28 September, Conference Day 1 & Exhibits
Tuesday |
Conference Welcome and Chair Address: The Rules for Process Since the advent of the industrial revolution individuals and organizations have been on a constant search to find ways to improve how work gets done. The quest for better business results has brought us many analysis, design and modeling techniques over time. The list started early with industrial engineering and quality management approaches. In the nineties an explosion happened when process centric methods such as re-engineering, TQM, Six Sigma, Lean and workflow analysis came along. Now we are seeing robust technologies and management disciplines that treat processes as assets to be managed in their own lifecycle. With processes becoming the basis for significant business transformation, organizational performance management and governance, now is the time for consistency of practices and communication about them. Our challenge as we are all trying to become process centric is that we still have no common semantic foundation for thinking or communicating among stakeholders about it. In order for process management to thrive we must get the rules of engagement straight. This session will suggest a common sense foundation for all business process work.
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| THREE CONFERENCE TRACKS | ||||||
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BPM as a Management Discipline | |||||
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BPM as an Analyst's Methodology | |||||
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BPM as an Enabler for Change | |||||
| 10:00 – 10:55 CONCURRENT SESSIONS | ||||||
Tuesday
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Evolving Process Thinking in the Enterprise Phil Short, IT Director, Mars Many large successful enterprises have been established using a traditional functional organization and are finding it difficult to make the transition to one focussed on business process thus limiting the potential improvements in associated business performance. Having experienced the challenges associated with this predicament and having witnessed various failed attempts to move to a more business process focused business Phil will share how he finally got to a place where a foothold has been achieved in a significant business. Senior leaders are supportive and accountable for the future evolution of the business process management and can make the linkage between business success and business process management.He will explain the circumstances and the actions that have been necessary to get to this place and a blueprint for how this may be achieved elsewhere. Takeaways:
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Tuesday
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Business Analysis in a Political Environment Frank Rae, Senior Business Analyst, National Assembly for Wales Sarah Gait, Business Analyst, National Assembly for Wales The presentation will focus on the complexity of business analysis in a highly political environment . It will address the main pitfalls and challenges that face the modern-day business analyst in an environment that is constrained by:
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Tuesday
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Collaboration and BPM - Social Media meet BPMS Sandy Kemsley, Kemsley Design Social networking is impacting our lives on a daily basis: not just consumer-facing social media like Facebook, but also the enterprise social software that is emerging for collaboration within our businesses. Social features are beginning to appear in commercial BPM suites, including collaboration during initial process modeling, runtime collaboration and dynamic runtime modeling. This session will examine these social features in BPM, the drivers for their adoption, and the pitfalls that can await when implementing them. |
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| 11:25 - 12:20 CONCURRENT SESSIONS | ||||||
Tuesday
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Collaborative Roundtable: How can we get Executive Commitment to BPM Facilitator: Frits Bussemaker, Korstmos & Founder, BPM-Forum Netherlands
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Tuesday
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Next Generation Business Process Modeling and Analysis - A Novel Approach to Business Process Optimization in the Financial Sector Burkhard Weiß, University of Muenster Axel Winkelmann, University of Muenster The road to optimized business processes is a long journey that is paved with high costs. On this path, typically many human resources have to be invested during the phases of business process modeling and analysis before companies actually get to the beneficial point of optimizing their business processes. In over five years of extensive research in the area of business process modeling and analysis in the service sector we have worked with various modeling languages. However, current model notations suffer from various drawbacks such as a complicated handling, a lack of model comparability with regard to model content, or an insufficient analysis possibility. As a consequence, we have developed a novel pattern-based business process modeling language, as well as a complementing analysis method for BPO that helps companies to save valuable financial and human resources in the process of developing an optimized business process landscape. In the presentation, we will provide insights into and findings from different BPO projects in the financial sector. Furthermore, we will discuss the benefits of the new approach to BPO in the light of current shortcomings. Key takeaways will include:
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Tuesday
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Process Without Boundaries Ashley Cook, Carphone Warehouse Carphone Warehouse have already gained huge advantage rolling out their "electronic SOP manual", called HOW2 to 815 stores across the UK, giving the all store staff a consistent and standard way of following processes, procedures and policies. This has driven a higher measured rate of revenue per store and increased customer satisfaction. They are now taking this a step further by delivering all the process information relevant to each store direct to their iPhones, meaning they really can access their process information anywhere, anytime. |
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| 13:40 - 14:25 CONCURRENT SESSIONS | ||||||
Tuesday
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New Approach on Process Management Hans Somers, Belastingdienst - Dutch Tax and Customs Administration The Dutch Tax and Customs Administration faces several challenges in the coming years: demanding customers, cost cutting, web-based technology, and new tax and customs laws. In the last years, the organization has made an effort in process management, and used processes as a way to design and make changes in the IT of the organization. For the coming challenges this approach is not sufficient. In 2009, the organization formulated and executed a new approach to process management in which all process-related disciplines are combined and integrated. Besides IT, knowledge-management, planning and control, LeanSixSigma, auditing, internal control, and scenario analyses are combined within the process management approach. This increases the flexibility and responsiveness, gives extensive insight in the organization, and makes the implementation of changes efficient. Process Management is positioned as the main approach for executing the organizations strategy. |
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Tuesday
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Collaborative Roundtable: How can we get Synergy out of Business Processes and Business Rules Facilitator: Silvie Spreeuwenberg, LibRT After a short introduction on what the literature says about rules and processes we will discuss a thought-experiment where a devastating virus attacks two identical companies. Over one night all rules are destroyed by the virus in one company and the other company losses all processes. Who will be the first one doing business-as-usual again? When the participants have agreed on an answer the benefits of doing both BRM and BPM will be discussed based on two case-studies. |
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Tuesday
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Is BPM ready for Cloud Computing? Ian Gotts, Nimbus Both BPM and Cloud Computing are gaining mindshare. But does 2 plus 2 really equal 3? There are clear financial benefits but there are still a number of challenges... technical, business, compliance, security. So what should you be thinking about when procuring a Cloud Solution? |
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| 14:30 - 15:25 CONCURRENT SESSIONS | ||||||
Tuesday
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Improving the Process of Process improvement through Stakeholder Collaboration Neil Ward-Dutton, MWD Advisors Many people, including those who have significant experience in business process improvement, struggle to define how, precisely, BPM is different from other business change and improvement methods and approaches. The answer is that BPM is all about "improving the process of process improvement" - and central to this is how you enable multiple stakeholder groups to collaborate in process improvement. In this presentation Neil will use recent industry research and case studies to highlight tools, techniques and strategies that can help you build and maintain the right collaborative environment for long-term BPM success. You'll learn:
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Tuesday
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Significantly Improving Process Performance at Scottish Water Representative of Scottish Water David LeBrocquy, VISION Consulting Ken Scott, Senior Manager, Vision Consulting In 2007, Scottish Water was under the gun. They were reporting high daily losses to the Water Industry Commissioner (WIC), its regulator and, further, reporting that it was taking them 15 days' duration to fix leaks; way beyond industry standards. SW's Mark Dickson decided to bootstrap SW's Customer Service, improving cycle time for leaks significantly, without adding to costs, thus saving water (which incurred the cost of being treated to be fit for consumption), increasing efficiencies, and improving Customer Service in a move that would pay for itself in a matter of months. Mark, with support from his partners, will describe how the project made the difference and will present a brief history of the Commitment-based diagnosis, redesign, Pilot and Mobilization of a new process which has achieved a sustainable cycle time reduction from an average of 15 to 3 days, earning SW a saving of about 36 million litres of water a day, and an Institute of Customer Service (ICS) ServiceMark Award.
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Tuesday
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How BPM and BPMS Technologies Support Migration Capability Programs for Alcatel-Lucent Christopher Miller, Alcatel-Lucent Alcatel-Lucent has put in place a Migration Capability program to help support large scale network migrations programs. The main goal of the entire program was not only to ensure the smooth running of network migration programs to the set timescales, but to remove any manual based tasks and fully automate the entire process from end-to-end resulting in the complete design to execution solution. This session will detail how Alcatel-Lucent has employed BPM and BPMS technologies on a global basis to assist in the task of full automating migration capabilities to support large scale network migrations. Through the adoption of such tools from a leading vendor, Alcatel-Lucent has been able to implement the complete design to execution solution whilst fully bridging the gap between architecture, modeling and workflow. |
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| 15:55 - 16:40 CONCURRENT SPONSOR SESSIONS | ||||||
Tuesday
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Process governance: importance, concepts, framework and cases Prof. Rafael Paim, Enjourney Consulting The growing practical importance of process governance to organizations and the increasing number of academic studies have led to a consolidation of key concepts in process governance. This presentation will thus address issues such as:
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Tuesday
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How Process Improvements Impact Customer Satisfaction Adam Hajzner, LeasePlan Fleet Management (Polska) Sp. z o.o. LeasePlan is a financial services company focused on fleet management. Established in 1963, they have grown to become the world's leading provider of fleet management services. LeasePlan hold the top three market positions in 30 countries in which they manage approximately 1.3 million vehicles. They provide clients with a full service offering, consisting of financing and the operational management. Mr. Hajzner will provide an overview of LeasePlan's process improvement initiatives and show examples of how they automated critical client and supplier processes using Metastorm BPM. He will also share the results in the areas of service delivery and customer satisfaction. |
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| 16:45 - 17:40 CONCURRENT SESSIONS | ||||||
Tuesday
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The Roadmap Towards a Process-Oriented Organisation Joachim Van den Bergh, Vlerick Leuven Gent Management School The road to institutionalised process orientation is a long and treacherous one. Not in the least for those organisations that are only just starting the journey. Only those organisations that are fit and well prepared will get there. This presentation will outline how a solid roadmap can be developed. The audience will be shown the shortcuts and pitfalls along the road by means of two real-life examples. Based on research input we will be looking at topics such as:
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Tuesday
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Business Analysis, Compliance and Risk Management in Financial Service Processes through BPM Henri-Jan Staal, Kempen & Co Merchant Bank The Dutch Merchant Bank Kempen & Co has in a 9 month project implemented an integrated risk framework to upgrade processes and the internal control environment. In close cooperation Risk Management, Compliance and Business have described processes, identified risks and opportunities and have executed actions to improve processes and internal controls. The bank identified pertinent regulations and has implemented a system that makes transparent which processes are touched by new regulations. This presentation will outline:
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Tuesday
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Collaborative Roundtable: How can we Transform our Business Process Models into IT Requirements Facilitator: Sandy Kemsley, Kemsley Design
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