Keynotes 13 & 14 June 2016

Monday
13 June
09:15-
10:15
PLENARY KEYNOTE What Do EPM, PPM and BPM Have in Common? Change!
Ashley Braganza, Professor of Organizational Transformation, Brunel Business School
Monday
13 June
16:15-
17:15
PLENARY KEYNOTE Engaging and Collaborating (or Whose Moment Is It Anyway?)
Neil Mullarkey, Comedian and Actor  
Tuesday
14 June
09:00-
10:00
EA KEYNOTE What can Enterprise Architecture Learn from the Game of Chess?
Gerben Wierda, Team Coordinator Architecture & Design, APG
Tuesday
14 June
09:00-
10:00
BPM KEYNOTE Taking Care of Business: Rewiring your House with the Lights On
Roger Burlton, President, Process Renewal Group and Founder, BPTrends

Monday 13 June
09:15-10:15

PLENARY KEYNOTE: What Do EPM, PPM and BPM Have in Common? Change!

Ashley Braganza Ashley Braganza
Professor of Organizational Transformation
Brunel Business School 

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Keynote Outline

In the course of this keynote presentation Ashley will be challenging some tried and tested, taken-for-granted models of change that you may well believe to be true. You may think – why bother? The reason is that many of the assumptions about change are adversely affecting the very programs and projects you are committed to. This keynote provides you with an opportunity to clear out many of the misconceptions about change, how it is implemented and what you can do going forward. Ashley will provide practical examples and case studies to illustrate the issues leaders face during EPM, PPM or BPM initiatives and how they have overcome these.

  • Recognise change management methods that are outdated
  • Understand the impact change issues have on your ability to deliver your initiatives
  • Incorporate fresh thinking into your initiative

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Monday 13 June
16:15-17:15

PLENARY KEYNOTE: Engaging and Collaborating (or Whose Moment Is It Anyway?)
Neil Mullarkey Neil Mullarkey
Comedian and Actor  

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Keynote Outline

What can we learn from improvised theatre? Plenty. The roots of "Improv" are in Chicago in the 1920's. Viola Spolin, a social worker, was working with inner city children to enhance their communication skills. This led her son to create Second City Theatre in the 1950's, from which so many talented writers, performers and directors have graduated - not least Dan Aykroyd, Steve Carell, Tina Fey and Mike Myers. 

Improv is about listening, taking on board what others say, then using that as a springboard for your response, teamwork, coping with uncertainty, thinking on your feet, waiting for the best idea to emerge (wherever it came from), and, um, having fun. EA and BPM professionals need to engage with the business, assert themselves, and co-create innovative solutions. Neil Mullarkey's unique, high energy, interactive style will guarantee that you will both laugh and learn.  You will Learn:

  • The key skills of improv theatre
  • How not to be stuck for words ever again
  • How to engage and influence people

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Tuesday 14 June
09:00-10:00

EA KEYNOTE: What can Enterprise Architecture Learn from the Game of Chess?

Gerben Wierda Gerben Wierda
Team Coordinator Architecture & Design
APG

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Keynote Outline

Enterprise Architecture is not a very successful discipline. Though everybody likes it in theory and everybody tries to establish it, organizations are seldom happy with their EA efforts (and especially the limited effect on the actual problems it is intended to solve), leading to pretty frequent reorganisations of EA setups, amongst other things.

Based on real-world experience, this keynote will provide a thought-provoking analysis of the weaknesses of EA, as it is generally practiced, and the underlying reasons for those weaknesses. A practical solution (that is outside the normal comfort zone of most Enterprise Architects) will be presented.

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Tuesday 14 June
09:00-10:00

BPM KEYNOTE: Taking Care of Business: Rewiring your House with the Lights On
Roger Burlton Roger Burlton
President, Process Renewal Group and Founder
BPTrends   

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Keynote Outline

A successful operational business exchanges goods, services and money for maximum benefit for the parties involved.  Our job as architects, analysts and designers is to know what operational best represents so we can keep providing the right reusable resources in the most effective manner to achieve it.

Do you know what operational best looks like? Do you know what should change?

We have discovered that most organizations are unclear when answering these questions. Consequently, they consistently run into trouble when trying to build or adapt capabilities without truly understanding the gap between the current and required operational states. They deliver inappropriate solutions investing scarce resources to solve the wrong operational problem.  Our challenge is to be good at both operations and change. We must learn to excel at rewiring the business while we keep the lights on operationally.

Steven Covey’s second habit reminds us – ‘ends before means’. Effective business operations are our ends. Business transformation is our means. This keynote session will deal with each and show some elegant ways to keep them in synch.

  • What does a business perspective mean?
  • What’s the nature of business operations and management activities (run the business)?
    • Interact with stakeholders, plan work, establish accountabilities, do work, make decisions, administer rules, assign resources, measure, monitor and adjust activities and resources
  • What’s the nature of business transformation (change the business)? 
    • Evaluate performance gaps, define required capabilities, prioritize transformation programs, budget change resources, build capabilities, implement resource and culture change,
  • How an effective business architecture combines the two perspectives to keep the lights on as we change

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