KEYNOTES BPMG.org  
 
 

Tuesday 11th May - 09:00 – 09:45
Chair Address: How do you "Do"?: Conference Introduction and BPM Challenges
Roger Burlton

Roger Burlton
Process Renewal Group


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Address Outline

From a decade or more of successful and not-so-successful process transformation initiatives in diverse industries, countries and cultures using everything from sophisticated automation to none at all, we can learn a lot. Alternately we can ignore the painful lessons of the past and be doomed to continue to repeat it. This kickoff session will examine the challenges that we have dealt with and those we still face as well as the new opportunities before us. It will offer some insights into the simple elegance of enterprise BPM when done well. In light of this elegance it will challenge the delegates and ask ‘How do you do’?

  • Some lessons learned: ignore at your own peril
  • Today’s new BPM opportunities
  • The simplistic start
  • The realm of the complicated and complex: where projects go to die
  • Finding Enterprise BPM elegance
  • The Conference Roadmap

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Tuesday 11th May - 09:45 – 10:30
Keynote: BPM as a Team Sport: Leveraging Organisational Capability
Andrew Spanyi

Andrew Spanyi
Spanyi International Inc.


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Keynote Outline

BPM at the enterprise level is not simply about technology. It is first and foremost about improving organisational performance. This requires transforming the executive team’s mental models and behaviors to look at the business systemically from the customer’s point of view, or outside-in, as well as the company’s point of view. This session will reinforce that organisational capability can only be truly optimized once the leadership team appreciates that systemic business process thinking in the boardroom is significantly different than systematic thinking at a technical or process level. It will stress that the effective implementation of Enterprise Business Process Management [EBPM] requires that executives apply eight essential principles and cascade these throughout the organization. The session will examine these essential principles, emphasize the tight linkage between business strategy and execution, and illustrate what is needed to truly leverage organizational capability through business process thinking.

  • The debilitating impact of traditional functional thinking on enterprise business process management (EBPM)
  • The key changes needed in executive roles and behaviors to assure EBPM success
  • The major issues and roadblocks that need to be addressed and overcome
  • The key types of decisions which need to be made to leverage organizational capability

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Wednesday 12th May - 09:00 – 09:45
Keynote: IT Doesn't Matter: Business Processes Do
Howard Smith

Howard Smith
BPMI.org & CSC


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Keynote Outline

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.

  • The world is full of different technologies. Unless they can be brought together in a way that supports the objectives of the enterprise, they make no sense at all. They become nothing more than a cost.
  • BPM makes sense of the technology landscape and puts tools into the hand of end users that allow them to take control of their own business processes. Business processes and their management define the value customers are seeking.
  • Unlike packages that engrain “concrete” processes across multiple end users organizations (‘copy cat’) thereby offering little competitive advantage, BPM creates a standard environment in which businesses can innovate and define their own distinct process models.
  • BPM aligns and combines the use of disparate best of breed and legacy technologies to support business processes.
  • Above all, BPM supports well defined, explicit, business processes that the customer can have a full stake in managing when technology professionals are long gone and when applications and processes change.

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Wednesday 12th May - 09:45 – 10:30
Keynote: Assessing Your Maturity and Readiness: The BPMG BP Maturity Model
Steve Towers

Steve Towers
Business Process Management Group


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Keynote Outline

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:

  • Understand real BPM capability
  • Identify objective and achievable tactical and strategic opportunities
  • Leverage best practices
  • Implement powerful and inclusive approach to achieving complete BPM success
  • Develop an immediate and sustainable roadmap for BPM success

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