After BPM, what is next?

Next Wednesday, March 3rd, we will be giving a webinar on Adaptive Case Management.  I have mentioned this subject a couple of times in recent posts, as new technology area.  Advancements have provided ways to support increasingly sophisticated types of work.  Initially, very simple work tasks with productivity software, advancing to more sophisticated work processes with workflow and BPM, but never before has there been wide adoption of of technology to support Knowledge Work. This is a area of work has been largely unsupported in the past, because it is the hardest kind of work to support.  New developments, however, make this a promising new technology area.

Below is a description of the webinar where we will walk through a description of the elements of knowledge work, and how Adaptive Case Management might allow for signicant increases in knowledge worker productivity.  The speakers include myself (Keith Swenson from Fujitsu), JOhn Matthias from the National Center for State Courts, Dana Khoyi from Global 360, and Henk de Man from Cordys.  Follow this link to sign up.

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Knowledge worker productivity is the biggest of the 21st century management challenges. In the developed countries it is their first survival requirement. In no other way can the developed countries hope to maintain themselves, let alone to maintain their leadership and their standards of living. – Peter F Drucker

Presented by leaders of the Workflow Management Coalition (WFMC) this webinar will show how Case Management supports Knowledge Work. Knowledge work accounts for 25% to 50% of all work, and the percentage is growing. Knowledge workers are typically the most highly paid members of any organization, including highly trained professionals and executives. That is why management sage Peter Drucker cited knowledge worker productivity as the highest priority for management in the 21st century.

Process technologies such as workflow and BPM have delivered well-proven ROI when the process is predictable and repeatable. In contrast, knowledge work involves processes where goals and certain tasks are well established, yet the exact sequences of these varies from with each case. These processes are not nearly predictable as those found with traditional applications of BPM and workflow, but the need for achieving productivity in knowledge work has never been greater.

For example, the course of treatments for a patient are not predictable at the time of admission to a hospital, but testing and treatment has to begin without a fixed plan. The course of court case is not predictable, but it is still very important that everything is prosecuted correctly. Negotiations as specialized as the Strategic Arms Reduction Treaty, or as common as the merger of two companies, all are examples of goal-driven processes where the specific paths to completeness are not predictable at any detailed level.

A promising solution for achieving productivity in the goal-driven processes of knowledge work can be found in new approach called “Adaptive Case Management” which is a combination of traditional Case Management, with strong Process and Analytics capabilities.

This fast-paced, highly informative webinar will illustrate how Adaptive Case Management offers a fundamentally different approach from BPM to supporting organizational work. Outlined will be the basic elements of Adaptive Case Management, and how such technology supports the unpredictable processes of knowledge work.

Agenda:

  • The Role of Process Management in Knowledge Worker Productivity
  • Understanding the Components of Adaptive Case Management
  • The Data Modeling Challenge within Goal-Driven, Dynamic Processes
  • Applying Adaptive Case Management to Innovation
  • Future Directions and Current Options for Managing Goal-Driven Processes
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4 Responses to After BPM, what is next?

  1. Pingback: links for 2010-03-01 « steinarcarlsen

  2. Pat Flanders says:

    Hi Keith – your points are well taken. At Active Endpoints, we’re really thinking about getting a BPM mentality to be pervasive among all different types of business owners (whether they “own” a process, a LOB, or a department). These people certainly need an adaptive approach, but they also need tools that will allow them to implement what they need in a fast, efficient way.

  3. Pingback: Library clips :: Have we been doing Enterprise 2.0 in reverse : Socialising processes and Adaptive Case Management :: July :: 2010

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