WEDNESDAY, 11 May 2005
| CONFERENCE
- DAY 2 & EXHIBITS WEDNESDAY, 11 May 2005 |
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Wednesday
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KEYNOTE:
Delivering Lower Costs, Better Margins, Greater Client Service - A Global
Case for BPM Steve Towers, BPMG Your role in the organization is critical to its success. So what processes should you, your team and your business excel? BPM can give your business stability in a dynamic world. But, in the reality of your day-to-day business processes, what does this actually mean? Learn how organizations across the globe are saving money, saving time and adding value, using principles of BPM and enabling it effectively.
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Featured Speaker
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Wednesday
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KEYNOTE:
The Pentagon Phoenix Project: Process and People Respond to the Challenge Nancy Lee Hutchin, General Dynamics Network Systems The Phoenix Project, which renovated the Pentagon after 9/11, had all the qualities which meld outstanding process, project and program management with driving personal commitment from each team member. Recently awarded the PMI Project of the year in the United States, this initiative was composed of multiple components including 30,000 activities, and 3,000 members. Clearly anyone would tag this as a potentially high-risk endeavor. But the Phoenix Project came in 28 days ahead of schedule, and $194 million under budget. How did the catastrophic impact of 9/11 drive the development and implementation of a flexible process structure for the Pentagon Renovation Program, thereby enabling this stunning accomplishment? Ms. Hutchin will bring her background in process engineering and change management to this question and provide hands-on insight into this truly moving and award-wining effort by discussing the following topics:
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Featured Speaker
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| Wednesday
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Engaging
Senior Leaders in Adopting Enterprise Business Process Management (EBPM) BPM initiatives will only deliver what most senior leaders want if they are fully engaged in applying BPM principles and practices at the enterprise level. Yet, many of us have learned that transforming the executive team’s traditional thought models and behaviors to look at the business systemically is easier said than done. This session will examine what is needed to create executive engagement and enthusiasm around the application of eight essential principles, and illustrate what actions are needed to achieve business process thinking at all levels.
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Featured Speaker
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The
Future of Process Modeling is Now Kathy Long, Process Renewal Group Discovering and communicating knowledge about a business and its processes can be a major contributor or a barrier to BPM success. The challenge arises from the diversity of audiences, ranging from senior managers to technical implementers, which must understand different aspects about the same processes. The predominant communication mechanisms traditionally utilized is graphical “process modeling”. The issues facing the creators of these graphical representations are the desire for standardization, consistency, usefulness to downstream users, reusability and intuitiveness to various reviewers. Standards surrounding these models must be developed with all audiences in mind. This session will focus on the key aspects of the future direction of process modeling.
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Featured Speaker
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BPM Technology Trends
and Maturity Assessment This presentation will provide an overview of how workflow has grown into BPM (Business process management). It will look at the advantages, shortcomings and maturity level of this evolution from both supply and demand points of view. In doing so it will look at the way BPM relates to other IT domains such as application development, integration, business intelligence (the ‘other BPM: business performance management) and IT service provision. The presentation will help you
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Featured Speaker
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Re-engineering
the Environment
The Environment Agency is the leading public body for protecting and improving the environment. It's our job to look after your environment and make it a better place - for you, and for future generations. One way we do this is by regulating industry and intervening where we have to. We have implemented a national process management system to help us improve the way we regulate and manage risk to the environment. This programme of work - over three years, will deliver process improvements and efficiencies for both our internal staff and our external customers. This session will talk about
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Featured Speaker
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Managing Processes
as Services Many process re-design exercises fail at the point of implementation because the practical aspects of stakeholder engagement and trouble-shooting haven’t been thought through and managed. Delivering the process within the framework of a managed service enables service management principles to be applied in assuring the early and ongoing success of the process. In his work with the IT department of a major global corporation, Peter Haine has had the opportunity to experience first hand the benefits of applying service thinking to successfully implementing global processes.
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Featured Speaker
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Evolving a Business Architecture for a Federated Enterprise Sadie Legard, BAT John Mayall, Enterprise Architecture Solutions In a global business, divergent processes lead to inefficiency and confusion. BAT has used enterprise architecture to define common methods for processes definition, and ensure that the implications of divergence are fully understood. These methods have been rolled out globally and are a key part of an overall enterprise strategy to align business and IT. The session will cover how the enterprise architecture supports the business processes, how global alignment of processes to the architecture is managed, the implications for BAT of not doing this, and why alignment of processes to the enterprise architecture is important.
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Featured Speakers
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| Wednesday
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Giving your Process
a Brain: Implementing Process and Rule Solutions Enterprise processes are the vehicles by which organizations deliver value to their customers. A key value proposition of Business Process Management Systems (BPMS) is to bridge the IT-Business divide and facilitate the business taking ownership of their processes. For those seeking adaptive processes, business rule agility is a must. In this role, processes act as integrators; orchestrating humans, systems, and business rules. A BPMS solution that facilitates the orchestration of people and systems alone is incomplete. To round out the perfect BPMS offering, a robust Business Rule capability is paramount.
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Featured Speaker
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Transforming
Legacy Systems to Better Support Customer Contact and Legislative Change The Inland Revenue is in a period of unprecedented change at the heart of the Government’s social & economic policies, including:
In addition to legislative change, the significant targets for cost saving across Government Departments, being managed by year on year reduction in operating budget, can no longer be met by ‘traditional’ belt tightening of the less paper clips & photocopying paper variety. To meet these challenges and continue to improve service to the citizen, Departments need to consider radical process improvement, and IT Departments need to have the toolkit available to enable responsiveness and agility when faced with a rapidly changing business, including BPM technology. |
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Organization Change
Strategies and Structures for Aligning People and Processes Understanding and applying new change strategies and structures to ally people with processes poses stimulating leadership opportunities for managers. The act of altering processes, even minor adjustments, can send aftershocks throughout the organization culture. Misalignments between people and processes can seriously disrupt implementation strategies. However, new methods have emerged that allow BP managers to manage change by blending individuals, teams and technology into an ongoing cohesive force to improve process performance.
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Featured Speakers
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Service-Oriented
Business Process Redesign Paul Allen, Computer Associates Service-orientation is a business model concerned with the buying and selling of services to achieve commercial advantage and adaptability. This is in sharp contrast to seeing the organization as a production line. To get there, the need is for stepwise process redesign exploiting services where possible to deliver “quick wins”. At the same time the challenge is to evolve a full set of services, which are offered to the business processes. Paul lays out the ground for achieving this balance in terms of a service-oriented redesign pattern together with real world examples.
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Featured Speakers
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Process
Automation in A Multi-Channel Environment One of Standard Life’s objectives has been to leverage its extensive user base (>2000 seats) equipped with workflow and image technology by extending the automation of business processes. Innovatively combining package technology and in-house custom development, immediate savings and high levels of accuracy and reliability have been realized by focusing on manual intervention only in exceptional cases. By using new development methods based on “lean/agile programming” techniques and small self directed teams, response time for new solutions has been dramatically reduced and implementation risks mitigated.
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Featured Speaker
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The Newcastle Building Society was experiencing delays in delivering products to customers from its central processing facility. To compete in the mortgage and investment industry, the Newcastle needed a new solution that would improve its cost efficiency and customer service. The Global 360 solution was chosen to automate processes and eliminate paper based records. Customised workflow platforms now distribute application and existing account processing to multi skilled employees across the Newcastle's branch officers. As a result, cost efficiency has risen by 68% and processing costs per hour have fallen by 17%. The capacity freed by the Global 360 platform has allowed the Newcastle to develop a new revenue stream: outsourced processing for other organisations. |
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Featured Speaker
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Process
Frameworks for BP Management A process framework is the foundation for sustainable process management. The contextual application of defined business activities is a key requirement for the coordination and prioritisation of improvement initiatives. This session will outline the development of the process management infrastructure within Lloyds TSB. It will show how the process framework has evolved and been used as a basis for defining process ownership, developing management information, and determining improvement and re-engineering proposals.
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Featured Speaker
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| Wednesday
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Taking
a Business Object View of a Business Process This presentation will show a method that adopts an integrated and systemic business process approach from the top level to the task level that delivers results that comply with ISO9001. The information needs are specified in terms of services and objects in interactive sessions that design and validate findings in real time. All the modeling is done without knowing who, how and what department does the job.
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Featured Speakers
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Business Engineering Ealing Council John Anderson, Ealing Council Antony Page, InPhase Software (UK) Ltd Ealing Council is re-engineering the Council from a traditional silo service focussed operation to a single customer facing business. By December 2005 Ealing Council will be the leading edge council for the UK and will be a market leader in the fields of Business Process Re-engineering and knowledge management. In Ealing’s approach to re-organising service products to focus on the customer they have developed traditional approaches to BPR to incorporate the deployment of universal ICT system capabilities. Conservatively, the Council can expect an increase of efficiency of 15% against addressable spend. While they have used external support as required, the change and benefit realisation has been delivered internally from a Change Management Team.
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Featured Speakers
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| Wednesday
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Business Process - The Softly, Softly Approach Gary Comerford, Eli Lilly and Co Ltd A stealth approach
to mapping business processes in a large organisation: How a small group
of determined individuals can effect change one step at a time by the
careful application of proven methods for defining business processes,
and using a supporting tool that enables rapid tracking and deployment
of the finished
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Featured Speaker
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Roundtable
Wrap-Up To close the conference the Conference Chair and the Chair of BPMG will review the highlights and take-aways of the conference and look forward to next year in the spirit of continuous process improvement. An added feature will be some prognostications on the directions that BPM may take in the near future. The session will close with a draw for books and other valuable rewards from some of the numerous authors and companies at the conference. . |
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