Think Tank Program

October 6-7, 2008 - Chicago, IL USA

Produced and managed by the Object Management Group in partnership with BPTrends

PROGRAM

Monday, October 6, 2008

0900-0915	Conference Welcome & Opening Remarks Karen Larkowski, President, Research Services, The Standish Group
0915-1000	Keynote - The Economics of Business Process Jim Sinur, Vice President, Gartner There is a co-dependency between economics and business processes that is quite unique. The reality of today's economic conditions drives the need of the kind of productivity and time to market that BPM brings to the table. Not only is the economic opportunity great, but BPM affords the kind of agility to keep current with the changes that are facing businesses today. This session will explore how the benefit pools link with business needs as organizations mature in their leverage of business processes activity. Come hear how organizations have leveraged business process for innovative results with economic impact.
1000-1015	Morning Refreshments
1000-2000	Demonstration Area Open
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	Meir Levi CEO Interfacing Technologies
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.	Sandy Kemsley BPM Analyst and Architect Kemsley Design Ltd.
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.	Ron Zahavi Chief Business Architect Global Business Transformation Unisys
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.	Scott Francis CTO BP3
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.	Trevor Naidoo Senior Director Insight IT Strategy Oracle
1-9	How Globalization Impacts Business Process Management If the world is flat, will a BPM strategy and approach steer us over the edge - or toward the cutting-edge? Do we even know where to find the edge of an end-to-end business process when viewing it through the wide-angle lens today’s business climate demands? BPM is still a brave new world in many respects. Charting a course is challenging enough when it comes to typical roadblocks around communication, collaboration and efforts to balance standardization without compromising innovation. At our roundtable, we will set out to widen our horizons by exploring how these typical BPM challenges are impacted by globalization. We will share “travel tips” learned from past global BPM experiences, in hope of arriving better equipped to steer future business explorations whether the BPM road map reads globalization with an “s” or a “z”.	Janine Erb Product Management Director-Process Management Oracle Corporation
1-10	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.	Lance Gibbs CEO BP3
1-11	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?	David Bridgeland Chief Business Architect Global Business Transformation Unisys
1-12	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

1300-1345

Case Study - People, Process and Technology: The Evolutionary Nature of People-centric Processes
Pat Steinmann, Manager, Request Services Department, Enterprise Rent-a-Car

In 2001, the team that managed the receipt of new work requests in Enterprise Rent-A-Car's IT Department had to modify their processes in response to a change in the company's AS/400 platform. Their approach to this change, improving how they received work, drove additional change and ultimately transformed the request and fulfillment process within the IT organization. As processes improved, more teams sought to take advantage of the efficiencies; the number of teams receiving work through this department grew from six to over 60 by 2008. The increasing breadth of work drove more standards and ultimately led to automation. Pat Steinmann, Department Manager for Enterprise's Request Services Department, will share this journey as an illustration of the interdependencies between people, process and technology and how just getting started on process improvement will drive change in your organization.

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	Meir Levi CEO Interfacing Technologies
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.	Sandy Kemsley BPM Analyst and Architect Kemsley Design Ltd.
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.	Ron Zahavi Chief Business Architect Global Business Transformation Unisys
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.	Scott Francis CTO BP3
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.	Trevor Naidoo Senior Director Insight IT Strategy Oracle
2-9	How Globalization Impacts Business Process Management If the world is flat, will a BPM strategy and approach steer us over the edge - or toward the cutting-edge? Do we even know where to find the edge of an end-to-end business process when viewing it through the wide-angle lens today’s business climate demands? BPM is still a brave new world in many respects. Charting a course is challenging enough when it comes to typical roadblocks around communication, collaboration and efforts to balance standardization without compromising innovation. At our roundtable, we will set out to widen our horizons by exploring how these typical BPM challenges are impacted by globalization. We will share “travel tips” learned from past global BPM experiences, in hope of arriving better equipped to steer future business explorations whether the BPM road map reads globalization with an “s” or a “z”.	Janine Erb Product Management Director-Process Management Oracle Corporation
2-10	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.	Lance Gibbs CEO BP3
2-11	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?	David Bridgeland Chief Business Architect Global Business Transformation Unisys
2-12	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 Derek Miers, CEO, BPM Focus 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 Panelists: George Barlow, Vice President & General Manager, Appian Anywhere Jim Rudden, Vice President-Global Marketing, Lombardi Software Bino Jos, Process Expert, Intalio
1715-1800	Roundtable Reports
1800-2000	BPM Think Tank Reception (in Demonstration Area)

Tuesday, October 7, 2008

0850-0900	Conference Updates / Administrivia / Framing the Day Karen Larkowski, President, Research Services, The Standish Group
0900-1000	Keynote - Five Charters for BPM Governance Phil Gilbert, President, Lombardi Software BPM is beginning to mature. More companies are looking at how to make BPM an internal competency in order to scale the delivery of BPM projects. This move from “project to program” requires new structural capabilities in chartering and governance. Existing project chartering in your company is built to protect against the risk of failure big projects have, and also to weed out small “shadow IT” projects. Because individual BPM projects are not big, they can look a lot like one of these small, incidental projects, so existing chartering requirements are stacked against their approval. We need to change that so that the agility promised by BPM can be achieved at scale. In this talk, I’ll propose five Charters for BPM Governance.
0945-1000	Roundtable Introduction & Instructions
1000-1015	Morning Refreshments
1015-1130	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.	Dr. Mathias Kirchmer Executive Partner - Process Excellence Accenture
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.	Marc Smith Director- Technical Marketing Lombardi Software
3-4	BPM in Government Some federal, state, and local government agencies 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.	Kerry Fuqua Vice President Universal Business Solutions
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.	Karen Larkowski, President, Research Services, The Standish Group
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?	Charlie Weber Consultant
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	Scott Armstrong Business Development Manager Interfacing
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.	Aleks Buterman Head of Technology Strategy & Planning Lincoln Financial Group
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.	George Barlow Vice President & General Manager Appian Anywhere

1130-11-45	Morning Refreshments
1145-1230	Case Study - The Evolution of our BPM Program at National City Bank Farrukh Humayun, Vice President, BPM and BRM Architect, National City Corp. Like many organizations starting to do process improvement, the initial BPM projects at National City Corp. were focused mainly on improving cycle time and reducing administrative costs in the back office - for example, bringing new loan officers on-board more quickly and efficiently. Two years later, our company has branched out from those initial successes and is expanding its process improvement program to include more customer-facing, revenue-generating operations of the business. To accomplish this, we have invested in building our BPM team, bringing on a new wave of BPM analysts and leveraging offshore developers. In this presentation, I'll share the approach we have taken and some of the lessons we have learned in doing enterprise-wide BPM.
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.	Dr. Mathias Kirchmer Executive Partner - Process Excellence Accenture
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.	Marc Smith Director-Technical Marketing Lombardi Software
4-4	BPM in Government Some federal, state, and local government agencies 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.	Kerry Fuqua Vice President Universal Business Solutions
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.	Karen Larkowski, President, Research Services, The Standish Group
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?	Charlie Weber Consultant
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	Scott Armstrong Business Development Manager Interfacing
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.	Aleks Buterman Head of Technology Strategy & Planning, Lincoln Financial Group
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.	George Barlow Vice President & General Manager Appian Anywhere

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: Aleks Buterman, Head of Technology Strategy & Planning, Lincoln Financial Group Pat Steinmann, Manager, Request Services Department, Enterprise Rent-a-Car Madhusudan Reddy, Vice President-Information Technology, Banco Popular North America Additional Panelists TBA
1600-1700	Roundtable Reports

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Last updated on April 27, 2009 by Kevin