Thursday 9 June, Conference Day 1 & Exhibits
| 08:00-09:00 | REGISTRATION | |
| 09:00-09:30 | Conference Welcome Sally Bean, Sally Bean Ltd Roger Burlton, BPTrends Associates |
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09:30-10:30 |
Plenary KEYNOTE: EA Strategic Toolkit for Designing and Delivering A Breakout Strategy |
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| 10:30-11:00 | Networking Break & Exhibits | |
11:00-11:50 |
BPM Approaches & Best Practices | The "Soft Stuff" Is The
Hard Stuff - Human and
Organisational Issues in
Business Process Change Alec Sharp, Clariteq Systems Consulting |
| BPM Solutions & Experiences | How a Global Company Changed its Processes to Improve Customer Centricity John Denton, Senior Manager, Detica Mark Bishop, Head of Sales Operations, Thomson Reuters Markets |
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| Business Architecture |
Building a Business Architecture Capability Practice within Shell Daniel Jeavons, Group Process Architect, Shell International |
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| 11:55-12:45 | BPM Approaches & Best Practices | A Framework for KPI-Driven Performance and Portfolio Management Robert Osborne, CEO / Founder, Business Breakthroughs Inc. |
| BPM Solutions & Experiences | BPM and Lean at the Netherlands Authority for the Financial Markets (AFM) Loes van den Berg, Senior Organization Consultant, The Netherlands Authority for the Financial Markets Arian Keijer, Organization Consultant, The Netherlands Authority for the Financial Markets |
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| Business Architecture |
Systemic Approaches to Enterprise Modelling Patrick Hoverstadt, Partner, Fractal Consulting |
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| 12:45-14:15 | Lunch & Exhibits | |
| 13:30-14:10 | Perspective Session |
Metastorm tbc |
| Perspective Session |
The New Generation of IT Optimisation and Consolidation Platforms Simon Griffiths, Customer Solutions Director, Oracle UK |
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14:15-15:15 |
KEYNOTE: Now that BPM has the Attention of the Executives what should you do? Ian Gotts, Nimbus |
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15:20-16:10 |
BPM Approaches & Best Practices | How You Can Design Smarter, More Agile Business Processes With Business Rules Ron Ross, Business Rule Solutions |
| BPM Solutions & Experiences | BPM, Case Management and Agile at Pinnacle People Matt Brook, BPM and IT Leader, Pinnacle People |
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| Business Architecture |
Police Business Architecture: A Launch-pad for Collaboration and Cost-Saving Olliver Robinson, Enterprise Architecture Profession Lead, National Policing Improvement Agency |
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| 16:10-16:40 | Networking Break & Exhibits | |
16:40-17:30 |
BPM Approaches & Best Practices | How to Best use BPMN |
| BPM Solutions & Experiences | Aligning Business Processes and Business Capabilities with Logical Business Models at AEGON Matthew Scott, Senior Consultant, Altus Martyn Johnson, Lead Service Account Manager, Employee Benefits, AEGON Scottish Equitable |
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| Business Architecture |
Panel Session: Perspectives on Business Architecture Paul Harmon, BPTrends Associates Dan Jeavons, Group Process Architect, Shell International Sandy Kemsley, Independent Analyst, Kemsley Design Chris Potts, Corporate Strategist, Dominic Barrow |
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| 17:30-18:45 | Drinks Reception & Exhibits |
Thursday |
Conference Welcome |
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| Thursday 9 June 09:30-10:30 |
Plenary KEYNOTE: A Strategic Toolkit for Designing and Delivering A Breakout Strategy What differentiates high performance, double-digit growth companies from those that are average or underperforming? The answer is that the most successful companies in any industry always employ, in their own tailored ways, a set of integrated strategy practices. In this talk, Prof. Thomas Lawton provides you with an insight into the trajectories and techniques needed to move toward the sweet spots that exist in your organization. He emphasizes the need to harmonize the hard, financial and technology processes with the softer, leadership and people factors. The result is an inclusive picture of successful strategy formulation and execution where Enterprise Architecture and BPM practitioners can play a pivotal role. Based on his book, Breakout Strategy, and more than 15 years of research and consulting with leaders of large and small companies around the world, he presents a vision-led and customer-centric strategic toolkit that is realistic, field tested, and within reach of every change management team - regardless of size, resources or functional activity. | |||||||||||||
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| 11:00 - 11:50 CONCURRENT SESSIONS | ||||||||||||||
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The "Soft Stuff" Is The Hard Stuff - Human and Organisational Issues in Business Process Change Alec Sharp, Clariteq Systems Consulting A frequently-quoted statistic is that programs of major business transformation fail substantially more often than they succeed.That's depressing, but it doesn't mean that failure in the business process arena is unexplainable or unavoidable.Unsuccessful process change initiatives are often the result of an overly technocratic or "hard" approach, while successful initiatives give equal attention to organisational and cultural factors. BPM success will increasingly depend on abilities with these "soft" topics, but they seem to defy the rigorous analysis we favour in the BPM community.Luckily, other disciplines have considerable experience with them, and savvy BPM professionals have borrowed from them.This workshop will provide solid techniques to help us deal with the mysteries of culture and human behavior.
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How a Global Company Changed its Processes to Improve Customer Centricity John Denton, Senior Manager, Detica Mark Bishop, Head of Sales Operations, Thomson Reuters Markets Thomson Reuters Markets operates in a highly competitive global market.Thomson Reuters had the vision of becoming a more customer-centric organisation, delivering an improved customer experience, through differentiated sales channels, with specialist sales and support professionals, working in a consistent, global way. Thomson Reuters formed the Central Design Team, responsible for all design decisions.Each core business process was redesigned, in collaboration with an identified Global Process Owner, to create a standard global process, taking into account the newly segmented organisation, the new specialist roles, and the new ways of working. In this presentation, we explain how we:
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Building a Business Architecture Capability Practice within Shell Daniel Jeavons, Group Process Architect, Shell International This session describes a 5-year journey that the Shell Group has taken, to create a standard approach to business architecture, as well as to embed a business architecture capability in each business and function.The journey for Shell has been process-centric, beginning with identifying the need for a methodology and tool for process-modelling, but moving towards a more holistic view encompassing:
Finally, the session will discuss Shell's aspirations for the future, specifically our need to integrate process and data more effectively, focus on supporting process execution, and effectively disseminate process metrics. |
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| 11:55 - 12:45 CONCURRENT SESSIONS | ||||||||||||||
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A Framework for KPI-Driven Performance and Portfolio Management Robert Osborne, CEO / Founder, Business Breakthroughs Inc. Two critical dimensions of the business are enabled through effective BPM: Managing performance and managing Change.This useful session provides a straightforward Business Performance Management framework that demonstrates how KPIs drive operational improvement and explains the transitions from performance gaps to BPM and improvement projects.Detailed processes are outlined for KPI evaluation and the support structures and organizational roles needed to enable gap analysis against the BPM architecture and business targets.A multi-team design is presented that drives immediate operational corrections and portfolio of BPM improvements.
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BPM and Lean at the Netherlands Authority for the Financial Markets (AFM) Loes van den Berg, Senior Organization Consultant, The Netherlands Authority for the Financial Markets Arian Keijer, Organization Consultant, The Netherlands Authority for the Financial Markets The Netherlands Authority for the Financial Markets (AFM) supervises the operation of the financial markets in the Netherlands, similar to the Financial Services Authority (FSA) in the UK. The financial services companies are dealing with the financial crisis, but the oversight organizations also are facing a call for more supervision to prevent a new crisis while getting pressure to become more efficient. One of the 'tools' for the AFM to become more efficient and effective is Business Process Management (BPM). The AFM is functional organized; different departments for different tasks and process thinking is new for the AFM. We will present a practical case on how BPM (including some Lean techniques) was implemented and used to improve the performance and control of our processes. In this practical case we will show the success of BPM and Lean at the AFM, including:
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Systemic Approaches to Enterprise Modelling Patrick Hoverstadt, Partner, Fractal Consulting The systems thinking community has well proven approaches to modelling organisations.This talk addresses takes one of these - The Viable System Model (VSM) and its links to EA & BPM.Whether EA is about designing the architecture of the enterprise or modelling the organisation to improve the design of IT, we believe VSM has much to offer the EA community and potentially fills a void in the both the EA & BPM toolkits by providing a way of modelling large complex organisations systemically. We'll talk about several different sorts of VSM applications: planning IT in a pharmaceutical company, designing governance in an outsource partnership, information at a national level, information for NHS commissioning and planning a BPR project.
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| 13:30 - 14:10 Perspective Sessions | ||||||||||||||
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Metastorm tbc |
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The New Generation of IT Optimisation and Consolidation Platforms In today’s economic climate, standardisation, consolidation, and optimisation have become a top priority. Now is the ideal time to refine and test your strategy for infrastructure optimization. This session will explore architectural principals and IT strategy to address issues such as portfolio complexity, shared service-centre strategies, cloud computing, datacenter consolidation, and the latest in database machines. This information-rich session will aim to answer questions that are on everyone’s mind, including:
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| 14:15 - 15:15 | ||||||||||||||
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KEYNOTE: Now that BPM has the Attention of the Executives what should you do? Ian Gotts, Nimbus BPM is gathering momentum with board level visibility.This has been driven by a recession which focused execs on lean thinking and a backdrop of increasing regulatory compliance.But now you have the ear (and possibly the budget) of the CEO, COO and CFO what should you be asking for? This session will highlight the major trends in BPM and the implications for BPM professionals and senior staff as they take a higher profile role.It will look at
This session will be visionary, entertaining, and offer practical advice.It will also talk about BPM products |
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| 15:20 - 16:10 CONCURRENT SESSIONS | ||||||||||||||
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How You Can Design Smarter, More Agile Business Processes With Business Rules Ron Ross, Business Rule Solutions Deployment of business policy and business rules into day-to-day business operations should be timely, effective, selective, traceable, repeatable, and retractable. What do you need to achieve that? In this presentation, Mr. Ross explains how business rules, decisioning, and rulebook management are integral to achieving continuously smarter business processes. Unfortunately, in many companies today the deployment process for business rules is effectively broken - and not at all up to the challenges of doing business in a fast-paced, knowledge-centric, and globally connected world. Mr. Ross explains how your company can tune its business processes for smarter decisioning in highly pragmatic fashion.
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BPM, Case Management and Agile at Pinnacle People Matt Brook, BPM and IT Leader, Pinnacle People Pinnacle People provides job training and work placement for 4,000 unemployed people every month.There are currently over 2.5 million people out of work in the UK.Pinnacle People is the prime contractor on Department of Work and Pensions' JobCentre Plus program. In 2008, Pinnacle People was a 'green field' from an IT and process perspective.Head of Infrastructure Matt Brook decided to use a process platform and a dynamic case management approach to deliver innovative, high-quality services to beneficiaries, real-time visibility into performance for management, and accurate, timely reporting to paying clients (UK Government departments and local councils).The resulting BPM Suite-based "Summit" solution improves productivity, responsiveness, quality and customer service, and ensures regulatory compliance. Matt will discuss:
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Police Business Architecture: A Launch-pad for Collaboration and Cost-Saving Olliver Robinson, Enterprise Architecture Profession Lead, National Policing Improvement Agency This presentation is about one of the biggest enterprise architecture challenges imaginable: corralling over 43 police forces to make efficiency gains through re-use of nationally agreed business processes. Police forces in England, Wales and Northern Ireland have to achieve ambitious annual cost reductions while maintaining front-line policing services for the safety of citizens.One way to reduce cost is to engineer better ROI from business applications which historically have consumed increasing budgets through localised growth and duplication. The argument that applications convergence first requires business process convergence has been won.But how to converge business processes when localisation and local political autonomy is the order of the day? The key is simplicity of approach.This presentation shows how success can be achieved in any enterprise through disciplined standards and good communication. |
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| 16:40 - 17:30 CONCURRENT SESSIONS | ||||||||||||||
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How to Best use BPMN Edita Mileviciene, Product Manager, No Magic Europe BPMN is already acknowledged as a de facto standard for business process modeling.However, it still takes a long journey to raise the maturity of business process modeling practice.In reality most business process modellers make a lot of mistakes that make their BPMN models over complex, difficult to understand and maintain.This presentation will identify and analyze the most typical BPMN model weaknesses, explaining what best practices are violated, and demonstrating how to refactor BPMN models to get rid of the model shortcomings.The paper is based on extensive samples from BPMN usage in banking, telecommunication, defence, and software domains.
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Aligning Business Processes and Business Capabilities with Logical Business Models at AEGON Matthew Scott, Senior Consultant, Altus Martyn Johnson, Lead Service Account Manager, Employee Benefits, AEGON Scottish Equitable Business Process and Business Capability are two sides of the same coin. Simple enough in theory but how do they fit together in practice? This session will demonstrate how Altus take the same outside-in approach to build two complementary views of the business then combine them to deliver one joined-up picture. Altus will give a step-by-step summary of how the approach was applied in a real-world example at AEGON who faced many of the common operational challenges of a large Financial Services business. AEGON will co-present the session for a balanced view of the assignment including pros and cons of the approach. The presentation will cover
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Panel Session: Perspectives on Business Architecture Paul Harmon, BPTrends Associates Dan Jeavons,Group Process Architect, Shell International Sandy Kemsley, Independent Analyst, Kemsley Design Chris Potts, Corporate Strategist, Dominic Barrow The EA and BPM communities share an interest in Business Architecture.But what exactly is Business Architecture and who should be involved in designing it? Some treat Business Architecture as a structure upon which to hang IT requirements; others see it more as the design of the business itself.This panel session provides an opportunity for delegates and experts to debate the key elements and activities of Business Architecture, how it relates to other forms of architecture, and how it can best be applied in organisations as a discipline to improve business effectiveness. |
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