http://www.opitz-consulting.com/go/3-3-902 Effizienzsteigerung durch Prozessautomatisierung. Ein Ausspruch, der sich durch unsere Geschichte zieht: Geprägt und eindrucksvoll in der industriellen Fertigung schon durch Henry Ford umgesetzt. Goldrichtig für den Production Worker. Heute aber schreien die Menschen vor ihren Bildschirmen auf, wenn sie durch zu starre Prozesskorsette in immer gleiche Aufgabenlisten und Maskenflüsse gezwungen werden, die innovatives und situationsadäquates Handeln erschweren oder gar ganz verhindern. Effizienzsteigerung wird nicht mehr durch die simple Automatisierung von Routinetätigkeiten erreicht (dies ist schon in heutiger Standard-ERP-Software abgebildet). Es geht darum, den heutigen Wissensarbeitern (Knowledge Worker) einen optimalen Arbeitsplatz zur Verfügung zu stellen, an dem sie bestmögliche Entscheidungen für das Unternehmen treffen können. Dazu muss in BPM-Initiativen der Mensch wieder in den Vordergrund treten: als Beteiligter am Prozess, der nicht vollständig über Prozessmodelle gesteuert wird, sondern selbst aktiv und unmittelbar zur Verbesserung beiträgt. Die Referenten führten ihre Zuhörer in das dynamische oder adaptive BPM ein und zeigten am Beispiel der Oracle BPM Suite, was heute bereits im Umfeld des Adaptive Case Management (ACM) möglich ist. Torsten Winterberg, Manager Business Development & Innovation sowie BPM-&-SOA-Experte bei OPITZ CONSULTING und Hajo Normann, AS&T Innovation, Accenture präsentierten den Vortrag bei der DOAG Konferenz 2012 in Nürnberg. -- Über uns: Als führender Projektspezialist für ganzheitliche IT-Lösungen tragen wir zur Wertsteigerung der Organisationen unserer Kunden bei und bringen IT und Business in Einklang. Mit OPITZ CONSULTING als zuverlässigem Partner können sich unsere Kunden auf ihr Kerngeschäft konzentrieren und ihre Wettbewerbsvorteile nachhaltig absichern und ausbauen. Über unsere IT-Beratung: http://www.opitz-consulting.com/go/3-8-10 Unser Leistungsangebot: http://www.opitz-consulting.com/go/3-8-874 Karriere bei OPITZ CONSULTING: http://www.opitz-consulting.com/go/3-8-5

1. You are the process!
Case Management with Oracle Business Process Management Suite
Hajo Normann
Accenture
Torsten Winterberg
OPITZ CONSULTING GmbH
DOAG 2012, Nürnberg
Adaptive Case Management Seite 1

2. The Team:
Masons-of-SOA
 Bernd Trops (Talend):
bernd.trops@talend.com
 Clemens Utschig-Utschig (Boehringer-Ingelheim):
clemens.utschig-utschig@boehringer-ingelheim.com
 Berthold Maier (T-Systems):
berthold.maier@t-systems.com
 Hajo Normann (Accenture):
hajo.normann@accenture.com
 Torsten Winterberg (OPITZ CONSULTING):
torsten.winterberg@opitz-consulting.com
 Jürgen Kress (Oracle Corp.)
juergen.kress@oracle.com
 Guido Schmutz (Trivadis):
guido.schmutz@trivadis.com
 Danilo Schmiedel (OPITZ CONSULTING):
danilo.schmiedel@opitz-consulting.com
www.soa-community.com
Adaptive Case Management Seite 2

3. Agenda
1. From taylorism to
knowledge work
2. Need for IT support
3. ACM and BPM
4. Oracle and ACM
5. Conclusion
Adaptive Case Management Seite 3

4. 1 From taylorism to knowledge work
Adaptive Case Management Seite 4

5. The industrial revolution:
Bringing mass-production to our world
Adaptive Case Management Seite 5

6. With taylorism came the production worker
Adaptive Case Management Seite 6

7. The key: Serial Execution of a well-defined
process (and no exceptions!)
Exceptions…
A4
Trx
A1 A2 Trx
A3 D1 A5
http://www.slideshare.net/rloggen/introduction-to-case-management-roeland-loggen-vs11-7021518
Adaptive Case Management Seite 7

8. Taylorism: production workers everywhere …
Adaptive Case Management Seite 8

9. Work has changed today:
A new role emerged: the knowledge worker
 Innovation in business
concepts
 Division of Labor
 Work & Component
Standardization
 Efficiency studies &
Improvement
 Management
 Innovation in technology
 Tools
 Machines
Adaptive Case Management Seite 9

10. Why and how to give the knowledge
2 worker better IT support?
Adaptive Case Management Seite 10

11. IT support for knowledge workers is
a challenge …
Rigid Workflow Word/
Paper E-mail Excel
CRM/ Product
ERP system
Data-driven system
Document system
http://www.slideshare.net/rloggen/introduction-to-case-management-roeland-loggen-vs11-7021518
Adaptive Case Management Seite 11

12. … Task Management is a starting point to
address this challenge
Task Management
Tasklist Task Templates
Task Runtime Task Application Design
Framework
Content Events Rules Collaboration
© by Hajo Normann, Accenture
Adaptive Case Management Seite 12
1

13. Yet, mere Task Management is not sufficient
http://www.masteringtheunpredictable.com
Adaptive Case Management Seite 13

14. Workflow and BPM put the task into context
Enterprise Task Management
Tasklist Task Templates
Task Runtime Task Application Design
Framework
Social Monitoring &
Content Events Workflow Rules Collaboration Software Analytics
© by Hajo Normann, Accenture
Adaptive Case Management Seite 14
1

15. BPM technology. The solution?
Adaptive Case Management Seite 15

16. BPM technology. The solution?
The key lesson: Pre-defined workflow is great,
but you need to apply it where appropriate…
Don‟t bring us back to Taylor-times…
Adaptive Case Management Seite 16

17. The fear …
So I won‟t have a complete
30-step, 10 angles
covered, EPC/BPMN
compliant process model
to control, uhm, guide
employees?!
http://www.slideshare.net/rloggen/introduction-to-case-management-roeland-loggen-vs11-7021518
Adaptive Case Management Seite 17

18. Flowcharting based BPM represents rigid
processes
Adaptive Case Management Seite 18

19. Case for Case Management:
Insurance Underwriting – with flowchart: Hard to predict, too many
variances for flowchart, process participant is controlled
Automatically filed, analyzed Triggered and manual initiated tasks
Potential policy/contract
submitted
• Insurance application
• Credit report Application
Timer—
overdue
• Loss history Application— initiates
Underwriter
evidence
signed process
evidence
ordered
Insurance contract
Loss history
Negotiate, d Evidence
ecline, addit received—
ional info initiates
required underwriter
notification
when
complete
Credit, MVR,
MIB reports
Risk
Correspondence and accepted, i Conference/
ssue policy
forms automated referral with Risk scores
experts too high to
pass
automatically
Adaptive Case Management Seite 19

20. Enter Case Management
Goal-oriented – like a navigation system
Journey to
„Nürnberg“
Status:
arrived
Adaptive Case Management Seite 20

21. Case for Case Management:
Insurance Underwriting – with case management, the process participant
is in control
Potential policy/contract Automatically filed, analyzed Triggered and manual initiated tasks
submitted
• Insurance application
• Credit report
• Loss history
Application
Underwriter
evidence
4 Timer—
overdue
—signed ordered
evidence
Insurance contract Loss history from
policy admin app
Evidence
received— Negotiate, dec
initiates line, additiona
underwriter
notification l info required
when
complete
Credit, MVR, M
IB reports from
external Conference/
sources referral with
experts
Risk scores
too high to
pass
Risk automatically
accepted, i
ssue policy
Adaptive Case Management
Correspondence and Seite 21
forms automatically sent

22. No difference between straight-through and
manual processing
http://www.beinformed.com
Adaptive Case Management Seite 22

23. Event-driven – Dynamic Activity Plan
… What you can do now …
… What you have done …
so far
… What could be next …
http://www.beinformed.com
Adaptive Case Management Seite 23

24. Focus is set on the “case”
… pension starts … pension holder
paying out deceased Pension plan
is created
… legal changes
… old pension
… employer plan is incorporated
changes again
… divorce and
… risk profile
remarriage
changes
affect pension … employer
changes
http://www.beinformed.com
Adaptive Case Management Seite 24

25. 3 ACM and BPM
Adaptive Case Management Seite 25

26. What is a case (I)?
 The coordination of multiple tasks, planned or
unplanned, for a specific purpose.
 Almost anything can be treated as a case.
 An insurance claim
 A patient
 An event (such as a conference)
 An identity theft investigation
 A project
 An asset (such as a building)
 A customer request
 A customer
 Expansion of the term „case“ to „everything“.
http://www.bpmnforum.net/blog27/adaptive-processes/new-book-taming-the-unpredictable-2/
Adaptive Case Management Seite 26

27. BPM und ACM:
There„s no „versus“. You need them both!
BPM
Rigid BPM Adaptive BPM
with BPMN with ACM
rBPM aBPM
Adaptive Case Management Seite 27

28. BPM and ACM
 Activity definition
 rigidBPM:
 A process has defined n activities a priori.
 Until deployment time every activity and all transitions are defined.
 adaptiveBPM:
 A number of activities may be unknown, even after deployment.
 Activity transition
 rigidBPM:
 During design time all possible transitions between activities are modelled.
 adaptiveBPM:
 Possible transitions depend on current context and data.
Adaptive Case Management Seite 28

29. Classical BPM and Case Mgmt.:
Different approaches for Task Management
Tasks are tied to Processes Participants can refine case tasks as they proceed
ACM uses a task-oriented approach to define the structure of a case
Cases and in-baskets reflect the tasks that need to
be completed, regardless of where they came from
New tasks can be added to cases on the fly
Tasks can vary in complexity
© by Hajo Normann, Accenture
Adaptive Case Management Seite 29
2

30. BPM and ACM
http://www.masteringtheunpredictable.com
Adaptive Case Management Seite 30

31. BPM and ACM: ACM is data-centric
http://www.masteringtheunpredictable.com
Adaptive Case Management Seite 31

32. Social – Multiple stakeholders working on a case
Shifting Mass
requirements Customization
Interpretation
Driving the
of ambiguous
process Administrative
Consumer, Citizen, information
Professional
Business
Minimal Making operational
burden decisions
Conflicting stakeholder
requirements
Spotting and Operational
driving change excellence
Manager,
Strategist http://www.beinformed.com
Adaptive Case Management Seite 32

33. Although case management technology is
recognized as separate technology component …
© Forrester Wave™:
Dynamic Case Management, Q1 ‟11
Adaptive Case Management Seite 33

34. Vision: Case management board
Adaptive Case Management Seite 34

35. Vision: View of a single case
Adaptive Case Management Seite 35

36. Vision: Work on activiti „G“
Adaptive Case Management Seite 36

37. Vision: Activiti „G“ has ended
Adaptive Case Management Seite 37

38. Basic building blocks for acm
Knowledge area Activity Area
Other related
entities Next (possible) shell
Related entity (history, audi
(1) t)… Next (possible) shell
Next (possible) shell
Central entity
Next (possible) shell
Related entity Related entity
(2) (3)
Add another
…
Standard tools (gmaps / calendar / calc / mail) Save for later
Task Engine Process Engine Service Bus DMS
Adaptive Case Management Seite 38

39. 4 Oracle and ACM
Adaptive Case Management Seite 39

40. Evolution of Oracle SOA platform:
complete & integrated
12c
• Collaboration
• Deep runtime
monitoring
• “Make hard things
simple”
Adaptive Case Management Seite 40

41. BPM Case Management Evolution
Today BPM 11.1.1.7 BPM 12c
Robust Built-in Case Management as a Industry Leading
Case Management first class feature Case Management
Case introduced as a first class Expand and improve features
Combination of BPMN, WebCenter introduced in 11.1.1.7 to provide
artifact in BPM with support for
Content, Business Rules, and ADF leading edge adaptive case
milestones, events, adhoc activities,
supporting case management. management solution.
etc.
Adaptive Case Management Seite 41

42. Case Management vs. BPM
 Adhoc, unstructured progression of a  Process instance progresses through a
case from initiation to final state sequence of steps and is structured
 Non-deterministic; The case flow is  Process flow logic expressed in
dynamically determined at run-time advance
 Case consists of a collection of  Flow logic expressed as a single
processes and isolated tasks process model
 Management by objectives;  Scientific Management; Automate and
Participants choose action to meet improve processes to increase
goals efficiency
 Knowledge work  Routine work
 Case folder provides overall co-  Process audit trail shows the process
ordination of case flow
 Document intensive  Primarily uses structured data
Adaptive Case Management Seite 42

43. Rich Support for Event Driven Processing
Adaptive Case Management Seite 43

44. Built In Business Rules
Adaptive Case Management Seite 44

45. Flexibility to Handle Variability in Processing
End-users can also add
participants anywhere in
Task routing flow
End-users can
reassign, re-
route, delegate Tasks
Adaptive Case Management Seite 45

46. Activity Guides for Case Processing
Adaptive Case Management Seite 46

47. Process Spaces - Instance/Case Space
Audit trail for this process
instance
Documents specific to this
Fraud Investigation
Discussions on this Fraud
investigation
Adaptive Case Management Seite 47

48. Interfaces delivered on Mobile
ADF Mobile Browser ADF Mobile Native
Adaptive Case Management Seite 48

49. Integrated Content Management
• Tight integration with Content management systems
• Document workflow
Adaptive Case Management Seite 49

50. Optimizing Case Flow with RTD
Adaptive Case Management Seite 50

51. One BPM product for all process flavors:
11.1.1.7 - Case as a First Class Component
Systems
People
Decisions Documents
Events
Adaptive Case Management Seite 51

52. Case as a First Class Component
Design Time Case Artifact Sample Case User Interface
Adaptive Case Management Seite 52

53. Case Activities and Events
Case Activities
(can be independent of any process)
Case Events
(Built-in and user defined)
Adaptive Case Management Seite 53

54. Case Stakeholders and Milestones
Adaptive Case Management Seite 54

55. Richer Content Integration
 Content can be uploaded via case  Integration with other CMS based
interface or directly via CMS on CMIS
Adaptive Case Management Seite 55

56. Mega Trend: Case Management as part of holistic
Enterprise Toolset
“Next-generation case management requires a different
mindset
… this new case management will be a huge departure from the
workflow/imaging solutions of old and will be based on predictive
Adaptive Case Management Seite 56
analytics, business rules, and social collaboration, in addition to core BPM

57. Start with adaptive ideas…
...
generic
Process
Legacy
Adaptoren
Root
Process
Baufi-Prozess
(Orchestrierung)
Excel/Rule Engine
List with all activities
Adaptive Case Management Seite 57

58. 5 Conclusion
Adaptive Case Management Seite 58

59. Conclusion
 You can start with Case Management today
 Case Management “extends” Task Management
 Increase of efficiency
 NOT via automation of routine work. That’s already in SAP.
 But by giving knowledge workers a perfect work environment. Enable them to:
 Make better decisions (more informed)
 Concentrate on core business
 Not ACM instead of BPM
 ACM is a new tool in the architect’s toolbox.
 Don‟t imprison the knowledge worker in rigid processes
 Watch out, if people aren’t allowed to make decisions on their own.
Adaptive Case Management Seite 59

60. Contact:
Hajo Normann
SOA/BPM Center of Practice ASG Lead,
Oracle ACE Director,
AS&T Innovation, Accenture GmbH
hajo.normann@accenture.com
Torsten Winterberg
Business Development & Innovation,
Oracle ACE Director
OPITZ CONSULTING Deutschland GmbH
torsten.winterberg@opitz-consulting.com
Adaptive Case Management Seite 60

61. Case Management in 11.1.1.7
 Case
Activities, Events,
Stakeholders and
Permissions
 Runtime
management of
above concepts
 User driven task
decomposition
 CMIS support
Adaptive Case Management Seite 64