| 09:00–09:45 |
KEYNOTE |
Strategy
and Process
Paul
Harmon, Co-Founder and Executive Editor of BPTrends and Chief Methodologist
of BPTrends Education and Consulting |
| 09:45–10:30 |
KEYNOTE |
The
Shell Downstream Process Journey
Doug
Drolett, Global Process Management Architect, Shell |
| 10:30–10:55 |
|
Networking Break and Exhibits |
| 10:55–11:45
|
Track 1 |
The
end of BPM?
Frits
Bussemaker, Founder/Chairman of the BPM-Forum Netherlands |
| Track 2 |
Designing
Smarter Processes with Business Rules: Rethinking Operational Decision Management
Ronald
Ross, Principal, Business Rule Solutions, LLC, Executive Editor, Business
Rules Journal |
| Track 3 |
Using
BPM to Adhere to the Government’s 18 week Referral-To-Treatment (RTT)
Targets
James
Thomas, Director of IT, University College London Hospitals (a NHS Trust) |
| 11:50–12:40
|
Track 1 |
‘Intelligent’
and ‘Adaptive’ Methodology for BPM
Gopalakrishna
Bylahalli, Wipro Technologies |
| Track 2 |
Running
Effective BPM Projects
John
Moe, Head of Business Consulting, Alphacourt |
| Track 3 |
Defining,
Delivering and Managing Process Improvement in Complex Business Environments
David
Hughes, VP, Amdocs Consulting |
| 12:40–14:00 |
|
Lunch and Exhibits |
| 14:00–14:45 |
KEYNOTE |
BPM:
Enabling the Service Oriented Enterprise
Richard
Soley, Chairman and Chief Executive Officer, Object Management Group,
Inc. |
| 14:50–15:40
|
Track 1 |
Balancing
The Strategy, Methodology And Technology Perspectives Of BPM
Neil Ward-Dutton,
Research Director & Co-founder, Macehiter Ward-Dutton Limited |
| Track 2 |
Supply
Chain Management in a Service Environment or Fixing a Self Inflicted Wound
Willem van Oppen,
Chief Procurement Officer of Royal KPN Telecom |
| Track 3 |
Implementing
Agile Processes in the US and Australian Governments
Peter O’Donoghue,
Principal Consultant, Computer Sciences Corporation
Elaine
Anderson, Principal Consultant, Computer Sciences Corporation |
| 15:40–16:05 |
|
Networking Break and Exhibits |
| 16:05–16:55
|
Track 1 |
Setting-Up
A Process-Support Organisation: The Role Of A Business Process Office
Peter Willaert,
Senior Researcher, BPMNetwork, Vlerick Leuven Gent Management School |
| Track 2 |
Are
Your People, Process and Technology Delivering your Strategy?
Ian
Gotts, Author, and
Founder &
CEO, Nimbus |
| Track 3 |
From
Process Model to IT Requirements – Successfully and Painlessly Making
the Transition
Alec Sharp, Senior
Consultant, Clariteq Systems Consultings |
| 17:00–17:30 |
|
Conference
Closing Panel Discussion: Where to Now?
Moderator:
Roger
Burlton, Founder, Process Renewal Group
Panellists:
Paul
Harmon, Co-founder and Executive Editor. BPTrends.com and,
Chief Methodologist, BPTrends Education and Consulting (US)
Howard Smith, CTO Europe,
Computer Sciences Corporation in Europe
Frits Bussemaker,
Founder/Chairman of the BPM-Forum Netherlands |
 |
| Wednesday
1 October
09:00–09:45
 Back
to top
|
Keynote
Strategy
and Process
Paul
Harmon, Co-Founder and Executive Editor of BPTrends and Chief
Methodologist of BPTrends Education and Consulting
Too
often we get lost in the details of BPMS, process analysis, or even in the
development of a process architecture and lose sight of what senior executives
really care about – survival, growth, and financial results. This
keynote focuses on the challenges organizations face today and the ways
in which a business process management orientation can help executives define
and sort out their priorities. |
Featured
Speaker:
 |
Paul
Harmon
Co-founder
and Executive Editor
BPTrends.com and
Chief Methodologist
BPTrends Education and Consulting (US)
 To
Speaker's Bio |
|
|
Wednesday
1 October
09:45–10:30
Back
to top |
Keynote
The
Shell Downstream Process Journey
Doug
Drolett, Global Process Management Architect, Shell
Back in 2003, an executive
decision was made to design and deploy a standard set of global processes
enabled by a global ERP backbone across the Downstream business of Shell.
The Downstream business has a rich history of process work but this programme's
size, scale and depth of detail has never been attempted.
This presentation
will cover a review of the process journey from the early beginnings through
what is still expected in the future. Specific areas of focus will be
on:
-
the process design approach
-
process organisational roles and governance
-
the approach taken for implementation
-
how process measurements were developed and deployed
-
the transition from deployment to sustainment
and improvement
Lastly, a summary
of challenges and lessons learned will be shared.
|
| Featured
Speaker: |
Wednesday
1 October
10:30–10:55 |
Networking Break and Exhibits |
| Tracks |
| |
Winning
BPM Strategies |
| |
Best
Practices in Modeling Analysis and Design |
| |
Critical
Factors for Implementation Success |
| 10:55–
11:45 CONCURRENT SESSIONS |
| Wednesday
1 October
10:55–11:45
Back
to top |
The end of BPM?
Frits
Bussemaker, Founder/Chairman of the BPM-Forum Netherlands
Since
it’s foundation in 2003, over 100 presentations on BPM have been organised
by the BPM-Forum Netherlands. This presentation aims to cover the best practices,
issues and pitfalls of BPM as presented over the last 5 years. It will provide
a summary of the most successful Dutch BPM case studies from organizations
including ABN AMRO, KPN and KLM and will suggest reasons for the success.
But also, how has BPM evolved over the last 5 years? And, what are the BPM
challenges? Finally, is there a future for BPM? Key
topics:
- BPM & Customers
- BPM & Leadership
- BPM & Alignment
|
| Speaker:
|
|
| Wednesday
1 October
10:55–11:45
Back
to top |
Designing
Smarter Processes with Business Rules: Rethinking Operational Decision Management
Ronald
Ross, Principal, Business Rule Solutions, LLC
Executive Editor, Business Rules Journal
What
would it take to enable working smarter? What would a business process
that enabled working smarter look like? What new business opportunities
and challenges would a real solution create? The answer lies in a marriage
of techniques for organizing decision logic with those for organizing
business processes.
The first step is
simply to recognize the fundamental difference between business rules
and business process, and to see how they can be treated as separate-but-equal
concerns. Business rules are built up in building-block fashion from three
basic ingredients – terms, facts and rules. Such business logic
must be managed, of course, but this produces significant benefits in
terms of agility, consistency, and re-usability.
The most important
benefit arises, however, as the components of business processes and rule-based
decisioning are interwoven by execution-time architectures. With the right
mix of techniques, tools and vision, breakthrough business opportunities
are now within the reach of every company.
- Challenges for
processes and rules, and for work and knowledge
- How rules fit
with business processes
- Best practices
for designing business processes with rules
- Enterprise Decision
Management (EDM)
- The how-to of
real-time compliance, mass customization, and near-zero latency
- How to achieve
extreme agility for processes using rules
|
| Speaker:
|
|
| Wednesday
1 October
10:55–11:45
Back
to top |
Using BPM to Adhere to the Government’s 18 week
Referral-To-Treatment (RTT) Targets
James
Thomas, Director of IT, University College London Hospitals
(a NHS Trust)
The
NHS is facing an important regulatory challenge of meeting the 18 week referral
to treatment target. Nowhere is this challenge felt more keenly than in
the major acute teaching NHS Trusts. UCLH found that by introducing BPM
software and techniques it has been able to create an important early warning
system for Operational Managers and Clinicians which alerts them to a potential
breach early on in a patient’s journey through its services.
This case study highlights
the transformation of the patient tracking processes at UCLH. The session
will take the audience through how UCLH managed this large process improvement
effort, and will share the results and the lessons learned along the way
that apply to any BPM project, regardless of the size of company or its
industry.
Key-Topic
bullets for presentation:
- Overview of UCLH
and NHS
- Problem definition
(UK Government 18 week RTT
- Impact on our
existing processes/systems/people
- Potential approaches
to solving the problem and why we selected BPM
- Examples of the
patient tracking solutions deployed at UCLH
- What’s next
for us with BPM
- Lessons learned
and Q+A
|
| Speaker:
|
| 11:50–
12:40 CONCURRENT SESSIONS |
| Wednesday
1 October
11:50–12:40
Back
to top |
‘Intelligent’
and ‘Adaptive’ Methodology for BPM
Gopalakrishna
Bylahalli, Wipro Technologies
Business
Process Management (BPM) has always been considered an approach that brings
together technology, people and processes. BPM products, over which process
are modeled and implemented, generate sufficient process execution data
but they still fall short of a critical component, which is processing of
this data into information that can be used for process improvements. Traditionally
BPM vendors have been relying on Business Activity Monitoring (BAM) to get
real time process execution information. However, today industry has progressed
to an extent that organizations require not only the transactional data
butalso the intelligence derived from historical data available in data
warehouses which enables them to adapt to the changing market dynamics.
Business Intelligence
(BI) products have the capability to analyze the data in the warehouses
and add a meaning to it. These products are being used by organizations
as a guideline to take further action on business processes. This however
happens only after management sees the reports, understands that things
are not going in the right direction and wakes up for process improvement.
Till the time the improvement comes to the process implementation level,
the damage is already done. Thus, BI can no more be used for only generating
static reports on historical data and it makes a lot of sense to use it
in collaboration with BPM thus embedding intelligence and adaptive behaviour
at the process level. ia-BPM (Intelligent and Adaptive BPM) , a Wipro
proprietary methodology, enables organizations to define and implement
processes that are capable of adapting to the changing marketing dynamics
thereby bringing more agility in the business processes. |
| Speaker:
|
|
| Wednesday
1 October
11:50–12:40
Back
to top |
Running Effective BPM Projects
John Moe, Head of Business
Consulting, Alphacourt
This presentation will
examine some of the problems facing organisations trying to get business
value from Business Process Management (BPM) projects. Many such initiatives
are failing because of a lack of relevant experience of these technologies.
You will learn from other people's BPM mistakes how to avoid the 6 Top Causes
of Failure, and increase your performance by following the 6 Top Tips for
Success. |
| Speaker:
|
|
| Wednesday
1 October
11:50–12:40
Back
to top |
Defining, Delivering and Managing Process
Improvement in Complex Business Environments
David Hughes, VP, Amdocs
Consulting
Defining
a business process is one thing, but how do you actually implement process
improvement in-life and ensure that it’s delivering the promised benefit
going forward? Amdocs
Consulting will present their complete end to end process architecture
approach and service offering to show how programmes of process driven
improvement can be effectively structured, measured and managed to deliver
optimised business outcomes.
Amdocs Consulting
will demonstrate how the complexity of their clients’ operating
environment can be successfully managed through close partnership. Through
case study definition, Amdocs Consulting will present on how building
a collaborative, end to end relationship enabled one of its key UK fixed
line clients to leverage Amdocs’ process capability and better understand
the benefits yielded through a programme of process improvement. |
| Speaker:
|
|
Wednesday
1 October
14:00–14:45
Back
to top |
Keynote
BPM:
Enabling the Service Oriented Enterprise
Richard
Soley, Chairman and Chief Executive Officer, Object Management
Group, Inc.
As
the IT industry lurches from technology to technology and fad to fad, we
have finally arrived at an approach to building systems that seems to offer
the right foundation for the agile enterprise, the organization that must
be able to change in the face of constantly changing business requirements
and technology infrastructure. But Service Oriented Architecture (SOA) demands
a way to recognize, precisely define, catalog and optimize the services
of the business, which obviously demands a way to capture, store, and manage
descriptions of business processes. BPMN is the world-standard business
process description language which fills that need, but it's just the beginning:
standards for precisely defining organizational structure, business motivation
and the vocabulary of the business are also critical. Dr. Soley will discuss
what’s happening in international business modeling standards from
the Object Management Group, as well as key learnings from the SOA Consortium.
Key
Topics:
- Allow modeling
language choice and change with BPMN and MDA and other standards
- Support interoperability
and portability across BPM languages with the BPDM metamodel
- Measuring success
and agility with tools such as the BPMM
- Expressing what
the business needs with other motivational & organizational languages
|
| Featured
Speaker: |
| 14:50–
15:40 CONCURRENT SESSIONS |
| Wednesday
1 October
14:50–15:40
Back
to top |
Balancing The
Strategy, Methodology And Technology Perspectives Of BPM
Neil
Ward-Dutton, Research Director & Co-founder, Macehiter
Ward-Dutton Limited
As
industries become more dynamic and open, and the boundaries between organisations
become more porous, a process-oriented approach to business and IT optimisation
can be the only way to drive success – whether you’re seeking
to improve efficiency or innovation. But there’s still much confusion
about what BPM actually is, and the role that technology plays. Is BPM just
an extension of SOA, as some would have us believe, or is there more to
it than that? This
session will show, using new industry research from interviews with 200
senior European executives, how organisations are driving BPM today –
and illustrate how the three different perspectives on BPM (strategic,
methodological, technological) can be reconciled to drive real, sustainable
business and IT improvements.
You’ll
learn:
- Who’s adopting
BPM in Europe, and they’re finding as they progress
- How to flush out
all the organisational, cultural and technology issues important for
BPM success
- What the most
advanced users of BPM have learned about building BPM competencies and
teams
- Key steps for
transforming the use of BPM at a departmental level into an enterprise-wide
capability.
|
| Speaker:
|
|
| Wednesday
1 October
14:50–15:40
Back
to top |
Supply
Chain Management in a Service Environment or Fixing a Self Inflicted Wound
Willem
van Oppen, Chief Procurement Officer, Royal KPN Telecom
The
Hi-Tech Service Industry is still much stove-piped where units and departments
act in splendid isolation often with conflicting Drivers. This creates havoc,
notably in an aggressive ramp up situation of a newly introduced Service.
Royal KPN Telecom is mastering this problem by “Borrowing” methodologies
which are common in the physical world. It
has successfully piloted a structured process of cross-entity collaboration
in its most troubled ramp-up and has decided to adopt the approach for
all of its other services, both for the consumer- as well as the business
segment.
- The drivers of
change in KPN Telecom
- The dysfunctional
problem in service industries
- What methods work
in other domains?
- The cross functional
solution for service organizations
|
| Speaker:
|
|
| Wednesday
1 October
14:50–15:40
Back
to top |
Implementing Agile Processes in the US and Australian
Governments
Peter
O’Donoghue & Elaine
Anderson, Computer Sciences Corporation, Principal Consultants
This
session explores case studies at two benefit issuing bodies, one each in
the US and Australian federal governments.
The US agency serves
both general public and governmental user communities and has faced a
staggering upswing in demand driven by legislation and increased publicity.
Its process based business model and performance measurement method have
ensured agile response to new demands for service enhancements and new
program capabilities.
The Australian department's
transformation program has built reusable and extensible capabilities
necessary in its delivery of products and services to worldwide constituents.
Significant progress has been made in the domains of decision integrity,
decision auditability and process standardization within the department's
overall case management capability as a result of applying a business
rule enhanced process management approach.
What Attendees
will Learn:
- Gain insight into
how establishing a business process management capability serves as
a catalyst to improve business performance and as a foundation for innovation;
- How business rules
help manage processes into a cohesive case management framework supporting
administrative decision making, and;
What works well in practice and what lessons can be learned
|
| Speakers:
|
Wednesday
1 October
15:40–16:05 |
Networking
Break and Exhibits |
| 16:05–
16:55 CONCURRENT SESSIONS |
| Wednesday
1 October
16:05–16:55
Back
to top |
Setting-Up A
Process-Support Organisation: The Role Of A Business Process Office
Peter
Willaert, Senior Researcher, BPMNetwork, Vlerick Leuven Gent
Management School
This
presentation reflects upon the organizational consequences when introducing
Business Process Management in an organization. As BPM requires a stage
by stage approach of continuous improvement, it will influence the way integration
efforts are organized in an optimal way. This presentation will explain
the different roles that are needed and the different responsibilities that
have to be attributed to these people/entities. Additionally this session
will go into the evolving role of a Center Of Excellence in BPM, often called
a Business Process Office, as an organisation grows on the BPM Maturity
path. This presentation shows the result of best-practice case study research
within more than 20 organisations.
- The evolution
of BPM
- BPM Roles
- The Centre of
Excellence
- The BPM Process
Office
|
| Speaker:
|
|
| Wednesday
1 October
16:05–16:55
Back
to top |
Are Your People,
Process and Technology Delivering your Strategy?
Ian
Gotts, Author,
and Founder & CEO, Nimbus
Is
your strategy clearly defined in terms of end to end processes and reinforced
by metrics? It is agreed and understood? If not, then defining low level
processes and automating them is a lost cause. It is fighting for a better
yesterday.
True, sustainable improvement requires that the entire workforce understand
and adopts new working practices, and that means delivering it to them in
a way that they accept – we call it the Intelligent Operations Manual.
Our clients call it Hitch Hikers Guide, Unilever360, MyToyota, HowTo or
Derivitaves.com. It’s web-based. It’s role-specific. It’s
e-learning. And soon it will be available on hand-held devices such as smartphones
and PDAs.
The session, illustrated with examples from Chevron, Toyota, UK Government
and Unilever, will cover:
- Driving your strategy
from a process perspective
- End user engagement
and buy-in
- Enabling sustainable
performance improvement
- Driving sustainable
improvement
 |
|
The
principles are covered in more detail in Ian’s book Common
Approach, Uncommon Results, now in its second edition.
BPM Conference Europe 2008 has agreed to make a FREE copy available
to all attendees of this session. |
|
| Speaker:
|
|
| Wednesday
1 October
16:05–16:55
Back
to top |
From Process
Model to IT Requirements – Successfully and Painlessly Making the
Transition
Alec
Sharp, Senior Consultant, Clariteq Systems Consulting
Significant
information systems projects carried out without regard to business processes
often fail. This lesson has been learned, at great expense, in many corporations
and government agencies. Unfortunately, having a good model of the new process
isn’t a guarantee of success either. Somehow, you still have to discover,
document, and verify functional requirements, but using what approach? Simple,
list-based approaches are loved by management but loathed by developers
because they provide no context or guidance. Rigorous, complex techniques
are available, but yield poor results because they are indecipherable to
most users and analysts. Besides, developers ignore them. Perhaps you should
just sit down with the client, trade a few stories, and start coding.
This presentation will describe a set of model-based techniques that
have worked well for all parties in large, process-oriented undertakings.
They work well with process modeling, play nicely with each other, support
progressive detail, and collectively cover the critical process-application-data
space.
Topics
include:
- What are functional
requirements? – a simple framework that incorporates business
processes
- Technique overload
- usage-centered design, use cases, scenarios, agile methods, service
or component specifications, contracts, etc. Are any or all of them
useful and necessary?
- When should I
stop modeling business process flow, and transition to other forms to
capture requirements
- How can I avoid
the all-too-common “deep dive for detail,” and take a controlled
descent instead?
- Don’t agile
methods mean I can forget about all this documentation and just get
on with the job?
|
| Speaker:
|
|
Wednesday
1 October
17:00–17:30
Back
to top |
Conference
Closing Panel Discussion: Where to Now?
Moderator:
Roger
Burlton, Founder, Process Renewal Group
Panellists:
Paul
Harmon, Co-founder and Executive Editor. BPTrends.com and,
Chief Methodologist, BPTrends Education and Consulting (US)
Howard Smith, CTO Europe,
Computer Sciences Corporation in Europe
Frits
Bussemaker, Founder/Chairman of the BPM-Forum Netherlands
|
| Moderator:
Panellists:
|
|
