Tuesday
30 September
09:00–09:15
Roger Burlton, Founder, Process Renewal Group
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Roger
Burlton |
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Conference
Welcome Roger Burlton, Founder, Process Renewal Group |
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Keynote Experienced BPM practitioners have discovered that a number of patterns reappear when conducting process work. One of the biggest challenges that they have to deal with is to discover gaps and inconsistencies in the process white spaces among the various organizational players. This is exacerbated since most process participants are focused on their part of the process and are oblivious to the end to end flow of work required to satisfy process customers and stakeholders. This challenge is affectionately called ‘connecting the dots’. But in order to connect them you have to know what they are or ‘collect’ them first since all process components must be understood for the sake of integrity. Once these have been discovered and put together they can be analyzed and ‘corrected’ using a variety of techniques appropriate for the problem at hand. This pattern of collecting, connecting and correcting can be found at all levels of BPM effort including Enterprise BPM, BP analysis and design, and also development and implementation of aligned technology and human solutions. This opening session will delve into the opportunities for re-use of BPM techniques at all BPM levels and set the scene for the conference.
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Keynote The technical benefits of SOA (Service Oriented Architecture) for the IT department are clear. It helps to more easily integrate systems. But what are the advantages for the business if any? From the perspective of the business stakeholders is SOA purely another toy for the IT department? Clearly, it should not be, however to implement SOA successfully and to increase the chance it will return a positive ROI, a BPM layer is required. In this keynote, the relationship between the two is explained. In addition, the link between SOA and BPM on one hand and the opportunities from Business Intelligence on the other hand will be discussed.
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| Tuesday 30 September 10:45–11:15 |
Networking Break and Exhibits | |||||
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Winning BPM Strategies |
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Best Practices in Modeling Analysis and Design |
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Critical Factors for Implementation Success |
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12:05 CONCURRENT SESSIONS |
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The BPM Tipping Point The phrase "tipping point" originates in epidemiology. It describes the point in the spread of an epidemic where critical mass is reached. Malcolm Gladwell, author of the influential book The Tipping Point, redefines it in sociological terms as, "the moment of critical mass, the threshold, the boiling point." It's the moment on the graph when the line starts to shoot straight upwards. The BPM Tipping Point is that ‘moment’ where the idea of process-based management achieves critical mass and the momentum for change becomes undeniable. How can we create the conditions where such an organisational epidemic takes hold? What are the elements that combine to make process management a highly contagious idea? What circumstances prevent the spread of process thinking?
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BPMN
for Dummies Christopher Bradley, Head Information Practice, IPL The OMG’s Business Process Modeling notation, the BPMN, was designed to be intuitive and easy-to-use for to business and non-technical users, while supporting robust and detailed semantics for technical users. This session will provide an introduction to the BPMN: its history, purpose, and an overview of the notation. Attendees can expect to gain an awareness of the BPMN essentials.
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”From
Silo Thinking to Process Acting!”: Case Study from ATP, DenmarkDorthe Mikkelsen, Business Architect, ATP ATP is responsible for administering the public pension scheme for all working citizens in Denmark. In addition it serves as an important financial services organization in a wide range of Danish commercial ventures related to the public on behalf of the Danish government. Like other government and financial institutions in the world today, it has been facing a changing business environment with external and internal pressures to do different things and do them differently. ATP has responded and anticipated by taking a process centric and enterprise aligned approach to looking at its capabilities. This session will demonstrate from top to bottom what it has done and how.
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13:00 CONCURRENT SESSIONS |
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Despite market-leading products and commissions, Scottish Life’s Independent Financial Advisor network was unhappy with the service and was giving less business to Scottish life. Internal measures showed that SLAs were being followed. IFAs were very clear about the promise being made to them, but the internal promises being made within the value chain were not aligned with this. A customer-in redesign of promises, process roles and technology, which aligned the internal promises and their measures, showed huge opportunity to promise IFAs to get the policy in force, fast, with minimum hassle and follow up for the IFA; enabling the IFA to concentrate on growing their business, rather than fire fighting customer complaints. Take-aways:
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Dealing
With Human-Driven Processes Keith Harrison-Broninski, CTO, Role Modellers Ltd Mainstream BPM techniques only support human work that is repetitive and often semi-automated – mechanistic work, in which people are restricted to data entry and low-level decision-making. Such human-centric processes are defined once and then run ad infinitum, with a fixed choice of routes. Mainstream BPM techniques do not support interaction work, in which people use mental and social skills to research, evaluate, analyze, plan, and interact with colleagues both within and outside their organization. Interaction work is adaptive and evolutionary - during execution of such human-driven processes, the participants repeatedly propose, discuss and agree on next steps. Human-driven processes are ultimately responsible for delivering competitive advantage. They are also where humans add their true value to an organization, since the level of automation in human-centric processes tends to increase with time, whereas human-driven processes cannot be automated. To permit effective and efficient management of human-driven processes along with human-centric processes, the techniques of Human Interaction Management (HIM) are required to complement mainstream BPM. In human-centric processes, humans are cogs in the machine, but in human-driven processes, they are the drivers. In order to support interaction work, HIM provides new techniques, based not on pre-defined task sequences but on goals, responsibilities, and commitments. Further, even human-centric processes have many special cases that force deviation from the pre-determined choice of routes. Unless support for human-centric processes via a BPMS is integrated with support for special cases via a Human Interaction Management System (HIMS), people are forced to circumvent the system that is intended to help them work more efficiently.
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Business Process Management and Enterprise Architecture:
Recipes for Success Daniel Abunu, Senior Enterprise Architect, BBC This presentation describes how EA supports and enables business process improvement using the simple analogy of cooking from recipes. The best food recipes have been captured and improved upon over a period of many years. Similarly, as businesses gradually determine the most effective and efficient manner to deliver stakeholder value, this knowledge must be extracted, managed and enhanced to make the business more performant. EA helps capture the
best business recipes; so that the stakeholder results they deliver are
repeatable and predictable. This ensures the same raw ingredients are
transformed consistently into quality business products and services for
internal and/or external consumption. This presentation describes how the BBC uses EA and BPM to support:
Delegates can expect to learn how the BBC plans to deliver sustainable business process improvement through the capture and management of their process knowledge. |
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| Tuesday 30 September 13:00–14:20 |
Lunch and Exhibits |
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– 15:10 CONCURRENT SESSIONS |
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Getting
Started with BPM: Practical Experiences in Process Management Rob Davis, British Telecom (BT) - UK, presents the results of his practical experience in Business Process Management (BPM), process modelling and the use of ARIS. Rob will introduce his "Seven Pillars of BPM" and organisational culture, process objectives, ownership, governance and standards. Rob will provide many hints, tips and pitfalls gained from his experience in introducing ARIS into BT and subsequent work on process architecture and BPM. |
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Alignment Isn’t Enough: Weaving
IT into the Fabric of the Business Business-IT ‘alignment’ falls short of addressing the real challenges faced by most organizations. The business has been too happy to assume a return from its technology investments, placing an ever increasing burden on IT, often with little rigor in proving business value. IT has taken inadequate tools and been forced to mould them to meet these demands, creating for itself an ever increasing burden of maintenance. Something needs to change. A new relationship needs to be developed where the business takes on more responsibility and IT develops more freedom to lead and to innovate. BPM is critical to this new approach. |
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Agile ECM - BPM For The Business Learn how IBM solutions enables Business Users to create information based process applications, transforming slow, inefficient content-based processes into automated Web-based processes that save time, lower costs and streamline your document creation and management processes. |
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| 15:15–
16:05 CONCURRENT SESSIONS |
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New Approaches
To Avoiding Risks, Reducing Stress, Cutting Compliance Costs And Increasing
Performance Many business risks can now be avoided and workplace stress can be reduced by adopting a new approach to BPM that focuses upon making it easier for people to do difficult jobs in key business processes. Traditional approaches to risk management have involved checks, reviews and approvals. Nervous directors often limit local discretion and require various matters to be referred to senior staff or head offices for approval adding delays and extra costs. Reviews can inhibit the entrepreneurial spirit and result in a risk averse and stagnant corporate culture where opportunities are lost – particularly for bespoke responses to customers and citizens. At the same time, however, the penalties for failure to quickly understand complex situations may be high, particularly where they are operating in a regulated sector and under pressure to increase their performance. The presentation will introduce a new approach being adopted by pioneering companies that can transform the performance of key processes while at the same time reducing stress and avoiding risks.
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Modeling,
Analysis & Design: “Real” Value-Add Analysis Kathy Long, Senior Consultant, Process Renewal Group Organizations will normally examine technology or organizational structure in an effort to address problems or find opportunities to increase business performance metrics. The dilemma is in trying identify and focus on the truly non-value added activities. Dramatic process improvement is only achievable if the focus of the information being gathered is correct. Then through the application of the appropriate techniques, truly incredible improvement to process is possible. Using the techniques presented in this session an organization can accomplish astonishing results such as reductions in process cycle time from fifteen days to forty-five minutes or ten days to two days without applying any expensive technology but simply and correctly identifying the truly non-value added items and being willing to change them. “What Attendees will Learn:”
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European Court of Human Rights: Streamlining Approvals
Using a Workflow Solution John Hunter, Head of IT Division, European Court of Human Rights The ECHR has developed an in-house a workflow solution that deals with the approval process for cases that radically streamlines its case management processes and further enhances the productivity of the legal divisions. The solution was developed using a Workflow Foundation and a series of SQL reporting tools and web services that allows it to seamlessly integrate case management and document management databases as well as electronic signatures. User can easily see the status of workflows via the SQL reporting tool that resides within a web page and also have the ability to click on “Tasks” to find all outstanding workflows assigned to them. This system will radically enhance the time spent processing cases as well as providing the Court with a valuable reporting tool to keep stock and measure overall case management.
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| Tuesday 30 September 16:05–16:35 |
Networking Break and Exhibits | |
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Keynote Companies have no end of tools and techniques to help them to analyse process performance and to bring new processes to life as automated Web services. But how do you decide where to focus your effort and can the process of process change be conducted on a more scientific than the past era of re-engineering Death by PowerPoint. Howard Smith will introduce a new visual notation, Southbeach, which fuses TRIZ concepts with modern workshop practice.
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Drinks Reception and Exhibits This is an ideal opportunity for delegates to network and to discuss your current BPM issues with leading vendors and consultants. |
