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Creating value for the overall organization is, of course, the ultimate business case for dynamic case management (DCM), one that DCM's potential benefits for improving individual workflows and processes.

Following are three mini-case studies—think of them as case snapshots—exemplifying how DCM creates such value in three very different industries: airport operations, financial services and government.

It's been said that DCM offers a new way to think about how complex work gets done, and that was certainly the experience for the British Airport Authority (BAA), the United Kingdom's leading airport operator, which runs Britain's Heathrow Airport. This particular example shows just how broadly case management can be applied—to levels that surprised even the BAA.

In 2008, BAA began a major initiative designed to improve the overall efficiency of airport operations. The project involved replacing some aging and custom-built operations systems with a real-time program while keeping in compliance with new European Union regulations.

The initial procurement assessment plan, which included purchasing industry-specific solutions, quickly proved to be a dead end as company decision-makers opted not to buy into costly, cumbersome, "ho-hum" technology.

For BAA, going back to the drawing board meant building a business architecture plan. It was this plan that, according Eamonn Cheverton, the BAA's chief enterprise architect at Heathrow, allowed his team to look at what people thought were very industry-specific terms in more usable, or generic, terms applicable to any industry.

For example, Cheverton's team saw the turning around of an aircraft as a case-management process—one that's both fluid and structured. "This aircraft comes in and it has to be monitored, measured and turned around. To us, that's case management. There are various other people involved in doing that, so that's the handoff of the case between the ground handlers, the airline, the air traffic controllers, etc.," he explains. That's one example of how case management can be used to tame the unpredictable—and even embrace it to enhance BAA's decision-making processes.

More concisely, when the first phase of the project was completed, the solution automatically created and dynamically coordinated every element of the operations required for flight turnaround in the shortest time possible, including: the exact minute the aircraft will land, which gate it will use, how much baggage must be offloaded, how long refueling will take, when the next crew will board, how much time is needed to load passengers for the next flight and the minute that outbound flight should push back from the gate.


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