Friday 10 June, Conference Day 2 & Exhibits
| 09:00-10:00 | KEYNOTE: BPM Outlook: BPM Trends and Directions Paul Harmon, BPTrends |
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10:05-10:55 |
BPM Approaches & Best Practices | Capabilities As A Pivot Point Derek Miers, Principal Analyst, Forrester Research UK |
| BPM Solutions & Experiences | Ericsson's BPM Framework |
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| Business Architecture |
A Design-led Approach to Business Architecture Milan Guenther, Partner, enterprise design associates |
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| 10:55-11:25 | Networking Break & Exhibits | |
| 11:25-12:15 | Sponsor Session |
The Future to Translating Tomorrow into Today Shaan Watkins, Head: Platform Solutions, STANLIB Asset Management Ltd |
| Sponsor Session |
Getting To Business Value: Accelerating Smarter Computing Through EA Planning Jog Raj, IBM |
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| Sponsor Session |
Embedding Process Execution in Real World Systems Ian Doyle, Consultant, Fusion Middleware, Oracle UK |
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| 12:15-13:45 | Lunch & Exhibits | |
| 13:00-13:40 | Perspective Session |
Competencies Professionals Need to Generate Results using Process Governance and Management Prof. Rafael Paim, Enjourney Consulting |
13:45-14:35 |
BPM Approaches & Best Practices | The Essentials of Process Analysis and Lean Six Sigma Peter Matthijssen, Consultant / Trainer, BiZZdesign |
| BPM Solutions & Experiences | Using a Rapid Development Methodology with BPM Suites at Jardine Lloyd Thompson Chris Ryan, BPC and Development Manager, EB IT Services, Jardine Lloyd Thompson (JLT) |
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| Business Architecture |
Global Process Harmonization and Improvement for Future Growth Thomas Henkel, Amer Sports |
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| 14:40-15:30 | BPM Approaches & Best Practices | BPM's Achilles Heel: Managing and Improving Knowledge-intensive Business Processes Oyku Isik, Assistant Professor in ICT and Business Process Management, The Vlerick Leuven Gent Management School |
| BPM Solutions & Experiences | Achieving Breakthrough Performance Improvement through BPM in the British Army Col. Giles Baxter, Assistant Director Manpower Systems, British Army Directorate of Manning |
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| Business Architecture |
Actionable Architecture: Strategic Synergies between BPM, EA and SOA Claus Jensen, Chief Architect, IBM |
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| 15:30-16:00 | Networking Break & Exhibits | |
16:00-16:50 |
BPM Approaches & Best Practices | BP Governance and The BPM CoE: How do you Manage Management? Roger Burlton, BPTrends Associates |
| BPM Solutions & Experiences | Using a Business Process Model to improve Adaptability at the Dutch Health Care Insurance Board Peter Snaterse, Advisor, Dutch Health Care Insurance Board (CVZ) Regina Wassink, BPM Consultant, Dutch Health Care Insurance Board (CVZ) |
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| Business Architecture |
Respect as an Architectural Issue: a Case Study in Business Survival Tom Graves, Principal, Tetradian |
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16:50-17:15 |
BPM | BPM Close |
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KEYNOTE: BPM Outlook: BPM Trends and Directions Paul Harmon, the Executive Editor of the world's leading and largest BPM web Magazine (www.bptrends.com) will provide his annual update on the state of the BPM profession and industry. Paul will provide a wide ranging overview of how organizations, worldwide, are adopting BPM, discuss where most companies are today and may be in the foreseeable future.
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| 10:05 - 10:55 CONCURRENT SESSIONS | ||||||
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Capabilities As A Pivot Point Derek Miers, Principal Analyst, Forrester Research UK Capabilities can represent the ways in which the firm delivers value to its customers. As such, they provide the glue for a wider BPM or performance improvement program. Firstly, through an initial assessment and prioritization exercise, capabilities provide the basis for effective engagement at the executive level, helping frame the overall initiative. Secondly, when viewed as the way of delivering outcomes that customers care about, capabilities can then act as the container for an individual BPM project. With appropriate guiderails, cross functional teams define the vision of that business level service, articulating an image of what's needed, from the outside-in. Based on that description, process architects are able to derive the processes needed to support that vision. Key takeaways:
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Ericsson's BPM Framework Michael Andersson, Ericsson Tom Moylan, Principal Consultant, Ericsson Consulting Get introduced to the BPM Framework within Ericsson, learn about the different cornerstones of the framework as well as how they support Ericsson business on a global scale. The framework describes how the processes enables strategy execution as well as provide a link between business models, organization and IT tools. The completeness of the framework is one of the key success factors and explains the dependency between the different areas as well as the importance of addressing BPM as something larger than just a process. The presentation will also show a model for how you can work with process development and implementation in a global organization.
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A Design-led Approach to Business Architecture Milan Guenther, Partner, enterprise design associates Too often in a classic decision-centric management setting, "Business Requirements" as the basis for all further endeavours seem to just magically appear out of nothing and remain unquestioned, instead of being part of a larger vision and purposeful design of the business. One possible way to address this issue is using Design Thinking to generate a tangible vision. This presentation showcases a design-led approach to business architecture. By looking at the business from a customer experience perspective, such a design captures a desired future state that in turn can be used to derive and model business processes, capabilities, decision rules and other architectural elements. In short, this presentation covers:
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| 11:25 - 12:15 Sponsor Sessions | ||||||
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The Future to Translating Tomorrow into Today Shaan Watkins, Head: Platform Solutions, STANLIB Asset Management Ltd In the changing world, organisations are faced with the increasing pace and amount of change that is required to stay ahead of the pack. During the strategic thinking process decisions are made which can change the landscape within organisations. These changes can be all encompassing and threatening to internal and external stakeholders. STANLIB was faced with little real-time management information, the service levels were lower than the industry average because we had become too risk averse and the skills levels of our staff were low which led to poor quality and poor service delivery. On the other side our IT and architecture systems had become outdated, change was difficult to implement and our online transactability was not at an acceptable level. To make things more challenging, our competitors were continually coming up with new and innovative ideas. Drastic change was required... STANLIB embarked on this journey 18 months ago. Part of this change is a make over of its enterprise architecture and the rethinking of its business processes and rules. The key drivers are business agility, simplicity, flexibility, transactability which will lead to Increased efficiency, cost effectiveness and closer alignment between the business and IT. STANLIB has gone through a comprehensive and thorough process to select the appropriate vendors to champion key aspects of the change programme. Change in its self is a threatening thought. Embarking on such a change requires strong change leadership as it can lead to lower productivity, staff resistance, high staff turn over, poor implementation and the worst of all the failure of the project. STANLIB are managing change on a continual basis to ensure that the most effective ways are found to deliver the programme successfully. The session will cover
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Getting To Business Value: Accelerating Smarter Computing Through EA Planning While strategic IT planning and EA solutions are well understood, implementations often stray from influencing real business outcomes. Join us to discover how IBM offers proven capabilities to improve business alignment, in which strategy is transformed into prioritized execution, risks and impacts of proposed changes are balanced with tangible business benefits. |
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Embedding Process Execution in Real World Systems As organisations become more aware of the power of process automation via sleek IT tools, ‘real world’ IT-based business processes are becoming increasingly complex and dynamic. This re! quires interaction across multiple systems and existing ‘black box’ processes, rapid process change implementation, and effective collaboration between business users, IT systems and a vast array of content. Join us for this session and find out what it takes to design and implement business processes that leverage the latest capabilities of social computing and integrate them with your enterprise applications. Focus areas include:
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| 13:30 - 14:10 Perspective Sessions | ||||||
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Competencies Professionals Need to Generate Results using Process Governance and Management Prof. Rafael Paim, Enjourney Consulting Governing the management, managing the improvements and promoting the execution of processes require different professional skills, knowledge and attitudes. This talk will present which competencies are required by senior and middle management - like sponsors, owners or process managers, coordinators, process architects, consultants and process analysts. Well trained and experienced professionals are able to generate results for companies, governments and institutions. Case studies and examples of reducing gaps of competency at governance, management and execution of processes will be presented. |
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| 13:45 - 14:35 CONCURRENT SESSIONS | ||||||
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The Essentials of Process Analysis and Lean Six Sigma Peter Matthijssen, Consultant / Trainer, BiZZdesign Demanding customers and a competitive environment force organizations to work smarter and be more efficient. To achieve this, a growing number of organizations use analytical BPM methods like Lean Management and Six Sigma. Not only industrial organizations benefit from these methods and techniques, but also in financial, utility, governmental and healthcare sectors the improvement techniques have proven to be powerful! So: Process Analysis and Lean Six Sigma (LSS) have a lot of potential for almost any organization. But: How do you start? In this session we will look at case studies of various organizations:
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Using a Rapid Development Methodology with BPM Suites at Jardine Lloyd Thompson Chris Ryan, BPC and Development Manager, EB IT Services, Jardine Lloyd Thompson (JLT) Based in London, Jardine Lloyd Thompson (JLT) is an international group of Risk Specialists and Employee Benefits Consultants with more than 6000 employees. The company has been using BPM for 5 years and now is rolling out process-driven, Web
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Global Process Harmonization and Improvement for Future Growth Thomas Henkel, Amer Sports After the acquisition of Salomon in 2006 by Amer Sports (whose brands include Atomic, Wilson, Precor Suunto ), a key challenge for the success of the acquisition was how fast and smoothly people, processes and systems could be integrated to achieve the targeted synergies. Join us on our Business Transformation in which we:
You will learn how to
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| 14:40 - 15:30 CONCURRENT SESSIONS | ||||||
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BPM's Achilles Heel: Managing and Improving Knowledge-intensive Business Processes Oyku Isik, Assistant Professor in ICT and Business Process Management, The Vlerick Leuven Gent Management School Today, most of what is discussed in the BPM field focuses on transactional Business Processes. Few people, however, answer the tough questions on information requirements of knowledge-intensive business processes (KIBPs) that have significant impact on the overall well-being of the organization. Hence, it is critical to understand the challenges associated with maintaining and improving KIBPs. This session aims to provide a framework that distinguishes KIBP from transactional processes, in terms of information requirements. Specifically, we aim to answer;
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Achieving Breakthrough Performance Improvement through BPM in the British Army Col. Giles Baxter, Assistant Director Manpower Systems, British Army Directorate of Manning Unlike most organisations, the British Army only recruits from the bottom. Yet personnel can serve for 34 years or more. Its manpower costs exceed £4.7Bn per year. So we need to get our workforce planning absolutely spot on. 5 years ago, the British Army embarked upon a major programme, driven by senior management, to re-engineer its workforce planning system - its processes, organisation, staff skills, data, and supporting information systems. 'It cannot be done' some said. But the results have been spectacular - 'productivity' up by a 1000 %; a 10:1 return on investment running into £millions; response times to meet request for information from senior management reduced from days to minutes, and usually right first time; forecasts of expenditure to an accuracy of 0.5 % or better over a year. The presentation will cover:
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Actionable Architecture: Strategic Synergies between BPM, EA and SOA Claus Jensen, Chief Architect, IBM Today's global environment requires businesses to work smarter and to improve the coordination between planning and execution to continuously improve business processes and optimize costs. While Business Process Management (BPM) and Enterprise Architecture (EA) each have value on their own, they are also naturally synergistic, and together provide better business outcomes and strategic alignment of business and IT. When done together in an SOA context, BPM provides the business understanding, metrics and execution environment, and EA provides the discipline for translating business vision and strategy into architectural change. Both are needed for sustainable continuous optimization.
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| 16:00 - 16:50 CONCURRENT SESSIONS | ||||||
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BP Governance and The BPM CoE: How do you Manage Management? Roger Burlton, BPTrends Associates Governance is on the minds of organizations everywhere these days. The same is true for those in the business of business processes. Recognizing that processes have lives that require optimal performance and effective change management means that we need not only a way of managing daily activities but also of managing the process choices, designs and investments themselves. Although this is a new concept in many organizations, there are some established frameworks and standard roles that are emerging. This session will introduce some of these. It will also deal with the concept of a Centre of Expertise for BPM that supports those in the business trying to build BPM abilities and put in place an internal services group to help.
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Using a Business Process Model to improve Adaptability at the Dutch Health Care Insurance Board Peter Snaterse, Advisor, Dutch Health Care Insurance Board (CVZ) Regina Wassink, BPM Consultant, Dutch Health Care Insurance Board (CVZ) One of the tasks of the Dutch Health care insurance board (CVZ) is to manage the processes in which a number of institutions collaborate to deliver the needed care for clients.All institutions have their own responsibilities in this chain.For the interaction points between these institutions the CVZ developed specific e-messages which contain relevant information for each party.To manage the complexity in the project we have developed and used a model in which process, data and business rules are structured and maintained.The model is published on the Internet and used by various stakeholders.This new way of communicating has resulted in a greater adaptivity to changes and shorter development times for the various supporting software products.
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Respect as an Architectural Issue: a Case Study in Business Survival Tom Graves, Principal, Tetradian The client: a large bank in Latin America. The business problem: loss of respect of the company in the market and the broader community, plummeting from highest to lowest in the region in a matter of months, with impacts throughout all aspects of the business. This real-life case study explores, step-by-step, the actual practices and underlying architecture principles that were used to tackle a major strategic issue with enterprise-wide scope, and set the groundwork for subsequent process development. Key takeaways from this presentation include:
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| 16:50 - 17:15 CONCURRENT SESSIONS | ||||||
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BPM Close Roger Burlton, BPTrends Associates
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