Adaptive Case Management

Global Excellence Awards 2012

Awards Entry -- Step 1

The Workflow Management Coalition (WfMC) inaugurated the Global Awards program in 2011 for Adaptive Case Management case studies to recognize and focus upon ACM use cases.

 Adaptive Case Management (ACM), also known as Dynamic or Advanced Case Management, is a new technological approach to supporting knowledge workers in today's leading edge organizations. The practice of ACM is rapidly growing. 

To help people learn and adopt this approach, we annually gather some of the best examples.  Do you have an interesting Use Case?  Submit it for the opportunity to win an award and publication in the next book on ACM to be published in the Fall of 2012.

Scroll down for the Awards Judging Criteria.

Submission is an easy two-step process:

Step 1. Please complete the short form below. After validation you will receive the link to submit the details of your abstract. There is no fee to pay at this time and and you will get free feedback from the judges on your abstract.

Step 2. Send us your 250-word abstract that answers these three questions:

1. Who (by roles within the organization) are the users of the system?
2. What area(s) of the business does the Case Management System affect?
3. Why should this submission be considered a successful case study?

The judges will review your abstract and send you feedback whether you indeed have an appropriate ACM case study and guidance on what steps you can take to turn in a really good entry.

If you decide to move forward, you have until March 15 to commit to your entry by paying your entry fee of $250. We'll also supply you with an easy template that you can simply complete and return as your 6 to 10 page submission to us by deadline of April 20.

The Awards Ceremony will take place at the Adaptive Case Management Virtual Summit on June 6, 2012.

Judging Criteria

It is unlikely that any single use case can demonstrate all of these, don’t worry.  These are provided in order to clarify what judging criteria will be used.  Higher selection preference will be given to cases that include more of these points.

Innovation

• Integration of outside tools and social media ("mash ups") to facilitate communications and assist with data visualization
• How a case manager is able to plan timelines for the case, including the identification of stages and milestones
• How the goals of the case manager are recorded and displayed to others, and how roles and teams can be defined within the context of the case
• Support for mobile devices and other "iWorker" environments and usage models
• How a case manager can retain lists of experts that can be drawn into their cases on a needs must basis
• The cohesiveness of the system as single application/environment, whether virtually or physically, imposing a single point of access

Adaptability

• Availability of reusable templates for initiating new cases, including the use of completed cases as templates
• Ability to create standard correspondence (letters, emails, etc.,) at any point in the case, capturing context of interaction and responses
• Explicit support for goal-seeking and goal-driven processes, and whether goals can be modified in-flight
• How knowledge captured during the performance of case work supports the identification and creation of new processes or case rules (not requiring IT/developer involvement or redeployment)
• How knowledge is captured and held by the system, including the dynamic and static exchanges between participants
• The degree of guidance provided by the system, based on the current context of the case, including the ability to initiate collaboration with other knowledge workers

Impact

• Extent and quantifiable impact of productivity improvements (including financial and non-financial such as reduced re-work and improved customer and/or employee satisfaction
• The extent of explicit training and change management required for knowledge workers, versus the ability to eliminate training through in-flight guidance
• Better records and data management practices connected to improved case management e.g, ability to identify cases, organize content distinctly from other cases, allow cross-references and linkages between cases)
• Demonstrated productivity improvement based on greater visibility, such as prioritizing activity across multiple cases, balancing workload, monitoring quality, timeliness and speed
• Examples of problem resolution through easier management of roles, authority (access privileges), and improved communication

It is unlikely that any single use case can demonstrate all of these, don’t worry. These points are provided in order to clarify what judging criteria will be used. Higher selection preference will be given to cases that include more of these points.

Above all, remember, the judges are turned off by hype and advertising!

Submission Guidelines from Keith Swenson, lead judge

The case studies submitted for an ACM award are not advertisements and should not read like one. Read a quick page of advice from Keith.

The readers of your case study are looking for information on how to best implement Adaptive Case Management in their organizations. It is a new and fledgling field, and the purpose of making such information available helps the entire market by reducing the incident of failure. Most of the ideas on how to organize people, and how to structure the information, are applicable in many products, yours included.

These books are meant to provide guidance for a number of years. Today's product features will continue to spread and evolve such that what we talk about next year may not be the hot features of today. But the lessons learned in how a particular organization approached supporting a particular situation, how well it worked, along with why it may or may not have worked well, will be information valuable for many years.