Think Tank Europe Program

Produced and Managed by the Object Management Group

Program

Tuesday, November 11, 2008

0900-0915

Conference Welcome & Opening Remarks
Karen Larkowski, President, Research Services, The Standish Group

0915-1000

Keynote: The Process Challenge
Jan Baan, Founder and Chief Executive Officer, Cordys

To lead in this business environment is to embrace change. The modern firm must be highly flexible and be able to change its business strategy very quickly. To resolve the gap between lagging infrastructure and the now required rapid strategic change, a business process layer is required. Cordys has taken the lessons from the past and applied them to a new approach – the Cordys Business Operations Platform. A key question posed in the presentation is why organizations should, and how they can, build such a Business Operations Platform thereby enabling true business agility. Understanding that implementing the Business Operations Platform allows the business leaders of the enterprise to design, build, and rapidly deploy executable business processes directly from those designs is crucial in ensuring that business can compete in the global process driven economy. In this presentation you will also find the critical ideas for what you should do particularly well to win as a networked company.

1000-1015

Morning Refreshments

1015-1030

Roundtable Introduction & Instructions

1045-1200

Roundtable Session 1

Table #	Topic	Leader
1-1	Business Process Governance in the Real World Come and discuss what BPM governance programs you've put in place, either for single BPM projects or for company-wide programs. Governance is an overused word and often a "warm and fuzzy" term. We're going to be discussing the tangible aspects of what each participant has done to infuse BPM into the culture of your company in a programmatic way; things that worked and things that didn't. As food for thought, feel free to take a look at a recent blog post on governance http://blog.lombardicto.com/2008/06/on-bpm-governan.html	Phil Gilbert President Lombardi Software
1-2	How Should the Strategic Plan Drive the Enterprise? Business processes define the operation and integration of services in an SOA. Services define business capabilities. The strategic plan should focus on the contributions of internal services to the delivery of value to customers. This perspective should drive the development or improvement of capabilities and the processes that drive them to enhance customer value or enable the delivery of new products or services.	Fred Cummins, EDS Fellow EDS Technology Strategy & Architecture
1-3	How Does Organizational Process Maturity Contribute to Regulatory Compliance? The need for compliance is on the agenda of every major corporation. Be it a quality assurance initiative such as the ISO standards, a financial audit law such as Sarbanes-Oxley (SOX), or an IT best-practice implementation such as ITIL, companies worldwide are seeing the need to manage compliance as part of their everyday business activities. The most successful approach to this need is Business Process Management, and as a company moves forward in process maturity, it will discover that compliance and organizational maturity go hand in hand. Join us to discuss the benefits that clearly defined processes and collaboration bring to compliance programs. For a primer on this discussion, check out: http://interfacing.com/ComplianceSOX-ISO-BASEL-Six-Sigma-Risk/Risk	Scott Armstrong Business Development Manager Interfacing
1-4	Achieving Collaboration Between Business and IT in BPM Many BPM projects involve the business only at the very beginning of the modeling stage, then shift the project over to become IT's responsibility. This tends to result in processes that aren't really what the business needs, and over which they have no control. Collaboration throughout the BPM project can resolve many of these issues, but requires the right tools, techniques and attitudes to make it happen. This roundtable will discuss ideas for how collaboration between business and IT can best be achieved throughout a BPM project lifecycle.	Dr. Sjir Nijssen CTO PNA Group
1-5	Business Involvement in Business Process Modeling Business involvement is critical to the success of any business process modeling project. This roundtable investigates who should lead business process modeling, who should participate, and what are some lessons learned and best practices.	Albert Fleischmann Founder jCOM1
1-6	Combining Event Processing with BPMS for Agility Complex (aka Continuous) Event Processing is a relatively new technology that is relevant for situation awareness (e.g. process exceptions, KPIs, BAM), track and trace (e.g. entity management), and sense and respond (e.g. dynamic workflow invocation based on changing circumstances, automated decision management). This round table will explore what, why, where and how CEP might provide (or is providing) value to BPM users (and vice versa).	Paul Vincent Rules Manager TIBCO Software
1-7	From ERP Through SOA to Web 2.0- New Ways of Process Execution SOA has provided new ways for IT to access ERP and legacy systems and data. With Web 2.0 technologies moving into the enterprise, we now have opportunities to pull information together from these SOA-based initiatives and into new kinds of process execution applications. At this Roundtable, we'll discuss how the changing technology foundation has changed the process execution landscape, and how it resolves or introduces problems for the Business.	Robert Lario Principal Visumpoint, LLC
1-8	How Business Process Management Enables Innovation To master the challenges resulting from today's permanently changing business environment, innovation - especially business process innovation - has become a core focus area for successful organizations. To ensure long-term survival, an enterprise must make innovation part of day-to-day business. In this Roundtable, we'll explore how enterprises can attain desired revenue and profit growth and high performance through business process innovation.
1-9	Managing Complexity in a Process Driven World Discuss what strategies are being instituted to deal with today’s very complex business environments when coupled with the idea of continuous processes improvement and the need to move forward with business goals. Constraint management is a key tenet in dealing with complexity, core processes, and organizational capability and in this round table we will investigate various examples of how businesses are employing this technique and others to achieve optimum benefits.	Steve Ross-Talbot Cognizant
1-10	Managing Emergent Processes An emergent business processes is a business process that is highly dynamic. Each instantiation of the process is different from the instantiations that have already occurred: different activities, different ordering of those activities, and different participants. Emergent business processes are common in creative domains such as new product development, advertising, and strategy creation. This roundtable will explore how an emergent process can be managed: what tools and techniques are appropriate?	Derek Miers CEO BPM Focus
1-11	What are the Business Implications of a Value Chain Model? Is it too good to be true? Can a VC model be utilized to quickly transform business processes for the enterprise? Will using a VC model provide accuracy and fidelity of business requirements? How will a VC model help with model based enterprise architectures?	Scott Palmer Executive Director Value Chain Group, Inc.

1200-1300

Lunch

1200-2000

Demonstration Area Open

1300-1345

Case Study: Culture Change – The Forgotten Variable
David Broadbent, Business Process Consultant, Parity Business Solutions

A telecommunications company needed to find why customer complaints were rising and circuits were not being delivered to plan. My team found that the internal metrics did not reflect the end-to-end process and when we measured things from the customers’ perspective we found that instead of the posted 80% plus performance to target, only 12% of orders were on time.
The team pulled together to ‘fix’ this problem was drawn from the whole end-to-end process but, tellingly, they had never met before, there was a big blame culture and people were only interested in their part of the process.
Facilitating them to work as a cross functional team, they started to appreciate the full process, how what they did had a direct affect on others and that they had to work together to ‘fix’ the problem. They moved from a blame culture to a collaboration culture. The proof of this change in culture was demonstrated when the team established that more information needed to be collected at the start of the process. This meant that the front end team had to do more work, with no more staff, taking longer on each order, therefore, making them less efficient, which was what they were measured and bonused on. However, the outcome of this change was that the end-to-end process became more efficient and more orders were delivered on time. This was a message an external person would have not been able to sell to them, but the fact that they had reached this conclusion themselves meant that they were committed to making the required process changes work.

1345-1500

Roundtable Session 2

Table #	Topic	Leader
2-1	Business Process Governance in the Real World Come and discuss what BPM governance programs you've put in place, either for single BPM projects or for company-wide programs. Governance is an overused word and often a "warm and fuzzy" term. We're going to be discussing the tangible aspects of what each participant has done to infuse BPM into the culture of your company in a programmatic way; things that worked and things that didn't. As food for thought, feel free to take a look at a recent blog post on governance http://blog.lombardicto.com/2008/06/on-bpm-governan.html	Phil Gilbert President Lombardi Software
2-2	How Should the Strategic Plan Drive the Enterprise? Business processes define the operation and integration of services in an SOA. Services define business capabilities. The strategic plan should focus on the contributions of internal services to the delivery of value to customers. This perspective should drive the development or improvement of capabilities and the processes that drive them to enhance customer value or enable the delivery of new products or services.	Fred Cummins EDS Fellow EDS Technology Strategy & Architecture
2-3	How Does Organizational Process Maturity Contribute to Regulatory Compliance? The need for compliance is on the agenda of every major corporation. Be it a quality assurance initiative such as the ISO standards, a financial audit law such as Sarbanes-Oxley (SOX), or an IT best-practice implementation such as ITIL, companies worldwide are seeing the need to manage compliance as part of their everyday business activities. The most successful approach to this need is Business Process Management, and as a company moves forward in process maturity, it will discover that compliance and organizational maturity go hand in hand. Join us to discuss the benefits that clearly defined processes and collaboration bring to compliance programs. For a primer on this discussion, check out: http://interfacing.com/ComplianceSOX-ISO-BASEL-Six-Sigma-Risk/Risk	Scott Armstrong Business Development Manager Interfacing
2-4	Achieving Collaboration Between Business and IT in BPM Many BPM projects involve the business only at the very beginning of the modeling stage, then shift the project over to become IT's responsibility. This tends to result in processes that aren't really what the business needs, and over which they have no control. Collaboration throughout the BPM project can resolve many of these issues, but requires the right tools, techniques and attitudes to make it happen. This roundtable will discuss ideas for how collaboration between business and IT can best be achieved throughout a BPM project lifecycle.	Dr. Sjir Nijssen CTO PNA Group
2-5	Business Involvement in Business Process Modeling Business involvement is critical to the success of any business process modeling project. This roundtable investigates who should lead business process modeling, who should participate, and what are some lessons learned and best practices.	Albert Fleischmann Founder jCOM1
2-6	Combining Event Processing with BPMS for Agility Complex (aka Continuous) Event Processing is a relatively new technology that is relevant for situation awareness (e.g. process exceptions, KPIs, BAM), track and trace (e.g. entity management), and sense and respond (e.g. dynamic workflow invocation based on changing circumstances, automated decision management). This round table will explore what, why, where and how CEP might provide (or is providing) value to BPM users (and vice versa).	Paul Vincent Rules Manager TIBCO Software
2-7	From ERP Through SOA to Web 2.0- New Ways of Process Execution SOA has provided new ways for IT to access ERP and legacy systems and data. With Web 2.0 technologies moving into the enterprise, we now have opportunities to pull information together from these SOA-based initiatives and into new kinds of process execution applications. At this Roundtable, we'll discuss how the changing technology foundation has changed the process execution landscape, and how it resolves or introduces problems for the Business.	Robert Lario Principal Visumpoint, LLC
2-8	How Business Process Management Enables Innovation To master the challenges resulting from today's permanently changing business environment, innovation - especially business process innovation - has become a core focus area for successful organizations. To ensure long-term survival, an enterprise must make innovation part of day-to-day business. In this Roundtable, we'll explore how enterprises can attain desired revenue and profit growth and high performance through business process innovation.
2-9	Managing Complexity in a Process Driven World Discuss what strategies are being instituted to deal with today’s very complex business environments when coupled with the idea of continuous processes improvement and the need to move forward with business goals. Constraint management is a key tenet in dealing with complexity, core processes, and organizational capability and in this round table we will investigate various examples of how businesses are employing this technique and others to achieve optimum benefits.	Steve Ross-Talbot Cognizant
2-10	Managing Emergent Processes An emergent business processes is a business process that is highly dynamic. Each instantiation of the process is different from the instantiations that have already occurred: different activities, different ordering of those activities, and different participants. Emergent business processes are common in creative domains such as new product development, advertising, and strategy creation. This roundtable will explore how an emergent process can be managed: what tools and techniques are appropriate?	Derek Miers CEO BPM Focus
2-11	What are the Business Implications of a Value Chain Model? Is it too good to be true? Can a VC model be utilized to quickly transform business processes for the enterprise? Will using a VC model provide accuracy and fidelity of business requirements? How will a VC model help with model based enterprise architectures?	Scott Palmer Executive Director Value Chain Group, Inc.

1500-1530

Afternoon Refreshment in Demonstration Area

1530-1600

Realizing Business Benefits Through the Use of BPM Standards

In this presentation, we'll bypass the stories about how industry standards are adopted, and minimize the descriptions of how they work, to focus on what's really important to the business side: What can BPM standards bring to your bottom line, and how can you maximize your return from use of standards-compliant BPM languages, tools, and frameworks? Using examples from a number of vendors and consultants, this presentation will show how savvy companies are using industry standards to business advantage.

1600-1700

Vendor Panel: "On-Demand BPM" - Beyond the Buzzword: Effects and Impacts on your Business

Recent vendor announcements for "On-Demand" and "Software-as-a-Service" BPM solutions are generating a bit of buzz. The interesting thing is that the various offerings are quite different - ranging from managed server hosting (with obvious IT benefits), to entirely new on-line BPM applications that enable large-scale design collaboration in real-time (with benefits to The Business). In this panel session, BPM vendor visionaries explain their different points of view on what On-Demand BPM is all about, and exactly how it matters to you and your business.

Moderator: Derek Miers, CEO, BPM Focus
Theodoor van Donge, CTO, Cordys
Andy Wisbey, Director-Indirect Channels (Europe), Lombardi Software
John Hoogland, CEO, Pallas Athena International
Additional Panelists TBA

1715-1800

Roundtable Reports

1800-2000

BPM Think Tank Europe Reception

Wednesday, November 12, 2008

0900-0915

Conference Updates / Administration
Karen Larkowski, President, Research Services, The Standish Group

0915-1000

Keynote: Business Processes: The Basis for Linking BPM and SOA
Dr. Wolfram Jost, Board Member, IDS Scheer AG

Operative business management and the related process management is influenced by many aspects, such as economic goals, innovation goals, quality goals or legal requirements. This type of management therefore needs its own process: the Business Process Management (BPM) lifecycle. However, BPM is often mistaken for the technical implementation of a service-oriented architecture (SOA).
Today, the discussion about SOA is strongly driven by IT departments and tends to be very technology-focused. The result is that BPM is often put on a level with technical workflow and integration of IT systems. But within this technical discussion about SOA, the real focus of the IT departments is lost, which is the support of flexible enterprise business processes.
A service-oriented architecture starts and ends with an organization's business processes. That is why Dr. Wolfram Jost will present an integrated, ARIS-based SOA approach in his lecture. He will show how a business-driven SOA can help implement flexible service-based processes that support business goals.

1000-1015

Roundtable Introduction & Instructions

1015-1030

Morning Refreshments

1030-1145

Roundtable Session 3

Table #	Topic	Leader
3-1	How Should Service Oriented Architecture Change the Business? Services are delivered by business units that manage the associated business capabilities. SOA should provide the basis not only for design of applications, but for design of the business units that use the applications to deliver services. A service oriented enterprise should be a flexible composition of business units that provide services internally and to end customers.	Fred Cummins EDS Fellow EDS Technology Strategy & Architecture
3-2	Business Process Governance - How to Organize the Process of Process Management BPM is an approach to lead a company in a market and customer driven way in order to achieve key business goals. Therefore BPM also requires processes that have to be managed. Process Governance delivers the rules and guidelines to manage the process of BPM. The Roundtable will discuss the key components of process governance and how they can be implemented.	H.E. Toebak Principal Consultant BPM - Operational Excellence Capgemini Consulting & Global Leader Operational Excellence
3-3	Barriers to Process Improvement Most would agree that the excitement and value of BPM lies in the promise of process improvement - to increase efficiency, productivity, effectiveness, and competitiveness. Of course, visibility and analysis are critical: What process areas need to be improved? What improvements will yield the best return? But improvements can also be blocked by other barriers: cultural, political, financial, organizational, etc. In this roundtable, the participants will share real-world examples of common process improvement obstacles, and successful approaches to overcome them.	Andy Wisbey Director-Indirect Channels (Europe) Lombardi Software
3-4	BPM in Government Many government agencies, both of European countries and the EU itself, already use BPM to successfully meet challenging and changing requirements within constrained budgets. Of the rest, some departments are getting ready to implement BPM, while others perform preliminary evaluations. Should your department implement BPM? Or, if you're already process-oriented, are you getting maximum benefit from your efforts? Bring your questions and stories to our table for an in-depth discussion of BPM in Government.	Edwin H.J. Kok Vice President Capgemini Consulting & Global Leader Operational Excellence
3-5	Business Process Management and Business Frameworks Companies utilize BPM as a framework that provides the basis for continuous improvement that may be integrated with IT services. Frameworks provide the reference architecture building blocks and industry standard metrics to connect your enterprise results chain and give it "life." Methodologies enable companies to align and translate the enterprise results chain into an "executable" plan that will allow companies to measurably realize strategy, goals and objectives. Is there a Holy Grail?	Scott Palmer Exec. Director Value Chain Group, Inc.
3-6	Business Process Management in Small and Medium Companies Small and Mid-sized companies have special problems when it comes to BPM. They need to plan more carefully, be more focused, and rely more on packaged applications and outside consultants. On the other hand, processes are just as important, and outsourcing may be even more important. This round table will consider the special problems small and mid-sized companies face. We will consider data drawn from the latest BPTrends BPM survey on what small and mid-sized companies are doing and then consider what recommendations experience suggests for BPM practitioners at these companies.	Christopher Mott Cordys
3-7	How Can Models Improve Business Agility? Competitors bring out new products, customers demand ever faster turnaround times and lower prices, regulations changethe challenges for the modern organization are myriad. As our business climate evolves ever more rapidly, the organization needs the capability to change and adapt to these challenges, innovating its operational processes in response. This Round Table will discuss the various ways in which models enabling a more agile business – from the high level strategic perspective of Capability development, through deriving an appropriate process architecture, right down into the SOA IT stack and execution.	Derek Miers CEO BPM Focus
3-8	Measurement of Process Excellence If we believe that process excellence is a key determiner of business performance and results, then we need to figure out how to measure process excellence and use the measures to support the company’s business goals and strategy: How do we derive process excellence goals and measures from the company’s business goals and strategy and maintain traceability between them? What measurement methods (e.g., Goal-Question-Metric, Balanced Scorecard, and Six Sigma) are most useful? Are there any special considerations in using these methods for measuring process excellence? How are these measures used to drive process excellence?
3-9	The Relationship Between BPMS & Business Intelligence Business Intelligence (BI) isn’t just about results – it’s about results that make sense. To get the most out of these results, your company must understand how they were achieved. Managing business processes alongside Business Intelligence and Performance metrics gives your company a true perspective on how it is performing, how it got there and what changes need to take place to get to the next level. This discussion will focus on how putting processes at the base of your company through the implementation of Business Process Management Software (BPMS) provides the context needed to leverage BI data, giving you the power to make effective decisions that bring out the best results. To learn more before joining the discussion, check out: http://interfacing.com/Process-Performance-Business-Intelligence-BI	Meir Levi CEO Interfacing Technologies
3-10	The ROI of Model Driven Business It may not be difficult to recite the intangible benefits of adopting Business Process Management as both business and information technology strategies. Getting and maintaining enduring executive sponsorship and commitment, however, requires a solid assessment of the tangible benefits. The ROI of Model Driven Business Round Table will focus on best practices in assessing, differentiating, delivering, and measuring the "numbers" that provide for successful implementation programs and steady state operations.
3-11	What Should the Executive Dashboard Provide? The summarization of operating information in tabular and graphical form coupled with event alerts based on predetermined thresholds is becoming more prevalent as BPM enters the mainstream. An increasingly common presentation form for this information is the “dashboard.” This session will explore the design and use of dashboard techniques including summarization (roll up), decomposition (drill down), visual/ graphic displays, and threshold event alerting.

1145-1230

The Real Meaning of Process on Demand
Jon Pyke, Chief Strategy Officer, Cordys

Successful companies are embracing change by innovating aggressively and mastering operational efficiency. The concept of Process on demand is not SaaS, as most assume, but is next-generation BPM that enables you to build to innovate, respond faster to rapidly changing business conditions and drive the most value out of your existing systems. It puts existing and new processes in the direct control of the business through innovative use of Business Services, allowing you to achieve true alignment of business and IT.

1230-1330

Lunch

1330-1445

Roundtable Session 4

Table #	Topic	Leader
4-1	How Should Service Oriented Architecture Change the Business? Services are delivered by business units that manage the associated business capabilities. SOA should provide the basis not only for design of applications, but for design of the business units that use the applications to deliver services. A service oriented enterprise should be a flexible composition of business units that provide services internally and to end customers.	Fred Cummins EDS Fellow EDS Technology Strategy & Architecture
4-2	Business Process Governance - How to Organize the Process of Process Management BPM is an approach to lead a company in a market and customer driven way in order to achieve key business goals. Therefore BPM also requires processes that have to be managed. Process Governance delivers the rules and guidelines to manage the process of BPM. The Roundtable will discuss the key components of process governance and how they can be implemented.	H.E. Toebak Principal Consultant BPM - Operational Excellence Capgemini Consulting & Global Leader Operational Excellence
4-3	Barriers to Process Improvement Most would agree that the excitement and value of BPM lies in the promise of process improvement - to increase efficiency, productivity, effectiveness, and competitiveness. Of course, visibility and analysis are critical: What process areas need to be improved? What improvements will yield the best return? But improvements can also be blocked by other barriers: cultural, political, financial, organizational, etc. In this roundtable, the participants will share real-world examples of common process improvement obstacles, and successful approaches to overcome them.	Andy Wisbey Director-Indirect Channels (Europe) Lombardi Software
4-4	BPM in Government Many government agencies, both of European countries and the EU itself, already use BPM to successfully meet challenging and changing requirements within constrained budgets. Of the rest, some departments are getting ready to implement BPM, while others perform preliminary evaluations. Should your department implement BPM? Or, if you're already process-oriented, are you getting maximum benefit from your efforts? Bring your questions and stories to our table for an in-depth discussion of BPM in Government.	Edwin H.J. Kok Vice President Capgemini Consulting & Global Leader Operational Excellence
4-5	Business Process Management and Business Frameworks Companies utilize BPM as a framework that provides the basis for continuous improvement that may be integrated with IT services. Frameworks provide the reference architecture building blocks and industry standard metrics to connect your enterprise results chain and give it "life." Methodologies enable companies to align and translate the enterprise results chain into an "executable" plan that will allow companies to measurably realize strategy, goals and objectives. Is there a Holy Grail?	Scott Palmer Exec. Director Value Chain Group, Inc.
4-6	Business Process Management in Small and Medium Companies Small and Mid-sized companies have special problems when it comes to BPM. They need to plan more carefully, be more focused, and rely more on packaged applications and outside consultants. On the other hand, processes are just as important, and outsourcing may be even more important. This round table will consider the special problems small and mid-sized companies face. We will consider data drawn from the latest BPTrends BPM survey on what small and mid-sized companies are doing and then consider what recommendations experience suggests for BPM practitioners at these companies.	Christopher Mott Cordys
4-7	How Can Models Improve Business Agility? Competitors bring out new products, customers demand ever faster turnaround times and lower prices, regulations changethe challenges for the modern organization are myriad. As our business climate evolves ever more rapidly, the organization needs the capability to change and adapt to these challenges, innovating its operational processes in response. This Round Table will discuss the various ways in which models enabling a more agile business – from the high level strategic perspective of Capability development, through deriving an appropriate process architecture, right down into the SOA IT stack and execution.	Derek Miers CEO BPM Focus
4-8	Measurement of Process Excellence If we believe that process excellence is a key determiner of business performance and results, then we need to figure out how to measure process excellence and use the measures to support the company’s business goals and strategy: How do we derive process excellence goals and measures from the company’s business goals and strategy and maintain traceability between them? What measurement methods (e.g., Goal-Question-Metric, Balanced Scorecard, and Six Sigma) are most useful? Are there any special considerations in using these methods for measuring process excellence? How are these measures used to drive process excellence?
4-9	The Relationship Between BPMS & Business Intelligence Business Intelligence (BI) isn’t just about results – it’s about results that make sense. To get the most out of these results, your company must understand how they were achieved. Managing business processes alongside Business Intelligence and Performance metrics gives your company a true perspective on how it is performing, how it got there and what changes need to take place to get to the next level. This discussion will focus on how putting processes at the base of your company through the implementation of Business Process Management Software (BPMS) provides the context needed to leverage BI data, giving you the power to make effective decisions that bring out the best results. To learn more before joining the discussion, check out: http://interfacing.com/Process-Performance-Business-Intelligence-BI	Meir Levi CEO Interfacing Technologies
4-10	The ROI of Model Driven Business It may not be difficult to recite the intangible benefits of adopting Business Process Management as both business and information technology strategies. Getting and maintaining enduring executive sponsorship and commitment, however, requires a solid assessment of the tangible benefits. The ROI of Model Driven Business Round Table will focus on best practices in assessing, differentiating, delivering, and measuring the "numbers" that provide for successful implementation programs and steady state operations.
4-11	What Should the Executive Dashboard Provide? The summarization of operating information in tabular and graphical form coupled with event alerts based on predetermined thresholds is becoming more prevalent as BPM enters the mainstream. An increasingly common presentation form for this information is the “dashboard.” This session will explore the design and use of dashboard techniques including summarization (roll up), decomposition (drill down), visual/ graphic displays, and threshold event alerting.

1445-1500

Afternoon Refreshments

1500-1600

End User Panel: Overcoming Business and Organizational Challenges in a BPM project

Before the IT department can begin its part of a BPM implementation, the business side has its own challenges to overcome. These include project and pilot planning; convincing management they've chosen a worthy target process and that the project will yield a sufficient ROI; cross-department process ownership and resistance from departments unfamiliar with the benefits of a switch to process orientation; and managing process scalability especially as processes grow large. In this panel discussion, End Users who have implemented large-scale BPM projects will draw on their experiences as they describe the ways they overcame business difficulties.

Moderator: Karen Larkowski, President, Research Services, The Standish Group
Panelists: TBA

1600-1700

Roundtable Reports

Last updated on 06/24/2009 by Kevin Hit Counter

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