Conference Day 1 & Exhibits - 29 September 2009
08:00–09:00   REGISTRATION

09:00-09:55

  Conference Welcome and Chair Address: BPM Perspectives –Who Cares?
Roger Burlton, BPTrends Associates

10:00-10:55

Track 1  From Corporation to Cooperation
Frits Bussemaker, Founder/Chairman BPM-Forum Netherlands and Process Community, Korstmos

10:00-10:55

Track 2  Panel Discussion: BPM with Lean and Six Sigma - Friends or Foes
Moderator: Oscar Barros, Director Master in Business Engineering (MBE), Industrial Engineering Department, University of Chile
Panellists:
Paul van Doorne, Manager BPM, KPN Business Market
Grace Duffy, President, Management and Performance Systems
Steven M. McCrystal, SVP, Managing Director, IS Transformation, Diageo Plc
Phil Marks, Strategy Team Leader, Service Personnel and Veterans Agency, MoD
10:00-10:55 Track 3  Implementation, It's all about People
Simon Axup, Account Director, Berkshire Consultancy
10:55-11:25   Networking Break & Exhibits
11:25-12:20 Track 1  Transition from Product to Customer Processes
Paul van Doorne, Manager BPM, KPN Business Market
11:25-12:20 Track 2  How Playing Games Helped Improve BPM Implementation Success at Sara Lee
Jan Schilt, GamingWorks BV
11:25-12:20 Track 3  Implementing BPM and ERP at the Swedish Armed Forces
Göran Frisén, Consulting Partner - Business Process Architect, Ebicon AB Sweden
12:20-13:40   Lunch & Exhibits

13:40-14:25

KEYNOTE

Big and Agile
Toby Redshaw, CIO,Aviva Group

14:30-15:25

Track 1 

Getting Traction for Process: What the Experts Forget
Alec Sharp, Clariteq

14:30-15:25

Track 2 

Building High Quality Business Process Models
Terje Lie, Leading Analyst, StatoilHydro
14:30-15:25 Track 3  Realizing and Distributing an Integrated Business Process to Support Servicemen and Veterans in UK Defence
John McNaughton, Principal Consultant, The Salamander Organization
Phil Marks, Strategy Team Leader, Service Personnel and Veterans Agency, MoD
Captain Ian Bisson, Service Personnel and Veteran’s Agency, Royal Navy
15:25-15:55   Networking Break & Exhibits
15:55-16:40 Track 1  State-of-the-art in BPM – a live demonstration
Dr. Torsten Schmale, CEO, inubit AG
15:55-16:40 Track 2  Building a Complex Complaint Management System using Business Process Management
Andy Langler, Assistant Director of Resources, Royal Pharmaceutical Society of Great Britain
15:55-16:40 Track 3  Business Process Agility - Implementation Secrets
Dermot McCauley, Board Director, Corporate Development, Singularity

16:45-17:40

Track 1 

Facilitated Networking Session: Critical Features for a Successful BPM CoE
Facilitator: Roger Burlton, BPTrends Associates

16:45-17:40 Track 2  Facilitated Networking Session: Process Improvement inToughTimes
Facilitator: Dee Carri, Torque Management
16:45-17:40 Track 3  Facilitated Networking Session:The Impact of Collaboration and Social Networking on BPM
Facilitator: Vijay Jaswal, Pre-Sales Manager, UK, Software AG
17:40-19:00   Drinks Reception & Exhibits
 

Tuesday
29 September
09:00-09:55

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Conference Welcome and Chair Address: BPM Perspectives –Who Cares?
Roger Burlton, BPTrends Associates


Imagine running a process improvement project where everyone has a different perception of success. Picture trying to implement an enterprise-wide process management strategy when the assessment of its results will be based on completely different sets of criteria much of which seems irreconcilable. Business process analysts and architects face this issue every day. Sometimes they are ignorant of the conflict that will rise up later when the process becomes visible. Sometimes they are optimistic and hope for the best. But ignorance is not bliss and hope is not a strategy. We have to take it on ourselves to line up the multitude of external and internal stakeholders and ensure right from the beginning that they have a common understanding and common interest. This session will deal with the number one reason for BPM project failure and lack of program adoption: lack of stakeholder alignment. It will provide some tools and techniques to get everyone into the same boat and keep them focused on the same destination with all hands on board.
  • Who are your stakeholders and what are their goals?
  • An outside in approach to alignment
  • Changing managers motivation
  • Ensuring governance sustainability
  • The conference roadmap

Featured Speaker

Roger Burlton

Roger Burlton
BPTrends Associates

To Speaker's Bio

THREE CONFERENCE TRACKS
Track 1
Business Alignment: Strategies that Work
Track 2
Practical Process Improvement: Techniques that Work
Track 3
Process Implementation: Solutions that Work
 10:00 – 10:55 CONCURRENT SESSIONS

Tuesday
29 September
10:00-10:55

Track 1

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From Corporation to Cooperation
Frits Bussemaker, Founder/Chairman BPM-Forum Netherlands and Process Community, Korstmos

Today, total information and communication access are becoming globally available—and are virtually free of charge. This will not only have an effect on our personal lives, it will have a profound effect on the way we do business, and the very structure of corporations. Just imagine what will happen when Generation Y, so accustomed to borderless, instant communications, will be the dominant consumer and member of the workforce. They will not accept the filters of an organization or the silos that exist in most corporations. Instead, they will aim to get connected directly to their peers in the same way they do when sharing information through Myspace.com or Flickr.com. What is bringing them together? The underlying business process. This presentation will cover:
  • The role that business process is playing when moving from “corporations to cooperations”
  • The future of BPM in relation to the other perspectives of an organisation
  • The effect a process managed environment has on management, leadership and employees
Featured Speaker
Frits Bussemaker

Frits Bussemaker
Founder/Chairman BPM-Forum Netherlands and
Process Community, Korstmos

To Speaker's BIO

 

Tuesday
29 September
10:00-10:55

Track 2

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Panel Discussion: BPM with Lean and Six Sigma - Friends or Foes
Moderator: Oscar Barros, Director Master in Business Engineering (MBE), Industrial Engineering Department, University of Chile
Panellists:
Paul van Doorne, Manager BPM, KPN Business Market
Grace Duffy, President, Management and Performance Systems
Steven M. McCrystal, SVP, Managing Director, IS Transformation, Diageo Plc
Phil Marks, Strategy Team Leader, Service Personnel and Veterans Agency, MoD

There are lots of process improvement advocates in our organizations today espousing best practices to significantly or incrementally improve the performance of the work we do. Many of these practices, methodologies and techniques have a heritage such as industrial engineering, quality management, measurement, IT requirements and other precedents. Which is the best for you? Is it one of them such as six sigma? Is your organization enamoured with Toyota and Lean? Is BPM different from these? This panel will feature an examination of these questions and strive to find the similarities and differences among them. It will also aim to project the future of the approaches. Are they converging? What can we expect?
  • The backdrop for analytic and design process approaches
  • Why Lean?
  • Why Six Sigma?
  • Why BPM?
  • Convergence or Divergence?
Moderator::
Oscar Barros

Oscar Barros
Director Master in Business Engineering (MBE), Industrial Engineering Department
University of Chile

To Speaker's Bio

Panellists:
Paul van Doorne

Paul van Doorne
Manager BPM
KPN Business Market

To Speaker's Bio

   
Grace Duffy

Grace Duffy
President
Management and Performance Systems

To Speaker's Bio

   
Steven M. McCrystal

Steven M. McCrystal
SVP, Managing Director, IS Transformation
Diageo Plc

To Speaker's Bio

   
Phil Marks Phil Marks
Strategy Team Leader, Service Personnel and Veterans Agency
MoD

To Speaker's Bio
 

Tuesday
29 September
10:00-10:55

Track 3

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Implementation, It's all about People
Simon Axup, Account Director, Berkshire Consultancy

The implementation of effective processes, management systems and organisational infrastructure are essential to any major business improvement. However, the most important, and common aspect that requires the most attention and effort is the management of change through people. This is also the most complex, as success relies as much on experience and insights as it does on tools and techniques. Delegates will learn:
  • Common engagement issues resistance
  • Understanding the emotional cycle of change and how to design improvement programmes that manage behaviours and create a positive experience for the majority
  • Key tips and traps
  • Practical examples of success and failure!
Featured Speaker
Simon Axup

Simon Axup
Account Director
Berkshire Consultancy

To Speaker's Bio

 11:25 - 12:20 CONCURRENT SESSIONS 

Tuesday
29 September
11:25-12:20

Track 1

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Transition from Product to Customer Processes
Paul van Doorne, Manager BPM, KPN Business Market

One of the strategic objectives of KPN Business Market is to become best in class in service in order to keep its leading position in the market. Traditionally KPN was a product driven company where processes were organised in product silos: for each product, KPN had a separate process. Current market conditions demand a customer centric organisation, so KPN had to transform.

KPN s BPM unit has laid out a program to realise the transformation into a service organisation by introducing end-to-end process management, strong management on client driven KPI s and improvement projects. The Nett Promoter Score methodology was used to measure the satisfaction on the client events. NPS also identified possibilities to change the processes. For improving processes, Lean Six Sigma was used in an innovative way. The approach is carefully balanced with the IT innovation processes. In this session KPN will share the transformation process and its learnings with you.

Featured Speaker
Paul van Doorne Paul van Doorne
Manager BPM
KPN Business Market

To Speaker's Bio
 

Tuesday
29 September
11:25-12:20

Track 2

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How Playing Games Helped Improve BPM Implementation Success at Sara Lee
Jan Schilt, Business Process Change Facilitator, GamingWorks BV

BPM is serious business. Expensive tools are bought, even more expensive consultants are hired and many, many precious business hours are spent. “So please, don’t talk to me about playing games!” In this case study we will show you how playing a BPM simulation added value to the BPM project of the foodservice company of Sara Lee International.

As in most projects external consultants and a small group of business specialist are far ahead of managers and employees. The project will only succeed if all employees know why they have to change, feel the urgency and are willing to perform the new ways of working. Training on new skills only will not be enough. Within Sara Lee and many other companies we have experienced that simulations can play a major role in creating awareness, gaining commitment and give an energy boost to BPM projects.

Featured Speaker
Jan Schilt Jan Schilt
GamingWorks BV

To Speaker's Bio
 

Tuesday
29 September
11:25-12:20

Track 3

Back to top

Implementing BPM and ERP at the Swedish Armed Forces
Göran Frisén, Consulting Partner - Business Process Architect, Ebicon AB Sweden

Implementing BPM, knowing it is key to describe its processes for a successful ERP implementation, it has also become apparent that the ERP implementation itself becomes a key driver propelling the change management needed for a successful BPM implementation.

Alongside its SAP implementation the company built a complete business process model, using SCOR and DCOR to support the effort, describing from the top how they interact with the external stakeholders, such as customers, competitors, partners, and the business environment, to how SAP transaction codes supports tasks at the lowest levels. The magnitude of change that comes with the ERP implementation has cemented the way of implementing a Business Process Center of Excellence who will own the solution and future development of the organization. Key takeaways include:

  • How BPM and the Process Model has laid the foundation for the ERP implementation
  • How the levels of the Process Model describes the organization from Business Model to SAP configuration
  • How SCOR, DCOR, and other reference models has supported the Process Model development
  • How the ERP implementation has forces the Change Management needed for a BPM implementation
  • And finally some lessons learned
Featured Speaker
Göran Frisén Göran Frisén
Consulting Partner - Business Process Architect
Ebicon AB Sweden

To Speaker's Bio
 

Tuesday
29 September
13:40-14:25

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Keynote: Big and Agile
Toby Redshaw, CIO, Aviva Group

Toby will share lessons learnt from four years of results at Aviva with this "emerging technology":
  • What is it and why does it really matter even more in today's challenging climate?
  • How to start and how do you grow fast for maximum impact?
  • Lessons learned from four years in the trenches with modern BPM
  • Why choosing best of value versus "best of breed" matters
  • Five simple keys to picking a vendor in this space
  • What's next... ? The distant future for BPM 2010/2011
  • Conclusion ... why this might be the most important choice you make this year in IT and why it matters in unexpected ways
Featured Speaker
Toby Redshaw

Toby Redshaw
CIO
Aviva Group

To Speaker's Bio

 14:30 - 15:25 CONCURRENT SESSIONS

Tuesday
29 September
14:30–15:25

Track 1

Back to top

Getting Traction for Process: What the Experts Forget
Alec Sharp, Clariteq
You would think that in difficult economic times, getting an enterprise to become more “process oriented” would be an easy sell. Not so! Many conference participants report that their BPM initiatives have been met with indifference, misunderstanding, skepticism, and even outright hostility. The reasons are surprisingly common—not addressing the unpleasant outcomes of previous (and current!) “process” initiatives, assuming that everyone knows what a business process is, using language and methods that are incomprehensible to mere mortals, fixating on the wrong improvements, and the ever-popular failure to acknowledge that “we’re working hard and meeting our targets!”

This presentation will cover proven techniques, backed up by real-life examples, for getting and maintaining the support and participation of managers, subject matter experts, and process participants. Topics include:

  • What people think when you say “process” – understanding the backlash from misapplied initiatives
  • From mechanistic to humanistic – taking the sting out of process work and making it blame-free
  • Guidelines and techniques for making process discovery relevant and rational
  • Less detail, more insight – how to create process models that communicate what matters
  • Commonly misunderstood terms, and a glossary (with examples) to clarify them
Featured Speaker
Alec Sharp

Alec Sharp
Clariteq

To Speaker's Bio

 

Tuesday
29 September
14:30–15:25

Track 2

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Building High Quality Business Process Models
Terje Lie, Leading Analyst, StatoilHydro
Within BPM* many flowers seem to be blooming. Letting different flowers like consultants, facilitators of business process development and others bloom in a company can easely result in beds of weed as far as the Business Process Model or Enterprise Model is concerned.
This presentation focuses issues that can contribute to a Uniform Business Process Model of High Quality and Suitable for the Business.

A perspective is given, compatible with work done by recognized gurus. The perspective includes the Business Process Model which is the focus of the presentation. The presentation includes:

  • (the) three key words for Business Process Management
  • a selection of Guidelines for Business Process Development and Modelling
  • a selection of Quality Inspection Questions to a Business Process Model

*The acronym BPM can represent Business Process Management or Business Process Modelling depending on the context.

Featured Speaker
Terje Lie

Terje Lie
Leading Analyst
StatoilHydro

To Speaker's Bio

 

Tuesday
29 September
14:30–15:25

Track 3

Back to top

Realizing and Distributing an Integrated Business Process to Support Servicemen and Veterans in UK Defence
John McNaughton, Principal Consultant, The Salamander Organization
Phil Marks, Strategy Team Leader, Service Personnel and Veterans Agency, MoD
Captain Ian Bisson, Service Personnel and Veteran’s Agency, Royal Navy

The UK MoD has used business process to drive out requirements for business applications for many years. Held in disparate repositories these business processes are commonly operated on by several tools, different parts of the organization and employing differing governance standards.

Increasingly, a significant number of projects have used these structures to support major investment decisions, whilst established projects have created models to judge capability and coherence with other projects. Industry or other stakeholders often struggle with accessibility and work from fragments of the architecture. It is difficult to see the whole view.

To overcome this, the UK MoD is creating and distributing an Integrated Enterprise Architecture with an integrated process model. It will be shared with industry and join components together; a true Enterprise Architecture. It is also creating an Enterprise "flight deck" to exploit the architecture and to monitor and control the business.
This presentation will outline:

  • How the maturity assessment & roadmap for the model was developed
  • How the model was created and distributed
  • How the processes are exploited in real time to realise the benefits.
Featured Speakers
John McNaughton

John McNaughton
Principal Consultant
The Salamander Organization

To Speaker's Bio

   
Phil Marks Phil Marks
Strategy Team Leader, Service Personnel and Veterans Agency
MoD

To Speaker's Bio
   
Captain Ian Bisson Captain Ian Bisson
Service Personnel and Veteran’s Agency
Royal Navy

To Speaker's Bio
 15:55 - 16:40 CONCURRENT SPONSOR SESSIONS

Tuesday
29 September
15:55–16:40

Track 1

Back to top

State-of-the-art in BPM – a live demonstration
Dr. Torsten Schmale, CEO, inubit AG
BPM is the major issue for enterprises; consequently software vendors present parts of their product range as satisfying requirements in this area. However these offerings tend to be quite diverse and many only address a subset of BPM phases or certain types of process. Implementing them can constrain your speed of adoption or lead to increasing resistance within the organisation limiting the positive impact that a BPM initiative can achieve.

Our presentation will focus on the typical expectations that our customers have of BPM – and how we have satisfied these in more than 350 projects over the last eight years. It will go on to provide a structural classification of the BPM offers and an overview of some leading edge concepts within the discipline. We will conclude with a live demonstration to illustrate how these concepts are implemented holistically to enable you to get the maximum value out of your BPM initiative in the short, medium and long term.

Featured Speaker
Dr. Torsten Schmale

Dr. Torsten Schmale
CEO
inubit AG

To Speaker's Bio

 

Tuesday
29 September
15:55–16:40

Track 2

Back to top

Building a Complex Complaint Management System using Business Process Management
Andy Langler, Assistant Director of Resources, Royal Pharmaceutical Society of Great Britain

Key to the RPSGB’s regulatory responsibilities is the protection of the public and the systems in place to manage these processes. This presentation looks at the background to elements of the Society’s work in the area of complaint handling and the development of a process-based system and BPM software tools to assist in their management.

The presentation is a case history of the evolution of this key system, that has now been implemented and will concentrate on the pragmatic lessons learnt throughout the development process against a changing background of organisational readiness and underpinning legislation.

Featured Speaker
Andy Langler

Andy Langler
Assistant Director of Resources
Royal Pharmaceutical Society of Great Britain

To Speaker's Bio

 

Tuesday
29 September
15:55–16:40

Track 3

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Business Process Agility - Implementation Secrets
Dermot McCauley, Board Director, Corporate Development, Singularity

Dermot will share implementation “war stories” of organisations who have implemented business process agility using BPM technology and agile methodologies. Using real-life case studies Dermot will address:
  • What is agility & why is it imperative, especially in today’s challenging economic climate?
  • How can you deliver business benefits quickly while adding agility to your day-to-day operation?
  • How can you achieve agility – pitfalls and lessons learned of real-world process agility implementations?
  • Your roadmap choices for process agility – on-premise BPM vs. BPM in the Cloud
Featured Speaker
Dermot McCauley

Dermot McCauley
Board Director, Corporate Development
Singularity

To Speaker's Bio

 16:45 - 17:40 CONCURRENT SESSIONS

Tuesday
29 September
16:45–17:40

Track 1

Back to top

Facilitated Networking Session: Critical Features for a Successful BPM CoE
Facilitator: Roger Burlton, BPTrends Associates

The Facilitated Networking Sessions are designed for the delegates to share their experiences, lessons learned and stories on the topic of the session. A facilitator will guide the discussion and notes will be taken and distributed among all conference delegates. Discussion groups will survive after the conference for peer to peer elaboration and a broader knowledge sharing opportunity will be enabled. These sessions will be a forum for the discussion of a variety of points of view among process practitioners and will add to the body of knowledge on the topic.
Facilitator:
Roger Burlton

Roger Burlton
BPTrends Associates

To Speaker's Bio

Tuesday
29 September
16:45–17:40

Track 2

Back to top

Facilitated Networking Session: Process Improvement in Tough Times
Facilitator: Dee Carri, Torque Management

The Facilitated Networking Sessions are designed for the delegates to share their experiences, lessons learned and stories on the topic of the session. A facilitator will guide the discussion and notes will be taken and distributed among all conference delegates. Discussion groups will survive after the conference for peer to peer elaboration and a broader knowledge sharing opportunity will be enabled. These sessions will be a forum for the discussion of a variety of points of view among process practitioners and will add to the body of knowledge on the topic.
Facilitator:
Dee Carri

Dee Carri
Torque Management

To Speaker's Bio

 

Tuesday
29 September
16:45–17:40

Track 3

Back to top

Facilitated Networking Session:The Impact of Collaboration and Social Networking on BPM
Facilitator: Vijay Jaswal, Pre-Sales Manager, UK, Software AG

The Facilitated Networking Sessions are designed for the delegates to share their experiences, lessons learned and stories on the topic of the session. A facilitator will guide the discussion and notes will be taken and distributed among all conference delegates. Discussion groups will survive after the conference for peer to peer elaboration and a broader knowledge sharing opportunity will be enabled. These sessions will be a forum for the discussion of a variety of points of view among process practitioners and will add to the body of knowledge on the topic.
Facilitator:
Vijay Jaswal

Vijay Jaswal
Pre-Sales Manager, UK
Software AG

To Speaker's Bio

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