Process Management
in Public Sector :
a Case Driven approach
Joachim Vanden Brande, CEO, LoQutus
March 19th, 2012
Warschau
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Agenda
• Why process management in public sector ?
• Different patterns to support process
management
• Solutions
• Case
• Q&A
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Why processes?
• Traditional organization!
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Why processes?
Process driven organisation
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Why process management?
•
We need more staff because…
… there is too much work…
… nobody can be disengaged to perform additional tasks…
… we can no longer do our job properly…
… we are facing a backlog…
… we are not working at full capacity…
…”
•
“Can we define the need for additional resources
without analyzing the processes”
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Why process management?
• We can do it more efficient because
… we feel that there is still time left…
… there is still a lot of waste in the processes…
… the way we organize things can be improved…
… we have to focus on the work that is important…
…”
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Why process management?
In an information-based services company:
• 5% of the activities create an added value …
• 50 % of the activities are necessary, but do not create any added value
for the citizens …
• 45 % of the activities do not create any added value …
Answering telephone calls, emails,…that are not intended for the company …
Defective or incorrect information leading to additional contacts ...
Unreliable process quality resulting in extra work ...
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Why Process Management
in Public Sector ?
Functional SILO’s within public sector
• Most services offered to citizens span
more then one organization, a process
oriented way of thinking solves this
Citizen
Department
• Accelerator for lean administration
• More efficiency in the interaction
between citizens, organisations and
government
• Supports basic principles of egovernment
Citizen
– Authentic sources
– Only once
– Privacy
Department
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Solutions
Support Process Management from IT Viewpoint
• ‘Current’ IT Systems
– Hard to maintain because process logic and GUI are
interwoven
– Data driven, NOT process driven
– Process and rules embedded in code
• Process & Event driven IT Systems
– Business Process Management Systems
– (Advanced) Case Management
– Can be a bit confusion which direction to take
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Solutions
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Solutions
Tayler versus Drucker
Case Management
Business Process Management
– Management by objectives
– Participants choose actions
to meet goals
– Scientific management
– Standardize processes to
increase efficiency
Routine work can be analyzed and a common pattern derived … it can be automated by traditional
process automation means.
Knowledge work … does not have the level of repeatability found in routine work. When it comes
to work automation, any advantage gained from similarities is overwhelmed by additional costs of
having to accommodate the differences
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Solutions
Example
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Solutions
Example
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Solutions
Example
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Solutions
Example
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Solutions
BPMS
BPM = A Transactional Thread Linking Activities
Across Multiple Systems & Applications
State
State
Activity
Activity
Control
State
Activity
Control
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Control
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Solutions
Deterministic vs. Non-Deterministic
BPMN Processes Are Deterministic,
Where All Possible Paths Are
Pre-Determined or Known in
Advance, No Matter How Complex
the Pathways May Be.
The Direction of the Process is
Determined by the Pre-Defined
Path and Current State; State is
Determined by the Preceding
Activity, in Other Words,
Where it is in the Process.
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Solutions
Business Proces Management Systems
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Solutions
Business Process Management Systems
Long-running business process
Automated activity
(internal)
Automated activity
(external)
Human activity
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BPMS modeling example
class Business Processes
Kw alificeren
Exploitant
Gunnen Contract
Beheren Contract
Uitv oeren Contract
Optimaliseren
Contracten
BPMN 1. Beheren Contract
«Event»
Wijziging opdracht
exploitant
«Event»
1.1 Voorbereiden
Onderhandeling Met Exploitant
«IsProcessedBy»
«Generate»
(from Events)
Wijziging opdracht in
regie
(from Events)
«Generate»
«Event»
«Event»
1.2 Onderhandelen Met
Exploitant
«IsProcessedBy»
Exploitant haakt af
«Generate»
(from Events)
Nieuw overheidsopdracht
(from Events)
«IsProcessedBy»
«Event»
Exploitant wil
onderhandelen
1.3 Communiceren Wijziging Met
Exploitant
«Produce»
«Product»
Products::Aangepast
contract
(from Events)
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BPMS modeling example
Informeren Entiteit Afdelingshoofd
Exploitatie
Bevestigen
geactualiseerd
contract
Merge
Parallel
Informeren Entiteit Exploitatie
Planning
Goedgekeurd resultaat
Informeren Regio Exploitatie
«Pool» De Lijn
«Lane» Contractbeheerder
BPMN Communiceren w ij ziging met exploitant
nee
«Lane» Planner
Starten beheren contract
Actualiseren van de
praktische lopen
ja
Aangepast Contract
«Pool» Exploitant
Actualisatie ok?
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The problem with BPMS
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Case Management Focuses
on Events and Outcomes
An Event
Occurs
Activities and Work Create Content
& Context Added to the Case
A Case File
is Opened
The Case is
Completed
Pragmatic Definition : ACM is a strategy to support ad-hoc, unpredictable, human
centric processes
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Event-Driven? Yes.
Agile? Maybe.
Customer
Reports
Problem
A Case is
Opened
Issue is
Investigated
Solution
Applied,
Unsuccessfully
Alternatives
Researched &
Applied
Issue
Resolved &
Recorded
ACM Processes Are Goal-Driven and Non-Deterministic,
The End Point is Known at the Start, the Pathway for Reaching it is
Determined by the Outcome at Each Stage as well as Rules and Policies
Applicable to the Case. The State of the Case is determined by the Content
and Context Within the Case, Not Where the Case is at Any Time.
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Goal-Driven = Non-Linear
Cases Evolve Over Time in the Direction of Achieving a Goal, Often in
Unpredictable Directions, Requiring the Ability to Jump Forward, Jump
Back, Re-do or Otherwise Perform Work in a Sequence That Can’t be
Determined in Advance.
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Adaptable, Not Ad-Hoc
Business Rules, Business Analytics, Context-Sensitive ‘Help’ and
Knowledge Management Functions Help Guide Knowledge Workers to
Make Decisions About Cases as They Evolved.
The Case Management System Adapts to the Context of the Case,
Guiding the Outcome Based on the Combination of Rules/Policies, Data,
and Application of Knowledge Worker Know-How.
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Concept
Coordination through case folder
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Claim case – High level
Claims management
Driver
(or police,
dispatching, ...)
Technical
services
Finance/
Litigation
Insurance/Personnel
Finance
1. Register claim
2. Make estimate
3. Handle claim
4. Settle payment
Phase
5. Close claim
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act Handle claim
Handle claim - detail
Handle claim
Add extra
documentation
«Lane» Insurance
Perform "Vulnerable
road user" procedure
«Pre-condition»
{No other running
procedure}
«Post-condition»
{[Procure finished]}
Receive claim
No structure, but
pre- & post-conditions
Perform "Own
damage" procedure
Perform settlement
procedure
«Lane» Chief personnel
«Pool» Public Transport
Under procedure
Request advice
«Post-condition»
{[Procedure succesfully
handled] OR [Denied]}
Deny
Approve claim
handling
End
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Claim case – states
Under estimate
Handling claim
Under inv estigation
• Event-driven!
Entry
Under procedure
• Events determine state
(= summary of history)
• State determines
available events
Exit
Settling payment
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Claim case – High level
Claims management
Driver
(or police,
dispatching, ...)
Technical
services
Finance/
Litigation
Insurance/Personnel
Finance
1. Register claim
2. Make estimate
3. Handle claim
4. Settle payment
Phase
5. Close claim
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Case
Manage end-to-end process :
Subsidies for school infrastructure
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Business process (simplified)
• Agion – Project ALPHA
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Key succes factors (IT)
• Maximum configurability (business users)
– Letter templates
– Calculations (rules)
– Checklists++
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Why is this ACM?
• Key characteristics (AGIOn)
Goal-based working
Evaluate and grant
the subsidy
Robust regarding to change
Subject to
changing legislation,
procedures, forms, …
Collaboration
Different teams
work together:
accountancy, legal, …
Multiple input stimuli
E-mail, printed mail,
phone
Every case is different
Unpredictable flow,
different forms,
procedures, …
Case is central
Subsidy request
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Knowledge worker
Specially trained
AGIOn employee
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Challenges
• Identifying cases and subcases
Case
Multiple request forms
need to be evaluated
individually (subcases)
Mutual financial
statement
Many-to-many relationship
Monthly
invoices from
subcontractors
(subcases)
Different subcontractors
require different handling
and approval of the
specifications (subcases)
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Challenges (2)
• Checklist to letter concept (“autotext”)
• Case states
– Case states drive the underlying process fragments
– Explicit process fragment rules needed
– Subcase states vs case states
• Stakeholders can be dynamic, e.g. Identification of external experts
– In some cases, external experts are needed to evaluate a request
– Not known beforehand if this expert is needed
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AGIOn ACM Architecture
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Summary
• Process Management is necessary when we
want to optimize the way organizations in Public
Sector work
• Process modeling and discovery should focus on
both structured and unstructured processes in
order to realize IT systems that support process
management
• State-of-the-art IT systems (BPMS & ACM) each
have advantages, combine them
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Q&A
Literature
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