meet heightened customers’ requirements in core aspects of their business while seeking to reduce costs for servicing customers. Loan origination and management, claim servicing and benefit administration are just a few examples. Government agencies are compelled to provide greater transparency for citizen’s requests and commercial organizations need to provide exceptional customer service while retaining competitive cost structures. Add to that, increased demands to meet audit and regulatory requirements plus respond to legal inquiries.
Varying types of automation have streamlined case processes in recent years including content-centric business process management, CRM, ERP and PLM environments. The cases that many knowledge workers focus on today are complex exceptions which are not easily addressed through automated processes. Milestones for resolution may be pre-defined, but identifying who within an organization should involved and which individual steps must be taken to meet the milestones change from case to case. Identifying pockets of domain expertise to involve is crucial to rapid case resolution. As well, visibility and tracking of complex exception cases is critical in order to balanced resources and insure resolution across cases.
Add to today’s business environment a combination of collaboration tools – team rooms, wikis, blogs an instant messaging which are separated from automation environments. Collaboration, interaction and decision making is occurring independent of customer facing or compliance tracking environments.
What organizations today need for case management is real-time, efficient and highly transparent collaboration among employees and within teams, regardless of time zones, national borders and corporate divisions. Finding the right subject matter expert is often critical to make an ad-hoc decision required to bring a case to an optimal closure. Case workers also need to interact with a case directly from the office productivity tools they use every day. Finally, content in context is important. Cases must contain a 360º view of information, correspondence, tasks, policies and rules, processes and events that were required for resolution to provide context for case workers. A case oriented view of a customer or citizen needs to be retained to support regulatory requirements and provide customer facing teams with a comprehensive, enterprise view of case status and history. For additional views on what businesses require to support case management, take a look at a recent interview with Connie Moore and Craig Le Clair from Forrester Research.
What do you think? How have collaboration tools and the need for collaboration effected your business processes? 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.