Wednesday 20 June, Conference Day 2 & Exhibits
| 08:00-09:00 | REGISTRATION | |
09:00-10:00 |
PLENARY KEYNOTE |
The Strategy to Execution Process: Translating Strategy into Value Jeff Scott, VP, Business and Technology Strategy, Accelare |
10:05-10:55 |
EA Implementation Experiences | Enterprise
Architecture and the Realities of Large Scale Programme Delivery David Hunt, Head of Retail Architecture, Lloyds Banking Group |
| Innovations in EA | Designing Pervasive
Enterprise Information Architectures Milan Guenther, Partner, enterprise design associates Andrea Resmini, Information Architect, FatDux and the University of Borås Luca Rosati, Freelance Information Architect & University for Foreigners of Perugia |
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| Business Architecture (Integration) |
Business Agility
through Adaptable Business Processes and a Supportive Organizational Culture Roger Burlton, BPTrends Associates Sasha Aganova, BPM Practice Lead, MetaPower, Inc |
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| Innovations in BPM | Getting Value from
User-Centric Process Libraries Suzy Jearum, Senior Quality Manager, ING Direct Kerry Ann Christelow, Business Process Technical Manager, Skanska Ray Mullins, Business Process Library Manager, General Dynamics |
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| BPM Implementation Practices |
Using Facilitation
to Deliver Leaner and More Innovative Processes Marc Revitt, Continuous Improvement Manager, Premier Foods Tony Mann, Director, Resource Strategic Change Facilitators |
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| 10:55-11:25 | Networking Break & Exhibits | |
| 11:25-12:15 | EA Implementation Experiences | Nothing is Plain
Sailing: Experiences Implementing Business Architecture Within an Insurance
Company Andrew Turner, Senior Business Analyst, Hiscox Insurance Chris Waters, Enterprise Architect, Hiscox UK |
| Innovations in EA | Architecting
Enterprises: Metaphors for Delivering Innovation and Strategic Value John Good, Enterprise Architect, ITV |
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| Business Architecture (Integration) |
Architecture and
Quality Management at Shell – Do We Need to Choose? Daniel Jeavons, Group Process Architect, Shell Kathy Long, BPM Lead, Shell |
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| Innovations in BPM | The New BPM
Adaption - Managing Structured and Unstructured Processes Under the Same
Umbrella Alberto Manuel, CEO, Process Sphere |
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| BPM Implementation Practices |
Modelling Failure
– How Process Modelling Goes Wrong, and What to Do About It Alec Sharp, Senior Consultant, Clariteq Systems Consulting |
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| 12:15-13:45 | Lunch & Exhibits | |
| 13:00-13:40 | Perspective Sessions |
TBA |
13:45-14:35 |
EA Implementation Experiences | Influencing
Business Change with Enterprise Architecture Philip Hellyer, Enterprise Architecture Group Lead, Carphone Warehouse |
| Innovations in EA | Incorporating
Enterprise Risk Management into Enterprise Architecture Terry Merriman, Chief Architect, OAD Consulting Inc |
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| Business Architecture (Integration) |
Business Models
and Enterprise Architecture: Connecting Innovation and Implementation Remco Blom, Senior Consultant, BiZZdesign Frank Bakema, Head Strategy and Strategic Accounts and Deputy Director Corporate Education & Research, Wageningen UR |
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| Innovations in BPM | Change Management
Through Process Innovation in Turkcell Sule Pasin Hogburn, Senior Analyst, Turkcell Selim Imer, Senior Analyst, Turkcell |
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| BPM Implementation Practices |
Business Process
Management within BNY Mellon Randall Overby, Managing Director, BPM Team, BNY Mellon UK |
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14:40-15:30 |
EA Implementation Experiences | Mastering Your
Architecture Skills Michael Rosen, Director, Business and Enterprise Architecture, Cutter Consortium |
| Innovations in EA | MODEM – Building a
Semantic Foundation for EA: Reengineering the MODAF Meta-Model Based on the
IDEAS Foundation Model Mikael Hagenbo, Supreme Commanders Staff, Head of Architecture, Swedish Armed Forces Lars-Olof Kihlstrom, Senior Consultant, Generic Systems Sweden Chris Partridge, BORO Solutions Ian Bailey, Model Futures |
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| Business Architecture (Integration) |
Process and Information Architectures: - Finding the Missing Link to Concurrently Improving Business Capabilities Across the Enterprise
Louise Harris, President, SToS Consulting Inc |
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| Innovations in BPM | Achieving Business
Transformation Through Dynamic Case Management and Analytics Setrag Khoshafian, Chief Evangelist & VP, BPM Technology, Pegasystems Inc. |
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| BPM Implementation Practices |
Value Chain and
Process Map - Lifesavers in the Process Jungle Jaan Metsa, Process Framework Manager, Swedbank |
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| 15:30-16:00 | Networking Break & Exhibits | |
16:00-16:50 |
EA Implementation Experiences | How Modelling
Process and Data Supports Advanced Research in a Biopharmaceutical Business Tim Franklin, Principal Business Consultant, IPL Ranjeeva Ranasinghe, Business Analyst, GlaxoSmithKline |
| Innovations in EA | What Should We Do
Today? Kanban and Systems Thinking Applied to Architecture Teams Jon Hill, Independent Enterprise Architect, T Zero Technology Benjamin Mitchell, Independent Consultant |
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| Business Architecture (Integration) |
How to Move from
Enterprise-Wide Process Modeling initiative to Enterprise Business Architecture
Initiative Eswar Ganesan, Business Process Analyst, Atradius Credit Insurance |
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| Innovations in BPM | Putting the Brain
into Business Process Management Tom Gillingwater, NeuroOrg Consulting & University of Edinburgh David Gillingwater, NeuroOrg Consulting & Loughborough University |
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| BPM Implementation Practices |
The Decision
Model: How to Keep Your Head Above the Water in the Sea of Business Rules Uffe Donslund, Partner, Strand & Donslund |
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| 16:50-17:15 | Conference Close Sally Bean, Sally Bean Ltd Roger Burlton, BPTrends Associates |
| Wednesday 20 June 09:00-10:00 |
PLENARY KEYNOTE: The Strategy to Execution Process: Translating Strategy into Value There is a vital business process that is being ignored in your company today. It is unnamed, poorly defined, largely unmanaged, and therefore rarely improved upon. Yet, it affects every other business process you operate. It is the strategy-to-execution process that clarifies executive intent, translates it into coordination action, measures value realization, and creates a feedback loop. When this process is sub-optimized the entire organization suffers. Most organizations view strategy development as a one-time event intended to create focus and identify yearly projects and programmes. However, as strategies move across and down the organization they often become distorted resulting in diluted business impact and wasted resources. What’s needed is a well-defined process to manage the translation of executive strategy into coordination execution and adapt this as required in response to subsequent events. Both business architects and business process managers have a stake in getting this process right. This session will provide a framework for a strategy-to-execution process that creates focused and coordinated action and case studies of how it has dramatically improved business performance. Key Takeaways:
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| 10:05 - 10:55 CONCURRENT SESSIONS | |||||||||||||||
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Enterprise
Architecture and the Realities of Large Scale Programme Delivery David Hunt, Head of Retail Architecture, Lloyds Banking Group We are all familiar with the phrase ‘No plan survives first contact with the enemy’. The reality is that this applies to the delivery of an Enterprise Architecture as well. Studies of both successful and unsuccessful programmes and my experience of delivering Enterprise Architecture leads me to the conclusion that Strategic Systems are rarely planned but more the result of opportunistic development, more a ‘seize the moment’ than planned strategy. The question is: what drives the development of a flexible Enterprise Strategy and Architecture and how can this be used to successfully implement large scale IT programmes that deliver business value without degrading the value of the IT estate? This talk will look to answer the following questions:
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Designing Pervasive
Enterprise Information Architectures Milan Guenther, Partner, enterprise design associates Andrea Resmini, Information Architect, FatDux and the University of Borås Luca Rosati, Freelance Information Architect & University for Foreigners of Perugia The way enterprises use information is changing. Well beyond the big transactional systems of the past, information appears as unstructured content, as loose data collections, or as volatile conversations, traversing systems, devices, media and physical contexts. Information architecture is considered an essential building block of enterprise architecture initiatives. In practice however, it is stuck with the formalism of data architecture on a technical level, suffers from misalignment with the business goals, and falls short of delivering the answer to the most basic question: how to provide valuable information to the right people, at the right time and in a useful form? This presentation will cover:
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Business Agility
through Adaptable Business Processes and a Supportive Organizational Culture Roger Burlton, BPTrends Associates Sasha Aganova, BPM Practice Lead, MetaPower, Inc Competitive pressures are ever pushing organizations towards innovation and change. Agility is no longer a technology development mantra, but a requirement for all enterprise resources and thinking. Critical factors for businesses to become and remain agile are a flexible set of enterprise business processes and a culture of embracing continuous adaptation. Even for organizations that have adopted a process centric model, there is often a fear that a process focus is synonymous with bureaucracy. In this session, we will bust this myth, and show you the missing architectural link that allows Business Process & Organization Culture to enable Business Agility.
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Getting Value from
User-Centric Process Libraries Suzy Jearum, Senior Quality Manager, ING Direct Kerry Ann Christelow, Business Process Technical Manager, Skanska Ray Mullins, Business Process Library Manager, General Dynamics ING Direct, Skanska and General Dynamics have all adopted a Process Library as a platform for capturing, sharing and improving our business processes. Although we have all used the platform in different ways to achieve our specific business objectives, we share the same common belief that devolved ownership and a user-centric process repository is vital. We have all been very successful with the approach. This session will share our experiences and delegates will learn:
The presenters are business people with a business focus (not too technical). The session will be practical, collaborative and focused on the business value we have to deliver from corporate investment in processes. |
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Using Facilitation
to Deliver Leaner and More Innovative Processes Marc Revitt, Continuous Improvement Manager, Premier Foods Tony Mann, Director, Resource Strategic Change Facilitators In an ever-changing world, companies need to be lean to remain competitive. The problem, however, is that we keep hearing the same things year after year: 'give me more, give it me faster, give it me cheaper'. Lost in this conversation is the equally important need for process improvement and innovation. We must ensure that standardisation and lean approaches which offer a reduction in the cost base do not do so at the expense of innovation and continuous improvement. When done well, process facilitation techniques can ensure we accomplish these dual goals. By attending this session delegates will be introduced to the facilitation-based work being done at a manufacturing site (yet the lessons are transferable to wherever innovation and cost are involved). They will learn:
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| 11:25-12:15 CONCURRENT SESSIONS | |||||||||||||||
Wednesday
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Nothing is Plain
Sailing: Experiences Implementing Business Architecture Within an Insurance
Company Andrew Turner, Senior Business Analyst, Hiscox Insurance Chris Waters, Enterprise Architect, Hiscox UK Hiscox is an international specialist insurer, underwriting a diverse range of personal and commercial insurance risks. The company operates in a market sector which has a very traditional operating model, where change is often resisted unless imposed by regulation. Consequently, gaining support and commitment to establish a blueprint Business Architecture against which the IT Architecture strategy could be aligned became a tough challenge to overcome. Hiscox have now established their Business Architecture. The drive has come from within the IT department, where the need had become acute. The story to date is being presented, covering key areas that will help any organisation looking to establish a Business Architecture.
Hiscox is similar to many other organisations, in the financial services sector and beyond. It comprises a number of business units, each having its own strategy and objectives, but lacking the underlying alignment which a business architecture provides. This presentation covers the story of the IT led initiative to develop the business architecture. This is not a text book model, but will demonstrate a real world story that will be interesting and applicable to a wide audience. |
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Architecting
Enterprises: Metaphors for Delivering Innovation and Strategic Value John Good, Enterprise Architect, ITV In fast evolving markets, products and services can come and go more quickly than companies can adapt the enterprise architecture. A challenge for the enterprise architect is to create a sustainable architecture that deliver these product and service innovations. This presentation explores architecting enterprises where there is an overall strategic direction and business model, but a lack of specific requirements. It makes creative use of 4 everyday metaphors to identify sources of innovation and suggest suitable enterprise architectures that align with the company strategy. Examples for a number of industries will be presented. The techniques shown will enable the audience to:
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Architecture and
Quality Management at Shell – Do We Need to Choose? Daniel Jeavons, Group Process Architect, Shell Kathy Long, BPM Lead, Shell Within many organisations there are multiple teams that look at ‘process’ from different perspectives. This session will focus on two of these perspectives:
This session takes Shell as a case study of a common problem and seeks to identify commonality between these 2 approaches, as well as identifying where theses perspectives genuinely differ. It also seeks to show how within Shell a single Enterprise Process Model has acted as a reference point to reconcile these two viewpoints. |
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The New BPM
Adaption - Managing Structured and Unstructured Processes Under the Same
Umbrella Alberto Manuel, CEO, Process Sphere There are some companies, highly coupled with structured processes and others where there is a lot of unstructured execution to provide a solution to a customer. Still both realities coexist. This means that not everything is black or white and sometimes is grey and BPM as a management discipline must have the capabilities to manage both realities blended together, but somehow forgot to embrace the unstructured paradigm. In this session you will learn:
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Modelling Failure
– How Process Modelling Goes Wrong, and What to Do About It Alec Sharp, Senior Consultant, Clariteq Systems Consulting Process modelling is an essential skill for business process specialists and architects alike. They may work within different contexts, at different levels of detail, but both must be able to develop models that support communication among a wide range of participants. Unfortunately, the communication often gets lost. Whether it’s because of irrelevant abstraction and generalization, or an excruciatingly complex “deep dive for detail,” the result is the same – confusion, frustration, and detachment among the very people who must be involved. It doesn't have to be this way. Drawing on over 30 years of successful modelling experience, this presentation provides techniques and guidelines for producing useful models that lead to involvement and buy-in. Some of the common problems addressed include:
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| 13:00-13:40 Perspective Sessions | |||||||||||||||
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TBA |
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| 13:45-14:35 CONCURRENT SESSIONS | |||||||||||||||
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Influencing
Business Change with Enterprise Architecture Philip Hellyer, Enterprise Architecture Group Lead, Carphone Warehouse At Carphone Warehouse, Enterprise Architecture has spread from its origins in the IT department to influencing the board room, shaping executive change programmes. Our core challenge is to enable coherent and sustainable views across the breadth of our enterprise, while maximising the value of our investments. With an understanding of the priorities of our business as a whole, and of the technologies, partners, and services available, we ensure that the right options are considered whenever we are involved in making changes to our business, whether these include IT or not. Follow the journey of EA at the Carphone Warehouse:
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Incorporating
Enterprise Risk Management into Enterprise Architecture Terry Merriman, Chief Architect, OAD Consulting Inc Enterprise Architecture is typically used to drive a project portfolio to address modifications to or introduction of new business processes or the introduction of new technologies. However, this does not directly address operations, compliance, or reporting risks faced by the enterprise. This session will discuss how the COSO framework for Enterprise Risk Management can be incorporated into Enterprise Architecture. It will illustrate how to manage objectives, risks, risk responses, controls, and the processes and automation that realize the controls, in order to provide continuous monitoring of the enterprise. Gaps in the controls provide an additional influence on project portfolio.
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Wednesday
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Business Models
and Enterprise Architecture: Connecting Innovation and Implementation Remco Blom, Senior Consultant, BiZZdesign Frank Bakema, Head Strategy and Strategic Accounts and Deputy Director Corporate Education & Research, Wageningen UR In this presentation we give a short introduction on the popular Business Model Canvas and explain how to apply this as a business architect. Business Models help the modern architect to present architectural views in a business relevant context! The power of the Business Model Canvas approach is illustrated with a case that shows how a large research organisation innovates its business model in a tough economic climate. But what is your next step? Once you have your Business Model defined, you should be able to relate this to your enterprise architecture. We present a well thought through approach on how to relate business model canvasses to architecture approaches and models to be able to create realistic implementation roadmaps.
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Change Management
Through Process Innovation in Turkcell Sule Pasin Hogburn, Senior Analyst, Turkcell Selim Imer, Senior Analyst, Turkcell How do you implement core change in complex environments? How can you keep focus when you are balancing multiple and possibly conflicting objectives? How do you prioritise your customer requests when all are the ‘most important’? How do WE manage and implement change in Turkcell, one of world's biggest and most dynamic telecommunications operators? In this session, Turkcell business analysts will share their experiences about:
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Business Process
Management within BNY Mellon Randall Overby, Managing Director, BPM Team, BNY Mellon UK This presentation illustrates BNY Mellon's BPM journey and how they have utilised BPM to support transformation initiatives throughout the organization. We explore how Business Process Management (BPM) portrays a management approach focused on aligning all aspects of BNY Mellon with the needs of their clients. It employs a holistic management approach that promotes business effectiveness and efficiency while striving for innovation, flexibility and integration with technology. What delegates will learn from this session:
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| 14:40-15:30 CONCURRENT SESSIONS | |||||||||||||||
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Mastering Your
Architecture Skills Michael Rosen, Director, Business and Enterprise Architecture, Cutter Consortium Many organizations have adopted enterprise, business or IT architecture, created architecture organizations, and given people the job title of ‘architect’. Unfortunately, just having the title architect doesn’t mean that you have the proper skills or know the industry best practices associated with the job. This session discusses the skills needed to be an effective architect and how to obtain and improve them. The presentation explores the basic skills of an architect such as information discovery, identifying and questioning assumptions, integration of information and context, conceptualization, abstraction, visualization, formalization, communications, etc. In the process, it uses a variety of different architectural tasks, some from projects, some from strategy, some from portfolio management, etc. to illustrate the fundamental skills across a range of activities that EAs typically perform in different organizations. Particular issues examined include:
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MODEM – Building a
Semantic Foundation for EA: Reengineering the MODAF Meta-Model Based on the
IDEAS Foundation Model Mikael Hagenbo, Supreme Commanders Staff, Head of Architecture, Swedish Armed Forces Lars-Olof Kihlstrom, Senior Consultant, Generic Systems Sweden Chris Partridge, BORO Solutions Ian Bailey, Model Futures For western nations, modern military operations are typically coalitions; involving forces from a number of other nations. Success depends upon being able to integrate these forces. From an enterprise architecture perspective, the key challenge is the interoperability and integration of the nation’s enterprise architectures – typically using different national frameworks. The multinational IDEAS Group has developed an ontology-based semantic meta-framework to resolve this and the member nations are now migrating their architectural frameworks to this meta-framework. This presentation describes the migration of the UK-developed UML-based MODAF framework to the IDEAS-based MODEM framework. It will cover:
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Process and Information Architectures: - Finding the Missing Link to Concurrently Improving Business Capabilities Across the Enterprise
Louise Harris, President, SToS Consulting Inc The value and quality of information used for strategic and operational decision making is directly related to the quality and consistency of the processes and rules employed to create and maintain the information. This presentation will unfold how Process Architecture and Information Architecture together enable improved business capabilities including:
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Achieving Business
Transformation Through Dynamic Case Management and Analytics Setrag Khoshafian, Chief Evangelist & VP, BPM Technology, Pegasystems Inc. To achieve business transformation organisations need agile IT systems that are flexible enough to adapt to the changing business environment without incurring intolerable costs. Using Dynamic Case Management, businesses can support planned as well as unplanned collaborative work for knowledge workers, with complete visibility of the case hierarchy as well as the flexibility of dynamic changes to case tasks, content, or events. Enterprise solutions constantly generate data from customer interactions, service provisioning, or support processes. Though predictive and adaptive analytics, businesses can extract valuable insight from data and infuse that insight into key business decisions in case tasks. Leveraging analytics in dynamic cases is the foundation of business transformation. Drawing upon business case studies, Dr. Setrag Khoshafian will offer insight into how organisations can achieve business transformation by:
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Value Chain and
Process Map - Lifesavers in the Process Jungle Jaan Metsa, Process Framework Manager, Swedbank This is a real-life example about process framework establishment for internal IT organization, responsible for both operating and developing IT Services. A distributed process management approach was used to ensure maximum visibility and involvement of line units. The approach required strong matrix management to align process execution across different units. As a foundation two concurrent sets of legacy processes and different IT-related best practices were used. Two main concepts were introduced to guide and organise process work:
Key learnings:
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| 16:00-16:50 CONCURRENT SESSIONS | |||||||||||||||
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How Modelling
Process and Data Supports Advanced Research in a Biopharmaceutical Business Tim Franklin, Principal Business Consultant, IPL Ranjeeva Ranasinghe, Business Analyst, GlaxoSmithKline This major pharmaceutical company is actively de-risking its research and development portfolio through diversification into the nascent field of Biopharmaceutical drugs, requiring a whole host of complex activities associated with drug discovery, research and clinical trials. It is crucial that the people, process, information and systems required to support this trailblazing science are both efficient and flexible. The R&D IT Department combines a range of leading edge process and data modelling techniques to provide a rich view of the information concepts flowing between processes and systems in terms of reports, regulatory submissions, leads and cell lines. A case study will be presented to show how these techniques are used to capture processes through the full lifecycle, sketch the conceptual 'plumbing' for the information flows, and document Biopharm business concepts. This session will also cover how the results are made accessible in a repository tool and deployed in the system development lifecycle. Benefits have included improved impact analysis for new initiatives and better alignment between business needs and technology across the whole Biopharm organisation. |
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What Should We Do
Today? Kanban and Systems Thinking Applied to Architecture Teams Jon Hill, Independent Enterprise Architect, T Zero Technology Benjamin Mitchell, Independent Consultant The demands placed on architecture teams are complex with many stakeholders who have expectations that the team can respond to everything from fire-fighting to strategy development. However the tools and approaches available to manage this work are rarely discussed. This talk is an experience report based on building and running a new architecture team within an insurance/finance company. Jon and Benjamin will discuss the approaches they took to quickly gain visibility of the work, to understand how the team fitted within the system, or wider context of the organisation, and to surface information that the team could use to learn and improve. They will cover:
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How to Move from
Enterprise-Wide Process Modeling initiative to Enterprise Business Architecture
Initiative Eswar Ganesan, Business Process Analyst, Atradius Credit Insurance Enterprise wide large scale process modeling initiatives are becoming increasingly common among enterprises in all industry domains. Such operationally cumbersome initiatives often require a structured enterprise process modeling framework and maturity assessments. Predominantly run by the BPM centre of an enterprise, this initiative creates a repository of hundreds of business processes and makes it available to stakeholders for process knowledge management and IT project applications purposes. This documentation effort becomes draining and monotonous for process analyst teams after a period of time and can lose steam if critical resources move out of the team. What delegates can learn:
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Putting the Brain
into Business Process Management Tom Gillingwater, NeuroOrg Consulting & University of Edinburgh David Gillingwater, NeuroOrg Consulting & Loughborough University As organizations become business process-oriented, barriers arise that reduce effectiveness. Some are technological but often it is the ‘people factor’ that hinders progress. If BPM is to be implemented successfully then this needs to be addressed. To date there has been little BPM research that addresses the ‘people factor’ and the crucial role of strategic leadership. Our paper proposes a novel way forward based on a neuroanatomical approach to addressing the critical interplay between business processes, strategic leadership and organizational performance.
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The Decision
Model: How to Keep Your Head Above the Water in the Sea of Business Rules Uffe Donslund, Partner, Strand & Donslund There are literally thousands of business rules involved in any fair sized business area, and many projects have struggled trying to define the rules from the bottom up. Looking at business rules from a decision management perspective greatly improves the analysis process and simplifies your process models as well. The decision model combines a simple graphical notation with decision tables and fits together with process modeling notations such as BPMN and information modeling notations such as UML. The model supports business and IT in working together to define business logic. It is independent of implementation technology, and can be deployed in different run-time environments.
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| 16:50-17:15 | |||||||||||||||
Wednesday |
Conference Close Sally Bean, Sally Bean Ltd Roger Burlton, BPTrends Associates |
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