BBC 2011 conference guide - Building Business Capability

Transcription

W E S T I N D I P L O M AT
2011
OC T 3 0 - NOV 3
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www.buildingbusinesscapability.com
PRODUCED BY
Building a
More Capable
Organization
Innovations Software Technology
is now Bosch Software Innovations
As a Platinum Sponsor, we welcome you to Building Business Capability 2011
Visit us at our booth for a product demonstration
Bosch Software Innovations
On January 1st, 2011, Innovations Software Technology
changed its corporate name to Bosch Software Innovations.
The Software and Systems House of the Bosch Group,
designs and develops innovative software and systems
solutions for an international clientele. For banks and
financial services providers, Bosch Software Innovations
offers specialized products in the areas of compliance, risk
management, and customer relationship management. Its
systems solutions for mobility and energy infrastructures
range from analysis and implementation up to the operation
of fully integrated hardware and software systems.
We provide our customers with the support they need to
develop innovative business models that interconnect
functions, services, and devices via the internet. Using Bosch
Software Innovations’ leading technologies, customers can
increase the efficiency and flexibility of complex applications
to gain a longterm competitive advantage.
In the U.S., Canada and Mexico, the Bosch Group
manufactures and markets automotive original equipment
and aftermarket products, industrial drives and control
technology, power tools, security and communication
systems, packaging technology, thermotechnology,
household appliances, solar energy, healthcare and software
innovations. Having established a regional presence in 1906,
Bosch employs over 22,000 associates in more than 100 locations,
with reported sales of $8.8 billion in fiscal 2010. For more
information, visit www.boschusa.com.
The Bosch Group is a leading global supplier of technology and
services. In the areas of automotive and industrial technology,
consumer goods, and building technology, some 285,000
associates generated sales of 47.3 billion euros ($62.7 billion)
in fiscal 2010. The Bosch Group comprises Robert Bosch GmbH
and its more than 350 subsidiaries and regional companies in
over 60 countries. If its sales and service partners are included,
then Bosch is represented in roughly 150 countries. This
worldwide development, manufacturing, and sales network is
the foundation for further growth. Bosch spent 3.8 billion euros
(approximately $5 billion) for research and development in 2010,
and applied for over 3,800 patents worldwide. With all its
products and services, Bosch enhances the quality of life by
providing solutions which are both innovative and beneficial.
Bosch is celebrating its 125th anniversary in 2011.
Additional information can be accessed at www.bosch.com,
www.bosch-press.com, and http://125.bosch.com
Invitation
Dear Business Innovators and Practitioners,
We invite you to join us for Building Business Capability, comprised of four conferences: the 14th International Business
Rules Forum, the Business Analysis Forum (official conference of IIBA®), the Business Process Forum and the all new
Business Architecture Summit.
All of us involved in business rules, business analysis and business process management face common and interrelated challenges. Only by widening our vision can we achieve true business agility for our companies. Building
Business Capability delivers the business know-how, enabling you to rethink and reinvent your organization’s day-to-day
operations. Whether in the form of business process models, business rules, decision logic, or business architectures the
shared goal is to create a truly agile organization, responsive to the demanding environment we operate in.
By making the commitment to attend, you join an unsurpassed group of professionals tasked with building more
capable organizations. A “Forum” is a place for open exchange of ideas. Whether you are interested in Business
Process, Business Rules, Business Analysis or Business Architecture, or simply want to make your organization more agile,
responsive and effective, seize the opportunity to share experiences with likeminded practitioners and managers, meet
with the exhibitors to take advantage of their wealth of insight, and see the whole picture.
Join us October 30-November 3, 2011 and access our premier keynotes, sessions, tutorials, exposition, expert panels,
live demos, networking coffee breaks, and reception.
Yours
The Building Business Capability Advisory Board
Kathleen Barret
President and Chief Executive Officer, IIBA®
Kevin Brennan
Executive Vice President, Community Development, IIBA®
Roger Burlton
Founder, BPTrends Associates
Matthew Finlay
CEO, Rising Media, Inc
Paul Harmon
Executive Editor, BPTrends
Gladys S.W. Lam
Co-Founder & Principal, Business Rule Solutions, LLC, Publisher, BRCommunity.com
Ronald G. Ross
Co-Founder & Principal, Business Rule Solutions, LLC; Executive Editor, BRCommunity.com
Celia Wolf
Publisher and Founder, Business Process Trends
1
©2011 Building Business Capability
Note: Conference agenda subject to change. Please refer to conference website for most up to date information. www.buildingbusinesscapability.com
Demanding times call for
best-of-breed solutions.
Business Analysis Forum
BAF 2011 is the first inclusive, cross-specialty conference for all aspects of Business Analysis. You will learn
how Enterprise Analysis, Business Rules and Business Process are all related to BA and each other. The
sessions and topics are designed to help senior practitioners hear about innovative, state-of-the-art techniques by world-class practitioners.
At the Business Analysis Forum you will hear about innovative, state-of-the-art techniques by world-class practitioners and learn from
specialists and experts in highly relevant field. It’s the perfect opportunity to have face-to-face contact with your global IIBA peers and meet
with the leadership team of IIBA
Business Architecture Summit
While it seems that everyone has an interest in Business Architecture, there is a wide range of ideas
about what one should look like.
The three Chairs of the BBC have created this exciting new event to emphasize that Business drives Architecture. Elements from
each of their areas – Business Rules, Business Processes, and Business Analysis – figure prominently in Business Architecture. Other
techniques and ideas are needed too. This 1st annual Summit offers you a unique opportunity to hear from real-world practitioners
about what they have accomplished and how they did it. All the thought-leaders in the field will be there.
Business Process Forum
The Business Process Forum focuses on the bottom line issue of enhancing the capability of process
practitioners and business managers to better deliver improved business performance. With so
much pent up demand, the scope of the opportunities is growing. An enterprise has lots of moving
parts and the use of process models as alignment mechanisms is critical to any business improvement project. This means that
processes must be managed as enterprise assets in their own right, throughout their own lifecycle, and process professionals have to
both broaden and deepen their competencies.
The Business Process Forum spans three tracks focused on Designing Business Processes , Implementing Business Processes and
Managing Business Processes
Business Rules Forum
The Business Rules Forum, now in its 14th year, is the premier Conference dedicated to Business Rules
and Decision Modeling world-wide, Find out about how your organization can come to grips with rapid
change, massive customization, and compliance in a truly scalable, traceable, manageable manner.
Business Rules Forum 2011 delivers the insights, technologies and techniques you need to create an agile organization, one in control of
its business rules and operational decisions. Here’s exactly what you need to satisfy marketplace and governance challenges, and drive
recovery and growth.
2nd World Congress on Decision Tables (WCDT)
Decision analysis and decision tables are rapidly becoming a must-know for everyone – certainly business rule
professionals, but also business analysts and business process professionals. Decision tables are a pragmatic,
business-friendly representation of business rules that dramatically improves conciseness, completeness, and
correctness. They are a key piece of the puzzle in building better business capabilities. Think of decision tables
as “pictures” of decision logic based on intrinsic patterns, and think of table hierarchies as a model to structure
decisions in a top-down, incremental approach. After the success of the First World Congress, this 2nd World
Congress on Decision Tables (WCDT 2011) is again designed to deliver the latest expertise on using decision
tables in analyzing and representing business decisions.
(NEW) 1st Annual Business Event Summit
The First Annual Business Event Summit provides an understanding of how to achieve the impressive ROI in
terms of productivity, early discovery, customer response, consistency, security and more already demonstrated
by early adopters of complex event processing technology (CEP). Join the Summit to explore the exciting new
opportunities for building better business capabilities by more effectively managing Business Events.
2
Pre-Conference Tutorials
Sunday, October 30, 2011 | Pre-Conference Tutorials
1:00pm-6:00pm
2:30pm-5:30pm
Registration Open
Pre-Conference Tutorial - Half Day
Business Rules from A - Z:
What You Need to Know
Building the Business Case for
Business Analysis
The Foundation for Reliable
Business Process Management
Ronald G. Ross, Business Rule Solutions, LLC
and BRCommunity.com
Kathleen Barret, IIBA®
Roger Burlton, BPTrends Associates /
Process Renewal Group
Monday, October 31, 2011 | Pre-Conference Tutorials
8:00am-7:00pm
Registration Open
8:00am-9:00am
Continental Breakfast
Pre-Conference Tutorial Pre-Conference Tutorial - Pre-Conference Tutorial - Pre-Conference Tutorial - Pre-Conference Tutorial Pre-Conference Tutorial Pre-Conference Tutorial
Half Day
Half Day
- Half Day
Half Day
- Half Day
- Half Day
- Half Day
To Be Announced
Accelerating Value The Living Business
Capturing Business
Fundamentals of Top Five Techniques
Architecting a
9:00am12:00pm
with Agile Business
Analysis
Rules: From Business
Solution to Business
Requirements
Case
Kevin Brennan, IIBA®
Ellen Gottesdiener, EBG
Consulting, Inc.
Gladys S.W. Lam,
Business Rule Solutions,
LLC and BRCommunity.
com
Enterprise Business for Producing the
Analysis: Getting the Highest ROI from
Big Picture on the
Process Analysis
Kathy Long, Innovative
Big Picture
Process Consulting, Inc.
Jason Questor,
Achieveblue Corporation
12:00pm-1:00pm
Sandy Kemsley, Kemsley
Design
Lunch
Pre-Conference Tutorial Pre-Conference Tutorial - Pre-Conference Tutorial - Pre-Conference Tutorial - Pre-Conference Tutorial
Half Day
Half Day
- Half Day
Half Day
- Half Day
Decision
Management:
Practical Steps to
1:00pm-4:00pm
Get More From
Your Business Rules
Investment
James Taylor, Decision
Management Solutions
3
Business Process
Environment:
Aligning BPM and
EA
Modeling and
Managing Business
Decisions Using
Decision Tables
Improving
Communication
through
Improvisation
Jan Vanthienen,
Katholieke Universiteit
Leuven
Kupe Kupersmith, B2T
Training
Julian Sammy, IIBA®
Creating a Business
Analysis Maturity
Model Workshop
Dave Bieg, IIBA®
Angela Wick, IIBA®
Enterprise
Architecture The Zachman
Framework: A
Tutorial
John A. Zachman,
Zachman International
Pre-Conference Tutorial
- Half Day
Pre-Conference Tutorial
- Half Day
From Process
What’s In It for Me?
Redesign to IT
Developing YOUR
Requirements –
BPM Competencies
Artie (Arjit) Mahal,
Crossing the Chasm
Alec Sharp, Clariteq
Systems Consulting Ltd.
BPTrends Associates
Agenda Overview
Tuesday, November 1, 2011 | Conference Schedule (Day 1)
7:30am-7:30pm
Registration
7:30am-8:30am
Continental Breakfast in Exhibit Hall
Room: Great Hall 4
8:30am-8:45am
General Session: Conference Welcome / Opening Remarks
Gladys S.W. Lam, Business Rule Solutions, LLC and BRCommunity.com
8:45am-9:45am
Keynote: Convergence: Building Business Capability
Ronald G. Ross, Business Rule Solutions, LLC and BRCommunity.com
Roger Burlton, BPTrends Associates
9:45am-10:15am
Break in Exhibit Hall
Room: Great Hall 4
Managing
Decisions
Tracks
Presentation
“Real-World
Case Story”
10:15am11:15am
Organizing
& Deploying
Business Rules
Presentation
Capturing
Understanding Organizing and
Business Rules and Applying Implementing
Business
Business
Analysis
Analysis
Presentation
Unum Delivers Bank Employs
Agility through
Rules
Rules
Automation
Timothy Fitzgerald, to Maximize
Unum
CorporateEmily Allis-Springer,
Client Retention
Unum
Modeling,
Implementing
Managing
Analyzing and
Business
a BusinessDesigning
Process Change Process-Centric
Business
Enterprise
Processes
Presentation
Presentation
Presentation
Presentation
Presentation
Presentation
Applying the
BABOK® in an
Agile Way
Managing
Business
Analysts
Systems
Thinking
Lean, Six Sigma
and BPM
“Real-World
Case Story”
Susan Block, The
Vanguard Group
Barb Carkenord,
RMC Project
Management
Steve Erlank,
Faculty Training
Institute
Peter Matthijssen,
BiZZdesign
Now that
BPM has the
Attention of
the Executives
What Should
you do?
Varun Chandhok,
M&T Bank
Ian Gotts, Nimbus
11:15am11:25am
11:25am12:25pm
Business
Architecture
Summit
Room Change
Presentation
Presentation
TBA
Best Practices in
Rule Discovery
and Analysis
Presentation
Presentation
Presentation
Presentation
The Top 10
Dithering on
Using IIBA®
Mistakes
Data: Too Early, Competency
Business
Too Late, Too Model - A Case
Joseph Zick,
Analysts Make
Bad
Study with
TIAA-CREF
in Capturing Mary Gorman, EBG ANZ Bank of
Colleen McClintock,
Consulting
Business Rules
Australia
IBM
Gladys S.W. Lam,
Business Rule
Solutions, LLC and
BRCommunity.com
Presentation
So, I’m a
Process and
Business
Rules: Keeping
Architect
it Simple
Kathy Long,
now? One
BA’s journey Innovative Process
Consulting, Inc.
from humble
Geoffrey Griffin,
requirements
ANZ
gathering
Angela Wick, IIBA®
sessions
to helping
executives
design their
enterprises for
the future
Presentation
Presentation
Agile Predictive The Process
Process
Knowledge
Platforms: The Initiative Panel
Key to Business Sandy Kemsley,
Kemsley Design
Agility
James Kobielus,
Forrester Research
Paul Harmon,
BPTrends
Kevin Brennan,
IIBA®
Chris Reynolds, L&T
Infotech FSTI
General Session
General Session
General Session
Attendee Networking Lunch
Panel Discussion
12:25pm1:50pm
4
Introducing the Pharma/Biotech IIBA® Virtual
Special Interest Group
Carol Scalise, Pfizer, Inc.
Mike Horn, Pfizer, Inc
Michael Calluori, AstraZeneca
Matt St. Louis, Pfizer, Inc
Tim Wescott , MedImmune
Agenda Overview
Tuesday, November 1, 2011 | Conference Schedule (Day 1)
Managing
Decisions
Organizing
& Deploying
Business Rules
Capturing
Business Rules
Understanding and Applying
Business Analysis
Business
Architecture
Summit
Presentation
Presentation
Collaborative
Panel Discussion
Presentation
Mukundan Agaram,
Delta Dental
Dr. Chang Liu, Delta
Dental
Nathan Bell,
Pharmacy
OneSource
Rik Gerrits, RuleArts
Gladys S.W. Lam,
Business Rule
Solutions, LLC and
BRCommunity.com
Tracks
Modeling,
Implementing
Managing
Analyzing and
Business
a BusinessDesigning
Business
Enterprise
Processes
Presentation
Presentation
Presentation
Exchange
Building an
Speed
Business Analysis Vendor Panel
Finding Your BPM Standards: Wawa’s Business
Deliver
Moderator: Tom Karasmanis, IIBA® True North Star: What is New in Process Design Transformational
Enterprise
Saves Lives:
Presentation
BRMS to
Leveraging
When There Are BPMN 2.0 and Methodology
Projects
Rules and
Support
a Massively
No Ends to the
XPDL 2.2
and How it
Through BPM
Process, They
Denis Gagné,
Heterogeneous
Parallel
Means
Redesigned
Centers Of
Cannot Be
Trisotech
Roger Burlton,
Rule Engine
Expert System Together and
Real Estate
Excellence
1:50pm-2:50pm
BPTrends
Clay Richardson,
Execution
for Patient
Processes
They Cannot Be
Associates
Forrester Research
Diane Schade,
Environments
Surveillance
Apart
Russ Grabb,
2:50pm-3:00pm
Room Change
Presentation
Presentation
Presentation
Business Rules Vendor Panel
Business Rules
Methodology
- Pushing the
Pendulum!
Six Essential
Steps to
Creating a Use
Case Model
Kathy Gorman,
Insurance
Corporation of
British Columbia
Kevin Gauley,
Insurance
Corporation of
British Columbia
Alex Papworth,
Business Analyst
Mentor
Moderator: James Taylor, Decision
Management Solutions
3:00pm-4:00pm
5:30pm-7:30pm
5
Presentation
Presentation
Key Elements
Architecture
to Road Map
Governance:
a Business
A Question of
Analysis
Balance
Michael
Practice in Your
McDermott,
Organization
Alain Arseneault,
IIBA® and Bank of
Montreal
Inside Business
Architecture
Presentation
Presentation
Bridging from
The Use
Analysis to
of Process
Design
Frameworks for
Rick Rummler,
Process Design
Performance
Design Lab
Cherie Wilkins,
Performance
Design Lab
David Paul,
Fusion-io
Presentation
The “Soft
Stuff” Is The
Hard Stuff
–Human and
Organisational
Issues in
Business Process
Change
Alec Sharp, Clariteq
Systems Consulting
Ltd.
Room: Great Hall 4
4:00pm-4:30pm
4:30pm-5:30pm
Wawa, Inc.
Mark McClure,
Wawa, Inc.
Better Outcomes
Consulting Inc.
Presentation
Presentation
Business
Economics of
Decisioning at
Large Scale
Combine
Business
Process,
Decision,
and Rule
Management
Kenny Shi, eBay
Carole-Ann
Matignon, Sparkling John Magana, CVS
Logic, Inc.
Caremark
Lee Lambert, New
Wisdom Software
Presentation
Presentation
Presentation
Presentation
Preventing
Requirements The Dollars Are
Capability
Quality Issues
Estimation
In The Details: Centric Portfolio
Using The Right Anthony Chen,
Measuring
Development
Seilevel Inc.
Rich Levine, Giant
Method For
the Cost of
Eagle
Your Situation
Requirements
Silvie
Spreeuwenberg,
LibRT
Panel Discussion
BPM Vendor Panel
Moderator: Sandy Kemsley, Kemsley Design
Glenn R. Brûlé, ESI
International
Reception
Room: Great Hall 4
Agenda Overview
Wednesday, November 2, 2011 | Conference Schedule (Day 2)
8:00am-6:00pm
Registration
8:00am-9:00am
Room: Great Hall 4
8:00am-9:00 m
Vendor Labs
Managing
Decisions
Tracks
Organizing
& Deploying
Business Rules
Capturing
Business
Business
Analysis
Analysis
Joint BBC Session
Business Analysis with Business Rules:
See the Elephant!
9:00am-10:00am
Joint BBC Session
Presentation
Keynote
Ronald G. Ross, Business Rule Solutions,
LLC and BRCommunity.com
Stakeholder
Analysis
Process:
Steps Toward
Eliciting Great
Requirements
George Bridges,
International
Institute for
Learning
10:00am10:30am
Presentation
10:30am11:30am
Presentation
Joint BBC Session
Rules
Presentation
Automation
Where Do
Enables
Business
California
Requirements
Realtors to
Navigate Forms Come From?
Gladys S.W. Lam,
& Minimize Risk
Business Rule
Joshua D.J.
Sharfman Ph.D,
California
Association of
Realtors
Joint BBC Session
Presentation
Where Do
Business
Requirements
Come From?
Increase
Alignment
Between The
Business And IT
Services
Ronald G. Ross,
Business Rule
Solutions, LLC and
BRCommunity.com
Joint BBC Session
Keynote
Presentation
Presentation
TBA
The Big
Challenge:
Getting Leaders
Engaged in
BPM
Business
Analysis with
Business
Rules: See the
Elephant!
Mylene Lizotte,
CBAP®,
Bombardier
Aerospace
Hugues Simard,
Bombardier
Aerospace
Ronald G. Ross,
Business Rule
Solutions, LLC and
BRCommunity.com
Presentation
Presentation
Jim Boots, Global
Process Innovation
Presentation
Building
Accepting
Time: BPM’s
Business
The Business
Missing
Analysis
Architecture
Dimension
E. Scott Menter, BP
Capabilities at
Challenge
Logix
Highmark Inc. Jeff Scott, Forrester
Presentation
Presentation
“Real-World
Case Story”
Best Practices
for Socializing
and Managing
Business Process
Improvement
Initiatives
Research
Gina Abudi, Abudi
Consulting Group,
LLC
Room Change
Presentation
Presentation
How Business
Rules and
Decision
Tables Support
Immunization
Tracking
Improvement
in the United
States
TBA
Dr. David Lyalin,
Northrop Grumman
Corporation
Warren Wiliams,
Centers for Disease
Control and
Prevention (CDC)
6
Business
Analysis with
Business
Rules: See the
Elephant!
Phyllis Rupert,
Gladys S.W. Lam,
Highmark Inc.
Business Rule
Dave Bieg, IIBA®
Solutions, LLC and Solutions, LLC and
BRCommunity.com BRCommunity.com
11:30am11:40am
12:40pm-2:00pm
Keynote
Presentation
Modeling,
Implementing
Managing
Analyzing and
Business
a BusinessDesigning
Business
Enterprise
Processes
Room: Great Hall 4
“Real-World
Case Story”
11:40am12:40pm
Business
Architecture
Summit
Joint BBC Session
Presentation
Joint BBC Session
Presentation
Is It Worth It?
Business
Keynote
Keynote
Using a Business
Capabilities: The
How Ready are Value Model to How Ready are Basis for a High
You for BPM? - Guide Decisions You for BPM? - Value Business
Assessing your Kent J. McDonald, Assessing your Architecture
Maturity and Knowledge Bridge Maturity and
Dennis Stevens,
Partners
Building your
Building your
Synaptus
Roadmap
Roadmap
Roger Burlton,
BPTrends
Associates
Joint BBC Session
Keynote
How Ready are You for BPM? - Assessing your
Maturity and Building your Roadmap
Roger Burlton,
BPTrends
Associates
Agenda Overview
Wednesday, November 2, 2011 | Conference Schedule (Day 2)
Managing
Decisions
Organizing
& Deploying
Business Rules
Keynote
Presentation
Tracks
Capturing
Business
Business
Analysis
Analysis
Joint BBC Session
Presentation
Presentation
West Bend: A Best Practices
Requirements
A Front
Begin with the Readiness - How Office - Back
Rules-Based
to Setup a
Decision
in
Mind
Approach Case Business Rules
Do You Know
Office Model
James Taylor,
Study
Center of
When You Are
for Business
Decision
William J Leannah,
Excellence
Done?
Analysis
Management
2:00pm-3:00pm West Bend Mutual Deborah Kruesi,
Dr. Juan Pablo
Organization
Solutions
Insurance
Fannie Mae
Jean Pommier,
ILOG WebSphere,
IBM
Colleen McClintock,
IBM
Giraldo
Presentation
Modeling,
Implementing
Managing
Analyzing and
Business
a BusinessDesigning
Business
Enterprise
Processes
Joint BBC Session
Presentation
Presentation
The Confluence
How CONTECH
Begin with the
of Strategy,
Optimizes
Decision
in
Mind
Operating and
its Business
James Taylor,
IT Models
Processes with
Decision
Kerrie Holley, IBM
Predictive BPM
Management
TBA
Jeff Stone,
CONTECH
Construction
Products, Inc.
Solutions
Marco Schumacher,
Accenture
3:00pm-3:10pm
Room Change
Presentation
Business Rules
in Commercial
Banking:
Perspectives
with a Case
Study
3:10pm-4:10pm Bala Balachander,
Deloitte & Touche
Collaborative
Exchange
Presentation
Presentation
Presentation
Presentation
Presentation
Business
Rules and
Transformation
of an Industry
Process
Requirements
COE Panel:
Business
by
Setting Up
Value Realized
Presentation
Collaboration:
a Business
Through
Point/Counter
Workshops
Analysis Center
Business
Point Rule
for Defining,
of Excellence
Architecture
Management
Mathew Cooper,
Moderator: Neil
Planning, and
and Rules
Cindy Scullion,
Cooper Consultants
Bazley, IIBA®
Emily Allis-Springer,
Business Rule
Delivering
Pty Limited
Panelists:
Solutions, LLC
Unum
Product Needs
Kristen Seer,
Business Rule
Solutions, LLC
Ellen Gottesdiener,
EBG Consulting,
Inc.
The State of BPM
Paul Harmon, BPTrends
Greg Busby, Cornell Julie Gross, Unum
University
Ted Perez, CNA
Insurance
Simon Kelly, Intel
Corporation
Hans Eckman,
SunTrust Banks, Inc.
Room: Great Hall 4
4:10pm-4:30pm
Panel Discussion
How Business
Analysts Create,
Validate, Test,
4:30pm-5:30pm and Execute
Tabular Decision
Models without
IT Involvement
Dr. Jacob Feldman,
OpenRules, Inc.
7
Business
Architecture
Summit
Presentation
Presentation
Panel Discussion
Presentation
Business Rules Practitioner Panel The Integration The Magic of
Business
Good Process
Moderator: Gladys S.W. Lam, Business
of Six Sigma
Mentoring
Architecture
Models and
Rule Solutions, LLC, BRCommunity.com with Business
Marsha Wolfberg, vs Technology Good Processes
The
Hartford
Analysis SubArchitecture
– How to Get
Dave Ramanauskas,
Disciplines to
Panel
There
The Hartford
Moderator: Sandy
Dr. Juergen
Achieve Desired
Kemsley,
Kemsley
Pitschke,
BCS
Results
Steven J. Gara,
Leverforce
Larry Velarde,
Leverforce
Design
Presentation
Presentation
TBA
Harnessing
Resistance
to Major
Organizational
Change
Richard Simourd,
BPTrends
Associates
Agenda Overview
Thursday, November 3, 2011 | Conference Schedule (Day 3)
8:00am-4:00pm
Registration
8:00-am9:00am
Room: BRCommunity.com
Tracks
2nd World
Organizing
Congress on
& Deploying
Decision Tables Business Rules
(WCDT 2011)
Collaborative
Exchange
1st Business
Event
Processing
Summit
and Applying Implementing
Business
Business
Analysis
Analysis
Collaborative
Exchange
Computer
Associates
Presentation
Joint BBC Session
What is the
Business
Motivation
Model (BMM)
for Business
Strategy? A
Q&A Session
Keynote
Presentation
TBA
Joint BBC Session
Keynote
TBA
TBA
Kathleen Barret,
IIBA®
Maria Teresa
Baldassarre,
University of Bari
Nicola Boffoli,
SERLAB
Moderator: Roger Tregear, Leonardo Consulting
Presentation
Joint BBC Session
Process and
Keynote
Information
TBA
Architectures Kathleen Barret,
the Missing Link
IIBA®
to Improving
Enterprise
Performance
Presentation
Presentation
TBA
Panel: BPM
Around The
Globe: What
Can We Learn?
Presentation
Presentation
BPM at Catalina
Marketing:
From Concept
through
Implementation
to ROI
Sustaining
Process
Maturity
Louise Harris
10:00am10:10am
Room Change
Keynote
Presentation
Presentation
Analyzing and
Managing
Business
Decisions using
Decision Table
Models
TBA
TBA
Jan Vanthienen,
Katholieke
Universiteit Leuven
Presentation
Presentation
Presentation
Presentation
Panel Adapting
The Architecture
Aligning
Operating in
the BA Role
of Enterprise
Business
a Regulated
for Complex
Know-How
Process, Rules
Ronald G. Ross,
Environment:
Projects
and System
Business Rule
Understanding Kathleen B. (Kitty)
Requirements
Solutions, LLC and Denise Owen, CGI
& Incorporating Hass, PMP, Kathleen
Hass & Associates, BRCommunity.com
Requirements
Inc.
Beyond Your
Control
Moderator: Julian
Sammy, IIBA®
Panelists:
Carol Scalise, Pfizer,
Inc.
Neil Bazley, IIBA®
Indy Mitra, BMO
8
Presentation
Getting Executive Buy-In for
Process-Based Management
Room Change
Decision Tables
in Practice: Two
Case Studies
on Process
Variability and
9:00am-10:00am Health Care
11:10am11:30am
Collaborative Exchange
John Hall, Model
Systems &
Keri Anderson
Healy,
BRCommunity.com
8:50am-9:00am
10:10am11:10am
Modeling,
Implementing
Managing
Analyzing and
Business
a BusinessDesigning
Business
Enterprise
Processes
Collaborative
Exchange
Presentation
The OMG
Capturing
DMN (Decision
and Analyzing
Modeling
8:00am-8:50am
Business
& Notation)
Standard: State Vocabulary and
Early Bird
Rules
of the Art
Sessions
Paul Vincent, TIBCO Andrea Westernien,
Christian de Sainte
Marie, IBM
Business
Architecture
Summit
Phil Short, Mars
Canada Inc
Jeff Mount, Catalina
Marketing
Stephen Edinger,
Catalina Marketing
Break
Agenda Overview
Thursday, November 3, 2011 | Conference Schedule (Day 3)
Tracks
11:30am12:30pm
2nd World
Organizing
Congress on
& Deploying
Decision Tables Business Rules
(WCDT 2011)
1st Business
Event
Processing
Summit
How Business Joint BBC Session
Rules and
Collaborative
Tables Take
Exchange
Over - Reducing
The 3 Amigos
Completion
on Enterprise
Times from
Design: Burlton,
Months to
Ross & Zachman
Hours
Presentation
Ronny Keiser, SD
Worx
Roger Burlton
John A. Zachman
Ronald G. Ross
Attendee Box
Lunch Success
Collaborative
Exchange
stories: Using
Decision Tables
12:30pm-1:50pm
in the Texas
TIERS project
Paul Snow,
SourcePulse
1:50pm-2:50pm
SBVR: What
and Why
TBA
and Applying Implementing
Business
Business
Analysis
Analysis
Presentation
Presentation
Business
Architecture
Summit
Joint BBC Session
Modeling,
Implementing
Managing
Analyzing and
Business
a BusinessDesigning
Business
Enterprise
Processes
Presentation
Presentation
Joint BBC Session
Using Behavior
Fantastic
Improving
A Business
Collaborative
Collaborative
Driven
Voyage or the
Process Quality: Process Project
Exchange
Exchange
Development
Impossible
Sharing insights
Manager’s
and Feature Dream? The BA The 3 Amigos
from the
Sanity Checklist The 3 Amigos
on Enterprise
Sandy Foster,
Injection to as Management on Enterprise Process TestLab
BPTrends
Design: Burlton, Thomas J. Olbrich,
Design: Burlton,
Build Better
Consultant
Associates
Ross & Zachman
Richard Larson, Ross & Zachman Taraneon Process
Software
Roger Burlton
Jeffrey Davidson, Watermark Learning
John A. Zachman
ThoughtWorks, Inc.
Ronald G. Ross
Attendee Box
Lunch
TestLab
Roger Burlton
John A. Zachman
Ronald G. Ross
Attendee Box Lunch
Attendee Box Lunch
TBA
You Just Can’t Make This Up: Horror stories in
Business Processes
TBA
Moderator: Roger Burlton, BPTrends Associates /
Keri Anderson
Healy,
BRCommunity.com
Presentation
Presentation
Presentation
TBA
Bridging The
Worlds Of
Legislator And
Technologist
Through The
Formalization
Of Legal Rules
With SBVR
TBA
Presentation
Presentation
Presentation
Presentation
Efficient BPMN:
The OMG’s
Advanced Data Globalization
from Antiand Its Impact
Business
Modeling
Rick Clare, IIBA®
on Business
Architecture Patterns to Best
Practices
Analysis
Standardization
Darius Silingas, No
Peter Johnson,
Work - A
Magic Europe
Peter Johnson LLC Progress Report
Neal McWhorter,
Enterprise Agility
Ashild Johnsen,
Financial
Supervisory
Authority of Norway
Presentation
Presentation
Business value Value-Driven
- Building BPM BPM: Roadmap
Capabilities in to Immediate
the Norwegian
Value and
BU of a Global
Lasting
Oil & Gas
Capabilities
Dr. Mathias
Company
Tom Einar Nyberg, Kirchmer, Accenture
Capgemini Norway
Room Panel Discussion
Emerging Trends Panel Discussion
2:50pm-3:00pm
9
Moderator: Kristen Seer, Business Rule Solutions, LLC
Panelists:
Paul Harmon, BPTrends
Gladys S.W. Lam, Business Rule Solutions, LLC and Publisher, BRCommunity.com
Ronald G. Ross, Business Rule Solutions, LLC and Executive Editor, BRCommunity.com
Pre-Conference Workshops
Sunday, October 30, 2011
Half-Day Workshops
Sunday | 2:30pm - 5:30pm
Business Rules from A - Z:
What You Need to Know
Ronald G. Ross
Co-Founder & Principal, Business Rule Solutions, LLC
Executive Editor, BRCommunity.com
What are business rules, and how can you apply them effectively
in your organization? What pitfalls have other organizations
encountered, and how can you avoid them? How can you get up
to speed about the very latest in the field?
This tutorial tells you what you need to know to get into the
express lane for business rules. It provides clear, authoritative
insight into the essential concepts, techniques and tools, including
best practices for decisioning, business processes, and business
analysis. Find out what you need to know to be successful in your
organization on a point-by-point basis, amplified by far-ranging
professional experience.
Cut through the hype about technology, methodology and
standards. Learn about the key areas of practical importance to
your company. If you are looking for a way to get the latest and
best scoop on what’s happening, this tutorial is for you. Come
prepared with questions you want answered!
What business rules are and why they matter
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analysis
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Building the Business Case for Business Analysis
Kathleen Barret
President and Chief Executive Officer,
IIBA®
You are a Business Analyst. Or you manage a team of BAs. Perhaps
you are in charge of the program management office and you
need to ensure you have the appropriate resources and skills
on your project teams. How do you justify to your management
the importance of investing in and supporting effective business
analysis practices?
management uses every day to make critical decisions: a business
case.
A business case is a tool to help assess investment options, to
determine whether or not to proceed with a specific project or
piece of work. It captures the purpose or ‘why’ of the project;
the benefits of proceeding; the risks of both proceeding and
not proceeding; the investment required; and a high level
implementation plan. A business case is a formal document, filled
with essential details necessary to assist in decision making. It
also provides the foundation for your ‘elevator speech’—that five
minute explanation and justification of business analysis—so the
next time you happen to run into your manager or your managers,
manager, you will be ready to make your case.
Learning objectives:
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are important in making your case
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account the realities of your organizatio
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other decision makers
The Foundation for Reliable Business Process
Management
Roger Burlton
Founder,
BPTrends Associates
After twenty years of BPM experience and twenty more prior to
that with quality management methods for process improvement,
it has become clear what the factors critical for success are. It is no
surprise that repeatable success comes from a strong foundation
based on proven principles and simple ways of thinking about
challenges and problems that can be commonly understood
and shared broadly. Roger Burlton, a true BPM pioneer and
author who started teaching and helping clients with BPM in
1990 will expose what he has found to be an elegant baseline for
dealing with processes and for delivering process performance
outcomes. Roger will take the group through his Business Process
Manifesto that lays the groundwork. Then he will reveal a set of
simple methods to collect, connect and correct the process dots.
Lastly he will illustrate several ‘tools’ that can be used over and
over to tackle a wide range of tricky process issues that come
up repeatedly. This will be a fun and down to earth start to the
conference for managers and analysts trying to set off on the right
BPM foot.
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A major focus this year for IIBA is to help business analysts and
their managers make the case for strong business analysis practices
within their operations. But how to do that in terms that decision
makers can understand and respond to? By using the tool that
10
Monday, October 31, 2011
Monday | 9:00am - 12:00pm
Capturing Business Rules: From Business
Solution to Business Requirements
Gladys S.W. Lam
Principal & Co-Founder, Business Rule Solutions, LLC
Publisher, BRCommunity.com
The Living Business Case
Business rules should come from the business. However, you
cannot simply ask business people to come together and then
multiply rules.
Ms Lam will continue her highly popular tutorial on a
comprehensive approach for developing a business model and
gathering business rules from business experts using facilitated
sessions. She will also share her approach for harvesting business
rules using innovative techniques to analyze operational business
decisions and her insights on reverse-engineering business rules
from application code. This year, she will also discuss how to derive
business requirements from business rules.
This session discusses:
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including preparation, objectives, agenda, and documentation
for each session
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business process models, fact model, and business rules
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deliverables
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Accelerating Value with Agile Business Analysis
Ellen Gottesdiener
Principal Consultant and Founder,
EBG Consulting, Inc.
Agile business analysis is essential to establish and maintain “flow”
for continuous planning and delivery. In this workshop, you see
how successful agile teams quickly analyze and decide which
product backlog items to build throughout agile projects. In
this workshop, you’ll learn how effective agile projects leverage
business analysis to deliver business value efficiently.
You’ll explore how to collaboratively analyze agile requirements
and make just-in-time decisions on what to deliver next. Learn how
agile teams plan and analyze product backlog items to prepare
concise, well-understood testable requirements for development in
short delivery cycles. Join agile coaches, authors, and requirements
experts—Ellen Gottesdiener and Mary Gorman—to learn effective
11
practices that enable agile teams plan and deliver value faster.
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value on agile projects
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validate requirements
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agile delivery cycles.
Kevin Brennan
Executive Vice President, Community Development,
IIBA®
On many, if not most projects, the business case is a sublime
work of fiction created before a project begins in order to secure
funding. Once people agree to the project, it is filed away never
to be looked at again in case it happens to show that the original
estimations were wildly optimistic or that the project is no longer
worth doing.
That’s not what a business case should be. Business analysts have a
responsibility to continuously question the business case and direct
their efforts to ensure that the organization gets value from their
investment and that the solution supports the business objectives.
In this workshop, attendees will learn the basics of “business case
thinking”, understand business value and benefits realization, and
learn how to evaluate change requests and new requirements to
ensure that they support both the business and your stakeholders.
Learning Objectives
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you can do about it
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relative importance
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business value of features
Fundamentals of Enterprise Business Analysis:
Getting the Big Picture on the Big Picture
Jason Questor
Founding Partner and EVP Learning Systems,
Achieveblue Corporation
Business analysis defines the capabilities that enable an organization
to create value for its stakeholders. This includes vetting of proposed
solutions or action plans against requirements. A business analyst
is a practitioner of business analysis. Stated most simply, enterprise
business analysis is the application of business analysis at the
strategic level to an entire enterprise, or to portions of it, from the
perspective of and actioning by the executive branch. Enterprise
business analysis is concerned with the integration and coordination
of the set of business functions rather than addressing any single
function within the enterprise. In this way the initial and ongoing
strategic, tactical and operational structures, investments, resources,
functions and processes of the enterprise can be integrated and
harmonized with a unified view, direction and purpose, for the
benefit of all. In all scenarios, the focus is on alignment of value to
enterprise level vision, mission and strategy.
Enterprise business analysis practitioners provide input, decision
support and perspective on a broad range of topics and issues
within the enterprise. In this session you will learn the underlying
principles and key activities of an enterprise business analysis
practitioners including:
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processes and business rules, business models, taxonomies,
frameworks and bodies of knowledge for enterprise advantage
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and acquisitions, partnerships and alliances and alignment of
the enterprise with needs of its customers / clients
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tracking for achievement and alignment with strategic objective
Top Five Techniques for Producing the Highest
ROI from Process Analysis
Kathy Long
President,
Innovative Process Consulting, Inc.
This tutorial provides a great opportunity for everyone
involved in process improvement to increase their project’s
ROI. Understanding the appropriate techniques to use when
analyzing a process is critical to a Business Analyst’s ability to
produce the greatest ROI from their process analysis. Analysts
need to understand what information is critical to capture at the
appropriate phases in a process project. This tutorial will provide
analysts with information on what type of modeling notation are
helpful with which analysis techniques. Knowing which model
works best with each technique is crucial in selling the “real”
root cause problems and potential solutions to management.
Knowing when to use BPMN, Basic Flowcharting, IGOE’s, Node
Trees, State Change Diagrams and SIPOC, is critical. It’s equally
important to understand which models work best with LEAN, Six
Sigma, Value-Add, Gap and other Analysis techniques. This will be
a very practical hands-on approach to learning with real examples
for participants to work on and see the value of the modeling
notations.
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opportunities
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the best results
12
Architecting a Business Process Environment:
Aligning BPM and EA
Sandy Kemsley
BPM Analyst and System Architect,
Kemsley Design
How does business process management (BPM) fit into a more
holistic enterprise architecture (EA) context? Although many BPM
methodologies and tools suggest standards for process modeling
such as BPMN, there are typically no guidelines for how to create
process models that align with various EA frameworks and the
other models that exist within them.
This workshop is focused on how to align your BPM initiatives with
your EA practices from a business and technology view, specifically
in environments that change frequently due to continuous
improvement efforts. This will include:
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Notation (BPMN 2.0) standard.
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BPMN models: what elements are required for different
capability levels.
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frameworks.
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how process models interact with data models, organizational
models and others.
12:00 pm- 1:00 pm | Lunch
Monday | 1:00pm - 4:00pm
Decision Management: Practical Steps to Get
More From Your Business Rules Investment
James Taylor
CEO / Principal Consultant ,
Decision Management Solutions
Years of working with business rules and other decisioning
technologies from business intelligence to predictive analytics and
optimization has made one thing clear - technologies alone are not
the answer. To be successful with these technologies people and
process must change - they must become more decision-centric.
Only a focus on decisions, and on operational decisions, can put
these technologies to work to deliver better business results.
This presentation will use customer stories to show the power of
beginning with the decision in mind. It will show how a decisioncentric approach makes more use of business rules, simplifies
business process and event-based design, and allows organizations
to move to data-driven decision making.
This session will:
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decisions
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event-based systems
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Modeling and Managing Business Decisions
Using Decision Tables
Jan Vanthienen
Professor in Information Management,
Katholieke Universiteit Leuven
When modeling and managing complex business logic in real
business situations, decision tables and table structures have
proven a powerful technique to represent sets of related business
rules in the form of tables and to model relations between the
decision elements. Because of their overview and communication
abilities, decision tables allow us to model business decisions in a
correct, complete and consistent way, ensuring high quality and
conciseness of the decision logic.
This tutorial encompasses best practices with different decision
representations and experiences with the modeling of business
rules by business experts in real business situations (insurance,
legislation, credit scoring, operating procedures)
What you will learn:
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Improving Communication through
Improvisation
Kupe Kupersmith
VP of Brand Development,
B2T Training
Kevin Brennan
Executive Vice President, Community Development,
IIBA®
Julian Sammy
Head of New Media,
IIBA®
Talking and reacting in the moment is the core of what you do
as a business analyst. Much of what happens on a project is
unscripted. To propel to the senior level of your profession you
need to continually improve your creative thinking skills and how
13
you interact and communicate with your stakeholders. It just so
happens that improvisation is the practice of acting, singing,
talking and reacting in the moment and in response to the stimulus
of one’s immediate environment.
This highly interactive and fun session focuses on key improvisation
lessons that will help you be a more attentive, flexible, persuasive
and influential business analyst. You will walk away with lessons
to help you stay in the present, temporarily suspend judgment,
keep conversations moving forward and listen generously. These
skills are necessary to be an effective and desired business analysis
professional.
Session objectives
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forward
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stakeholders
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Creating a Business Analysis Maturity Model
Workshop
Dave Bieg
COO,
IIBA®
Angela Wick
Competency Model Chair,
IIBA®
What Maturity Model does your corporation align to? Does it do
a thorough job with Business Analysis? Do you think IIBA should
establish our own Maturity Model Guidelines? If your answer to the
last question is “Yes,” join us for half a day at the Business Analysis
Maturity Model Workshop. In this workshop we’ll explore:
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Model
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You’ll contribute to, and learn to:
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Maturity Model
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company
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Enterprise Architecture - The Zachman
Framework: A Tutorial
John A. Zachman
Chief Executive Officer,
Zachman International
Enterprise Architecture tends to be a much 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. The Framework for Enterprise
Architecture, the “Zachman Framework,” is derived from the
descriptive representations that constitute architecture for any
industrial object. The Framework defines the set of engineering
design artifacts required for engineering an Enterprise for flexibility,
integration, reusability, interoperability, alignment, etc. that is,
it is the knowledgebase for creating, operating, managing the
Enterprise and constitutes the baseline for managing Enterprise
change.
From Process Redesign to IT Requirements –
Crossing the Chasm
Alec Sharp
President,
Clariteq Systems Consulting Ltd.
A key lesson from recent years, especially from huge ERP
implementations that went sideways, is that major information
system implementations done without regard for business
processes often fail, sometimes spectacularly. Unfortunately, a
thoughtful business process design doesn’t guarantee success
either.
What is needed, and what this session presents, is a practical,
proven, and integrated set of techniques that flow seamlessly
from process design through to actionable requirements. Key
elements include business service specifications (essential in a
SOA environment,) a unique form of use cases, and guidance on
making business-oriented data models a vital technique. Special
attention is paid to the problematic “great leap downward” from
architecture and design to specification-level requirements.
What’s In It for Me? Developing YOUR BPM
Competencies
Artie (Arjit) Mahal
Sr. Consultant,
BPTrends Associates
The work we do and our ability to do our work must align for
personal and business benefit. This alignment happens best
through self-development of competencies in one or more
professional practices including BPM. Competency may be
defined as a demonstration of proficient behavior in the execution
of activities that require unique knowledge, skills, and motivation in
their usage.
Business Process Management practice includes the interplay of
several roles in the organization including process owners, business
managers, process professionals, business analysts, organization
designers and technology parishioners. Each of these roles
requires varying levels of business process competencies to deliver
performance improvement to the origination while enhancing
individual capability for career advancement.
This hands-on workshop will employ a pioneering BPM
Competency Framework to help you identify your individual BPM
competency needs and create a development plan which can be
put to action for mutual success.
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process professional
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aspiration in process practice
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learning method
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competencies
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progression
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Some of the questions that will be answered include:
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they and why do they cause grief?
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forms to capture requirements?
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aerospace environments fare poorly in business or government
settings
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modeling, and requirements?
14
CONFERENCE SESSIONS
TUESDAY, NOVEMBER 1
Tuesday, November 1, 2011
7:30 am - 7:30 pm | Registration
7:30 am-8:30 am | Exhibit Hall
Continental Breakfast in Great Hall 4
8:30 am - 8:45 am
General Session
Conference Welcome / Opening Remarks
Gladys S.W. Lam,
Business Rule Solutions, LLC
and BRCommunity.com
We will highlight:
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Participants will leave with:
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implementing this approach
Tuesday | 10:15am - 11:15am
Capturing Business Rules Track
Bank Employs Rules Automation to Maximize
Corporate-Client Retention
Varun Chandhok
8:45 am - 9:45 am
Keynote
Convergence: Building Business Capability
Ronald G. Ross,
Business Rule Solutions,
LLC and BRCommunity.com
Roger Burlton,
Founder,
BPTrends Associates
Kathleen Barret,
IIBA®
9:45 am - 10:15 am | Exhibit Hall
Organizing & Deploying Business Rules Track
Unum Delivers Agility through Rules
Timothy Fitzgerald
Assistant Vice President,
Enterprise Architecture, Unum
Emily Allis-Springer
Business Architect,
Unum
Administrative Vice President ,
M&T Bank
To maximize client retention, M&T Bank needed a common view
of its customers across multiple internal systems. By applying
business rules management, M&T Bank found it could apply rules
across merged data from those systems, enabling them to apply
service pricing and bundling programs consistently. The system is
maintained by business decision-makers, requiring no IT support.
Understanding and Applying Business Analysis Track
Applying the BABOK® in an Agile Way
Susan Block
Sr. Business Systems Analyst,
The Vanguard Group
The Business Analysis Body of Knowledge® (BABOK®) is just
as relevant in an Agile context as it is in a traditional waterfall
project. This presentation will dive into each Knowledge Area
of the BABOK® and relate Business Analysis activities that
add value within an Agile environment. For example, Business
Analysis Planning and Monitoring tasks will enable the scoping
and prioritization of Agile sprints and stories. By collaborating
with business and technical team members in a co-located
environment, Requirements Elicitation is more effective and
efficient. Consider how the Agile Manifesto and the BABOK
practices can work wonders together.
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techniques
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based on presentation examples
Learn from the Enterprise Principle Architect of an international
corporation about how Business Rules and associated tools
and technologies are important foundational elements of agile
development.
15
CONFERENCE SESSIONS
TUESDAY, NOVEMBER 1
Organizing and Implementing Business Analysis Track
Managing Business Analysts
Modeling, Analyzing and Designing Business
Processes Track
Lean, Six Sigma and BPM
Barb Carkenord
Director of Business Analysis Practice,
RMC Project Management
While managing BAs can be similar to managing other employees
in many ways, BAs by nature have unique characteristics and thrive
under effective management support. Managers who want to
maximize the potential contributions of BAs to their organization
should create a productive work environment, make appropriate
work assignments, oversee planning, and encourage professional
growth by coaching and monitoring progress.
Presentation learning objectives:
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professionals
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people
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assignment
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This presentation is derived from a chapter of the new IIBA book,
Managing Business Analysts.
Business Architecture Summit Track
Systems Thinking
Steve Erlank
Director,
Faculty Training Institute
Key Learnings:
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>À>VÌiÀÃÌVÃÊvÊ-ÞÃÌiÃÊ/}
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«>À}Ê-ÞÃÌiÃÊ/}ÊÌÊ>ÞÌV>Ê/}
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ÃiµÕiViÃÊvÊÌÊÕÃ}Ê-ÞÃÌiÃÊÌ}ÊVÕ`}Ê>ÜÊvÊ
Unintended Consequences, Tragedy of the Commons etc)
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UÊ-ÞÃÌiÃÊ/}Ê>`ÊÌiÊÜi`}iÊ*ÀviÃÃ>Ê]Ê*ÀViÃÃÊ
Analyst, Enterprise Architect etc.)
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to drive innovation)
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Peter Matthijssen
Senior Business Consultant,
BiZZdesign
Demanding customers and a competitive environment force
organizations to work smarter and be more efficient. To achieve
this, a growing number of organizations use analytical BPM
methods like Lean Management and Six Sigma. Not only industrial
organizations benefit from these methods and techniques, but
also in financial, utility, governmental and healthcare sectors the
improvement techniques have proven to be powerful!
So: Process Analysis and Lean Six Sigma (LSS) have a lot of
potential for almost any organization. But: How do you start? In this
session we will look at case studies of various organizations:
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Managing a Business-Process-Centric Enterprise Track
Now that BPM has the Attention of the
Executives What Should you do?
Ian Gotts
Founder and CEO,
Nimbus
BPM is gathering momentum with board level visibility. This has
been driven by a recession which focused execs on lean thinking
and a backdrop of increasing regulatory compliance. But now you
have the ear (and possibly the budget) of the CEO, COO and CFO
what should you be asking for?
This session will highlight the major trends in BPM and the
implications for BPM professionals and senior staff as they take a
higher profile role. It will look at:
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the executives and the Board will understand and relate to
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This session will be visionary, entertaining, and offer practical
advice. It will also talk about BPM products
16
CONFERENCE SESSIONS
TUESDAY, NOVEMBER 1
Tuesday | 11:25am - 12:25pm
Managing Decisions Track
TBA
Best Practices in Rule Discovery and Analysis
Joseph Zick
Manager, Applications - Front Office Technology and
Architecture, TIAA-CREF
Colleen McClintock
Business Rules Product Manager,
IBM
Rule discovery and analysis are the most important and least
understood of the phases in the development of a business rule
application or service. Join us to hear an overview of the rule
discovery and analysis phases of a project, based on IBM’s Agile
Business Rule Development (ABRD) methodology, and learn about
the experiences, challenges and best practices evolved based on
TIAA-CREF’s business rule projects.
In this session you will learn:
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approach is well-suited for business rule applications
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your project
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during rule discovery and analysis
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vocabulary
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,½ÃÊLÕÃiÃÃÊÀÕiÊ«ÀiVÌÃ
The Top 10 Mistakes Business Analysts Make in
Capturing Business Rules
Gladys S.W. Lam
Principal & Co-Founder,
If you’re looking for a complete run-down of the dos and don’ts of
business rules and decision analysis, this presentation is for you.
Find out from those who have already been there how you can
avoid common pitfalls.
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why people make them.
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things you should know.
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factors.
Dithering on Data: Too Early, Too Late, Too Bad
Mary Gorman
Vice President, Quality and Design,
EBG Consulting
Deferring data doesn’t work. Data, process and rules are
intertwined and interdependent. Mary Gorman will provide
tips for data analysis and exploration that verify and validate
requirements—and reveal new ones. She will also illustrate how
data requirements crosscut project types (e.g., new development,
enhancements, vendor package selection and configuration;
business intelligence, data warehouse).
This presentation connects the dots on data modeling in IIBA®
BABOK®. Discover how to deliver strategic value to your
organization by incorporating data modeling during Enterprise
Analysis. Deepen your understanding of the essential nature of
data in Requirements Analysis and expand your knowledge of the
crucial role data requirements play during Solution Assessment and
Validation.
Understand how data analysis actively engages business experts,
provides a valuable seedbed for data design, and improves the
quality of your process and business rule analysis. By embracing
your data requirements along with process and rules, you help
stakeholders deliver winning solutions for product needs.
Learning Objectives:
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to process and rules
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process and rules
Albert Einstein famously said, “Anyone who has never made a
mistake has never tried anything new.” Mistakes happen. What’s
important is what we learn from them, and armed with those
insights, how we improve our practices going forward.
This presentation distills 14 years of direct, hands-on experience
with business rule projects. It also summarizes the most important
points raised at the Business Rules Forum during my 10 years of
moderating the annual Practitioner’s Panel.
17
CONFERENCE SESSIONS
TUESDAY, NOVEMBER 1
Using IIBA® Competency Model - A Case Study
with ANZ Bank of Australia
Geoffrey Griffin
Head of BA Practice,
ANZ
Angela Wick
Competency Model Chair,
IIBA®
Organizations around the globe are licensing IIBA® Competency
Model for use in their organizations to develop Business Analysts.
The competency model describes 53 BA specific competencies
that describe how a BA achieves success. The model is aligned to
the BABOK® and helps individuals and organizations identify gaps
in capability; providing insight into development opportunities.
In this collaborative and interactive session, we will look at the
process of implementing the competency model, the value
proposition, knowledge gained, expected and unexpected
outcomes, and future plans for an organization that is using the
competency model. There will be plenty of time for questions
and discussion. Bring your questions and curiosity for Angela and
Geoff who have firsthand experience using and implementing
IIBA® Competency Model.
Key Learning Objectives:
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«iÌiVÞÊ
Model as part of their strategy to support and enhance BA
competencies
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from the process
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So, I’m a Business Architect now? One BA’s
journey from humble requirements gathering
sessions to helping executives design their
enterprises for the future
Chris Reynolds
VP, Business Analysis,
L&T Infotech FSTI
The speaker will take you on a journey through their career,
highlighting the points at which their experience brought them
inevitably closer to the role of Business Architect. On this journey,
the value proposition of a BA-lead Business Architecture practice
will be demonstrated.
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iÌÀ>ÊVVi«ÌÃÊvÊÕÃiÃÃÊÀVÌiVÌÕÀi
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Processes Track
Process and Rules: Keeping it Simple
Kathy Long
President,
Innovative Process Consulting, Inc.
MAIN FOCUS OF PRESENTATION: Business
FAMILIARITY WITH SUBJECT: Some
Organizations allocate money and resources separately to projects
to improve process or develop business rules. The information
about the rules should be captured as part of the process
discovery. A business analyst must also understand and have
the ability to analyze business rules in the proper context of the
process. A case study will be used to illustrate these concepts.
Participants will learn:
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Implementing Business Process Change Track
Agile Predictive Process Platforms: The Key to
Business Agility
James Kobielus
Senior Analyst,
Forrester Research
In 2011 and beyond, Forrester sees operational business process
management (BPM) increasingly incorporating predictive process
technologies to drive adaptive, agile responses to changing
circumstances. More enterprises are integrating predictive analytic
models, business process management, business rules engines,
and complex event processing to support “next best action”
agility.
In this session, attendees will learn about the emerging business
process (BP) paradigm of “next best action everywhere,” including:
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enables targeted offers to all customers across all channels.
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deliver on these offers without fail.
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integrate investments in business rules engines and advanced
analytics into your process environment.
Three Key Learnings:
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18
CONFERENCE SESSIONS
TUESDAY, NOVEMBER 1
Tuesday | 1:50pm - 2:50pm
The Process Knowledge Initiative Panel
Building an Enterprise BRMS to Support
Heterogeneous Rule Engine Execution
Environments
Sandy Kemsley
Kemsley Design
Mukundan Agaram
Paul Harmon
BPTrends
Enterprise Architect,
Delta Dental
Dr. Chang Liu
Kevin Brennan
IIBA®
12:25 pm-1:50 pm
12:25 pm-1:50 pm
Panel Discussion
IIBA Special Interest Group
Introducing the Pharma/Biotech IIBA® Virtual
Special Interest Group
Carol Scalice
Pfizer, Inc.
Mike Horn
Pfizer, Inc
Michael Calluori
AstraZeneca
Matt St. Louis
Pfizer, Inc
Tim Wescott
MedImmune
19
Senior Software Engineer,
Delta Dental
The Business Rules paradigm is an enabler for corporate synergy,
collaboration and agility. It therefore makes sense for the
enterprise to protect, expand and diversify their investment in
the Business Rules Approach. This is a case study of how DDMI is
expanding on their already strong Business Rules capabilities.
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dependency of tight vendor integration.
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carried forward with technology updates.
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and seamless integrated with Enterprise IT solutions.
Speed Saves Lives: Leveraging a Massively
Parallel Expert System for Patient Surveillance
Nathan Bell
Software Architect,
Pharmacy OneSource
Pharmacy OneSource is a SaaS provider of applications for
hospital pharmacy and infection prevention professionals.
This case study will discuss the steps taken to develop a nextgeneration patient surveillance platform that allows clinicians
to accurately detect risk factors, and perform interventions. The
platform leverages the GigaSpaces implementation of Tuplespace and the Drools rule engine to create a massively parallel
expert system. This architecture allows for customizable handling
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clinician created business rules, and reasoning over hundreds
of thousands of patient data facts to provide near-real-time
surveillance.
CONFERENCE SESSIONS
TUESDAY, NOVEMBER 1
Rules and Process, They Cannot Be Together
and They Cannot Be Apart
Rik Gerrits
Chief Architect & CTO, RuleArts
Speaker Photo: Gladys S.W. Lam
Gladys S.W. Lam
In this interactive session Gladys and Rik are going to explore in
a playful manner why it is important to separate the know from
the flow (ie separate the process and the rules), and how this
separation makes the combination more powerful.
Participants will be given scenarios to explore the purpose of
business processes vs the purpose of business rules, to discuss
their differences and to discuss how they support each other.
Panel Discussion
Business Analysis Vendor Panel
Moderator:
Tom Karasmanis,
IIBA®
Finding Your True North Star: When There Are
No Ends to the Means
Roger Burlton
Founder,
BPTrends Associates
Russ Grabb
President,
Better Outcomes Consulting Inc.
An examination of business strategies and architectures shows
remarkable variation in form and function. Mixups between vision
and mission, goals and objectives, strategies and tactics abound.
Every consultant has his or her own way of conducting this work
with most missing the real outcomes needed. Remarkably missing
is a consideration of stakeholder expectations and needs (ends)
missed by the predominantly internal perspective (means) of
many practitioners. Fortunately we now have an industry model
– “The Business Motivation Model” that should be able to help
us with a repeatable structure; however it (intentionally) lacks the
20
methods required to use it and consequently many businesstransformation programs fail to achieve their intended objectives.
No amount of trendy best practices and technologies will help.
Only a natural and common sense lens and a simple proven
framework on how best to deliver expected value and enable
anticipated results can give us our ends and means.
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processes, outputs of enterprise effort, and accomplishment of
desired business outcomes.
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Modeling, Analyzing and Designing
Business Processes Track
BPM Standards: What is New in BPMN 2.0 and
XPDL 2.2
Denis Gagné
CEO & CTO,
Trisotech
Business Process Management (BPM) standards have been
evolving for over the last 20 years. These standards have the
potential of delivering tremendous value to both buyers of BPM
tools and technology and practitioners of the BPM discipline.
In this session, we will provide an overview of the current
versions of two of the leading standards in the field of BPM: the
Business Process and Model Notation (BPMN) from the Object
management Group (OMG) and the XML Process Definition
Language (XPDL) from the Workflow Management Coalition
(WfMC). Attendees will learn:
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Tuesday | 1:50pm-2:50pm
Wawa’s Business Process Design Methodology
and How it Redesigned Real Estate Processes
Diane Schade
Lead Process Architect,
Wawa, Inc.
Mark McClure
Senior Process Architect,
Wawa, Inc.
We will provide an overview of how Wawa’s Process Improvement
team is integrated into our Business Transformation Team and
then explain Wawa’s Business Process Design Methodology.
We will then show how, in collaboration with the Real Estate
department, we redesigned the processes related to Acquiring
CONFERENCE SESSIONS
TUESDAY, NOVEMBER 1
Sites, Design & Permit Projects, and Manage Real Estate Assets.
The process decomposition was one of the critical tools used
throughout the redesign effort providing a single-page view of all
the processes performed within the Real Estate department. The
redesign project identified ways to streamline our site pipeline,
eliminated non-value added tasks, and enhanced the property
management processes.
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Business Transformation team
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to deliver tangible business benefit
Learn about the experiences of an Insurance organization that is
using a Business Rules Methodology. More than 2 years ago, this
new methodology and approach to eliciting and documenting
business requirements was introduced and was met with
resistance and anxiety, all at the same time the company was
beginning a transformational journey. Find out what adjustments
were required, what approach they took and what lies ahead in
their methodology travels.
Deliver Transformational Projects
Through BPM Centers Of Excellence
Clay Richardson
Senior Analyst,
Forrester Research
As organizations begin to explore business transformation, they
invariably turn to business process teams to identify and deliver
transformational projects to the enterprise. However, as Business
Process Professionals ramp up to take on these initiatives, they
see themselves woefully underprepared for the twists and turns
characteristic of these sweeping enterprise programs. Plus,
they find that business process skills are often lacking in the
organization, so they face a steep curve to train, develop, and
staff BPM projects. Most organizations ultimately learn that
business process or BPM centers of excellence hold the key to
success across the organization.
This session will:
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organizations that have successfully incorporated critical
capabilities and best practices for deploying continuous
improvement and transformational initiatives through their BPM
center of excellence.
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and optimize BPM center of excellence capabilities to meet
the unique needs and requirements of business transformation
projects and initiatives.
Tuesday | 3:00 pm-4:00 pm
Panel Discussion
Business Rules Vendor Panel
Moderator:
James Taylor,
CEO/Principal Consultant
Business Rules Methodology Pushing the Pendulum!
Kathy Gorman
Manager, Business Transformation Services, Insurance
Corporation of British Columbia
Kevin Gauley
Manager, Practice Centre,
Insurance Corporation of British Columbia
You will learn:
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Six Essential Steps to Creating
a Use Case Model
Alex Papworth
Business Analyst
Mentor
Join this session to understand why use case modeling and
prototyping works and how they should be applied: walk away
with an advanced understanding by tapping into insight acquired
from over ten years of practice and refinement.
This session will show you how to apply use case modeling in
your organization immediately. The simple six step approach is
designed to work in any situation, bridging the gap between
theory and practice.
You will learn the benefits of use cases to you and your
stakeholders in plain English without any technical mumbo
jumbo!
You will learn how to really engage your stakeholders by
leveraging prototypes alongside use cases.
These are some of the session highlights:
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point (whether it’s a water cooler chat with your boss or the ‘War
21
CONFERENCE SESSIONS
TUESDAY, NOVEMBER 1
and Peace’ documentation pack)
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create one
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one
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stakeholders
This session would suit anyone with no or limited experience
of use case modeling who wants to learn how to apply them
successfully first time.
Key Elements to Road Map a Business Analysis
Practice in Your Organization
In this topic we will examine the structures, functions and
processes that allow us to govern business architectures in a way
that does not hinder corporate resilience and adaptability.
Governance Topics:
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Modeling, Analyzing and Designing Business Processes
Track
Bridging from Analysis to Design
Rick Rummler
Partner,
Performance Design Lab
Alain Arseneault
VP Marketing and Communication,
IIBA®
Senior Manager, Practice Standards and Support Group, Centres
of Competency, Bank of Montreal
Key learning objectives:
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Business Analysis practice in your organization
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Business Analysis A practice
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planning for the establishment of a Business analysis practice
Architecture Governance:
A Question of Balance
Michael McDermott
Founder,
Inside Business Architecture
Architecture governance is the practice by which architectures
are managed for compliance to standards and regulatory
obligations. Business Architecture is concerned with the ability
to serve the corporate mission now and in the future. In order
to do so effectively, business architecture must create and
evolve the structures, functions and processes of an organization
in a controlled system of alignment and governance, but
a good business architecture must also allow for resilience
and adaptability during times of volatility, uncertainty and
unpredictability. To both control and prepare for uncertainty
requires a delicate balance between the centralization and
decentralization of authority. How then can we best implement
a system of governance that still allows us to maximize resilience
and adaptability?
22
Cherie Wilkins
Partner,
Performance Design Lab
There are a wealth of tools and techniques for process analysis
and process design but there are few that assist in making the
transition from analysis to design. This session will demonstrate a
proven approach for making the transition from analysis to design
and avoiding common process improvement pitfalls.
Attendees will:
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Design is often problematic
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Analysis to Process Design that consistently decreases the
overall time to design and increases the likelihood of design
acceptance
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Process Analysis to Process Design
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in the design effort with little or no loss in process design time
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design effort without risk of dominating the opinions of subject
matter experts
The Use of Process Frameworks
for Process Design
David Paul
Senior Director Financial Planning and Analysi,
Fusion-io
Fusion-io is a leading provider of solid-state technology.
Recently they began an initiative to oversee business process
transformation. With no process architecture in place they
CONFERENCE SESSIONS
TUESDAY, NOVEMBER 1
utilized the Value Chain Group’s (VCG) Business Process
Transformation Framework (BPTF) to get going fast. Partnering
with Siemens IT Solutions as Subject Matter Experts and the VCG
a core team of cross functional knowledge experts led the effort.
Fusion’s plans to go public later this year will be aided by the
work done to define the overall enterprise framework.
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Make, Quote to Order, Order to Cash, and Procure to Pay
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system architecture to be resolved
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required as a result of this project
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The “Soft Stuff” Is The Hard Stuff –Human
and Organisational Issues in Business Process
Change
Alec Sharp
President,
Clariteq Systems Consulting Ltd.
A frequently-quoted statistic is that programs of major business
transformation fail substantially more often than they succeed.
That’s depressing, but it doesn’t mean that failure in the business
process arena is unexplainable or unavoidable. Unsuccessful
process change initiatives are often the result of an overly
technocratic or “hard” approach, while successful initiatives give
equal attention to organizational and cultural factors.
BPM success will increasingly depend on abilities with these
“soft” topics, but they seem to defy the rigorous analysis we
favor in the BPM community. Luckily, other disciplines have
considerable experience with them, and savvy BPM professionals
have borrowed from them. This workshop will provide solid
techniques to help us deal with the mysteries of culture and
human behavior.
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individuals and organizations
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and process change
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process design
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Business Economics of
Decisioning at Large Scale
Kenny Shi
Manager, Software Engineering, Fraud Detection and
Decision Platform, eBay
Carole-Ann Matignon
Co-founder & CEO,
Sparkling Logic, Inc.
With almost 100 Million active users and well over a Billion page
views per day, eBay is hard-pressed to make good decisions.
Kenny bears the responsibility of building this Decisioning
infrastructure for Fraud Detection and Risk Management. Over
the years, he has lead implementation efforts using commercial
BRMS and the eBay home-grown engine. In this interview,
Carole-Ann will explore with Kenny which metrics dictated their
technical choices and the actual ROI.
Attendees will learn:
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investment.
Combine Business Process, Decision,
and Rule Management
John Magana
Sr. Business Analyst, CVS Caremark
Speaker Photo: Lee Lambert
Lee Lambert
Founder,
New Wisdom Software
Business teams are challenged to dovetail business process,
decisions, and rule management. This presentation offers one
explanation of how these methods fit together using a simplified
use case for a better understanding of the concepts. The use
case will demonstrate rule set levels of abstraction to streamline
rule management.
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decision and rule management
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business and IT
23
CONFERENCE SESSIONS
TUESDAY, NOVEMBER 1
Preventing Quality Issues Using The Right
Method For Your Situation
The Dollars Are In The Details: Measuring the
Cost of Requirements
Silvie Spreeuwenberg
Glenn R. Brûlé
President,
LibRT
Executive Director of Client Solutions,
ESI International
Different situations benefit from a rule based description to guide
people and systems. These different kinds of situations may
have results known in advance, ranked, calculated, consisting of
a match, indicating compliance etc. Different kinds of methods
are available to gather and describe those rules: RuleSpeak
natural language rules, decision tables and decision trees. Some
situations benefit from a particular method.
In this session you will learn:
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methods.
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for the right situation.
Requirements Estimation
Anthony Chen
Requirements Architect,
Seilevel Inc.
Business Analysts often get stuck working on requirements
under a deadline imposed by a development schedule, rather
than based on when they actually can be ready with well-written
requirements. As a result, they are often under resourced to
accomplish thorough business analysis. Unfortunately, unlike in
the development world, there are not many rigorous business
analysis estimation techniques to help defend the resources
required to do good analysis. Joy Beatty introduces a technique
to estimate the requirements effort on a project, by breaking it
down into common activities with standard estimates for each
based on real project data. She elaborates on how you can
estimate quantities of various objects such as process flows, user
stories, and business rules to get to a reasonable estimate for
the overall work. These techniques can be applied to estimate
your requirements work on anything from an agile approach to
a waterfall methodology. She leaves you with a take-home tool
and explains how you can adapt the tool for use in your own
organization.
Business requirements are a fundamental component in project
management because it forms the basis of project and product
scope. Development and management of requirements also
impact the overall financial success of a project because each
requirement comes at a cost. Requirements management and
development (RMD) offers an approach for enhanced traceability,
visibility and verifiability that can help you avoid unnecessary
project costs.
This presentation will explain how RMDcan increase the
quantifiable probability of providing the desired deliverables and
expectations to meet overall organization goals and objectives,
improve goods and services, enhance governance compliance,
develop better aligned and prioritized requirements, and match
the right resources with the right competencies.
You’ll learn how to approach the depth and breadth of
measurable activities from the top down and match your
approach to metrics according to the level of overall requirements
maturity. There will be discussion on which requirements should
be tracked and measured, how often, and the level of variance
at which action should be taken. Considerations for requirements
throughout the Systems Development Life Cycle will also be
explored. Glenn will also share examples of client results using
RMD.
This heightened awareness around requirement costs and level
of detail will enable a fine-tuned approach that attendees can
implement in their own organizations to improve project and
financial performance.
Learning Points:
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costs.
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project components.
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organizational, project and goods/services perspective.
Capability Centric Portfolio Development
Rich Levine
Enterprise Business Architect,
Giant Eagle
Capability is a powerful concept which can be utilized to help an
organization focus limited resources on the activities that are truly
24
CONFERENCE SESSIONS
TUESDAY, NOVEMBER 1
important to reach its strategic goals. In Business Architecture,
business capabilities represent a critical component can be
viewed as the “connective tissue” between business strategies
and the initiatives that are intended to execute on them.
This presentation the speaker will address the challenges, of
integrating capabilities into the business planning and portfolio
development processes. This presentation is based on practical
experiences in Business - Architecture over a period of years in
a growing ($8+ Billion) regional wholesale / retail Grocery and
Convenience Store chain.
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portfolio development
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organization
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initiatives
Panel Discussion
BPM Vendor Panel
Moderator:
Sandy Kemsley,
Kemsley Design
Expo Hall Reception
25
CONFERENCE SESSIONS
WEDNESDAY, NOVEMBER 2
Wednesday, November 2, 2011
8:00 am - 6:00 pm
Registration
8:00 am - 9:00 am
8:00 am - 9:00 am
Vendor Labs
Wednesday | 9:00am - 10:00am
Keynote
Business Analysis with Business Rules: See the
Elephant!
Ronald G. Ross
Why doesn’t every organization in the world do business rules?
Doesn’t every organization have them? A great many of the
ideas and tools have been around for years, all tried-and-proven.
What’s the problem?
It’s not that there aren’t successes – there are, lots of them. It’s
not that successful techniques haven’t been written up and talked
about for years – they have. You could argue that many people
who think they understand business rules, actually don’t. There’s
some truth to that – but consensus among experts has existed for
years.
The real reason is simply that the problem is so pervasive. It’s
everywhere, like air, making it hard to see. Exciting things happen
though once you stand back and see the elephant.
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solutions
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Stakeholder Analysis Process: Steps Toward
Eliciting Great Requirements
George Bridges
Director Business Analysis,
International Institute for Learning
The word stakeholder is very popular today. In this presentation,
George will address how to categorize stakeholders to facilitate
26
ongoing elicitation and communication of project information. In
addition, George will describe how stakeholder analysis can serve
as the basis for input to a requirements communication plan.
Key learnings:
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Wednesday | 9:00am-10:00am
Increase Alignment Between The Business And
IT Services
Mylene Lizotte, CBAP®
Business Architect,
Bombardier Aerospace
Hugues Simard
Business Architect,
Bombardier Aerospace
In 2010, Bombardier Aerospace’s Enterprise Architecture team
was mandated to evolve their methodology to enhance the
practice of enterprise analysis. The purpose of the mandate was
to increase alignment between the business and IT services, as
well as to maximize the value of IT services delivery.
The architecture team used the project delivery mandates as an
opportunity to explore and demonstrate the value of enhanced
enterprise analysis. Our presentation covers the main results of
this exploration and illustrates our findings through examples
extracted from two initiatives:
1. The value analysis of Bombardier Aerospace’s Supply Chain
Management was based on an investigation of best practices
in the domain, which were then prioritized based on their
potential for direct contribution to business goals. The exercise
resulted in Business Transformation Strategies enabling the
most beneficial best practices, as well as the elaboration
of a cost and benefits model to support the business case
evaluation of IT enabled business transformation.
2. The alignment of Bombardier Aerospace’s Customer
Services IT Roadmap was based on a thorough understanding
of the business strategy and priorities, the validation and
identification of the actions achieving the strategy, and
the definition of expected outcomes. For each action, we
were able to identify capability gaps, assess and prioritize
the required projects, and demonstrate how each project
contributes to delivering outcomes and achieving business
strategy.
Attendees will learn how to:
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transformation initiatives
CONFERENCE SESSIONS
The Big Challenge: Getting Leaders
Engaged in BPM
Jim Boots
Principal,
Global Process Innovation
One of the biggest challenges on the journey to BPM excellence
is getting leaders engaged. Some BPM promoters use case
studies and consultant reports to convince leaders to resource
BPM efforts within their organizations. This may be helpful for
getting started, but it is not enough to build and sustain BPM
capability. To make BPM part of an organization’s culture, it is
necessary for leaders to integrate process management into their
own management processes. This presentation will explain how
to position “processes as assets” which deserve management
attention at levels comparable to that which is accorded other
important assets such as people, production facilities, and IT
systems.
Key aspects of a BPM engagement approach that will appeal to
leaders and staff include:
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performance
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organizations
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“Real-World Case Story”
Rules Automation Enables California Realtors to
Navigate Forms & Minimize Risk
Joshua D.J. Sharfman Ph.D
CTO,
California Association of Realtors
California Association of REALTORS® developed a system that
helps REALTORS navigate, select and complete appropriate real
estate forms from over 150 federal and statewide agreement and
disclosure forms reducing risk. The system allows quick updates
of rules on forms usage, which can change frequently according
to legal decisions or industry best practices. This case study
chronicles the use of the system over the last three years.
Attendees Will Learn:
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27
did not address?
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Where Do Business Requirements Come From?
Gladys S.W. Lam
What is a business model? What is a business process model?
What is a business rule? What is business requirement? How are
they related?
Business requirements need to talk to IT to ensure system
successes. More importantly, business requirements need to
align to a business solution with focus of producing results for
the business. This presentation outlines how you can develop
stable, effective and comprehensive business requirements using
a business rules approach..
This presentation will:
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and Business Requirement
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business process model and business rules
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Building Business Analysis Capabilities at
Highmark Inc.
Phyllis Rupert
Highmark Inc.
Dave Bieg
COO,
IIBA®
By forging a partnership between Human Resources and an
internal operational client area, Highmark became an IIBA
corporate member. The individual memberships gained as a part
of the relationship initiated a number of cooperative internal and
external initiatives as well as set in motion a full service solution
around business analysis learning and development for the
organization. Several opportunities emerged including:
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foundational competencies and knowledge areas within the
BABOK®
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standard knowledge, proven best practices, and excellent
learning opportunities and resources through IIBA® web site.
CONFERENCE SESSIONS
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the webinars and announcements via a SharePoint community
site
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training
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designation within 2011
Key learnings from this session:
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organization and between organizations
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business analysis capabilities in an organization
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Accepting The Business Architecture Challenge
Jeff Scott
Principal Analyst,
Forrester Research
Interest in business architecture is growing dramatically. Though
there is a great deal of discussion, there is little consensus about
what business architecture is and what business architects actually
do. Yet more and more people are rebranding themselves as
business architects. Becoming true business architects presents
us with a great opportunity but an even greater challenge. Will
we meet that challenge and deliver on business architecture’s
promise? Or will we remain so ingrained in our current thinking
paradigms that we become business architects in name only?
This session will present Forrester’s views on business architecture
and what it means to be a successful business architect.
Key takeaways:
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Wednesday | 10:30am - 11:30pm
Track
Time: BPM’s Missing Dimension
E. Scott Menter
VP of Business Solutions,
BP Logix
solutions fail to convey some core information: the efficiency and
cost of process execution.
This presentation will focus on how time can be appropriately
reflected in a business process model, and, once it is, how that
information can be used.
Attendees will learn about the compelling benefits of a timebased approach to BPM in:
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“Real-World Case Study”
Best Practices for Socializing and Managing
Business Process Improvement Initiatives
Gina Abudi
President,
Abudi Consulting Group, LLC
Too frequently, business process improvement initiatives are
“lost” within the organization – not enough people know what
is going on and why changes are being made in how the work
is done – and there is no consistency in how the initiatives are
managed. These are strategic initiatives that impact the entire
organization and they need to be socialized and managed across
the enterprise! This presentation will provide participants with
best practices around socializing and managing their business
process improvement initiatives. A step-by-step approach will
be presented to assist practitioners in effectively managing the
customer relationship process and engaging stakeholders and
staff. Participants will take-away worksheets and templates for use
back on the job.
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initiatives
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supporters
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improvement initiatives
Traditional models for business process discovery and
management are arranged as a sequence of steps, connected
via paths. These steps and paths are generally represented as
flowcharts, such as those described by the BPMN standard.
However, the traditional model omits a key element of practical
business process management: time. As a result, BPMN and
other traditional business process modeling and management
28
CONFERENCE SESSIONS
How Business Rules and Decision Tables
Support Immunization Tracking Improvement in
the United States
Dr. David Lyalin
Sr. Consultant / Principal Information Technologist,
Northrop Grumman Corporation
Wednesday | 11:40am - 12:40pm | Understanding and
Applying Business Analysis Track
Warren Wiliams
Is It Worth It? Using a Business Value Model to
Guide Decisions
Lead Public Health Analyst,
Centers for Disease Control and Prevention (CDC)
The American Immunization Registry Association and Centers for
Disease Control and Prevention initiated development of best
practice guidelines for aligning immunization tracking operations
and processes across state Departments of Health in the United
States. Business rules and decision tables techniques were used
by several expert panels at facilitated workshops. Resulting
guidelines support the decision-making for assigning patient’s
immunization status and eligibility status for public vaccines. 80%
of immunization information systems in the United States use
developed guidelines.
Attendees will learn:
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creatively applied in public health and clinical settings.
Track
Keynote
How Ready are You for BPM? - Assessing your
Maturity and Building your Roadmap
Roger Burlton
Founder,
BPTrends Associates
Becoming more mature is something that helps people deal
with tricky unfamiliar situations in life and likewise organizations
with new business issues. While it is true that some people never
seem to grow up or learn, organizations cannot afford to remain
adolescent when others around them are striving to manage
better. Using a simple yet surprisingly reliable process maturity
assessment that you can apply while in the conference session,
you will estimate your current maturity level and assess the gap
that you have to deal with going forward to the level of maturity
you seek. Deciding what your organization should do about
becoming more capable with process management will also
require an understanding of its readiness to even aim for higher
levels. Wanting to be the best does not mean you are ready for
the changes that are needed to get there or that the timing is
right. You may have to set interim targets for now and build a
base from which to grow. The combination of your maturity gap
29
and organizational readiness will establish the right roadmap for
achieving what is desirable and possible. In the session we will:
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variety of starting and ending points
Kent J. McDonald
Business Advisor,
Knowledge Bridge Partners
One trait of an effective business analyst is the ability to ask the
right questions. One “right” question that applies to just about
every project can sometimes be difficult to ask, let alone answer:
“Is it worth it?” This question is difficult to answer, because the
answer will change as you proceed through the project and gain
more knowledge about the purpose, considerations, costs, and
benefits involved in a project.
In this session, Kent will describe a tool you can use to help
organize the necessary information to answer the “is it worth it?”
question on a regular basis. This interactive session will simulate
several stages in a project’s lifecycle to demonstrate how you can
create a value model to make an initial decision about whether to
pursue a project, and then utilize that model as your knowledge
grows throughout the project to revisit the question and confirm
whether the project is on the right course, or if changes need to
be made.
Topics discussed during the session include:
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combination to get a full picture of the financial characteristics
of a project.
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the value provided by the whole.
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during the project, but ongoing.
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discussion.
Business Capabilities: The Basis for a High Value
Business Architecture
Dennis Stevens
President,
Synaptus
Most businesses struggle to align programs and projects,
CONFERENCE SESSIONS
processes, and applications across complex businesses with
fast evolving business strategies. And all indications are that
this will become even more difficult over the next 3-5 years. A
well-formed Business Architecture should provide a view of the
business to facilitate common understanding of the organization
and to align these strategic objectives and tactical demand even
in the face of rapid change. But how do you start with a Business
Architecture that will rapidly deliver value to the business - and
remain stable and relevant as the business rapidly evolves?
Business Capabilities are a proven basis for establishing a high
return Business Architecture. A Business Capability defines the
organization’s capacity to perform specific business activities
to achieve a business outcome. Taken together, Business
Capabilities represent the abilities a business needs to execute
its business model and how they related to the ability to fulfill
it’s mission. Building a Business Architecture around Business
Capabilities provides clear connection between business
processes and business rules, technology, and organizational
design while reflecting the business strategy in a stable way. This
talk presents a four step process to build a Business Architecture
using Business Capabilities that starts with collaboration with
business leaders and results in a framework to enable the
business executives to better leverage technology, talent and
process. It is based on 10 years of practical experience and builds
on work that has been documented in Harvard Business Review
and Ric Merrifield’s Best Seller - Rethink: A Business Manifesto for
Cutting Costs and Boosting Innovation.
Wednesday | 2:00pm - 3:00pm |
Best Practices to Setup a Business Rules Center
of Excellence
Deborah Kruesi
Applications Development Manager,
Fannie Mae
Jean Pommier
Distinguished Engineer- CTO,
Software Services for WebSphere, Service Engineering,
ILOG WebSphere, IBM
Colleen McClintock
Business Rules Product Manager,
IBM
Center of Excellence is a very popular and strategic concept to
strengthen adoption of new technologies or approaches at the
enterprise level. In this presentation, we will share the key best
practices evolved from assisting our clients in setting up Business
Rules COEs. This includes profiling the COE, acquiring and
involving the right skills, setting up the appropriate governance
processes and framework, assembling a body of knowledge and
inventory of applications. We will feature several of our clients’
COE with a deeper dive into Fannie Mae’˜s own approach and
implementation of the Business Rule COE concept.
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Begin with the Decision in Mind
James Taylor
CEO / Principal Consultant ,
Years of working with business rules and other decisioning
technologies from business intelligence to predictive analytics
and optimization has made one thing clear - technologies alone
are not the answer. To be successful with these technologies
people and process must change - they must become more
decision-centric. Only a focus on decisions, and on operational
decisions, can put these technologies to work to deliver better
business results.
This presentation will use customer stories to show the power
of beginning with the decision in mind. It will show how a
decision-centric approach makes more use of business rules,
simplifies business process and event-based design, and allows
organizations to move to data-driven decision making.
Requirements Readiness - How Do You Know
When You Are Done?
Rafael Dorantes
Delivery Project Executive,
IBM Canada
Dr. Juan Pablo Giraldo
Senior IT Architect and
Systems Engineer
Regardless of level of knowledge, experience or industry, for
years, Business analysts have faced the same questions:
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In this presentation practitioners will learn :
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determine the level of readiness of requirements
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implementation or not
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Success stories in the use and implementation of this practice
will be covered, and a requirements readiness tool will be
demonstrated.
CONFERENCE SESSIONS
A Front Office - Back Office Model for Business
Analysis Organization
Marco Schumacher
Senior Manager,
Accenture
As the Business Analyst profession is maturing and becoming an
organizational focus, leaders of business analyst teams need a
model for managing their staff while engaging potentially very
diverse internal or external customers. This session, drawing
on experience across many industries and countries, describes
an emerging model which divides responsibilities between a
front office and a back office. The Business Analysis Front Office
performs customer-facing tasks while the Back Office supports
the creation of deliverables. This model allows organizations to
drive increased specialization of individuals and provide at the
same time a scalable service.
Session Learning Objectives
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workforce and managing interactions with multiple projects
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the skills and responsibilities to a front office and back office
provides organizational flexibility
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strategies in areas such as core competencies, shared services,
and outsourcing
The Confluence of Strategy, Operating and IT
Models
Kerrie Holley
IBM Fellow,
IBM
Interviews from over a thousand CEOs in 2008 shows
organizations are bombarded by change, and many are
struggling to keep up. CEOs view increasingly demanding
customers not as a threat, but as an opportunity to differentiate.
They are moving aggressively toward global business designs
with deeply changing capabilities and increased flexibility.
The gap between their capability to manage change and the
challenge ahead is growing. CEOs expect fundamental change,
but they seem uncertain about their organization’s ability to
manage it. Business pressures are compounding as IT constraints
are growing. The growing economic uncertainty and its
widening impact also create a need for businesses, government
organizations and non-profits to seek ways to accomplish their
business objectives more effectively and faster than ever before.
This deepens the need for an unprecedented alignment, or rather
convergence of IT solutions to business priorities. Subsequently,
this offers the possibility to exploit the enabling power of IT
31
solutions in defining business strategies. This discussion on
Business Architecture, provides a new perspective on this subject
as a confluence of strategy, operating and IT models
Track
How CONTECH Optimizes its Business
Processes with Predictive BPM
Jeff Stone
IT Project Leader,
CONTECH Construction Products, Inc.
CONTECH Construction Products Inc. will discuss how Predictive
BPM provides the real-time guidance that enables business users
to continuously optimize their business processes making realtime changes to running processes. Hear about how CONTECH
implemented its first BPM process within 45 days of selecting a
BPM solution and how the company is proactively addressing
changing business conditions to improve its business processes.
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reduce extended deployment times
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and adapt to changing business conditions
Business Rules in Commercial Banking:
Perspectives with a Case Study
Bala Balachander
Director,
Deloitte & Touche
We will focus on the relevance of Business Rules in the area of
Commercial Banking.
The following aspects will be emphasised:
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Wednesday | 3:10pm - 4:10pm
Point/Counter Point Rule Management
Cindy Scullion
Senior Consultant,
CONFERENCE SESSIONS
Kristen Seer
Senior Consultant,
Come join a lively, interactive discussion on the best (and worst)
practices in Rule Management. Two experienced practitioners will
provide opposing views on how to implement Rule Management
in your organization. Gain the benefit of over 20 years’ combined
experience in the business rules approach. Find out the pros and
cons of different approaches - what pitfalls to avoid and how to
introduce business rules successfully.
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Business Rules and Transformation of an
Industry Process
Mathew Cooper
Director,
Cooper Consultants Pty Limited
Australia is implementing a national electronic conveyancing
system that will replace a paper-based process. How can a
single system be developed to satisfy a competitive industry
sector that currently uses state-based processes legislation,
regulatory and information requirements? How can the very low
risk rate achieved with the paper-based process be matched
in the electronic environment where face-to-face transaction
due diligence and manual expert examination is reduced? The
presentation will describe the transformation challenge and
explain the important role the business rules approach is playing
in facilitating the process transformation in conjunction with the
use of business and process analysis.
requirements and planning workshops.
You will learn how collaborative workshops provide an effective
venue for stakeholders to work together transparently to make
complex product decisions and how they are useful for enterprise
analysis as well as detailed requirements. Understand workshop
adaptations for agile and non-agile projects and ways to engage
participants throughout your workshops. Learn a toolkit that you
can immediately apply to improve the quality of your requirements,
enable stakeholders to collaborate in a manner that yields a
healthy project community sharing focus, values, and trust.
Learning Objectives:
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workshop
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outcomes
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agile projects
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facilitators
COE Panel: Setting Up a Business Analysis
Center of Excellence
Neil Bazley
Deputy VP of Chapters,
IIBA®
Greg Busby
Cornell University
Ted Perez
CNA Insurance
Simon Kelly
Requirements by Collaboration: Workshops
for Defining, Planning, and Delivering Product
Needs
Hans Eckman
Ellen Gottesdiener
Principal Consultant and Founder,
EBG Consulting, Inc.
Well-designed and well-run facilitated workshops are one of
the best ways to overcome the myriad problems that arise from
inadequate customer involvement, ambiguous and conflicting
requirements, and elongated requirements elicitation.
In this presentation, Ellen Gottesdiener shares effective,
time-tested practices for planning, designing, and facilitating
32
Intel Corporation
Enterprise Business Analyst,
SunTrust Banks, Inc.
How do I go about setting up a Center of Excellence (COE) for
Business Analysis? What should I implement first? Should it be
top down or grassroots? Is my organization even ready to take
this on? It seems that there can be more questions in setting up
a BA COE than answers.
This panel discussion will focus on the considerations that will be
faced in setting up a COE, including how to determine the size
and scope of your effort, assessing your organizational readiness,
CONFERENCE SESSIONS
implementation and how to show the value of a COE, both to
your leadership and to the business analysts in your community.
2nd World Congress on Decision Tables
(WCDT 2011) Track
How Business Analysts Create, Validate, Test,
and Execute Tabular Decision Models without
IT Involvement
Business Value Realized Through Business
Architecture and Rules
Emily Allis-Springer
Business Architect,
Unum
Julie Gross
Assistant Vice President,
Unum
Learn how a large corporation has realized business value
through implementation of Business Architecture as a key
component of overall Enterprise Architecture. We will highlight:
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objectives
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Architecture
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supporting this overall architecture.
Participants will leave with:
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value to your corporation.
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Architecture disciplines.
The State of BPM
Paul Harmon
Executive Editor,
BPTrends
Paul Harmon, the Executive Editor of the world’s leading and
largest BPM web Magazine (http://www.bptrends.com) will
provide his annual update on the state of the BPM profession and
industry.
Paul will provide a wide ranging overview of how organizations,
worldwide, are adopting BPM, discuss where most companies are
today and may be in the foreseeable future.
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knowledge and professional certifications
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33
Dr. Jacob Feldman
Founder / CTO,
OpenRules, Inc.
While the initial objective of any BRMS was to return control
over business logic to business people, in real world IT is still
frequently involved in design of complex business rules. With the
latest advances in tabular decision modeling, it became possible
to really provide business analysts with abilities to create,
validate, test, and execute their decision models using only
familiar tools such as Excel or Google Docs. This presentation
demonstrates how business analysts can do it themselves,
and only then work with IT on an integration of already tested
decision models into existing IT infrastructures.
What Attendees Will learn:
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to create practical decision support applications
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complex rule repositories
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and/or Google Docs
Business Rules Practitioner Panel
Moderator:
Gladys S.W. Lam,
The Integration of Six Sigma with Business
Analysis Sub-Disciplines to Achieve Desired
Results
Steven J. Gara
Business Analyst,
Leverforce
Larry Velarde
Business Analyst,
Leverforce
This presentation will give a fresh perspective on incorporating
Six Sigma methodologies in two different sub disciplines
(Enterprise Analysis and Solutions Assessment and Validation)
within Business Analysis to improve and offer more tools to
CONFERENCE SESSIONS
practicing BA’s in their everyday projects. It also gives another
way to view projects from a Six Sigma perspective. This
presentation includes a brief case study of two well- known
companies that illustrate issues of where Business Analysis and
Six Sigma Methodologies could have helped and those benefits
are illustrated in greater detail
The Magic of Mentoring
Marsha Wolfberg
Senior Business Analyst,
The Hartford
Dave Ramanauskas
Senior Business Analyst,
The Hartford
This presentation will provide an overview of a successful
mentoring program and explore the program’s foundations
and approach from program kickoff to candidate selection to
progress evaluation. Attendees will hear first-hand from the
Program Designer and Program Manager as they report on their
experiences in the program.
Key Learning Points :
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structured approach vs. an informal approach to mentoring.
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your development.
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leadership skills as a mentor.
Business Architecture vs Technology
Architecture Panel
Moderator:
Sandy Kemsley,
Kemsley Design
and a process to produce a good model. This includes quality
assurance for the models created. You need to answer the
question “When is a model a good model?”
Most often QA is limited to reviews. The criteria for the reviews
are not well defined and subjective. Reviews are limited in real
projects with a large number of models.
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traceability, non-redundancy, comprehensibility.
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supported by modeling tools
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Harnessing Resistance to Major
Organizational Change
Richard Simourd
Senior Consultant,
BPTrends Associates
Organizational change always has resistors, and the greater
the change the greater the resistance. Traditional Change
Management strategies help, but leaders of major change often
find themselves ill-equipped to simultaneously and proactively
deal with the complexities of widely varying realities across and
up/down organizations. Wherever we look we see people who
believe they will win and those who believe they will lose if the
change proceeds and succeeds. And, the toughest nut of all may
be the executives where resistance skills are not just for survival
but have often been made an art form. Regular organizational
change is often not a threat to top levels – they believe the
change affects their staffs only. Enterprise level change is
different. How do you get a handle on what is in store? How
do you become anything but a fire-fighter reacting to the latest
and largest flare up? How do you deal early on with your largest
threats, the organizations power brokers?
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Good Process Models and Good Processes –
How to Get There
Dr. Juergen Pitschke
Founder and Managing Director,
BCS
A good business process model doesn’t necessarily make a good
process. But when you build on bad models it is unlikely that you
succeed with your project. You need to define a methodology
34
CONFERENCE SESSIONS
THURSDAY, NOVEMBER 3
Thursday, November 3, 2011
Thursday | 8:00am - 8:50am | Early Bird Session
8:00 am - 4:00 pm
What Is the Business Motivation Model (BMM)
for Business Strategy? A Q&A Session
Registration
8:00 am - 9:00 am
8:00 am - 8:50 am | Early Bird Session
2nd World Congress on Decision Tables (WCDT 2011)
The OMG DMN (Decision Modeling & Notation)
Standard: State of the Art
Paul Vincent,
TIBCO
Christian de Sainte Marie,
IBM
Capturing and Analyzing Business Vocabulary
and Rules
Andrea Westernien
VP, Software Engineering,
Computer Associates
Demonstration of an infrastructure to capture and analyze
business vocabularies and rules, using natural language and
Semantic Web technologies
Do you feel that current interfaces for capturing business rules
force you to think and write using un-natural “natural language”?
Are the current tools too sophisticated for normal information
workers? Once captured, can you fully analyze your vocabulary
and rules for completeness and consistency? How about
merging vocabularies and rules that evolve over time or come
from different groups (to determine mismatches, omissions and
out-right errors)? This session demonstrates work using natural
language and Semantic Web tools to improve the experience
and quality of business vocabulary and rule capture. There are
three areas of focus for the talk. The first is an overview of the
problem domain; the second demonstrates the infrastructure;
and, the third discusses future work, including vocabulary and
rule alignment.
35
John Hall
Principal, Model
Systems
Keri Anderson Healy
Editor,
BRCommunity.com
The Business Motivation Model (BMM) is the industry standard
for structured business strategy. It provides a scheme for
developing, communicating, and managing business plans in an
organized manner. Get your questions about the BMM answered
in this interactive Q&A session.
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architecture, business processes, and business rules?
Track
Getting Executive Buy-In for Process-Based
Management
Roger Tregear
Consulting Director,
Leonardo Consulting
Everybody agrees that getting the fabled “executive buy-in” is
important, but what does that really mean? What is it that we
want executives to do differently? Well beyond simple approval
to create process models, we want to radically change the
way executives conceptualize and manage the enterprise. We
want executives to be able to give the BPM presentation, not
merely listen to it. Whole-of-enterprise culture change requires
passionate involvement, not just acquiescence. If we asking for
such fundamental change we need to make a compelling case.
That case has proven to be illusive for many organizations. It
doesn’t have to be like that.
Join this breakfast session for an informative discussion with
your peers about the key issues in this critical area of process
transformation.
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view?
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successes, and failures?
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CONFERENCE SESSIONS
Thursday | 9:00am - 10:00am
(WCDT 2011) Track
Decision Tables in Practice: Two Case Studies
on Process Variability and Health Care
Maria Teresa Baldassarre
Assistant Professor,
University of Bari
Nicola Boffoli
Research Fellow,
SERLAB
Working in a highly competitive and changing environment,
enterprises have to improve their processes continuously. Often
the existing business processes become inadequate due to
the natural changeability and competitiveness of the business
world. As so, business processes must be modified and tailored
according to different context factors (objectives, technologies,
industrial standards, quality programs, budget, workers, tools,
cultural factors). This presentation will:
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managing variability inside a business process, and apply it to a
real context;
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Based Medicine, through interviews/surveys with doctors and
patients.
Joint BBC Session
Keynote: TBA
Kathleen Barret,
IIBA®
Process and Information Architectures the Missing Link to Improving Enterprise
Performance
Louise Harris
The value and quality of information used for strategic and
operational decision making is directly related to the quality
and consistency of the processes and rules employed to create
and maintain the information. This presentation will unfold how
Process Architecture and Information Architecture together
enable achievement of business goals and objectives including
36
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workflow usually doesn’t address problems with information
availability and quality
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right process and information architectures
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together to identify key issues and gaps and determine areas for
improvement that will enable achievement of organization goals
and objectives
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in lock step during solution design
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Information Governance
Panel: BPM Around The Globe:
What Can We Learn?
BPM is now clearly a world-wide phenomenon. All regions are
knee deep in transformation and some are doing it much better
than others. The advanced practitioners will surprise you. Is it
the economy, methodology, tools, training, culture, history or
something else that makes a difference? Our panel will discuss
what has been proven to work in Australia, Europe, the Middle
East, South America, Canada and the US and other places so that
we may learn some new approaches and try them ourselves.
Track
Keynote
Analyzing and Managing Business Decisions
using Decision Table Models
Jan Vanthienen
Professor in Information Management,
Decision tables and table structures are a powerful technique
to represent sets of related business rules when modeling and
managing complex business logic. As a pragmatic, businessfriendly representation of business rules that dramatically
improves conciseness, completeness, and correctness, they are a
key piece of the puzzle in building better business capabilities.
Think of decision tables as “pictures” of decision logic based
on intrinsic patterns, and think of table hierarchies as a model
to structure decisions in a top-down, incremental approach. A
lot of expertise and real-world business experience with tabular
decision modeling is available. This session brings you up to date
on best practices and latest trends in the field of decision table
models.
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Vi«Ì]ÊLiVÌÛiÃÊ>`Ê>««V>ÌÊ>Ài>Ã
CONFERENCE SESSIONS
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Panel - Operating in a Regulated Environment:
Understanding & Incorporating Requirements
Beyond Your Control
Moderator:Julian Sammy
Head of New Media,
IIBA®
Carol Scalice
Interim President, IIBA® Pharma/Biotech Special
Interest Group, Business Analyst,
Pfizer, Inc.
with lots of uncertainty and ambiguity in the early stages of the
project. We discuss how the business analyst would be leading
and directing plenty of brainstorming, alternative analysis,
experimentation, prototyping, out-of-the-box thinking, trial and
error sessions, and encouraging the team to keep options open
until they have identified an innovative solution that will leap us
ahead of the competition
Learning Points:
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to iterative, to adaptive, to extreme – to use for projects of
differing complexity.
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complexity.
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complexity and encouraging innovation.
The Architecture of Enterprise Know-How
Ronald G. Ross
Neil Bazley
Deputy VP of Chapters,
IIBA®
Indy Mitra
BMO
Many companies have a significant regulatory burden, making
compliance requirements a large, challenging task. Our panelists,
each an experienced senior business analyst, have extensive
knowledge of regulatory requirements in several sectors. They
will discuss practical ways for Business Analysts to navigate
“mandatory” external requirements without losing track of the
benefits the solution is supposed to deliver.
Join us to pose your scenario to a panel of experts and to get
their opinions and advice.
Adapting the BA Role for Complex Projects
Kathleen B. (Kitty) Hass, PMP
Principal Consultant,
Kathleen Hass & Associates, Inc.
Does the business analyst role change, either significantly or
subtlety, as project complexity increases? If so, how? This
presentation describes the business analysis approaches that are
most appropriate for low-complexity, moderately complex, and
highly complex projects. We go on to examine what complexity
management looks like in the day-to-day life of a business
analyst. We present the need for the BA to be comfortable
37
Does the know-how of the company have intrinsic structure at
the enterprise level? Can you use that structure to assess and
plan operational business capabilities? Where do business rules,
business processes, and business analysis fit in?
Every company depends on its special know-how, a point so
obvious we often overlook it. The products and services we
deliver to customers can never be better than our capacity
to organize, manage, revise, and deploy that know-how. In a
knowledge economy, operational know-how is king.
Current techniques for creating enterprise architectures are
largely IT-centric. They focus on processes, data and services
rather than on business products and the business capabilities
to produce and deliver them. This presentation shows you how
to change all that using proven, pragmatic techniques that
directly engage business managers. Case studies are examined
illustrating real-world successes. The approach is highly
innovative, business-driven, and surprisingly easy.
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business capabilities
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needs
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products
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business agility
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organization
CONFERENCE SESSIONS
Processes Track
Aligning Business Process, Rules and System
Requirements
Denise Owen
Director of Consulting,
CGI
Designing a solution to solve a business problem can be
very complex, requiring consideration of many facets of the
organization that must work together in harmony. Business
Process, Rules and Systems feature prominently in the design
of any cohesive solution. The challenge is to design these
intertwined components in a way that business representatives
can quickly understand and take ownership for, while serving
the needs of the professionals responsible for delivering it. In
this top down approach to requirements gathering, we will look
at how to address these challenges and keep business process,
rules and system requirements aligned and focused on the
performance objectives of the organization.
Topics to be addressed:
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architecture, traceability to the performance objectives and buyin from the business
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BPM at Catalina Marketing: From Concept
through Implementation to ROI
Jeff Mount
Vice President - Business Process Management,
Catalina Marketing
Steve Edinger,
Executive Director, BPM,
Catalina Marketing
This session will detail the evolution of BPM into a multi-year,
multi-million dollar transformation of multiple internal and
external BPM applications. This application of Service Oriented
Architecture has yielded an average return on investment of 30%.
During this presentation we’ll explore how both Operations and
IT (including a Global Application Development Center with
an offshore development partner) completely changed their
management practices to align with the corporate strategy, as
well as ground breaking innovations with BPM and business
intelligence solutions. In addition, the speaker will provide
an overview of their successful BPM governance model with
executive management support and the creation of Centers
38
or Excellence for BPM, Business Analysis, and Application
Development. The speakers will also highlight BPM success
stories across various business units.
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Operations and IT
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Sustaining Process Maturity
Phil Short
Director of IT,
Mars Canada Inc
Every organization is somewhere on the Business Process Maturity
journey and each faces its unique challenges to keep moving
forward. In this presentation the speaker will address the challenges
associated with sustaining a Level 3 Business Process Maturity
position. He will review the criteria for moving from Level 2 to Level
3 and steps that must be taken to prevent the organization slipping
backwards, the steps that must be taken to strengthen the Level 3
position and also look forward to considerations that need to be
taken into account before potentially moving to Level 4. The paper
is written based on practical experience in the Canadian Division
of a Large Global Consumer Packaged Goods company where the
presenter has driven the change from Level 1 to Level 3 over a period
of several years.
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Level 2
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Thursday | 11:30am - 12:30pm
(WCDT 2011) Track
How Business Rules and Tables Take Over Reducing Completion Times from Months to
Hours
Ronny Keiser
Process Coach, Venture Manager,
SD Worx
This case reports about a complete solution for rule analysis
and implementation, using decision tables and rules maintained
by the business, and deployed automatically. The application
is a complete payroll system provided as a service to multiple
companies. The presentation tells the complete story, from
venture to daily runtime.
CONFERENCE SESSIONS
The application shows a number of interesting features: full
traceability, reuse of components, rule management, variability.
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The 3 Amigos on Enterprise Design: Burlton,
Ross & Zachman
Roger Burlton
Founder, BPTrends Associates /
John A. Zachman
Chief Executive Officer, Zachman International
Speaker Photo: Ronald G. Ross
Ronald G. Ross
Roger Burlton, Ronald G. Ross and John Zachman are the ‘three
amigos’ of enterprise design. They believe there needs to be a
fundamentally new way of working the business/IT partnership.
Lip service isn’t enough – the business needs to put itself back in
the driver’s seat.
Each of the three amigos has spent many decades innovating and
fine-tuning an important piece of the enterprise-design puzzle.
Each believes real success comes only through carefully planned
approaches that work with one another. Each feels a sense of real
urgency about the need for organizations to do things better.
Will the next management fad or silver bullet in IT solve all
your strategic and tactical problems? Have they ever?! Existing
practices for planning and deploying IT-based solutions haven’t
really worked for a good while. It’s time for new solutions that are
logical, aligned and integrated!
What’s at stake? Literally, the future success, if not the very
survival of your company. Change is happening faster and faster
every day. The winners in today’s world are the ones who can plan
and craft for rapid change in the face of huge complexity.
Spend an hour with the 3Amigos on business innovation through
business architecture and business-driven requirements and
planning. Find out how your business can ...
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practices.
39
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Thursday | 11:30am-12:30pm
Using Behavior Driven Development and
Feature Injection to Build Better Software
Jeffrey Davidson
Lead Consultant,
ThoughtWorks, Inc.
It does not matter if you have a great idea for a software product;
you have to communicate this to the developers building your
system. Beyond user stories, developers need to understand the
value and function they are building. They need good, or better
yet great, acceptance criteria.
The secret to writing great acceptance criteria lies in Behavior
Driven Development (BDD) and Feature Injection. The heart
of BDD and Feature Injection lies in using natural language to
describe the value and features a system contains. Following a
simple grammatical structure leads both writers and readers to
understanding the goals and how they will be delivered. This
process uses real examples, in business terms, to describe the
behavior of the application.
While there are significant benefits for business partners,
developers, and testers; one of the key benefits is how this
turns Business Analysts and Product Owners from gathers
of information to distributors. Rather than constantly pulling
information from others, this provides BA’s the tools for pushing
information out.
Attendees will leave understanding:
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and Feature Injection
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natural language and business terms
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is working as desired
Fantastic Voyage or the Impossible Dream?
The BA as Management Consultant
Richard Larson
President,
Watermark Learning
The business world and maybe even our own Analysis profession
itself does not always know what to do with BAs. Are we business
experts who can communicate with IT and thereby translate
business needs into requirements for projects? Are we IT-savvy
professionals who can talk enough in business terms to extract
more than superficial needs and requirements from our business
CONFERENCE SESSIONS
partners? Are we order-takers, destined to dutifully record what
stakeholders say they want on projects, and then take the blame
when projects don’t deliver what they are supposed to?
Or, is there another role; one in which business analysts
collaborate with business and IT in a consultative way? One
in which we act as trusted advisers to both business and IT
stakeholders. One in which BAs are seen as management
consultants, helping the business solve problems and contribute
as valued partners, uniquely positioned to make the most impact.
This presentation explores the need for Business Analysts
to work towards a management consultant role and how to
get there. It walks through the evolution of Business Analysis
and shows where it can head in a practical and realistic way.
Through role plays, various types of consulting styles will be
illustrated in an engaging and humorous way. A feature of the
presentation covers influencing without authority and how BAs
can achieve more influence, and thereby be seen and accepted
as management consultants.
Track
Improving Process Quality: Sharing insights
from the Process TestLab
Thomas J. Olbrich
Co-founder and Managing Director,
Taraneon Process TestLab
Despite advances in BPM methodology and technologies over
the past decade the success-rate of BPM projects continues
to remain at a lowly 18%. In this presentation we will cover
some of the causes and symptoms of process quality defects
which we have identified in the Process TestLab over the
past 12 months. Based on the results of tests and analysis of
several hundred business processes, we will provide some
insights into approaches to identify process issues before they
become apparent during organisational and technological
implementation.
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process performance limitations
A Business Process Project Manager’s Sanity
Checklist
Sandy Foster
Senior Consultant,
BPTrends Associates
Many business process projects fail to achieve the desired results.
Changing business processes involves changing how people do
their work day to day and how the business achieves results. This
presentation will provide practical tips and traps for managing the
challenges that process projects face including:
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Thursday | 12:30pm - 1:50pm
Track
Attendee Box Lunch
Success stories: Using Decision Tables in the
Texas TIERS project
Paul Snow
Rules Management Chief Architect,
SourcePulse
The Texas Integrated Eligibility Redesign System (TIERS) first went
online in June of 2003 in Travis and Hays counties. Over 3000
decision tables are used to implement the eligibility rules for
Medicare, Medicaid, Food Stamps and other HHSC programs. In
this talk, we will discuss:
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SBVR: What and Why
Keri Anderson Healy
Editor,
BRCommunity.com
Business rules are central to every business. Rules provide the
control and guidance essential to keeping operations on course
and the business profitable. Yet, champion the business rules
approach to the harried business manager and you’ll likely hear,
“Perhaps, but aren’t there some standard guidelines to help us?”
The short answer is, “Yes!” The OMG’s SBVR provides a standard
way to approach the rules of the business.
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business rules?
Get your questions answered about how SBVR can directly assist
Business Analysts in this special session.
Business process projects, like all projects, need to be managed.
40
CONFERENCE SESSIONS
Attendee Box Lunch
You Just Can’t Make This Up: Horror stories in
Business Processes
Moderator:
Roger Burlton,
BPTrends Associates
Bridging The Worlds Of Legislator And
Technologist Through The Formalization Of
Legal Rules With SBVR
Ashild Johnsen
Special Adviser IT Supervision,
Financial Supervisory Authority of Norway
The legislator can use SBVR to transform legal rules expressed in
natural language to legal rules expressed in structured language.
During the transformation, impreciseness and inconsistence in the
law formulation may be revealed and entail improved quality of
the law formulation. The institutions implementing the legal rules
can use SBVR documents published by the legislator to save time
in their analyzing phase and even to automate the transformation
from vocabulary and rules in SBVR to vocabulary and rules in a
business rules management system. The more institutions are
affected by the same legislation the more time and effort will be
saved.
Advanced Data Modeling
Rick Clare
VP of Chapters,
IIBA®
Data Modeling is a skill that never goes out of fashion, whether
you are using traditional methodologies or the new UML
techniques. The good thing about the different notational
techniques used in data modeling is that the concepts and the
analysis methods remain the same regardless of the environment.
This presentation will describe advanced level techniques and
tricks that are independent of the methodology being used.
You will learn about:
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41
Globalization and Its Impact on Business
Analysis
Peter Johnson
President,
Peter Johnson LLC
Can business analysis be outsourced? The short answer is yes!
While the effective practice of business analysis relies on direct
contact with the business client, it is not immune to competition.
Off-shore resources impact how requirements for IT projects will
be delivered.
To help understand the issue fully, Mr. Johnson explores personal
observations from being on-site in India with companies that
compete daily for IT services. We all know that most emerging
countries are growing at breathtaking speed. But firsthand
experience informs the debate over what exactly globalization
means. For example, riding the trains, buses, auto-rickshaws
and motorcycles highlights one of the key challenges: rebuilding
a 20th century infra-structure for 21st century needs. The
aspirations and cultural heritage of a youth-dominated population
are clearly visible in massive projects for new classrooms and elite
institutions, including a first-of-its-kind graduate level program in
business analysis.
Western attitudes about the ‘third world’ and ‘diversity’ can be
misleading. They risk underestimating the fundamental change
that is needed. This workshop will:
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professionals who are committed to taking a larger share of
business analysis work
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distance, language and most importantly – relationships
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and higher value to the customer
The OMG’s Business Architecture
Standardization Work - A Progress Report
Neal McWhorter
Principal,
Enterprise Agility
Working Towards a Common Understanding of Business
Architecture.
Almost 2 years ago a group of individuals at the OMG came
together with a shared vision of trying to create a unified set of
ideas of what constitutes Business Architecture. This work has
resulted in several significant publications and various other
outcomes which help define the core of Business Architecture.
The co-chair of the OMG’s Business Architecture SIG will
CONFERENCE SESSIONS
present an overview of the work being done and its relevance to
practitioners.
Track
Efficient BPMN: from Anti-Patterns to Best
Practices
Darius Silingas
Head of Solutions Department,
No Magic Europe
BPMN is acknowledged as a standard for business process
modeling. However, business modelers make a lot of mistakes
and their BPMN models are often too complex and difficult
to understand, analyze and maintain. In this session, we will
review and analyze common BPMN anti-patterns that were
collected during 5 years of consultancy in financial, insurance,
telecommunication, software, and education domains. We will
also discuss how to separate responsibilities of business analyst
and IT system analyst and propose a minimal subset of BPMN
2.0 elements that should be sufficient for business analyst. The
session will provide essential advice for business analysts on
how to easily adopt BPMN 2.0 and make their business process
diagrams structured, readable, and maintainable.
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Business value - Building BPM Capabilities
in the Norwegian BU of a Global Oil & Gas
Company
Tom Einar Nyberg
Managing Consultant,
Capgemini - Norway
make it work
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process owners
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up
Value-Driven BPM: Roadmap to Immediate
Value and Lasting Capabilities
Dr. Mathias Kirchmer
Executive Director for Business Process Management,
Accenture
A challenging economic environment, the emergence of new
global competitors, and fast-changing technology have pushed
organizations to focus on their business processes. If they build
their BPM capabilities the right way, they can create immediate
value while establishing sustainable capabilities supporting a long
term competitive advantage. But how?
This presentation proposes a value-driven approach to
BPM, focused on outcomes, not just on methods, tools and
approaches. It introduces a BPM capability blueprint that helps
defining the right “process of process management”. It discusses
the definition of an appropriate BPM roadmap, the establishment
of the right governance, the effective use of process modeling
and repositories as well as related aspects of process automation
and possibilities of using managed services as a cost efficient fast
track to BPM.
The findings will be explained using case studies from different
industries, including oil and gas, chemicals, high-tech, service
industries, consumer goods and others.
Attendees of this presentation will learn the following:
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immediate benefits while building lasting capabilities
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BPM
This case study illustrates how a global oil & gas company
and a major operator in Norway, established capabilities for
process orientation and BPM in their national business unit.
The key principle was to focus on how to deliver value to the
business. This involved a process architecture and value chains
for the entire organization. Collaborating with the organizational
functions in order to establish a process oriented focus and
making this a tool for improvement in the functions themselves.
The management system was reorganized around organizational
goals, actions, processes, documents and KPI’s in order to
support active performance management.
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management
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value to the business
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42
CONFERENCE SESSIONS
3:00 pm-4:00 pm
Panel Discussion
Emerging Trends Panel Discussion
Moderator:
Kristen Seer,
Panelists:
Kathleen Barret,
IIBA®
Kevin Brennan,
IIBA®
Roger Burlton,
BPTrends Associates /
Paul Harmon,
BPTrends
Gladys S.W. Lam,
Business Rule Solutions, LLC and Publisher,
BRCommunity.com
Ronald G. Ross,
Business Rule Solutions, LLC and Executive Editor,
BRCommunity.com
43
Keynote Bios
Roger Burlton
Founder,
BPTrends Associates
Roger T. Burlton, P. Eng, is a co-founder of the BPTrends
Associates and the Process Renewal Group. He is considered
a global leader, recognized internationally for his no nonsense
insights and pioneering contributions in Business Process
Management since 1991.
Roger has conceived and chaired over thirty high profile BPM
conferences in North and South America, Europe, Middle East
and Australia including Knowledge and Process Management
Europe and the BPM Conferences for Shared Insights in the US.
His pragmatic BPM seminar series has been running globally
since 1992 and is the longest continuous series of their kind in
the world.
Roger’s highly acclaimed book “Business Process Management:
Profiting from Process” is regarded as a reference book for
process professionals who want to conduct process architecture
initiatives, process renewal projects as well as those who wish to
entrench process governance across the enterprise.
Based in Vancouver, Russ Grabb is the President of Better
Outcomes Consulting Inc. He works with a variety of senior
executives helping to position their organizations for success,
enhance performance, achieve desired business outcomes, and
conduct smart investment in IT. He is the creator of the Six Easy
Steps to Business Innovation© and the VP of the Institute of
Certified Managements Consultants of BC (CMC-BC).
How Ready are You for BPM? - Assessing your Maturity and
Building your Roadmap
Ronald G. Ross
Co-Founder & Principal,
Ronald G. Ross serves as Executive Editor of www.BRCommunity.
com and its flagship publication, Business Rules Journal. He is a
sought-after speaker at conferences world-wide. He gives popular
public seminars through AttainingEdge (www.AttainingEdge.com)
and IRM-UK (www.IRMUK.co.uk).
Mr. Ross is recognized internationally as the “father of business
rules.” He has served as Co-Chair of the annual Business Rules
ÀÕÊ
viÀiViÊÃViÊ£Ç°ÊiÊÜ>ÃÊ>ÊV>ÀÌiÀÊiLiÀÊvÊ
the Business Rules Group in the 1980s, and an editor of the
two landmark BRG papers, The Business Motivation Model:
Business Governance in a Volatile World and the Business Rules
Manifesto. He is active in OMG standards development, with
core involvement in SBVR.
44
Mr. Ross is Co-Founder of Business Rule Solutions, LLC (www.
BRSolutions.com). At BRS, Mr. Ross co-develops Proteus®, its
landmark business requirements methodology, including the
popular RuleSpeak®. Mr. Ross is the author of eight professional
books. His newest are: Business Rule Concepts (2009), a justreleased 3rd edition of his popular, easy-to-read 1998 handbook,
and Principles of the Business Rule Approach, Addison-Wesley
(2003).
Business Analysis with Business Rules: See the Elephant!
Jan Vanthienen,
Jan Vanthienen is professor of information management at
Katholieke Universiteit Leuven (Belgium), Business Information
Systems Group, where he is teaching and researching on business
rules and business intelligence, information and knowledge
management. The area of business rules modeling, validation
and verification, and business rule automation has been his major
area of research and expertise for many years.
Analyzing and Managing Business Decisions using Decision
Table Models
Kathleen Barret,
President and Chief Executive Officer,
IIBA®
In June of 2009, Kathleen Barret became International Institute
of Business Analysis’s full-time President and CEO after having
held the role as a volunteer since the organization’s inception
in October 2003. IIBA, a professional association for Business
Analysts, focuses on defining and enhancing the Business Analysis
Body of Knowledge® (BABOK®) and implementing a certification
program for qualified practitioners.
With over 25 years of experience in information technology,
Kathleen has held many roles including most recently, managing
offshore software development work for a large financial service
organization. Her involvement in the field of business analysis
began when she was asked to create a centre of competency
for BAs for her company. She is experienced in CMMI and
benchmarking, and through her many years of consulting, brings
cross industry knowledge to her role at IIBA.
Registration
S
M
T
W
T
F
S
Oct 30
Oct 31
Nov 1
Nov 2
Nov 3
Nov 4
Nov 5
X
X
X
X
X
X
Regular
July 1 - Oct 29
On-Site
X
$2,195
$2,495
X
X
$1,995
$2,295
X
X
X
$1,595
$1,895
Social Networking Pass
X
X
X
$125/day
$125/day
X
X
$250
$250
Options
Building Business Capability
Passport + Sunday & Monday
(Complete access to all sessions
and presentations from Business
Analysis Forum, Business Rules
Forum, Business Process Forum
on Tuesday-Thursday Nov.
1-3, plus the Sunday-Monday
workshops)
Passport + Monday
Rules Forum, Business Process
Forum, Business Analysis Forum
on Tuesday-Thursday Nov. 1-3,
plus the Monday workshops)
Passport
Analysis Forum, Business Rules
Forum, Business Process Forum
on Tuesday-Thursday Nov. 1-3)
(Includes Access to the Expo
Hall, Keynotes and breaks)
X
X
X
$250
$250
X
X
$375
$375
S
M
T
W
T
F
S
Oct 30
Oct 31
Nov 1
Nov 2
Nov 3
Nov 4
Nov 5
Regular
July 1 - Oct 29
On-Site
RuleML Only
X
X
X
$600
$700
RuleML with any
Conference registration
X
X
X
$400
$450
Options
Bring the Team Offer:
Each additional attendee from the same company registered at the same time receives an extra $200 off the price of
their Passport.
* Discounts may not be combined
Inquiries:
Ê
45
Email: [email protected]
*i\ÊÊ£ÊÇ£ÇÊÇnÊÎ{x
Fax: 1-916-314-9080
Hotel/Location
Hotel Rooms and Location:
The Westin Diplomat Resort & Spa
3555 South Ocean Drive
Hollywood, Florida 33019
Tel: (954) 602-6000
Book a Room
The Building Business Capability room block
at the host hotel, The Westin Diplomat Resort
and Spa, is now sold out.
There may be rooms available at a higher rate. You can
check with the hotel directly at 1-888-627-9057. You can
also check online with the Westin for availability.
Hotel Highlights
Located right on beachfront overlooking the Atlantic, the
Westin Diplomat has a state of the art conference center,
attached golf course and full-service spa. Optimally located between two major airports: Ft Lauderdale (FLL) and
Miami International (MIA).
Below is a list of nearby accommodations:
Crowne Plaza Hotel - Hollywood Beach Resort
4000 S Ocean Drive
Hollywood, FL, 33019
Phone: 954-454-4334
Distance: Walking
Westin Diplomat – Golf Location
3555 S Ocean Drive
Phone: 954-602-6000
Website: http://www.diplomatresort.com/
Complimentary Shuttle every 15 Minutes to
Westin Diplomat
Marriott Hollywood Beach
2501 N Ocean Dr,
Phone: 954-924-2202
Website: http://www.hollywoodbeachmarriott.com/
Distance to Host Hotel: 2.6 miles
Shuttle Service will be provided in the morning
and evening to and from the Westin Diplomat
Best Western Hollywood/Aventura
101 Ansin Blvd,
Hallandale Beach, FL, 33009
Phone: 954-456-8333
Website: http://www.bestwestern.com
Distance to Host Hotel: 3.2 miles
Shuttle Service will be provided in the morning
and evening to and from the Westin Diplomat
46
Sponsors
PLATINUM SPONSORS
GOLD SPONSORS
SILVER SPONSOR
ASSOCIATION PARTNER
BRONZE SPONSORS
NEWCOMERS PAVILION SPONSORS
DISPLAY SPONSORS
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47
ASSOCIATION SPONSORS
STANDARDS GROUPS

BBC 2011 conference guide - Building Business Capability

Transcription

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