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To fully understand the benefits of, and best practices for, case management design, let's answer the
fundamental question:
Why case management? Who moved my....process?
Let’s begin with confirming our understanding of these two terms: case and process.
Case and process really are just two sides of a single coin. To put this in the simplest of terms:
A case is a business transaction we want to complete; it is what we do.
Process is the path, or paths, the case follows as it is completed; process defines “how” we do what we do.
A case has stuff associated with it. It has people assigned to work the case; tasks to be performed; relevant
documents and correspondences; a status; a history of actions taken;
and a resolution.
This makes the obvious answer to the question “what is case management” to be the management of
these artifacts.
So…, why the seeming shift from process management to case management?
There really isn’t a shift – it turns out to be a matter of context.
When we, here at Pega, talk to business people – the business visionaries, the business leaders, analysts
and workers –
and we ask: “How does work get done in your organization?” we notice a very common pattern to the
answer. They tell us:
“Work moves through stages and through milestones.”
They understand the business transaction - the case - as it moves from one person to the other, from one
part of the organization to another.
and individual, “atomic” processes controlled by business rules to follow – the more traditional view of
“process management”
So, as with “case” and “process,” case management and process management are two sides of the same
coin.
Case management provides for a more holistic view of a business transaction. It allows the business to
see, and interact with, the business transaction the way it moves through the organization.
This becomes especially useful when you consider that a “case” may include not only processes, but other
cases - or, sub cases - as well.
Process management is simply a way of ensuring a business transaction can be adapted to frequently
changing business conditions.
Let’s explore a few of the motivating reasons for adopting case management design.
At the risk of repeating myself, case management design principles allow you to define the business
application based on the work that moves through your organization.
This allows the business to work holistically and in context. It is this context that allows them to maximize
their business success. But… it does not stop there – with the business.
This holistic view of an application not only lets the business understand the full context of a business
transaction, it also allows the technologists – you – to treat your work holistically as well.
How many times, on any given project, have you found yourself wondering: “how does this piece I am
building fit into the application? How does it fit into the overall project?”
Using a case management design approach, you have visibility into what is already defined in the
application.
When building an individual piece, you can see how that individual piece works within the context of the
business transaction, and how it fits into the overall project.
If this holistic view is how business people think about a business transaction, it should be how they can
describe the business transaction to technologists.
And it should be how technologists interpret the description of that business transaction into a model
easily understood by both the business and technologists.
If we, the technologists define the business transaction the way business people discuss – and
understand – that transaction, it makes it much easier to capture their vision.
These are three very common reasons for adopting case management design, however, your
organization may have additional, or very different motivating factors.
As we close this topic, think about reasons your organization might have for adopting case management
design. Knowing, and understanding these reasons will help you make the most of your case
management design with Pega.
As you will discover, the challenges of designing enterprise applications can be easily met by adopting a
holistic view of that very application.
However, applying a few best practices will always go a long way in ensuring what the business describes
is what the technologists will define, or build.
First, and probably most important, engage, and empower the business.
When business people are engaged in the project, it is much easier for everyone to align towards the
outcomes they are looking to achieve.
PRPC 7 has integrated DCO management, enabling development teams to enter and
review DCO information where and when it is needed.
The goal is to always tie business and project goals, objectives, processes, specifications, and
requirements to implementations.
We will see more of, and work directly with, DCO throughout this course.
Using an all-in-the-model shared approach dramatically cuts time to value.
When business people and technologists share an understanding of the business transaction, errors due
to misinterpreted requirements are greatly reduced. Remember, if the “big picture” view is how business
people think about a business transaction, it should be how technologists interpret and define that
business transaction into an easily understood model.