KEYNOTES BPMG.ORG  
 
 

Tuesday 10 May - 09:00 – 09:45
CHAIR ADDRESS: From Common Sense to Common Understanding to Common Practice
Roger Burlton

Roger Burlton
Process Renewal Group


 To Speaker's Bio

Address Outline

With a decade and a half of process thinking under our belts, it seems that more of us should be doing better than we are. For those who are handling it well, BPM is no more than the application of common sense to logical business problems and opportunities. We should all be so fortunate, so how can we be? Our challenge will be to agree on what are the common sense principles for BPM and how can we convey this in a way that ensures that such logic and discipline will become common understanding and ultimately common practice across our enterprise, delivering ongoing business performance and an adaptive capability.

Your journey can only get on the right track if you know what questions to ask and what order to ask them and indoctrinate these as your enterprise discipline. That’s what the conference is all about and what this chairman’s opening is intended to do: get you pointed in the right direction and introduce you to how the conference can enable you to chart the right combination of sessions for you.

  • Business performance pressures
  • Learning from the past: what to keep and jettison
  • A common sense approach based on practice and principles
  • Communicating a common approach
  • A method for establishing a common framework
  • The conference agenda

Back to the top
 
 

Tuesday 10 May - 09:45 – 10:30
KEYNOTE: The Great 21st Century Business Reformation
Peter Fingar

Peter Fingar
Executive Partner, Greystone Group.


 To Speaker's Bio

Keynote Outline

Business leaders want business results. What can BPM actually do for them? As long as the BPM conversation is restricted to technologists and Six Sigmists, it’s likely to become just another technique for incremental performance improvements. For some pioneers, where the conversation has reached the board room, BPM portends much more. Indeed, there is a Next Big Thing in business; it's about operational transformation, driven by the emergence of a wired, flat world. It's about the fusion of business operations and information technology to the point of unity. That transformation is well under way on a scale that can only be called the great 21st century business reformation.

  • The process-managed real-time enterprise
  • Enabling time-based competition, encompassing both response time and restructuring time.
  • Why BPM must span the entire value-chain, not just the enterprise (VC-BPM vs. EBPM)
  • Beware the globalization of white-collar work… and innovation
  • If innovation is indeed the secret sauce of success, the ability to ‘execute on innovation’ is even more important than the innovation itself

Back to the top
 
 

Wednesday 11 May - 09:00 – 09:45
KEYNOTE: Delivering Lower Costs, Better Margins, Greater Client Service - A Global Case for BPM
Steve Towers

Steve Towers
BPMG


 To Speaker's Bio

Keynote Outline

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.

  • BPM is critical to business success
  • BPM delivers at least TEN key business benefits
  • BPM and a proven framework for achieving success
  • Recent Case Study examples

Back to the top
 
 

Wednesday 11 May - 09:45 – 10:30
KEYNOTE: The Pentagon Phoenix Project: Process and People Respond to the Challenge
Nancy Lee Hutchin

Nancy Lee Hutchin
General Dynamics Network Systems


 To Speaker's Bio

Keynote Outline

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:

  • Building the relationship - flexible contract vehicles and appropriate incentives
  • Scoping the project - “ultra-fast track” scheduling
  • People - integrated process teams and personal commitment
  • Metrics - clear goal and step identification
  • Leadership - present from the top down!
  • The two keys - people and processes

Back to the top