Pre-Conference Seminars - Wednesday 8 June 2011
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09:30-13:00 - Half Day Seminar
Many organizations have realized that to actually manage business processes to improve overall business performance that doing process projects is insufficient. They must manage business processes as enterprise assets in a full lifecycle. They have now built or are building enterprise-wide business process architectures that are derived from the business strategy and outside stakeholder needs and are agnostic to the organization chart. This is the foundation for many things that need to be aligned in business capability management such as information systems and services, performance scorecards and change prioritization and funding. For Enterprise Architects it is the critical link from business strategy to IT capability. It is at the heart of the Business Architecture we all seek. This workshop session will work through the key aspects of the Process Architecture framework.
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09:30-13:00 - Half Day Seminar
This introduction to Business Process Management (BPM) is designed for those embarking on BPM programme wishing to understand how to set up and manage a successful BPM programme. Introducing BPM, this session will specifically address the following topics:
This session will be delivered by Dee Carri, Founder and Director of Torque Management. Dee holds a MSc in Strategic Quality Management Systems, is a Six Sigma Master Black Belt and a specialist in process, quality and compliance. Dee has previously held senior industry positions including: Director Consulting, Gartner Director UK and Vice President, Information Technology, Elan Corporation plc. |
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09:30-13:00 - Half Day Seminar
This tutorial provides a great opportunity for everyone involved in process improvement to increase their project's ROI. Understanding the appropriate techniques to use when analyzing a process is critical to a Business Analysis ability to produce the greatest ROI from their process analysis. Analysts need to understand what information is critical to capture at the appropriate phases in a process project. This tutorial will provide analysts with information on what type of modeling notation are helpful with which analysis techniques. Knowing which model works best with each technique is crucial in selling the "real" root cause problems and potential solutions to management. Knowing when to use BPMN, Basic Flowcharting, IGOE's, Node Trees, State Change Diagrams and SIPOC, is critical. It's equally important to understand which models work best with LEAN, Six Sigma, Value-Add, Gap and other Analysis techniques. This will be a very practical hands-on approach to learning with real examples for participants to work on and see the value of the modeling notations. Attendees will learn:
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09:30 - 13:00 - Half Day Seminar
Executives need to understand and manage holistically the capabilities on which their business depends. Capability Portfolio Management (CPM) is an organizational tool, rooted in EA methodology, that aids the informed, accurate and timely opportunity-cost decisions necessary for a successful corporate strategy. Capability Based Assessments (CBA) reveal the extent to which a given capability is ready to fulfil strategic requirements. Guided by strategic intent, the CBA examine capability needs, capability gaps, and capability excesses for a specified operational area. The findings demonstrate how well the assessed capability, or combination of capabilities, will support a desired outcome. Drawing from our experience at NASA and research into real-world examples we will impart:
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14:00 - 17:30 - Half Day Seminar
How does business process management (BPM) fit into a more holistic enterprise architecture (EA) context? Although many BPM methodologies and tools suggest standards for process modeling such as BPMN, there are typically no guidelines for how to create process models that align with various EA frameworks and the other models that exist within them. This workshop is focused on how to align your BPM initiatives with your EA practices from a business and technology view, specifically in environments that change frequently due to continuous improvement efforts. This will include:
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14:00 - 17:30 - Half Day Seminar
A key lesson from recent years, especially from huge ERP implementations that went sideways, is that major information system implementations done without regard for business processes often fail, sometimes spectacularly. Unfortunately, a thoughtful business process design doesn't guarantee success either. What is needed, and what this workshop presents, is a practical, proven, and integrated set of techniques that flow seamlessly from process design through to actionable requirements. Key elements include business service specifications (essential in a SOA environment,) a unique form of use cases, and guidance on making business-oriented data models a vital technique. Special attention is paid to the problematic "great leap downward" from architecture and design to specification-level requirements. Some of the questions that will be answered include:
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14:00 - 17:30 - Half Day Seminar
This seminar explains what business rules, decision analysis, and related techniques are about, and identifies the business and technical opportunities they offer your company. It provides clear, authoritative insight into the essential concepts, techniques and tools. Find out what you need to know to be successful in your organization on a point-by-point basis, amplified by far-ranging professional experience. Critical areas of practical importance are explained, including where and how business rules fit with Business Process Management (BPM) and with Enterprise Architecture. The seminar also explores how business rules relate to requirements, business analysis, semantics, decision tables, rule management, and more. If you are looking for fresh, innovative approaches and new kinds of business solutions, this seminar is for you. Get up to speed fast on what's happening in this dynamic space.
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14:00 - 17:30 - Half Day Seminar
Have you ever wondered why some organizations are more successful than others? What is it that those companies do to consistently lead in their industry? How do they manage complexity and change, and balance that with cost control, flexibility and business agility? This case study examines the Enterprise Architecture practice at Wells Fargo Bank and the competitive advantage and value it has delivered making Wells Fargo the 2nd largest US Bank. Using the Harvard Business School Case Study method, the participants will be lead through an interactive discussion that examines the challenges Wells faced and explores different options while discovering Wells' solution. Delegates will come away with a clearer insight into:
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