By Manish Palaparthy on Jun 09, 2013
- Flexible yet Rigid
- structured while unstructured
- predictable yet cater to the unexpected
- managed but free
It would be evident that this fine art of balancing requires trade-offs on both ends of the spectrum.
- Straight thru Processing: These optimizations start with increasing straight-thru-processing and reducing the manual activities
- Increase visibility: Increasing visibility on both manual as well as automatic(system) activities. The visibility could range from reporting on monthly SLAs & KPIs of the processes to near Real-time reporting.
- Process Control: ultimately leading to better process control
- Predictability: The sequence in which tasks & events are executed are known. In highly predictable processes there is little or no change in the sequence.
- Flexibility: Flexibility allows the process to reach different results every time the process executes. The ability to reach different results is based on business dynamics and modeled as rules
- Visibility: If we have low predictability & high flexibility, what will business owners do with the KPI metrics they collect? the process is unpredictable anyway.
Let me use a simple metric called "score" to rank the degrees of predictability, flexibility and Visibility required on process execution & plot it on a radar chart
|Process Characteristics||Score (1..10), 10 Highest|
You can easily now see that the above scores show the process in question is high flexibility with low visibility & predictability. This process I believe would require a "Case". When you design(structure)a case, you are designing for unpredictability.
- The decision making follows a more the structure approach of Branch --> Zone-->Region-->Central as would be followed by any bank in India
- Business Rules decide the level of approval based on values such as loan amount, Net worth of loan seeker, customer credit scores etc.,
- Canceling the loan means just terminating the loan process.
- and several other sequential activities
- The decision making should done by stakeholders of the case rather then structured management hierarchy
- The activities could be modeled based on milestones instead of sequence of activities
- each case would be handled by a case manager
- Canceling a loan is just one many case events that the solution allows for. It does not necessarily terminate the case
- The case activities themselves could be either modeled as BPM processes or simple Human Tasks
- Below is the brief story board design of the case, quite a departure from earlier storyboard