Today's Claims target is at risk
Objective. Equip Sales and CSM to run the intraday-risk play: it is mid-shift, the day's claims (or contact) target is projected to miss, and the leader needs to know whether the plan is still viable and which intervention best protects delivery - without mistaking a simulated fix for an achieved result.
This is a 'save the day' play. Real-Time Adherence shows whether people are doing the planned activity right now and whether that activity is producing enough work; Intraday Management reforecasts the remainder of the day, projects the shortfall and lets a leader simulate and evaluate corrective actions; Scheduling supplies the open-shift, overtime and VTO levers; RCM Operations connects the operational signal to the revenue-cycle outcome. The value is faster, evidence-based protection of the day's delivery. The hard boundary: a simulated improvement is not an executed action, and an executed action is not yet an achieved service result.
See it in the demo
The problem and who feels it
By late morning the trend line is wrong: arrivals, handling or output are off plan and the day's target - claims worked, cases closed, calls handled - is projected to miss. Who feels it: a team lead or ops manager who owns today's number and is reacting on gut and spreadsheets; an intraday or WFM analyst watching the plan drift with no structured way to test a fix; a revenue-cycle or service leader who will be asked tomorrow why the target was missed and what was done about it.
The problem is not a lack of alarms - it is that the leader cannot see, in one place, whether the activity is the issue or the output is the issue, what the end-of-day result will be if nothing changes, and which of several interventions actually recovers the day at acceptable cost.
The business impact
Unmanaged intraday risk turns a recoverable day into a missed target. The costs: missed SLA or volume commitments that roll into backlog and payer or customer penalties; reactive, expensive fixes - unplanned overtime or pulling people off other work - chosen without comparing options; slow detection, where the gap is noticed too late in the shift to recover; and no audit trail, so the same failure repeats because no one captured which action was tried and whether it worked.
For an RCM operation a missed daily claims target is aged AR tomorrow; for a contact centre it is abandoned contacts and breached service levels. Both are visible to the customer's customer, which is why the leader feels the pressure acutely.
Which applications address it and how they chain
The play chains the live and corrective applications in the order a shift actually unfolds.
- Real-Time Adherence (https://rta.demo.timechamp.io/) - the control room shows live schedule adherence, work adherence and output adherence as separate layers, so you can tell apart 'people are off-plan' from 'people are on-plan but output is short'. This diagnosis decides which lever matters.
- Intraday Management (https://idm.demo.timechamp.io/) - the control tower reforecasts the rest of the day, projects the end-of-day shortfall, and lets the leader run what-if simulations of corrective actions (reallocation, overtime, VTO reversal) with their cost and the action log that records what was decided.
- Scheduling (https://schedules.demo.timechamp.io/) - supplies the concrete levers the simulation draws on: open shifts, overtime, VTO and feasible reallocation that respect rules and skills.
- RCM Operations (https://rcm-ops.demo.timechamp.io/#/mission) - connects today's operational signal to the revenue-cycle outcome, so an intraday decision is framed against the payer, backlog or SLA risk it protects.
The chain: diagnose live (RTA) - reforecast and simulate (IDM) - execute via real levers (Scheduling) - tie to outcome (RCM Operations).
The value story and how it is measured
The value is protecting the day with evidence rather than reflex: detecting the risk earlier, diagnosing whether it is an activity or an output problem, comparing interventions on cost and effect before committing, and leaving an audit trail that makes the operation better next time.
Measure against the customer's baseline with the applications' own candidate measures: time to detect and respond, action completion (did the chosen action actually get executed), forecast drift across the day, and the service or backlog outcome that resulted - measured after the fact, not assumed from the simulation. From Real-Time Adherence, track schedule, work and output adherence separately, because the right fix differs for each.
The honest boundary - what this does not solve
This play helps a leader choose and track a corrective action; it does not guarantee the target is met. Be explicit.
- Simulation is not execution is not result: a simulated improvement in Intraday Management is a projection; executing it is a separate step; and achieving the service result is a third thing, confirmed only by the actual end-of-day outcome. Never present the simulated number as the achieved number.
- Levers have real-world limits: overtime, VTO reversal and reallocation depend on policy, cost approval, skills and people's availability - Scheduling respects those rules, and some days the feasible set does not fully recover the target.
- Freshness matters: adherence and projections are only as good as the imported/published schedule, the activity mapping, grace rules, time zones and data freshness. A decision on stale inputs is a bad decision.
- It manages today, not the root cause: chronic daily misses point to a capacity or forecast problem that belongs in Capacity Planning and Scheduling, not to repeated intraday heroics.
Interpretation check
A simulated intraday fix is a projection, not an outcome. The day is only 'saved' when the chosen action is actually executed and the real end-of-day result confirms it - and the right action depends on whether Real-Time Adherence shows an activity problem or an output problem, read on fresh inputs.
In the field
OVO contact-centre / RCM claims: the daily target at risk is calls answered within service level or claims worked before AR ages. This play detects the drift, separates an adherence problem from an output problem, compares a VTO-reversal against reallocation on cost, and records the decision - then judges success on the real end-of-day number, which is exactly the evidence an operations leader is asked for the next morning.
Practical task
In the demo, run the play end to end for a day projected to miss: diagnose activity vs output in Real-Time Adherence, project the shortfall and simulate two corrective actions in Intraday Management with their cost, identify the real levers in Scheduling, and frame the decision against an outcome in RCM Operations. Then write the one sentence you would say to stop the room treating the simulated recovery as the achieved result, and list the freshness checks you would run first.
Self-check
Mid-shift the target is projected to miss. What is the first diagnostic question and which screen answers it?
Is this an activity problem or an output problem? Real-Time Adherence's layered view (schedule vs work vs output adherence) answers it: people can be schedule-adherent and active yet below the output standard, and the right fix differs for each case.
A leader points at Intraday Management's what-if and says 'so we will hit target'. What do you correct?
That is a simulated projection, not an achieved result. It must be executed (a separate step with cost and policy limits) and then confirmed by the actual end-of-day outcome. Simulated, executed and achieved are three different states.
What does Scheduling contribute to this play that Intraday Management does not?
The concrete, rule-respecting levers - open shifts, overtime, VTO, feasible reallocation - that a corrective action actually draws on. Intraday Management evaluates options; Scheduling is where the feasible set lives.
A CSM is asked why the recommended action did not recover the day. What inputs do they check first?
Freshness and feasibility: was the schedule imported/published and current, was the activity mapping correct, were grace rules and time zones right, and did policy, cost approval, skills or availability limit the lever that was chosen.
The customer misses the daily target three days running. Is this the right play?
For each day, yes - but a repeated miss signals a capacity or forecast problem, not an intraday one. Escalate to Capacity Planning and Scheduling rather than relying on daily intraday heroics.
Verified vs demo. The layered adherence view, the intraday reforecast and what-if simulation, the scheduling levers and the Mission Control framing are demo-shown on seeded data. Live arrival and staffing feeds, the customer's real schedule import, policy and cost rules, and the actual service outcome of an executed action must be confirmed with product and measured in the account - never inferred from the simulation.