Process Performance Zone
The Process Performance Zone provides delegates with a number of valuable learning opportunities and recognises the importance of this key organisational area. 10 seminar sessions delivered by leading practitioners will cover issues such as:
- Mapping and Modelling
- Systems Integration
- Process Improvement Strategies
- BPM and SOA
- Business Intelligence
- IT Governance
Wednesday 12 March 2008
| 10.30 | ‘STEP UP’ TO SERIOUS PROCESS IMPROVEMENT WITH SIMULATION Andrew Aitken - Director, Lanner Group |
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This presentation describes how simulation provides a unique insight into process improvement by adding the ability to predict the performance of a collection of processes by simulating their behaviour under a variety of business conditions. The benefits from using simulation will be described along with proven guidelines on the adoption of the approach. Additionally the role of simulation within a BPM environment will be explained, and examples from Lanner customer projects will be used to illustrate the concepts described.
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| 11.30 | AGILITY IS ALL ABOUT PEOPLE! NOT TECHNOLOGY...DOH!! Ian Gotts - CEO, Nimbus Partners
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New processes that aren’t adopted by the workforce are as useful as knickers on a kipper. Adoption means engaging end users to build and deploy new working practices and the supporting systems and applications. Ian is an entertaining and challenging speaker, and he will draw on examples from Toyota, Lockheed Martin, JP Morgan and others who have been successful in driving process-led, transformational change. The principles are discussed in more detail in his book Common Approach, Uncommon Results, now in its Second Edition, which has received rave reviews. Project Challenge has agreed to make a FREE copy available to all attendees of this session. |
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| 12.30 | THE TRANSPARENT ORGANISATION Peter Shields, Managing Director, BusinessPort Ltd |
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This presentation will emphasise the need for greater visibility of ‘human actions’ within the organisation, and will highlight why corporate governance has risen in priority within the business world recently. Using live client system examples from Total, Royal Navy, Lloyds Register and Nexen Petroleum to demonstrate how each company controls risk and compliance through process management, the presentation will discuss a simple approach which effectively ties responsibilities down to individuals. Peter Shields will demonstrate a structured framework which aligns strategic goals, organisation structure and the core business processes within one integrated model to connect participating applications, systems and people into an integrated solution. |
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| 13.30 | DO YOU REALLY HAVE A STRATEGY FOR PROCESS? David Lyneham-Brown –CEO, BPTG |
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The sub-optimal approach to strategy design by many organisations and their inability to communicate direction and objectives to their staff are acknowledged impediments to effective business change. The problem is compounded by the fact that even fewer have a clear strategy for change defined and embedded into whatever forward plans they have devised. This presentation will work through a structured framework designed to shape and unify the process change efforts of people at all levels of the organisation. It will explore the vital role of project managers and business process analysts in delivering the strategic process vision and the many tactical and technical changes needed to create a genuinely process-centric organisation. |
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| 14.30 | Capture the Real Business Requirements with Process Modelling John Moe – Head of Business Consulting, Alphacourt |
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Too many projects struggle because of imperfect requirements defined by or agreed with the users. In many cases this is because the users have been unable to visualise how their needs can and should be met. Inch thick requirements documents are notoriously poor at providing an effective communication medium between the users and the project team. In this presentation, John Moe of Alphacourt explains how better, faster and cheaper requirements can be captured, agreed and delivered to expectation using process modelling techniques and tools. Case studies will illustrate common pitfalls that are avoided using this approach. |
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Thursday 13 March 2008
| 10.30 | MAPPING & MODELLING FOR THE 21st CENTURY Mark McGregor – Author and Coach |
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Whenever one talks about projects or processes, inevitably the talk soon turns to the issue of mapping or modelling. It is a highly emotional subject with many different ideas and techniques about how you should go about it, however most of the techniques are still firmly rooted in the past. They did not deliver then, so why should they be expected to deliver now? In this fast paced idea filled session Mark McGregor will provide ideas and insights that will enable you to build better maps and models faster – regardless of your notation, method or purpose - and for those models to be of business value, rather than just collecting dust on some intranet, or in some filing cabinet. |
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| 11.30 | 8.5 STEPS TO MAKING A PROJECT METHODOLOGY STICK! Neil Whittington - Arturian Limited |
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The last few years has seen a major increase in the number of companies implementing standard project methodologies in their organisations. Regulatory pressures, offshoring & outsourcing are just a few of the drivers that have meant significant effort and cost has been applied to develop methodologies, train staff and harmonise the way projects are run across an organisation. However, what happens when the initial buzz, activity and investment subsides? Experience has shown that typically people drift back to their old ways of working unless steps are taken to ensure adoption of the new processes. This presentation provides an insight into tips and tricks that have been used successfully in organizations both large and small to achieve adoption of a project methodology. |
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| 12.30 | MANAGING COMPLEX GOVERNANCE AND COMPLIANCE ACTIVITIES USING BMM Andy Evans – CEO, Xactium Ltd |
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Businesses are increasingly faced with the challenge of managing complex governance and regulatory compliance activities, including enforcing compliance, achieving strategic alignment and governing business processes. This talk presents a fresh perspective and a new standard for governance and strategic planning, called the Business Motivation Model (BMM). Using appropriate tools and techniques, organizations can use the BMM to systematically document their governance activities, increasing confidence in governance decisions, and significantly reducing the costs associated with their management. |
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| 13.30 | 30 YEARS AND STILL NOTHING HAS CHANGED! Jon Pyke - Chief Strategy Officer, Cordys
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For over 30 years the business and IT divide has been the same. Each year we hear of newer, better and, amazing ways of bridging the gap, but in reality we are hearing and seeing the same old same old. We are still trapped in looking at old ways of solving problems, in this talk Jon looks at why the past should stay in the past and how we need to look at projects and processes differently in order to adapt and survive in today’s world. As Mohamed Ali once said “The man who looks at life the same way aged 50 as he did when 20, just wasted 30 years of his life”. |
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| 14.30 | The Oracle Strategy for Business Process Success
Deborah Shakespeare – Technology Director, Oracle
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| Oracle is the world’s largest enterprise software company with over 74,000 employees. The company develops, manufactures, markets, distributes and services database, middleware and applications software designed to help customers manage and grow their business operations. Today, with 275,000 customers, Oracle is helping businesses around the world become information-driven. Technology convergence is bringing about a whole new approach to BPM (Business Process Management). Oracle is embracing and driving the standards for these technologies, but is the approach the same? Deborah will present Oracle’s strategy for BPM and how it is pivotal to their business – the approach, standards, some of the lessons learned and what Oracle and its partners have achieved during the journey so far. | |
Wednesday 19 September 2007
| 10.30 | IT GOVERNANCE – A DRIVER FOR IMPROVEMENT Stephan Gehring – Head of PSG, CaseWise |
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With the increasing importance of and reliance on IT in business, it is only logical that companies should explore ways of leveraging governance as a driver for improvement. As a starting point many organisations are using IT Governance principles to harness and safe-guard investment. Often firms are finding it is only a short step to translate these principles into ways of driving business efficiency and improvement. This talk will focus on how Casewise customers are already seeing such strategies turn to solid results and will feature real life success stories, stories that are easily accessible and can be replicated by you. |
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| 11.30 | How to improve projects and their processes: Andy Carmichael, VP International Operations, Ivis Technologies |
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A key motivation for introducing enterprise project management is to improve projects’ processes. The first step is to model these processes. Within xProcess such models provide teams with immediate access to standard and best practices, and provide metrics directly from projects. By integrating process modelling with project planning, time reporting, monitoring, and enterprise reporting, this environment provides teams with agile planning support, while enabling the organization to continually improve the processes. Standard methodologies can be adapted, or completely new processes graphically modelled with task patterns, workflow actions, artifact templates and quality gateways. The session looks at several case studies, showing how to model processes, plan and monitor projects, and feedback process improvements by assessing actual project performance. |
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| 12.30 | CONNECTING SYSTEMS; PEOPLE AND PROCESS
Ruan Scott – VP, EMEA, K2 |
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The ability to implement consistency, efficiency and agility into processes that define how we manage projects are critical to our overall effectiveness in Projects. The problem with today's systems that supports Project Management functions is that they a)are not agile enough to align our systems to our business processes and needs in an ever changing environment and b) do not integrate with back end systems to support us with relevant data at critical points during decision making processes. It is therefore important to have an agile platform that allows us to create and modify process centric solutions and that will easily integrate into back-end financial, customer, project and supplier systems. |
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| 13.30 | 30 YEARS AND STILL NOTHING HAS CHANGED! Jon Pyke - Chief Strategy Officer, Cordys
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For over 30 years the business and IT divide has been the same. Each year we hear of newer, better and, amazing ways of bridging the gap, but in reality we are hearing and seeing the same old same old. We are still trapped in looking at old ways of solving problems, in this talk Jon looks at why the past should stay in the past and how we need to look at projects and processes differently in order to adapt and survive in today’s world. As Mohamed Ali once said “The man who looks at life the same way aged 50 as he did when 20, just wasted 30 years of his life”. |
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| 14.30 | TOP TIPS FOR MANAGING PROCESS IMPROVEMENT PROJECTS
John Moe – Head of Business Consulting, Alphacourt
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| Process Improvement Projects are complex hybrids of behavioural and procedural change, often supporting or supported by major BPM or SOA initiatives. Although traditional project management principles and skills are still needed, there are an additional set of techniques and approaches that are specific to this type of project. This presentation highlights a selection of proven tips to ensure that your Process Improvement Project is successful. | |
| 15.30 | PRAGMATIC JOURNEY TO A PROCESS CENTRIC ORGANISATION Ludovic Relandeau – VP, MEGA International
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More companies and people are interested in becoming business process centric and process management activities definitely generate interest in all layers of modern organisations. But this is not exactly new and for many years it has been on the radar of many organisations. Curiously, although successful from time to time, results of such initiatives are often mixed: some companies can’t build the case, others end up with a very confidential activity, others spend their available budget arguing about methodological questions...etc. This presentation will examine through real cases the success factors and their implications in terms of methods, governance and segregation of duties to ensure the success of the initiative. It will also look at process centric organisations through the prism of MEGA capability maturity model. |
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Thursday 20 September 2007
| 10.30 | MAPPING & MODELLING FOR THE 21st CENTURY Mark McGregor – Author and Coach |
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Whenever one talks about projects or processes, inevitably the talk soon turns to the issue of mapping or modelling. It is a highly emotional subject with many different ideas and techniques about how you should go about it, however most of the techniques are still firmly rooted in the past. They did not deliver then, so why should they be expected to deliver now? In this fast paced idea filled session Mark McGregor will provide ideas and insights that will enable you to build better maps and models faster – regardless of your notation, method or purpose - and for those models to be of business value, rather than just collecting dust on some intranet, or in some filing cabinet. |
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| 11.30 | AGILITY IS ALL ABOUT PEOPLE! NOT TECHNOLOGY...DOH!! Ian Gotts - author & CEO of Nimbus |
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New processes that aren't adopted by the workforce are as useful as knickers on a kipper. Adoption means engaging end users to build and deploy new working practices and the supporting systems and applications. Ian is an entertaining and challenging speaker, and he will draw on examples from Toyota, Lockheed Martin, JP Morgan and others who have been successful in driving process-led, transformational change. The principles are discussed in more detail in his book Common Approach, Uncommon Results, now in its Second Edition, which has received rave reviews. Project Challenge has agreed to make a FREE copy available to all attendees of this session. |
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| 12.30 | GETTING CLOSE TO THE CUSTOMER: THE ROLE OF DECISION AUTOMATION
Ian Graham – CTO, Trireme International |
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This talk considers the appropriate response of modem companies to the convergence of several technologies around the issue of operational decision automation: BPM, data mining and analytics, SOA, Business Intelligence (BI) and performance monitoring, BAM (Business Activity Monitoring), data warehousing and business rules. We will also consider the features – and shortcomings – of existing software products in this regard. Traditionally Operational & Decision Support systems are looked at separately, separating the data to control and support business functions from the data for the benefit of knowledge workers. In this talk we learn how this separation actually increases costs and limits improvement opportunities. |
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| 13.30 | The Integration Journey: Transforming Your Business Processes Using BPM and SOA Barry O Reilly – BEA Systems
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Bridging the IT / Business gap has always been a challenge due to differing ways of thinking, goals misalignment and lack of transparency. Advances in IT - around service-oriented architecture (SOA), and in business - thinking around processes and their optimisation, have lead to modelling and implementation techniques that can provide real benefits to the enterprise, allowing IT to be more responsive to business needs and business to be better able to communicate those needs. In this presentation these recent advances will be presented along with practical steps as to how you can go about taking full advantage of them. |
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| 14.30 | TOP TIPS FOR MANAGING PROCESS IMPROVEMENT PROJECTS
John Moe – Head of Business Consulting, Alphacourt
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| Process Improvement Projects are complex hybrids of behavioural and procedural change, often supporting or supported by major BPM or SOA initiatives. Although traditional project management principles and skills are still needed, there are an additional set of techniques and approaches that are specific to this type of project. This presentation highlights a selection of proven tips to ensure that your Process Improvement Project is successful. | |
| 15.30 | PRAGMATIC JOURNEY TO A PROCESS CENTRIC ORGANISATION Ludovic Relandeau – VP, MEGA International
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|
More companies and people are interested in becoming business process centric and process management activities definitely generate interest in all layers of modern organisations. But this is not exactly new and for many years it has been on the radar of many organisations. Curiously, although successful from time to time, results of such initiatives are often mixed: some companies can’t build the case, others end up with a very confidential activity, others spend their available budget arguing about methodological questions...etc. This presentation will examine through real cases the success factors and their implications in terms of methods, governance and segregation of duties to ensure the success of the initiative. It will also look at process centric organisations through the prism of MEGA capability maturity model. |
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