29 September, Conference Day 2 & Exhibits
Wednesday |
Keynote: The Future of Work: A One-on-One Chat with Keith Harrison-Broninski, Role Modellers Ltd This keynote will deal with the changing nature of work itself and the challenge this provides to traditional process thinking, modelling, analysis and design. Keith Harrison-Broninski, the thought leader in the emerging field of Human Interaction Management will discuss its theories and practicalities. In the best spirit of journalism Roger Burlton, the conference chair will interview Keith regarding the nature of this new discipline as well as delve into how to analyze and design highly service oriented interactive relationships rather than conventional workflows. |
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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 | |||||
| 09:50 - 10:45 CONCURRENT SESSIONS | ||||||
Wednesday
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How to Build your Process Community? Frits Bussemaker, Korstmos & Founder, BPM-Forum Netherlands We are moving from the Industrial era based on a "Command-and-Control" management to the new Information era based on "Connect-and-Collaborate". Organizations are more and more looking at a cooperation model. The value chain running through this model -the business process - will require a fundamental different way to manage all involved. I.e. we are effectively building a process based community. This presentation will cover:
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Wednesday
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Bridging the Gap between Business Process Modeling and IT Solutions Design: The V-BPM Cycle Reference Model Eduardo Gonzalez, adidas Group Many companies have invested significant time and effort building process models, and failed in using them to effectively drive the design of supporting IT solutions. There is indeed a semantic and modeling gap between "business process modeling" and "IT solutions design" still waiting for a bridge. The adidas-Group EA Team has worked-out the details about how to use business process modeling as the vehicle for a gapless drive all the way down from high-level business needs definition to satisfactory IT solutions design and implementation. This presentation will uncover:
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Wednesday
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Business Critical SOA and BPM Craig Walton, Yorkshire Water Darren Thresh, Yorkshire Water Yorkshire Water sees SOA and BPM as key enablers for delivering better, faster, and lower cost industry-leading solutions. Following the successful delivery of a number of critical SOA business solutions, the team has reflected on the lessons learned to ensure objectives were met and programme ROI delivered. This presentation will take you through Yorkshire Water's journey from initial investigations to large scale SOA delivery, highlighting the key factors to success:
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| 11:15 - 12:00 CONCURRENT SPONSOR SESSIONS | ||||||
Tuesday
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Session to be Confirmed
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Tuesday
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Tuesday
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| 13:20 - 14:05 CONCURRENT SESSIONS | ||||||
Wednesday
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Collaborative Roundtable: Delegates Choice
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Wednesday
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The Change Equation - or How to Avoid a Failed Change Project Peter Duschinsky, The Imaginist Company 70 % of change projects do not deliver the expected benefits. In this presentation, Peter Duschinsky analyses the reasons behind the 70% failure statistic and argues that it doesn't matter how well the project is managed, if the COMPLEXITY of the project is not within the CAPABILITY of the organisation to cope with the change, the project will fail. Senior managers typically underestimate the complexity of projects and overestimate the capability of their organisation to cope with the changes needed to realise the planned benefits. The Change Equation provides the tools to translate project complexity and 'soft' cultural and capability barriers into quantified figures on a spreadsheet, showing their impact on the ROI of the project. At the end of this presentation, delegates will know how to:
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Wednesday
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Success On-Demand: SL Investment Management Transforms with SaaS BPM Bruce Spicer, SL Investment Management SL Investment Management, an innovative UK-based financial services company, used a Software-as-a-Service (SaaS) BPM suite to re-engineer its core business process of life settlement purchase. The results include reduced cost and financial risk, improved regulatory compliance, accelerated service delivery, and support for the company's strategic goals (including a move towards ISO certification). The process involves case management, with many sub-processes - each requiring high levels of human input. Process instances can unfold in unpredictable ways, require repeated access to key policy documentation, and can require significant review. By performing not only process modeling but also full process execution and optimization via SaaS, Surrenda-link saved time and money, and the project had minimal impact on internal IT resources. Using an agile project delivery approach, the BPM team implements new features weekly. Key Audience Take-aways:
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| 14:10 - 15:05 CONCURRENT SESSIONS | ||||||
Wednesday
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BPM for Small and Medium Sized Business - Why Traditional Strategies Don't Work & What Does Tom Bellinson, IT Methods Everyone in the process management world seems focused on process governance in large corporations. While it is certain that those in the process tools and process services industries have more to gain from offering the large-scale solutions needed by these organizations, there are many more small and medium sized businesses that desire optimized processes. Many focus on lean principles and will do value stream maps in order to identify process waste. But, enterprise process management initiatives have eluded them. In this session you will learn:
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Wednesday
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Collaborative Roundtable: Delegates Choice
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Wednesday
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Implementing BPM to Streamline B2B Sales Process in TeliaSonera Finland Tuukka Heinonen, TeliaSonera TeliaSonera Finland has started its B2B transformation journey - from managing assets headcount in silos towards fact-based managed world class service organization. In this it is utilizing Business Process Management and Lean Six Sigma -management philosophies and methods. They started business driven BPM -implementation with B2B sales organization and are currently moving a) forward in the value chain and b) up the learning curve. You will learn:
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| 15:35 - 16:30 CONCURRENT SESSIONS | ||||||
Wednesday
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Improvement follows Governance at Deutsche Bank Murray Woody, Deutsche Bank Process improvement begins with Governance. Without guidelines for all stakeholders in a process management lifecycle any change to processes, responsibilities, or IT systems are executed at high risk. In a multinational and globally active company the harmonisation of processes and responsibilities is the corner stone of all process improvement initiatives. State of the art maturity models support the scoping and categorisation of processes and accelerate performance management projects. Once provided with this set of templates and reports, process owners and senior management can plan their budgets and resources using this valuable decision support system and therefore take an active role in the process improvement life cycle.
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Wednesday
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Learning to Love BPMN 2.0 Christopher Bradley, IPL Tim Franklin, IPL The OMG's Business Process Modelling 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. But now BPMN 2.0 is almost here and the design changes in BPMN 2.0 are focused on making the diagrams executable within a process engine. This will be a big deal for organisations and vendors who choose to follow this path. But even for the majority of today's process modellers, who just think about BPMN as a diagramming tool for documenting, analyzing, and improving their business processes, version 2.0 offers a lot to love. This session will provide a brief introduction to the BPMN: its history, purpose, an overview of the notation, and hands-on examples. Attendees can expect to gain an awareness of the BPMN essentials and the major new features introduced in BPMN 2.0
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Wednesday
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Flying High with Cloud-Based BPM: Rolls-Royce and other Success Stories Richard Harris, Director of Information Management, Rolls-Royce Vijay Takanti, Exostar Aerospace and Defense (AD) firms have made optimizing the design and delivery processes that span their global, multi-tier supply chains a top priority. As business processes expand from a single project to an entire multi-enterprise community, ensuring compliance, protecting intellectual property and maintaining security remain a significant challenge. Rolls-Royce looked to the cloud to achieve their objectives. Richard Harris, the company's Director of Information Management and Infrastructure Programmes, will describe how Rolls-Royce leveraged BPM in the cloud to automate and standardize key business processes from follow-the-sun engineering design to financial reporting. He'll also share specific benefits and metrics of the initiatives, such as reduced cycle times, decreased reliance on travel, minimized upfront capital expenditures, and faster time-to-value. Vijay Takanti, will conclude the presentation by providing a broader AD industry-wide perspective on requirements, including proof points from BAE Systems and Esterline deployments. Presentation attendees will learn the following:
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Wednesday |
Conference Closing Panel Discussion: BPM Futures: Revolution or Dissolution? The advisory board for the conference will participate with delegates and debate the topic of whether BPM is dissolving into mainstream management and analysis or if it is still in its revolutionary stages for some time to come.
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