Implementing deadline functionality with Oracle Adaptive Case Management by Léon Smiers

Oracle released Adaptive Case Management (ACM) in 2013 as part of the BPM stack. One of the functionality we needed in a project recently, was the handling of deadlines in the context of a case. There is (currently) no out-of-the-box solution to, for example, escalate or reassign a case when a specific deadline has expired. In this blog we describe how this functionality can be created with the out-of-the-box functionality of Oracle Case Management.

Dealing with deadlines
Consider the situation that a case needs to be automatically transferred from an employee to a supervisor after 24 hours and from the supervisor to the manager after 48 hours. Of course, when a case is closed while the deadline has not expired yet, the timer keeping track of the deadline should be terminated.
A solution to this use case would be to implement an interaction between thet case manager and a dedicated timer process as depicted in Figure 1. In this figure the Case Manager initiates the timer process. When the timer expires (e.g. the first 24 hours), the data associations are updated and an internal case event is thrown to give control back to the case manager. The case manager analyses the incoming data, performs some tasks and eventually re-launches the timer process to wait for the next 24 hours.
Figure 1: Timers expires after 24 hours after which a new deadline check is started
The other scenario is depicted in Figure 2. Here the timer process is stopped by the case because the case has ended before the deadlines expires. Read the complete article here.

 

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Process Is The New App by Leon Smiers

Process-on-the-Fly #2 – Process is the New App

The next generation of business process management and business rules management tools is so powerful that it actually can be seen as the successor to custom-built applications. Being able to define detailed process, flows, decision trees and business helps on both the business and IT side to create powerful, differentiating solutions that would have required extensive custom coding in the past. Now much of the definition can be done ‘on the fly,’ using visual models and (semi) natural language in the nearest proximity to the business.

Over the years, ERP systems have been customized to enter organization-specific functionality into the ERP application. This leads to better support for the business, but at the same time involves higher costs for maintenance, high dependency on the personnel involved in this customization, long timelines to deliver change to the system and increased risk involved in upgrading the ERP system. However, the best of both worlds can be created by bringing back the functionality to out-of-the-box usage of the ERP system and at the same time introducing change and flexibility by means of externalized ‘Process Apps’ in direct connection with the ERP system.
The ERP system (or legacy bespoke system, for that matter) is used as originally intended and designed, resulting in more predictable behavior of the system related to usage and performance, and clearly can be maintained in a more standardized and cost-effective way. The Prrocess App externalizes the needed functionality into a highly customizable application outside the ERP for which it is supported by rules engines, task inboxes and can be delivered to different channels.
The reasons for needing Process Apps may include the following: The ERP system just doesn’t deliver this functionality in a specific industry; the volatility of changing certain functionality is high; or an umbrella type of functionality across (ERP) silos is needed.

An example of bringing all this together is around the hiring process for a new employee at a university. Oracle PeopleSoft HCM could be used as the HR system to store all employee details. In the hiring process, an authorization scheme is involved for getting the approval to create a contract for the employee-to-be. In the university world, this authorization scheme is complex and involves faculties/colleges (with different organizational structures) and cross-faculty organizational structures. Including such an authorization scheme into PeopleSoft would require a lot of customization. By adding a handle inside PeopleSoft towards an externalized authorization Process App, the execution of the authorization of the employee is done outside the ERP: in a tool that is aimed to deliver approval schemes via a worklist-type of application.
The Process App here works as an add-on to the PeopleSoft system, but can also be extended to support the full lifecycle of the end-to-end hiring process with the possibility to involve multiple applications. The actual core functionality is kept in the supporting ERP systems, while at the same time the Process App acts as an umbrella function to control the end-to-end flow and give insight into the efficiency of the end-to-end process.

How to get there? Read the complete article here.

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Capgemini Global Business Process Management Report

Welcome to the Capgemini Global Business Process Management (BPM) Report. This report is an exploration of key trends in BPM as seen by CXOs across a broad selection of sectors and geographies.

BPM is perhaps at a tipping point – it’s certainly at an exciting stage in its evolution. As both an engineer and an Operational Research practitioner in my early career, and subsequently as a consultant, I have seen BPM through its development over the last 26 years. BPM has its roots in management practices such as Total Quality Management, Business Process Reengineering & Model Based Development; but the advent of the new generation of sophisticated modelling and process execution technologies has greatly enhanced BPM’s power to truly transform businesses. This has created one of the most rapidly growing and attractive market sectors for both services and technology. We see BPM as a critical management discipline that when executed against clear, cross organizational business objectives, can deliver exceptional value to that organization.

However, we also see that the potential for BPM is not well understood. Our decision to conduct this global survey stemmed from discussions with our clients. We sought to gain a better impression of their understanding of BPM, how they measure its value, and how far it is prioritized within their Business and Technology Transformation efforts. This research confirms our belief that BPM needs to be a jointly owned Business and IT discipline. It also demonstrates that it is starting to gain significant traction in the market and investments are starting to pay dividends to the early adopters. At Capgemini we are being asked by our clients to help them simplify and improve their business models and the technology that supports them and we are already seeing BPM become an integral and key part of this proposition. Business Process Management is becoming ever more relevant to both large and small organizations in the current economic climate. At a time when many different market sectors are facing slow revenue growth, customer churn and increased pressures on costs, BPM becomes a critical weapon in the battle for efficiency and effectiveness in processes.

Furthermore, in a challenging and changing business environment that is characterized by uncertainty, it allows organizations to adapt, be more agile and fleet of foot. Capgemini is seeing strong demand for BPM services in markets such as the USA, the UK, the Netherlands and France; and there are clear signs of increased interest in other geographies such as, Germany, Sweden, Spain, Italy and Australia. In sector terms, the financial services industry has led the way in BPM adoption over the recent past, driven by increased focus on customer- centricity and regulatory compliance. Other sectors, public sector, utilities, telco, retail and manufacturing are now not only catching up, but are starting o use BPM in new ways to create new business models to serve customers and outsmart the competition. The research findings also show however that this is a complex landscape, and we are not seeing adoption of BPM in a clear and consistent way. This report also looks at some of the barriers to adoption, with organizational silos being a major obstacle. Waters are further muddied by fragmented budgets, lack of clear governance and ownership and internal politics.

The objective of our investment in this research project was to shed some light on these elements with a view to assisting organizations to create strategies that avoid or at least mitigate some of these barriers to success. Management of change in such endea vours is a key part in enabling the appropriate alignment of business and technology to support their transformation efforts. I hope that you find this report of benefit in the further adoption of Business Process Management. Get the full report here.

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ACM makes it possible to combine BPM processes into cases based upon lifecycle, milestones and events in a very fast and agile way – Leon Smiers, Capgemini

imageCapgemini is pleased to see that case management is now added to the Oracle SOA and BPM stack. This small addition broadens the already rich BPM architecture, making it possible to combine BPM processes into cases based upon lifecycle, milestones and events in a very fast and agile way.

When implementing our processes, Capgemini needs tooling that supports design workshops and plays a part in closing the loop between analysis and development. Oracle Process Composer is the browser-based business analyst tool used in workshops to design processes. Oracle developed this tool spectacularly with human task form design capabilities, simulation, and, process player, which permits running processes in situ in the browser. Leon Smiers, Capgemini

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BPM Partner Community Award – thanks for the nice ink!

After a long trip from Portugal via Finland the BPM Community Award arrived in the Netherlands. Congratulations to Leon Smiers and the whole Capgemini team! Did you try already BPM PS6?

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