I’ve been prompted to post this by some very kind and positive comments on a statement I made on a LinkedIn discussion on the difference between Adaptive Case Management (ACM) and Dynamic Case Management (DCM).
Given the positive comments I thought I would repost my comment on this blog:
DCM sets out a sequence of steps to achieve a goal, the dynamic nature is met through business rules which are understood at the time of modelling the process. ACM is much less prescriptive on the sequence of activities but is much more focussed on achieving the end goal, it understands that there are unknowns in the business process which will change and allows for these changes.
David was the first to comment on this on his blog and then I received a positive note back from a former colleague on Twitter. Niall made an interesting point that my comment demonstrated the difference between the order of DCM and the entropy of ACM.
It is a shame that the original LinkedIn discussion degenerated into a personal conflict and the comments I made above were somewhat lost in the discussion. I would though point you at a follow up discussion which attempts to bring clarity to the discussion. However I feel this later discussion just adds further fud to the matter and is likely to drive potential consumers to distraction. Take for example the description of ACM as an UN-solution!
Why do I think this? Customers don’t care whether they buy ACM or DCM, they care about how the solution will meet their needs. From the typically prescriptive process of Claims Management in Insurance to the more ad-hoc and unpredictable nature of Criminal Investigations (admittedly with specific business goals within the life of the Case).
My advice, don’t implement based on the label. Understand what you’re trying to achieve and assess the solutions and options which are available to you. Its not rocket science!
Well I started writing a post on Dynamic Case Management about a week ago and I have to admit after a bit of research I found some of the ideas were not strong enough for it to be published. However the research I did opened a few other avenues of interest. Not least prompted by an excellent series of articles written by Joe Shepley on his research into Adaptive Case Management.
The first question I had is around the definition of Adaptive Case Management, and specifically in relation to the Forrester Wave which has been published on Dynamic Case Management. There is quite a lot of interest and information on the web about ACM, most notably led by the likes of Sandy Kemsley and Max J. Pucher, so it is interesting that one of the leading Analyst firms have chosen a different term for their recent Wave report. Having said that one of the authors is quoted in the this article on ACM. Now I am not saying one term is more correct than the other but the differences highlight the immaturity in this space, something which I will come back to. We can also throw into the pot the term Advanced Case Management, but this is more of a product name for the IBM products. Interestingly I think there is an important difference to be made in the term Advanced compared to Adaptive and Dynamic, both of these suggest a strong element of change. Max also wrote an excellent article about the difference between ACM and DCM, however I wonder if the statement below from the Forrester report blurs the differences which Max identifies?
It was the Forrester Wave which prompted the interest in the first place, and more specifically the products which they had chosen to appear in the report. When you read through Joe’s posts, and I would recommend them as an excellent way to get an understanding of this space from an abstract perspective, you get a picture of a paradigm which does indeed allow for the user driven change in activities which achieve the business goal. Reading the Forrester report I got the same ideas, in fact one of the four tenets of DCM as suggested by Forrester is:
Accessible mechanisms that allow end users to handle variation
One of the reasons for my initial interest was my scepticism of the ability of products to handle this level of variation; how many of us have been part of a project that seeks to define the business process to the nth degree as part of the implementation of a solution only to find some time later that the process has changed and that change requires a technical change to the solution?
My scepticism remains and I know some of the products in the Forrester report would either require this change to be implemented as a technical solution or would require the level of flexibility to be built into the solution from the start (of course the main problem is no-one knew this flexibility would be required when the solution was built!). However there are products in the report who claim to contain the ability to handle variation. When I say claim I am not saying they do not, all I am saying is that I like to see how this feature has been implemented as I have seen it promised before and it has meant the end users having to use the process definition tools of the product which in turn requires a technical deployment.
I really need to dig deeper into these products to see how they would allow for this, and in fact I think it would be a natural extension for the posts from Joe. I am sure many of us who have implemented ECM/BPM/ACM/DCM solutions have set out to achieve this flexibility but when the crunch has come we have been disappointed with the detail in which this flexibility is achieved. Going back to Max’s post there is a very clear difference between Goal orientation and Process centric solutions, it seems a shame that the Forrester Report does not really help with this distinction.
Such an exercise may take some time and is, in all honesty, probably not something I am going to actually get done so if you have experience in delivering ACM solutions then I would love to hear your thoughts on how the products get going when the going gets tough. Any time I do get to spend looking at how products provide these features will be discussed.