WEDNESDAY, 12 May 2004
| CONFERENCE
- DAY 2 WEDNESDAY, 12 May 2004 |
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Wednesday
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Keynote:
IT Doesn't Matter: Business Processes Do Howard Smith, BPMI.org & CSC Based on a critical review of the “IT Doesn’t Matter” article published in the Harvard Business Review in May 2003, Howard Smith, co-author of two books on business processes (IT Doesn’t Matter-Business Processes Do and Business Process Management: The Third Wave) will explain how companies are benefiting from BPM today and how the approach differs from packaged solutions such as CRM and ERP. Howard will show that for IT to matter it must address business processes throughout their entire lifecycle, from discovery, to design, to deployment, execution, operations, optimization and analysis. He will show how BPM, done properly, is process innovation under business control.
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Featured Speaker
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Wednesday
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Keynote:
Assessing Your Maturity and Readiness: The BPMG BP Maturity Model Steve Towers, Business Process Management Group Each Organization has a unique set of Circumstances as they face the challenge of effectively implementing Business Process Management approaches, thinking and technologies. Issues range across the entire enterprise and include people, systems, strategy, customer/client relationships and processes themselves. How do you understand where you are and how far you have to go on the journey of BPM? How can you develop a consensus around the real and key issues from the boardroom to the front line? What should you focus on as you implement BPM to achieve the best and most sustainable results? Utilizing an approach developed from direct experience on a global scale the BPMG have developed over the last decade a Business Process Maturity Model that provides a framework for organizations seeking to successfully implement BPM against a backdrop of changing and competing organizational demands. Key issues covered will include:
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| Wednesday
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Improving
Process Performance through Knowledge Entreprenuership Many 'knowledge management' processes focus upon the packaging of existing knowledge. Little effort is devoted to creating know-how needed to innovate, generate additional customer and shareholder value, or equip key work groups with the knowledge, skills and tools they need to do a better job. Knowledge managers must become knowledge entrepreneurs who transform individual, process and corporate performance. Typical people can behave like winners and perform like superstars. Drawing upon recent research and projects undertaken for leading companies this session will reveal how corporate entrepreneurs are boosting revenues and profit by significantly improving the performance of existing activities and using practical knowledge-based job-support tools to transform the productivity of work groups and key processes such as those for winning business and building customer relationships.
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| Wednesday
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BT has a process modelling design community of well over 1000 people, more than 500 of which are trained to use the corporate standard modelling tool, ARIS. Establishing a rigorous and consistent approach to modelling in a large organisation is no easy feat. Rob Davis describes how a consistent approach and support environment were introduced into BT, the standards that had to be put in place and the benefits from using a single tool. Modelling tools alone are not enough, however, and Rob goes on to describe the need for an architectural framework, process ownership, management and a process training and career structure. The future for process in BT is seen as having a tight coupling to component-based system design. Rob will discuss whether the tools are available yet?
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The Value of Open Standard Operations Reference
Models and Process Management Frameworks Standard Operations Reference Models make it possible for an organization to optimize service offerings through the identification of best practices, common (key) infrastructure components, systems analysis processes and training, with a consequent improvement in bottom line performance. Reference models such as SCOR™ (Supply Chain Operations Reference Model), developed by the Supply-Chain Council, have proven commercial value. Fortune-1000 companies using SCOR are 721% more profitable and generate 280% more revenue on average than competitors. This presentation will spotlight case studies demonstrating how the new Design Chain Operations Reference Model (DCOR™) and Customer-Chain Operations Reference Model (CCOR™), officially launching for further development in early 2004, have been used at Hewlett-Packard and other global companies to significantly improve the product design and sales life cycles.
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Smart Business Process Management (BPM) It's the emerging vehicle of choice for global enterprises striving to meet today's business challenges. By adopting this enterprise-wide process and practice automation technology, these organizations optimize daily operations, realize significant cost savings, increase customer loyalty, and ensure compliance with evolving government regulations-all with minimal effort. With Smart BPM, organizations gain control over vital operations and focus on the critical success factors: Achieving success in these areas requires empowerment - of your employees, your managers, your customers and your partners. It requires a single point of orchestration. It requires pragmatism. It requires Smart BPM.
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Featured Speaker
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| Wednesday
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Is Business Process Outsourcing right for
you? Business Processing Outsourcing has received a great deal of press and analyst coverage, some positive some negative. But, what exactly is BPO anyway? And is it right for your organisation? The answers to these two questions can have a far reaching impact on both your bottom line results and your ability to do business in the future. Once we understand “What” it is and “Why” we might consider it, we can start to address the issues of “How” we go about it and “Where” we might do it. Building on real examples from around the globe, this presentation in addition to asking “Why”, will also address on the “What and “How”, will examine the different types of projects being labelled as BPO and will highlight how value-chain based approaches lead to greater flexibility for organisations.
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Featured Speaker
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BPM technology has enabled the NafW to automate the complex process of handling annual claims worth over £250 million in EU farming grants and subsidies. Faced with a growing claims workload for farmers, a clerical process that could not cope, and frequent changes in EU regulations, the National Assembly for Wales (NafW) realized it had to do something different to keep pace. It decided to opt for a new business process and a new automated claims system. Following the deployment of the resulting BPM-based system, the majority of claims are now processed automatically, without human-intervention, while changes to EU regulations are incorporated into the system with minutes. Meanwhile, all claims-related documentation is automatically routed to the appropriate location, with alarms flagging up any that are at risk of falling behind schedule. Staff can also access relevant claim information far more easily and quickly from their computer terminals. In its first year, the benefits of this new pioneering approach have realized cost savings of around £2 million per year and faster and more accurate payments to around 18,000 farmers
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OMG Standards for Business Process Metamodelling OMG's meta-data standards and Model-Driven Architecture (MDA) design approach are being applied to the problems of creating common meta-models for diverse business process languages and defining the run-time interfaces to individual business process components. These standards are complimentary to, and designed to work with, the languages being specified by OASIS, W3C, BPMI and ebXML, as well as the many proprietary business process definition notations in use today. Defining a common metamodel based on OMG's Meta-Object Facility (MOF) standards allows different graphical and textual notations to be used together when defining business processes.
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Featured Speaker
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BPM Lifecycle: From Mapping to Automation The presentation will focus on the Ossad/Workey framework, developed by C-Log International, which supports the whole process lifecycle in a uniform and consistent manner. At the design level, business process modelling and documentation is made through OSSAD - a "public" graphic representation originated from an EU ESPRIT project. At the implementation level, workflows are automatically generated and executed through Workey engine (Notes/Domino and J2EE environments) responsible for the proper execution of different aspects such as: sub-process management, parallelism & synchronisation, delay-notification-reminder, hierarchy and delegation, traceability. To illustrate these different features a real scenario in Quality Management will be presented with a particular emphasis to demonstrate the uniformity and cohesion between the modelling level and the workflow level.
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Featured Speakers
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Mission Impossible? Culture Change Panel Traditional 'silo' thinking, lack of sound knowledge and passion around end-to-end business process improvement and management, internal political games and lack of management support. Do these sound familiar to you? It does to our global panelists. Where should you start to address these issues? Their experience shows that if you cannot do it all, you can always do “something” smart. If you have a strong vision for your project, there are a number of actions you may take in order to prepare your organization to adopt real process thinking some time in the future. Opportunities are everywhere – projects, management models, IT systems and applications - where some end-to-end, cross functional way of thinking is present and can be nurtured. Even high level politics can be sometimes used to your advantage. This session will focus on the lessons learned in implementing BPM approaches in the panelists own organisations. It will cover the following issues:
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In a marketplace increasingly dominated by commoditized products, companies are finding it difficult to increase market share without threatening margins. The Commitment Based Management (CBM) approach has brought consistent revenue and bottom-line results through making the commitment to the customer central in designing processes, roles and tools across the supply chain. Using a Lloyds TSB case study, this session will introduce CBM and process design as a powerful approach to BPM. The case study will show how CBM, and the processes that grow from it, enabled Lloyds TSB to use a service-based proposition and a collaborative supply chain to grow their top and bottom lines. In the case study institution, its top-line grew five-fold in about 18 months, whilst its cost of and quality of sales held constant, thus generating a major contribution to the bottom line. The business case was proven within 10 weeks of project start.
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A Health and Wellness Model for Enterprise
Process Management Don't
just fix the problems; fix the process (treat the disease, not just the
symptoms). Don't just fix the process; fix the business (treat the patient,
not just the disease). Not being "sick" or in pain doesn't mean
you are healthy or will stay healthy without a wellness plan. The same
thing applies to our business processes and we need to have a "wellness
plan" that monitors our processes to maintain a healthy business.
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Featured Speaker
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BPM Analytics: Powerful Management Information
Right Here, Right Now Finally BPM is delivering on the promise of management information and control! Using easy-to-understand examples, the presenter will explain how state-of-the-art BPM systems can now provide built-in, advanced analytics features. Rather than being an afterthought, reporting should now be an integral part of requirements and process design phases. The immediate availability of analytics, from the time of process design and prototyping, all but eliminates the effort to implement management reporting. From the time the process goes live and the system is turned on, a range of powerful, customizable and multi-dimensional reports are available to management.
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Wednesday
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Organisation Structures for the BPM Enterprise How to best organize remains one of the major challenges for organizations in both the public and private sectors. Many companies and government agencies have traditionally organized around functional capability, e.g., marketing, engineering, IT, legal, etc. Increasingly, enterprises are organizing around business processes as part of business transformation programs, since they realize this is a far better coordination mechanism. This session will examine the “Process Organization” or “BPM Enterprise” and how to effectively manage these. Specific examples will be provided to illustrate the concepts.
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Featured Speaker
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Becoming a
True Business Partner - what does it take
It has been an interesting journey as many will appreciate and we have learnt some key lessons, we made some excellent decisions and some that were not so good. |
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Wednesday
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In
1999 Swiss Mobiliar's organizational structure was augmented by elements To improve process
management's capabilities and to increase the model
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Clients who achieve an Agile Performance
in a Compliant Environment Every Company is striving to drive improved performance and agility against a backdrop of ever increasing compliance (Sarbanes Oxley, FDA, FSA, ISO 9000 and so on). Agile compliance seems mutually exclusive - but this session explains a pragmatic approach which has been achieved, is affordable and is proven by companies around the world. This simple step-by-step approach will be explored through a series of client case studies which will discuss the challenges, the critical success criteria, and the benefits realised. The session will also cover the key change levers in the business and how you can turn these into catalysts for business process and performance projects.
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Featured Speaker
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The Complex Interactional Network Approach
to BPM Process management approaches tend to focus on getting the parts of processes right, rather than focusing on the interaction of those parts. This tendency seems to be rooted in the presupposition that processes can or should be like deterministic machines - with rigid, bounded parts, sequenced properly, serially reenterable ('repeatable') and with predictable inputs and outputs. In a growing number of instances, this may be the wrong focus or the wrong scope of focus. In this session, Dave will outline the Complex Interactional Network Approach to process management. It is meant to challenge your thinking, and offer an alternative approach that you may find useful in complementing more traditional process transformation approaches; one that may work for you where more traditional approaches do not. It will take the following positions:
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In this session a real-life example of a service oriented architecture for a major retail bank in the UK will be featured. The service oriented approach that mapped business processes to underlying systems through a web service architecture will be shown to be a powerful tool and implementation strategy. The presenter will take delegates through the journey that dealt with the demands of external governance including Basel II compliance. Starting with the design and rationalisation of business processes across business units, a services matrix mapping of all business users of the services to the service providers was developed to assess gaps and the opportunity for service reusability. Workflow, applications and middleware were then synchronized and aligned and the solution gradually rolled out across the organisation.
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Aligning business process and business Information
Models: a semantic approach Information management and business process management are critically intertwined. An information model describing the business’ entities and the relationships between them is a prerequisite to a full business process model. A process model after all describes the processes in which the business entities engage and the information exchanged between them. When realizing business processes, the information model is realized as data and the business process models are realized as applications. This session will explain how the business vision of the agile enterprise requires business-owned information models and business-owned business process models, all of which are linked. It will show how a "semantic" approach should be used to link the business-oriented information and business process models to their IT expressions as data and applications. The session draws on real-life experiences from Global 100 corporations. | |
