Trip Gartner Business Process Management Report Summit 2010 · Recognize that early BPM project success is critical to long-term high-payoff adoption of the process view. Guidelines

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The Value in People, Patterns and Possibilities

March 22 – 24 • Caesars Palace, Las Vegas, NV • gartner.com/us/bpm

Gartner Business Process Management Summit 2010

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A note from our conference chairsAs organizations expand their BPM efforts, establishing technology know-how

is important, but rolling out effective communication, organizational change

management and project management is even more of a necessity.

Many organizations are overwhelmed by the explosion of information and events that barrage their businesses. Tackling this problem head-on and outlining what it takes to decipher patterns in an organization’s operational behaviors will allow the modification of processes and facilitate a more agile and effective response. Introducing a Pattern-Based StrategyTM delivers the key differentiators—be they efficiency, consistency or competitive advantage.

Innovation requires an outside-in perspective yet most organizations focus on the operations within their enterprise. End-to-end business processes often extend to partners or suppliers, government entities, outsourcers and cloud service providers. Successful management of end-to-end processes requires the application of BPM disciplines whether processes are internal, external or in the cloud.

Over the course of two-and-a-half days the summit focused on how—with the right people, tools and techniques—a whole world of opportunities opens up, with continuous innovation, improvement and possibilities.

We’d like to thank you for taking the time to join us at the summit. We hope the summit was a positive experience and that you have already started implementing some of the things you learned. We hope to see you again in 2011!

Kind regards,

© 2010 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. For more information, e-mail [email protected] or visit gartner.com.

Your reactionto the 2010 agenda

96% of attendees said they would recommend this conference to their colleagues!

73% of attendees said the agenda was properly balanced between strategic and tactical content

Elise Olding Director Gartner Research

Michele Cantara Vice President Gartner Research

David W. McCoy Managing Vice President Gartner Research

P.S. Mark your calendar for next year’s summit. See you at the Gartner Business Process Management Summit 2011, April 27 – 29, in Baltimore, MD.


gartner.com/us/bpm 2



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Conference Highlights• The Value in People theme behind the conference reinforced the idea that people are the

biggest assets behind any BPM initiative. Unlocking the value of individual insights— as well as the wisdom of many—and turning these insights into measurable process improvements are key to operational savings and boosting the bottom line.

• Three main focus areas were covered: best practices for BPM success, organizational engagement and consuming BPM technologies.

• More than 60 analyst-led presentations covered topics such as: people and change management, Pattern-Based Strategy, BPM and cloud computing, BPM and applications strategy, complex event processing, optimization and simulation, going enterprisewide with BPM, unstructured processes, and tying patterns to near-real-time agility.

• Over 200 attendees participated in the BPM workshop series, which offered seven interactive hands-on workshop sessions that provided deeper dives into BPM topics. New this year were two sponsored preconference Learning Labs, and five main program workshops:

– A Case Study Exploration of Value Network Analysis

– Business Process Innovation: Beyond Continuous Improvement

– Getting Your Business Process Competency Center off the Ground

– Advanced Decisioning for Process Excellence

– Quickly Creating an As-Is Process Model

• 30 solution providers showcased new and enhanced tools and technologies on the conference exhibit floor, and walked through real-world implementations at 12 end-user case studies.

• 130 attendees from 71 organizations took advantage of the Gartner analyst private one-on-one consultative sessions.

• 126 attendees participated across 14 analyst-user roundtables on a variety of BPM topics.

• Team Send: 49 companies sent two or more employees and 11 organizations participated in the Team Send program, sending a combined 80 attendees to take advantage of the team discounts and on-site team programs, including team sessions with a Gartner analyst.

“ As always, Gartner provides “best of breed” analytics and future trends. Thought provocative and leading edge.” Russ Benner Sr. Business Analyst Expert Development Canada

56% 44%IT Business

Where are you in your BPM Maturity?

39% 22%

39%

Intermediate Advanced

Foundational

Attendee On-Site Poll

Source: Gartner BPM Summit 2010 Attendee Evaluations





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Three Critical Trends in BPM What does the future hold for BPM? We’ve compiled some key thoughts

post-event from our analysts.

BPM Methodologies and Justification for BPM

Michele Cantara, Vice President:The best way to make a convincing case for BPM is to follow the pain in your business. Re-use and standardization are worthy goals but are not very tangible to process owners and decision makers unless clear business value can be associated with these goals.

Find an executive sponsor within your business who is prevented from carrying out the business objectives he or she signed up for, and that are critical to ensuring that your organization executes its business strategy. Understand the sponsor’s pain and use business terminology, such as, “You mean we can’t afford to expand our footprint in Latin America unless we save $X by consolidating multiple applications into a single instance and standardizing XYZ process in North America and Western Europe?”

Bill Gassman, Director:Business managers realize that processes are out of control but they do not have visibility into the extent. Start a business process improvement initiative by measuring a few key end points of troublesome processes. Use the measurements to justify greater investments in process improvement.

Bill Rosser, Vice President and Distinguished Analyst:Recognize that early BPM project success is critical to long-term high-payoff adoption of the process view. Guidelines for BPM project success: (1) modest scope, (2) high process value, (3) alignment to strategy, (4) right metrics, (5) stakeholder agreement on goal, (6) enthusiastic sponsor and (7) business-user engagement.

“ Exciting, inspiring, thought-provoking. Provided basic framework of BPM (& more) as well as how to implement and improve.” Sonia Zacher-Martini Consultant PSEG

Michele CantaraVice President

Bill GassmanDirector

Bill RosserVice President and Distinguished Analyst





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Organizational Engagement

Donna Fitzgerald, Director:The best approach to handling the perception of growing disconnect between BPM and the PMO is to work with the project manager to agree on the scope and duration of the desired BPM component of the project. Offer a full range of personal skills to the project to leverage tighter involvement. Size the BPM effort to match the organization’s culture and tolerance for investment in maintainable process documentation.

Elise Olding, Vice President:Many organizations continue to struggle with the “people issues,” such as engagement and buy-in related to their BPM programs. I recommend that you become acquainted with change management techniques and use a blend that best fits your organization’s culture and specific project needs. Gain organizational readiness skills on individual BPM projects and build the competency to apply this at the program level when challenged with large transformation efforts. Plan on spending 10% to 20% of the program/project budget on organizational readiness activities.

Organizations need to become proficient in the organizational readiness skills and techniques that enable employees, customers, partners and suppliers to actively contribute, proactively prepare for change, and develop skills to better embrace continued change associated with BPM projects, programs and continuous improvement efforts.

Bill Gassman, Director:Adding reports and analysis within workflow and automated processes is helping to speed up and improve decisions. Business process practitioners should engage with the business-intelligence and enterprise data architects to ensure that corporate investments are leveraged rather than building yet another version of the “truth.”

Do you currently have a Business Process Competency Center (BPCC)?

34%Yes

If not, do you have plans on starting one in the near future?

77%

36%

64%No

No

Yes

Donna FitzgeraldDirector

Elise OldingVice President

Bill GassmanDirector

Attendee On-Site Poll

Source: Gartner BPM Summit 2010 Attendee Evaluations


gartner.com/us/bpm



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Consuming BPM Technologies

Carol Rozwell, Vice President and Distinguished Analyst:Many organizations are applying alternative techniques such as value network analysis to augment more traditional process analysis tools in their quest to gain insight into the way work really gets done. I recommend that you use value network analysis to explore the business process dependencies when work is being carried out by multiple groups. The technique highlights tangible and intangible exchanges of information and other valuable deliverables.

Bern Elliot, Vice President and Distinguished Analyst:The integration of unified communications (all communications, both real-time and message-based) with business processes is an emerging technology area. This capability has the potential to improve productivity and effectiveness of processes with communication dependencies. This capability is something that Gartner calls Communications Enabled Business Processes (CEBP). Business process designers should look for processes with communication dependency, and consider how the integration of communication functions directly with the business process might improve their operation. Additionally, planners should consider how their business process modeling and implementation tools could better support the incorporation of communications functionality in their applications.

Jim Sinur, Vice President:There is a trend toward including portions of processes that are less structured and more collaborative in nature. Organizations should look at ways of applying BPM to knowledge work that leverages social BPM alongside of modeled process snippets.

5

“ Very informative & enlightening as well as energizing regarding the BPM movement - it is nice to see that the market is moving in this direction w/some momentum.” Matt Kemmerer Program Manager Boeing Services Corporation

Predicts 2010: Business Process Management Will Expand Beyond Traditional BoundariesBPM projects are moving beyond optimizing structured processes into broader, cross-boundary process domains. Such projects challenge long-held ideas about solution development, stakeholder concerns, and business and IT roles and relationships.

As more enterprises embrace business process management (BPM) to improve business performance during challenging times, this quest will increasingly push BPM beyond its initial focus on structured processes into more challenging, cross-boundary processes. Here, we offer predictions on the advancement of BPM.

Key Findings

By 2012, 20% of customer-facing processes will be knowledge-adaptable and assembled just in time to meet the demands and preferences of each customer, assisted by BPM technologies.

By 2013, dynamic BPM will be an imperative for companies seeking process efficiencies in increasingly chaotic environments.

By 2014, 40% of business managers and knowledge workers in Global 2000 enterprises will use comprehensive business process models to support their daily work, up from 6% in 2009.

Carol RozwellVice President and Distinguished Analyst

Bern ElliotVice President and Distinguished Analyst

Jim SinurVice President





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KeynotesFive keynote sessions delivered powerful messages.

CEO Concerns 2010: Edging Toward a Return to Growth Jorge opened his presentation by discussing the importance of planning for return to growth. Upcoming changes within organizations will drive the need for flexible and responsive business processes. He moved then into a thought-provoking discussion about the battle in business between integrity/trust and corruption/fraud, and he provided the audience with a strategy for preparing to fight fraud. Jorge then shifted gears to focus on the growth of U.S. government spending and regulation. Business process teams will become critical as government begins to thrust required changes upon organizations. In addition, the capture and analysis of detailed customer-activity information has never been more important. Executives will need the capability to do sensitivity analysis in order to test out their potential tactical responses and to frequently and rapidly reforecast financial outcomes as input factors change. Connecting strategy to outcomes will be key. Today, you can define a metrics framework that links leading operational indicators to lagging financial measure and create a BI competency center that includes representatives from IT, finance and line of business—all without capital investment.

Who’s Got Your Back: the Breakthrough Program to Build the Deep, Trusting Relationships that Create Success and Won’t Let You Fail The world’s foremost expert on relationship development, Keith Ferrazzi, author of the number one New York Times, Wall Street Journal and Amazon best-seller Who’s Got Your Back brought many in the keynote audience to realize the power of mutual support and the necessity of having what he called “lifeline relationships” in our professional and personal lives. Keith’s keynote offered the road map for transforming the way we think about professional networking and how it can have dramatic results for us. As Keith said, “Real networking is about finding ways to make other people more successful. It is about working hard to give more than you get.”

Some additional thoughts that Keith offered:

“Learn to become indispensable. Start thinking about how you’re going to make everyone around you successful. Think of it as a game. When someone mentions a problem, try to think of solutions. Don’t wait to be asked, just do it!”

Rules for Business Process Adaptation: Capitalizing on Pattern-Based Strategy A critical part of Pattern-Based Strategy is actively seeking out novel patterns to identify early emerging threats or opportunities. A key piece of this strategy is sensitivity to “weak signals” and marginal events that might be buried by standard (averaging and accumulating processes) and missed because they are too similar to previously planned-for exceptions. As you change your focus to seek patterns of change in people, process and information, you will recognize that patterns can appear in and impact multiple areas of your organization. In order to understand their importance, create scenarios of change and actions that match the impact of the pattern. Patterns can be categorized into four areas: strategic innovations, strategic risk, operational innovations and operational risks. Most important is to recognize that pattern recognition and adaptation can be applied to operational and strategic risks or innovations. Understanding where your company is most vulnerable or more likely to realize a new opportunity is the key.

Jorge LopezVice President and Distinguished Analyst

Keith FerrazziCEO Ferrazzi Greenlight

Tom AustinVice President and Gartner Fellow





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Get Back in the Box: Innovation from the Inside Out Social and media theorist Douglas Rushkoff’s book, Get Back in the Box: Innovation from the Inside Out, offered a thought-provoking keynote that examined the influence of interactive communications technology on business. Douglas offered his point of view on how a landscape that seems to be transforming itself—with every new technology, marketing tactic or investment strategy, businesses rush to embrace change by trading in their competencies or shifting their focus altogether, all in the name of innovation. He pointed out that the new renaissance in creativity and collaboration ushered in by the Internet gives organizations the freedom to return to core competencies and reconnect with the passion that fuels true innovation. In the midst of the headlong rush to think “outside the box,” the full engagement responsible for true innovation is lost. New consultants, new packaging, new marketing schemes or even new CEOs are no substitute for the evolution of our own expertise, as individuals and as businesses.

Living an Eventful Life with Agile BPM As the rewards for being swift to recognize and adapt to changing conditions become larger, the combination of events, rules and processes to do so will become commonplace. Today we are seeing the emergence of rapid change driven by more “unknown unknowns” but the frequency of unexpected conditions and a need to adapt to new combinations of conditions will be on the rise. This is why complex event processing (CEP) needs to be on the front line. Both the CEP and process need to be driven by rules that represent current management policy and the business model of the day, hour, minute and second. CIOs, business analysts and application managers should immediately check whether their business analysts consider the use of continuous intelligence analytic applications when developing the requirements for every new business process. In the next 90 days, you should assign a lead enterprise architect to assess your software infrastructure capabilities for event-capable messaging systems, event registries or repositories and event databases. Develop a plan to train application architects, developers and business analysts on where to use situation awareness and citizen development in operational analytical applications. In the next year, implement pilot applications and begin incorporating near-real-time analytics into your applications for supply chain, contact center, transportation, and similar operational activities and processes.

Douglas RushkoffSocial and media theorist

W. Roy SchulteVice President and Distinguished Analyst

“ This conference has given me a substantial base of information, and useful & usable tools as a business leader for business process management in my company.” David Goldstein Director of Strategy Foxworth-Galbraith





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“ Wonderfully focused with value in every session and breakout. Thank you!” Chris Luetke Business Practices Manager Kraft Foods

By Industry Sector

By Title

By Role

Attendee SnapshotMore than 600 IT and business professionals, representing 300-plus organizations from 19 countries gathered to attend the summit. The audience included:

Associates

Managers

Financial Services

Government & Other Public Sectors

Manufacturing

Retail & Wholesale

Heathcare & Pharmaceutical

Professional Services

IT Software/Hardware/Services

Utilities

Oil & Gas

Telecoms Services

Travel & Hospitality

Media

Transport & Logistics

C-Level

56% 44% IT Business

Executive

19%

48%

28%

16%

14%

11%

8%

7%

4%

3%

3%

2%

1%

1%

1%

29%

4%





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What’s up for next year? By popular demand, we’re back on the East Coast and moving to April. In 2011 we will look at how business process management will expand beyond traditional boundaries, moving beyond optimizing structured processes into broader, cross-boundary process domains. We will be challenging long-held ideas about solution development, stakeholder concerns, and business and IT roles and relationships. Some of the areas you can expect us to cover will be social BPM, Pattern-Based Strategy, unstructured processes and dynamic BPM.

You can also expect an agenda that will continue to foster collaboration between business and IT, and content that will be based on experience level, making it easier for you to set up a conference agenda that suits your specific needs. The BPM workshop series will continue to provide more hands-on sessions that offer the deeper dives into BPM that many of you have requested.

The 2011 BPM Excellence Award also returns. Keep an eye out for our announcement later this month.

Be sure to save the 2011 date. Bookmark gartner.com/us/bpm and check for conference details and breaking news on the Gartner Business Process Management Summit 2011, April 27 – 29, Baltimore Marriott Waterfront, Baltimore, MD.

Online ResourcesThe summit website, gartner.com/us/bpm, provides post-event tools to stay connected and summarize your trip. You can view an attendee list with job title and company information, as well as use Event Connect to stay connected with your peers. There’s also a ROI template that you can customize to report on your summit experience.

Connect on LinkedIn with your peers who attended the summit. We’ve created an alumni subgroup to the Gartner Business Process Management (Xchange). Only attendees of the Gartner Business Process Management Summit in Las Vegas are invited to join the subgroup. Use this site to continue to network with one another and we’ll also provide updates over the next few months about new BPM research and informative webinars as they become available.

Baltimore Marriott Waterfront HotelBaltimore, MD

See you in 2011! April 27 – 29





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Thanks to our 2010 Sponsors

Premier

Platinum

Silver

Media Partners

Adobe Systems Incorporated

AgilePoint, Inc.

AuraPortal

Casewise Systems, Inc.

EMC Corporation

Fabasoft

FICO

HandySoft

iGrafx

Laserfiche

Newgen Software Technologies Limited

QualiWare, Inc.

Virtusa Corporation

Documents

Trip Gartner Business Process Management Report Summit 2010 · Recognize that early BPM project success is critical to long-term high-payoff adoption of the process view. Guidelines