The ‘Must Attend’ Event for EA and BPM Professionals

IRM UK Presents

Keynotes and Featured Speakers Include:

Enterprise Architecture Conference Europe 2015

EACBusiness Process Management Conference Europe 2015

BPM

Strategic IT Training Ltd www.irmuk.co.uk

Why Attend This Event• Europe’s only Co-located Conferences on Enterprise Architecture and BPM. This event

provides a unique opportunity to discover the latest approaches and innovative ideas to both BPM and EA and benefit from the synergies between them. Choose to attend 1,2,3 or 4 days of the event.

• Designed by Practitioners for Practitioners. Being neither analyst nor vendor-led, the conferences provide diverse and wide-ranging perspectives on BPM and EA, informed by practical experience.

• Excellent Mix of Vision, Theory and Implementation. Discover new approaches and innovative ideas, while at the same time learning from organisations who have benefited from implementing world-class EA and BPM approaches and solutions.

• World Class Contributors. Learn from the leaders in their field including world recognized motivational speaker Eddie Obeng, Roger Burlton, Chris Potts, John Zachman, Leonard Fehskens, John Gøtze, Sandy Kemsley, Peter Matthijssen, Mike Rosen, Ron Ross and many more…

• Established, recognized and respected conferences. These conferences have brought practitioners, experts and thought-leaders together from around the world for many years, uncovering strategies for success in delivering world-class products, services, processes and systems.

• Fourteen ‘fast track’ pre-conference workshops and three full day post conference workshops. Choose from an unparalleled range of workshops on specific topics to get quickly up-to-speed or fine tune your performance.

• Exhibition and Networking Opportunities. Network with an outstanding group of EA and BPM delegates and speakers. BPM and EA solution providers will be available during the main conference to demonstrate the latest in software and services available and give you the benefit of their insights.

• Get Value for Money. Choose from more than 70 sessions, with 2 tracks on Enterprise Architecture, 2 tracks on BPM and 1 joint track on Business Architecture. Whether you are just getting started or looking for more advanced knowledge you will find sessions that address issues you are facing and people who can advise you.

15-18 June 2015Radisson Blu

Portman HotelLondon, UK

• HSBC• United Utilities• British Gas• Swiss Re• Shell• Bayer AG• Lloyd’s Register• Danfoss A/S• European

Commission• National Bank of

Abu Dhabi• Zurich Insurance• Statoil• TNT Express• The UK Ministry

of Justice• John Lewis• Heathrow Airport• Danish National

Police• Association

of Enterprise Architects

• Forrester Research• Swedish Board of

Agriculture• Air Liquide

• State Revenue Office of Victoria, Australia

• Worcestershire County Council

• Henley Business School

• Rexall/Pharma Plus

• JLT Group• IDC• PenSam• Ruffer LLP• Bridgewater

Associates• VGZ• Folksam• Birkbeck

University• KAS BANK• Brunel Business

School• Avinor• Canal & River

Trust• BHP Billiton• CSC• Capgemini

Case Studies and Contributors Include:

2 Co-located Conferences

Produced By:

GROUPDISCOUNTS AVAILABLE

Prof Eddie ObengMotivational Speaker,

Innovator, Author

Roger BurltonBPTrends Associates

John ZachmanZachman

International

Chris PottsDominic Barrow

Leonard FehskensAssociation of

Enterprise Architects

Derek MiersPrincipal Consultant, Forrester Research

Michael MillerGlobal Finance

Information ArchitectHSBC

Adebayo OdunsiEnterprise Business Architect, United

Utilities

Pierluigi FasanoHead Enterprise

Architecture, Swiss Re

Wolfgang PussakHead of Enterprise

IT Architecture, Bayer AG

Supported by:

Sponsors:

Media Sponsors Include:

Technology Evaluation Centers

www.irmuk.co.uk

Chris PottsDominic BarrowEAC is Europe’s premier independent conference on Enterprise Architecture (EA), dedicated to sharing inspirational stories about the unique value of EA and of Enterprise Architects. With EAC Europe now in its 16th year, I’m sure this year’s conference will be another authoritative and diverse event, centred

on the people who know EA best - Enterprise Architects themselves. Enterprise is the vital engine of growth and prosperity for the world economy, and for every organisation. As a result, EA constantly influences the sustainability and performance of companies, government agencies, charities, and every other kind of enterprise. With the world rapidly moving through and beyond the ‘digital era’, every Enterprise Architect will benefit from exploring first-hand the enterprise designs, models and investments that peers are working on right now, and engaging in person with some of the world’s most respected and renowned EA thought-leaders.

BenefitsfromAttending

• Explore diverse, real-world approaches for EA to achieve maximum impact on enterprise performance.

• Gain practical inspiration and insights from great hands-on stories about successful EA in other organisations. Just a few of the case studies include Swiss Re, Statoil, Bayer AG, John Lewis, Shell, Zurich Insurance, European Commission, National Bank of Abu Dhabi and many more ....

• Pick up tips from seasoned practitioners on innovations in EA, on opening doors, avoiding pitfalls, and on actions you can put into practice immediately.

• Learn how recent mega-trends have all impacted EA - such as Digital Business, IT Consumerization, Cloud-Based Delivery, and Big Data - and how to turn them into great designs, successful investment projects, and real business value.

• Network with speakers, fellow delegates, and solution providers, to share experiences and pick up even more real-world stories and nuggets of wisdom.

• Take-away innovative answers to the challenges and opportunities you are facing, whether you are just getting started in architecture, working to tune your performance, or reaching for the most advanced level of EA maturity.

Introduction from the EA Conference Chair

Roger T. Burlton, BPTrends Associates2015 is the tenth edition of the BPM European conference. As chairman of the event from the outset, it’s very rewarding to see the growth in the profession’s maturity over these years.We know that Business Processes are the engines of the business. Doing

the right things in the right way always assures customer delight, owner results, employee satisfaction and a continuously evolving enterprise. We all know that it is not easy. To be able to continue to architect and improve while we are still running the business day to day is a challenge that requires knowledge, competence, commitment and optimized resources. Establishing and continuously sustaining our processes and the required capabilities to make them work is essential. This is what BPM Europe 2015 is all about. Our focus for this year is to bring the best knowledge, experience and learning opportunities together and design smarter more relevant processes. We will also make sure that we provide a robust treatment of how to realistically manage and govern our enterprises using business processes as the mechanisms of strategy translation and performance management. For a decade BPM Europe has been the premier BPM conference. In 2015 we will continue that tradition with the most comprehensive programme that we have ever had.

BenefitsfromAttending

• This is a pragmatic conference for working practitioners and their managers. The sessions have been carefully selected and reflect real organizations challenges and solutions.

• Alongside the EA and BPM conference tracks, there is also a shared track on Business Architecture, exploring its overlaps with – and distinctiveness from - EA and BPM. Case studies for this track include TNT Express, HSBC, United Utilities, British Gas, Heathrow Airport and Swedish Board of Agriculture.

• The in-depth pre-conference and post-event workshops all allow you to put into practice methods and techniques with hands on working sessions

• The conference sessions cover a full range of BPM issues from strategy and architecture to analysis and design to IT and human change. There is a wide range of topics from which you can choose.

• There will be a special emphasis this year on human behavioural and organizational cultural change.

• Latest insights and innovative approaches will be presented and discussed.• Separate from the sessions you will have the opportunity to view the latest in

software tools to support your efforts.

Introduction from the BPM Conference Chair

PLENARY KEYNOTES

How to Survive in a World Which Changes Faster Than You Can Learn Professor Eddie Obeng, Motivational Speaker,

Innovator, Author, Henley Business School

TED Speaker, Digital and New World Transformation educator and author, Professor Eddie Obeng, will present an engaging keynote session on how the participants need to reassess their roles and influence in a world which has flipped from the traditional. As customers drive the agenda, the design of any organisation not centred on them gains efficiency whilst losing efficacy. And as the pace of change accelerates and all organisations become designed for multi-screen/mobile/24-7 the need to think and design on a bigger scale with more imagination becomes critical. Step by step Eddie Obeng will explore how to think about and influence differently what he calls our ‘World After Midnight’ - a world which looks familiar but works to completely different rules. Participants will leave with some concrete ideas and frameworks on how to thrive in this new, challenging environment.

Designing the Post-Digital EnterpriseChris Potts, Dominic Barrow

The world never stands still. While some enterprises are treating digital business as today’s imperative (or even tomorrow’s vision), markets and consumers are already post-digital.

Designing the post-digital enterprise, and investing in the changes that drive success, are the strategic challenges now facing executives and managers. Faced with a legacy structure, processes and culture, and an inertia still rooted in what worked in the past, how can the changes our enterprise invests in keep pace with the world out there? Can we turn these apparent constraints to our advantage, and quickly enough?

Enterprise Architecture and Business Process Management are essential to the organization’s ability to meet these challenges. There has never been a more important time for the two disciplines to co-ordinate their talents, techniques, knowledge and skills, to guide the key decisions and to shape the change portfolio.

• Welcome to the post-digital world!

• Key characteristics of the post-digital enterprise

• Enterprise inertia – friend or foe?

• Making the most of our EA and BPM talents

• Guiding the key decisions, shaping the change portfolio

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MONDAY 15 JUNE 2015 Pre-Conference Workshops

09:30-17:15 FULL DAY

Getting Started in Enterprise Architecture Sally Bean, Sally Bean Ltd

Business Process Management 101 Sandra Foster, Capstone Ridge Group and BPTrends Associates

09:30-12:45 MORNING HALF DAY

Capability Modelling in Practice

Greger Hagström, Folksam & Peter Tallungs, IRM Sweden

Roleplay: Implementing Enterprise IT

Architecture from Scratch

Kai Schlüter, Danfoss A/S

Architecture for Digital TransformationMichael Rosen, IDC

Developing a Process-Centric Business

ArchitectureRoger Burlton, BPTrends

Associates and Sasha Aganova, Process Renewal Group

The New Basics of Smarter ProcessesRon Ross, Business Rule

Solutions

The Future of WorkSandy Kemsley, Kemsley

Design

14:00-17:15 AFTERNOON HALF DAY

EA for Executive Consumption - How to Support Executives in Strategic Planning and

Execution Louise Harris, SToS Consulting Inc

Enterprise Architecture: The Issue of the Century

John Zachman, Zachman International

Enterprise Security Architecture

Michael Rosen, IDC

Enterprise Design in Practice: Service + Interaction Design

Meets Business ProcessMilan Guenther, eda.c & Mike Clark, Livework Design Studio

Putting the Business Analysis Puzzle Together: Process, Information and

Decision LogicUffe Donslund, Strand &

Donslund

Customer Focused Process InnovationDavid Hamme, Ephesus

Consulting

Agenda

17:30-18:00 Lightning Talks - Six 5 minute sessions given straight after each other by various speakers on various subjects.

TUESDAY 16 JUNE 2015 Conference Day 1 & Exhibits09:00-09:30 Conference Welcome: Roger Burlton, BPTrends Associates & Chris Potts, Dominic Barrow 09:30-10:30 PLENARY KEYNOTE: Designing the Post-Digital Enterprise, Chris Potts, Dominic Barrow Hands on Enterprise

ArchitectureInnovations in Enterprise

ArchitectureBusiness Architecture The Process-Centric

BusinessProcess-Centric Design

10:30-11:00 Networking Break & Exhibits11:00-11:50 Enterprise Architecture

Driving Digital Transformation

Pierluigi Fasano, Swiss Re

A Fit for Purpose Approach to Enterprise Architecture –

EA in StatoilÅge Haldorsen & Morten Nedal

Sjølyst , Statoil

Working Together – People, Process, Technology & DataAnwar Mirza & John Macdonald,

TNT Express

Development of a Business Process Management

Capability at John LewisKendal Maher, & Janine Snodgrass,

John Lewis

Decision Management and Business Process

Management – How to BenefitfromBothConcepts

Dr Juergen Pitschke, BCS

11:55-12:45 Application Rationalisation at the UK Ministry of Justice

Dr Michelle Supper, BMT Hi-Q Sigma Ltd

Enterprise Architecture and the Success of Ambitious

EndeavorsLeonard Fehskens, Association of

Enterprise Architects

The Key to Tying Together BA-EA-BPM is

Collaboration, Not Knowing the Right Buzzwords

Charlotte Pockendahl Andersen, PenSam

Gaining BPM Commitment Throughout the

OrganizationRoger Burlton, BPTrends Associates

Session TBC

12:45-14:15 Lunch & Exhibits13:15-14:10 Industry Innovation Sessions14:15-15:05 EA in the Age of Black Swan

Events – Strategic Views and Hands On

Edgardo T Suarez, Air Liquide

How to Position EA in a Federative Organization

Wolfgang Pussak, Bayer AG

Architecting Customer Experience to Engage and

Transform the OrganizationDavid Wheable, Forrester Research

Critical Success Factors for Your BPM CoE

Sasha Aganova, Process Renewal Group

A Practical Implementation of BPM

Michael Cunningham, Ruffer LLP

15:10-16:00 Architecture and the Support of Business

Transformation Programmes at John Lewis

Marion Eastmond & Rachel Maclean, John Lewis

Models that MatterJohn Gøtze, QualiWare & Milan

Guenther, eda.c

The BPM Centred Enterprise Architecture

PracticeRoderick Brown, State Revenue

Office of Victoria, Australia

Crossing the BPM Chasm – The Bridgewater Case

StudyMatthew Morgan, Bridgewater

Associates

Smart Enterprise Design, Ronald G. Ross, Business Rule

Solutions, LLC

16:00-16:30 Networking Break & Exhibits16:30-17:20 Delivering Digital

Transformation Using an Agile Enterprise

ArchitectureNeill Crump, Worcestershire County

Council

Digital Enterprise, a Health Insurers Perspective

Peter Bas Oosthoek, VGZ and Mathilde Tempert, BiZZdesign

Aligning BPM and BA Perspectives at the Process

Model Level: or How to Upset Just About Everyone

Lloyd Dugan, AINS

Turning Customer Needs into a Market Innovation

Through an Outside-In BPM Approach

Claus Due, INOPI

Lean & Agile Business: Move like Starlings in the SkyPeter Matthijssen, BiZZdesign

17:20-18:30 Drinks Reception & Exhibits WEDNESDAY 17 JUNE 2015 Conference Day 2 & Exhibits09:00-10:00 PLENARY KEYNOTE: How to Survive in a World Which Changes Faster Than You Can Learn Professor Eddie Obeng, Henley Business School10:05-10:55 Bridging an Enterprise Data

Model with its Business Benefits

Andrew Schulze & Florentina Peels, Shell

Using EA to Manage Your Outsource Relationship

John Mayall, JLT & Sarah Smith, The Essential Project

Business Architecture - An Executive Leap of Faith

Adebayo Odunsi, United Utilities

Ten Years After: Business Process Panel of the Decade

Featuring the BPM GurusModerator: Chris Potts - Panellists: Roger Burlton, Ronald Ross, Sandy

Kemsley & Howard Smith

Achieving Operational Excellence through BPM, James Smith, Birkbeck University

10:55-11:25 Networking Break & Exhibits11:25-12:15 EA and Operating Models

- They Are Related - You Need Both for Successful

Delivery Tim Blaxall, Zurich

The Milky Way – A New Space for Designing and

Understanding your Enterprise

Annika Klyver, Consultant, IRM Sweden

Business Architecture – Information Necessity

Michael Miller, HSBC

Changing Incentives for Knowledge Workers

Sandy Kemsley, Kemsley Design

BPMN and CMMN: A Match Made in Heaven?

Jakob Freund, CEO, Camunda

12:15-13:45 Lunch & Exhibits12:45-13:30 Panel Session: BPM, Case Management, Decision Management –

More than Buzzwords?Panel Session: Crossing the Chasm – How Practitioners and Vendors Can

Co-create Value from the Successful Application of EA Tools

13:45-14:35 Case Study: Enterprise Risk and Security ArchitectureDr. Raymond Slot, BiZZdesign &

Nereo Schotte, KAS BANK

Ecosystem Architecture: the New EA?

Patrick Hoverstadt & Lucy Loh, Fractal

How Can Business Architecture Contribute to Meet Business and IT

Challenges?Jenni Dahlkvist Vartiainen & Boel Olin, Swedish Board of Agriculture

Building Agile Operations - Practical Approach

Omar Kayed, Katz Group Rexall/Pharma Plus

Bring Back the Fun - How to Revitalise, Invigorate, Inspire and Transform in a World of

ChangeAlistair Watters, B&Q

14:40-15:30 Three Takeaways that Can Turn You From a Good EA

to a Great EA, Marc de Oliveira, Danish

National Police

Enterprise Architecture for Mergers and AcquisitionsAndrew Swindell, BHP Billiton

Architecture Thinking: Not the Final Frontier...

Sandeep Thandi & Ewan Ashley, British Gas

Dealing with the Inevitability of Politics in

BPM: Professor Ashley Braganza, Brunel Business School

SMART - From Strategy to Operations through Process

OrientationTom Einar Nyberg, Capgemini

& Camilla Stakston, Avinor15:30-16:00 Networking Break & Exhibits16:00-16:50 Psychological Dimensions of

Enterprise ArchitectureSorin Cristescu & Jean Gigot,

European Commission

What is the Breaking Point for Standardization?

Mustafa Dulgerler, National Bank of Abu Dhabi

HeathrowAirportEfficiencyand Collaborative Decision

Making – a Real Time Airport Operations Vision

Brent Reed, Heathrow Airport & Soumen Chatterjee, Cognizant

MaximisingBenefitsUsingWorkflows-Practical

ApproachKeith Lester, Canal & River Trust

BPM: Is There Such a Thing as Good Enough?

Deepa Tambe, Lloyd’s Register

16:50 - 17:15 Conference Close: Chris Potts, Dominic Barrow & Roger Burlton, BPTrends AssociatesTHURSDAY 18 JUNE 2015 Post Conference Full Day Workshops 09:00-16:30 Getting Business Change to Stick:

Roger Burlton, BPTrends Associates and Sasha Aganova, Process Renewal Group

Mastering Enterprise Investment: Combining Enterprise Architecture with Investment Portfolio

Management Chris Potts, Dominic Barrow

Enterprise Architecture for Practicing Enterprise Architects

John Zachman, Zachman International

Pre-Conference Workshops - Monday 15 June 2015

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Full Day Workshops 09:30 - 17:15

Getting Started in Enterprise Architecture

Sally Bean, Sally Bean Ltd

This interactive workshop is aimed at people who are new to EA or who are re-thinking their approach. It will help delegates develop a clear understanding of the elements of successful EA and establish sufficient foundational knowledge to make sure they get the most out of the main conference. It will explain why organisations need EA, what good EA looks like and where to get started. Working in small groups, delegates will explore different approaches to EA, learning how to work with different EA stakeholders and how to position EA as a function in their organisation for maximum effectiveness. • Understand what EA can do for your

organisation and how to get started• Get an independent overview of different

frameworks, approaches and techniques, and how current approaches need to change to reflect an increasingly digital world

• Be able to explain EA ideas and concepts to your colleagues

• Network with your peers, build an action plan for success and identify sources of further help and guidance

Business Process Management 101Sandra Foster, Capstone Ridge Group and BPTrends Associates

This full day workshop provides the foundation for the full range of practices of Business Process Management. It is based on proven formal methods and the many years of practical experience of the hundreds of projects conducted by BPTrends Associates (BPTA) members. It provides an overview and discussion of the principles, concepts and techniques required to transform your business from a traditional, functional organization to a process-centric organization. The seminar introduces a systematic approach for planning, monitoring, measuring and managing your company’s business process performance and for redesigning and improving specific processes within it. It provides a solid basis and a great refresher for anyone dealing with processes, from managers to change practitioners. This session establishes a methodology, a common language, and a baseline for all other courses you can take no matter where. It will be delivered in a lively, interactive and enjoyable way by Sandra Foster, a member of the BPTrends faculty. Attendance in this session will gain credit towards BPTA’s BPM Professional and Business Architecture Certifications. This class is also recognized for credit by IIBA.• Why Business Processes and BPM?• What is a Business Process?• Organizational Maturity• A BPM Methodology• Enterprise Level Process Work

• Process Level Improvement and Redesign• The Process Implementation Level • BPM and Other Process Approaches

Morning Workshops 09:30-12:45

Capability Modelling in Practice

Greger Hagström, Business Architect, Folksam & Peter Tallungs, IRM Sweden

A capability map is an excellent communication tool. One example is when 400+ Enterprise Architects at Microsoft now use Capability Map worldwide to explain the business value of their products. Today Capability Modelling is an art or maybe handicraft. Combining Capability Modelling with a Viable System Model will result in a more scientific and rigor approach, where a good model can be distinguished from a bad model. Learn how to step by step develop a high quality Capability modelling based on this theory and made in practice at Folksam, a leading Swedish insurance company.

You will take away• Strength and weaknesses of a Capability Map • How to combine Capability Modelling and Viable

System Modelling • How to use the Capability Map as a

communication tool• Experience of this new approach in practice at

Folksam

Roleplay: Implementing Enterprise IT Architecture from Scratch

Kai Schlüter, Director of Enterprise IT Architecture, Danfoss A/S

This workshop will cover different paths from the very first steps of an Enterprise IT Architecture towards covering:• IT Innovation Architecture (Outside-Out)• IT Service Architecture (Outside-In)• IT Solution Architecture (Inside-Out)• IT Process Architecture (Inside-In)

Delegates will have the possibility of exploring this path themselves by participating in a Roleplay to experience different situations in the way forward and the different options to move forward. Besides the 4 main topics this Roleplay will also cover the utilization of multiple techniques, for example system thinking or agile methods.

Architecture for Digital Transformation

Michael Rosen, IDC

By now, most people have heard of what IDC calls the 3rd platform, some call the Nexus of Forces, or others call SMAC – Social, Mobile, Analytics/Big Data, and Cloud. But, few people actually understand the profound effect that they are having on business models and digital transformation. Together, they represent a fundamental shift in how companies interact with customers/partners/employee and information. Architecture is key to making enterprises successful with the coming digital transformation.

This session describes the new issues and technologies associated with the 3rd platform

and how they work together to affect a digital transformation for enterprises, and the new security challenges they present. Then, it presents an overall enterprise architecture that ties the new technologies, information, business models, and security together. Participants will gain an understanding of: • Brief overview of 3rd platform technologies• What is the digital transformation• Enterprise Architecture for the 3rd Platform

Developing a Process-Centric Business Architecture

Roger Burlton, BPTrends Associates and Sasha Aganova, Process Renewal Group

Business Architecture is hot but also hotly disputed. Enterprise architects, strategy developers, business process managers, business analysts all have their view of what’s needed and these views are not necessarily in synch. Ultimately a useful Business Architecture from any perspective must start with the issues of relevance to the business itself and only then consider the required support to make the business come alive. We have to be able to clearly articulate what we strive to accomplish as a business (the end game) and then we can define what we have to build, connect and do to accomplish it (the means). Alignment among many the many moving parts is the keyword that characterizes this emerging and converging practice. To attain unification of all key factors the processes that execute the business must play a key role because that is the work we do. With Business Process coordination the capabilities we need will be designed and used to enable cross functional end-to-end work and serve a purpose. The required behavior of people day to day in the business will be known and change will happen in a synchronized manner.

This working session will show a useful Business Architecture can reflect the external pressures on the organization. It will also articulate what is needed by external stakeholders for their and our success. It will derive strategic goals and strategy from external stakeholder expectations. The external stakeholder interactions will define our end-to-end business processes boundaries. Information requirements will be tied to the processes that create or update data. The establishment of non-redundant supporting capabilities will also be based on our business processes and stakeholder needs to ensure alignment to business objectives. The human requirements of roles, competencies, incentives, motivation and culture will be drawn to optimize process outcomes and measurable performance. With all of these components defined and aligned we can claim to have a Business Architecture that is based on the needs of business people• Business pressures and outside stakeholders• Strategic Intent• Business Process Architecture and Business

Performance• Shared Enterprise-wide Capabilities• Human Motivation and Culture

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The New Basics of Smarter Processes

Ron Ross, Business Rule Solutions

The world has certainly changed! Today most operational business processes are already automated in one way or another. Thanks to the internet, consumers are far more informed. Complexity and the rate of change confound traditional methods. We wrestle with the issue of business governance and compliance at every turn. Meanwhile, Moore’s Law has sent the raw power of computing skyrocketing.

What will set your company apart going forward? The answer is smarter processes.

It’s time we open our minds to fresh ideas about business process models. Traditional process models tend to ‘bake’ rules into the flow, but those rules will change. ‘Baked in’ business rules reduce agility. This session shows you how to externalize business and avoid that trap.

In a knowledge economy, more and more of the problems and opportunities lie on the smart side of processes – not mindless, routine work – but the parts that require deliberation. So these days processes must effectively address decisions.

Some people question whether operational business decisions can be automated. Sure they can – if you know the rules and how to organize them. Since process models don’t work well for analysis of decisions and capture of decision logic, you need some new analysis tools. This session presents hands-on techniques to identify decisions and perform business-oriented analysis of their structure.• Modelling white-collar processes effectively• Simplifying process models, while dramatically

increasing business agility • Using business rules and decision analysis to

create smarter business processes

The Future of Work

Sandy Kemsley, Kemsley Design

How people and organizations get work done is always changing, but we are in a time of particularly rapid change, enabled and catalyzed by new forms of technology and new ways to assemble and reward workforces. BPM technologies in particular, and the practices that surround them, impact how work is done within organizations, and drive both the internal and customer-facing corporate culture. Organizations that don’t shift to accommodate this future of work will be left behind, both by their employees and their customers.

This workshop will examine how work is changing, and how to adapt your organization for the future of work:• The core technologies driving change, including

BPM and its social, mobile and collaboration extensions

• The changing attitudes and actions of customers, and how this impacts revenues

• The changing attitudes of employees towards employers, and how this impacts costs and employee retention

• The cultural changes required to retain customers and employees

• How to apply the technologies to support the future of work and the cultural change required

Afternoon Workshops 14:00- 17:15

EA for Executive Consumption - How to Support Executives in Strategic Planning and Execution

Louise Harris, SToS Consulting Inc

Deriving optimal value from strategic initiatives is a key challenge. As the rate of change increases, the timeframe for implementing strategy decreases. An architectural approach to strategy implementation greatly assists in reducing timelines and also improves the potential for success. By expanding existing enterprise architecture capabilities and assets to support executives in direction setting and internal investment prioritization, organizations can reduce the risks and increase their confidence in rapid strategy implementation. Through a combination of real life examples and hands on exercises you will learn to:• Use the business model canvas as an executive

view of strategy modelled in the context of the enterprise ecosystem

• Facilitate identification of strategy implementation outcomes and success measures

• Model strategically aligned business capabilities• Use the capability landscape model to facilitate

identification of current business capability gaps• Model the scope of strategic initiatives• Directly link the executive business model

view to capability, process, information and technology models

Enterprise Architecture: The Issue of the Century

John Zachman, Zachman International

Enterprise Architecture tends to be a grossly mis-understood subject by General Management and the Information Technology community alike. Enterprise Architecture has everything to do with managing Enterprise complexity and Enterprise change and relates to information technology only in so far as information technology may be one of the choices that an Enterprise can make with regard to Enterprise operations. In my 1999 article, “Enterprise Architecture: The Issue of the Century”, I argued that the Enterprise that can accommodate the concepts of Enterprise Architecture will have the opportunity to stay in the game … and the Enterprise that cannot accommodate the concepts of Enterprise Architecture is not going to be in the game. In recent history we have seen a lot of enterprises falling out of the game: small … and large; private … and public.• The Enterprise Ontology – Industry Standard

Definitions of Architecture• Architecture IS Architecture IS Architecture –

Enterprise Architecture is not arbitrary• The Role of Enterprise Architect must be

perceived to be one of solving General Management problems, not one of building models.

Enterprise Security Architecture

Michael Rosen, IDC

Security is becoming the most important issue for enterprises and CIOs. A week doesn’t go by without some major breach making the headlines. New

threats are everywhere. It’s not high school kids hacking for fun anymore. Cybercrime is sponsored by governments, corporations, and organized crime that have the resources to hire top talent, and the patience to pick away, for months at a time, until an attack has been successful.

Previous security models are no longer effective. In addition to the increasingly sophisticated attackers, the proliferation of devices adds millions of new vulnerability points. And even if your enterprise is secure, your partners and global outsourcers might not be, providing a vector into your enterprise. Liabilities from security breaches damage brands and dwarf other losses. Executives have and will lose their job as a consequence of lax security.

This workshop will provide an overview of the new threat environment and the new countermeasures. In addition, it will discuss an architectural approach to helping CIOs and security personnel address evolving threats. Participants will gain a greater understanding of:• What are the new security threats and

vulnerabilities?• What are new approaches to understanding and

identifying them?• Making policies, processes, information

assurance, application level security, technology, and analysis solutions work together.

• What is an Enterprise Security Architecture?

Enterprise Design in Practice: Service + Interaction Design Meets Business Process

Milan Guenther, eda.c & Mike Clark, Livework Design Studio

The Enterprise Design Framework is a practitioner’s map of key aspects and concerns relevant to strategic design projects in complex enterprises. This workshop features a practical example of applying this framework to map, understand and transform an enterprise. Starting from people-centric aspects and practices such as Service and Interaction Design, Milan and Benjamin will show how to align the various moving parts to design a Business Architecture that delivers.

In this workshop participants will learn:• Use the Enterprise Design framework to pick

relevant aspects and apply connected practices• Designing interactions and services from the

outside-in with the eye of the customer and other key stakeholders

• Aligning processes and shifting business architecture to delivering a desired to-be state

Putting the Business Analysis Puzzle Together: Process, Information and Decision Logic

Uffe Donslund, Strand & Donslund

Understanding the business – where it is today and where it is tomorrow, and building a good model of a Business Area is in some respect like doing a jigsaw puzzle… If you miss the big picture you can spend all the time in the world trying to put the pieces together without ever finishing, and if you skip the details, you are facing the risk of missing the most important part of the picture. You need techniques that support multiple perspectives and allow you to cope with different levels of abstraction, i.e. effective modelling techniques for the processes within scope and the information

Pre-Conference Workshops - Monday 15 June 2015

and business rules they rely on.

In this workshop we will look at the business area from three perspectives and put the pieces together to form a coherent picture that features both overview and details. Through lessons, discussion and hands-on work you will get involved and try it out yourself.

• Look at the Business Process from the outside-in and inside-out

• Identify Business Decisions and related Information critical to executing the Business Process and define the Decision Logic using the DMN notation

• Put the pieces together to see the whole picture

Customer Focused Process Innovation

David Hamme, Ephesus Consulting

Every leader is tasked with improving their enterprise’s bottom line, expanding their offerings, and identifying opportunities to grow. But all too often they look to the trendy technologies or mimic their competitors – and fail! They simply lack an approach to continuously evaluate and change how they do business.

In this presentation, Hamme provides the framework to embed innovation into an enterprise with a specific, methodical, and repeatable approach.

Attendees will learn how to:• Assess your operational capabilities by

depicting work streams and building a conceptual blueprint linking your core value chain to the consumer

• Drive customer-focused improvements through rich feedback loops from the front lines and by actively managing the customer’s processes

• Implement a powerful new system that utilizes process management practices to ensure every process delivers the greatest possible benefit

Lightning Talks17:30- 18:00 Six five minute sessions given straight after each other by various speakers on various subjects.

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Enterprise Architecture Conference Europe 2015• Enterprise Architecture practitioners • CIOs and Chief Architects responsible for

translating business strategic vision into IT-enabled delivery programmes and creating more flexible IT systems

• Senior Business Strategists and Analysts, Chief Operating Officers and Business Managers who want to create more agile organizations, ensure cross-functional integration, and optimize their investment in assets and change programmes

• IT Architects and Designers, Project and Programme Managers responsible for adhering to architecture guidelines and interested in influencing standard setting activities

Business Process Management Conference Europe 2015• Experienced Process Practitioners wishing to

share with their peers and to learn new and better ways of working.

• BPM Novices who want to learn fast and get their process abilities up and running quickly.

• Process and Business Analysts and Designers wishing to gain a comprehensive coverage of the critical aspects of BPM.

• Business Architects who wish to change the business and improve the re-use of business capabilities and increase the agility of business processes solutions.

• Managers, Directors and other Senior Staff aiming to implement ongoing process improvement, management and governance.

• Process Technologists striving to build adaptable business solutions.

• Business Managers who have to deliver real change to survive and thrive.

AUDIENCE

Search for the respective groups “Enterprise Architecture Conference Europe” and the “Business Process Management Conference Europe” in LinkedIn Groups

www.twitter.com/IRMUKEvent hashtag #EACBPM

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Excellent! Quality thought provoking speakers. Well organised. I have been with my company 15 years so this is a great opportunity to find out the latest thinking and catch up with what is happening in other companiesAmanda Eaton, Process Architect, Fidelity Investments

There’s a reason why people keep coming back year after year – great conference (as always)Terje Bremnes, Enterprise Architect, Helse Vest, Norway

Very informative – adapted to different levels of maturityJeanne-Marie Sauwens, Application Manager, EPO

Great conference, good speakers. My colleagues attended last year. Their recommendation led to our manager sending all the architectsLine Saele, Enterprise Architect, Helse Vest IKT AS

One of the best conferences I have attendedJurgen Jung, Head of Business Modelling, DHL Global Management GmbH

A very well organised event with wide ranging and interesting sessions. A smorgasbord for the BPM Connoisseurs!Maria Rybrink, Business Process Manager, Teliasonera

IRM UK EAC is turning into a must attend EA event for the calendar. Excellent value for time and money invested!Amitabh Apte, CTO, Fujitsu

This event is like old wine getting better over the years.Jaan Metsa, IT Process Framework, Swedbank

Good to come out from own organisation, hear what’s going on outside, trends, best practices etc.Heli Martikainen, Process Manager, Nokia IT

It’s the best independent EA conference in EuropeSøren Staun Biangslev, Principal Consultant, byBrick Management

Good speakers, interesting topics and really valuable discussions with other attendeesJenni Dahlkvist Vartiainen, Enterprise Architect, Jordbruksverket (Swedish Board of Agriculture)

Well organised, well planned and well done. I enjoyed the global perspective and would come again. There was a lot of really good information. I walked away with a lot of ideas that I am eager to incorporate into my day to day work.Theresa Friend, Quality Operational Excellence Principal, Genentech a Member of the Roche Family

Would definitely love to attend againPiotr Wojtowicz, Principal Business Process Architect, DHL

Well organised, great networking opportunities. You leave feeling highly motivated.Lucy Aziz, Process Capability Manager, Everything Everywhere

Being largely vendor independent its hugely valuable. A good range of perspectives.Mark Melton, Business Architect, Elsevier

Always illuminating and addresses topical issues in organisations.Jane Chang, Enterprise Architect, British Gas

Superb, as a new business architect, lots of value in how to “sell” positionCalum Greer, Business Architect, Elsevier

Excellent content and value for money. Great selection of experts and hands on practitionersKay Stock, Manager - IT&C, Melbourne and Olympic Parks Trust

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Post Conference Workshops - Thursday 18 June 2015

Full Day Workshops 09:00-16:30

Getting Business Change to Stick

Roger Burlton, BPTrends Associates and Sasha Aganova, Process Renewal Group

We have all experienced situations whereby the business has to change for some very good reasons but the initiative struggles to be effective and once the solution goes live true angst exists in the people that have to live with the result. We have found that often these changes may be structurally well-defined but the change agents have not applied the same degree of rigour or professionalism to human behaviours that they did to the technical / procedural aspects. In most cases this aspect of the transformation is poorly understood and haphazardly done if at all.

This workshop will deal with the thorny problem of getting real holistic change to happen without the extreme pain that often comes with the challenge. Using a business change scenario in a series of working sessions, the delegates will apply a simple set of techniques that can be integrated with the typical initiative activities to connect the so-called ‘soft’ side with the ‘hard’ side. We will cover some aspects of classic ‘change management’ but reach beyond them to include the issues of motivation, culture change and behavioural sustainability showing how these are critical and must be designed in from the start not added on at the end.

• Redefining the work: the business process baseline

• Developing the competencies: the core skills needed

• Evolving the culture: specifying the group behaviour as a set of requirements

• Overcoming resistance: navigating internal stakeholder concerns

• Communication: what to say to whom and when• Sustaining the journey: measuring, monitoring

and coaching of the team as part of the process forever

The session will feature gaining practical first-hand experience where delegate team members will design an easy repeatable process; then we will guide them through a significant change scenario to what they have designed. The teams will learn how to define the desired change and the sustainment mechanisms and approach to make the change stick using provided templates and tools that they can use in real projects or organizational transformation.

We will follow a seven step approach: • Define the desired outcomes• Define the structure• Identify the desired behaviours• Create cultural triggers• Align KPIs and incentives• Implement foundational components• Monitor and raise awareness of non-desired

behaviours

Mastering Enterprise Investment: Combining Enterprise Architecture with Investment Portfolio Management

Chris Potts, Dominic Barrow

How good is your enterprise at investing in its architecture and processes? Does it routinely achieve its overall investment goals, and as efficiently as possible?

In some organizations projects still fail up to 70% of the time. That helps to explain why disciplines like EA and BPM can either be highly-valued, or struggle to demonstrate their impact. The structure of the investment portfolio, the design of the investment process, and the enterprise’s investment culture, are all vital for success.

This full-day workshop demonstrates how organizations can truly master Enterprise Investment – by combining the power of Enterprise Architecture and Investment Portfolio Management into one board-level strategy, one projects portfolio/roadmap, and one end-to-end investment process. It explores what happens when Enterprise Architects and Business Process Managers focus their knowledge and expertise on the structure, process and culture for investing in change. What does an architect-designed investment portfolio look like? What are the essential characteristics of an efficient investment process, and of a successful investment culture?

• Why projects succeed and fail, and how executives measure the difference

• The value chain for Enterprise Investment • Diagnosing your organization’s Enterprise

Investment culture • Investing in stability versus investing in change • An architect-designed investment portfolio:

what does it look like? • The end-to-end business process for investing

in change

Enterprise Architecture for Practicing Enterprise Architects

John Zachman, Zachman International

This one day briefing explores the practicalities of using the Zachman Enterprise Ontology (the Zachman Framework) as the basis for solving General Management problems. This proposition argues for differentiating Enterprise Architecture as an Enterprise problem-solving Profession from the more traditional EA/IT-oriented, model-building process. It develops the classification rules for populating the Ontological structure that defines the single-variable, engineering components required to change the Enterprise Implementation (manufacturing) strategy from “make to order” (build) or Provide from stock (buy) to an assemble to order (mass-customization) strategy. Enterprise “mass-customization” is a strategy to dynamically re-create the Enterprise in response to external environmental changes or external demands and as such, is dependent on the inventory of single-variable, ontological components that can be reused in any implementation. There is nothing magic. It is all Physics. Actual work has to take place.• Ontological Classification Rules• Laws of Enterprise Physics• Characteristics of Professionals• The Zachman Methodology for Solving General

Management Problems

Very informative and thought provoking.David Cameron, Change Delivery Senior Analyst, National Australia Group

Really enjoyed it, a good selection of sessions. Keynote speakers really good and a good variety of topics.Anna Johnson, Business Process Architect, EDF Energy

Content wise it was better than I anticipated. Excellent speakers. Excellent venue. Well organised.Olivier Giraud, Business Improvement Manager, Vodafone NL

Plenty of ideas and positive experiences gathered. Hopefully we will be capable to put the best of those in use in weeks or months, not years.Jaan Metsa, IT Process Framework Manager, Swedbank AS

First time attending. Really helps clarify thinking around a lot of Business Change components.Agnes McCabe, Business Change Facilitator, Virgin Holidays

2-3 delegates 10% 4-5 delegates 20% 6+ delegates 25%

Group Booking Discounts:

ENTERPRISE ARCHITECTURE

Hands on EAEnterprise Architecture Driving Digital TransformationPierluigi Fasano, Head of Enterprise Architecture P&C, Swiss Re

This presentation is about how Enterprise Architecture is driving the business readiness for the digital challenges of the future in the second largest Reinsurer in the world. There is no IT and Business alignment because the strategy is jointly generated and it is one strategy for both.

The focus of this presentation will be on how Swiss Re created a very strong link between business and IT through Enterprise Architecture by covering the different aspects of the relationship (governance, stakeholder management, etc.) as well as the methods used in order to achieve the final result of a joint strategy (no separation between IT strategy and business strategy) with related investment plan and multi-year program management.

Application Rationalisation at the UK Ministry of Justice Dr Michelle Supper, Senior Consultant, BMT Hi-Q Sigma Ltd

The Ministry of Justice is directly responsible for the UK prison service. Over many years, the application architecture and the business processes of the prison service developed organically. As a result, the application and business architecture layers became misaligned; the technical and security risk of the applications increased, and money was spent on applications that were no longer used, required, or fit for purpose. This case study presentation will describe the Application Rationalisation Program, conducted by BMT-Hi Q Sigma for the Ministry of Justice, and will discuss:

• How TOGAF and Archimate were used to improve knowledge management, and bridge the gaps between the business and application layers.

• How business analysis techniques were used to help interpret the architecture, and create a comprehensive set of recommendations.

• How application rationalisation can be used to reduce the risks and running costs of an application portfolio, leading to a more secure and efficient organisation.

EA in the Age of Black Swan Events – Strategic Views and Hands OnEdgardo T. Suarez, Americas Zone IT Architect, Air Liquide

EA has always striven for a strategic yet technological driven excellence. However in recent years, black swan security events (breaches) in organisations private, public/governmental presents a hard choice to the leadership of those orgs: security versus convenience/agility Traditional application, infrastructure, businesses and data architecture are facing a fundamental shift that pushes into

a suboptimal and often bad architecture. Matters become exacerbated when your organisation relies on SaaS, PaaS, IaaS and/or XaaS. Innovative thinking and action is imperative to maintain effective EA practices.This session discusses and presents examples of those choices within an ERP implementation project and how they were addressed with a strong collaboration between the architecture and security offices, and with the support of the CIO and leadership of the project.

• Hard choices: recognize the challenges early and develop a strategy

• Architecture and Security: partnership towards a better architecture

• How to engage the Security office for a win-win-win result

• When we cannot commit: how to arrive to an agreement

Architecture and the Support of Business Transformation Programmes at John LewisMarion Eastmond, Enterprise Architect & Rachel Maclean, Business Process Architect, John Lewis

Over the past 5 years John Lewis has embarked on several business transformation programmes to respond to the shift in customer shopping behaviour to an omni-channel mix of online, mobile and in-store interactions. This has posed a number of challenges for a 150 year old retailer. Our responses include a programme to transform the supply chain, as a part of which we are buying an ERP system to replace custom-built legacy. This presentation looks at the architectural artefacts the architecture team has used to influence these strategic programmes - what worked well, what was less useful, and what we expect to build on going forward.

• Influencing business decision makers• Coordinating projects• Creating business-facing enterprise architecture

assets -which assets give the greatest return for effort

Delivering Digital Transformation Using an Agile Enterprise ArchitectureNeill Crump, Leader: Digital Centre of Innovation, Worcestershire County Council

Worcestershire County Council is currently undergoing a digital transformation involving cloud, mobile, big data and delivering 100% services online. We are in year 2 of this World Class Digital Council ambition that includes implementing an Enterprise Architecture (EA). An agile approach has been vital to ensure immediate value is delivered from EA.

Initially we linked business services to applications to technology. Now we are adding the data layer for vital programmes such as business intelligence and customer access that will deliver huge rewards.

Benefits include:

• New behaviours that create an agile enterprise architecture

• Business value of applications delivered in weeks using a scrum implementation approach enabled by agile EA

• Faster discovery and innovation

Bridging an Enterprise Data Model withitsBusinessBenefitsAndrew Schulze, Enterprise Data Architect & Florentina Peels, Information Management Consultant, Shell

Many organisations struggle to justify the funding of data architecture, especially at the enterprise level. Shell invested a large sum in the belief of the value. After 3 years of investment they did a look back to analyse if their belief was justified. In this presentation you will learn:

• How we identified and mapped these business benefits.

• Which business benefits are identified and have the highest impact for the business.

• How this method will help you ‘sell’ data architecture.

We will share with you as much as allowed of this interesting evaluation, including some internal case studies and real life examples. You can use these to focus your efforts in making the business case in your organisation.

EA and Operating Models - They Are Related - You Need Both for Successful Delivery Tim Blaxall, Chief Business Architect - Global Life, Zurich Insurance

At a number of EA and BPM conferences I have attended the question gets asked about the architecture and operating models - do they work together? What is the relationship? Even the simpler question - what is an operating model? This session will explain:

• How operating models are critical to the delivery of any transformation project

• That there is a key relationship between architecture domains and the operating model design

• That ultimately, the operating model is how the architecture comes into being for a organisation

The session will be illustrated with practical examples of architecture and operating models from the work being done in Zurich’s Global Life business.

Enterprise Risk and Security ArchitectureNereo Schotte, Enterprise Architect, KAS BANK & Raymond Slot, Enterprise Architect, BiZZdesign

Information Security is key for the continuity of your business. However, involvement of business management in Information Security is generally very limited. In many organisations, there is a disconnect between business threats and the deployed level of information security. The resulting risks may prove to be unacceptable. Information security is the responsible of business management and an Enterprise Risk and Security Architecture (ERSA) — as part of the EA — is a managerial instrument to take control of information security. As a result, information security measures are better aligned to address actual business threats and information security budgets are more effectively deployed. This will be illustrated with a case study from the KAS BANK, Netherlands.Learning points:

• How an ERSA helps business management to take control of information security

• How to create an ERSA• How to use en ERSA to provide guidelines to

business and IT projects

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Conference Sessions

Three Takeaways That Can Turn You from a Good Enterprise Architect to a Great OneMarc de Oliveira, Enterprise Architect, Danish National Police

Hear what Marc has found to be the three single most important EA capabilities in his 25 years as a Business Analyst and an Enterprise Architect:

• Making information models/logical data models that are not seen as technical and irrelevant by employees and managers. By naming relationships intelligently, simplifying your syntax, organizing the symbols in meaningful ways, structuring your presentations of the models, using colours to emphasize context etc.

• Understanding where an organisation’s weak points are by applying cybernetics theory to your analysis. Look for the five essential sub-systems and how they communicate, this will tell you what changes the organisation needs to implement.

• Follow the communication lines to verify that optimal filters and amplifiers are in place. Filters condense information as it moves up in the organisation while Amplifiers expand it as it moves down.

Psychological Dimensions of Enterprise ArchitectureSorin Cristescu, Enterprise Architect & Jean Gigot, Enterprise Architect Team Leader, European Commission

The European Commission (EC) employs around 35 000 people and functions as a dynamic system of about 40 functional organizations called Directorates General (DGs). With strategic objectives derived from political priorities and expressed as multiple layers of meaning, with myriads of processes and a wealth of legacy systems on a long path toward integration and rationalization, managing the overall complexity has always been imperative, yet elusive. The organizational apparatus of the Commission requires a high variety, which complicates the task of introducing a control-enabling, internal firmness structure such as Enterprise Architecture. Over the years, a series of initiatives have included a Zachman-inspired architectural framework (the CEAF), as well as the successive creation, in several DGs, of local EA practices.

Here we look back over 10 years of EA in the Commission and use insights gained from psychology, systems theory, behavioural economics and the science of organizations to derive valuable lessons for the next decade. The audience will learn about:

• Sound financial management and how it favours the emergence of “budget-driven architectures”

• Where frameworks, tools and models fall short

• How “supervenience”, Tim Harford’s “The Logic of Life” and the United States Federal Government could help with EA-related decisions in the EC

Innovations in EAA Fit for Purpose Approach to Enterprise Architecture – EA in StatoilÅge Haldorsen, Lead Architect & Morten Nedal Sjølyst, Statoil

We have been living with EA for years, trying to make it useful and fit for purpose. We have tried to be faithful to the theories and methods from standardisation bodies and the consultancy companies, but have struggled. It’s imperative to honour our definition of what EA is all about;

“The purpose of enterprise modelling is to visually describe different perspectives such as business processes, information usage, information systems and the relations between the different perspectives. A particular model will have a purpose and a target audience.”

The experiences and learning’s from the Marketing, processing and renewable energy business area in Statoil are now the template for implementation in other areas of the Statoil group. We will share with you the learning’s of our journey and illustrate the benefits we have achieved in the business.You will learn more about:

• The experience from the fit for purpose modelling approach

• What models are found useful for the business• Techniques and tools we have used

Enterprise Architecture and the Success of Ambitious EndeavoursLeonard Fehskens, Chief Editor, Journal of Enterprise Architecture, Association of Enterprise Architects

Large projects can fail to achieve their goals in embarrassing, expensive and disruptive ways.

Project and program planning and management are mature disciplines; why then does this happen as often as it does? The answer is so simple as to be easily dismissed as trivial -- projects that fail didn’t do everything they needed to do to be successful. If they had, they would have, by definition, been successful.

We dismiss this insight as trivial at our peril. It suggests that what we need is a concept of architecture that is “success-centric”, i.e., that enables us to be confident that we are in fact doing everything that is necessary to be successful, and ideally, little else that is not essential to success.

What would such a concept of architecture look like, and what does the idea of “success-centric” architectural thinking applied to ambitious endeavors imply for enterprise architecture?

This talk explores and develops these ideas and proposes concepts of enterprise and architecture that might be better suited to facilitating the success of ambitious endeavors than those in common use today.

Attendees of the talk will learn, amongst other things:

• How errors of omission can be more serious than errors of commission

• Why we overlook things essential to success• The relationship between architecture and

design

How to Position EA in a Federative OrganisationWolfgang Pussak, Head of Enterprise IT Architecture, Bayer AG

The Journey to Business Value:

• Embedding an Enterprise Architecture (EPM) discipline into any business is a journey. You have to act in the company’s organisational context, understand what drives responsible people, be part of the strategy implementation, and especially recognize the level of maturity, which is the basis of your approach.

• This is about how it was approached at Bayer, addressing the pain points and delivering results.

This session will discuss:• The organisational context• Culture and mindset

• Identifying the common topics: From Business Questions to EA - Value delivered by the EA program Lessons learned/ best practices - How to continue

Key takeaway:• The art is to identify the right business questions

that drive the people managing IT, and then answering these questions. Doing this you gain the trust to extend the scope of architecture activities.

Models that MatterJohn Gøtze, Editor-in-Chief, QualiWare & Milan Guenther, Partner, eda.c

Success in our practices depends on the choice, creation and sharing of good models, making the abstract and complex obvious and intuitive.

Based on hands-on research with practitioners supported by QualiWare, we extracted numerous real life stories on creating, sharing, iterating and using models. In this session John and Milan will share models, techniques and developments from working with Enterprise Design professionals with different backgrounds, organisational contexts and focus areas in modelling.In particular, we will have a look at:

• Killer Models: the most impactful, up-to-date, referenced, shared, beautiful and successful models, and the story of their co-creation

• Modelling Journey: the tasks and activities that unite practitioners from different disciplines when creating and using models

• Modelling Culture: where to focus on, how to collaborate and use tools, when to show what to whom, and how to talk about our models

Digital Enterprise, a Health Insurers PerspectivePeter Bas Oosthoek, Manager Technology, Policy and Architecture (ICT), VGZ and Mathilde Tempert, Senior Business Consultant, BiZZdesign

In the digital era lots of technology and social trends lead to a fast changing, highly connected and digital environment. One of the elements of a digital enterprise is social media. In order to implement social media effectively, the organisation would benefit from a different approach. Mathilde discusses the IDEA approach where you combine design thinking, business models, change management and enterprise architecture and she explains how this works in practice. Peter Bas will discuss the digital enterprise from the health insurers perspective. He will talk about the dynamics and trends in healthcare that VGZ needs to deal with and the challenges that VGZ has to face for the VGZ enterprise architecture. The takeaways are:

• Handles how to integrate social media in enterprise architecture

• Digital trends & challenges for a health insurer and how to handle them

• Handles how to be prepared to become a digital enterprise

The Milky Way – A New Space for Designing and Understanding your EnterpriseAnnika Klyver, Senior Consultant, IRM Sweden

Architecture has been too abstract and too still for too long, the Milky Way thinking adds flow and stories to your architecture and the Milky Way model makes your architecture tangible.

In this session you will learn how to understand, analyze and visualize your business in new ways.

Examples will show how the business capabilities can be presented around a business circle based on the main value flow, i.e. from ideas to sales, delivery and follow up.

To understand more and see new patterns new perspectives, such as ongoing projects, areas of responsibility, value chains for various products and heat maps or customer journeys with touch points showing how various parts in your organisation add value to the customer, are added.

The session will also show how you can deliver value from the very beginning and over time. By working in iterations, making your architecture tangible and daily using the Milky Way model in analysis, discussions and planning the shared view and shared understanding evolves.

You will take away

• Learn how to visualize your business in a new way

• Find the architecture story of your business

• The main ideas behind Milky Way approach

• How to get started and critical success factors

• Relations to other architecture models• Experience from TUI Nordic within TUI Travel and others clients using the Milky Way on a daily basis

Using EA to Manage Your Outsource RelationshipJohn Mayall, Chief Architect, JLT & Sarah Smith, Co-Founder, The Essential Project

For most organisations, outsourcing offers many benefits but also carries a number of risks. Understanding better your outsourcing relationship in terms of responsibilities, assets, dependencies, etc. allow you to mitigate a lot of the risks, but also maximise the benefits. By using architecture you can be in a position where you can minimise confusion of responsibilities, ensure that outsourcing does not mean losing key knowledge to the outsourcer and importantly have a coherent and rapid exit strategy. This talk will focus on what we’ve done to manage

our outsource relationship better and reduce our outsource risk, and how we’ve used EA and open source tools to achieve that.

Learning Points:

• How architecture can play a key role in clarifying your outsource relationship

• How architecture can help de-risk your outsource relationship and even provide you with an exit strategy

• The sort of outputs from tools we’ve used to support the initiative

Ecosystem Architecture: the New EA?Patrick Hoverstadt, Director & Lucy Loh, Director, Fractal

Today, almost all organisations need to work in an integrated way with other organisations to delivery even their most basic products and services. Enterprises need to integrate and manage assets and capabilities that they don’t own but need to access rapidly, flexibly and cost effectively. This is a real, challenge for architects and one that is increasingly common. Our ability to manage this ‘organisation of organisations’ or ecosystem depends on how well we understand it, which depends on how useful our models are. Many of the existing Enterprise Architecture modelling approaches are applicable to ecosystems, but we also need a modelling approach which can handle multi-organisation systems, informing strategic options and requirements for capability development: the Viable System Model. This can be used to design ecosystem architecture and management structures, maximising value while containing costs. Applications for EA include :

• Positioning EA as the key modeller of the strategic ecosystem for the enterprise

• Systemic tools for understanding ecosystems, their key interdependencies, value-creating potential and risks

• Influencing the strategic direction for the organisation by making the levers for running and changing the ecosystem explicit and easy to apply

Enterprise Architecture for Mergers and AcquisitionsAndrew Swindell, Enterprise Architect, BHP Billiton

In this presentation Andrew will show how Architecture can be applied to support one of our key supporters, the CEO and outline how Architecture was used as a critical input to supporting delivery of an M&A business strategy.

The CEO has a myriad of complexities, stakeholders and business drivers to address (reduce costs, increase revenue, become more efficient, get bigger) and Architecture can simplify these inputs and provide a bridge between the CEO aspirations and the business ability to deliver on these aspirations.

In this presentation, Andrew will outline how the use of Architecture tools and templates can be applied to Merger and Acquisition strategies and play a central role in realizing the benefits, outcomes and growth path for your company.

Key Learnings:

• Value of Architecture to the CEO• Architecture Tools and Templates available• Deployment insights and guidance

What is the Breaking Point for Standardization?Mustafa Dulgerler, Senior Enterprise Architect, National Bank of Abu Dhabi

EA helps organisations to standardize their processes, policies, IT system so on. Considering Taylorist, Fordist standardization approaches; the extensive standardization result in inefficient use of resources. This session will discuss how EA can deal with those challenges, and define the borders of standardization requirements. This session will answer the following questions:

• How to identify/realize the requirements for enterprise-wide standardization?

• How companies should evaluate what needs to be standardized?

• How the boundaries of standardization should be defined, not to fall into mistake of over standardizing the processes, solutions and not able to replace/change when the transformation is required?

• How much standardization is required? What is the break pint? How to measure it?

• What are the drawbacks of over-standardization and how to avoid it?

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“A very well organised event with wide ranging and interesting sessions. A smorgasbord for the BPM Connoisseurs! Maria Rybrink, Business Process Manager, Teliasonera

A first class conference. Every speaker I heard hit the mark in their own way. Col. Giles Baxter, Directorate of Manning (Army), British Army

Power Boost for the BPM-brain Jasper-Pieter Boon, Aegon Netherlands

First time attending. Really helps clarify thinking around a lot of Business Change components. Agnes McCabe, Business Change Facilitator, Virgin Holidays

Wanted something practical that I could take away and implement immediately - and I got it from this conference! Enjoyed the mix of case studies and easy to implement ‘advice’. Lee-Anne Pienaar, Business Process Manager, Sanlam Investment Management

Previous delegate comments to our BPM Conference

Previous delegate comments to our Enterprise Architecture Conference

IRM UK EAC is turning into a must attend EA event for the calendar. Excellent value for time and money invested! Amitabh Apte, CTO, Fujitsu

Excellent. Provided good mix of theoretical & practical implementation of EA concepts. Ryszard Jedrzejewski, Enterprise Architect, National Australia Group

Excellent and enjoyable. I will be recommending this conference to other architects at Canada Life. Dave Pitts, Senior Systems Architect, Canada Life

A very interesting and thought provoking event - my first visit and I would want to return. Charlie Anderson, Senior Manager IT Services, Fife Council

This was my first event of this nature and I found it justified the effort of my attending both as education and increasing my understanding of the issues facing Enterprise Architecture. Paul Winchcombe, MOD Andover ”

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Conference Sessions

BUSINESS ARCHITECTURE

Working Together – People, Process, Technology & DataAnwar Mirza, Financial Systems Director & John Macdonald, Head of GBS Service Design, TNT Express

Most company initiatives will cite ‘People, Process, Technology & Data’ as key enablers for benefit delivery. Customer satisfaction, value creation, top and bottom line improvement, efficiency, productivity …. the list of targeted benefits is endless. Our business leaders need digestible storylines with clear deliverables before they commit to any form of investment. So why do most programme leaders fail to get funding for initiatives that improve all four pillars simultaneously?

The session will explain how to overcome the dilemmas faced by programme managers and suggest practical ways to help initiatives get off the ground. Anwar and John will demonstrate a simple way to explain a complex and broad subject matter in the limited time often given for the pitch.

This session is brought to you by two renowned professionals and experienced public speakers - both working with different professional bodies, universities and international companies to help deliver value to their mutual supply chains.

The Key to Tying Together BA-EA-BPM is Collaboration, Not Knowing the Right BuzzwordsCharlotte Pockendahl Andersen, Head of BPM and Architecture, PenSam

Efforts towards achieving a business capability model combined with a BPM programme while ensuring close ties to the supporting IT-processes and infrastructure must be strategically planned in order to increase the likelihood of success. Through a consistent communication effort focusing primarily on business value and desired outcomes rather than using the nerdy framework lingo, it really is possible to be successful!

This presentation will include real life examples of how to put various aspects of our architectural knowledge base into use by selling the proposing business value of our practise. What we did different was to strategically aim for cross-enterprise collaboration, working with stakeholder analysis at the outset of our initiatives.

Key Takeaways:

• It’s not about exposing everyone to buzzwords and frameworks they don’t understand

• It’s all about establishing a target on the horizon that matters to the business, and making this the driver of the BPM/BA/EA efforts

• Success has everything to do with stakeholders and communication. This must not be underestimated

Architecting Customer Experience to Engage and Transform the OrganisationDavid Wheable, Principal Consultant, Forrester Research

Most organisations aspire to implement outside-in, customer-focused, cross-functional processes that transform the culture of their organisation and set it on the path toward continuous improvement. They are on a journey — but while the long-term goal might be apparent, how to get there and the challenges on the immediate road ahead are usually

far less clear. Many of these challenges represent entrenched, thorny organisational issues that are difficult to tackle. Therefore, learning from other travelers who have been down the road before can help you avoid obstacles and chart a route that moves the organisation forward. This session sets out a body of research based on survey data from more than 500 organisational change programs. It will articulate a set of best practices, strategies, techniques, and engagement methods to support organisational transformation, CX design and BPM.

Key takeaways:

• Transformation goals and challenges evolve as maturity improves.

• How mature organisations focus on customer-facing processes and working outside-in changes the engagement dynamic.

• Debunking the change failure myth - how change programs in higher-maturity firms almost never fail.

• Best practice methods to engage the organisation in an outside-in customer transformation.

The BPM Centred Enterprise Architecture PracticeRoderick Brown, Business Architect, State RevenueOfficeofVictoria,Australia

Most organisations have a history of implementing an Enterprise Architecture where the different architectural domains components are managed largely independently. Every Enterprise Architecture framework makes an attempt to connect these domains by various methods in their meta-models. In the context of TOGAF, the metamodel heavily leverages a “Business Service” entity to link together the various domains. The Australian State Revenue Office of Victoria has implemented an Enterprise Architecture practice where Business Architecture and Business Process Management provides the pivot around which the EA practice revolves. This presentation will outline how the SRO has gradually developed an effective Enterprise Architecture practice where Business Process Management, and business processes in particular guides defines all strategic and tactical requirements for Strategic Planning, Solution Architecture and all domains of the Enterprise Architecture. Attendees will learn:

• Practical ideas for implementing a BPM and Process-centred Enterprise Architecture practice

• The benefits of placing BPM at the centre

Aligning BPM and BA Perspectives at the Process Model Level: or How to Upset Just About EveryoneLloyd Dugan, eCase Chief Evangelist, AINS

Aligning BPM and BA disciplines within an organisation confronts well-established practitioner communities in both spaces with complex conceptual problems that have far-reaching methodological implications (even if this is not always formally stated). Attempts at resolving these problems more explicitly and directly have proven to be probative and/or provocative to many, particularly the question of what is a business process for modelling purposes. Some areas of potential agreement appear to exist with respect to acknowledging different perspectives (e.g., business model vs. operating model), but corresponding different definitional granularities complicate the separation of business processes from other architectural concepts like value

streams and capabilities. This session explores the current debate and possible paths forward, and challenges attendees to become more involved as part of advancing the state of the art.

• Overview of BPM and Business Architecture Alignment

• Modelling and Relating Business Processes, Value Streams, and Capabilities

• Business Model vs. Operating Model, and Semantic Modelling Issues

• Current Debate and Concerns, Areas of Agreement To Build Upon

• Resources and Where To Follow/Engage With the Debates

Business Architecture - An Executive Leap of FaithAdebayo Odunsi, Enterprise Business Architect, United Utilities

Strategic Business design and decision making has long been one of the benefits of moving into the C Suite. But are today’s business leaders equipped with the right knowledge and skill set to meet tomorrow’s challenges? Enter the Business Architect. In this session attendees will learn how to overcome initial apprehension and gain the confidence and support of executives and leaders in developing game changing business and operating models.

Using a case study delegates will learn:

• Assessing executive disposition to architecture efforts

• Developing a value case for architecture• Getting your business architecture practice

started

Business Architecture – Information Necessity Michael Miller, Global Finance Information Architect, HSBC

Business Architecture is emerging from its origin as a component of IT Enterprise Architecture to a necessity for the business to rapidly respond to change. This session will discuss how one can combine business architecture and information architecture to provide seamless alignment of the business and IT.

• This session will identify an approach to concurrently produce your business architecture and information architecture

• The approach will explain how business and IT alignment can be assured through the synchronization of the business and information architectures and maintained over time through information audits

Michael will demonstrate:

• How the business architecture can assure information architecture accuracy and completeness

• How the information architecture can assure business architecture accuracy and completeness

• How to use Business architecture and information architecture to assure accuracy and completeness of Data Governance efforts.

How Can Business Architecture Contribute to Meet Business and IT Challenges?Jenni Dahlkvist Vartiainen, Business Architect & Boel Olin, Business Architect, Swedish Board of Agriculture

Imagine a business where business rules are uncertain until last minute, changes are rapid and

strong deadlines a fact. There are contradictions within the organisation and between business and IT. IT projects are using an agile method but are having difficulties finding the scope and divide it into suitable parts.

Can business architecture contribute to meet these challenges?

At the Swedish Board of Agriculture we thought so, and introduced a new approach to business architecture. With information as glue we join business rules, concepts and processes into a whole. We are working in iterative steps to match our agile environment.

This gave us a shared vision and a shared language which became one of the solutions to the challenges above.

In this session you will learn:

• How to combine business concepts, rules and processes - and why

• How to work with business architecture in an agile environment

• Success factors and challenges

Architecture Thinking: Not the Final Frontier...Sandeep Thandi, Business Architect & Ewan Ashley, Business Architect, British Gas

Is change in your organisation driven tactically? How can you use Business Architecture to confirm the change initiatives you are investing in are aligned to the strategy of your organisation?

In this session Ewan and Sandeep will take you through their practical experience of applying “Architecture Thinking” to deliver a holistic and strategic roadmap of change that really excited senior managers. We apply these principles to align the business and IT which demonstrate true business and IT synergy.

Based on our experiences, this presentation provides you with:

• Advice for using the Business Motivation Model and Objectives, Goals, Strategies and Plans (OGSP) to form an actionable plan for delivering business strategy

• A practical application of using Business Capabilities to describe the organisational target state

• The application of “Architecture Thinking” to avoid the dangerous jump from strategy to project investment

HeathrowAirportEfficiencyandCollaborative Decision Making – a Real Time Airport Operations VisionBrent Reed, IT Lead Designer - Airport Resilience/Airport Op, Heathrow Airport & Soumen Chatterjee, Principal Architect, Associate Director, Cognizant

The world’s busiest airport, Heathrow has several business objectives of maintaining existing punctuality and resilience whilst meeting a steadily growing passenger demand. Punctuality is important to our customers, and maintaining current punctuality levels and coping with increasing demand, remaining competitive on cost presents a major challenge in an airport like Heathrow.

Planning the arrival and departure of over 1,500 aircraft in an 18 hour period with only two runways, presents a major challenge to Heathrow. Integrating the movements with the world’s busiest airspace leaves no room for error.

BPM plays a major part in helping the planning and execution of the airport operations when integrated to airlines’ data and air traffic control systems.

At Heathrow, BPM tools help plan, execute and foresee challenges to aircraft movement management and provide significant support to the Airport Operations Centre, allowing airport staff to manage the airport at 98% runway capacity, resulting in the most efficiently run airport in the world.

This session will take you through capability augmented enterprise architecture within the Heathrow airport business to achieve efficiencies in Airport Operations by provisioning the right information at the right time, allowing effective decisions to be made.

BUSINESS PROCESS MANAGEMENT

The Process-Centric Business

Development of a Business Process Management Capability at John LewisKendal Maher, Manager, Business Process Unit & Janine Snodgrass, Business Process Architect, John Lewis

Over the past three years John Lewis has been on a journey to establish business process management as a capability. In recent years, retail customer shopping behaviour has shifted significantly to an omni-channel mix of online, mobile and in-store interactions. The introduction of a BPM capability was necessary to support the transformation programmes at John Lewis that are enabling our omni-channel strategy.

In 2013 a new department, the Business Process Unit, was set up with the mandate to:

• Ensure high-quality business analysis and process design to support delivery of the business goals

• ‘Join the dots’ between impacted business processes and programmes to ensure there are no gaps, overlaps or conflicts and that how employees work makes sense over time

• Create a ‘corporate memory’ through investment in BPM technology to capture how our business processes work today and in the future

We would like to share our journey with you.

Gaining BPM Commitment Throughout the OrganisationRoger Burlton, BPTrends Associates

For over a decade consistent feedback from process professionals has been that a business process lens makes eminent sense as a better way to design, improve and manage the business. But the same professionals consistently lament their lack of success in sufficiently engaging their executives, professional support groups and line of business managers and getting them to really put end to end process practices into action. As a result, the process maturity level of many organisations has stalled and there is little true

management in their BPM. So is there something we can do to change this? While there are no miracles, there are some sound approaches we can take. This session, delivered by the BPM chair and a BPM pioneer, will examine the reasons for today’s lack of buy in and suggest some ways of gaining commitment that you can apply.

• Assessing your Process Maturity gap

• The business benefits of higher maturity levels• Case study examples and marketplace

comparisons• Internal obstacles and mitigating resistance• Critical actions and messaging

Critical Success Factors for Your BPM CoESasha Aganova, Process Renewal Group

A BPTrends survey last year showed a strong correlation between organizations that are very highly mature in Business Process capability and the presence of a Business Process Centre of Excellence (CoE). Organizations that are successful with process management have lived the journey of growing and evolving their CoE as processes become more a key part of the way the business is run. So what are their lessons learned and how can we leverage these learnings? In this session Sasha Aganova will draw upon her experience in helping her clients make this journey and in starting up and running CoE’s for two large companies. During this session you will learn:• Typical lifecycle of a CoE• Why do CoEs fail?• 5 Critical factors for successful CoE

implementation

Crossing the BPM Chasm – The Bridgewater Case StudyMatthew Morgan, Head of Process & Metrics Excellence, Bridgewater Associates

When one of the world’s largest hedge funds decides to build a new process improvement program, we knew it wasn’t an easy task. People, processes, and technology had to align to undertake this transformational journey. Bridgewater crosses the process maturity “chasm” to Level 3 from Level 2 under a tight timeframe. Discover how:

• Bridgewater implemented a new BPM program • Achieved great traction and engagement in a

short period of time.

Turning Customer Needs into a Market Innovation through an Outside-In BPM ApproachClaus Due, Business Development Manager, INOPI

Organisations typically use business processes as a basis for improvements internally. But can it work for creating that organisation in the first place? That’s what we did.

Instead of starting with the product - we analyzed customer processes and determined the value propositions to define our offerings. We applied the process methodology through workshops with our potential customers - who knew their needs better than anyone. Process design thinking and a BPM Architecture were used to define the lifecycles of our intended customers business. This complete ‘outside-in’ approach ensured we did not become too enamoured with our pre-existing technical assets and avoided misguidance due to our own misperceptions.

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Since the launch of BoardPlace, we have continued using BPM as the basis for both improving the product and running the business.

• The challenge of developing a new product • Our customers’ journey and lifecycle• Results & improvement by the BP methodology

we used

Ten Years After: Business Process Panel of the Decade Featuring the BPM GurusModerator: Chris Potts, Panellists: Roger Burlton, Ronald Ross, Sandy Kemsley & Howard Smith

This is the 10th anniversary of IRM UK’s BPM Conference Europe. So what progress have we made in a decade, what have we learned and what’s new? All of the panellists are experienced, respected and leaders in this field. Furthermore, they were all present at the first IRM UK BPM conference a decade ago. They are survivors of the journey and have evolved the state of the discipline over this period of time. We will look behind and project ahead to where we may be in another ten years. It will be enlightening. Don’t miss it!

• What have we accomplished?• What have we learned?• What can we expect by IRM UK BPM 2025?• Delegate points of view

Changing Incentives for Knowledge WorkersSandy Kemsley, Kemsley Design

BPM technology has adopted characteristics of social enterprise software to become more dynamic, social and collaborative. In many cases, however, implementations of these systems are less successful than expected, in part because traditional transactional metrics and rewards for the workers in the process don’t match the corporate collaborative goals for processes. This presentation examines these issues across the scope of people, process, and technology:

• The changes that knowledge work is having on process management technology

• The technology issues that stem from the monitoring and measurement of social and collaborative metrics within the knowledge processes

• The business cultural changes needed to support the new methods of working

• The advantages of building rewards and incentives into the systems as well as the corporate culture

Building Agile Operations – A Practical ApproachOmar Kayed, Director Enterprise and Solution Architecture, Katz Group Rexall/ Pharma Plus

In today’s competitive business environment “change” is the new normal. Organizations in any line of business have to build their capabilities to adapt and deliver timely response to changes. Building agile operations has become paramount to enable new business strategies and to adapt quickly, effectively and efficiently with changes. Changing the three key dimensions of operations processes, people and technology is a challenge. In this presentation a new framework, “Agile Operation Framework”, is introduced, providing a practical and proven method to build “Agile Operation”. The three key components of the

framework and how to apply them through practical example will be discussed, delegates will learn:• The three key components of the framework,

Business On a Page, Business Capability Model and The Process – Technology Alignment model.

• How to apply the framework on Banking Industry and in building digital business

• How to connect the organization components starting from business capabilities required to save customers to the technology services (SOA).

Dealing With the Inevitability of Politics in BPMProf Ashley Braganza, Professor of Organisational Transformation, Brunel Business School

There are no shortages of methods, tools and techniques for process management. Each one has its merits, terminology and underpinning assumptions that will lead to successful implementation. All are premised on senior managers’ commitment to implement agreed project plans that will yield benefits. Yet, cross functional process management projects get mired because of a topic that everyone recognises and is rarely spoken about openly: politics. To speak about it publicly in many organisations is taboo. To engage in politics is to be considered dangerous.

This session takes politics out of the shadows and shines a light on it. It will address how you can use your political skills to your advantage to achieve the outcomes necessary for your organisation’s success. It will provide you with some early warning signals that will enable you to protect your interests. It will (hopefully) remove from your process management lexicon the phrase ‘I don’t do politics’.

• Politics is good, right?• Winners and losers• Working your connections

MaximisingBenefitsUsingWorkflows–A Practical ApproachKeith Lester, Audit Manager, Canal & River Trust

Does your organisation have processes that are inefficient, time consuming and onerous for both managers and employees? Is decision making undermined by poor quality data and management information? If the answer is yes, you will benefit from seeing how the Canal & River Trust has addressed these issues with a cost effective platform built on Microsoft SharePoint and Nintex workflows. The journey from changing culture and governance to deploying practical user friendly solutions realising a high ROI will be discussed, and delegates will learn

• How to create an adaptive culture with good governance

• How to identify improvement opportunities and build a business case

• How to effectively apply workflows and automation within a human resources function

• Practical ways to further refine processes and workflows to maximise benefits

Process-Centric Design

Decision Management and Business Process Management–HowtoBenefitfromBoth ConceptsJuergen Pitschke, Founder/CEO, BCS

Integrating Decision Management into Business Process Management requires a structure and a form for describing the details of Business Logic. The new OMG standard DMN covers both aspects. We use practical examples to demonstrate how a combined BPM/BDM approach opens new possibilities. The presentation:

• Explains what Decision Management is and why it is needed especially in managing service oriented processes

• Shows how decision management fits into the BMI-trilogy with Business Process Management and Business Case Management

• Demonstrates why you can’t do one without the other and why especially Case Management needs and understanding of Decision Management

• Gives a roadmap how to adopt an integrated BPM/DM approach into your daily practice.

Attendees will understand:• The role of Decision Management in Business

Process Management and vice versa• First steps to adopt an integrated BPM/Decision

Management methodology

A Practical Implementation of BPMMichael Cunningham, Head of Development, Ruffer LLP

Ruffer LLP is a medium sized private wealth manager with around 17Bn GBP under management. Over the past 2 years it has been embracing a programme of change to digitise paper based processes. This digitisation resulted in the creation of a workflow framework which integrates and leverages other in-house developed enterprise components. Mike Cunningham, Head of Development, will be taking us on a journey through this change. He will aim to explain the evolution of the workflow framework, and the adjacent enterprise components, providing rationale for decisions and highlighting lessons learnt. The presentation will include demos showing how workflows are designed/released/run and monitored.

During the session you will learn:

• How BPM has been implemented at Ruffer• How building and enhancing strategic

frameworks can provide rapid/agile/stable delivery

• Ways to introduce process automation to the business

Smart Enterprise DesignRon Ross, Co-Founder & Principal, Business Rule Solutions

Managers and workers in many companies are hampered on a daily basis by a long-term, debilitating lack of simply knowing things. It often feels like we are simply working in the dark. We spend a whole lot of our time and resources simply trying to figure out why.

Ron calls this the why challenge. It’s the simple – or often not-so-simple – challenge of knowing why we get the business results we get in everyday business operations. Wouldn’t it be nice if every time you

didn’t understand something, you had a button to press to find out why?!This simple, seemingly obvious idea has a whole set of breakthrough implications. It means making knowledge central to the payload of your business processes and enterprise design. It means moving toward a single source of business truth – not for data, but rather for explicit know-how in the form of business vocabulary and business rules. It means always delivering consistent, traceable decisions. A smart enterprise design is one that can always answer the question why.Focusing on ‘why’ leads you to new kinds of questions, and from there to new answers comprising an engine for business innovation. In the bargain you get real business agility, fingertip compliance, and pragmatic knowledge retention. Find out how your company can stop squandering waste of the mental kind.• How deep pain points in current business

operations open up to ‘why’• Shifting the focus from inputs, outputs and

interfaces, to core business know-how• How to create smart business architecture• Bringing consistency and business smarts

to the customer experience• Basic principles for business solutions in

the knowledge economy

Lean & Agile Business: Move Like Starlings in the SkyPeter Matthijssen, Managing Consultant, BiZZdesignBusiness Agility is a key-capability for organisations. They need to constantly adapt to changing customer needs, new legislation, technical developments, (online) competitors, etc. Agile business is about ‘doing the right thing’ in a changing environment. Another trend is Lean management. Today, everybody wants to become Lean! Lean helps organisations to ‘do the work a little bit better every day’ in terms of quality, speed and costs. Lean is also about involving en empowering people from the shop floor. But does Lean make organisations more Agile? This presentation will cover: • Basics of business Agility and Lean• Next practices in Agile business• Next practices in Lean • Lean as a gateway to business Agility• Many examples and tips

Achieving Operational Excellence through BPMJames Smith, Director of Process Improvement & Corporate Information Systems, Birkbeck UniversityThis session on Achieving Operational Excellence through BPM will cover the practical steps needed to achieve successful process transformation at enterprise level. James Smith will share best practice for delivering process improvement, both for Higher Education sector and across other disciplines and industries. Birkbeck University of London, embarked on a BPM project as part of its Operational Excellence program, designed to improve process efficiency and deliver better value for money in a fluctuating HE environment. As a result, the University tightened a process to ensure the timely application of student loans and sped up its Student Status Amendment Program by 90%.

BPMN and CMMN: A Match Made in Heaven?Jakob Freund, CEO, CamundaCMMN is OMGs standard for Case Management. However in most situations, a concrete application consists of both structured flows and cases. This is why we think BPMN and CMMN should be combined. While this is currently not the case in terms of specifications, there are practical ways to achieve that combination. Jakob will provide a brief overview about the CMMN notation and describe their first real-word experiences from concrete applications, especially regarding the benefits and challenges when combining it with BPMN.

Topics covered:

• CMMN Overview: Background, Motivation and basic structure

• CMMN Symbol Set at a glance• How to combine CMMN with BPMN (call

activities and process tasks)• Applying CMMN in practice: Do’s and Don’ts

Bring Back the Fun - How to Revitalise, Invigorate, Inspire and Transform in a World of ChangeAlistair Watters, Director of Estate Transformation/Customer Director, B&QThis session will challenge you to change how you think about organisational and cultural change. Most organisations build themselves around processes and “ways of working” develop as a consequence Over a period of time this solidifies into a culture, a set of beliefs and a balanced environment that is set up to maintain the “status quo” – the way we do things around here. Sadly, just like yoghurt – once the culture is set it’s pretty difficult to change. So how do you get an organisation ready for change in a world where the pace of change is faster than at any other point in the past twenty years, where technology, social media and the internet is ripping apart organisations structures, methods and processes at increasingly frequent intervals?How do you revitalise, invigorate, inspire and transform individuals, groups and entire organisations and bring back the fun?

SMART - From Strategy to Operations through Process OrientationTom Einar Nyberg, BPM Team Lead, Capgemini & Camilla Stakston, Senior Advisor - Safety Performance, Avinor

Avinor operates 46 airports spread across the whole of Norway. This presentation will detail the practical implementation of the SMART Program at AVINOR.

The SMART program was a major three year business transformation within the entire enterprise. The four projects covered in SMART were:

• Strategic Performance Management• Enterprise Risk Management• Process Oriented Management System• Incident Management

The presentation will go through the entire SMART program, but with a special drill down into the process orientation of the organisation. This included process work across the entire value chain, reducing and simplifying governing documentation, clear accountability and responsibility for operational personnel, compliance management and the implementation of a process governance model working for continuous improvement, learning and standardisation.

BPM: Is There Such a Thing As Good Enough?Deepa Tambe, Senior Project Manager, Business Improvement Portfolio, Lloyd’s Register

The challenge of managing constant organisational changes, time to market and good customer service are the key drivers for the organisations to embark on the BPM journey. It is often considered a technology implementation. BPM is not just a tool. It is about the way of working. It is about the culture and the approach to do things smartly.

The presentation will be focussed on the soft skills needed by the organisation to implement BPM and the discussion around the culture of the organisation.

• One size does not fit all. Different approach is required for different organisations to implement BPM. What are the key ingredients for embedding the BPM culture

• BPM is only a milestone in the journey of Process Excellence. What are the BPM capabilities you need to consider and how far can you expand the scope of BPM

• Placing measurable and achievable goalposts of BPM. How do you know BPM had added value to your organisation. How to measure the success of BPM.

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Panel Session: BPM, Case Management, Decision Management – More than Buzzwords?Moderator: Juergen Pitschke, BCSPanellists: Gero Decker, Signavio; Jakob Freund, Camunda; Jolanta Pilecka, CMO, Bizagi “We have way more than enough ideas. What we don’t have are sure-fire ways to help folks adopt, implement and benefit from those ideas.” – Bob MarshallMany enterprises adopted BPM concepts in the last ten years. Some results are great, some projects failed to fulfill the promises. Additional concepts as Case Management and Decision Management come up to fill gaps in our box of working techniques and methods. Sometimes practitioners have the feeling that this is just another hype with no practical benefit.We discuss Case Management and Decision Management in the context of Business Process Management with tool vendors and consultants. We show opportunities and benefits of these concepts. We want to share insights and experiences from projects.Prepare your questions for our panel.

Panel Session: Crossing the Chasm – How Practitioners and Vendors Can Co-create Value from the Successful Application of EA ToolsModerator: Sally Bean, Sally Bean LtdPanellists: TBCA surprising number of EA teams continue to use the popular EVP (Excel, Visio, PowerPoint) suite of tools years after starting their EA effort. How does this constrain their capability? What is the real value to be gained from specialist tools and what are the most important factors that lead to successful adoption of these? At what point in the EA journey is the best time to start? How can practitioners leverage the experience of vendors to help them? A panel of tool vendors will offer their answers to these questions, and share the benefits of their experience with the audience.