THE PEOPLE SIDE OF CHANGE

Mark McGregor – Author & Coach

Although the focus of BPM, SOA, Six Sigma etc. is on change, very little emphasis appears to be placed on dealing with the people issues. This presentation looks at both the issues involved in getting people to buy into change and how change begins when we look at ourselves. In what promises to be a fun and interactive session Mark will attempt to demonstrate some techniques that you can take away practice and use, for business and for fun. The ideas presented are part of an Advanced Business Communications program that Mark has been delivering around the world to critical acclaim. Attendees suggest that the ideas presented are the difference that makes the difference.

PROCESS TIMING & EVALUATION IN THE FINANCIAL SECTOR

John Hutchby, Le Brenne Consulting
James Wiggins, Integrated Management Techniques

John Hutchby and Jim Wiggins have been responsible for a number of projects within the Public and Private Sectors aimed at delivering significant Process and Productivity improvement.  This presentation will demonstrate the steps taken in a Branch Environment in order to identify process staffing requirements; skills and the improvements available to overall delivery and process costs.  They will also highlight the application of techniques used to manage the valid differences between geographically diverse locations

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BUSINESS PROCESS BY STEALTH

Gary Comerford – GCP Consulting

How to implement Business processes in your organisation when you don't have the backing of senior management. Everyone knows that high-level backing is needed to really make things a success. But how do you go about implementing things when your management aren't totally aligned? I'll give real life examples of stealth implementation of Business Process analysis tools in a major multi-national Pharmaceutical organisation. How we started small. How we built on the base. How we fixed key business problems. And how we did it for free!

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Putting Process at the Heart of the Organisation

Neil Whittington, Managing Director, Arturian Ltd

Understandably, the focus for many organisations right now improving their operating processes - make them leaner, fitter and take unnecessary costs out of the business. Process improvement however, doesn't need to be about implementing a complicated methodology or hiring lots of expensive consultants.  In fact, for truly successful and sustainable process improvement - your organisation has everything it needs already!

This session will explore pragmatic steps every organisation can take to harness its intellectual capital, drive process improvement from within – AND make it sustainable!

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BPM - KEY CHALLENGES & SOLUTIONS FOR THE PRACTITIONER

Rachel Ovett, BPM Consultant, Target Group Ltd

As a practitioner it is vital to consider the challenges faced when selling and delivering BPM. Defining the BPM discipline is crucial to establish buy-in. How can this be done effectively for colleagues and clients alike?  It is rare an investment decision is made without a demonstration of ROI. How can this be illustrated, especially when BPM might be a new adoption? Can it be done with minimal investment or for free?  The best solutions are often pragmatic. The best BPM practitioners consider when BPMS is not the answer. Does this mean we are out of a job? These issues will be explored in the presentation, which is based on 8 years of delivering BPM projects at a diverse range of organisations from small start up companies to large government agencies.

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WHAT MAPPING & MODELLING TOOLS ARE PEOPLE ACTUALLY USING AND WHY?

Mark McGregor – Author and Coach

In December 2008, Mark conducted the most comprehensive survey study into what tools and methods are being used in the world today. During this presentation he will share some of the key findings and an analysis of the meaning behind the results. If you have been trying to work out whether tools, notations or methods are important to you then you simply must attend. In addition to which tools and methods are in widespread use you will also learn which features are seen as important and how much people have been paying for their tools. At the end of the session free copies of the survey report will be made available.

A RECESSION CREATES WINNERS AND LOSERS. NOW IS TIME FOR BPM TO SHINE AND ENSURE THAT BUSINESSES STILL FUNCTION – BUT MORE EFFICIENTLY

Ian Gotts – CEO Nimbus Partners

When things were going well, business improvement was way down the agenda with M&A, growth and bonuses dominating management thinking.  That has all changed.  It is time for Business Process Management to step up to the mark to save the day, or at least contribute to improved efficiency.  The presentation will provide simple ideas where process improvement can drive short term savings, but also enable longer term strategic advantage. Now is the time to get fit.

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WHY IS IT SO DIFFICULT?

Peter Fraser – CEO MandOS

Processes exist everywhere in business life, yet managers can find it difficult to recognise, let alone define, them.  Processes are how an organisation gets things done – how it implements its business strategy, how it makes and delivers its “products” and how it meets its objectives.  Even the wording of some international standards makes it difficult for service organisations and administrative functions to understand how the concept of "business processes" applies to their own operations. Peter Fraser of MandOS challenges perceived “best practice” and offers some clear but challenging definitions which offer a more practical route down the process path.

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WHEN SHOULD A PROCESS BE AN ART NOT A SCIENCE?

Peter Lunio, Associate Director, Baker Tilly

Ironically process standardisation can undermine the very performance it is meant to optimise.  Not only does standardisation reduce accountability but it reduces workers to switch to autopilot Many processes work best when they are treated like artistic work rather than rigidly controlled. for example leadership training, customer service, account relationship development. The presentation will cover what is an artistic process, what is the process of managing artistic process and include some examples of were companies have used artistic licence in their processes and the benefits they have achieved.

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COMMUNICATING THE BUSINESS - THE NEED-FOR AND HOW-TO OF BUSINESS ANALYSIS

Matthew Brown, Managing Director – Proforma UK

AGILITY IS ALL ABOUT PEOPLE! NOT TECHNOLOGY...DOH!!

Ian Gotts - CEO, Nimbus Partners

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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'The Transparent Organisation'

Peter Shields, Managing Director, BusinessPort Ltd

With over 20 years process experience, Peter Shields will demonstrate  the role that people play within process management. 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. There will be examples of client systems ( Total Oil & Gas & Babcock Rosyth Naval Base)  to demonstrate how each company controls risk and compliance through process management. The integrated system framework required to govern  all activities, across the organisation, needs to be more comprehensive than graphical process maps. Come and see what the future needs of the organisation will be.

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RUNNING SUCESSFUL BPM & SOA PROJECTS

John Moe – Head of Business Consulting, Alphacourt

This presentation will examine some of the problems facing organisations trying to get business value from Business Process Management (BPM) and Service Oriented Architecture (SOA) projects.  Many such initiatives are failing because of a lack of relevant experience of these technologies.  You will learn from other people’s BPM & SOA mistakes how to avoid the 6 Top Causes of Failure, and increase your performance by following the 6 Top Tips for Success.

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THE PROCESS CHALLENGE

Jon Pyke – Chair, Workflow Management Coalition

To lead in this business environment is to embrace change. The modern firm must be highly flexible and be able to change its business strategy very quickly. Traditionally it has taken enterprises up to 2 years to change their strategy, while the human structural organization of the enterprise traditionally changes every 3 to 6 months. But now enterprises must be able to change faster to meet this required speed of strategic and organizational change. A key question posed in the presentation is why organisations should, and how they can build such a Business Operations Platform thereby enabling true business agility. 

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THE SEVEN DEADLIEST MISTAKES IN MANAGING PROCESS PROJECTS (and HOW TO AVOID THEM!)

John Corr – Managing Partner, City Project Management

Every thoughtful manager understands that the process of delivering strategic projects is tough and during a recession the stakes are higher than ever, as the reward for failure for you and your boss is all too frequently the loss of your job. So how can you avoid going from hero to zero and ultimately emerge triumphant? During this talk John will share with you the secrets that will enable you to avoid the 7 deadliest mistakes that undermine projects and give you winning strategies, tools and techniques that can ensure your success. Techniques that he has used numerous times to deliver successful change and transformation projects for global leaders such as AOL, AXA and Citicorp, helping them turnaround difficult situations into billion dollar plus successes.

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THE PEOPLE SIDE OF CHANGE

Mark McGregor – Author and Coach

Although the focus of BPM, SOA, Six Sigma etc. is on change, very little emphasis appears to be placed on dealing with the people issues. This presentation looks at both the issues involved in getting people to buy into change and how change begins when we look at ourselves. In what promises to be a fun and interactive session Mark will attempt to demonstrate some techniques that you can take away practice and use, for business and for fun. The ideas presented are part of an Advanced Business Communications program that Mark has been delivering around the world to critical acclaim. Attendees suggest that the ideas are the difference that make the difference.

8.5 STEPS TO MAKING A PROJECT METHODOLOGY STICK!

Neil Whittington - Arturian Limited

Prince2, PMBOK, Agile, CMMI  – whichever approach, methodology, frameworks or standards are used – many organisations have made a significant investment in standardising how projects and change initiatives are run.  BUT once the fanfare of implementation is over, once it is considered “business as usual”  – How do you stop people drifting back to their old ways of working? How do you keep the processes fresh and keep people engaged in driving improvement? This session explores a number of pragmatic steps any organisation can take to achieve and sustain adoption of a standard project method.

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MODEL, ANALYSE , MONITOR & MANAGE - BUT HOW DO WE DO IT?

Graham Twaddle – CEO, Corporate Modelling Ltd

Everyone is coming to understand that there is a need to model the business, to analyse how it works and thee has always been monitoring and management. However today these are taking on a more important and rigorous role in change management , How do you manage both a wave of change management projects and continuous change without these failing to deliver or having dubious results ? .

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MANAGING SOA PROJECTS WITH AGILE PROCESSES

Ian Graham – CTO, Trireme International Ltd.

Few companies have yet implemented SOA sufficiently for them to understand how to manage SOA projects effectively. In this talk Ian Graham explains how to manage SOA development projects to maximize flexible service evolution and fully exploit the creative skills of teams. Agile development processes and SOA are widely held to go together well. Ian will argue for this position but also question some of the assumptions behind many ‘agile’ approaches.  The talk previews Ian's forthcoming book “Requirements Modelling and Specification for Service Oriented Architecture “, which is a compact guide to everything you need to know about process management when starting a SOA project.

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TBA

TBA

‘STEP UP’ TO SERIOUS PROCESS IMPROVEMENT WITH SIMULATION

Andrew Aitken - Director, Lanner Group

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.

AGILITY IS ALL ABOUT PEOPLE! NOT TECHNOLOGY...DOH!!

Ian Gotts - CEO, Nimbus Partners

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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THE TRANSPARENT ORGANISATION

Peter Shields, Managing Director, BusinessPort Ltd

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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DO YOU REALLY HAVE A STRATEGY FOR PROCESS?

David Lyneham-Brown –CEO, BPTG

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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Capture the Real Business Requirements with Process Modelling

John Moe – Head of Business Consulting, Alphacourt

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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MAPPING & MODELLING FOR THE 21st CENTURY

Mark McGregor – Author and Coach

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.

8.5 STEPS TO MAKING A PROJECT METHODOLOGY STICK!

Neil Whittington - Arturian Limited

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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MANAGING COMPLEX GOVERNANCE AND COMPLIANCE ACTIVITIES USING BMM

Andy Evans – CEO, Xactium Ltd

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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30 YEARS AND STILL NOTHING HAS CHANGED!

Jon Pyke - Chief Strategy Officer, Cordys

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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The Oracle Strategy for Business Process Success

Deborah Shakespeare – Technology Director, Oracle

IT GOVERNANCE – A DRIVER FOR IMPROVEMENT

Stephan Gehring – Head of PSG, CaseWise

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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How to improve projects and their processes:
Model – Monitor – Modify

Andy Carmichael, VP International Operations, Ivis Technologies

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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CONNECTING SYSTEMS; PEOPLE AND PROCESS

Ruan Scott – VP, EMEA, K2

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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30 YEARS AND STILL NOTHING HAS CHANGED!

Jon Pyke - Chief Strategy Officer, Cordys

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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TOP TIPS FOR MANAGING PROCESS IMPROVEMENT PROJECTS

John Moe – Head of Business Consulting, Alphacourt

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PRAGMATIC JOURNEY TO A PROCESS CENTRIC ORGANISATION

Ludovic Relandeau – VP, MEGA International

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.

Download Presentation

MAPPING & MODELLING FOR THE 21st CENTURY

Mark McGregor – Author and Coach

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.

AGILITY IS ALL ABOUT PEOPLE! NOT TECHNOLOGY...DOH!!

Ian Gotts - author & CEO of Nimbus

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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GETTING CLOSE TO THE CUSTOMER: THE ROLE OF DECISION AUTOMATION

Ian Graham – CTO, Trireme International

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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The Integration Journey: Transforming Your Business Processes Using BPM and SOA

Barry O Reilly – BEA Systems

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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TOP TIPS FOR MANAGING PROCESS IMPROVEMENT PROJECTS

John Moe – Head of Business Consulting, Alphacourt

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PRAGMATIC JOURNEY TO A PROCESS CENTRIC ORGANISATION

Ludovic Relandeau – VP, MEGA International

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.

Download Presentation