1. Dynamic Case Management: Taming Untamed
Processes with Teams, Tasks and Content
Craig Le Clair, VP and Principal Analyst, Forrester Research
Roger Bottum, VP Marketing, SpringCM
First presented
June 23, 2011
Sponsored by SpringCM
www.springcm.com
© 2011 SPRINGCM INC. ALL RIGHTS RESERVED.
© 2011 SPRINGCM INC. ALL RIGHTS RESERVED.

2. Today’s speakers
Craig LeClair Roger Bottum
VP, Forrester Research VP, SpringCM
© 2011 SPRINGCM INC. ALL RIGHTS RESERVED.

3. Agenda
 The Game Changers
 Untamed Processes and the Case Management Imperative
 Dynamic Case Management and the Road Ahead
 Case Studies and Recommendations
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4. Game Changers that affect us all
June 2010 “The HERO Index: Finding Empowered Employees”
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5. February 2011 “Mobile App Internet Recasts The Software And Services Landscape”
Of People With Smartphones, 33% Download Applications At Least Monthly
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6. September 2010 “Empower Customers And iWorkers With On-Demand Customer Communications”
Customer Service Employees Are Not An Empowered Group
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7. Agenda
 The Game Changers
 Untamed Processes and the Case Management Imperative
 Dynamic Case Management and the Road Ahead
 Case Studies and Recommendations
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8. Untamed business processes –a case management
target
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9. Lack of structure and non-value-added activity –hallmark of untamed
business processes
Packaged apps. Un-tamed business processes
•Structured data •Unstructured content
•In-band •Out-of-band,
•Single-process focus •Chaotic,
•Well-structured •Non-value-added activities
•Strong IT focus •Cross-process coordination
•Poorer IT focus
People adapt to App.
Apps. adapt to people
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10. Fragmented On-premise Architectures Provide Case Management Opportunity
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11. Case Management can make packaged apps. more dynamic and better
designed for people
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12. Agenda
 The Game Changers
 Untamed Processes and the Case Management Imperative
 Dynamic Case Management and the Road Ahead
 Case Studies and Recommendations
12 © 2010 Forrester Research, Inc. Reproduction Prohibited

13. What is dynamic case management?
A semistructured but also collaborative, dynamic, human, and
information-intensive process that is driven by outside events and
requires incremental and progressive responses from the business
domain handling the case.
Source: December 28, 2009, “Dynamic Case Management — An Old Idea Catches New Fire” Forrester report
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14. Why is dynamic case management important now?
 There’s an increased need to manage the costs and risks of servicing
higher numbers of service requests.
 Today’s jobs are less structured, more ad hoc, and require more skills and
interaction with other specialists.
 There’s greater emphasis on automating and tracking inconsistent
“incidents” that do not follow a well-defined process.
 There are new demands that regulators, auditors, and litigants place on
business to respond to external regulations.
 Demographic trends will create a shortage of skilled workers.
 And current workers are not “empowered.”
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15. DCM is needed to tame most untamed processes
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16. What is Dynamic Case Management
Scanned
Data
images
People
Data Content
Processes Multi-media
Collaboration
BPMN process Policies Reporting
model
fragments
Events History
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17. Dynamic case management rethinks how work gets done—with an adaptive
and dynamic approach for each work instance
Set-up the case
Set-Up
Mortgage Optional fragments
Application
Op Checks 
When processing a mortgage
application, the DCM system
automatically invokes optional
process fragments in an adaptive
manner, depending on the dynamic

nature of work for each work
instance . There is little reliance Connected states
upon a predetermined path
Offer
Administer
Mortgage
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18. Transparency: the next regulatory challenge
Sustainability could be the next wave
Source: August 28, 2009, “Transparency Is The Next Step In Compliance . . . Bring On Enterprise Content
Management” Forrester report
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19. Case management combines ECM, BPMS, and
analytics with user experience advances
Source: December 28, 2009, “Dynamic Case Management — An Old Idea Catches New Fire” Forrester report
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20. Three case management categories will emerge
Source: December 28, 2009, “Dynamic Case Management — An Old Idea Catches New Fire” Forrester report
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21. Customer service is top goal of case management
“Please rank the following challenges in terms of importance in achieving
your organization’s case management goals. Rank up to 4.”
1 2 3 4
Improve customer service with more rapid and targeted interactions 23% 17% 14% 4%
Promote communication and knowledge sharing to improve
communication with experts and managers needed to resolve a 16% 19% 10% 12%
case.
The continued difficulty in managing information growth 15% 8% 12% 7%
The difficulty in responding to regulatory requirements/controls 14% 14% 10% 14%
The lack of flexibility to respond to opportunities or threats 13% 11% 14% 10%
The complexity in making accurate business decisions on a timely
basis
8% 12% 13% 10%
Lower costs through reduction of paper, fax, manual searching and
filing, and other non-value-added activity
6% 10% 13% 8%
The inability to consistently adhere to critical policies and rules 5% 7% 8% 6%
Base: 155 case management influencers or decision-makers from the
US, UK, Australia, and India
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22. Agenda
 The Game Changers
 Untamed Processes and the Case Management Imperative
 Dynamic Case Management and the Road Ahead
 Case Studies and Recommendations
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23. Top Financial Services DCM Opportunities
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24. Government processes span all three case
management categories
Source: December 28, 2009, “Dynamic Case Management — An Old Idea Catches New Fire” Forrester report
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25. Oil & Gas processes Can Benefit From DCM
Upstream management – Downstream marketing and retailing
exploration, development, and production. opportunity-to-cash, support service station fuel
management and retailing.
Supply,
Discovery Asset Refine and Marketing Trading & Enterprise
Mgt. Transportati
Manufacture Retailing Retail Mgt. Services
on
Drilling, mining Forecasting & Forecasting & Strategic MSDS Store Finance &
&exploration Planning Planning Planning BOL Management Accounting
Concept Supplier Market and Forecasting & RM & E-
Network Outbound Customer Trading
Development
Management Logistics Research Planning Agreements Discovery
Product and Agreements
Program Procurement Inbound Logistics Portfolio Transportation &Contract Human
Management Management Management Management Resources
Inventory Price Service General
Technical Engineering & Predictive Administration
Specifications Management Management
Tech Support (MPS)
Continuous
Inventory Improvement Price Optimization Market and Sell FERC
Permitting Management Invoice and POD
(lean, 6sigma) Filings,SOX
Product &
Process Procure and
Quality Assurance Quality Assurance Distribute
Validation
Geo-physics Maintenance and Order
Engineering Worker Safety Management
Drawing
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26. Business Case Best Practices
 Delay of Packaged App. Upgrades Adds Meat to ROI
 Look to transfer of work –with cost savings- from IT to business
 Control and standardization is at the root of ROI calculation
 Agility is difficult to quantify – but can be
 Customer service metrics moving to customer experience and
quantifiable for ROI
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27. KPIs And Operational Metrics Can BE Captured in
DCM Process
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28. Getting Started
 Set the tools aside during initial phases of the project.
– Solve the core elements by providing overall process support and guidance to iWorkers,
then applying automation
– The greatest value comes from thinking about the business process.
– Don't focus too much on the old manual system; focus on the new process.
 Look at case management as a Lean approach for automating processes.
– Processes modeled on mass production typically chunk segments of work and then flow
the chunks of work down a real or imagined assembly line.
– Case management turns that idea upside down by giving much more power and control to
the worker to complete either the entire case or major sections of the case from end to
end.
 View case management as a dynamic business application.
– Design for continuous improvement, include flexi-points in the design, and be capable of
evolving at the pace required for the business.
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29. Take a "design for people" approach.
 Identify which processes and people should use a case management
approach.
 Review customer, vendor or employee experience around exceptions or
complex service areas of the business
 Look for critical processes managed by spreadsheet and email
 Let usability and design skills drive process design and look broadly at
how information is used to support workers.
 Incorporate Web 2.0 and content initiatives into your case management
strategy.
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30. Example: Employee on-boarding/off-boarding
Employee, HR, recruiting, IT, Effective on-boarding of
hiring manager employees
• Many documents, forms, • New employee
stakeholders, systems productivity, retention
• Role, unit, geographical • Compliance
requirements • Reduce stakeholder time,
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31. Example: Student loan eligibility
Student and/or parents, college, Ensure eligible students get
government agency, lender financial aid
• Supporting paperwork • Mitigate credit, fraud risk
• Complex regulations and • Reduce time to funding,
programs, errors
• Back-end Financial aid • Apply Lean principles
management
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32. Example: Vendor/new item on-boarding
Vendor rep, customer Add right products to catalog
services/sales, procurement, faster
marketing, sales, compliance
• Complex review and decision • Revenue
process • Mitigate compliance,
• Changing policies regulatory, reputation risk
• Back-end ERP • Reduction in stakeholder
time on status internally,
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33. Example: Complaint management
Customer, customer service rep, Customer satisfaction
customer service management,
operations functions,
QA/compliance
• Diverse issues • Empowerment of customer
• Specific courses of action service reps
often not predictable • Corrective actions
• Broad organizational impact identified and implemented
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34. Example: Regulatory application/filings
Regulatory agency, regulatory Regulatory approval
affairs, operations
• Many stakeholders, document • Higher approval rate,
requirements reduced time to approval
• Interpretation of requirements • Reduce rework, business
disruption
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35. Take-aways
Not the rote outcome but the right outcome
1. Many of these processes are “middle-office” not well
addressed by traditional front-office and back-office
applications
2. Structured but flexible process to improve quality
3. Visibility of expectations and status to all stakeholders solves
many issues
4. Empower the case worker, improving the “customer”
experience
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36. Questions?
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37. Thank You
Craig Le Clair
+1 617.613.6176
cleclair@forrester.com
Roger Bottum
rbottum@springcm.com
@springcm
37 © 2010 Forrester Research, Inc. Reproduction Prohibited
© 2011 SPRINGCM INC. ALL RIGHTS RESERVED.