Best Practices For Knowledge Workers Digital Transformation Competency Centers PDF

Special Edition
Digital Transformation
Competency Centers
Dr. Setrag Khoshafian and Paul Roeck
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Competency Centers
Setrag Khoshafian and Paul Roeck,
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Best Practices for

Knowledge Workers
Innovation in Adaptive Case Management
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Table of Contents
Special Edition
Best Practices for
Knowledge Workers
FOREWORD: BEYOND CHECKLISTS 7

Sandy Kemsley, Kemsley Design Ltd., Canada
INTRODUCTION AND OVERVIEW 11

Layna Fischer, Future Strategies Inc. USA
Knowledge Work and Case Management
DIGITAL TRANSFORMATION COMPETENCY CENTERS 13

Dr. Setrag Khoshafian and Paul Roeck, Pegasystems Inc., USA
CASE MANAGEMENT IN INDUSTRY 4.0: ACM AND IOT 22

Nathaniel Palmer, WfMC, USA
Appendices
AUTHOR APPENDIX 30
FULL BOOK OVERVIEW 32
ADDITIONAL RESOURCES - FURTHER READING 39

Beyond Checklists
Sandy Kemsley, Kemsley Design Ltd., Canada
INTRODUCTION
As adaptive case management (ACM) systems mature, we are moving beyond sim-
ple systems that allow knowledge workers to define ad hoc processes, to creating
more intelligent systems that support and guide them. Knowledge workers still
need to dynamically add information, define activities and collaborate with others
in order to get their work done, but those are now just the table stakes in a world
of big data and intelligent agents. To drive innovation and maintain operational
efficiencies, we need to augment case work typically seen as relying primarily on
human intelligence with machine intelligence. In other words, we need intelligent
ACM.
But knowledge work is not just about the technology: we are also adapting man-
agement practices to support new methods of work, particularly the social collab-
oration that underpins flexible work styles. In doing so, we need to move beyond
traditional concepts of how to measure and reward worker performance, and find
incentives that directly relate to collaborative knowledge work and innovation.
These two very different but intertwining themes intelligent ACM technology, and
the management of collaboration are equally important in supporting knowledge
workers.
HOW WORK IS CHANGING
I recently participated in the 2016 bpmNEXT conference, which showcased emerg-
ing trends in process management, case management, decision management and
related areas. In his forward-looking keynote, Nathaniel Palmer described how the
very nature of work is changing to become more data-driven, goal-oriented and
adaptive. Instead of defined processes, we have defined outcomes, where the activ-
ities required to achieve those outcomes may change and self-optimize depending
on the operational context.
This matches my observations over the past decade of a shift towards knowledge
work and social collaboration in an information-rich environment:
The nature of human work has shifted from routine work, focused on effi-
ciency and standardization, to knowledge work, focused on collaborative
problem-solving. Routine work hasnt disappeared, it has just become
more automated, and is augmented by knowledge work to handle the un-
predictable, customer-facing parts of the process.
Social software, both consumer and enterprise, has changed user expec-
tations. Workers now expect to be able to create their own methods of
participation and collaboration with easy-to-use tools, rather than being
passive recipients of pre-defined business processes.
Information is everywhere, creating a rich informational context for deci-
sion-making. No longer living in an age of information scarcity, workers
can access customer information, historical process information, competi-
tive business information, and a wide range public and social media infor-
mation; advanced analytics are applied to connect and refine information,
and make predictions about future behavior or recommend next best ac-
tions.
7
FOREWORD
Knowledge work has typically been performed by people applying their own skills
and intelligence, but newer technologies are being introduced that allow automa-
tion and machine learning to augment the human capabilities.
The technology demonstrations at bpmNEXT bore this out with a strong focus on
adding machine intelligence to knowledge work, not just automating tasks. Work-
ers performance is enhanced by systems that enforce compliance, offer smart rec-
ommendations, automate low-skill tasks and integrate with remote devices, while
allowing them to apply their skills to make the decisions that require human intel-
ligence.
HOW DO WE MAKE ACM SMARTER?
More intelligent ACM requires the judicious application of a variety of technologies,
some of which pre-build intelligence into the ACM system, while others incorporate
machine learning to add intelligence to case work on the fly.
Ring-Fencing Compliance With Rules
Knowledge work relies on the participants to apply the correct business rules and
regulatory controls at every step; however, that can introduce risk in an environ-
ment of rapidly-changing regulations, and create a burden on less-experienced
knowledge workers.
Declarative rules that trigger when an action may breach compliance ensures that
the decisions and outcomes are fully compliant, without limiting the tasks that the
knowledge worker uses to achieve those outcomes.
Avoiding Information Overload With Intelligent Analytics
Knowledge workers derive insights from an array of information related to a case in
order to choose the correct course of action, and can become overwhelmed with a
large volume of information from different sources.
Using intelligent analytics to aggregate, filter and distill the information provides
the worker with a more manageable set of information on which to base their deci-
sions, while still allowing access to the underlying data sources.
Recommending A Course Of Action With Predictive Analytics
Knowledge work requires a long learning curve to reduce the risk of incorrect deci-
sions, or close mentoring from more experienced workers.
As an extension of the intelligent analytics that provide informational context, pre-
dictive analytics can provide the worker with multiple what-if scenarios, and rec-
ommend the next best action or decision in order to reach the desired outcome.
Automating Semi-Skilled Tasks With Machine Learning
Knowledge workers often perform semi-skilled tasks for their own cases, since the
time required to hand off tasks to a less-skilled worker may interrupt their work or
reduce their effectiveness.
Machine learning can monitor the tasks and decisions of a knowledge worker, then
derive automated methods of performing the same tasks. This is particularly useful
for semi-skilled tasks such as the classification of unstructured content (e.g., doc-
uments and photographs) and simple claims adjudication.
Interacting With The Real World With Events
Knowledge work can be impacted by asynchronous and unplanned external events
ranging from a customers actions to stock market fluctuations to the physical
location of an order that provide input and guidance as the work moves towards
8
FOREWORD
its goal. A knowledge worker may manually monitor these events and consider how
they impact the work before deciding on activities to perform.
Event processing can listen for events generated by other systems and devices, then
automatically trigger actions or update case data based on rules related to those
events.
Detecting Emergent Case And Process Models With Data Mining
Knowledge work is, by its nature, unpredictable: the entire set of activities used to
reach an outcome may be different for each case, and may be done in a different
order. Within the unstructured overall process, some subset of activities may be
relatively routine, forming a standardized subprocess performed in the same way
for each case.
Process and data mining detect the patterns in activities performed by a knowledge
worker, and may be able to automatically derive case and process models for sub-
sets of the work. Once standardized and modeled, these subprocesses may lend
themselves to automation.
HOW DO WE ENCOURAGE SOCIAL COLLABORATION?
There is a great deal of evidence that collaborative, dynamic, goal-directed
knowledge work improves agility, profitability and customer satisfaction, due to
better decision-making and more innovative problem-solving. No matter how intel-
ligent ACM systems become, this knowledge work still requires the skills of the
people to get the work done, and often requires collaboration between multiple par-
ticipants in order to achieve the optimal outcome, since one person may not have
all of the information, skills or time to complete the work.
Barriers to Collaboration
At some level, most organizations recognize the benefits of collaboration, especially
in the areas of knowledge work and innovation. In practice, however, many organ-
izations dont measure or reward collaboration, only individual effort, creating sig-
nificant barriers to collaboration.
From an organizational standpoint, theres a misalignment between corporate goals
and operational execution: executives want collaboration across silos, but manag-
ers rewards are based on efficiency performance targets. Because of this, the man-
agers set individual transactional incentives for their workers such as number of
cases completed that discourage collaboration. Furthermore, these performance
measures are based on efficiency, not service levels, which encourages workers to
get work done quickly but not necessarily solve a customers problem. Social con-
tributions and collaboration are often not measured or rewarded.
Technology plays a part in hindering collaboration, too: metrics related to social
collaboration are not well-understood, and systems used by knowledge workers
only track activity cost and efficiency metrics: important, but not the whole picture.
Measuring and Rewarding Collaboration
Weve made significant progress in knowledge worker management practices by
allowing workers to define the nature and order of activities required to complete
their work, rather than constraining them to pre-defined processes. Allowing them
to determine who should help them complete the work, and when, is an important
next step: without collaboration, knowledge work will never reach its full potential.
To start, organizations need to recognize that their corporate and individual perfor-
mance metrics may be in conflict when it comes to collaboration. Worker incentives
9
FOREWORD
should set expectations for collaboration and social participation, and provide re-
wards aligned with customer service and process improvement, not just transac-
tional efficiency.
Methods of measuring social collaboration are moving beyond organizational psy-
chology and into the systems used by knowledge workers, although these are still
early days for the technology. Metrics based on workers interaction patterns and
social influence provide a more accurate measure of individual contributions to
collaborative efforts, and can be used to correlate the quality of outcomes with the
degree of collaboration. Social graph analysis can be used to guide collaboration: it
can identify and discourage overly-strong ties (which lead to idea inbreeding), while
strengthening weak ties (which encourage cross-functional innovation). Peer recog-
nition, although a more subjective measure, provides insight into the quality of
interactions.
Its also important to include more traditional metrics that are focused on collabo-
ration and problem-solving, such as customer satisfaction and time to resolution,
and attempt to correlate the quality of the decision with the degree of collaboration.
Once collaboration metrics are integrated into the systems that support knowledge
workers, dynamic incentives based on real-time interaction information can estab-
lish the collaboration habit, increase social intelligence, and create a more agile
organization that can respond quickly to new challenges. By rewarding workers for
social interaction and flexibility, teams will create new patterns of interaction to
accommodate changing conditions and make better decisions.
CONCLUSIONS
Developing systems and management practices to support knowledge workers is a
constantly-evolving challenge. Ive brought focus to two areas where I see significant
opportunities for early adopters: the swirling mass of new technologies coalescing
into intelligent ACM, and the emerging field of social collaboration metrics.
Intelligent ACM incorporating rules, analytics, machine learning, event processing
and data mining provides a platform to not just support knowledge workers, but
significantly enhance their productivity by automating activities and decisions that
dont require their level of skill. Freed from routine work, they can focus on adding
the value that only people can provide: complex decision-making, problem resolu-
tion, collaboration and innovation.
As collaboration gains in importance for knowledge workers, social metrics provide
management with tools to encourage collaboration, aligning the actions of workers
with corporate goals.
Within a year or two, these will both be mainstream in terms of technology and
organizational culture, and we will have a new crop of technology and organiza-
tional culture ideas to figure out. I cant wait.
Sandy Kemsley
Industry Analyst and Consultant
Kemsley Design Ltd.
10
Introduction and Overview
Best Practices for

Knowledge Workers
Layna Fischer, Future Strategies Inc.
Best Practices for Knowledge Workers describes ACM in the current era of dig-
itization, Internet of Things (IoT), artificial intelligence (AI), intelligent BPMS
and BPM Everywhere. You will learn how support of adaptive, data-driven pro-
cesses empowers knowledge workers to know in real-time what is happening
at the edge points, and to take actions through the combination of rule-driven
guidance and their own know-how. It is not a traditionally-automated system
but intelligent automation, where technology doesnt merely replace human
decision-making but extends the reach of the knowledge worker; making IoT
data actionable.
As Sandy Kemsley points out in her foreword:
As adaptive case management (ACM) systems mature, we are moving
beyond simple systems that allow knowledge workers to define ad hoc
processes, to creating more intelligent systems that support and guide
them. Knowledge workers still need to dynamically add information, de-
fine activities and collaborate with others in order to get their work done,
but those are now just the table stakes in a world of big data and intel-
ligent agents. To drive innovation and maintain operational efficiencies,
we need to augment case work typically seen as relying primarily on
human intelligence with machine intelligence. In other words, we need
intelligent ACM.
Highly predictable work is easy to support using traditional programming
techniques, while unpredictable work cannot be accurately scripted in ad-
vance, and thus requires the involvement of the knowledge workers them-
selves. The core element of Adaptive Case Management (ACM) is the support
for real-time decision-making by knowledge workers.
DIGITAL TRANSFORMATION COMPETENCY CENTERS

Digitization is often characterized through a number of key technologies such
as Social, Mobile, Analytics, Cloud, and Internet of Things (IoT, IoE, M2M,
IIoT) with related, but different, connotations).
However, the real impact of digitization is echoed in the corridors of small,
medium and especially large enterprises through Digital Transformation (DX).
In the next few years the impact of Digital Transformation will accelerate, giv-
ing rise to the DX economy as predicted by analyst firm IDC. In this era of
11
INTRODUCTION
digitization, automation has become pervasive. A recent study by McKinsey

identified four fundamentals of workplace automation: automation of activi-
ties, redefinition of jobs and business processes; the impact of high wage of
occupations; and the future of creativity and meaning.
CASE MANAGEMENT IN INDUSTRY 4.0: ACM AND IOT

The theme of the World Economic Forum (WEF) recently held in Davos, Swit-
zerland was "Mastering the Fourth Industrial Revolution" recognizing the mas-
sive transformation currently underway, centered on what has been labeled
Industry 4.0 and addressing the confluence of ubiquitous computing through
cloud, big data, and other emergent technologies, but primarily Artificial In-
telligence (AI) and the Internet of Things (IoT). The term Industry 4.0 and the
concept of the fourth industrial revolution originates, as illustrated in this
chapter, from the notion that the industrial revolution represented mans first
large-scale leverage of mechanical power as a force multiplier in performing
work.
12
Competency Centers
Dr. Setrag Khoshafian and Paul Roeck,
Pegasystems Inc., USA
INTRODUCTION
Digitization is often characterized through a number of key technologies such as
Social, Mobile, Analytics, Cloud, and Internet of Things (IoT1, IoE2, M2M3, IIoT4 with
related, but different, connotations).
However, the real impact of digitization is echoed in the corridors of small, medium
and especially large enterprises through Digital Transformation (DX)[1].
In the next few years the impact of Digital Transformation will accelerate, giving
rise to the DX economy as predicted by analyst firm IDC. In this era of digitization,
automation has become pervasive. A recent study by McKinsey identified four fun-
damentals of workplace automation [2]: automation of activities, redefinition of jobs
and business processes; the impact of high wage of occupations; and the future of
creativity and meaning.
The results of the surveys are quite interesting. Automation will impact all catego-
ries of work and wage occupations, but not necessarily via predictable norms.
As organizations try to leverage digitization specifically to automate work they are
often faced with a healthy tension between two compelling approaches:
Digital Innovation Speed: accelerated and expressed digital application de-
velopment for automation
Digital Competency Best practices: enablement, methodologies, governance,
and re-use to optimize delivery of work automation solutions
Often organizations pursue the next digital technology shining object without tak-
ing into account the competency perspective. The latter is critical for success. This
tension between hacking and best practices discipline is as old as engineering. As
organizations attempt to accelerate their work automation solutions across the ex-
tended digital enterprise, it becomes even more critical to take a closer look at the
core competency center enablement.
Knowledge-Assisted Work in Dynamic Case Management (DCM)
Digitization and especially work automation trends are changing or even disrupting
entire industries. There are many sources of knowledge or know-how. The spec-
trum of workers begins with clerical or manufacturing workers; repetitive and pre-
dictable work that can easily be automated. At the other end of the spectrum is the
knowledge worker. Knowledge workers are the experts. They are cognitive workers.
They innovate and produce ideas for new products as well as the policies and pro-
1 Internet of Things (IoT)

2 Internet of Everything (IoE)
3 Machine-to-machine (M2M)
4 Industrial Internet of Things (IIoT)
13
cedures in the organization. Between these two, you have the most important cat-
egory that represents the majority of workers; the knowledge-assisted worker. The
impact of a digitization platform on work automation for all categories of workers is
significant, especially with Dynamic Case Management [3] and digitized business
rules as well as analytics.
Figure 1: DCM for All Categories of Workers and Work Automation

From connected homes, cars and cities to entire industries such as healthcare,
insurance, manufacturing, public sector and utilities, connected and increasingly
intelligent devices are transforming entire ecosystems.
Digital Speed in Innovation
In digital enterprises, innovation becomes part of the DNA of the digital enterprise,
guiding every business function and team. The Digital Transformation (DX) Compe-
tency Center (CC) is the enabler of innovation by looking at every aspect of the busi-
ness to see where innovation with agility can produce positive results. Here are four
key interrelated and interdependent, yet distinct, areas for innovation [4]:
Modernize and Evolve CRM for Customer Experience Transformation: Inno-
vate to optimize the customer experience, especially through decisioning
(Big Data, Predictive [5]), treating different customers differently and most
importantly through end-to-end process-enabled modern CRM. Innovation
can enable the digital enterprise be responsive to the voice of the customer
that is increasingly expressed through the Internet (voice of the network).
Process Innovation for Efficiency and Effectiveness: Digital enterprises are
recognizing the importance of process automation as well as the need for
dynamic cases to orchestrate activities involving employees, trading part-
ners, back-end systems of record and the increasing Internet of Things. The
key objective here is innovation through automation to lean out inefficien-
cies and keep processes in control in real-time (Chapter 8 on Real-Time
Lean Six Sigma in [4]).
Digitized Product and Service Innovation: Digital enterprises encourage and
promote a culture of innovation, especially for creating new products and
services. Some organizations have done this via rewards, allotment of time
as well as resources in innovation labs. In digital enterprises innovation is
an essential corporate strategy.
IT Innovation: IT needs to regain its relevance in this new digital milieu of
innovation. The potentially disruptive digitization trends are social, mobile,
14
cloud, big data and most importantly the Internet of Things. IT needs to be
involved not only in maintenance (keeping the lights on with existing leg-
acies) but high visibility and innovation, while differentiating solutions for
the enterprise.
The need for Competency Centers in the Digital Age
In a previous paper [6] we expanded upon the meta-model of the BPM Center of
Excellence (aka Competency Center). The overall approaches, models, and govern-
ance are augmented with digital transformation trends. There is a wide range of
capabilities and technologies that can be leveraged and operationalized in digital
speed, while guaranteeing best practices, enablement and re-use within teams and
across the digital enterprise. It is a tall and challenging order that is absolutely
necessary to ensure success of DX initiatives.
In the digital era, the role of the Competency Center is becoming more not less
important.
The DX platform supports intelligent Dynamic Case Management capabilities.
These include structured processes; dynamic cases; rich collection of rule types;
robust integration (services or micro-services and content); support for IoT; social
collaboration; mobile application tools; flexibility for cloud or on premise; as well as
analytics of Big Data (predictive and machine learning). Accordingly, the method-
ologies, enablement and governance practices of a DX CC are being transformed
due to the DX imperatives and the richness of the DX platform.
The essential DX CC charter, among other areas, spans enablement for DX, review
of DX best practices, governance for DX and DX re-use strategies.
Business Benefits of the DX CC
The scope and business benefits of a mature and robust DX CC includes the fol-
lowing:
Enabling 2 Speed IT: innovation speed and maintenance; enablement and
governance through the DX CC. Organizations must balance transform-
ing slower, transactional legacy systems with developing new fast-speed
architecture. Even with the digitization trends, the vast majority of IT re-
sources are spent keeping the lights on. The Cloud is introducing new op-
portunities as well as challenges in the 2 speed IT.
Business Empowerment and Involvement: supporting the best practices of
involving the business in innovation for new products and services, mak-
ing changes to existing services, and continuous social interaction with IT
and Operations.
Continuous Improvement: digital enterprises, much like their predeces-
sors, inherit the inefficiencies of their predecessors. The waste and stove-
piped execution of value streams are still very much a challenge.
Leveraging the Digital Transformation Platform: the core enabler for DX CC
is the DX platform. An essential role of the DX CC is the governance and
best practices in leveraging the platform for the aforementioned DX re-
sults.
Work Automation Best Practices leveraging cyber and physical robots:
digital technology strategies impacting the CC is also transforming the fu-
ture of work. Most importantly, both software (cyber) and physical robots
are entering the workforce. Equally important is the emergence of
knowledge assistance for human workers.
15
CC Areas for Digital Transformation

Four major areas that are covered by the Competency Center (for more details see
[6] as well as Chapters 3 and 10 of [3]):
Enablement: The onboarding and training of team members for DX
Continuous Review of DX Projects: Project selection, design review and ex-
pert services
Governance: The governance for adoption of automation best practices,
methodologies (agile) and guardrails to guide team constituents
Re-Use: The creation and management of reusable assets: process frag-
ments, case types, business rules, analytical models, UI, integration as-
sets etc.
These are still very much valid in the digital era. However, the scope of each of these
areas is now expanded due to the richness and transformative capabilities of digital
technologies. For instance, with Internet of Things the most important digitization
trend there are four use cases that need require enablement, continuous improve-
ment, governance and re-use. These four use cases are [7]:
1. Things as Participants in Digitized Process and Cases
o E.g. Check Temperature; Shut off; Deliver Package
2. Events activating DCM to respond to the event
o E.g. Connected Car broke down instantiate maintenance and
warranty
3. Stream of Events: to correlate and handle complex scenarios
o E.g. High pollution levels by different sensors within five minutes
instantiates case
4. Big Data and Predictive Analytics to detect patterns and act
o E.g. Detected elevated blood pressure and glucose level annual
trends to prescribe medicine, lifestyle changes etc.
When a dynamic case is executed, it typically goes through milestones or stages.
These milestones are realized through sub-cases involving process fragments. The
participants in these processes executing within dynamic cases could include hu-
mans but increasingly intelligent assets or Things that also include robots. As
noted above, repetitive tasks are increasingly being automated often without hu-
man involvement. For those tasks that do involve humans, the underlying intelli-
gence of the digital platform guides the user and assists him/her through
knowledge. This knowledge is the nervous system driving the processes and cases.
It includes business rules (mostly harvested from knowledge workers as noted
above), intelligent integration, intelligent UX5, analytics from predictive and Ma-
chine Learning (ML) models, and event rules.
5 User Experience (UX)
16
Figure 2: DCM with IoT/Robots Driven by Knowledge

DYNAMIC CASE MANAGEMENT IN THE DIGITAL ERA
Item 3 below is the focus of this paper. But it should be taken into the context of
the overall digitization strategy.
For work automation [8] best practices the following must be analyzed quantita-
tively and qualitatively:
1. Manual Workers and Robotics Software: there is a shift that is happening
with software robots replacing routine manual (all-be-it typically low-vol-
ume) repetitive clerical work. This is sometimes characterized as the long
tail of tasks that are allocated to relatively low paying reparative jobs that
are managed by the business vs. IT. These can now be automated with
robotics software; think of it as screen scraping on steroids. Thus, instead
of humans copying information between various screens, or traversing a
plethora of legacy applications, a software robot instead automatically
achieves the same repetitive tasks, much faster and with fewer errors.
DX CC Role: The DX CC provides the guidelines in evaluating and de-
ploying of the best practices in deploying such solutions in the overall
end-to-end scheme, including the clear delineation of the tails and
best options for this software robotics category. Often the software ro-
bots automate the manual interactions of existing legacy systems.
Well, there should be best practice guidelines whether to maintain or
replace these systems: with corresponding impact on the automation.
Here again the role of the DX Competency Center is essential.
2. Intelligent Assistants: For more mission-critical and higher business value
(and typically higher transaction volume) tasks, you have knowledge-as-
sisted workers [9] that are guided by intelligent software that leverages
business rules, analytics, and machine learning. It is similar to having an
intelligent Siri helping the worker complete their tasks. These solutions
17
are becoming increasingly intelligent especially in the context of Dynamic

Case Management, empowered with underlying rich intelligent capabili-
ties such as rules, predictive analytics, machine-learning, adaptive analyt-
ics, and Big Data recommendations.
DX CC Role: The majority of workers will be knowledge-assisted work-
ers. Digitization and automation of business logic, predictive models
mined from Big Data, and machine learning adaptive models are the
enablers of intelligent assistance. DX CC will ensure best practices,
involvement of data scientists and then the overall implementation
and governance of intelligent DCM solutions for this most important
category of workers.
3. Involving Knowledge Workers: Knowledge workers are the experts. They
are cognitive workers [10]. They innovate and often come up with the poli-
cies and procedures in the organization. They react on the spot, knowing
what to do in a particular exceptional situation. Knowledge workers re-
solve cases or processes. They analyze the reports and the performance of
operationalized processes. The knowledge and know-how of this im-
portant category of workers must be harvested and digitized. Ideally, they
work closely with data scientists: to complement human knowledge with
data and machine-discovered models.
DX CC Role: The DX CC must be the main catalyst in the collabora-
tion, involvement, and cooperation of the knowledge-workers for end-
to-end digitized dynamic cases. Involving them in day-to-day dynamic
case instance processing. Social networking best practices, especially
involving dynamic ad-hoc task processing with Knowledge Works will
be key. The DX CC also promotes tools and methodologies to harvest
business rules and knowledge from this important category of work-
ers. Sometimes these should be balanced and contrasted even
champion challenged with rules or models discovered from predic-
tive as well as machine-learning adaptive models.
DIGITAL TRANSFORMATION CC
An organizations digital transformation does not happen by accident. Organiza-
tions understand that identification and accountability for key areas need to be
developed. Often these are the areas that organizations assume are being ac-
counted for as part of their DX programs and projects, however, most of the time
they are not. Thus it further strengthens the need and business case for creating a
dedicated DX CC.
The DX CC is not free. It costs time and money in its creation and operations. Ad-
ditionally, it will not be able to do everything the organization needs all at once and
will take an iterative approach to creation and operations. A critical first step is to
create laser focus on the important top 3-5 goals and definition of success in the
near term. These widely important areas and success metrics are different for each
organization but we have seen in our experience some common ones.
DX Agile Methodology (Chapter 8 in [3]): Definition and artifacts to support
the end to end execution of a DX project
Success Metrics:
DX project intake and project validation
DX agile methodology
Model-Driven Development best practices
18
DX Reuse: DX focused approach that contains, guiding principles and de-

cision process covering full lifecycle of a project ownership and consump-
tion, versioning and usage KPIs
Success Metrics:
DX Reuse Efficiency and Effectiveness
DX Asset repository
Impact inflight and new projects
KPIs defined and tracked
Expert Services: A set of core consulting services and formal reviews using
CC expertise based on the best practices and policies.
Success Metrics:
Define set of prioritized core expert services
Create the artefacts for expert services.
Define expert service approach.
Execute services through defined approach on current pro-
jects.
Build the Delivery Eco System: Comprehensive coaching, training, and
tracking plan for business and IT DX project and delivery team members.
Success Metrics:
Create demand, delivery and sourcing model for DX pro-
jects.
Define coaching and enablement model to create skilled re-
sources Current State Assessment and Training Planning.
Prioritize resources and start execution of training and
coaching plan.
KPIs defined and tracked.
DX CC Roles
Once the organization has created focus on the top areas, the next critical step is
to define the roles and responsibilities. Organizations are very quick to identify the
individuals that are going to drive each area but should first define the roles and
responsibilities and then focus on the best individual to fill that role.
DC CC roles will vary based on each organizations unique set of goals and situa-
tion:
DX CC Leadership: this is the set of experienced individuals who will own,
fund and drive the direction of the DX CC:
Interacts with executive leadership team and project leadership for
Project teams have the executive support to do the right things
IT and Business are partners in project delivery
Process Excellence (Real-Time Lean Six Sigma)
Executive governance: Digitization as Strategy
o Operational Technology Information Technology (OT-IT)
o DevOps
o IoT: Omni-Device
DC CC Core Team: this the group of day to day driver of the DX CC activi-
ties:
Demand management and intake
Standardize DX Delivery
19
Perform Expert Services

Own and improve best DX practices and methodology
Enablement of the DX project team members (including the business)
Deliver R & D projects
Participate in Program / Project governance
DX CC Extended Team: this is the group of roles that, while not officially
part of the DX CC, needs to be involved for the successful implementation
of a DX program / project:
Develop DX experience and knowledge in their individual domains to
support projects
Provide feedback to the CoE Core Team on how to improve DX delivery
DX Project Team(s): Project teams will drive the day-to-day activities and
understand and interact with the DC CC Core team and Extended team
as defined:
Manage / drive the project
Manage day-to-day scope and deliverables
Use the current program governance model
Deliver projects according to the best practices and methodology
The following illustrates the relationships between the DX CC teams.
Figure 3: DX CC Roles and Organization

CONCLUSIONS
Digital Transformation is a journey. The digital technologies, including Social, Mo-
bile, Analytics, Cloud and most importantly Internet of Things, are powerful ena-
blers. Digitization is also about automating work, especially in the context of in-
creasingly robust and intelligent dynamic cases, while leveraging these technolo-
gies. Automation will span software robotics automating repeated tasks; physical
robots taking over routine work; intelligent guided and knowledge assisted work;
and knowledge work.
In this digital era there is a healthy tension between the fast development of appli-
cations or solutions with digital technology vs. the consistency and discipline of the
Competency Center. The enablement, continuous improvement, governance, and
best practices for re-use for digitization assets is within the scope of the Digital
Transformation Competency Center.
20
REFERENCES
[1] IDC (2016). Digital Transformation (DX): An Opportunity and an Impera-
tive http://www.idc.com/prodserv/decisionscapes/RESOURCES/AT-
TACHMENTS/IDC_254721_ExecBrief_Digital_Transformation.pdf
[2] Chui, M.; Manyika, J.; and Miremadi, M. (2016). Four Fundamentals of
Work Automation. Mickensy and Company. http://www.mckin-
sey.com/business-functions/business-technology/our-insights/four-fun-
damentals-of-workplace-automation
[3] Khoshafian, S. (2014). iBPM: The Next Wave. Covers all the various digital
transformative capabilities of intelligent BPM including digitization and
dynamic case management (chapter 9). http://e.pega.com/ibpms
[4] Khoshafian, S. (2015). Digital Transformation through Innovation.
https://www.linkedin.com/pulse/digital-transformation-through-innova-
tion-setrag-khoshafian
[5] Khoshafian, S. (2010). Predictive BPM. In 2010 BPM and Workflow Hand-
book, Layna Fischer (ed), 61-71. Cohasset, Massachusetts: Workflow
Management Coalition (WfMC). http://www.futstrat.com/books/hand-
book10.php
[6] Khoshafian, S. (2007). BPM Center of Excellence Manifesto. Published in
2007 BPM and Workflow Handbook. Published in association with the
Workflow Management Coalition (WfMC). Layna Fischer (ed). http://www.
futstrat.com/books/handbook07.php
[7] Khoshafian, S. (2016a). Digital Transformation with Internet of Things in
Intelligent BPM. http://business-process-management.ciore-
view.com/cxoinsight/digital-transformation-with-internet-of-things-in-in-
telligent-bpm-nid-5951-cid-87.html
[8] Khoshafian, S. (2016b) Work Automation the Impact of IoT and Robot-
ics. http://www.iotglobalnetwork.com/iotdir/2016/02/17/work-auto-
mation-the-impact-of-iot-and-robotics-1035/
[9] Khoshafian, S. (2011). Knowledge Assisted Workers.
http://www.zdnet.com/article/knowledge-assisted-workers/
[10] Davenport, Thomas (2005). Thinking for a Living. Boston, Massachusetts:
Harvard Business School Press.
21
Case Management in
Industry 4.0: ACM and IoT
INTRODUCTION
The theme of the World Economic Forum (WEF) recently held in Davos, Switzerland
was "Mastering the Fourth Industrial Revolution" recognizing the massive transfor-
mation currently underway, centered on what has been labeled Industry 4.0 and
addressing the confluence of ubiquitous computing through cloud, big data, and
other emergent technologies, but primarily Artificial Intelligence (AI) and the Inter-
net of Things (IoT). The term Industry 4.0 and the concept of the fourth industrial
revolution originates, as illustrated below, from the notion that the industrial revo-
lution represented mans first largescale leverage of mechanical power as a force
multiplier in performing work; the steam engine delivered more power than man or
horse could then do in any practical quantity. The next major transformation sur-
rounded the shift from steam power to electrical power, greatly expanding the role
of worker automation, and the third from which we are now transitioning involving
the first round of computers and robotics integration in the workforce. While it can
be interesting to put boundaries on each revolution, in reality it has been a long-
term evolution. Over time man has evolved innovative ways for leveraging technol-
ogy to perform work in new, more efficient ways.
As was true of previous eras, the 4th revolution represents the continuation of this
evolution. Yet is also true that we are amidst an inflexion point in role of technology
in work, one that blurs the line between things physical and digital. This digital
disruption is an exploding phenomenon where software is increasingly a core part
of physical devices, the things of IoT range from appliances to cars; things which
previously had no connection to the digital world, but today are connected through
cloud and part of daily interaction. Perhaps most notable at the moment are
smartphones and mobile devices, which have nearly overnight have replaced desk-
tops and laptops as our primary means for connecting with the digital world.
Four Industrial Revolutions by C. Roser via AllAboutLean.com
22
Whether we call it Digital Disruption or Industry 4.0 there is no question were

facing widespread change that, as described by the WEF executive briefing, repre-
sents a transformation on the scale, scope and complexity unlike anything human-
kind has experienced. Unlike past revolutions which were largely limited to the fac-
tory and industrial environments, this time it will touch virtually every aspect of
our work and home environments, ultimately affecting nearly every industry in
every country. This transformation is already visible in how digital (and notably IoT)
has enabled new platforms to aggregate both supply and demand to completely
disrupt entire industries and industry structures. Think of the digital natives
(Uber, Airbnb, et al.) who have created entirely new business models based on de-
livering goods and services without inventory or infrastructure. Rather, digital na-
tives deliver a platform to connect consumers with sellers of products and services,
on-demand and at the tap of a screen.
It is at the customer interface where the impact of IoT will be most pronounced, not
the factory floor. That is where customer expectations are radically altered, through
persistent, always on connections of cloud-linked devices. For the first time in
history we are shipping products to customers where we have a persistent, real-
time connection. Although you may argue, but Im not! you cannot evade the dis-
ruption, as your competitors most likely are already doing it or will do soon. Yet
even if they dont, expectations are already changing and the onus is on you to keep
pace, ready or not. This why it is called digital disruption (as opposed to some-
thing more friendly like consumer celebration) because you shall be disrupted
whether you choose to be so or not. This also which underscores the greatest mis-
understanding about Industry 4.0 and IoT, that the value in billions of data-gener-
ating devices (things) is found foremost in the data they generate, when in fact
the real value is delivered through the opportunity for greater customer intimacy.
In other words, it is not the data that matters as much, but what you do with it.
BUT WHAT DOES INDUSTRY 4.0 MEAN FOR KNOWLEDGE WORKERS OR CASE MANAGEMENT?
Popular estimates hold that by 2020, in less than five years, the number of con-
nected devices will exceed 40 billion. The result will be incomprehensible volumes
of data. The amount of data produced from the beginning of history to the year
2002 is now produced every 10 minutes. By 2020 it will take less than a second.
That is an exponential progression in the growth of data, for which there is no rea-
son to anticipate a decline. From monitors and remote sensors, to appliances and
vehicles; connected devices are generating meaningful and informative data that
would easily overwhelm any human being, but collectively present critical context
about processes and the state of operations. Unless it is made actionable, and con-
nected to a responsive loop, the petabytes of data generated by IoT is merely a bur-
den, not a benefit. Realizing competitive advantage comes from connecting the myr-
iad data-generating devices to data-driven processes.
Without the ability to make this data actionable, there is no value. Case manage-
ment is, at its core, a system of process, rules, and data in support of data-driven
processes. It is case management that is best equipped to enable connected devices
to add value through either centralized collection of data (ie: millions or billions of
data points analyzed to generate meaningful context) or increasingly by pushing
intelligence to the devices themselves.
The sensors and even intelligent connected devices that comprise the universe of
IoT are the eyes and ears (not the brain), sensing and capturing data from activities
and events. This data is then conveyed to actual brains of the system, ultimately
23
involving a set of cloud-based coordination and management capabilities. But in-

creasingly, IoT scenarios may leverage intelligent hubs of automation with local
capabilities for storing, transforming or forwarding data, applying a common set of
centrally stored (e.g., in the cloud) process and decision logic. This orientation al-
lows for things to participate as nodes in the process, including by tying together
multiple sensors, and supporting multiple interaction models between both hu-
mans and machines.
For example, consider a building automation scenario, where there may be 100s
or 1,000s of individual sensors tracking temperature, lights, foot traffic and other
discrete matters. At various physical points, such as individual floors or wings,
there would be intelligent hubs or local gateways, collecting thousands or millions
of data points, and making decisions based on rules and data patterns, about
whether to turn lights off, raise or lower temperatures. There would be a central
controller that not only connects the gateways, but provides core logic and analyt-
ical reporting. For example, an edge-point sensor may not have any intelligence to
make a decision, but can provide input to the primary intelligent hub, which itself
can apply business rules around event data to decide what action should be taken,
such as alerting a building supervisor or escalating to a first responder.
By pushing intelligence into the edge-points, and smart enabling existing infra-
structure, the combination of IoT and case management allows process automation
to be adaptive and data-driven, in turn, expanding the envelope of what can be
automated. For example, in the building automation scenario just described, a
smaller version of the intelligent hub can pull data from multiple sensors and make
a more complex evaluation of localized business events, and either deliver an auto-
mated response locally or communicate the context to the central intelligence hub.
CASE MANAGEMENT AND IOT DEMANDS A MODERN BPMS
Although case management has been with us for many years, contemporary case
management applications, what were refer to today as ACM or Adaptive Case Man-
agement, are almost invariably built on the foundation of a BPMS (Business Pro-
cess Management System). Central to the BPMS is the process model, which de-
fines the sequencing of activities (sequence flow) and the passing of control from
node to node (control flow) as the process is executed. This is how BPM differs
from the basic workflow found in early case management systems that were fo-
cused simply on assembling data, rather than actions driven by that data. In con-
trast, BPM systems manage the process from beginning to end, across multiple
participants or actors within the process, which may be people, systems, or sen-
sors.
This notion led to a redefinition of BPM in the recent past, in recognition of the shift
from basic process automation, to a data-driven model of managing business ac-
tivity flows, which span one or more systems and where the BPMS coordinates both
tasks (work performed by humans) and automated activities.
As the price of localized computing continues to drop, the ability to push more
intelligence into the edge-points becomes cheaper and easier, yet doing so hastens
the need for process and rules to coordinate the activities locally. These sensors are
built typically for a particular purpose and, as stand-alone devices, the data they
generate will be of little value to the business apart from alerting to the occurrence
of predefined events, such as those in the building automation scenario. Adding
intelligence to systems in which they participate does not require better sensors,
but provides the ability to identify and define event patterns based on the data they
24
generate. This then allows local execution of automated activities based on the rules
and process managed by the BPMS.
This type of intelligent system presents a shift from procedural automation, where
responses are tightly-coupled to specific sensor data thresholds (e.g., a SCADA sys-
tem1 which shuts down a motor when a temperature threshold is breached) to goal-
driven models where processes are defined in terms of specific milestones and out-
comes (goals) and the combination of rules and data are used to dynamically define
the optimal process to achieve them. Such a case is the admission of a patient for
medical treatment, involving input from a host of sources and a large volume of
system-generated data (even if manually transcribed by a human being) the major-
ity of data involved originates from a device, machine or system. Successfully com-
pleting the process requires a super user who, for example, knows not only the
medical protocols to make a successful diagnosis, but also the system protocols
defining where and how to enter and access the appropriate information.
Alternatively, a modern case management system (one built on a platform of BPM)
can far more effectively coordinate the streams of data defining not only the cir-
cumstances of the patient, but also data defining the various resources involved in
delivering care to all patients. This scenario illustrates both why BPMS is the ideal
platform to leverage IoT and how BPM as a platform has necessarily evolved. We
have developed a new high-level framework for illustrating the modern BPMS plat-
form, illustrated in the model below.
The Modern BPMS Framework (source: BPM.com)
1SCADA (Supervisory Control And Data Acquisition) is a system for remote monitoring and
control that operates with coded signals over communication channels (using typically one
communication channel per remote station). https://en.wikipedia.org/wiki/SCADA
25
In the model on the preceding page, at the bottom you see the various access points
we refer to as the event cloud, which pulls in data from a broad set of sources,
ranging from transactional systems, to sensors and things, to human users on
various devices, plus others programmatic interfaces to APIs and external cloud
services. The event cloud is not a physical part of the BPMS platform per se, but
the edge points. Connecting these to the brains of the system is integration mid-
dleware serving as an event capture and delivery pipe for receiving and deliver-
ing event data. Data from the various sources, both internal and external as well
as structured and unstructured, is standardized for event processing.
Event processing (also called Complex Event Process or CEP) is applied to all
data and business events to generate context based on patterns and relationships
among events. In other words, event processing identifies what matters from a
stream of events that may not otherwise be relevant as individual events. Looking
at this through the lens of IoT, it should be immediately clear why this is so im-
portant.
As James Bond author Ian Fleming famously wrote, Once is happenstance. Twice
is coincidence. Three times is enemy action. The frequency and temporal nature
(i.e., timing) of events is critical to the meaning of events in aggregate. Without event
processing, a BPMS or BPM engine cannot distinguish between one or 1,000
events, because each is treated as a single input and would be quickly overwhelmed
in an IoT context.
Leveraging event processing, however, allows meaning to be captured from the
event data generated by sensors and things, as well as other systems and even
human interaction. An illustration of this may be found in the patient care scenario.
There may be business rules in place to take action such as increasing staffing for
the next shift if the number of patients reaches a given threshold, or if the care
involved mandates that more time will be required than originally scheduled. Yet
by the time these circumstances are humanly visible, it may be too late. However,
there are various events that may occur below the threshold that triggers corrective
action that collectively foresees future problems.
For this reason, both event processing and Business Rules Management capabil-
ities are required. Rules allow for goal-driven systems to determine the sequence of
a process based on current context. For example, a BPM system can examine ap-
propriate business rules and other defined policies against the current status of a
process or activity to determine what step should occur next and what information
is required. This is, in fact, a process, yet it is based on a diagnostic procedure that
likely involves applying a combination of policies, procedures, other rules together
with the judgment of healthcare workers. Information discovered in one step can
drastically alter the next set of steps, and in the same way, a change in a patients
status may completely alter the process flow in other ways.
The circumstances that define the patients status are represented within business
rules. The sequence of steps to take, in particular, which step to do next; notably
who should do it and whether or not it has already been done, is managed by the
Process Management component of the BPMS. The process management engine
manages the control flow and sequence flow of the process, and generates tasks
and activities, or specifically initiates these, based on the parameters defined in the
process model.
Event processing, business rules, and process management can be successfully
applied to goal-driven scenarios involving the massive volumes of data generated
through IoT, allowing real-time adaptation based on event patterns and predefined
26
policies and procedures. Yet by widening the aperture of addressable data with IoT,
the number of possible permutations and considerations can quickly overwhelm
the ability to make optimal decisions. As stated earlier, the volume of data generated
by sensors and things is growing incalculably high. To truly leverage data-driven
resource optimization factoring all the event data in IoT scenarios requires a fourth
component: Goal-Seeking Optimization.
The value of IoT is not simply the data generated, but how that data can be made
actionable. With sensors and other data-generating devices, we can have a real-
time or even temporal understanding of resources and constraints. The ability to
optimally organize these is the core advantage of IoT. For example, imagine deliver-
ing 1,000 unique shipments to 300 customers with 15 trucks and three ware-
houses in the fastest period of time. This goal is a lot easier to meet when all of
these actors can communicate their circumstances, not just once but over time as
circumstances change and externalities such as traffic and other factors are pre-
sented. Having access to this data is critical, but it is of little value without an al-
gorithmic way to solve complex scheduling and resource optimization problems.
Is this case management? Yes, it is ACM specifically it is supporting adaptive,
data-driven process by empowering knowledge workers to know in real-time what
is happening at the edge points, and to take actions through the combination of
rule-driven guidance and their own know-how. It is not a traditionally-automated
system but intelligent automation, the hallmark of Industry 4.0 where technology
doesnt merely replace human decision-making but extends the reach of the
knowledge worker; making IoT data actionable. In the above scenario the logistics
analyst plays a role similar to the head nurse scheduling patients and resources,
or insurance claims analyst, all of whom apply their own domain knowledge yet
work with guard rails of policies and rules, facilitated by a system which proac-
tively manages and guides their work, freeing them from the burden of tracking
data, as well as the often-impossible task (for a human brain) of calculating optimal
schedules and resource combinations.
What about the truck drivers? Well, this is Industry 4.0 were talking about, so of
course, theyre drones coordinated by the BPMS (offered only half in jest).
AI as an ACM Interface
If there is any single concept of Industry 4.0 that is the subject of more speculation
and debate than IoT and automation, it is AI. Yet lost in the consternation over
machines run amok ala HAL 9000 is the more realistic and powerful notion of AI
as an interface. Specifically, think of user interaction with business processes as
conversations with bots rather than traditional human tasks delivered through a
worklist metaphor.
Heres what it might look like A new task has emerged which requires your at-
tention. An alert is sent to you via the medium that makes the most sense for this
task; lets keep simple for the moment and simply say via email. The bot, lets call
her Amy, parses and summarizes the task, and asks for response. In one case, it
may be an exception that requires approval and in the summary, Amy includes the
context from the decision logic (e.g., business rules) that outline why this is, in fact,
an exception to standard, straight-through processing.
In another scenario, Amy may ask you to review a document, then either approve
or deny specific circumstances. In the very near future (albeit already possible to-
day) another bot will have already read the document and passed the summary
along to Amy complete with rule-driven conclusions and recommended actions,
such as potentially-suspect information requiring further examination. In both
27
cases, you need only respond in a natural language statement as you would any
assistant, which may be as simply as approved yet more likely you will actually
converse with Amy such as requesting additional documentation, escalating the
work to another queue, or reassigning the work to a colleague.
Here is how this might play out in an expanded use case. An application is received
and decision logic is applied to verify completeness and eligibility. The case folder
for the application contains all the relevant details (e.g., the application itself and
associated application metadata) including the results of the decision logic applied
the rules that establish whether or not the application meets the criteria for ap-
proval as-is or (more likely) whether additional information is required. Up to this
point it is largely an automated process; the application is received, processed, re-
viewed and an initial assessment can be rendered. Yet this complete set of infor-
mation is not necessarily only for basic interactions; it needs to be managed within
the case, but most likely is more cumbersome to present all at once.
In other words; show just me just what I need to know and I will decide what infor-
mation I need to render a decision, as long as you can assure me it has been read,
validated, and what judgments I need to make.
Also note that we havent yet stated what kind of application and it largely doesnt
matter, because up to this point, the same basic steps would be required (albeit
with different rules and decision logic) whether it was for a mortgage, credit card,
business loan, health insurance, or another type of application. In any of these
cases, the validation of the completeness of information and general determination
of acceptability should already be defined within the process and rules, and this is
managed by the underlying BPMS. Yet the interaction is managed by a bot or cog
which can communicate the salient points to me conversationally, and extract from
my response the discrete data points needed by the BPMS. The interface should
not prescribe how work is performed, nor should the interface be tightly coupled to
the task itself.
AI can bridge the gap by interacting with the work management system, in the
same manner in which a human assistant can intermediate between the busy ex-
ecutive who needs most often just details, as well as the ability to ask questions to
further drill down, or to be told when something requires their undivided attention.
This highlights a critical principal for both the future of software, and perhaps more
notably the charter for ACM: to re-envision the structure of the task to be not a single,
discrete unit of work, and to remove the distinction between what supports a task
and the task itself.
Lets revisit the original assumption that this is all done via email. Certainly some
tasks can be performed via voice commands, just as the currently common exam-
ple of a banks fraud detection system by calling a customer directly to verify the
legitimacy of credit card transactions. Not all work can be done, however, via voice
prompt, text or email, or through an interface of a connected car or wearable device.
Many tasks can be thus done and the ability to have work truly follow the worker,
for both convenience and expediency, underscores the value of separating how
work is performed from the work itself.
Do we have to interact with AI on a first-name basis and why Amy? Yes, most
likely we will interact with bots as people, calling them by name and often without
clear distinction whether they are human or cog. Amy, or Amy Ingram (get it? AI)
is the AI-powered personal assistant for scheduling meetings, which I have re-
cently been beta testing for x.ai a startup focused (currently) on just that one
function. Amy passes the Turing test and even has her own LinkedIn profile. Unlike
28
Siri, Amy does just one thing (schedules meetings) and does it very well, more pleas-
antly than any other meeting scheduler I can recall. Shes not big on small talk, but
she can parse the conversation to extract the details of a potential meeting by being
copied on email, reaching out to all parties whenever the topic of a meeting occurs.
It (she) is not a standalone system but an active participant, yet the calendar, the
email, the function of work management remains in the systems of record. Just as
it would work as a BPM interface, the AI is merely an abstraction of the underlying
applications. It leaves the core systems intact but greatly simplifies the interaction
as conversations, proactively chasing down the other participants and asking qual-
ifying questions until the work is successfully completed, based on criteria defined
within configurable rules.
THE INTERFACE IS THINGS, NOT A THING: WHY THE INTERFACE MATTERS MORE WITH IOT
As disruptive as smartphones and the emergence of mobile platforms have been to
software design, the impact of IoT and Industry 4.0 will inevitably be far greater
and happen far faster, on a scale of many orders of magnitude more than with
mobility alone. With mobility, there has been essentially a single new digital inter-
face, or form factor content, but the mobile app has been replaced by full-sized
application UI as the primary access point. IoT and the broader spectrum of Indus-
try 4.0 represents the emergence of many new access points and patterns of inter-
action, from intelligent connected devices to AI cogs, to connected cars and social
robots, to other new devices yet to hit the market but soon to become common
within our homes and businesses.
It is not only conceivable, but inevitable, that we are going to see a massive dema-
terialization of the user interface to our core systems. Industry 4.0 requires rethink-
ing what the task look like, to remove the distinction between what supports a task
and the task itself. This is literally what ACM was made for; to allow knowledge
workers to work in the manner and environments that suit them best, at the mo-
ment that work is performed.
And there may not be an app for that; this may, in fact, be the beginning of the end
of the smartphone. Consider the prediction made by Ericssons ConsumerLab late
last year that within five years, smartphones will be obsolete. Sound ridiculous?
Given the growth of smartphones over the last decade, it may seem far-fetched. Yet
their reasoning is sound, and is based, not on speculation, but their own consum-
ers feedback. Half of the study's respondents stated that they expect to be able to
interact with objects without the need for a phone or tablet because phones and
tablets are merely clumsy intermediaries. They have been convenient in the ab-
sence of other things but increasingly, we will interact with specialized devices
and the more fit-for-purpose interfaces they offer. Our systems need to be able to
anticipate that the interface will no longer be represented by a single thing, but by
many things. This is the promise of ACM in the age of Industry 4.0 a challenge of
adaptability to ACM is best equipped to answer.
29
Appendix
Author Appendix
Full Book Overview
Additional Reading
30
Author Appendix
LAYNA FISCHER
Publisher, Future Strategies Inc., USA, Future Strategies Inc., USA
Ms Fischer is Editor-in-Chief and Publisher at Future Strategies Inc., who are also
the official publishers to WfMC.org. She was also Executive Director of WfMC and
BPMI (now merged with OMG) and continues to work closely with these
organizations to promote industry awareness of emerging technologies explaining
the how and why they will impact enterprises of all sizes.
Future Strategies Inc. (www.FutStrat.com) publishes unique books and papers on
business process management, business architecture and more. As such, the
company contracts, and works closely, with individual authors and corporations
worldwide and also directs the renowned annual awards for Excellence in BPM and
Workflow and the Adaptive Case Management.
Ms. Fischer was a senior editor of a leading international computer publication for
four years and has been involved in international computer journalism and
publishing for over 20 years.
SANDY KEMSLEY
BPM architect and industry analyst, Kemsley Design Ltd, Canada
Ms Kemsley is an independent analyst and application architect specializing in
business process management and the social enterprise. She has a 25-year history
of software design and systems architecture in several technology areas, combined
with a deep understanding of business environments and how technology impacts
them. She has founded and run three companies a systems integration services
company, a software product company, and her current consulting company and
held the position of BPM evangelist for a major BPM vendor.
Currently, Ms Kemsley practices as a BPM industry analyst and process architect,
performing engagements for end-user organizations and BPM vendors. She writes
the popular Column 2 BPM blog at www.column2.com and is a featured
conference speaker on BPM and digital transformation. She is the 2016 recipient
of the Marvin L. Manheim Award For Significant Contributions in the Field of
Workflow.
Ms Kemsley holds a BASc in Systems Design Engineering from the University of
Waterloo.
SETRAG KHOSHAFIAN
Chief Evangelist and VP of BPM Technology, Pegasystems Inc., USA
Dr. Setrag Khoshafian is one of the industrys pioneers and recognized experts in
Digital Enterprises, especially Digital Transformation through IoT, Evolved CRM
and intelligent BPM. He has been a senior executive in the software industry for
the past 25 years, where he has invented, architected, and steered the production
of several enterprise software products and solutions. Currently, he is Pegas Chief
Evangelist and strategic IoT & BPM technology thought leader involved in
numerous technology, thought leadership, marketing, alliance, and customer
initiatives. The majority of his time is spent with Fortune 500 companies,
specifically on their transformational journeys leveraging digital technologies
(especially digital transformation, IoT, agility & process improvement through
Pega). Previously he was the Senior VP of Technology at Savvion where he invented
31
AUTHOR APPENDIX
and led the development of the worlds first web centric BPM platform. He was a
senior architect at Ashton-Tate where he invented Intelligent SQL, and previously
an OODBMS researcher at MCC, where he invented several object databases
technologies. Dr. Khoshafian is a frequent speaker and presenter at international
workshops and conferences. He is the lead author of more than 10 books and more
than 50 publications in various industry and academic journals.
Dr. Khoshafian holds a PhD in Computer Science from the University of Wisconsin-
Madison. He also holds an MSc in Mathematics.
NATHANIEL PALMER
Executive Director, WfMC, USA
Rated as the #1 Most Influential Thought Leader in Business Process Management
(BPM) by independent research, Nathaniel is recognized as one of the early
originators of BPM, and has the led the design for some of the industrys largest-
scale and most complex projects involving investments of $200 Million or more.
Today he is the Editor-in-Chief of BPM.com, as well as the Executive Director of the
Workflow Management Coalition.
Previously he had been the BPM Practice Director of SRA International, and prior
to that Director, Business Consulting for Perot Systems Corp, as well as spent over
a decade with Delphi Group serving as VP and CTO. He frequently tops the lists of
the most recognized names in his field, and was the first individual named as
Laureate in Workflow. Nathaniel has authored or co-authored a dozen books on
process innovation and business transformation, including Thriving on
Adaptibility (2016) BPM Everywhere (2015) Intelligent BPM (2013), How
Knowledge Workers Get Things Done (2012), Social BPM (2011), Mastering the
Unpredictable (2008) which reached #2 on the Amazon.com Best Sellers List,
Excellence in Practice (2007), Encyclopedia of Database Systems (2007) and
The X-Economy (2001).
He has been featured in numerous media ranging from Fortune to The New York
Times to National Public Radio. Nathaniel holds a DISCO Secret Clearance as well
as a Position of Trust with in the U.S. federal government.
PAUL ROECK
BPM/DCM Adoption(CC) Services, Pegasystems Inc., USA
Paul Roeck is a 15-year industry veteran who brings deep experience in how
organizations should adopt Pega at the enterprise level. As part of the Pega
Consulting leadership team, his focus is on helping organizations develop Centers
of Excellence which is a key step in enterprise Pega adoption. Paul holds a BA in
Management and Administration from Barat College of DePaul University and a
Masters of Science Project Management from George Washington University.
32
Complete Book Overview
Best Practices for Knowledge Workers
Best Practices for Knowledge Workers describes ACM in the current era of digitiza-
tion, Internet of Things (IoT), artificial intelligence (AI), intelligent BPMS and BPM
Everywhere. You will learn how support of adaptive, data-driven processes empow-
ers knowledge workers to know in real-time what is happening at the edge points,
and to take actions through the combination of rule-driven guidance and their own
know-how. It is not a traditionally-automated system but intelligent automation,
where technology doesnt merely replace human decision-making but extends the
reach of the knowledge worker; making IoT data actionable.
As Sandy Kemsley points out in her foreword:
As adaptive case management (ACM) systems mature, we are moving beyond
simple systems that allow knowledge workers to define ad hoc processes, to
creating more intelligent systems that support and guide them. Knowledge
workers still need to dynamically add information, define activities and col-
laborate with others in order to get their work done, but those are now just
the table stakes in a world of big data and intelligent agents. To drive innova-
tion and maintain operational efficiencies, we need to augment case work
typically seen as relying primarily on human intelligence with machine in-
telligence. In other words, we need intelligent ACM.
Highly predictable work is easy to support using traditional programming tech-
niques, while unpredictable work cannot be accurately scripted in advance, and
thus requires the involvement of the knowledge workers themselves. The core ele-
ment of Adaptive Case Management (ACM) is the support for real-time decision-
making by knowledge workers.
In award-winning case studies covering industries as a diverse as law enforcement,
transportation, insurance, banking, state services, and healthcare, you will find
instructive examples for how to transform your own organization.
This important book follows these ground-breaking best-sellers on ACM; Thriving
on Adaptability, Empowering Knowledge Workers, Taming the Unpredictable, How
Knowledge Workers Get Things Done, and Mastering the Unpredictable and provides
important papers by thought-leaders in this field, together with practical examples,
detailed ACM case studies and product reviews.
Purchase: http://bpm-books.com/products/best-practices-to-support-
knowledge-workers-print
33
OVERVIEW OF COMPLETE BOOK
Part 1: Knowledge Work and Case Management

The theme of the World Economic Forum (WEF) recently held in Davos, Switzerland
was "Mastering the Fourth Industrial Revolution" recognizing the massive transfor-
mation currently underway, centered on what has been labeled Industry 4.0 and
addressing the confluence of ubiquitous computing through cloud, big data, and
other emergent technologies, but primarily Artificial Intelligence (AI) and the Inter-
net of Things (IoT). The term Industry 4.0 and the concept of the fourth industrial
revolution originates, as illustrated in this chapter, from the notion that the indus-
trial revolution represented mans first large-scale leverage of mechanical power as
a force multiplier in performing work.
KNOWLEDGE WORKERS ARE THE EMERGING HEROES OF THE DIGITAL WORLD
Jim Sinur, Flueresque, USA
Organizations will be asking much more of the knowledge worker as the 21st cen-
tury progresses. Routine work will be highly automated and optimized leaving the
difficult work for knowledge workers to sort out. This work will consist of dealing
with demanding interfacing with customers that are on their own journey with
fickle loyalty, looking at emerging patterns, making wise decisions in context while
predicting reactions to potential actions and taking efficient actions while satisfying
customers at faster speeds than ever in a dynamic environment. This makes the
knowledge worker at the operational, tactical and strategic levels the super heroes
of the digital world.
SELF-MANAGED AGILE ORGANIZATIONS
Keith D Swenson, Fujitsu America
Sociocracy is growing in popularity as a way to structure an organization to be agile
and adaptive. Sociocracy achieves this by employing a formal set of rules and pro-
cedures that allow each part of the organization to be self-managed. Adaptive case
management (ACM) is an approach to supporting knowledge workers that fits well
with self-managed teams. This chapter explores the space, considers which tech-
nology could be useful in supporting such an organization, and introduces Weaver,
an open-source project designed to deliver this capability.
Digitization is often characterized through a number of key technologies such as
Social, Mobile, Analytics, Cloud, and Internet of Things (IoT, IoE, M2M, IIoT) with
related, but different, connotations).
However, the real impact of digitization is echoed in the corridors of small, medium
and especially large enterprises through Digital Transformation (DX).
In the next few years the impact of Digital Transformation will accelerate, giving
rise to the DX economy as predicted by analyst firm IDC. In this era of digitization,
automation has become pervasive. A recent study by McKinsey identified four fun-
damentals of workplace automation: automation of activities, redefinition of jobs
34
and business processes; the impact of high wage of occupations; and the future of
creativity and meaning.
CLOUD-ENABLED ACM FOR THE AGE OF THE CUSTOMER
Linus Chow and Casey Conner, Salesforce; Sherry Comes, Genpact; Jin-Lin
Mei and Tom Bullotta, Acumen Solutions
We live in a customer-driven era where technology is evolving around the way con-
sumers think, communicate, work and purchase. In this digital world, customers
expect all of their technology to be easy-to-use, modern, and connected. Customers
expect consistent and high-value in-person and digital experiences. They value a
deep understanding of who they are and the anticipation of their needs.
Adaptive Case Management (ACM) use cases are driven to meet this higher expec-
tation. Organizations are forced to transform their legacy systems and processes to
a knowledge-based architecture that can be dynamic, variable and unstructured.
Successful transformation is the difference between a thriving business or extinc-
tion. Thankfully, the same forces changing the customer's expectations have also
produced new cloud capabilities that can provide a system of engagement layer to
keep pace with customer demands. Welcome to the Age of the Customer!
THE AGILE AND STRATEGIC HUMAN RESOURCES OFFICE
William A. Brantley, University of Maryland, United States
Human Resources] is under increasing pressure from business leaders to drive
innovative talent solutions, improve alignment with business imperatives, and turn
data into actionable insights. (Deloitte 2016)
According to the Deloitte 2016 Human Capital Trends report, HR is becoming more
strategic and innovative. Even so, there is still much more work to be done. The
greatest imperative for organizations today is being agile as their environment be-
comes more Volatile, Uncertain, Ambiguous, and Complex (VUAC).
This chapter explains that, by adopting adaptive case management (ACM) and So-
cial Business Process Management (SBPM), HR will become more agile and strate-
gic in its functions and processes. Adopting ACM and SBPM can greatly help the
overall organization become agile and better confront the challenges of a VUAC en-
vironment.
VALUE STREAMS EMPOWERING THE KNOWLEDGE WORKER
Kerry Finn, Stephanie Ramsay and J. Bryan Lail, Raytheon, U.S.
Improving profit margins in a globally-competitive environment is tied explicitly to
the challenge of managing knowledge workers. Over the past two decades, inten-
tional management of knowledge has played an important role in designing prod-
ucts and services line that have fundamentally changed the industry (e.g. aca-
demia, defense, banking, and publishing). Many companies failed to realize the full
benefits, however, because they focused too narrowly on functionally-siloed tools
and methods to make decisions and transfer information while lacking key social,
organizational, purpose, processes, innovation and context needed to enable and
support knowledge workers.
We will address a local business example and an enterprise-wide example in our
company of this living value-stream approach. The work has the potential to build
off value stream and capability standards just published by the Business Architec-
ture Guild to provide a case study for the Aerospace and Defense industry.
35
DECISIONS: WHERE PROCESSES MEET CAPABILITIES IN COURT PCM REQUIREMENTS

John T. Matthias, National Center for State Courts, United States
Most efforts to development requirements for court case management fail to incor-
porate the laws, court rules, procedures and policies which define the framework
of legal authority that drives processes with outcomes of decisions, powered by the
capabilities that courts must have; a remedy is proposed to remedy that deficiency.
Court case management is a species of Production Case Management (PCM). This
author has written about the definitions and relationship of capabilities and pro-
cesses, and proposed a method of developing case management system (CMS) re-
quirements. (Matthias 2015). This chapter recognizes the importance of incorpo-
rating process goals into task performance, and proposes a formulation for achiev-
ing this through identifying operational decisions and specifying functional and
process mechanisms.
ADAPTIVE CASE MANAGEMENT AND THE FOREIGN ACCOUNT TAX COMPLIANCE ACT
Kay Winkler, NSI Soluciones, Panama
There are staggering amounts of new regulatory requirements each year that
threaten the very operability of many businesses. The question of how to turn these
challenges into real business opportunities becomes ever more existential for com-
panies in a globalized and fiercely competitive market. That is where successful
companies increase their reliance on modern technologies and where, in practice,
Adaptive Case Management (ACM) stands out.
The financial industry, typically being among the most mature verticals when it
comes to business process management disciplines, has faced, since 2013, an es-
pecially pressing compliance requirement which in many instances not only re-
quired banks, wealth management organizations and insurance companies to com-
pletely revamp their current Know Your Customer (KYC) approach but to also
envision a thoroughly new way to conduct customer management and origination.
CHANGE RESISTANCE
David Gomez, Jr., Datum Solutions, United States
Ever wonder why a project fails? Was it the technology platform? Was it the project
team? Was it the business unit? What was it?
The author shares his experience in implementing case management solutions for
the past four-plus years and IT projects for the past 17, its yes to all of them. The
logical question is, Why bother?
In this chapter, he covers these areas and give you some guidance on how to avoid
the project pitfalls you may encounter. Each topic, however, has an element of
change resistance to it which will be further explained in this chapter.
Learn from Real-World Case Studies

AFRICAN REINSURANCE, AFRICA
Nominated by Newgen Software Technologies Ltd, India
African Reinsurance Corporation is a leading player in the reinsurance sector in
African region. At present the client has the membership from African Development
Bank, 41 member countries of the African union, 107 African insurance and rein-
surance companies and four non-African Development Finance Institutions. The
36
client has spread its operations across seven regions including the Head Office at
Lagos, Nigeria. The solution combined BPM, ECM and has Case Management func-
tionality baked into it and hence each participant within the process flow was em-
powered as a Knowledge worker. The Users could easily take on ad-hoc develop-
ments on each document.
EATON VANCE INVESTMENT MANAGERS, USA
Nominated by EMC Corporation, USA
Founded in 1924 and one of the oldest investment management firms in the United
States, Eaton Vance offers individuals and institutions a broad array of investment
strategies and wealth management solutions.
Eaton Vance has a long-standing reputation as a leading developer of creative strat-
egies with strong investment merit. The ability to anticipate the evolving needs of
investors and meet them with timely innovations continues to be a hallmark of the
organization. The company deployed an automated technology solution to stream-
line and accelerate its new account opening and account change processes. Spear-
headed by the legal and investment operations groups, the solution aimed to in-
crease efficiency, reduce costs, ensure compliance with industry regulations, and
increase revenue.
EDP RENEWABLES, UNITED STATES
Nominated by Appian, United States
EDP Renewables North America (EDPR NA), a developer, owner, and operator of
wind farms and solar parks, is one of the largest renewable energy companies in
the United States. The company decided that embracing Dynamic Case Manage-
ment would give it a competitive advantage in overall process management against
its industry competitors. EDPR NA designed the COBRA (short for COllaBoRA-
tion) system using a Business Process Management (BPM) platform comprised of
process, rules, events and analytics capabilities, combined with native mobility and
social business collaboration.
NATIONAL INSTITUTE OF ALLERGY AND INFECTIOUS DISEASES (NIAID), USA
Nominated by OpenText Corporation, Canada
As part of the National Institutes of Health (NIH), the National Institute of Allergy
and Infectious Diseases (NIAID) is responsible for biomedical research on infectious
diseases. Much of NIAIDs research budget is used to fund research by external
organizations. To support rapid modernization across the organizationnot just
isolated, department-level solutionsNIAID implemented a platform for electronic
document management and process automation. NIAID has successfully used its
platform in more than 50 projects, building and reusing application components to
quickly streamline varied processes across the institute. As a result, NIAID has
significantly increased the efficiency of its grants and awards processes as well as
its internal operations. Reviews and approvals that once took weeks to complete
are now finished in just a few days.
UNITED STATES NUCLEAR REGULATORY COMMISSION, USA
Nominated by Vega ECM Solutions, USA
The United States Nuclear Regulatory Commission (NRC) was created by Congress
in 1974 to ensure the safe use of radioactive materials while protecting both people
as well as the environment. The NRC regulates commercial nuclear power plants
37
and other uses of nuclear materials, such as in nuclear medicine, through licens-
ing, inspection and enforcement of its requirements.
The NRC designed and developed an Adaptive Case Management framework that
could be utilized agency wide to harmonize information and business processes.
The framework that was developed is called the Business Process Automation
Stack (BPAS) and is used across the NRC for a variety of different Case Manage-
ment use cases by a diverse user community.
PEDIATRIC HOSPITAL BAMBINO GES KIDNEY TRANSPLANT INTEGRATED CARE PATHWAY
Nominated by Openwork Srl, Italy
More than 20 kidney transplants are performed every year at Bambino Ges Pedi-
atric Hospital (OPBG), the largest pediatric hospital and research center in Europe
and one of the highest-qualified pediatric centers in the world, with over 200 pa-
tients to be monitored with a rigorous post-transplant Integrated Clinical Pathway
(ICP) managed by a multidisciplinary clinical team. In the Bambino Ges Pediatric
Hospital context, we are dealing with children, a vulnerable population that require
a range of additional, coordinated, high-quality, child- and family-centered support
services. The project uses a BPM platform to develop and deploy the ICP for trans-
planted children by mapping the ICP onto BPM platform to support the imple-
mentation of best practice already successful adopted at Kidney Transplant De-
partment at OPBG.
PENSCO TRUST COMPANY, USA
Nominated by PENSCO Trust Company, USA
Many individual investors would love to use their retirement savings to purchase
non-publicly traded, alternative assets in todays economic environment, but the
complexity of administering these assets has caused many financial institutions to
opt out of offering them as part of their investment platform. As a regulated banking
company since 1989, PENSCO Trust has been one of a relatively small number of
leading retirement account custodians that permit financially savvy, self-directed
individual retirement account (IRA) owners to invest in alternative assets.
In this case study, we share the story of our production case management imple-
mentation of what is known at PENSCO as the Alternative Assets Deal Console, the
foundation of a constellation of systems that work together to support the critical
work of the Alternative Assets Deal Consultant.
Win an Award for your Case Management project
The WfMC Awards for Case Management are the ideal way to be recognized by the
industry worldwide, to publicly acknowledge and recognize the efforts of your team
and to inject passion into your case management projects.
Get recognized for your vision and your team's superb efforts by entering
the Global Excellence Awards
Co-sponsored by WfMC and BPM.com, these prestigious awards recognize user or-
ganizations worldwide that have demonstrably excelled in implementing innovative
Case Management solutions. These awards are designed to highlight the best ex-
amples of technology to support knowledge workers. We work with leading industry
analysts such as Forrester and Gartner who use these case studies to analyze ACM
technology users and suppliers, illustrate trends, industry growth, ROI and more.
Read more about the Awards here: http://adaptivecasemanagement.org
38
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THRIVING ON ADAPTABILITY: BEST PRACTICES FOR KNOWLEDGE

WORKERS
http://futstrat.com/books/ThrivingOnAdaptability.php
ACM helps organizations focus on improving or optimizing the
line of interaction where our people and systems come into di-
rect contact with customers. Its a whole different thing; a new
way of doing business that enables organizations to literally be-
come one living-breathing entity via collaboration and adaptive
data-driven biological-like operating systems. ACM is not just
another acronym or business fad. ACM is the process, strategy,
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These visionaries see the need for business leaders to define
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This book will stimulate thinking about a more complete ap-
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BPM EVERYWHERE
Internet of Things, Process of Everything
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Critical issues currently face BPM adopters and practitioners,
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BPME represents the strategy for leveraging, not simply surviv-
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FURTHER READING AND RESEARCH
PASSPORTS TO SUCCESS IN BPM:

Real-World Theory and Applications
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Is your BPM project set up for success or
failure?
Knowing what BPM success will look like before you even begin
will help you achieve it. So will knowing what are the most com-
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BPM projects fail more often as a result of missed expectations
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Yet a greater number of BPM projects fail to launch at all due to
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EMPOWERING KNOWLEDGE WORKERS:

New Ways to Leverage Case Management
futstrat.com/books/EmpoweringKnowledgeWorkers.php
ACM allows work to follow the worker, providing cohesiveness
of a single point of access. Case Management provides the long-
term record of how work is done, as well as the guidance, rules,
visibility and input that allow knowledge workers to be more
productive. Adaptive Case Management is ultimately about al-
lowing knowledge workers to work the way that they want to
work and to provide them with the tools and information they
need to do so effectively.
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TAMING THE UNPREDICTABLE

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The core element of Adaptive Case Management (ACM) is the
support for real-time decision-making by knowledge workers.
Taming the Unpredictable presents the logical starting point for
understanding how to take advantage of ACM. This book goes
beyond talking about concepts, and delivers actionable advice
for embarking on your own journey of ACM-driven transfor-
mation.
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HOW KNOWLEDGE WORKERS GET THINGS DONE

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How Knowledge Workers Get Things Done describes the work of
managers, decision makers, executives, doctors, lawyers, cam-
paign managers, emergency responders, strategist, and many
others who have to think for a living. These are people who fig-
ure out what needs to be done, at the same time that they do it,
and there is a new approach to support this presents the logical
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40
DELIVERING BPM EXCELLENCE

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Business Process Management in Practice
The companies whose case studies are featured in this book
have proven excellence in their creative and successful deploy-
ment of advanced BPM concepts. These companies focused on
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stalling BPM and workflow technologies. The positive impact in-
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DELIVERING THE CUSTOMER-CENTRIC ORGANIZATION

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The ability to successfully manage the customer value chain
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This important book looks at the shifting nature of consumers
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Business Process Modeling Notation (BPMN) is a standard,
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IBPMS - INTELLIGENT BPM SYSTEMS

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"The need for Intelligent Business Operations (IBO) supported
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Special Edition
Competency Centers
Dr. Setrag Khoshafian and Paul Roeck
Pegasystems Inc.

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FOREWORD: BEYOND CHECKLISTS 7

INTRODUCTION AND OVERVIEW 11

Knowledge Work and Case Management

DIGITAL TRANSFORMATION COMPETENCY CENTERS 13

CASE MANAGEMENT IN INDUSTRY 4.0: ACM AND IOT 22

FULL BOOK OVERVIEW 32

ADDITIONAL RESOURCES - FURTHER READING 39

Best Practices for

DIGITAL TRANSFORMATION COMPETENCY CENTERS

digitization, automation has become pervasive. A recent study by McKinsey

CASE MANAGEMENT IN INDUSTRY 4.0: ACM AND IOT

1 Internet of Things (IoT)

Figure 1: DCM for All Categories of Workers and Work Automation

CC Areas for Digital Transformation

5 User Experience (UX)

Figure 2: DCM with IoT/Robots Driven by Knowledge

are becoming increasingly intelligent especially in the context of Dynamic

DX Reuse: DX focused approach that contains, guiding principles and de-

Perform Expert Services

Figure 3: DX CC Roles and Organization

Four Industrial Revolutions by C. Roser via AllAboutLean.com

Whether we call it Digital Disruption or Industry 4.0 there is no question were

involving a set of cloud-based coordination and management capabilities. But in-

The Modern BPMS Framework (source: BPM.com)

Part 1: Knowledge Work and Case Management

DECISIONS: WHERE PROCESSES MEET CAPABILITIES IN COURT PCM REQUIREMENTS

Learn from Real-World Case Studies

THRIVING ON ADAPTABILITY: BEST PRACTICES FOR KNOWLEDGE

BUSINESS AND DYNAMIC CHANGE

PASSPORTS TO SUCCESS IN BPM:

EMPOWERING KNOWLEDGE WORKERS:

TAMING THE UNPREDICTABLE

HOW KNOWLEDGE WORKERS GET THINGS DONE

DELIVERING BPM EXCELLENCE

DELIVERING THE CUSTOMER-CENTRIC ORGANIZATION

BPMN 2.0 Handbook SECOND EDITION

BPMN MODELING AND REFERENCE GUIDE

IBPMS - INTELLIGENT BPM SYSTEMS

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