taming the unpredictable: real-world adaptive case management
DESCRIPTION
In this fast-paced and informative session, best-selling authors Nathaniel Palmer and Keith Swenson present findings and highlights from their latest book on adaptive case management, debuting this week at the Business Process Forum. Learn the best ways to make sure your process management initiatives keep pace with the mobile and social workforce of the 21st century. Key takeaways of the session include:* Why empowering knowledge workers is the management challenge of the 21st century.* How adaptive case management offers sanity in a Dropbox, App Store, LinkedIn world.* Why decisions must be made with increasing autonomy in unforeseen, unplanned, and impromptu ways.* How mobile computing will crush corporate IT, and what you can do about it.TRANSCRIPT
www.TamingtheUnpredictable.com
Nathaniel Palmer, Chief BPM Strategist, SRA International
Keith Swenson, Vice President of R&D, Fujitsu
"The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the
productivity of the manual worker in manufacturing. The most important contribution management needs to make
in the 21st century is similarly to increase the productivity of knowledge work and the knowledge worker.”
Peter Drucker,
1969 coins the term “Knowledge Worker” in ‘The Age of Discontinuity’
30 Years later authors in ‘Management Challenges for the 21st Century’ . . .
BPM = A Transactional Thread Linking Activities Across Multiple
Systems & Applications
State State State
Control Control Control
Activity Activity Activity Activity
The 2nd Revolution in IT Architecture
1969 Today1995
Led to 40 Years of Data-centric Application Design
Laid the Foundation for Process-centric Applications;
Still the Reference Model for N-Tiered, Service-Oriented & Process-Driven Applications
How to Improve Knowledge Work?Productivity Pain Points
Source: 2011 ACM Survey
Greatest Productivity Hurdles Knowledge Workers Face in a Typical Workday
Tracking Status & Information Represent the Greatest Hurdles to Knowledge Worker Productivity
Work Patterns of Knowledge Workers
Percent of the Day Spent in Different Modes
Source: 2011 ACM Survey
2/3 of a Knowledge Worker’s Day is Spent in Unstructured & Often Unpredictable Work Patterns
Roughly 1/3 is Structured, Predictable, Automated or Automatable
Deterministic vs. Non-Deterministic
BPMN Processes Are Deterministic, Where All Possible Paths Are Pre-Determined or Known in Advance, No Matter How Complex the Pathways May Be.
The Direction of the Process is Determined by the Pre-Defined Path and Current State; State is Determined by the Preceding Activity, in Other Words, Where it is in the Process.
Case Management Focuses on Events and Outcomes
An Event Occurs
The Case is CompletedA Case File
is Opened
Activities and Work Create Content & Context Added to the Case
Event-Driven? Yes.Agile? Maybe.
ACM Processes Are Goal-Driven and Non-Deterministic,The End Point is Known at the Start, the Pathway for Reaching it is Determined by the Outcome at Each Stage as well as Rules and Policies Applicable to the Case. The State of the Case is determined by the Content and Context Within the Case, Not Where the Case is at Any Time.
Issue Resolved & Recorded
Customer Reports Problem
A Case is Opened
Issue is Investigated
Solution Applied,
Unsuccessfully
Alternatives Researched &
Applied
Goal-Driven = Non-Linear
Cases Evolve Over Time in the Direction of Achieving a Goal, Often in Unpredictable Directions, Requiring the Ability to Jump Forward, Jump Back, Re-do or Otherwise Perform Work in a Sequence That Can’t be Determined in Advance.
Adaptable, Not Ad-Hoc
Business Rules, Business Analytics, Context-Sensitive ‘Help’ and Knowledge Management Functions Help Guide Knowledge Workers to Make Decisions About Cases as They Evolved.
The Case Management System Adapts to the Context of the Case, Guiding the Outcome Based on the Combination of Rules/Policies, Data, and Application of Knowledge Worker Know-How.
Case Management is a System of Record
BPM Provides a Transactional Across Various Systems of Record.
Case Management Captures the Context of “What Happened” in Virtual Case Folder Which Serves as the Long-Lived System of Record of the Case.
Files (including email, voicemail and traditional documents) Reside Outside of the Case but are Tracked as Part of the Permanent Record.
Case Management is a System of Record
A Case May be Restarted at Any Time, or Remain “Living” in its Current State for Any Duration Until Another Event Occurs.
Knowledge Captured During the Performance of Case Work can be Used as a Template to Launch a New Case Instance.
Case Management & the iWorker
ACM Will Further the Integration of Outside Tools and Social Media, Delivering "mash ups” to Facilitate Better Communication and Faster Problem Resolution
BPM, ACM & the iWorker
Mobile Devices Will Change Work Patterns Faster Than Existing Applications Can Keep Pace.
BPM and ACM will be the Platform Which Enables Work to Follow the Workers, Virtually Integrating Resources From Existing Systems With New Content and Context, Capturing Events and Providing Access to These Wherever Work is Performed.
Delivering Work the Way We Work
By Enabling the Work to Follow the Worker,
BPM and Case Management Provide the Cohesiveness
of a Single Environment (single point of access) but
Does Not Determine nor Impose Whether that is
Virtual or Physical.
Enabling Quantum Organizations
as a new level of effectiveness
Keith D. SwensonVice President of R&D
Fujitsu America
17
1990 2000 2010 2020
Mass p2p& tribe orientedcommunications
We are standing on the crux of a change that will affect every aspect of our working lives.
How will you take your organization through this substantial change and benefit from it?
1990 2000 2010 2020
Dominatedby
<< Push >>Organizations Dominated
by
>> Pull <<Organizations
Our own conceptual limitations stand in the way of capturing the full benefit of social business
1990 2000 2010 2020
Remain << Push >> Change to >> Pull <<
The Root of the Conceptual Problem
21
Everything, it was thought, could be predicted if you measure the initial conditions carefully enough.
F = ma
Isaac Newton
We assume the system runs on simple rules.
Chaos was believed to simply be complexity so great that in practice scientists couldn’t track it, but they were sure that in principle they might one day be able to do so. - Briggs & Peat (1989)
The Heisenberg Uncertainty Principle: Chaos can not banished through perfectly precise measurement.
At subatomic level, particles are constantly forming and disappearing.
And yet…. structures at our level remain remarkably stable.
27
Newtonian vs. Quantum
externally observable limited precision
smoothness
based on simple rules
predictability
turbulence
relationship based
unpredictability
It was as if the ground had been pulled out from under one, with no firm
foundation to be seen anywhere, upon which one could have built. - Einstein
Henry Ford’s Assembly Line
The Industrial Revolution:… the Newtonian view in business.
Frederick Winslow Taylor•Time and Motion Studies•Mass production office work
30
Routine work is already to a large extent, being automated
31
For Knowledge Workers, think not of a machine, but an ecosystem 32
Newtonian vs. Quantum
externally observable limited precision
smoothness
based on simple rules
predictability
turbulence
relationship based
unpredictability
The Power Of Pull
“Pull platforms are emerging as a response to growing uncertainty.”
“They seek to expand the opportunity for creativity by local participants dealing with immediate needs.”
<< Push >> Models
>> Pull << Models
• Adaptive Case Management
• Knowledge Workers• Pull Model• Get Things Done
Returning to“Human 1.0”
38
39
Roles mean nothing without understanding the network of relationships and the resources that are required to support the work of that person. – Margaret Wheatley
40
Important worker qualities will be: •High Concept•High Touch -Daniel H. Pink
1. Understand the limits of Newtonian view – and Scientific Management
2. Beware of over-simplifying the job– Don’t just “pick a process”
3. Focus on providing the right information– Promote a culture of sharing
4. Embrace complexity– Don’t de-skill the workplace
5. Empower people to respond to customers– Decentralize, but monitor
6. Hire/promote right-brained people
42
Crossing the gap will require a new mindset at all levels of your organization.
1990 2000 2010 2020
Dominatedby
<< Push >>Organizations Dominated
by
>> Pull <<Organizations
43
www.TamingtheUnpredictable.com
Nathaniel Palmer, Chief BPM Strategist, SRA International
Keith Swenson, Vice President of R&D, Fujitsu