Mastering the Unpredictable: How Adaptive Case Management Will Revolutionize the Way That Knowledge Workers Get Things Done

performed—one size does not fit all. The former statement spotlights the traditional gap between business and IT understanding, and the latter is the way all IT projects should be approached.

Supporting the dynamic nature of both constantly shifting business environments and the self-directed, nonrepeatable nature of knowledge-worker processes requires the ability to assemble structured and unstructured processes from basic predefined business entities, content, social interactions, and business rules. It requires capturing actionable i

This description sounds an awful lot like enterprise content management (ECM) on steroids:

scripting the work process in advance offers little benefit for increasing knowledge-worker productivity, much less the ability to adapt to changes in the business environment.

With this approach, knowledge workers and management establish specific goals or objectives within the organization so that the outcome is mutually understood, but the specific course of actions and decision making is left to the knowledge worker.

At Forrester, we define dynamic (or adaptive) case management as a highly structured but collaborative, dynamic, and information-intensive process driven by outside events requiring incremental and progressive responses from the business domain handling the case.

business process management (BPM) focus exclusively upon repeatable, predictable kinds

Take a “design-for-people” approach. Identify which processes and people should use a case management approach. Inventory key workplaces required for types of knowledge workers and options for construction. Let usability and design skills drive process design and look broadly at how information is used to support knowledge workers. Incorporate Web

A greater emphasis on automating and tracking inconsistent “incidents” that do not follow a well-defined process.