Keynote & Featured Speakers

Testimonials

Sponsors

Agenda

Monday 13th June, Conference Day 1 & Exhibits
08:00 - 09:00
Registration
09:00 - 09:15
Conference Welcome

Roger Burlton, President, Process Renewal Group

Chris Potts, Corporate Strategist and Author

Chris Potts

Corporate Strategist and Author

Chris works with people around the world as a hands-on practitioner, mentor and trainer, with over 25 years’ experience in strategy, Enterprise Architecture, and investing in change. He is an inspirational and entertaining speaker, and chairs conferences on EA, innovation, business change, and technology.  He has also delivered guest lectures at New York University, City University London, and the IT University of Copenhagen. Chris is the author of a trilogy of business novels: “FruITion”, RecrEAtion” and “DefrICtion”. Follow Chris on Twitter: @chrisdpotts.

09:15 - 10:15
PLENARY KEYNOTE: What Do EPM, PPM and BPM Have in Common? Change!
PLENARY KEYNOTE: What Do EPM, PPM and BPM Have in Common? Change!

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•    Recognise change management methods that are outdated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

10:15 - 10:45
Networking Break & Exhibits
EA Track 1
EA Track 2
Business Architecture
BPM Track 1
BPM Track 2
10:45 - 11:35
Architecting a €1bn Megahospital
Architecting a €1bn Megahospital

This session will discuss how to use EA in order to secure a coherent architecture for clinical logistics, service logistics and booking in a brand new hospital building project (greenfield). This case-based story presents how to deal with digital business architecture in a highly complex megaproject.
The Danish government decided in 2008 to spend 10 billion Euros on 16 new hospital construction projects. In Odense, the total budget is 1.3 billion Euros. The hospital’s approximately 220.000 m2 will be ready in 2022.
A core vision is to build the digital hospital: “Digital solutions at New OUH will be for all, to all, between all, everywhere – always”. One strategic focus area is a coherent and semi-automated logistics system, where clinical logistics, service logistics and planning/scheduling (the logistics complex) are the central but interdependent elements. The new logistics solution will help the hospital cope with fewer beds, be more efficient and increase quality overall. A real time location system (RTLS) has been acquired, so it is possible to track mobile equipment, beds, trolleys, patients and personnel.
TOGAF was chosen as a solutions framework. TOGAF has proven itself as a reliable framework in order to map the business architecture of the future and select and design appropriate information system architecture and technology architecture. ArchiMate was used unreligiously in a mix with other modelling standards.

Preben Matzen, Enterprise Architect, New University Hospital Odense

Preben Matzen

Enterprise Architect, New University Hospital Odense

Preben Matzen is currently working with The Southern Region of Denmark as an Enterprise Architect in the new Odense University Hospital program.  He formerly worked as an IT manager with some major Danish companies such as Siemens Wind Power, The Danfoss Group & WM- Data A/S (today CGI) . Previous to that he held different management positions within the LEGO Group. Preben has a degree in business administration, has among others a TOGAF certification, as well as parts of a masters degree in IT.

John Gøtze, Director of Research, Qualiware, Denmark

John Gøtze

Director of Research, Qualiware, Denmark

John Gøtze is Director of Research and Education in QualiWare, as well as an assistant professor at the IT University of Copenhagen. John has published several books and many articles, mainly about enterprise architecture and business transformation. John has worked with digitalization since the early 1990s as a university researcher, a civil servant and an entrepreneur. John holds a PhD and a MSc from the Technical University of Denmark. Follow John on Twitter: @Gotze.

The First 365 Days:  What Can You Achieve with a New Architecture Team?
The First 365 Days:  What Can You Achieve with a New Architecture Team?

Martin joined Cambridge Assessment in April 2015 with a remit to build an architecture function. This is a significant period of change, with a portfolio of projects that touch every part of the organisation. For many reasons they were starting at ground zero, no architects and a lot to do in a very short time. Martin took the experience from nearly 20 years of doing IT architecture and challenged everything to build a function fit for purpose. Most of this you won’t find in the guides to architecture created for a simpler world where you can gather all the inputs, know all the options and define a clear future state.

Martin has been keeping a diary and an archive so they have real data to compare the intent with the reality of what can be done. They have introduced Kanban as a way to manage architecture resources, storyboards to engage the organisation, and an education programme to develop internal talent. In this session Martin and Simon will tell the story of our journey and how a modern architecture team works in a mid-sized organisation.

Martin Sykes, Director of Alignment, Analysis & Architecture, Cambridge Assessment

Martin Sykes

Director of Alignment, Analysis & Architecture, Cambridge Assessment

Martin Sykes is the Director of Alignment, Analysis and Architecture at Cambridge Assessment. Established over 150 years ago, Cambridge Assessment operates and manages Cambridge University’s three exam boards and carries out leading-edge academic and operational research on assessment in education. Operating in over 160 countries with millions of assessments each year, the IT organisation supports a wide range of mission critical 24/7 information systems. During the last 18 years Martin has been Director for Microsoft’s Enterprise Strategy & Architecture Centre of Excellence and a lead in major organizations for their Enterprise Architecture teams and a coach to EAs around the world. Over that time Martin has been developing an approach to corporate storytelling through work in the public and private sectors called CAST that is described in the book “Stories that Move Mountains” which is now available in seven languages.

Simon King, Solution Architect, Cambridge Assessment

Simon King

Solution Architect, Cambridge Assessment

Simon King is an IT Architect at Cambridge Assessment. Established over 150 years ago, Cambridge Assessment operates and manages the University’s three exam boards and carries out leading-edge academic and operational research on assessment in education. Operating in over 160 countries with millions of assessments each year, the IT organisation supports a wide range of mission critical 24/7 information systems. Prior to joining Cambridge Assessment in 2015 Simon had been working as an IT Architect in IBM for 17 years across the whole systems lifecycle on complex enterprise scale systems for national defence services.

How Gazprom Marketing & Trading Created its Business Architecture Model
How Gazprom Marketing & Trading Created its Business Architecture Model

GM&T created its business architecture model in 2012 and has been actively using it to support process and change initiatives since then.  At previous conferences and networking events, Andrew has found there is a misconception about the time it can take to create a high level model that is of use to the business.  Delegates will learn:
•    How GM&T produced a useful model in as little as four months with limited resources
•    How they engaged stakeholders from across the business to ensure their model was complete, correct and useful
•    How GM&T used this model to identify process improvement projects without any fancy IT software (they have since implemented a BPM system to continue our work)

Andrew Pincott, Independent Consultant

Andrew Pincott

Independent Consultant

Andrew Pincott is an experienced management consultant and operations director with over 20 years’ experience of using process improvements to deliver value. He has worked both as a consultant and in operational roles across a range of industries including Oil and Gas, Commodities Trading and Retail. Andrew takes a pragmatic approach to Business Process Management and Process Improvement using ideas and techniques that are practical and achievable.

Keep Calm and Automate: The Power of Agile Automation
Keep Calm and Automate: The Power of Agile Automation

This session explores the methodology used to achieve significant business benefit on Aviva’s Pensions/Investment demands, on a multi-million pound project. Exploring how the methodology was refined and how further funding was secured by the power of a working prototype.

We will highlight techniques used to achieve step change in operational productivity using design studio to create a 2020 vision and system thinking to drive out the “waste” & create lean, low touch processes. Highlighting the value customer journeys bring to ensuring the team understand the vision and how aligning the minimal viable product ensures focus on delivering business benefit in an iterative manner.

The challenges & lessons learned from delivering with an Agile methodology. Includes importance of a strong Product Owner, how to define a Minimal Viable Product, when stories are ready to sprint & when they need more refinement to aid clarity.  There will be opportunity to ask questions

  • How to utilise design studio & System thinking techniques in process redesign
  • The value of using different techniques to engage an Agile feature team
  • Benefits of delivering continuous business outcomes

David Cossey, Senior Business Analyst, Aviva

David Cossey

Senior Business Analyst, Aviva

David Cossey is a business analyst with a passion for driving business automation using business data. He has vast experience in business process improvements in the Life & Pensions industry. Having worked in numerous roles across Aviva: Business Analyst, System Analyst, Solution Designer and Tester, he has acquired a holistic view on how to develop IT to meet business problems. This knowledge & experience will be shared with the audience to provide them with a vision on how they could improve their business processes

Karen Hunt, Principal Business Analyst, Aviva

Karen Hunt

Principal Business Analyst, Aviva

Karen Hunt is a Principal Business Analyst at Aviva Life, with 30 years’ experience in Financial Services across a number of roles including Business Architect, Business Strategy, Internal Consultant & Project Manager. Karen typically manages a team of BA’s on large programmes or shape strategic initiatives. Karen has a passion for improving customer experience through both process re-design and the use of technology.

The Business Process CoE from Cost Centre to Profit Enabler: 5 Key Facts each COE Leader Should Know
The Business Process CoE from Cost Centre to Profit Enabler: 5 Key Facts each COE Leader Should Know

The most effective way to gain buy-in and commitment to become a process centric organization is for the CoE to prove its contribution to the creation of business value and demonstrate how it is not just a cost center. It is essential to become a true enabler of continued and continually improving profit.
Sasha will share her experience gained from establishing and supporting Business Process Centers of Excellence across multiple organizations and industries.  Specifically, she will discuss 5 key facts that each CoE leader should know about for the CoE team to demonstrate its support of the business’s objectives. In addition, she will also discuss the best approach to maintain and grow the support from the organization.  This session is aimed at both established CoE teams, and teams just starting out. In this session learn about:
•    Understanding and connecting the COE to key strategic initiatives
•    Demonstrating the business value of the COE
•    A brief overview of a multi-year approach to transform the organisation into process-centric company

11:40 - 12:30
Applying Business Outcomes to EA and the PMO
Applying Business Outcomes to EA and the PMO

PageGroup needed a new take on Enterprise Architecture, but bottom-up EA via traditional frameworks was a no-go. They decided to change the approach for creating alignment between planning IT and building IT. Traditional EA is often abstract, almost irrelevant and makes plans that hardly becomes reality, whereas the PMO builds projects that were better not realised. The synergies, however, on aligning the perspectives in a bimodal model were huge to become relevant and realised. PageGroup has radically changed the how to deliver IT with a fresh new methodology and a strategic take on implementing plans for IT. In this way, PageGroup focuses on evolving EA to provide relevant and urgent decision support for business outcomes.

Mike Daley, Chief Architect, PageGroup

Mike Daley

Chief Architect, PageGroup

Mike Daley is currently Chief Architect of PageGroup.  He was formerly at British Airways, after taking his degree at the University of Cambridge and studying at Collegio Ghislieri, University of Pavia. Mike is a senior IT leader with proven capability in managing complex design within and across high-profile and customer-facing portfolios.

Morten Stender, Director, byBrick Management

Morten Stender

Director, byBrick Management

Morten Stender is Director of byBrick Management, Head of Strategy  Execution and Business Design.  He has an M.Sc and PhD in Business Modelling of CBS & Tech for the University of Denmark. He is an IEEE reviewer and an IEEE invited speaker. He was formerly a PwC partner and Lead Strategic Advisor.

Successful Enterprise Architecture in a Digital World: Surfing the Wave of Digital Transformation
Successful Enterprise Architecture in a Digital World: Surfing the Wave of Digital Transformation

Enterprise Architecture must evolve to support the major transformation that organisations need to make if they are to thrive in the face of the digital challenge.

EA practices are beginning to find themselves increasingly marginalized within their organisations as they struggle to respond to demands for digital transformation in a timely manner.  How can an EA practice carry out strategic planning, create systems roadmaps and govern the overall strategic direction for an organization’s IT when we have high rates of technology churn and uncertainty about which business models and strategies will ultimately allow the organisation to thrive in a digital world?   This presentation will include:

  • Practical examples of new techniques we have used e.g. how EA can sit alongside DevOps and Agile development while still providing strategic oversight
  • Techniques for modelling how systems evolve over time
  • The changing nature of the EA’s role and skills in a digital world

David Hunt, Head of Digital Banking, Enterprise Blueprints

David Hunt

Head of Digital Banking, Enterprise Blueprints

David Hunt is currently Head of Digital Banking for Enterprise Blueprints.  He has over 35 years’ experience in the IT industry with the last 20 as an Enterprise Architect working for retail, commercial and investment banks as both an executive level manager and a consultant.  He has presented at a number of conferences on Enterprise Architecture and is a visiting Lecturer for the department of Computing and Information System at the University of Greenwich.

Why We Moved EA Out of IT
Why We Moved EA Out of IT

In this session Mustafa will discuss the benefits of having EA as a business function and not an IT function. In this model, artifacts are designed around corporate objectives, more strategy driven, customer centric; rather than only focusing on enterprise wide policies and system standardization. There are a number of financial institutions testing this model as the reflection on P&L is immediate and visible.

Mustafa Dulgerler, Senior Enterprise Architect, National Bank of Abu Dhabi

Mustafa Dulgerler

Senior Enterprise Architect, National Bank of Abu Dhabi

Mustafa Dulgerler has managed IT projects across industries ranging from intelligent transportation and healthcare to manufacturing and banking.  Mr. Dulgerler specializes in leading mid-sized teams of highly skilled engineers to solve some of the most pressing challenges in enterprise IT.  As an Enterprise Architect at National Bank of Abu Dhabi, he is responsible for defining the technology and business platform to execute strategy. He is also a widely recognized Project Management Trainer in the Middle East.  Mustafa has been invited to various international events as a speaker including PMI Global Congress 2015 and IRM UK Enterprise Architecture Congress 2015 in London, Middle East Forum 2015 and Big 5 Dubai Congress in Dubai.

Streamlining the Organization with a New Management System
Streamlining the Organization with a New Management System

This presentation will detail the story of how VNG Norge innovated by creating a Management System that leads the way in the business when it comes to standardizing and streamlining the entire organization through value chain focus, compliance, risk management and relationship from top to bottom and across.

They will drill down into the process orientation of the organization, included process work across the entire value chain, reducing and simplifying governing documentation, clear accountability and responsibility for operational personnel, compliance management and the implementation of a process governance model ensuring continuous improvement, learning and standardization.

Delegates will learn:

  • How to standardize in a competitive Oil industry
  • How to use BPMN to streamline your organization
  • How to apply value chain BPM theory

Inger Anette Backer, Senior HSEQ Specialist, VNG Norge AS

Inger Anette Backer

Senior HSEQ Specialist, VNG Norge AS

Inger Anette Backer is a Senior HSEQ Specialist at VNG Norge AS. She is a highly skilled and experienced HSEQ Specialist, with more than 20 years experience in safety management, risk assessments and HSEQ from aviation and offshore exploration activities. Originally trained as Air Traffic Controller with 10 years operational experience, she also was a Senior Partner at Acona (risk management consultant) and Senior ATS Inspector for the Norwegian CAA (Civil Aviation Authority). The last 18 months the main focus has been to update and expand the VNG Norge Management System as a process based system suitable to the change in company focus areas.

Daniel Gjerde, Senior Consultant and Project Manager, Qualisoft

Daniel Gjerde

Senior Consultant and Project Manager, Qualisoft

Daniel Gjerde is a Senior Business Consultant with a key focus on compliance and business performance. He is responsible for building complete management systems aiming to maximising the stakeholder value by incorporating holistic risk management.  Daniel, a teacher until he joined Statoil as a consultant in 2011, has been a consultant in several oil Companies, regularly performing management systems reviews and implementing compliance to formal and informal requirements.  In the VNG project, Daniel as consultant, and his counterpart Inger Anette as the PM for VNG, clearly believed in changing the status quo in order to achieve the project’s Success Criteria.

Gaining Commitment to a Process-centric Business Model: A Panel Discussion
Gaining Commitment to a Process-centric Business Model: A Panel Discussion

The marketplace continues to remind us of the essential need for organizations to be sharply focussed on the customer, anticipating and meeting their ever changing needs and providing the best experience possible while doing so. Many management experts have naturally concluded that this means end-to end business processes must become seamless and holistically managed as enterprise assets. The implications are that a new management system is essential; one that subordinates functional ways of managing the day to day business and governing its investment choices. Those who have made the management paradigm switch did so for good reasons and are now realizing the results.
This panel session will address the difficulties in making such a change in the organization’s leadership thinking and tackle how this essential capability can be adopted in an enterprise. The panelists will be comprised of operational executives that have already made the decision to manage horizontally and global experts in the management models required to do so.
•    What is a horizontal management system?
•    Why is it so hard to escape the gravity of hierarchy and functional management?
•    What are some examples of success?
•    What are the arguments that convinced the panelist to take the decision to change?
•    How can you make the case in your organization?

Sasha Aganova, Senior Consultant, Process Renewal Group

Andrew Pincott, Independent Consultant

Halina Pomykała, Process Management Manager, Orange Poland

Halina Pomykała

Process Management Manager, Orange Poland

Halina Pomykała has been working in the field of process management for over twelve years and has been responsible for Process Architecture and the Business Process Management system in Orange Polska for seven years. During this period the company has undergone deep transformations which Halina effectively reflected in the Process Architecture and Process Management system. She participated in several projects introducing process approach both in the public and private sector. She has vast experience in project management, has worked on many large change programmes analysing the current situation, designing solutions and coordinating numerous process teams. Halina has graduated from her PhD course in process management, is due to defend her dissertation and is the author of some scientific publications in “Quality Problems” magazine.

Neal Oswald, Co-Founder, Wanilah Advisors, Inc.

Neal Oswald

Co-Founder, Wanilah Advisors, Inc.

Neal Oswald has over 25 years of experience in large transformations in retail and wholesale banking. He has a strong technical background in risk, finance, operations and technology. Recently Neal has been digitally measuring inline client operational experience to change the dialogue and transform End-to-End processes. Neal is currently working on post merger integration projects in the US.

12:30 - 14:00
Lunch, Exhibits & Perspective Sessions
13:00 - 13:25
PERSPECTIVE SESSION: How to leverage BPMN, CMMN and DMN with Open Source Technology
PERSPECTIVE SESSION: How to leverage BPMN, CMMN and DMN with Open Source Technology

Why would companies like Allianz, T-Mobile and Zalando use open source BPM technology? In this presentation, Jakob will answer this question and explain how open source projects actually drive innovation in the BPM tech space. He will also demonstrate a working combination of the OMG standards BPMN, CMMN and DMN in an open source modeling and execution environment. Based on this, it is possible to support business processes end-to-end, including structured workflows as well as unstructured cases and business rules.

Jakob Freund, CEO, Camunda Services

Jakob Freund

CEO, Camunda Services

Jakob Freund is Co-CEO of Camunda, Author of ‘Real-Life BPMN’ and a regular speaker at conferences such as bpmNEXT. He has been in the BPM space for more than 10 years now. His absolute passion is the big picture of scaling up business models by well-defined and automated business processes, using BPMN as the common language for Business and IT

Making EA Part of your Daily Business
Making EA Part of your Daily Business

Enterprise Transformation is fluent and ever-changing, and poorly managed with traditional EA solutions. Competition and shifting market environments are putting organizations under pressure to track enterprise goals and strategic achievements to maximize value and market shares. Planning and aligning portfolios with core business capabilities and the understanding of the impact on the operational level – including processes, applications, technologies, services etc. – is the foundation for modern digitalized business. Learn how Unified Portfolio Manager (UPM) – based on ServiceNOW – unifies the planning and operational levels, and how EA becomes part of the daily business.

Klaus Isenbecker, Senior Partner, ins·pi

Klaus Isenbecker

Senior Partner, ins·pi

Klaus Isenbecker guides enterprises with best-practices to successful and award-winning Enterprise Architecture programs by delivering real business value.
With 13 years of corporate experience and working in the EA vendor market, Klaus brings a unique insight to EA from both vendor and customer side. Klaus helps customers to drive a success oriented governance practice in the organization, playing the political chess.
Klaus is a Senior Partner at ins·pi providing the Unified Portfolio Manager (UPM) solution based on ServiceNOW. Klaus is focusing on customer success by delivering quick and sustainable value using ins·pi’s best-practice methods proven in the industry.

Kadir Özbayram, Senior Partner, ins·pi

Kadir Özbayram

Senior Partner, ins·pi

Kadir Özbayram guides enterprises with best-practices to successful and award-winning Enterprise Architecture programs by delivering real business value.
With 14 years of corporate experience, and his expert background in all Business and IT disciplines, Kadir is combining customer and vendor side experiences to innovate new solutions and methods.
Kadir is a Senior Partner at ins·pi providing the Unified Portfolio Manager (UPM) solution based on ServiceNOW. Kadir is focusing on customer success by delivering quick and sustainable value using ins·pi’s best-practice methods proven in the industry.

13:30 - 13:55
PERSPECTIVE SESSIONS: The Emergence of the Intelligent Business: Making Sense of Real-time Data for Faster Decisions
PERSPECTIVE SESSIONS: The Emergence of the Intelligent Business: Making Sense of Real-time Data for Faster Decisions

Most people think they know what data at scale is doing to businesses but you might be surprised. The art of data science, hyper fast pattern recognition and crowd sourced data is already changing the world. This talk will explore some of the practical use cases already making a difference and give you a fresh set of thinking that might change your mind about your own approach.

Matthew Smith, CTO - UK, Germany, Nordics, South Africa, Software AG

Matthew Smith

CTO - UK, Germany, Nordics, South Africa, Software AG

Matthew Smith is a Chief Technology Officer at Software AG. With a background in Enterprise Technology and Business Transformation stretching back over 20 years Matthew helps organisations change, grow, achieve and maintain their success through Business Transformation and Innovation.
Matt delivers practical real-world advice and guidance on topics ranging from business cases, transformation, board level strategy, staffing and business innovation across many sectors.
His extensive knowledge of business and technology transformation of both core and new systems enables clients to realise value and growth through multiple goal based strategies to enable more informed decisions that drive better outcomes.
Finally, Matthew is widely published in the press and media and regularly appears in respected digital publications and is often invited to offer advice in board rooms of major organisations. Ultimately he wants to make the world a better place – which, for anyone who gets to know him, is his key driver.

Modelling with Business Process Patterns
Modelling with Business Process Patterns

As BPM practitioners, we’re used to modelling with low-level workflow patterns, such as tasks that occur in sequence, in parallel, or optionally. While notations like BPMN 2.0 let us express low-level process structure, we prefer to discuss real business process models in larger chunks. Replacing technical details with business-level concepts improves our communication.

This presentation introduces a catalogue of business process patterns, such as Management Approval, Consultation and Document Distribution. The goal of this presentation is to inspire attendees to enrich their process modelling vocabulary so that process analysts and business operations can use a shared language. The benefit of this practical technique is clearer communication.

Peter Hilton, Signavio

Peter Hilton

Signavio

Peter Hilton is a software developer, writer, speaker, trainer, and musician. He is currently contributing his wealth of experience and knowledge to Signavio through his work on Effektif, Signavio’s innovative workflow management product. 

A programmer and product developer, Peter’s professional interests are Business Process Management, web application development, functional design, agile software development and project management. His software development interests include web application frameworks, software development methodology and practices, and web-based collaboration.

Peter is an engaging presenter and has presented at numerous European developer conferences. Peter co-authored Play for Scala, Manning Publications and is a certified trainer for Fast Track to Play with Scala.

14:00 - 14:50
Avoiding the Bimodal Disaster: New Life For EA
Avoiding the Bimodal Disaster: New Life For EA

As enterprises around the world struggle with their digital transformation efforts, many are finding that innovative digital teams are moving much faster than their hidebound IT organizations. Rather than struggling to convince traditional IT to get with the digital program, executives are taking advice from IT research firm Gartner, and encouraging existing IT to continue in their desultory ways.
However, many CIOs are realizing the dangers of following Gartner’s advice. The central challenge with bimodal IT is that it encourages IT management to shift their transformation efforts away from ‘slow’ IT to ‘fast’ digital efforts.
Such bimodality is a recipe for disaster, as transformation efforts must be end-to-end. If IT governance remains buried in ‘slow’ IT, then ‘fast’ digital risks compliance breaches, security vulnerabilities and worse.
To help bimodal enterprises avoid such a fate, enterprises require professionals with an end-to-end view of the organization — experts who understand the organizational, technological, information, and process challenges that digital transformation efforts must surmount. Who better than the Enterprise Architects to lead their organizations out of the bimodal quagmire?
Attendees of this session will:
•    Gain an understanding of the bimodal pattern in today’s enterprises and why Gartner’s advice is so dangerous
•    Learn how business transformation impacts both ‘fast’ digital efforts as well as ‘slow’ IT organizations
•    Understand how Enterprise Architects can be instrumental in helping their organizations avoid bimodal pitfalls and succeed with their digital transformation efforts

Jason Bloomberg, President, Intellyx

Jason Bloomberg

President, Intellyx

Jason Bloomberg is the leading industry analyst and globally recognized expert on agile digital transformation. He writes and speaks on how today’s disruptive enterprise technology trends support the digital professional’s business transformation goals.  He writes for Forbes, his biweekly newsletter the Cortex, and several contributed blogs. He also helps technology vendors and service providers communicate their digital transformation stories. His latest book is The Agile Architecture Revolution (Wiley, 2013). Follow Jason on Twitter: @theebizwizard.

Outcome Driven Architecture
Outcome Driven Architecture

Historically organisations have struggled to strike the balance between delivering at pace and building a sustainable architecture. In most cases this results in either a solution that can’t be scaled or one that goes over budget, delivers late and fails to meet the desired customer and business outcomes. Using a traceable outcome driven approach to connect the business goals to the machinery of the organisation and following MVP (minimal viable product) and MVA (minimal viable architecture) principles, enabled Nationwide to co-create new features with customers and colleagues, test their impact against a consistent group of value measures and iterate, pivot or scale & roll-out at pace, whilst still building a cohesive architecture.

John Slater, Senior Manager Group Retail Strategy, Nationwide

John Slater

Senior Manager Group Retail Strategy, Nationwide

John Slater has been at Nationwide for 22 years in roles focused on strategy, innovation and development. He is currently responsible for their Branch IT capability development. Prior to this he supported the launch of Internet Banking (twice), re-architected www.nationwide.co.uk (twice), lead their mobile banking strategy and its launch as well as many other online product launches including their online mortgage switcher.

Mike Clark, Business Designer and Digital Technologist, Cohesion 360

Mike Clark

Business Designer and Digital Technologist, Cohesion 360

Mike Clark is a Business Designer & Digital Technologist. He is the founder of Cohesion 360 and also the co-creator of the Cohesive Enterprise Design framework, which brings together architecture and design, with the aim of turning customer insights and business outcomes into viable products and services. Follow Mike on Twitter: @mclark497.

Enterprise Architecture is Dead! Long live Business Design!
Enterprise Architecture is Dead! Long live Business Design!

One of the main challenges that Enterprise Architects face is to be seen as being relevant in any Enterprise Transformation Programme.  The irony is that one of the core disciplines that Enterprise Architects practice it to create a common language across an Enterprise – yet so often the term “Enterprise Architecture” is misunderstood.
With a real-life case study from VISA Europe, Michael and Lorne will dig into some of the challenges that Enterprise Architects have in becoming relevant to the organisations that they serve and come up with some alternative terms that might better fit when selling the relevance of EA to the board.

Lorne Mitchell, MD, Objective Designers

Lorne Mitchell

MD, Objective Designers

Lorne Mitchell is Managing Director of Objective Designers and a seasoned operational strategy and marketing consultant to the Telecoms, Media and Technology industries.     He has deep practical experience of shaping and running change programmes in many clients across many cultures, and previously held senior operational and consulting roles in BT, MCI, AT&T, KPN, PwC and IBM.  He is currently chair of the BCS EA Specialist Group where he leads the events programme.  As well as being a successful commentator and moderator at leading industry conferences, Lorne’s real passion shines through when he is leading a debate on the latest trends, disruptive services or innovative technologies that will force the industry to change over the next few years. Follow Lorne on Twitter: @lornemitchell.

Digital Process Management - Using Inline Client Experience Analytics to Execute Transformational Change
Digital Process Management - Using Inline Client Experience Analytics to Execute Transformational Change

Today’s digital world requires a relentless focus on the client. Those who don’t have this focus are quickly being replaced by new start-ups and innovators. Digital process management measures the inline client experience on an End to End basis to focus management attention, change the dialogue and fix what matters to the client. Delegates will learn how to apply analytics and insight to drive transformational change to compete in a digital world.

The Great BPM Bake Off
The Great BPM Bake Off

Learn how to use a bake-off technique to find your best fit product from the multitude of BPM technologies available. A combination of prototyping and product demonstrations can be used to rapidly understand their key capabilities and cultural implications.
Based on three real life examples of this process, this session will take you through:
•    Shortlisting products
•    Selecting a use case
•    Forming your team
•    Running the bake-off
•    Choosing a winner

Richard Frost, Lead Enterprise Architect, Yorkshire Building Society

Richard Frost

Lead Enterprise Architect, Yorkshire Building Society

Richard joined Operational Excellence in YBS Group in 2016 to bring a technology lens to bear on process improvement initiatives by consulting on existing processes and identifying new initiatives where ‘end user’ friendly technologies can be used with minimal IT support. Specifically, Richard is selecting and introducing Robotics, Zero Code BPM and intelligent image management technology. Richard is a very experienced Enterprise Architect with 30 years experience at Halifax / HBoS / Lloyds Banking Group and over three years with Yorkshire Building Society Group, where he was previously Domain Architect for BPM and Lead Enterprise Architect on the Mortgage Transformation programme. He led the selection of BPM technology for HBOS plc, for Lloyds Banking Group, and for the Yorkshire. He has performed most of the major roles in IT, including Head of Strategy and Architecture at Halifax General Insurance and Head of Workflow for HBOS. Richard has experience with TIBCO, Pega, IBM and most other major BPM vendors.  Follow Richard on Twitter: @richardfrost.

14:55 - 15:45
EA and Portfolio Management: Joining Forces to Influence Investments
EA and Portfolio Management: Joining Forces to Influence Investments

Does Enterprise IT Architecture (EITA) and Project Portfolio Management (PPM) have anything in common? This session will take you through Danfoss Group IT´s journey from using PPM as the key tool in executing our organizations strategy towards a joined effort between EITA and PPM.
The session will highlight the benefits that they have achieved by synchronizing the two and give an insight into planned next steps towards being able to operate a true investment portfolio. Key Learnings:
•    Why they changed executing strategy
•    What they needed to change to operate the new model (process, organization, tools)
•    How they executed the change

Henrik Struck-Pedersen, Director Enterprise IT Architecture, Danfoss

Henrik Struck-Pedersen

Director Enterprise IT Architecture, Danfoss

Henrik Struck-Pedersen is Director of Enterprise IT Architecture at Danfoss, a company that plays an active role in the main growth themes in a world that is rapidly changing: Infrastructure, food, energy and climate. He has worked in different roles within IT at Danfoss for the last 13 years – the last five focusing on Architecture. Follow Henrik on Twitter: @HenrikStruck.

Kasper Sckerl, Director IT Portfolio Management, Danfoss

Kasper Sckerl

Director IT Portfolio Management, Danfoss

Kasper Sckerl is Director of IT Portfolio Management at Danfoss. Kasper joined the Danfoss Group in 2011 where he worked with Service Lifecycle Management before taking over responsibility for IT Portfolio Management in 2015. Follow Kasper on Twitter: @KWSckerl.

Agile EA Enabling the Success of a Major Transformation Program
Agile EA Enabling the Success of a Major Transformation Program

Motti and Maxim will provide highlights on Swiss Re Life and Health transformation program, give an overview of initial architecture, current transformation results and outlook, and share experience on EA practices which work in agile environment. Topics include:

  • Manage organizational and technology complexity. Management and ‘pricing’ of uncertainty, focus on the business value, short and long term, be prepared to be stopped at interim stage.
  • Keep up with technology changes during transformation. Not wait for a complete framework, accept re-work or risk being too late. Continuous enhancements of common IT platform and shared services replacing interim solutions. Evolution of interaction pattern from document driven to information centric, opening up systems to client integration. Face new challenges with restful SOA, Unified Information Model, Decision Support Systems, Cloud.
  • EA function as driver of innovation not cost saver. Adopt an active role and accountability for the solutions. Continuous communication, education and feedback sharing.

Motti Goldberg, Head Reinsurance IT Enterprise Architect, Swiss Reinsurance Company

Motti Goldberg

Head Reinsurance IT Enterprise Architect, Swiss Reinsurance Company

Motti Goldberg is IT Enterprise Architect for Reinsurance at Swiss Re, a world leader reinsurance corporation. Motti has over 30 years’ of experience in matching business needs with IT capabilities, teaching and research experience, and is the co-author of several books, articles and patents.

Maksims Kravcevs, Enterprise Architect, C.T.Co

Maksims Kravcevs

Enterprise Architect, C.T.Co

Maksims Kravcevs is an architecture consultant at CTCo Ltd,. He holds a PhD in computer science, is a certified TOGAF enterprise architect, has several papers on theoretical IT science, teaches graduate courses (SOA & Parallel Computing) at the University of Latvia. He was formerly  Business IT Architect and chair of architecture steering board for Nordea bank New European Markets regions.

Using Processes as Architectural Lego®
Using Processes as Architectural Lego®

There is an emerging market trend in Italy that shows a growing use of BPM platforms to replace the usually software-specific needs addressed, for instance with CRM solutions, TTS systems, etc….. along with custom (tailored) solutions.

The time to market needed to follow commercial offers and the related processes requires a more productive approach based on high reuse and flexibility.

Client are then really interested in understanding how they can move from a vertical architecture to a new process centric approach to help them improve governance, flexibility, usability, and time to market.

The approach discussed in this session will highlight the advantages of using each process as a Lego block with the idea of composing them to build up complex process centric architecture to fulfil customer needs.

Andrea de Stefano, Head of BPM and Integration, NTT DATA

Andrea de Stefano

Head of BPM and Integration, NTT DATA

Andrea de Stefano is Head of the Business Process Management and Integration Competence Center for NTT DATA Italy. He has worked in the IT architecture world since 1989 and has managed numerous international projects related to process analysis and automation, and complex integrations. Follow Andrea on Twitter: @adeste66.

Driving Business Consolidation and Software Creation with Business
Driving Business Consolidation and Software Creation with Business

Next to other financial services, Atradius provides companies a wide range of bonding products. A bond protects the beneficiary if the supplier fails to meet the agreed performance level.
Running business in a rather autonomous country oriented organization throughout Europe for years has resulted in distinctive ways of working on individual application systems.
Atradius has chosen a Business Process driven approach to address an increasing demand for consistent services for international customers across Europe, a larger flexibility and an improved user experience.
This session explains how BPM was engaged to identify commonalities among countries’ ways of working as well as peculiarities of the various markets.  How it was used to align the business procedures and to drive the creation of a single common application shared across all countries:  As common as possible as different as necessary.

Michael Lenzen, Head of Bonding IT, Atradius Credit Insurance, N.V.

Michael Lenzen

Head of Bonding IT, Atradius Credit Insurance, N.V.

Michael Lenzen is Head of Bonding IT at Atradius Credit Insurance N.V. He has more than 25 years of experience in the IT industry in the financial sector. During the last 7 years his responsibilities on the executive level included: Head of the Application Centre, Head of the Architecture Team and Head of Bonding IT.

Getting the People Right for BPM
Getting the People Right for BPM

BPM programs, whether an internal part of the organization or based on external consulting partners, require a wide range of roles and capabilities to be effective. This session will explore best practices in talent management and apply these concepts to people and teams seeking to drive change through BPM.  Presented jointly by speakers from Bridgewater Associates – the world’s largest investment fund – they bring both industry and consulting experience.  One speaker has years of experience leading enterprise-wide BPM programs for large organizations with billions in revenues, and our other speaker recently joined from a Fortune 50 company following a decade of international management consulting.
Learning Objectives:
1.    Plan for a BPM Organization
2.    Staff the Team by Hiring Right
3.    Develop and Mentor BPM Roles
4.    Assess Performance in the BPM Organization
5.    Connect and Engage BPM Talent

Matthew Morgan, Head of Process Excellence, Bridgewater Associates

Matthew Morgan

Head of Process Excellence, Bridgewater Associates

Matthew Morgan joined Bridgewater Associates to implement a new process excellence program in 2012. Before joining Bridgewater, Matthew led global Business Improvement at Parsons Brinckerhoff, a $2.6 billion engineering company. There, he developed and deployed a new process improvement function where none had previously existed and a global business management system to drive continual improvement and process standardization across many business units overseeing the firm’s 150+ worldwide offices. Previously, Matthew worked as a strategy consultant at McKinsey & Company and as a Lean Six Sigma professional and operations leader at Starwood Hotels, including managing a $30 mil, 300-person turnaround operation. A former Army intelligence officer, Matt has written 9 books on Afghanistan, terrorism, and related topics. He graduated with a BS from West Point and MBA from Harvard Business School.

Matt Dathan, Senior Business Process Architect, Bridgewater

Matt Dathan

Senior Business Process Architect, Bridgewater

Matt Dathan is the Senior Business Process Architect at Bridgewater Associates, an investment company with 1500 staff based in Westport, Connecticut, managing approximately $154 billion in global investments for a wide array of institutional clients.  His path to ‘architecture-led transformation’ was circuitous, starting in the Royal Navy where he served both at sea and ashore, gaining rich experience in leadership and organizational dynamics.  He then changed careers, joining PA Consulting Group, the London-based management, technology and innovation consulting firm.  Over his ten years there, broad exposure to many industry sectors and business functions taught him what it takes to design and make real change happen in organizations.  During this time he moved with his family from London to Silicon Valley and subsequently joined the IT innovation team at Safeway, a Fortune 50 grocery company where he was involved in both internal and market-facing transformation initiatives learning that architecture done well can be the key differentiator between success and failure.

15:45 - 16:15
Networking Break & Exhibits
16:15 - 17:15
PLENARY KEYNOTE: Engaging and Collaborating (or Whose Moment Is It Anyway?)
PLENARY KEYNOTE: Engaging and Collaborating (or Whose Moment Is It Anyway?)

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

17:15 - 18:30
Drinks Reception & Exhibits
18:30 - 20:00
BCS, EA Specialist Group Meeting: Storytelling and Systems Thinking for Enterprise Architects
Tuesday 14 June, Conference Day 2 & Exhibits
09:00 - 10:00
EA KEYNOTE: What can Enterprise Architecture Learn from the Game of Chess?
EA KEYNOTE: What can Enterprise Architecture Learn from the Game of Chess?

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.

Gerben Wierda, Team Coordinator Architecture & Design, APG

Gerben Wierda

Team Coordinator Architecture & Design, APG

Gerben C. Th. WIerda M.Sc. MBA (1961) is the Team Coordinator Architecture & Design at APG, which manages ±430 Billion Euro in assets for Dutch Pension Funds for ±4.5 million participants. Before that he was (amongst other things) Lead Architect of APG Asset Management and Lead Architect of the Judiciary in The Netherlands. He is the author of “Chess and the Art of Enterprise Architecture” and of “Mastering ArchiMate” and several blogs. Follow Gerben on Twitter: RnA_EA

BPM KEYNOTE: Taking Care of Business: Rewiring your House with the Lights On
BPM KEYNOTE: Taking Care of Business: Rewiring your House with the Lights On

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

EA Track 1
EA Track 2
Business Architecture
BPM Track 1
BPM Track 2
10:05 - 10:55
From Zero to EA: An Architecture for Growth
From Zero to EA: An Architecture for Growth

Rapid growth of an enterprise creates strain across an organisation. Architecture efforts need to be pragmatically introduced in ways that don’t disrupt ongoing change or stall growth. And yet, things cannot continue as they had been; the centre cannot hold.
Key Retirement Group is a financial services specialist, market-leading in its sector, growing both organically and through acquisition and service-expansion.
Starting with business capabilities, Darren and Philip worked together to introduce EA into this entrepreneurial environment over the course of 12 months. This is a story of pragmatic business-focussed architecture; they took full advantage of existing momentum and interest to create a firm foundation for continuing growth.
In this case study, they will discuss:
•    Introducing enterprise architecture into a high growth environment
•    Just-enough governance and modelling, change programmes vs point projects
•    Pragmatic principles and actionable insights
•    Combining strategy with investments in skills and technology
•    Expanding influence at board level

Darren Halliwell, Customer Engagement Director, Key Retirement Group

Darren Halliwell

Customer Engagement Director, Key Retirement Group

Darren Halliwell joined Key Retirement in 2009 as Head of IT and in July 2014 he was appointed as Customer Engagement Director. He has over 20 years of expertise and knowledge of information technology in a number of industries and sectors.  As part of his remit to direct innovation, Darren is pursuing a means of introducing EA into this fast-paced environment without disrupting ongoing investments in change or throttling growth. He selected Philip & Finch to advise and assist Key Retirement in establishing an appropriate EA practice.  Key Retirement Group (KRG) was founded in 1998 and is one of the UK’s leading financial services specialists operating in the over 55s market. The group operates in the Retirement Lending and Retirement Planning markets. It is the market leader in its sector. Follow Darren on Twitter: @S123DCH.

Philip Hellyer, Senior Consultant, Philip & Finch

Philip Hellyer

Senior Consultant, Philip & Finch

Philip Hellyer is an enterprise architect specialising in whole-system change. With a background in accountancy and computing science, he works on both ‘sides’ of the strategy fence, championing approaches that improve systemic structure and reduce unintended consequences.  Philip was the EA Group Lead at Carphone Warehouse and he edited Intersection, the book on Enterprise Design. Now an independent consultant, he works with organisations seeking a ‘sea change’ in their structural performance. And as a coach, he accelerates the careers of smart people with deep technical skills.

Panel Session: To Be or Not To Be: How Does EA Best Work With Alternative Futures?
Panel Session: To Be or Not To Be: How Does EA Best Work With Alternative Futures?

The faster the world changes, the harder it becomes to predict the future. How can Enterprise Architects, who are often valued for the future-state models and roadmaps they produce, now envisage the ‘to be’ enterprise with any certainty? What are the best tools and techniques that they can use to handle the yet-to-be-discovered and rapidly-changing future? Join Chris and the panel for a lively, provocative and practical discussion on how EA works best with alternative futures. Here are some questions we will (probably) cover:
•    Do Enterprise Architects predict the future?
•    How many different futures should EA envisage?
•    Is a ‘roadmap’ still the right answer (what other options do we have)?
•    Which tools and techniques can Enterprise Architects best use to model alternative futures?
•    What is the ‘to-be’ model for EA itself?

Jason Bloomberg, President, Intellyx

Martin Sykes, Director of Alignment, Analysis & Architecture, Cambridge Assessment

John Gøtze, Director of Research, Qualiware, Denmark

Sally Bean, Enterprise Architecture Consultant, Sally Bean Ltd

Sally Bean

Enterprise Architecture Consultant, Sally Bean Ltd

Sally Bean is an independent Enterprise Architecture consultant. She advises large organizations in the private and public sector on how to develop their EA capability and embed EA approaches into their ways of working. She has over 20 years experience in the field, with 10 years as a member of the EA team in British Airways, where she championed many successful initiatives to exploit technology and share data and applications more effectively across the organization. She now specialises in the more socio-technical aspects of EA, with particular interests in systems and complexity thinking, and the development of soft skills and team-working capabilities for architects.

Business Success in a "VUCA" (Volatility, Uncertainty, Complexity, Ambiguity) World
Business Success in a "VUCA" (Volatility, Uncertainty, Complexity, Ambiguity) World

Over the last ten years more and more businesses are painfully aware of VUCA in their businesses which is often a growing challenge especially IT companies. VUCA stands for Volatility, Uncertainty, Complexity, and Ambiguity. It seems that old leadership models and management processes are no longer useful, and with the unpredictability of the future for businesses all over the world, major brands and looking for new solutions and better financial security for their organisations.
Dean Thorpe is the founder of two successful businesses. One that operates in the financial sector and the other which is IT related. He has had to deal with VUCA trends in recent times but fortunately had the presence of mind to learn what he could about solutions and business survival tools. Now with experience and expertise, he would like to share what he’s learned with other businesses.
•    A VUCA ‘defence’ tool kit for businesses or any size
•    Dealing with People under stress, pressure and lack of imagination
•    Creating VUCA aware teams who may be better trained and prepared
•    How to deal with a VUCA situation that lands from nowhere
•    How to survive and thrive in our new VUCA business world

Dean Thorpe, Managing Director, Charles James Financial Planning Limited

Dean Thorpe

Managing Director, Charles James Financial Planning Limited

Dean Thorpe joined the financial services industry beginning his career at Scottish Amicable; now part of Prudential. From there, he joined his father’s insurance brokerage before going into business himself in 1999. As well as being an Executive Director of Charles James Financial Planning, he also holds special permission with the Financial Conduct Authority for technical pensions work and regularly receives enquiries for assistance from other advisers in the industry. He is also a published author currently working on his second book.  The success of the Charles James business gained Dean an entry in the 2010 Who’s Who publication of Britain’s Business Elite.  Dean is also a keynote speaker and business coach. In November 2011 Dean became a director of Decode Studios, a web, IT and software development company that he had overseen the creation of, providing resource and management support to enable the business to bring its products to market. Follow Dean on Twitter: @deancthorpe.

Delivering On the Promises: Process Automation Robots and The Future of Work
Delivering On the Promises: Process Automation Robots and The Future of Work

Using case studies of success from a year long research project, LSE professor Leslie Willcocks shows how automation can significantly improve process performance across service sectors and back offices. He will illustrate how the basis for onshore/offshore sourcing decisions is already being transformed. He will talk through the many management lessons emerging from companies that have implemented robotic process automation.
Delegates will learn:
•    The distinctive uses for BPM systems versus Robotic Process Automation What Robotic Process Automation is, its benefits and how to implement
•    30 lessons drawn from in-depth studies of 12 RPA implementations Implications for future jobs and organisations

Leslie Willcocks, Professor, London School of Economics and Political Science

Leslie Willcocks

Professor, London School of Economics and Political Science

Leslie P. Willcocks is Professor in Technology Work and Globalization at the Department of Management at London School of Economics and Political Science. His doctorate is from Cambridge University, and he is Associate Fellow at Green Templeton College, Oxford where he taught for nine years. He heads the LSE’s Outsourcing Unit research centre and is Editor-in-Chief of the Journal of Information Technology. Leslie has a global reputation for his work in outsourcing, global strategy, organizational change and managing digital business. He is co-author of 230 plus refereed research journal papers and 48 books, including most recently Service Automation – Robots and The Future of Work (SB, 2016) and Moving To The Cloud Corporation (Palgrave). In 2014 he was inducted into the IAOP Hall of Fame for his contribution and impact on the practice of outsourcing. He is a regular keynote speaker at international practitioner and academic conferences, has global consulting experience, and has been retained as adviser and expert witness by major corporations and several government institutions in the UK, USA and Australia. www.LSE.ac.uk/management/research/outsourcingunit .

Integrating Change Into Your Business Process Approach - Timing Is Everything
Integrating Change Into Your Business Process Approach - Timing Is Everything

An emergent methodology has led to interesting observations from clients about its impact on change. One said, “When we follow the method closely, almost slavishly, the usual resistance to change simply doesn’t materialise.” Another said “We’re not just using the method on business processes – we use it as a generalised change method.”
This is not an accident. In 35 years of introducing organisational and process change, experimentation and adjustment has led to refinements in techniques, and in the order in which major steps are completed. Both of these have been designed to minimise resistance to change.
This session will introduce the central features of this methodology. Key points include:
•    The top five Business Process anti-patterns – what NOT to do
•    The problem with problem statements – why you shouldn’t start with one
•    “What” first, “who and how” later – how “abstraction to the essence” dissipates resistance
•    Understanding all perspectives – the critical role of a stakeholder-based assessment
•    Features, assumptions, and enablers – key to successful process design/redesign

10:55 - 11:25
Networking Break & Exhibits
11:25 - 12:15
Enterprise Architecture: Societal Foundation
Enterprise Architecture: Societal Foundation

Architecture, Enterprise Architecture, is the foundation for society for the next several hundred years.  Industrial Product architecture was the foundation for industry for the last several hundred years.  Until the Product Industries agreed upon standards for Architectural descriptive representations, they were limited to individual craftsmen creativity.  Once they agreed what constitutes an ontological knowledgebase for tangible products, that is, Architecture, sophistication exploded.  At the end of the Industrial Age, we now think hundred story buildings, Airbus 380’s, super computers, ocean-liners, etc. are normal.  Similarly, until the Information Industry agrees to a standard ontological knowledgebase of descriptive representations, we are limited to individual craftsmanship.  I propose the ontological structure upon which sophistication can explode and “hundred story” Enterprises will become commonplace.
•    A sense of urgency
•    The Enterprise ontological structure
•    A strategy for complexity and change

John Zachman, President, Zachman International

John Zachman

President, Zachman International

John A. Zachman is the originator of the “Framework for Enterprise Architecture” which has received broad acceptance around the world as an integrative framework, or “periodic table” of descriptive representations for Enterprises. He is not only known for this work on Enterprise Architecture, but is also known for his early contributions to IBM’s Information Strategy methodology as well as to their Executive team planning techniques.  Mr. Zachman retired from IBM in 1990, having served them for 26 years. He is Chief Executive Officer of Zachman International, an Enterprise dedicated to the advancement of the state of the art in Enterprise Architecture in support of Enterprise Engineering and Manufacturing. He has written over 60 major articles on the subject. His website is www.Zachman.com.

A Systemic Platform for Enterprise Design: Working with Systems, Languages and Generators
A Systemic Platform for Enterprise Design: Working with Systems, Languages and Generators

Enterprises are complex and dynamic by nature, yet our approaches have been largely treating them as static, deterministic and mechanistic entities. As architects and analysts we work with outdated models, as designers we try to shape dynamic brands through static style guides, technology solutions are confined to restrictive platforms that fail to smoothly accommodate the diverse and unexpected.
What if we strive to co-create a dynamic system to reshape the enterprise?
Nicolas and Milan will give an insight into eda.c’s ongoing quest for a systemic platform: a solution that would implement the enterprise’s ambition from its long-term core idea down to the diversity of users, in changing conditions both inside and outside the enterprise.
They will look into:
•    Systems interactions and communications
•    Working with languages of patterns, components, and rules
•    Balancing the intuition and analytical thinking
•    Using algorithms and generative design to address issues from a meta-perspective

Milan Guenther,   Managing Partner, eda.c, France

Milan Guenther

  Managing Partner, eda.c, France

Milan Guenther is a Managing Partner at eda.c, a strategic design consultancy with offices in Paris and Düsseldorf. He is the author of INTERSECTION, a book introducing the Enterprise Design approach for holistic design in complex enterprises. Milan works with Google, SAP, Boeing, Toyota and the UN, as well as smaller organisations and start-up companies. He has been a designer and architect for over 12 years. Before co-founding eda.c, he worked as a freelance UX strategist and created a social software start-up. Milan co-leads the Paris chapter of the Interaction Design Association. Follow Milan on Twitter: @eda__c.

Nicolas Enjalbert, Analyst, eda.c

Nicolas Enjalbert

Analyst, eda.c

Nicolas Enjalbert uses modeling and programming to help solve strategic challenges. He designs tools, models and interfaces that tackle complexity from both analytical and intuitive points of view. An explorer of generative design and systems thinking, he revels in all things meta. He particularly likes to build solutions that are dynamic in their nature, whether a generative brand identity system, a flexible big-data visualization platform, the measurement and evaluation framework of a corporate culture transformation project. Nicolas is a fellow with strategic design consultancy eda.c, and a resident in the corporate innovation team of NUMA’s Paris headquarters. Prior to this activity, Nicolas worked in the R&D departments of French industrial groups Air Liquide and Saint-Gobain. He was trained as an engineer at the Ecole Polytechnique and holds a PhD in physics modeling and numerical simulation.

Enterprise Architecture and Business Strategy - Using a Strategy Framework to Improve Your Execution Strength
Enterprise Architecture and Business Strategy - Using a Strategy Framework to Improve Your Execution Strength

Organisations today often have a disconnect between the aspirations and intent of the business strategy and the delivery of change programs. In this presentation I will describe how using Enterprise Architecture disciplines can bridge the gap between your business strategy and delivering on your business change objectives. It will be extremely valuable for any Architects and business / technology Executives involved in the Strategy development process. Attendees will learn the following:
•    What EA models are relevant to your business strategy?
•    How a strategy framework can connect?
•    How your business and technology stakeholders can take advantage of the framework?

Andrew Swindell, Head of Planning & Architecture, The Benevolent Society

Andrew Swindell

Head of Planning & Architecture, The Benevolent Society

Andrew Swindell has over 20 years’ experience in the fields of Information Technology, Enterprise and Solution Architecture with deep domain experience in CRM, Business Intelligence and building architecture practices.  He is currently the Head of Planning & Architecture at The Benevolent Society and also the owner of “On a Page, a company that focuses on positioning companies on a page for simplicity, communication and focus.  The adage that a picture tells a thousand words is never more true with “On a Page” Reference Models highlighting and articulating your Business Strategy, Business Model or Go to Market strategy with customers. They can also define Domains requiring investment or put your complete Applications and Infrastructure Portfolios “On a Page”.

Process Architecture: How to Sustain its Utility for Managerial Purposes
Process Architecture: How to Sustain its Utility for Managerial Purposes

Successful process management is not so much about the kick-off as about continuous effort to make it a tangible managerial tool. Orange Polska, with history dating back to the 1940s and the position of the leading telecommunication provider in Poland, has been using process methodologies for more than fifteen years. The evolution of its process architecture reflects the role of architecture as the mechanism continuously addressing the changes, influencing management behaviour, favourably affecting integrity of management system and mutual interactions between business and IT architecture.

This session will cover:

  • Impact of external influences and internal decisions on process architecture
  • Sustaining the usefulness of process architecture as a managerial tool
  • Flexibility, coherence and completeness of process architecture
  • Process architecture and process modelling – influence on management behaviour, managerial decisions and IT architecture

Practical Implementation - Making Process Governance Work - For Real!
Practical Implementation - Making Process Governance Work - For Real!

•    Implementing process governance – for real – in any organisation is hard work! This presentation is based on several client cases of real-life implementation of process governance in large organisations, and the goal is to give you practical advice on how you can move ahead in your own. The BPM space is filled with theory around the subject of process governance. However, when this theory makes contact with real organisations – it often “crumbles” – “In theory – theory is great”! When it comes to actual implementation of process governance, and making it work in a feasible, self-sustaining manner, there are a lot of hard challenges that you have to address. This presentation sets out a practical start and “set-up” to get process governance started which helps you get the pieces in place. It guides you on the most common pitfalls and key success factors. Some key topics to be addressed are: A working governance model, Process ownership & team set-up, Practical structure & Tools for evaluation & Improvement regime, Process performance Management, Center of Excellence & Service support.
•    Attendees will learn:
•    Process Governance Model – Real & Working
•    Practical Steps for Implementation
•    Process ownership & Team Set-Up
•    Practical evaluation & Improvement Regime
•    BPM Center of Excellence – Roles & Services

Tom Einar Nyberg, Head of BPM & Robotics - Nordics, Capgemini Norway

Tom Einar Nyberg

Head of BPM & Robotics - Nordics, Capgemini Norway

Tom Einar Nyberg is the head of BPM & Robotics in Capgemini Nordics. He has been working in the BPM area since 2006 and has been through multiple organizational BPM transformations. He has experience from a wide variety of sectors: Banking, Transportation, Shipping, Oil & Gas, Public, Aviation and Telecom. Projects span across: process design and Lean improvement, performance management, BPM Center of Excellence, Corporate management systems, Governance and Strategic alignment.

12:15 - 13:45
Lunch & Exhibits
12-45 - 13:10
PERSPECTIVE SESSIONS: Introducing the New ArchiMate® 3.0 Standard
PERSPECTIVE SESSIONS: Introducing the New ArchiMate® 3.0 Standard

The Open Group will be publishing a new version of the ArchiMate standard for Enterprise Architecture modeling in June 2016. In this presentation, Andrew Josey, VP Standards and Certification, The Open Group and Marc Lankhorst, Managing Consultant, BiZZdesign will introduce the new ArchiMate 3.0 standard and present the most important additions and improvements that have been made to the language.

They will outline the reasoning behind these improvements and illustrate them with a case study that focuses on the relationship between Enterprise Architecture and strategy

Andrew Josey, VP Standards and Certification, The Open Group

Andrew Josey

VP Standards and Certification, The Open Group

Andrew Josey is VP Standards and Certification overseeing all certification and testing programs of The Open Group. He also manages the standards process for The Open Group.
Since joining the company in 1996, Andrew has been closely involved with the standards development, certification and testing activities of The Open Group. He has led many standards development projects including specification and certification development for the ArchiMate®, TOGAF®, POSIX® and UNIX® programs.
He is a member of the IEEE, USENIX, UKUUG, and the Association of Enterprise Architects (AEA). He holds an MSc in Computer Science from University College London.

Marc Lankhorst, Managing Consultant, BiZZdesign

Marc Lankhorst

Managing Consultant, BiZZdesign

Marc Lankhorst is Managing Consultant and Business Design Evangelist at BiZZdesign. He is responsible for market development, consulting and coaching on digital business design and Enterprise Architecture, and spreading the word on the ArchiMate standard for Enterprise Architecture modeling. His expertise and interests range from enterprise and IT architecture and business process management to agile methods, portfolio management and digital business design. As internationally recognized thought leader on Enterprise Architecture, he guides the development and marketing of BiZZdesign’s portfolio of services, methods, techniques and tools in this field.

IoT & BPM Case Study: Transforming Telemedicine
IoT & BPM Case Study: Transforming Telemedicine

•    The Internet of Things (IoT) is the network of physical objects – devices, vehicles, buildings and other items which are embedded with electronics, software, sensors, and network connectivity, which enables these objects to collect and exchange data.
•    According to Gartner there will be nearly 26 billion devices on the IoT by 2020.
•    Business Process Management is a discipline which aims to improve the efficiency of an organization by modeling and standardizing its core business processes.
•    What happens when you connect the two?
•    In this Case Study, we review how a major Polish hospice connected telemedicine devices to BPM software to transform patient care.

Vasileios Kospanos, Marketing Manager, PNMsoft

Vasileios Kospanos

Marketing Manager, PNMsoft

Vasileios Kospanos is the Marketing Manager of PNMsoft and a software technologist, focusing on IoT, Customer Experience, EA & BPM, and Case Management. During his 10-year long marketing journey he was worked with many household brands such as AutoNation, Portugal Telecom, Royal Academy of Dance, and Birkbeck College among others, on storytelling and communicating Business Transformation initiatives.

13:15-13:40
Perspective Session: Take the Fast Track to Operational Excellence: Must-See Case Studies of Success in the Digital Era
Perspective Session: Take the Fast Track to Operational Excellence: Must-See Case Studies of Success in the Digital Era

A selection of compelling case studies and paramount advice to successfully tackle the continuous and disruptive changes that are characteristic of the digital era. Learn how to drive successful business transformation initiatives using leading-edge methods, techniques and technologies in order to deliver the desired business outcomes. Gain valuable insight to ensure your business is fully prepared for this fast moving, ever-changing environment as we address mission-critical factors including scalability, speed, data analysis, IoT, Mobility and business silos.

13:45 - 14:35
Building a Solution Architecture Practice at National Grid
Building a Solution Architecture Practice at National Grid

This presentation tells the story of building up an internal solution architecture practice at National Grid, covering recruitment, performance management, alignment with key internal stakeholders, working with third parties and create an SA community feel.
Delegates will learn:
•    Ways of organising architecture teams
•    How to attract and build solution architecture capability

Craig Rollason, Business Analysis & Solution Arch. Practice MgrNational Grid

Craig Rollason

Business Analysis & Solution Arch. Practice MgrNational Grid

Craig Rollason has 25 years’ experience in the IT industry working across manufacturing, government and utility sectors.  He currently runs the Business Analysis and solution architecture practice at National Grid.  He is a contributor to the BCS publication on Business Analysis and a key member of the UK BA Manager Forum.  Key areas of interest include finding new ways to engage stakeholders, facilitation tools and techniques, performance management, coaching, leadership development, and exploring belief systems. Follow Craig on Twitter @Cr2402.

Annabel Fears, SA Practice Resourcing, Lead, National Grid

Annabel Fears

SA Practice Resourcing, Lead, National Grid

Annabel Fears runs the Solution Architecture and Business Analysis Practice at National Grid. Annabel has over 20 years’ experience across a number of industry sectors.  She has built a practice based on a matrix operating model that has people development and engagement at the heart aligned to organisational goals.

Enterprise Architecture for Innovation and Change
Enterprise Architecture for Innovation and Change

In a rapidly-changing world, product-centric enterprises have moved to Agile and Lean, drawn by the promise of reducing risk through adaptability. However, focussing on digital at the exclusion of legacy risks cultural fragmentation and organisational waste. Rather than being left out in the cold, strategic Enterprise Architecture helps align business units to a single vision. A strong EA practice, focussed on Development and Governance, can activate R&D investment, without sacrificing the sought-after ability to grow and adapt.  Using both theory and real-world case studies, this talk covers:

  • How to align the organisation by re-framing the legacy/digital divide to a conversation about services, platforms and infrastructure.
  • Which EA practices and specific deliverables are needed now, more than ever, to enable sustainable growth through Lean and Agile.
  • The top 3 practical patterns to ensure that an EA practice enables, rather than stifles, innovation and change.

Mark Heseltine, Enterprise Architect, Paymark

Mark Heseltine

Enterprise Architect, Paymark

Mark Heseltine got his architecture chops over a decade in BT, moving around the organisation with appointments covering architecture, delivery, commercial management and innovation consulting. Originally from Tasmania, he received his Masters from the School of Engineering at UCL and is currently working on a PhD in Computer Science in the area of Smart Cities at the University of Auckland. Follow him on Twitter: @markheseltine.

Business Architecture and the Digital Transformation
Business Architecture and the Digital Transformation

Smart, connected products are transforming your business. The evolution of products into intelligent, connected devices is radically reshaping companies and competition. Your Business Architecture need to handle these new challenges.
WHY, HOW and WHAT has a new answer in the digital world. We will present HOW your Business Model Canvas, your Business Process Architecture and your Information Architecture have to transform and WHY.
Using examples from Ericsson, Minecraft, Spotify, Telenor, Tesla, TravelBird, Verisure and others.
You will take away:
•    New knowledge about your digital transformation and IoT
•    How and why to transform your Business Architecture
•    CSF for the digital transformation of your business inspired by Michael Porter

Svein Oliver Vedaa, Partner and Senior Consultant, IRM Consult, Norway

Svein Oliver Vedaa

Partner and Senior Consultant, IRM Consult, Norway

Svein Oliver Vedaa has worked in the field of Enterprise and Information Architecture for more than 25 years. He has a long experience from architecture work in the Oil & Gas industry, but has worked as a consultant for other industries as well. Besides being a practitioner on each project, he has a continuous concern for the processes and methods applied in the architecture work.

Eskil Swende, Partner and Senior Consultant, IRM Sweden

Eskil Swende

Partner and Senior Consultant, IRM Sweden

Eskil Swende is the main partner at IRM Sweden, a Scandinavian consulting company focusing on Enterprise Architecture and the Innovation Process. He is also a partner at IRM UK in London. Eskil is President of DAMA Chapter Scandinavia and has developed a global wisdom network of leading experts, inviting them to give presentations and tutorials in Scandinavia.

The Power of Change – A Personal Journey
The Power of Change – A Personal Journey

Change is a force that acts on all aspects of life and business and those of us who work in Change Professions are continually assisting people through transformation, whether it be what the customer does, how they do it or even whether they do it in the future. Whilst in most cases the need for change is a positive one it can be an unsettling and even frightening experience. Four years ago David was diagnosed with Parkinsons Disease and in this session he will explain the personal impact this had on him and how it has deepened his understanding of the way change works. In his own uniquely humorous way David will explore the nature of change, the effects it has on people and the lessons he has learnt from his journey. He will share his own thoughts and philosophy on what motivates him, the inspirational figures who have guided him and how he has applied this to his work and personal life.
He will discuss:
•    Two change models; the Change Curve and The Hero’s Journey
•    How to discover your own motivation to make change
•    How to communicate change effectively to others

Achieving Operational Excellence through Process Improvement
Achieving Operational Excellence through Process Improvement

This presentation on Achieving Operational Excellence through Process Improvement covers the steps that were taken to transform the admin departments’ processes in the University. Ozel will be sharing the best practices adopted for business improvement in the Higher Education sector using process modeling tools and methodologies to create dynamic processes. Their office identifies opportunities to streamline existing process and provides analysis of current and future state processes.  Delegates will learn:
•    How to identify administrative processes in the University and document the As-Is and To-Be.
•    Advantages of developing Business/Service Function Catalog from (TOGAF) to evaluate processes
•    How to utilize a business modeling tool (ProVision by OpenText) to map processes with data attached to them and generate reports directly from the tool

Ozel Hurmuzlu, Senior Business Analyst, Qatar University

Ozel Hurmuzlu

Senior Business Analyst, Qatar University

Ozel Hurmuzlu is a Senior Business Analyst and the Acting Head of Business Management Support Services Section at Qatar University in Doha, Qatar. He is responsible for delivering business process improvement services for administrative departments with the goal of increasing efficiencies in work processes throughout the University. Ozel also worked as Process Improvement Analyst and Application Developer previously in Toronto. He holds a B.Com in Business Technology Management, and an advanced diploma in Computer Programming and Analysis.

14:30 - 15:30
Mission: Impossible - Silo Breakout
Mission: Impossible - Silo Breakout

EA is a success when it empowers employees to navigate and drive the transition of their business – when people use EA seamlessly.  PFA Pension provide a holistic yet pragmatic approach to achieve this – they call it Enterprise Navigation.
Enterprise Navigation is a new way of working with EA that focuses on communication and co-creation. It introduces a visual Navigation Nexus ensuring coherency across the entire enterprise.
Elizabeth and Kasper present findings from a real life EA-implementation in a large commercial pension company in Denmark, with all the excitement of a critical mission: a promising beginning, blackout and the struggle to succeed.
In this case Enterprise Navigation resulted in an architected Journey for Change that fuelled Enterprise Investment.
Learning points:
•    Create a visual Navigation Nexus communicating corporate strategy
•    Get people to use and co-create EA
•    Communicate EA effectively

Elizabeth Strand, Enterprise Architect, PFA Pension

Elizabeth Strand

Enterprise Architect, PFA Pension

Elizabeth Strand’s passion is to empower people to make right decisions driving strategic change on all levels of an organisation. She multi discipline experience ranges from business to technology and from management to development. She has an in-depth understanding of what it takes to ensure strategic aligned transitions. She has a strong focus on co-creation and communication to ensure commitment in organisations and she is the front runner that facilitates the path to a successful implementation. Today she is works holistic across strategy, business and technology in complex enterprises. Elizabeth Strand and Kasper Randrup have developed a new approach to business transformation called Enterprise Navigation. It won the Danish industry award in 2015.

Kasper Randrup, Enterprise Architect, PFA Pension

Kasper Randrup

Enterprise Architect, PFA Pension

Kasper Randrup’s passion is to empower people to make right decisions driving strategic change on all levels of an organisation.  His multi discipline experience ranges from business to technology and from management to development. He has an in-depth understanding of what it takes to ensure strategic aligned transitions. He has a strong focus on co-creation and communication to ensure commitment in organisations and he is the frontrunner that facilitates the path to a successful implementation. Today he is works holistic across strategy, business and technology in complex enterprises. Kasper Randrup and Elizabeth Strand, have developed a new approach to business transformation called Enterprise Navigation. It won the Danish industry award in 2015.

Digital Transformation - The New Trend
Digital Transformation - The New Trend

The Internet Revolution started with emails and search engines but the Digital Transformation started with mobile devices. Every organisation is undergoing significant change from being product to being service centric. Organisations are more concerned about what the customer wants, what the customer is writing on social media and how they can engage with the customer in their best interest.  This session will cover:
•    Why Digital Transformation?
•    How is Digital Transformation taking place?
•    What are the key challenges of Digital Transformation for organisation and how can they be mitigated?
•    What are the key risks and how they can be mitigated?
•    What are the Project Management methodologies being used?
•    Next generation Social Media websites

Ram Kundnan, Director, Passion Consulting

Ram Kundnan

Director, Passion Consulting

Ram Kundnani is currently delivering a Digital Transformation Project for the Royal Pharmaceutical Society, the Professional Body for Pharmacists within and outside UK.  Ram has an MBA, and has 31+ years of experience working in Singapore, Dubai and the UK as a Programme, Project and Change Consultant with a track record of Digital Transformation, Transition of application and data, Outsourcing, and Content Management Solutions, and Service Management.

EA as a Strategic Tool for Transformation
EA as a Strategic Tool for Transformation

Ellevio, the second largest electricity distribution utility in Sweden, was founded in 2015 as a result of a divestment from Fortum. As a new company there was a need to create new strategies and move away from centrally provided services.
A new target architecture was created to guide the establishment of supporting structures for the new company. This was approved by top management level and was also presented for the new board of directors when the new company was formed.  Ellevio is currently in the middle of the transformation with several change projects in parallel.  In this presentation Lars and Daniel will share with you:
•    The effort to create the first target architecture and how to provide early value
•    The pragmatic architecture approach used to govern the transformation
•    How the architecture develops during transformation and the learnings so far

Lars Broman, Business Architect, Ellevio

Lars Broman

Business Architect, Ellevio

Lars Broman is a Business Architect and the leader of the architecture work in Ellevio.  He has been working in the field of Enterprise Architecture for the last 20 years, mostly as part of an IT management team, but also as a consultant. He has experience from a number of large transformation programs, mainly from the gaming industry.  He is also one of the founders of NEA, a Swedish online community for Enterprise Architecture with over 1600 members.

Daniel Lundberg, EA Consultant & Owner, Archinemus

Daniel Lundberg

EA Consultant & Owner, Archinemus

Daniel Lundberg is a practitioner in Enterprise Architecture, working as a senior consultant in large transformation projects for major Swedish companies. Daniel has also been teaching architecture for Swedish clients. Daniel now runs his own consulting company and applies enterprise architecture in a pragmatic way to guide organisations in transformation programs. He was also a speaker at the EA Conference 2016.

Climbing up the Maturity Ladder in an EU Institution
Climbing up the Maturity Ladder in an EU Institution

In the course of the recent years, the European decision-makers have asked the European Investment Bank (EIB) to further reinforce its presence on the fronts of Europe’s economic recovery and integration.
In this context, the EIB needs to document its business processes and, emphasised our President during his address to staff in early January, “work leaner, better and faster”.
Three years ago, a two-man Business Process Modelling Functional Support team was set up in the Corporate Services (CS) Directorate of the EIB. The task assigned to them was to put in place a viable intra-Directorate business process modelling framework.
Philippe and Thierry will discuss what has been achieved so far and what lies ahead of them. The purpose of this presentation is to convey the following message: “If your organisation plans to launch a small-scale BPM initiative from scratch, a lot can be done in a short time, with tangible, value-adding achievements that can help to shape the future.” The EIB’s BPMO team is enthusiastic about sharing with you their experience and vision.

Phillipe Maryssael, BPM Officer, European Investment Bank

Phillipe Maryssael

BPM Officer, European Investment Bank

Philippe Maryssael has been a BPM Officer at the EIB since 2013.  He was a translator-revisor at the EIB since 2001.  He was a translator and terminotician before joining the EIB

Thierry Lesage, Process Modelling and Optimisation Officer, European Investment Bank

Thierry Lesage

Process Modelling and Optimisation Officer, European Investment Bank

Thierry Lesage has been a Process Modelling and Optimisation Officer at the EIB since 2014.  Before joining the EIB he was involved in BPM and LEAN projects since 2004.

A Roadmap for Business Redesign of a Large Conservative Enterprise
A Roadmap for Business Redesign of a Large Conservative Enterprise

Large conservative organizations tend to reach the state where their businesses processes are mostly defined by tradition documented in operations manuals and implemented in the logic of legacy IT systems. In such organizations:
•    Innovative business models misalign with legacy business processes
•    Innovation efforts end up in patchy (though expensive) IT solutions still based on legacy thinking
Alex and Carlos present their experience with a major real life business transformation project, accompanied with a significant IT re-development.
The suggested approach has dramatically improved the business’ flexibility/agility, and included:
•    Re-established business model
•    Business architecture derived from the new business model with emphasis on “core” capabilities to be never outsourced, vs. the “non-core” ones
•    Redesigned business processes utilizing the new business architecture and the library of patterns modified by business rules
•    Business rules sourced top-bottom (legislation, policies) and bottom-up (legacy processes, code)

Carlos Barrera, Enterprise Architect/Consultant, Barrera Consulting

Carlos Barrera

Enterprise Architect/Consultant, Barrera Consulting

Carlos Barrera is an IT professional with over 25 years’ experience in development design and implementation of Enterprise systems. Over the past 15 years, his primary focus has been in the architecture and design of large systems including development of strategic roadmaps in US, Canada and Mexico, for large organizations including Sears, National Bank of Mexico (Banamex, now Citibank), and the Government of Ontario (Canada).

Alex Romanov, Business Architect/Principal Consultant, Avrolabs

Alex Romanov

Business Architect/Principal Consultant, Avrolabs

Alex Romanov, PhD, is a Canadian business architect, consultant, helping organizations to identify business transformation opportunities, visualize strategies, and plan enabling solutions. His specialty is establishing efficient business architecture practices. Over 20+ years of experience in North America and Europe, Alex has successfully delivered 30++ major projects in public and private sectors: “sold” concepts to Business, managed architectural teams, lead iterative development of complex models, optimized project scopes, defended architectures in ARBs. His subject areas included transportation, government services, energy efficiency, retail, insurance, pension plans, etc. His clientele included the Government of Ontario, CIDA, European Commission, Dansk Teknologisk, Danfoss, Worldinsure, SwissRe, CGI, Sequoia RS, Manulife Financial, John Hancock, European Bank of Reconstruction and Development (EBRD), many smaller consulting firms working internationally.  Follow Alex on Twitter: @avrolabs.

15:30 - 16:00
Networking Break & Exhibits
16:00 - 16:50
The European Air Traffic Management Architecture: “The Human Factor”
The European Air Traffic Management Architecture: “The Human Factor”

The European Air Traffic Management Architecture (EATMA) has been developed within the Single European ATM Research (SESAR) Programme to consistently and coherently define the way in which required performance improvements will be delivered and deployed into the operational Air Traffic Management environment across the whole of Europe whilst ensuring that it maintains and enhances the required levels of safety and security.
Enterprise Architecture provides the ability to be able to identify the required business transformations at a logical level that identify the potential options for solutions, dependent upon the existing business and operational environments, which deliver improvement through changes in the way that businesses provide and consume services. This is either through direct improvement within the organisations or through the adoption of common service provision.  Key Points:
•    The use of Enterprise Architecture to identify business transformations which deliver performance improvements
•    The identification and definition of options for change dependent upon business and operational environmental considerations
•    The definition of Solution Architectures based upon changes in Human behaviour supported by technological change.

Allen Clarke, Enterprise Architect, International Architecture, NATS

Allen Clarke

Enterprise Architect, International Architecture, NATS

Allen Clarke is a Senior Enterprise Architect in NATS and is currently working on the development of the European ATM Enterprise Architecture within the SESAR Programme. Allen has over 30 years of experience within NATS and has held a variety of posts in the areas of Operational System Support and Systems Development. Allen has been involved in all of the major ATC Centres Programmes undertaken by NATS over the last 25 years. Follow Allen on Twitter: @ATMEntArch.

Urban Enterprise Architectures: Delivering Information Services in Smart Cities
Urban Enterprise Architectures: Delivering Information Services in Smart Cities

One of the challenges in Smart City is the management and integration of various information platforms across the entire city to offer valuable services to citizens and enterprises. With this presentation Markus and John present the current work on developing Urban Enterprise Architectures for Smart Cities that allows the design, specification and governance of information services.  They will present scenarios of Information Services and various stakeholder views of UEA. They will describe the concept of information services and its application to planning processes, such as traffic management, water management and economic development. They will present an overview of current frameworks and approaches related to Enterprise Architectures within a Smart City. The work is part of a collaboration between Lero – The Software Research Centre (http://lero.ie/) , Dell and Cities in Ireland,
Delegates will learn:
•    What are Urban Enterprise Architectures and Information Services for Smart Cities?
•    What is the value of Urban Enterprise Architectures?
•    Examples and how Urban Enterprise Architectures can be designed

Markus Helfert, Senior Lecturer, Dublin City University

Markus Helfert

Senior Lecturer, Dublin City University

Dr. Markus Helfert is the Director of the Business Informatics Research Group and a Senior Lecturer in Information Systems at Dublin City University. He is funded Investigator at Lero – The Irish Software Research Centre (www.lero.ie) and Insight- Centre for Data Analytics (https://www.insight-centre.org/).  Dr. Helfert is research affiliate at the The Open Government Institute (TOGI), Zeppelin University, Germany. His interests relate to Data Analytics, Enterprise Architecture, Process Mining, Open Data, Innovation Management and Smart Cities. His work has been published in international journals, books and conferences. Markus is currently involved in national and international projects related to these areas, and has worked with and advised many companies on Information Management related challenges. Markus Helfert holds a PhD in business administration from the University of St. Gallen, a Master-Diploma in business informatics from the University Mannheim and a Bachelor of Science from Napier University, Edinburgh.

John Jeske, Director, Innovation Office, Dell IT Enterprise Architecture

John Jeske

Director, Innovation Office, Dell IT Enterprise Architecture

John Jeske’s work spans a range of activities at the leading edge of technology evolution and evangelism.  This includes engagements with internal and external research teams into Smart Cities, Internet of Things and Enterprise Agile Methodologies.  He is also actively involved in developing new applications in machine learning.  In evangelizing innovation awareness he has a leading role in developing a new IT IP Recognition and Patent Program, and publishes “Just Rumors”, an internal Dell weekly innovation and emerging technology newsletter.

Digital Transformation: Combining BPM and Data Driven Architecture
Digital Transformation: Combining BPM and Data Driven Architecture

This presentation will explore the data driven architecture paradigm as a means to achieving transformation to digital. It provides a perspective on how BPM & DDA can facilitate the liberation of an organisation’s core systems data to enable them to become “Digital” at the core; providing the basis to move to a real-time data and event driven architectures. This presentation will use themes related to “Boundaryless Information FlowTM (The Open Group)” for liberating core system data. Using a real example of a large scale implementation to illustrate early steps in attainting this goal and expressing a view of how BPM & Big Data technologies will play a key role.  The presentation will cover:

  • Why does Data Driven Architecture contribute to Digital Transformation?
  • How the BPM combined with DDA releases digital agility?
  • Illustrative example and how BPM and Big Data technologies will play a key role.

Stuart Clelland, Business Solution Architect, Capgemini

Stuart Clelland

Business Solution Architect, Capgemini

Stuart Clelland is a business and solution architect experienced in working with client stakeholders (including senior executives) to deliver their desired business outcomes. With over 20 years’ experience he has a proven track record delivering solutions for public sector, the telecommunications industry, the financial sector and local authorities.  Stuart provides strong leadership; as design authority on major integration programmes, he has extensive knowledge and skill across the whole lifecycle from innovative idea to live operation and a wide  range of technologies  across  Accounting, Telephony,  Service Management, CRM, BPM, SOA, EAI, IDM, Web & Open Source. Stuart has an MSc in computer science.

From Service-Dominant Business Models to Networked Business Processes
From Service-Dominant Business Models to Networked Business Processes

Many business domains are currently moving from a product-centric to a service-centric approach. To provide complete, up-to-date, value-adding solutions to customers instead of stand-alone services, business organizations need to collaborate in agile business networks. In trying to realize this, two main obstacles are encountered: how to design and specify multi-party business models that take into account the costs and benefits of the players in a business network, and how to map a business collaboration onto operational business processes. This presentation shows an integrated approach to address both obstacles, including:

  • Design starting from the ultimate added value for your customer;
  • Intuitive construction of peer-to-peer, multi-party collaborations;
  • Clear mapping to business processes and their automated support.

Paul Grefen Professor, Director of Research, Eindhoven University of Technology

Paul Grefen Professor

Director of Research, Eindhoven University of Technology

Paul Grefen is a full professor and director of research in the School of Industrial Engineering at Eindhoven University of Technology. He received his Ph.D. from the University of Twente and was a visiting researcher at Stanford University. He was involved in various European and national research projects. He is an editor of two journals and has authored and edited several books on workflow management, electronic business and service-dominant business engineering. He is a member of the Executive Board of the European Supply Chain Forum. His research covers inter-organizational business process management, service-oriented business design and support, and architectural design of business information systems.

Three Lines of Defence Approach to Bring BPM to Better Acceptance and Assure Compliance
Three Lines of Defence Approach to Bring BPM to Better Acceptance and Assure Compliance

Line manager must not focus on efficiency and effectiveness only; they also have to know and to manage their owned risks!

Understand the Three Lines of Defence approach and see your own part in it Know where your (business) risks lies and how to manage them «BPM» supports the assurance providers substantially Manage your processes – be compliant.

The dilemma situation: You belong to a function and work in a process. What does this mean to you as a business responsible? Do you have to do the splits? Yes and no! You have to focus yourself on your objectives (organisational plus procedural) and know and manage your business risks as well. Through a comprehensive understanding of your business processes and your business risks you contribute substantially to a high performing and compliant environment.

  • Insight into 3 lines of defence model
  • See additional value of BPM by supporting internal control system
  • Manage risks and controls systematically

Frank Wimmer, Head of BPM & ICS Office, Alpiq AG

Frank Wimmer

Head of BPM & ICS Office, Alpiq AG

Frank Wimmer is a well-versed business professional with more than 15 years of experience in lean management, business process and project management, transformation management, architecture management and internal control system.  Frank’s expertise lies in defining best practice governance and methodologies which empowers employees to improve their work behaviour in order to reach operational excellence; Frank promotes corporate business and organisational development through innovative and visionary set-up. Frank’s most recent role as Process Architect and Internal Control Officer is to lead the BPM & ICS Office for company-wide Business Process Management and Internal Control System expertise and developments. He sets the governance and framework as well as provides services to facilitate stakeholders continuously improving and optimising their operational performance. Frank holds a Master of Business Administration and international certifications in Lean Six Sigma, Project Management etc.

16:55 - 17:10
Conference Summary
Wednesday 15 June, Conference Workshops - Half Day
08:00 - 09:00
Registration
09:00 - 12:30
Business Value Realisation
Business Value Realisation

This workshop provides architects and business analysts with an insight into the use of core techniques for developing models of the value to be realised through architectural and business change programmes.
•    How to create heat mapped Business Capability Models to identify where to focus for change initiatives.
•    Using Benefit Dependency Networks to align strategic goals through to technology change via well defined benefits and business capability changes.
•    Creating Value Realization models to illustrate the planned change over time.
•    A review of how Business Value Realization has changed in the last 5 years with the adoption of cloud technologies and lean start up style business change programmes.

Enterprise Architecture: The Issue of the Century
Enterprise Architecture: The Issue of the Century

Enterprise Architecture tends to be a grossly misunderstood 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.  In my 1999 article, “Enterprise Architecture: The Issue of the Century”, I argued that the Enterprise that can accommodate the concepts of Enterprise Architecture will have the opportunity to stay in the game … and the Enterprise that cannot accommodate the concepts of Enterprise Architecture is not going to be in the game.  In recent history we have seen a lot of enterprises falling out of the game: small … and large;  private … and public.
•    The Enterprise Ontology – Industry Standard Definitions of Architecture
•    Architecture IS Architecture IS Architecture – Enterprise Architecture is not arbitrary
•    The Role of Enterprise Architect must be perceived to be one of solving General Management problems, not one of building models.

Building High-Performing Architecture Teams
Building High-Performing Architecture Teams

Architects need a broad range of skills, combining probing analysis and big-picture synthesis with a clear view of an organisation’s strategy, dynamics and priorities. They must be well-connected, action-oriented boundary-spanners, who can work with diverse stakeholders who have diverse ways of working, values and priorities.  Effective team-working and collaboration is vital to match the skills available to the challenges being addressed, whether within a core architecture group, as part of a virtual network, or as an influential member of a multi-disciplinary task team.
‘Soft’ skills are particularly important, yet these are not well addressed by industry skills frameworks, and are not always amenable to standard training courses. In this workshop, participants will explore ways of developing the range of competencies needed to be a really effective architect.  They will learn strategies for understanding and influencing behaviour, building productive working relationships and co-creating successful outcomes.

A Business Architecture Methodology
A Business Architecture Methodology

Business Architecture is an essential foundation for change and transformation in all aspects of an organization. Without one we would not know what to aim for, what work we have to do and what resource capability is required. Change initiatives would be misaligned and results sub optimized. So what’s in a business architecture and how should we tackle the development of one in a logical and traceable way that’s in compete alignment with the intentions of the business. In this workshop Roger will illustrate a way of doing the architectural discovery and definition that starts with the business environment (the outside world) and then tackles what’s needed from work (process) and resource (capability) points of view inside. He will step through a series of models and techniques to provide a simple yet elegant way of asking and answering the key questions. Attendees will conduct work during the session.

  • The external perspective of environmental pressures and stakeholder expectations
  • Stakeholder–derived business strategy
  • The work we do – Value chains, streams and process architecture
  • The capabilities we need – shared and unique
  • Semantics, Decisions and Rules for fast change
  • Alignment, Traceability and Prioritization techniques

How Concept Modelling Supports Business Process Work - Getting Great Results From a Misunderstood Technique
How Concept Modelling Supports Business Process Work - Getting Great Results From a Misunderstood Technique

Whether you call it a conceptual data model, a domain map, a business object model, or even a “thing model,” a concept model can be valuable to a business process change initiative. Unfortunately, this value is largely unrealised because BPM professionals often hear “data modelling” and think “database design – that’s not my job.” In fact, concept modelling, the business-friendly form of data modelling, is a powerful tool for understanding one of the most fundamental aspects of a business, the “things” that processes act on. It has proven to be terrifically useful to BPM professionals, Architects of various stripes, and even Subject Matter Experts. The key is to recognize that a concept model is a description of a business, not a description of a database. Another key – don’t call it “data modelling!”
Drawing on 35 years of successful modelling, on projects of every type and size, this tutorial provides practical techniques for a business-friendly approach to concept modelling, and proven techniques (with current, real-life examples) for making it a foundation for business process initiatives. Repeatable methods and patterns will be emphasised.
Topics include:
•    Concept modelling essentials – things, facts about things, and the policies and rules governing things
•    “Guerrilla modelling” – how to get started on concept modelling without anyone realizing it
•    Getting out of the weeds – from logical and physical modelling into value-adding concept modelling
•    How concept models help to identify an enterprise’s business process
•    Running a concept modelling session – getting useful results in hours, not days or weeks

Understanding Rules by Playing the Game of Rules
Understanding Rules by Playing the Game of Rules

In this workshop, play the Game of Rules … and by doing so learn all about them. We will discuss all FAQs about business rules and operational decision management supported on rule engines:
•    What are business rules and decisions about?
•    What may be expected by supporting tools and how do they work?
•    How does that affect the way you compose rules?
•    What can affect the performance of reasoning and agility?
•    What don’t these tools do?
Although this subject is covered extensively in technical materials targeted at IT professionals, most people who actually create rules have no IT background at all. They are engineers, accountants, doctors, lawyers, managers, business staff, etc. who need to share their expertise. They are often assisted by business analysts. The Game of Rules was conceived with such people in mind.
The Game of Rules consists of three ‘playing variants’ each demonstrating a different strategy that a rule engine (or any rule-driven application development tool) may deploy:
•    Domino: This variant shows how a network of rules is generated and helps to answer questions.
•    Chaining: This variant shows how a forward or backward chaining algorithm may help to build a questionnaire.
•    Violation: This variant shows how rule violations may drive a business process.
Attendees will play all three game variants.
Learn how to …
•    Decide what reasoning strategy is the most flexible, effective and best fit for which kind of business problem.
•    Make a consistent and complete set of business rules for a decision.
•    Understand how rules may drive your process.
•    Express business rules so they are easy to understand, implement and use.
•    Distinguish RuleSpeak and SBVR from other rule representation strategies.

Silvie Spreeuwenberg, LibRT

Silvie Spreeuwenberg

LibRT

Silvie Spreeuwenberg, professional in IT and authority in business rules, is founder of LIBRT: the Lab for Intelligent Business Rules Technology. She has a background in artificial intelligence and is an expert in business rules. Her role is to find the best way to represent decision logic for the business, such that it works for IT and supports agility. For more information on these topics please read Silvie’s regular posts on her LinkedIn profile or website (www.silviespreeuwenberg.com and www.librt.com ).

Initiating and Leading Collaborative Projects
Initiating and Leading Collaborative Projects

Making significant change and launching innovation projects requires collaboration. However, initiating those connections and projects, as well as making sure things get done, is challenging. Getting new teams to find common ground, generate great ideas and take action can be difficult – there’s a delicate balance between encouraging creativity and being productive.

You will learn specific skills, tools and practical techniques to help you facilitate collaboration with confidence, enabling you to start, lead and deliver your innovation projects successfully.

Participants will be able to:

  • Confidently build and lead teams for innovation projects
  • Design and facilitate workshops, keeping teams focused and motivated
  • Run more productive meetings, saving time and producing better outcomes
  • Use project leadership methods which encourage, rather than stifle creativity
  • Synthesise content to move from vague idea to focused action

13:30 - 17:00
The Milky Way: A New Space for Designing and Understanding Your Enterprise Annika Klyver
The Milky Way: A New Space for Designing and Understanding Your Enterprise Annika Klyver

•    Architecture has been too abstract and too still for too long, the Milky Way thinking adds flow and stories to your architecture and the Milky Way model makes your architecture tangible.
•    In this workshop you will learn how to understand, analyze and visualize your business in new ways. Examples will show how the business capabilities can be presented around a business circle based on the main value flow, i.e. from ideas to sales, delivery and follow up. You will get the opportunity to model your own business with the Milky Way method and technics.
•    The workshop will guide you to your own Milky Way – capability map and further on to two fast analysis based on the current state. A Heat map will give you the ability to communicate the state of your business. Then adding change projects or initiatives to your Milky Way will give an overview of where you are making your investments.
•    The workshop will hands on show how you can deliver value from the very beginning and over time.
•    You will take away:
•    Learn how to visualize your business in a new way
•    Find the architecture story of your business
•    A number of visual examples of how to describe, explain and communicate your architecture and the development of it
•    Your own first Milky Way version of your organization

Annika Klyver, Senior Consultant, IRM Sweden

Annika Klyver

Senior Consultant, IRM Sweden

Annika Klyver has been working in the field of Enterprise and Information Architecture for about 15 years. She has worked in a number of change and architecture programs in several business lines, forestry, telecom, travel, public service and facility management. She has a background as a controller and within project portfolio management.  Annika has been a highly appreciated teacher in EA, the Swedish training program “Certifierad Verksamhetsarkitekt” since 2011. She is also one of the founders of NEA, a Swedish online community for Enterprise Architecture with over 1400 members.

Architecting for the Digital Age
Architecting for the Digital Age

•    What do Airbnb, Uber, Amazon and Alibaba have in common?  Their digital platforms are their biggest competitive advantage. Driven by an API-first philosophy, these digital adversaries tap into a global ecosystem of platforms and data with unparalleled growth potential. The rise of the sharing economy has demonstrated that APIs are the way forward if you want to have scalability, data agility and speed.
•    Architecting for a digital age means that IT organisations are willing to adopt a new mindset and culture. The IT department of the future is a digital visionary in domains such as architecture, applications, data and processes. It sees technology experimentation and open platforms as crucial enablers for business innovation.
•    In the new playbook, the governance model has fundamentally changed and the CEO – as Chief Architect – takes full ownership of the organisation’s business and IT architectures. In this constellation, the enterprise architect becomes the CEO’s primary wingman. He is in charge of continuously scouting the emerging tech landscape and on boarding new partners with the right capabilities to turn the business vision into a sustainable platform strategy

Jeroen Derynck, Business Transformation, Architect Salesforce

Jeroen Derynck

Business Transformation, Architect Salesforce

Jeroen Derynck is a seasoned business transformation manager and works as Business Transformation Architect at Salesforce. In the past he was Chief Digital Officer, Chief Information Officer and Business Transformation Director for companies such as Duval Union Consulting, iMinds, Thomas Cook and ING.  Jeroen launches organisations on their digital trajectories with the objective to embed technologies like mobile, CRM, social, analytics and big data in the fabric of business. As a business-oriented strategist he rewrites the playbook by experimenting with new technologies, investing in innovation, finding new digital revenue streams and nurturing a digital-first culture. Jeroen has a strong technology background and is a much-appreciated speaker on topics such as digital transformation, corporate innovation, business/IT alignment and digital leadership.

Management Strategies for EA: The Essential Principles and Tactics
Management Strategies for EA: The Essential Principles and Tactics

•    The fundamentals of Enterprise Architecture (EA) – frameworks, methods and tools – equip each Enterprise Architect for a career-long journey of successful interventions, personal achievements and professional development.
•    From designing solutions and roadmaps to maximising EA’s contribution across the enterprise, this journey relies on EA’s ability to influence business decisions, to shape investments in change, and to measurably enhance enterprise performance.
•    This intensive half-day workshop with EAC Europe chairman Chris Potts focuses on the essential principles and tactics for successful management strategies for EA.  It includes:
•    Measuring and impacting the architectural performance of your enterprise
•    Diagnosing your enterprise culture and its implications for EA’s success
•    Formulating a robust management strategy for EA
•    Executing that strategy every day through each architect’s ‘play-or-pass’ decisions.
•    Entirely based on first-hand experiences of EA in practice, this workshop will help you to benchmark your own management strategy for EA, build the reputation of EA as a strategic capability, and plan the next stages of your EA journey.

Process-Based Management: Putting Process at the Centre of Business Management
Process-Based Management: Putting Process at the Centre of Business Management

•    Organizations must reduce costs, enhance products and services, and be more attentive to customers. Process-based management offers a practical solution, refocusing on value delivery. This workshop shows how. Case studies prove it can be done.
•    We traditionally manage via the organization chart, yet no entity on that chart can, alone, deliver value to a customer. Resources are managed ‘vertically’ using the organization chart; value is created and delivered ‘horizontally’ via the process architecture. Most organisations lack cross-functional focus.
•    This workshop shows how process-based management is achieved via seven enablers: architecture, measurement, governance, change, mindset, capability and support. These enhance management focus on cross-functional value creation, accumulation and delivery. The 7Enablers of BPM represents a breakthrough in process-based management theory and practice.
•    Delegates will:
•    Learn how to create effective process-based management
•    Understand how to optimize each of the 7Enablers of BPM
•    Discover how to sell these ideas in their own organizations

BPM + Knowledge Management + Collaboration = Continuous Process Improvement
BPM + Knowledge Management + Collaboration = Continuous Process Improvement

The workshop presents an innovative approach integrating techniques from business process management (BPM) and knowledge management (KM) in combination with increased collaboration capability. It aims to create a learning organization, which grows its knowledge base and continuously improves its business processes. The innovation comes from considering BPM models as a foundation of knowledge base, which is easily accessible and editable using Wiki technology. A lot of emphasis is put on creating high quality models representing specific organizational aspects (business process flows, organizational roles, documents, KPIs, etc.) and properly integrating them together. Analytics and gamification techniques are applied to increase incentive of employees to use this knowledge base, propose ideas for process improvement, and contribute to updating/enhancing knowledge about specific activities in business processes.
You will learn:
•    How to create process-centric business architecture models integrating process flows, KPIs, roles, rules, documents, etc.
•    How to use business architecture models as a knowledge base, which is easy to access and update
•    How to integrate performance measurements into collaborative process-centric knowledge base to drive continuous organizational learning and process improvement
•    How to apply gamification to generate incentive for all employees to collaborate in process knowledge management
•    How to deploy such an approach in a large organization
The session presents an innovative approach has been created in a research project Learn PAd and successfully piloted at the municipality of Marche region. It has been briefly described in a chapter “Business Architecture for Process-Oriented Learning in Public Administration” of a handbook “Business and Dynamic Change: The Arrival of Business Architecture” edited by Layna Fischer and published by Future Strategies.

Darius Silingas, Chief Solutions Architect, No Magic Europe

Darius Silingas

Chief Solutions Architect, No Magic Europe

Dr. Darius Silingas is an influential BPM educator and consultant. Darius is Programme Director for BPM studies at ISM Executive School and Principal Consultant at No Magic Europe. He delivered training and consulting services at 100+ organisations from 23 countries and different industry sectors: public administration, automotive, aerospace, financial services, ICT, healthcare, etc. Darius regularly speaks and writes about BPM focusing on the practice of business process modelling. Currently, he also acts as Exploitation Leader in EU-funded research project Learn PAd, which explores how to combine business process models and Wiki technology to help public administration organisations to enhance their capabilities of learning and processes improvement. Darius is a founder of BPM practitioners’ network in Lithuania and a Program Chair of BPM in Practice conference, which annually takes place in Vilnius. Darius has got a Ph.D. degree in Informatics, and he is OMG Certified Expert in BPM. Follow Darius on Twitter: @dariussilingas.

Facilitating Process Discovery and Mapping Sessions: Practical Techniques for Successful Workshops
Facilitating Process Discovery and Mapping Sessions: Practical Techniques for Successful Workshops

Process and architecture work demands the participation of different stakeholders – executives and managers, individual contributors, and architects and analysts of various stripes. A key element of this is facilitated workshops. However, even for an experienced BPM or EA professional, facilitating “process” or “business design” sessions can be daunting. For instance, you can’t just walk in and ask “What are your business processes?” or you’ll get a bewildering array of tasks, procedures, functions, departments, systems, and subprocesses. If you do manage to discover a true business process, modelling it can be a challenge—you’ll have your hands full trying to keep the group from gravitating to every variation, exception, error, and piece of irrelevant detail.

Luckily, there’s a way forward. This tutorial, backed up by 35 years of facilitation experience, will introduce some core facilitation techniques and then cover proven methods and agendas specifically for working with business processes and architectures. You’ll learn how to gather background information and prepare for the session, how to initiate it, how to facilitate the discovery of business processes, and how to keep the group moving while conducting as-is analysis and describing the to-be state.  Key topics include:

  • The importance of pre-session interviews – what to ask, what to listen for, and what to ignore;
  • How to structure a session plan;
  • Setting the right tone—initiating the session without silly parlour games and “inclusion activities.”
  • Initiating, sustaining, and completing activities for process discovery, modelling, and analysis;
  • Five essential techniques for the facilitator.
  • Five tough situations and how to deal with them.

Security is the Issue of the Decade
Security is the Issue of the Decade

Security is becoming the most important issue for enterprises and CIOs. New threats are everywhere, but it’s not high school kids hacking for fun anymore. Cybercrime is sponsored by governments, corporations, and organized crime that have the resources to hire top talent, and the patience to pick away, for months at a time, until an attack has been successful.

Previous security models are no longer effective. The old ‘protect and defend’ mentality has been replaced by a new ‘contain and control’ approach. But even that’s not enough. There has to be an economic aspect to security that addresses the concept of ‘risk reduced per unit cost’.

This tutorial will provide an overview of the new threat environment, the new countermeasures, and the economics of security, including:

  • New security threats and vulnerabilities
  • New approaches to understanding and identifying them
  • How Enterprise Security Architecture addresses risks and costs

Michael Rosen, Research VP, Strategic Architecture, IDC

Michael Rosen

Research VP, Strategic Architecture, IDC

Mike Rosen is Research Vice President for Strategic Architecture at IDC, providing advice to CIOs, IT Executives, and Architects on using architecture as a tool for digital transformation and improved decision making. He is also a Founding Member and VP of the Business Architecture Guild. Mr. Rosen has helped dozens of enterprises create or improve their architecture programs and has more than 35 years of technical leadership experience architecting, designing, and developing software applications and products, including 15 years as Chief Scientist at Wilton Consulting Group, CTO at M2VP, and Chief Architect at Genesis Development Corporation. He was also CTO at startup AZORA Technologies and chief architect, product architect, technical leader, and developer for commercial middleware products from IONA, BEA and Digital. Mr. Rosen is a well known international speaker and author of 3 books and hundreds of articles.

17:15 - 17:45
Lightning Talks
Thursday 16 June, Conference Workshops - Full Day
08:00 - 09:00
Registration
Registration


09:00-16:30
Getting Business Change to Stick
Getting Business Change to Stick

We have all experienced situations whereby the business has to change for some very good reasons but the initiative struggles to be effective and once the solution goes live true angst exists in the people that have to live with the result. We have found that often these changes may be structurally well-defined but the change agents have not applied the same degree of rigour or professionalism to human behaviours that they did to the technical / procedural aspects. In most cases this aspect of the transformation is poorly understood and haphazardly done if at all.

This workshop will deal with the thorny problem of getting real holistic change to happen without the extreme pain that often comes with the challenge. Using a business change scenario in a series of working sessions, the delegates will apply a simple set of techniques that can be integrated with the typical initiative activities to connect the so-called ‘soft’ side with the ‘hard’ side. We will cover some aspects of classic ‘change management’ but reach beyond them to include the issues of motivation, culture change and behavioural sustainability showing how these are critical and must be designed in from the start not added on at the end.

  • Redefining the work: the business process baseline
  • Developing the competencies: the core skills needed
  • Evolving the culture: specifying the group behaviour as a set of requirements
  • Overcoming resistance: navigating internal stakeholder concerns
  • Communication: what to say to whom and when
  • Sustaining the journey: measuring, monitoring and coaching of the team as part of the process forever

The workshop will feature gaining practical first-hand experience where delegate team members will design an easy repeatable process; then we will guide them through a significant change scenario to what they have designed. The teams will learn how to define the desired change and the sustainment mechanisms and approach to make the change stick using provided templates and tools that they can use in real projects or organizational transformation.

We will follow a seven step approach:

  1. Define the desired outcomes
  2. Define the structure
  3. Identify the desired behaviours
  4. Create cultural triggers
  5. Align KPIs and incentives
  6. Implement foundational components
  7. Monitor and raise awareness of non-desired behaviours

Enterprise Architecture for Practicing Enterprise Architects
Enterprise Architecture for Practicing Enterprise Architects

This one day briefing explores the practicalities of using the Zachman Enterprise Ontology (the Zachman Framework) as the basis for solving General Management problems.  This proposition argues for differentiating Enterprise Architecture as an Enterprise problem-solving Profession from the more traditional EA/IT-oriented, model-building process.  It develops the classification rules for populating the Ontological structure that defines the single-variable, engineering components required to change the Enterprise Implementation (manufacturing) strategy from “make to order”  (build) or Provide from stock (buy) to an assemble to order (mass-customization) strategy.  Enterprise “mass-customization” is a strategy to dynamically re-create the Enterprise in response to external environmental changes or external demands and as such, is dependent on the inventory of single-variable, ontological components that can be reused in any implementation.  There is nothing magic.  It is all Physics.  Actual work has to take place.

  • Ontological Classification Rules
  • Laws of Enterprise Physics
  • Characteristics of Professionals
  • The Zachman Methodology for Solving General Management Problems

Enterprise Investment: Combining Enterprise Architecture with Investment Portfolio Management
Enterprise Investment: Combining Enterprise Architecture with Investment Portfolio Management

How good is your enterprise at investing in its architecture and processes?  Does it routinely achieve its overall investment goals, and as efficiently as possible?

In some organizations projects still fail up to 70% of the time.  That helps to explain why disciplines like EA and BPM can either be highly-valued, or struggle to demonstrate their impact.  The structure of the investment portfolio, the design of the investment process, and the enterprise’s investment culture, are all vital for success.

This full-day workshop with EAC Europe chairman Chris Potts demonstrates how organizations can truly master Enterprise Investment – by combining the power of Enterprise Architecture and Investment Portfolio Management into one board-level strategy, one projects portfolio/roadmap, and one end-to-end investment process.  It explores what happens when Enterprise Architects and Business Process Managers focus their knowledge and expertise on the structure, process and culture for investing in change.  What does an architect-designed investment portfolio look like?  What are the essential characteristics of an efficient investment process, and of a successful investment culture?

  • Why projects succeed and fail, and how executives measure the difference
  • The value chain for Enterprise Investment
  • Diagnosing your organization’s Enterprise Investment culture
  • Investing in stability versus investing in change
  • An architect-designed investment portfolio:  what does it look like?
  • The end-to-end business process for investing in change.

Model-based Business Process Management – Getting Business Processes Documented
Model-based Business Process Management – Getting Business Processes Documented

Business Processes need to be documented by different reasons: regulatory and compliance requirements, keep knowledge in the enterprise, communicate about business processes for training, performance measurements and other business purposes. Description forms reach from PowerPoint slides to formal models.

But there is no business problem called “We don’t have enough models.” Models need to be goal oriented,

Jürgen will show how to develop useful and maintainable business process descriptions with particular attention to:

  • Describing processes in the service area
  • Integrating business decisions and business processes

It is not the goal to discuss single notations in detail but to help participants to understand the concepts and to use them efficiently in projects.

The full day workshop covers:

  • Understanding stakeholder views
  • Describe processes and decisions
  • Understand potentials and limitations of current standards as BPMN, CMMN, DMN
  • Plan your modeling effort

Participants work in groups on practical assignments.

Jürgen Pitschke, Partner and Managing Director, Process Renewal Group Deutschland

Jürgen Pitschke

Partner and Managing Director, Process Renewal Group Deutschland

Jürgen Pitschke is Partner and Managing Director at Process Renewal Group Deutschland. Juergen has more than 25 years industrial experience about enterprise modelling and the realization of Business and IT Architectures. He is recognized for his deep knowledge and the systematic use of visual standard notations and of different frameworks für the design of an Enterpirse Architecture. His knowledge is often sought in the field of Business Process Management and Decision Management. His focus are model-based approaches for enterprise design and their practical use. Clients value his abilities to explain concepts, to help teams to adopt and successfully apply such methods, and to guide projects successfully. He is author of the book “Unternehmensmodellierung für die Praxis”. He translated the Business Process Manifesto, the Decision Management Manifesto, and the RuleSpeak® – approach into German. His customers include companies as Kuehne+Nagel (AG & Co.) KG, Boehler Edelstahl or organizations like the Federal Office of Police in Switzerland. Follow Jürgen on Twitter: @jpitschke.

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