Unstructured, unpredictable human processes make up the bulk of processes in today's organizations. This is the kind of work carried out by knowledge workers using email, documents and meetings. Adaptive case management is an approach to managing these processes, and the book "Mastering the Unpredictable" brings together a number of thought leaders in this new emerging area. This presentation is on the second chapter - "What to do When Modeling Doesn't Work?"

1. What to do when process modeling doesn’t work? Using adaptive case management (ACM) for ad-hoc, unpredictable human processes Jacob Ukelson, D.Sc. April 15, 2010 jacobu@actionbase.com

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?

8. Classification of Knowledge Intensive Processes Davenport, T. (2005) Thinking for a Living. Harvard Business Press Processes that can be modeled Processes that can’t (shouldn’t) be modeled

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

15. Participant changes

17. Information Overload

18. Ad-hoc, Unpredictable Process Scenarios Decisions and Reviews Board of Directors international banking division real estate division CFO

19. Ad-hoc, Unpredictable Process Scenarios Complex and Personalized Processes Customer Request Customer rep CFO Products

20. Ad-hoc, Unpredictable Process Scenarios Audits and Compliance >50 audit review documents ~3-4 versions per document Aggregating findings and recommendations Tracking ~5000 actions Compiling reports manually “Chasing” information and status updates

22. Regulatory Process Handling

23. Exception Handling

24. Investigations

25. Contract Management

26. RFPFI Management

28. Ignoring Ad-hoc, Unpredictable Processes is Dangerous Operational Risk Factors Process Risk PéterFehér- BACEE-ISACA Conference on Operational Risk in the Financial Sector 2009

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

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

44. e.g. Meetingsecision Management

45. Case handling

46. Operational process warehouse