"What to do When Process Modeling Doesn't Work" - a chapter from "Mastering the Unpredictable" by ActionBase
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The document discusses the limitations of traditional process modeling for ad-hoc and unpredictable business processes, which constitute the majority of knowledge worker tasks. It introduces Adaptive Case Management (ACM) as a solution to enhance efficiency by managing these unpredictable scenarios, highlighting its potential to reduce wasted time and operational risks. ACM complements traditional Business Process Management (BPM) by providing flexibility and control through structured management of process instances.
"What to do When Process Modeling Doesn't Work" - a chapter from "Mastering the Unpredictable" by ActionBase
- 1. What to do when process modeling doesn’t work?Using adaptive case management (ACM) for ad-hoc, unpredictable human processesJacob Ukelson, D.Sc.April 15, 2010jacobu@actionbase.com
- 2. AgendaAre there really ad-hoc, unpredictable business processes that can’t (or shouldn’t) be modeled?
- 3. What type of processes can’t be modeled?
- 4. How are they handled today?
- 5. Is that a problem?
- 6. Can adaptive case management (ACM) help?
- 7. Does ACM replace traditional BPM?Most Business Processes are Ad-hoc and Unpredictable10-20% of processes80-90% of processes(aka Knowledge Worker Processes)
- 8. Classification of Knowledge Intensive ProcessesDavenport, T. (2005) Thinking for a Living.Harvard Business PressProcesses that can be modeledProcesses that can’t (shouldn’t) be modeled
- 9. When Shouldn’t a Process be Modeled?Processes that consist mainly of interactions between human participants
- 10. Collaboration
- 11. Negotiation
- 12. Content (aka documents)is an integral part of the work, it is both consumed and produced as part of the process
- 13. The participantscontrol the process, and change it on a case-by-case basis
- 14. Flow changes
- 16. Activity changesKnowledge Intensive Processes TodayDocumentsEmailGroup CollaborationRealTime communication
- 18. Ad-hoc, Unpredictable Process Scenarios Decisions and ReviewsBoardof Directorsinternational bankingdivision real estate division CFO
- 19. Ad-hoc, Unpredictable Process Scenarios Complex and Personalized ProcessesCustomerRequestCustomerrepCFOProducts
- 20. Ad-hoc, Unpredictable Process Scenarios Audits and Compliance>50 audit review documents~3-4 versions per documentAggregating findings and recommendationsTracking ~5000 actions Compiling reports manually“Chasing” information and status updates
- 21. MoreAd-hoc, Unpredictable Process Scenarios Complex Project Management
- 24. Investigations
- 27. New plant planningIgnoring Ad-hoc, Unpredictable Processes is Expensive45% of knowledge workers spend over 4 hours a week on email follow-up! 41% spend more than 4 hours each week on passing documents between decision makers to get approvals8 hours a week ~ 20% of working time ~ $10,000 - $15,000 wasted each year per employee41%An ACM system can cut that waste by about 50% (on average)$6000-$10,000 annual savings per knowledge worker45%Disciplined Autonomy, Resolving the tension between flexibility and control Laserfiche and the Economist Intelligence Unit Survey of 227 executives
- 28. Ignoring Ad-hoc, Unpredictable Processes is DangerousOperational Risk FactorsProcess RiskPéterFehér- BACEE-ISACA Conference on Operational Risk in the Financial Sector 2009
- 29. What can Adaptive Case Management Do?Ensure every process instance has an owner
- 30. Ensure every process instance has a goal, deadline and a defined work product
- 31. a goal defines what must get done, not how the process is done
- 32. may also provide an associated guideline or best practice that gives a generic outline of the process
- 33. Provide visibility within the context of the execution of a process instance, or after it is complete
- 34. details on both the emerging flow of the process (the hand-offs between participants) and the work done by each participant (either in summary or detail form)
- 35. Failed handoffs are the most likely cause of process failure
- 36. Provide management and control through tracking, deadlines and goals
- 37. process participants decide how to best achieve their goals,
- 38. process owner can track the current process state and progress
- 39. “Hawthrone effect” can change participant behaviorACM and BPM are ComplementaryMany important business processes are actually a mix of routine and unpredictable processes
- 40. e.g. exception handling, environment changes, innovation
- 41. ACM can be used for “in-situ” process discovery and as process management quick start
- 42. Gartner – Design by doing, not Doing by design
- 43. ACM extends process management to new use cases
- 45. Case handling
- 47. and process system of recordThis was an excerpt from the book:Mastering the UnpredictableThe new book on how Adaptive Case Management will revolutionize the way that knowledge workers get things done.http://www.MasteringTheUnpredictable.com