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Anne Stuart’s BPM in Action

Anne Stuart

Forrester: Quick tips for getting started with DCM

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ebizQ has been covering dynamic case management (DCM) extensively for awhile now. Our recent coverage includes a deep dive into the concept of untamed processes and DCM in the financial services industry.

Not surprisingly, DCM is also a key discussion topic here at Forrester's annual Business Process Forum in Boston, where the focus is on "the new world of customer engagement."

In a session titled "Servicing Customers in a Dynamic World," Forrester analysts Craig Le Clair and Connie Moore noted that many of today's employees work in complex, information-intensive, heavily regulated environments. Bottom line, in their view: It's harder and harder for employees to get work done. Meanwhile, customers often get lost in the shuffle.

Moore and Le Clair emphasized that dynamic case management can empower employees,which in turn, improves customers' experiences.

The analysts offered the following steps for getting started with DCM:
--Build a strong business case. Look to delay packaged-application upgrades; transfer work from IT to the business; control and standardize; implement agility and new customer-service metrics.
--During the initial project phases, set the tools aside. Focus more on the new process than on the old manual system.
--View DCM as Lean approach for automating processes.

They also shared these best practices for long-term success:
--Use a "design-for-people" approach.
--Focus on exceptions and the people involved with them.
--View case management as a dynamic business application.
-Design for continuous improvement, include flex points in the design and be capable of evolving at the pace required.

The analysts also offered these practical tips:
--Identify which processes need DCM.
--Look at processes holistically--not just the structured parts.
--Add collaboration, social and content to your strategy.
--Use analytics to determine the next best action.
--Look broadly at how information is used.
--Determine whether content repositories need consolidating.

Finally, tackle a major process that's causing pain, looking at it from the outside in. "You will get much more sponsorship if there's a known business problem," Moore advised. "The ones that cause the most pain are cross-functional." Look for processes with lost information, long processing times and multiple handoffs, she advised.

The result, if you're successful? Expect resistance to change to vanish.

More Business Process Forum coverage to come...

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Business process management and optimization -- philosophies, policies, practices, and punditry.

Anne Stuart

I am the editor of ebizQ.

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