Agenda Highlights

BPM Keynote: Stretching Continuous Improvement (CI) to Act as a Key Enabler for Business Performance and Outcome…Even in Time of Crisis
Ýr Gunnarsdóttir, Operational Excellence/Continuous Improvement Deployment Lead, Shell International

BPM Keynote: Has BPM Become a Dinosaur in the Age of Digital Transformation?
Tom Einar Nyberg, Head of Digital Operations, KPMG Norway

Parallel Innovation Processes – Bootlegging Projects in the Pharmaceutical Industry
Claudia Michalik, Bayer

How to Ensure Coherence of Management Model with Focus on Orange Polska
Halina Pomykała, Head of Process Management, Orange Poland

Business Architecture Adds Value by Connecting the Dots…
Michael Noonan, Director of Business Architecture, Capita Transformation

Selling Business Architecture as a Value Proposition/Service to your Business
Harminder Duhra, Principal Business Architect, Prudential

Business Architecture: Pushing the Boundaries to Shape Business Transformation
Sandeep Thandi, Business Architect, Southern Scottish Electric

Making Process Content for People Who Don’t Like Process
Charlie Bamber, Process Standards Manager, NFU Mutual

Compliant by Design
Steve Walmsley, Crown Prosecution Service & Bill Blackburn, Principal Consultant, Process Renewal Group

Days Not Weeks or Months – Process Change in Agile Timeframes
Alec Sharp, Sr. Consultant, Clariteq Systems Consulting Ltd

Organisations Speaking include

Keynote & Featured Speakers





  • 4 Days
  • £1945
  • £1,945 + VAT (£389) = £2,334
  • 3 Days
  • £1595
  • 1,595 + VAT (£319) = £1,914
  • 2 Days
  • £1245
  • £1,245 + VAT (£249) = £1,494
  • 1 Day
  • £795
  • £795 + VAT (£159) = £954
Group Booking Discounts
2-3 10% discount
4-5 20% discount
6+ 25% discount


  • Radisson Blu Portman Hotel
  • 22 Portman Square
  • London W1H 7BG
  • UK

Join the conference group


Monday, 16 October 2017: Pre- Conference Workshops
08:30 - 09:30
Getting Started in EA: Designing an Architecture Function to Fit your Enterprise

Sally Bean & Philip Hellyer

This workshop is for anyone who wants to understand EA better or who wants to establish EA in their enterprise. We will look at how different organisations approach EA, what effective architects produce, what pitfalls people encounter, and where the value comes from. Using some of our favoured techniques, we will help you to think about how you might design an EA function in your organisation that delivers value alongside other disciplines and types of architect. Attendees will gain foundational knowledge about EA to take into the rest of the conference.

  • The essence of EA: an overview of methods, frameworks and techniques
  • How to integrate EA with other disciplines and how it relates to more specialised types of architecture
  • How to apply architectural approaches to the design of the EA practice itself

Enterprise Architecture: The Issue of the Century

John Zachman

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.

Digital Transformation Capabilities Framework

Michael Rosen

Digital Transformation is happening now. Organizations are focused on new strategies to enhance experiential engagement, create data driven actions and self-aware systems, and enable digital business at scale, scope and speed. In pursuing these strategies, there are three critical questions that each enterprise must answer: What are the digital business capabilities needed to compete in new ecosystems with new products and services? What technology capabilities are necessary to enable that digital transformation? How do organizations plan and execute in a way that avoids redundancy and inconsistency, maximizes synergies, opportunities, and value, and still provides the agility and flexibility to compete at the speed of digital business?

The workshop describes a Digital Transformation Capabilities Framework including details about how it answers these critical questions and how to use the framework to:

  • Understand the necessary business and technology capabilities for your organization to meet their unique value proposition
  • Organize transformation initiatives and projects to achieve business strategies and outcome while optimizing synergies and efficiencies
  • Facilitate communications about digital technology opportunities and challenges between business and IT

Business Architecture Essentials

Sasha Aganova

Business Architecture provides a strong foundation for business-wide transformation, digitization and optimization. Given the inherent complexities, making the right choices in what to change is not simple. Designing great solutions that avoid duplication and sub-optimization means that all of the moving parts must be classified, well understood and inter-connected before transformation can confidently begin. Business Architecture subject areas are numerous. Processes and capabilities and other important domains are complex. Being able to find the interconnections among them is even more so. A well-formed Business Architecture can help untangle the confusion and deliver inherently adaptable solutions. This session will introduce some of the critical elements needed.

  • Stakeholder Value Orientation
  • Business Concepts / Information
  • Business Processes
  • Business Capabilities
  • Business Measurement
  • Change Prioritization
  • Process / Capability Alignment

How Concept Modelling Supports Process and Architecture Work – Getting Great Results From a Misunderstood Technique

Alec Sharp

Whether you call it a conceptual data model, a domain map, or even a “thing model,” a concept model can be invaluable on process, architecture, Agile development, and even big data / data science initiatives. This value is often unrealised, though, because specialists hear “data modelling” and think “relational database design.” The key to success is recognising that a concept model is a business-friendly description of an enterprise, not a description of a database.
Concept modelling is simply the best way to develop a foundation of common semantics for any other undertaking. An example – on an assignment involving a change of business model, new capabilities, and big data, at a large media enterprise, three very different interpretations of “product” emerged. Concept modelling resolved the differences, and clarified other concepts such as audience, content, consumption, behaviour, and segmentation.
Drawing on 35 years of successful modelling, this tutorial provides proven techniques, repeatable methods, and patterns, along with current, real-life examples.
Key learning points include:

  • “Guerrilla modeling” – how to get started on concept modeling without anyone realizing it
  • How higher-level concept models help to identify an enterprise’s business processes and capabilities
  • Running a concept modelling session – getting useful results in hours, not days or weeks

BPM Philosophy 101

Steve Robert

This workshop aims at furthering the discussion about what BPM is and what successful outcomes should be aimed for. Steve will draw upon his 18 years of experience to explain how initial successful projects outcomes do not necessarily mean true success.  This workshop will:

  • Define BPM as a holistic management discipline (including Business Architecture) aiming to mature organizations through employee empowerment and self-management
  • Re-enforce that BPM needs to be embraced by both management and employees and that change is more focused on management than on operations or employees
  • Link BPM directly with becoming a flexible and agile organization that needs to have people engaged to the purpose of the organization

09:30 - 12:45
Getting Started in EA: Designing an Architecture Function to Fit your Enterprise

Sally Bean, Business Systems Consultant, Sally Bean Ltd

Sally Bean

Business Systems 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 enable more coherent business change. She 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 and change agents. Follow Sally @Cybersal

Business Change & Transformation Session: Selecting Approaches to Business Change: The Art of Lenscraft

Philip Hellyer, EA Consultant, Philip & Finch

Philip Hellyer

EA Consultant, Philip & Finch

Philip Hellyer is an enterprise business architect specialising in whole system change. With a background in accountancy, humanities, and computing science, he works on all ‘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. His 2017 training course on systems thinking and storytelling was adopted as standard by a bank’s architecture group. As a coach and mentor, he accelerates the careers of smart people with deep technical skills.

Enterprise Architecture: The Issue of the Century

John Zachman, CEO, Zachman International

John Zachman


Zachman International

John A. Zachman is the originator of the “Framework for Enterprise Architecture” (The Zachman Framework™) which has received broad acceptance around the world as an integrative framework, an ontology for descriptive representations of Enterprises. Mr. Zachman is not only known for this work on Enterprise Architecture, but is also known for his early contributions to IBM’s Information Strategy methodology (Business Systems Planning) as well as to their Executive team planning techniques (Intensive Planning). Mr. Zachman retired from IBM in 1990, having served them for 26 years. He is Chief Executive Officer of his own education and consulting business, Zachman International® and Owner and Executive Director of the Federated Enterprise Architecture Certification Institute in Washington, D.C.

Digital Transformation Capabilities Framework

Michael Rosen, Chief Scientist, Wilton Consulting Group

Michael Rosen

Chief Scientist

Wilton Consulting Group

Mike Rosen is Chief Scientist at Wilton Consulting Group providing advice to CIOs, IT Leaders, and Architects on creating the new Digital Business Platform, using architecture as a tool for digital transformation and improved decision making, and aligning architecture with Agile practices. He is also a Founding Member and VP of the Business Architecture Guild, a Certified Business Architect, certified enterprise architect, and Certified Scaled Agilist. Mr. Rosen has more than 35 years of technical leadership experience architecting, designing, and developing solutions, applications, and products, He was previously 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.

Business Architecture Essentials
How Concept Modelling Supports Process and Architecture Work – Getting Great Results From a Misunderstood Technique
BPM Philosophy 101

Steve Robert, Independent BPM Consultant

Steve Robert

Independent BPM Consultant

Steve is a business transformation professional having worked with major companies in Canada over the last 18 years in BPM and Business Architect roles. Steve has worked on both small and large improvement and transformation project, resolving complex customer and operational problems through the use of process management and improvement methodologies. With a comprehensive knowledge of Business Process Management and leadership, Steve brings a unique point of view to organizational performance analysis and the need for change.

Developing High-Performing Architecture Teams - the Human Side

Sally Bean & Philip Hellyer

Effective architects never walk alone, even if they’re the only architect in town. Team-working and collaboration are vital for high performance, regardless of whether you are just starting an EA journey, are part of an established EA group, or are a lone voice in a multi-disciplinary task team.

Many architects have technical backgrounds that cause them to neglect the vital behavioural skills needed to tackle increasingly complex challenges. They must influence diverse stakeholders with (often conflicting) ways of working, values, and priorities. These abilities are not well addressed by industry skills frameworks, and are not always amenable to standard training courses.

In this workshop, we will look at how behaviour choices help and hinder success, examine the range of competencies needed to be truly effective, and explore different ways of working together.

  • Strategies for noticing, understanding, and influencing behaviour
  • Skills for building productive working relationships at all levels
  • Ways of co-designing successful outcomes for all stakeholders

Investing in Architecture: Enterprise Architecture, Business Architecture, or Both?

Chris Potts

The emergence of Business Architecture as a distinctive discipline has challenged organizations to rethink their reasons for investing in architecture. While the value proposition of architecture is essentially the same, whatever the entity, is it better to invest in Enterprise Architecture (EA), Business Architecture (BA), or a combination of the two? The potential for Enterprise Architects and Business Architects to deliver their value depends on that choice.

In this intensive, practical and entertaining workshop, EAC Europe chair Chris Potts explores how organizations can best invest in architecture, and provide the essential foundations for their architects to succeed. Using his outside-in architectural model (from the book “RecrEAtion”) and his experiences of working with organizations worldwide, Chris illustrates the distinctions, inter-relationships and synergies between EA and BA.

One inescapable conclusion is that the solution to the investment question, ‘EA, BA or both?’ lies in the architecture of the external market, and the extent to which that architecture is changing.

  • The value of investing in architecture, whatever the entity
  • Enterprise, Business, Architecture
  • The market has an architecture, in which your enterprise and business appear
  • Your enterprise’s investment goals: do they include changing the market?
  • The solution: invest in Enterprise Architecture, Business Architecture, or both?

Business Value Realisation

Martin Sykes

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.

Improving Process Improvement: Delivering on the Promise

Roger Tregear

The most efficient and effective process in any organization must be ‘Improve process performance’. Whatever else is going on with architectures, frameworks, methodologies etc., if improved processes are not enhancing organizational performance, our process management and improvement efforts are waste to be eliminated. Process improvement must be a practice, not a theory; it must be a reality, not an aspiration.

This workshop describes many ways to strip waste out of process improvement. Join me if you want to improve your personal ability to improve processes. We won’t be trying to change the world; we’ll be focused on changing you and the contribution you’ll make as soon as you are back at work. You will learn, and practice, new techniques to improve process improvement.

Delegates attending this workshop will learn how to:

  • Widen the search for process improvement options,
  • Use practical techniques for better process improvement,
  • Change from random acts of management to systematic improvement, and
  • Deal with the need to both discover AND deliver process improvements.

Business Decision Management: How Business Decision Management Fits into BPM

Jürgen Pitschke

Business Processes need to be documented for different reasons: regulatory and compliance requirements, keep knowledge in the enterprise, communicate about business processes, or automation. Business Decisions are an integral and important part of Business Processes.

Today we see two essential use cases for Decision Models:

  • To understand, analyse and improve them
  • As a base to automate decisions

We explain the concepts of Business Decision Management, the relation to Business Processes and introduce the Standard Notation DMN by the OMG.

This half day workshop concentrates on:

  • Concepts and principles of Decision Management
  • Understanding Decision Model Notation (DMN)
  • Overview on Governance of Decision Models

Participants work in groups on practical assignments.

Keys to an Agile Business: Everyone's Dream

Roger Burlton with guest appearance from John Zachman

Whenever the word ‘Agile’ is used today we typically associate it with the use of an iterative methodology that drives out software more rapidly than traditional software design and development. While being fast is a noble cause, there is little evidence that the results are any better or more sustainable in the long run than traditional approaches. We need to keep in mind that software is not in and of itself ‘the business’ and scaling up to an enterprise change perspective is another story. Certainly, agile approaches are not focused on the business itself becoming more flexible, adaptable or resilient in anticipation of or in response to an ever changing business ecosystem. This session will introduce some key architectural and design principles that have been proposed by Roger Burlton, Ron Ross and John Zachman to deal with the foundation for an ‘agile business’ that can thrive on uncertainty and can reconfigure itself on demand. A white paper covering this foundation will be introduced around the time of this conference.

  • The insatiable demand for change
  • Attributes of an agile business (with scenarios)
  • Designing for change and reuse
  • Sustainability and the right amount of Governance
  • Getting the Executives to care

14:00 - 17:15
Developing High-Performing Architecture Teams - the Human Side
Investing in Architecture: Enterprise Architecture, Business Architecture, or Both?

Chris Potts, Mentor, Trainer and Author

Chris Potts

Mentor, Trainer and Author

Chris works worldwide with Executives, Enterprise Architects and Portfolio Managers, on strategies for Enterprise Investment – co-ordinating Enterprise Architecture and Portfolio Management, to achieve organisational excellence at investing in change.  He has chaired world-class Enterprise Architecture conferences and delivered EA-related guest lectures at universities in New York, London, and Copenhagen.  Chris is also the author of a trilogy of business novels – “FruITion”, RecrEAtion” and “DefrICtion”- that explore through story-telling the past, present and future value of investing in Enterprise Architects.

Business Value Realisation
Improving Process Improvement: Delivering on the Promise

Roger Tregear, Consulting Director, Leonardo Consulting

Roger Tregear

Consulting Director, Leonardo Consulting

Roger brings 30 years’ experience to the BPM education and consulting assignments he has delivered in Australia, Bahrain, Belgium, Jordan, Nigeria, Netherlands, Saudi Arabia, South Africa, South Korea, Switzerland, New Zealand, United Arab Emirates, and the USA. His working life involves talking, thinking, and writing about analysis, improvement, innovation, and management of business processes. Roger is a regular BPTrends columnist, and author of Practical Process (2013), co-author of Establishing the Office of Business Process Management (2011), and contributed the chapter Business Process Standardization in The International Handbook on BPM (2010, 2015). With Paul Harmon, Roger edited Questioning BPM? (2016). Roger’s iconic book, Reimagining Management, was published in early 2017, and in the same year, Process Precepts involved a global team discussing the process of management.


Business Decision Management: How Business Decision Management Fits into BPM
Keys to an Agile Business: Everyone's Dream
Tuesday, 17 October 2017: Conference Day 1 & Exhibits
08:00 -09:00 Registration 08:15-08:50 Introduction to the Business Architecture Body of Knowledge: BIZBOKGuide V6.0

Business Architecture, one of the key pillars of Enterprise Architecture, has seen dramatic growth in the past 10 years. While it has matured into a professional discipline, and best practices have been developed, they have also been captured in the “BIZBOK Guide: The Guild to the Business Architecture Body of Knowledge” published each year by the Business Architecture Guild. The latest edition, Version 6 was published this spring with input from practicing business architects from over 30 countries.

This session will give an overview of the BIZBOK, tips and trick for using it, a brief introduction to the Business Architecture Guild, and how to get involved if you’re interested. Attendees will be introduced to the BIZBOK coverage of:

  • Business architecture blueprints: Strategy, Capability, Organization, Value, Information, Initiative, Product, Stakeholder, Policy
  • Practices, Scenarios, IT Alignment, Case Studies
  • Reference Models: Financial Services, Manufacturing, Healthcare, Insurance, Common Industry Model

08:00 - 09:00
08:00 -09:00 Registration 08:15-08:50 Introduction to the Business Architecture Body of Knowledge: BIZBOKGuide V6.0
09:00 - 09:15
Conference Welcome
Plenary Keynote: Transformation, Digitalization, Valuation, Innovation - An Agile Keynote

Roger Burlton and Chris Potts

Every year, EAC/BPM Europe reflects the diverse opportunities and challenges that EA and BPM professionals are facing in reality. Practitioners, thoughts-leaders and experts collectively shape the conference programme, and from that some key themes emerge.

In this collaborative, double-act opening to EAC/BPM Europe 2017, the conference chairs address some of the most prominent themes in this year’s programme. And, since one of those themes is Agility, they will be delivering an agile keynote. For each of the other themes – Transformation, Digitalization, Valuation and Innovation – Roger and Chris will offer succinct perspectives from the chair, encourage and welcome audience-participation, and expect the unexpected.

An agile keynote, covering five big themes in one hour: a positively challenging, relevant, and entertaining opening to EAC/BPM Europe 2017.

09:15 - 10:15
Plenary Keynote: Transformation, Digitalization, Valuation, Innovation - An Agile Keynote
10:15 - 10:45
Networking, Break & Exhibits
Enterprise Architecture Track
Enterprise Architecture Track
Business Architecture Track
BPM Track: Innovation & Transformation
BPM Track: BPM Practices
Value Based EA Governance: Starting from the Outcomes

Jovo Boskovic, Enterprise Architect, Malmö City, Sweden & Håkan Edvinsson, CTO, Informed Decisions

The City of Malmö, the third largest city in Sweden, has experiences from a completely new way of organizing their enterprise architecture within their digitalization strategy.

The challenge is to deploy a digitalization strategy in a large organization that fulfills various expectations from citizens, services users, politicians, co-workers and the public, were organizational units have local funding, differs a lot in services, and complies to different laws.

The traditional EA way would include a business capability approach combined with system portfolio planning aiming for a target architecture formed by architects. Instead of such invasive top-down approach, Malmö chose last year to drive, support and govern the digitalization process from stakeholder’s values. City of Malmö is now scoping, prioritizing and coordinating initiatives that strive for the same operational impacts, aiming for the same user or citizen benefits, or share the same improvement value on the society.

You will learn:

  • How EA work includes modelling stakeholder values and expectations, and modelling what activities, organizational changes, technical tools, and other levers, it takes to fulfill them.
  • How the EA work has changed from promoting standardizations and searching for technical similarities towards focusing on outcomes.
  • How the EA change has impacts on managerial level, and have impacts on how projects are scoped and coordinated.

Accelerating Digital Transformation Using Enterprise Architecture

Amitabh Apte, Chief Technology Officer, Reckitt Benckiser Group

Digital, Big Data and Cloud are now mature trends. As these trends go mainstream, the challenge for CIOs and CTOs is to manage them alongside more conventional IT delivery and operating models. Whether an organisation truly adapts two speed IT or not, the modern CIO and CTO needs to consider and balance the impact of these trends on their traditional IT processes, system landscape, resources and capabilities. Enterprise Architecture is a perfect tool and discipline to manage this delicate balance.

In this session, Amitabh will leverage his 18 years of Enterprise Architecture and CTO experience to outline his views leveraging Enterprise Architecture to power these Digital Transformation in global complex businesses.

Business Architecture: Pushing the Boundaries to Shape Business Transformation

Sandeep Thandi, Business Architect & Nick Clarke, Business Architect, Southern Scottish Electric

Is your organisation constantly trying to deliver large volumes of change? Often enterprises initiate multiple projects which become expensive to manage due to gaps or a high degree of duplication. How can Business Architecture influence this silo’d behaviour to deliver change and bring stakeholders along the journey?

In this session, Sandeep & Nick will provide a real life case study about how Southern Scottish Electric (SSE) applied Business Architecture to focus on planning, scoping and high level design for regulatory transformation.

Attendees of this session will understand our:

  • Structured but practical Business Architecture approach to shape scope & provide robust design for a large regulatory programme.
  • Techniques for roadmap alignment, priority mapping and grouping of delivery for best business outcome.
  • Evolution of Functional Architecture modelling and Business Process Architecture to create a common language between business and IT.

Robotics, a Fresh Approach to Business Process Design

Marco Kelderman, Business Architect, LAB27

Within the domain of Business Architecture, the importance of business process design is increasing. In general, well documented processes in organisations often exist, but in the mind of their employees, and transferring this valuable (business) knowledge into business processes is a thought process.

During this process, there is limited innovation! The designed business processes often reflect the current organisation, not the 2.0 or even the 3.0 organisation! So the question is: Is a fresh approach to business process design necessary?

Yes! Is the answer. Robotics can introduce a wide range of innovating opportunities, and influence the design of the business processes. For example:

  • Error prevention, less checkpoint in your design and 100% error free
  • Full time, the tireless nature of robots and reduction of staff and operational cost
  • More granularity, activities can be made to arbitrary degrees of precision

On the basis of some practical examples in the financial industry, Marco will be pointing out how robotics influence the principles of business process design.

Using BPM as a Tool to Deliver Operational Excellence: Identifying and Delivering Value through Process Improvement

Andrew Pincott, Global Trading Operations Director, Travelex

Many organisations have established their Business Architecture Models and documented processes, but what next? How do you really analyse your business to know where to invest time, effort and resource, and use BPM as a key tool in your journey to Operational Excellence. This presentation will look at a pragmatic approach to help you focus on developing a measurement framework for BPM and Operational Excellence and how to deliver value. It will cover:

  • Using processes to define Operational Excellence
  • Identifying which processes to work on and where to make improvements
  • Securing buy-in from stakeholders
  • Ensuring that you deliver value from any investments you make

10:45 - 11:35
Value Based EA Governance: Starting from the Outcomes

Jovo Boskovic, Lead of Enterprise Architecture, City of Malmö Sweden

Jovo Boskovic

Lead of Enterprise Architecture, City of Malmö Sweden

Jovo Boskovic is the lead of enterprise architecture in the Town Hall of Malmö. He has a long experience from business and information architecture within the public sector. He has formed a new EA behaviour and has been a key driver in developing the city’s Digital Agenda.

Malmö Stad (the City of Malmö) is the third largest city in Sweden. It’s one of Northern Europe’s most sustainable cities and the home of more than 300 000 inhabitants with roots in 170 countries. The City of Malmö (Malmö Stad) employs 25 000 co-workers within 400 different professions.

Accelerating Digital Transformation Using Enterprise Architecture

Amitabh Apte, Chief Technology Officer, Reckitt Benckiser Group

Amitabh Apte

Chief Technology Officer, Reckitt Benckiser Group

Amitabh is a Global CTO with 17 years of Technology Leadership experience across FMCG, Financial Services, Airlines, Retail and Logistics industries. He specialises in delivering Business Transformation underpinned by Strategy, Operating Model, Tech Roadmaps based on Digital & Ecommerce, Big Data, API-led Integration and IT Investment Governance.  He is currently the CTO at the FMCG / CPG giant Reckitt Benckiser Group Plc. His current focus areas are Cloud Integration, Big Data and Digital Enablement, Global ERP rollout and Legacy Modernisation. He also runs their Global Technology Governance Board and the Integration Competency Centre (ICC).  Prior to Reckitt Benckiser, Amitabh has played a range of roles such as CTO, Chief Architect, Outsourcing Management and Software Engineering at a number of large global organisations such as, Deutsche Bank, Home Retail Group, Fujitsu, SITA, Star Alliance and Adidas.  He holds MS Computer Science and MBA degrees and is a TOGAF and Zachman certified Enterprise Architect. Follow him on Twitter at @amitabhapte

Business Architecture: Pushing the Boundaries to Shape Business Transformation
Robotics, a Fresh Approach to Business Process Design

Marco Kelderman, Business Architect, LAB27

Marco Kelderman

Business Architect, LAB27

Marco Kelderman is an independent Business Architect at LAB27. Marco looks at problems from a different perspective and has a strong focus on reducing complexity to simplicity.  He challenges people’s thinking, to get them out of their comfort zone into thinking about ideas and possibilities.

Using BPM as a Tool to Deliver Operational Excellence: Identifying and Delivering Value through Process Improvement
EA as a Tool for Innovation: Fostering a Culture of Intrapreneurship

Fahrat Khan, Lørenskog Municipality, Norway

Enterprise architecture enables holistic analysis of an organization and by utilizing this new knowledge on the status quo, organizations can develop methods to gather opportunities for innovation and intrapreneurship.

Process innovation is one of the main pillars of how an organization can look into how it can work differently. Instead of perceiving EA as an IT initiative, EA can be utilized much broader in an organization, both with regards to business transformation and organizational development.   Farhat shares her experiences from EA roles in large organisations.  Learning points include:

  • Enterprise Architecture and co-relation with innovation
  • Opportunities that arise from enterprise analysis and design and how a culture of intrapreneurship can be fostered.

An Introduction to Blockchain: Focusing on Business Value and Expectations

Eskil Swende, IRM Sweden & Daniel Lundberg, Archinemus

The development of Blockchain technology is unique. It is driven by business needs and not by the technology itself. The need to secure business transactions is growing; not only financial transactions, but also when we buy our food, a diamond or our new house.

As enterprise architects we need to prepare ourselves and our organisations for this technology. We need to digitalize our Business Processes, establish a professional Information Architecture and develop and describe our Business Model Canvases. We need to develop our Blockchain Capability and initiate the change process needed to achieve business value, when the Blockchain Technology is ready to use.

You will take away:

  • Knowledge of Blockchain development
  • How to prepare yourself and your Business for the use of Blockchain Solutions
  • How to bring your Business Architecture in good order for Blockchain Solutions
  • Business Cases so far and what to expect in the near future

Selling Business Architecture as a Value Proposition/Service to your Business

Harminder Duhra, Prudential

How do you sell Business Architecture as a Value Proposition/Service that demonstrates real value to your Business?

Business Architecture Value Propositions/Services:

  • Supporting Design Activity: Business Model and Target Operating Model
  • Supporting Investment/Business Planning
  • Supporting IT Architecture

This presentation will focus on marketing and selling Business Architecture services through the use of visual output/blueprints. These have been applied to designing High Level views of the Target Operating Model and influencing Investment Planning submission.

This has enabled Harminder to deliver real benefits/value add to organisations in enhancing key value propositions ensuring Investment and uplift in Business Capabilities that require it to deliver the TOM.

Parallel Innovation Processes – Bootlegging Projects in the Pharmaceutical Industry

Claudia Michalik, Bayer

Successful innovation does not always happen alongside official development projects. Often, visionary individuals inside large organisations overcome various obstacles, constraints and explicit management disapproval to get their innovative ideas off the ground – not seldom resulting in groundbreaking products such as 3M’s Post-It notes, Audi’s Quattro, Bayer’s Aspirin and Ciprofloxacin. These so called ‘Bootlegging’ or ‘Skunkwork’ projects follow a hidden parallel innovation process that lies outside official project governance and therefore is organised in a very efficient and budget conscious agile way.

This session provides a case study of Bayer that introduces the internal process flows of unofficial innovation projects within the Pharmaceutical Industry. It highlights that successful innovation does not always have to follow a rigid development process but rarely happens without the vision, commitment and drive of single individuals within the organisation.

Attendees will learn:

  • Core principles of parallel innovation projects
  • How to run a much-needed project without official project support
  • How to manage resources and overcome obstacles

How to Ensure Coherence of Management Model with Focus on Orange Polska

Halina Pomykała, Process Management Manager, Orange Polska

BPM beneficial influence can either result in improving operational results or create the coherence frames to build consistent management model focused on achieving strategic and operational targets. The research conducted by the speaker provides overview of BPM usage in organizations with special attention to synchronization of the approach with different managerial systems (like strategic management, management by objectives, risk management etc.)

This session will cover:

  • Summary of managerial concepts and their possible reference to process approach
  • Practical use of process approach in managerial concepts based on interviews with respondents
  • Similarities and differences in the construction of process approaches applied in different organizations
  • Conclusions on the state of usage of BPM within the organisations

11:40 - 12:30
EA as a Tool for Innovation: Fostering a Culture of Intrapreneurship

Farhat Khan, CEO & EA Consultant, Digital Lead

Farhat Khan

CEO & EA Consultant

Digital Lead

Farhat is a Danish EA Consultant with strong international experience from leading roles in Oil, Retail and Telecom sectors where she has contributed to enhance alignment between business and IT for 12 years. Currently she is the CEO and lead EA consultant in Digital Lead in Norway. She is passionate about identifying innovations in the structure and processes of an organization. She works with details on mapping processes, technologies & capabilities and bringing it all to a holistic approach for a consolidated execution of strategies and achievement of organizational goals. Farhat has multidisciplinary background in IT, Business Administration & Social Science.

An Introduction to Blockchain: Focusing on Business Value and Expectations

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.

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.  Follow Daniel @lundbergdaniel

Selling Business Architecture as a Value Proposition/Service to your Business

Harminder Duhra, Senior Business Enterprise Architect, Nationwide

Harminder Duhra

Senior Business Enterprise Architect


Harminder Duhra works for Nationwide to help shape and influence complex business change and transformation activity within their Change and Transformation community. He is the creator of EA-DPE Business Change and Design Framework; which brings together strategy, design and investment planning. This enables Harminder to enhance value propositions and services in line with maturing Change and Transformation practice at organisations.

Business Change & Transformation Session: Shaping and Influencing your Investment Planning Process around Business Capabilities

Parallel Innovation Processes – Bootlegging Projects in the Pharmaceutical Industry

Claudia Michalik, Programme Manager, The BA Collective Ltd

Claudia Michalik

Programme Manager

The BA Collective Ltd

Dr Claudia Michalik is a true advocate of the agile way of business analysis and project management. In her day job she delivers major transformation programmes in Finance and Technology. She is passionate about improving business analysis capabilities across organisations and she speaks internationally on topics relating to business analysis, design thinking and agile approaches. Claudia holds masters degrees in Business Economics and Business Science and a PhD in Innovation & Technology from international alma maters.

How to Ensure Coherence of Management Model with Focus on Orange Polska
12:30 - 14:00
Lunch, Exhibits & Perspective Sessions
Perspective Session: Enterprise Architecture: Your Pathway to GDPR Compliance

The GDPR deadline is looming. If your organisation wants to continue trading in Europe after 25th May 2018, you’re going to need a plan. In this session we’ll be exploring how your EA practice is a critical driver to GDPR compliance, and how you can best prepare.

We will explore how organisations can make the most of the tools at their disposal to assist with their compliance and we will cover:

  • How to successfully understand and interpret GDPR from an Architectural standpoint
  • How to manage and represent the flow of data throughout your Enterprise
  • How to integrate compliance across the scope of your Architectural initiative

Perspective Session: Integrate Customer Journey Maps with Process and Decision Models for Greater Effectiveness

Mark McGregor, Author & Business Performance Coach

Beyond the hype, Customer Journey Maps, are an effective way to communicate objectives and help set process priorities. They don’t solve all your problems, but when understood and used correctly they should form a key part of your BPM initiative. By connecting journeys, with the processes that implement them, you can ensure that your BPM efforts are focused on the highest value areas of your business. When you attach decisions, you are easily able to identify rules that are outdated or impede your ability to deliver the goods or services you need.

In this session, we will explore good and next practices on:

  • How to Create Customer Journey Maps that Engage People
  • Using Customer Journeys to Assess Process Priorities
  • Connecting Journeys with Processes and Decisions.

13:00 - 13:25
Perspective Session: Enterprise Architecture: Your Pathway to GDPR Compliance

Sam Skalla, Consultant, Orbus Software

Sam Skalla


Orbus Software

Sam Skalla, a certified Millennial, is based at Orbus Software’s London Headquarters. Sam works as part of Orbus’ EMEA New Business team primarily focussing on projects developing architectural maturity and enabling Business and IT Transformation through iServer deployments.

Perspective Session: Integrate Customer Journey Maps with Process and Decision Models for Greater Effectiveness

Mark McGregor, Author & Business Performance Coach (On behalf of Signavio)

Mark McGregor

Author & Business Performance Coach (On behalf of Signavio)

Mark has authored or co-authored four books on Business Process Management, including “Thrive! How to Succeed in the Age of the Customer” and “In Search of BPM Excellence” and “People Centric Process Management. Mark is widely respected for his knowledge and views on both BPM and Enterprise Architecture and is the creator of “Next Practice”. He has variously been described as a ”BPM Guru”, a “Thought Leader” and a “Master of Mindset”

While being involved with the Business Process and Modelling Tool industry since the early 1990’s, Mark held senior executive positions with a number of leading technology vendors and was most recently a Research Director with Gartner.

Passionate about the people aspects of change and BPM, Mark has spent much of the last 15 years travelling the world, learning, teaching and researching the cultural aspects of change and how executives perceive BPM, Architecture and related process improvement techniques. In this capacity, he has been fortunate to interview and interact with many CEO’s and Senior Executives.

With qualifications in Six Sigma, PRINCE2, Neuro-Linguistic Programming and Hypnosis! Mark suggests that it is the variety of his studies which provide the depth he offers to his clients, in his words “It is the difference that makes the difference”

Perspective Session: Knowledge Curation – A New Approach for Stakeholder Communication

Ian Mitchell (a.k.a. The Artful Modeller), Prolaborate

Creating useful enterprise architectures and practical business processes each demand a high level of stakeholder engagement. But they also require high levels of modelling skill. This creates a dilemma for modellers. How do we engage our stakeholders with those models, without blinding them with exotic notation and wall-covering diagrams, but still get the input we need?

We are seeing a new skill for analysts and modellers – Knowledge Curator. This session looks at what a Knowledge Curator needs to know, about their business, their stakeholders and their models, and sets out a simple approach to tacking this challenge. The session doesn’t require any knowledge of any particular modelling notation or technique – we have good and bad examples from lots of them.

Perspective Session by Appian: The Future of Digital Transformation

What does it take to transform an organisation in a digital age? How much are you spending your IT resources and maintenance vs. innovation compare to the industry average? Join this session to learn how companies across industries are leveraging Artificial Intelligence, Machine Learning, Robotic Process Automation and Internet of Things to improve customer experience and operations.

13:30 - 13:55
Perspective Session: Knowledge Curation – A New Approach for Stakeholder Communication

Ian Mitchell, (a.k.a. The Artful Modeller), Prolaborate

Ian Mitchell

(a.k.a. The Artful Modeller), Prolaborate

Ian has been a BA for more than 20 years, and has taught, mentored and led teams of BAs in many industries. He’s written and taught courses on UML and BPMN, Sparx Enterprise Architect and team modelling, and is an enthusiastic, entertaining and engaging speaker. See his blog: The Artful Modeller –

Perspective Session by Appian: The Future of Digital Transformation

Sathya Srinivasan, Principal Solutions Architect, Appian

Sathya Srinivasan

Principal Solutions Architect


As a Principal Solutions Architect, Sathya is one of the most senior technical individual contributors within the Solutions Consulting team. Based in London, he is responsible for partnering with the Sales Vice Presidents and Director of Solutions Consulting to build relationships and develop deep architectural and technical solutions for customers and prospects.  Sathya has over 20 years of experience working with various IT technologies and organisations. In Appian, Sathya has been a Principal Architect for the Professional Services responsible for Architecting and delivering Appian solutions. He has worked on projects across the globe, including Europe, Middle East and Australia.

Enterprise Architecture Keynote: The Enterprise Architect’s Role in Security Architecture

Jane Chang, Enterprise Security Architect & Dan Gillow, Enterprise Architect, Centrica

Security is a growing concern in all organisations. When thinking of Enterprise Security Architecture, frameworks such as TOGAF and SABSA are the industry de-facto standards; but how are they actually applied in an enterprise? Driven by the growth of cloud platforms and software, in 2014 Jane Chang was appointed to lead the effort to implement an Enterprise Security Architecture within Centrica.

Jane will speak for the first time about her experience, the successes and the lessons learnt. Supported by Dan Gillow with the use of tools she managed to bring the architecture to life in Centrica.

You will learn:

  • The value that an Enterprise Architect brings to the definition of a Security Architecture
  • The value of the work and how it is applied to Cloud.
  • Typical to all architectural work, the challenge of balancing the perspectives of people, processes and technology

BPM Keynote: Stretching Continuous Improvement (CI) to Act as a Key Enabler for Business Performance and Outcome…Even in Time of Crisis

Ýr Gunnarsdóttir, Operational Excellence/Continuous Improvement Deployment Lead, Shell International

This session will touch upon how CI can drive Operational Excellence ways of working in times of ‘calm and crisis’

• The foundation needed to put the business value ‘stake in the ground’ through a credible approach and business partnerships.
• Integrating the right elements to make CI fit for purpose with focus on leadership, business priorities, front line, purposeful development of people, engagement and communication.

AND showcase how CI ways of working enabled Europe’s largest refinery to start-up in less than one month after a full shut-down due to a power failure

• ‘Diversions can be used by some as an excuse to ‘just do it – no time to think about this CI stuff’ or as an opportunity to act fast to deliver safe, focused, controlled and aligned results.

What will I learn?
How a pragmatic roll out and use of CI principles and approaches can establish a fit for purpose ways of working and a culture of collaboration to drive competitive advantage through relentless business focus.


14:00 - 14:50
Enterprise Architecture Keynote: The Enterprise Architect’s Role in Security Architecture

Jane Chang, Executive Advisor, Centrica

Jane Chang

Executive Advisor


Jane is the Lead Security and Industry Architect within the Enterprise Architecture team having the responsibility to develop the Security Reference Architecture. She has delivered a Security Architecture Framework within the Cloud Environment.  Jane was trained as a Computer Scientist and chartered as a Chartered Engineer since 1994. She has over 25 years of experience in IT. She has in-depth knowledge of the energy industry and has been instrumental to the early shaping of the British Gas Smart Metering Architecture which contributed towards the Smart Metering roll-out in the UK.

Daniel Gillow, Enterprise Architect, Centrica

Daniel Gillow

Enterprise Architect, Centrica

Daniel Gillow is an Enterprise Architect at Centrica responsible for the design, implementation and maintenance of strategic tools for Enterprise Architecture. In the past two years, Dan has been instrumental in establishing a common architecture repository for capturing Centrica’s application and technology portfolio. Dan rolled out the Enterprise Architecture tool to architects and designers, and gained their commitment to populate strategic content which is key to serve the Enterprise in IT strategic planning.

Dan is an experienced IS professional and a certified TOGAF practitioner. He has given continuous support to Jane Chang and her team in ensuring the Enterprise Security Architecture is captured and aligned with the basic Enterprise Architecture model based on TOGAF so that it can benefit the IT community.

BPM Keynote: Stretching Continuous Improvement (CI) to Act as a Key Enabler for Business Performance and Outcome…Even in Time of Crisis
People, Politics, and Messy Business: Tackling the Human Aspects of EA

Philip Hellyer, EA Consultant & Coach, Philip & Finch

As enterprise architects we aspire to solve business problems that often exceed the capabilities of our traditional approaches and techniques. But we’re getting better at tackling the intractable elements of architecture, contributing genuine business value, and participating in boardroom conversations.

With our technical backgrounds we are often most comfortable with a particular worldview, one in which the system can be controlled, where feedback cycles behave as expected, where every output has an ultimate cause, and where that cause is understandable.

Each of us is somewhere on that journey from deeply-focussed techie to well-rounded and effective architect. We’ll get there faster by learning from the stories of those who have gone before:

  • EA from scratch in rapid-growth companies
  • Expanding your boardroom awareness and influence
  • Enterprise Design as it impacts Enterprise Architecture
  • Architecting for purpose, identity, and feedback loops

Enterprise Architecture for the Digital Age

Nick Reed, Vice Chair of the Association of Enterprise Architects London Chapter and Chief Customer Officer at BiZZdesign

The increasing speed and scope of digital disruption means EA is more relevant than ever in enabling enterprises to adapt for competitive advantage.  However, the priority of innovation and agile ways of working demands a different kind of EA, which promotes customer centricity, outcome orientation and new communication methods.  This presentation will cover:

  • Drivers of change
  • Dealing with volatility, uncertainty, complexity and ambiguity
  • Speed of change as competitive advantage
  • Agile and bimodal ways of working
  • Key changes and how EA can adapt and thrive
  • Examples and key take-aways for EA practitioners

Business Architecture Adds Value by Connecting the Dots...

Michael Noonan, Director of Business Architecture, Capita Transformation

Wondered what value the Business Architecture geeks in the corner add to the organisation? Quite simply by connecting the dots of an organisation both inside-out and outside-in. But how do they benefit Operational Excellence within an organisation… come along and find out.

Innovating from Paper to Digital

Martin Sykes and Matthew Richards, Cambridge Assessment

How do you move from a paper product to the digital economy without losing your business? The examinations industry is a case in point. While often seen as out of step with the digital age, it is still broadly considered trustworthy, reliable and robust, but also commonly conjuring images of rows and rows of candidates taking written examinations in a gymnasium. Digital innovation, and the life-changing implications for students if we get it wrong, does not make an exam board a natural environment for digital innovation.

  • Why cost and revenue don’t change in proportion as you go digital.
  • How customers value digital compared to paper
  • The economics that don’t scale as easily as technology vendors would claim

However, innovate we must. Disruption is impacting education, just like any other. During this session we will explore some of the approaches we have developed to transform our assessment products and associated support, which are used in over 160 countries worldwide.

In the following conversation we will look at the factors that impact the digital transformation for a business.

Implementing Sustainable Change: Structure and Culture in Harmony

Sasha Aganova, Process Renewal Group

Have you ever successfully implemented a technically superior solution to only see its performance degrade and breakdown over time? If you have, then you have witnessed the effect of cultural inertia first hand! Having a perfect solution, what we call structure, is not enough, the cultural implications have to be considered, and a plan developed to bring the culture along, or to adapt the solution.

In this session, Sasha will present a unique approach to bringing sustainable long lasting change to organisations. It is about allowing the structure and culture to move together harmoniously. Sasha will share real life case studies showing how to develop a coordinated change plan that ensures solutions are implemented, accepted and sustained.

  • Discover a methodology and case studies for creating long lasting results.
  • The un-stickiness of change and why it happens
  • Process-centric change projects – structural and cultural
  • Developing the coordinated change plan
  • Designing supportive cultural solutions
  • Sustaining the change and making it stick

14:55 - 15:45
People, Politics, and Messy Business: Tackling the Human Aspects of EA
Enterprise Architecture for the Digital Age

Nick Reed, Chief Customer Officer, BiZZdesign

Nick Reed

Chief Customer Officer


Nick Reed is Vice Chair of the Association of Enterprise Architects London Chapter and Chief Customer Officer at BiZZdesign, responsible for consulting, training, support and presales functions, and is the ‘voice of the customer’ within BiZZdesign.  Nick has worked with numerous enterprises on EA practice establishment, maturity improvement and tooling implementation, and has a particular interest in customer centricity and innovation.

Business Architecture Adds Value by Connecting the Dots...
Innovating from Paper to Digital

Martin Sykes, Chief Architect, Architect Coach

Matthew Richards, Deputy Director for Innovation and Development, Cambridge International Examinations

Matthew Richards

Deputy Director for Innovation and Development, Cambridge International Examinations

Dr Matthew Richards is the Deputy Director for Innovation and Development at Cambridge International Examinations, a division of Cambridge Assessment. Matt has led the development of a number of key digital initiatives focusing on teacher and learner support and exams administration. He is currently responsible for the strategy and implementation of digital assessment in CIE, both in terms of Computer-Based Testing and e-Portfolios.  Prior to joining Cambridge International Examinations, Matt held a number of related roles, focusing on the use of technology in education. These included both research into the use of technology in assessment and learning, as well as more practical approaches to online teacher support.

Implementing Sustainable Change: Structure and Culture in Harmony
15:45 - 16:15
Networking Break & Exhibits
Using EA to Derive a Portfolio of Change Traceable to Your Business Strategy

Dave Wardell, Chief Enterprise Architect, Yorkshire Building Society

This will look at how Yorkshire Building Society took their corporate strategies derived programmes of work needed to realise them.
They did this by using the business architecture components in TOGAF and produced traceable robust models that were used to prioritise what should be done first, identified things that had to be put in place but weren’t identified in the original proposals, identified synergies and dependencies across initiatives. The models show what happens to the strategic outcomes if an initiative is cut or delayed; surfacing decisions on conflicts, removing some of the unexpected consequences of changes to priorities, and enabling exploration of alternatives to deliver the same goals; be they changes to people, processes, information or technology.

The Art of the One-Page Architecture: Excellent Architecture, Excellent Delivery

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

You can’t hide poor architecture with fancy graphics, but you can fail to communicate excellent architecture with poor delivery. This session will explore the approach of getting your architecture on one page (sizes may vary). These techniques have been described in the book Stories That Move Mountains and will here be shown with examples and the key steps necessary to repeat the process with your own content. Methods are drawn from information analysis, story telling techniques, influencing skills, infographic design, and storyboarding.

  • Evaluate what your audience needs from your materials.
  • Identify the key dimensions and elements to include in the 1 page view.
  • Understand how to tie a narrative with the visual.

Breaking Out and Laying the Foundation for a Digital Enterprise

Richard Callaghan, Strategy Architect, Canada Life & Richard Kernick, Derigo Consulting

How do you begin a journey of transformation? Canada Life’s IT challenges will sound familiar to many – poorly met expectations, lack of alignment, the increasing demand for change. We recently began to plan a different world. We fused ideas from tiger teams (devolved decisions), capability mapping (a business model), microservices (business domain focus, segregation), DevOps and lean (efficiency) and charted our course. We’ll talk about how we dealt with governance and organisational structures, and changed the focus from technology and projects to products and services. Hear how we met the challenges of ingrained mindsets and boiling the ocean. This session will show how we are navigating an uncertain path to break out of old ways and lay the foundations for a digital enterprise.

  • The value of looking at IT as a manufacturer of goods and provider of business (not just ITIL) services
  • An integration pattern that creates real separation of concerns and fits naturally alongside business process management (unlike many attempts with SOA and ESB)
  • Challenging ways of thinking that unknowingly constrain us

Artificial Intelligence, Decisions and Adaptive Case Management

Silvie Spreeuwenberg, LibRT

Making a decision is more than connecting input and output. There is typically a person accountable using knowledge to make the decision. We have been automating decision making while we automated the process. Most often we did that implicitly, burying the decision logic in systems and code. The result is hard to maintain legacy systems, a business that is executing a non-optimal value stream and non-compliance due to working in silos. Artificial intelligence, adaptive case management and business rules management is not THE solution. But a combination of the three and a holistic view on the enterprise is a very good solution.

You will learn from this session:

  • To give your business the freedom to explore and find the best value stream.
  • To define business rules and prevent your business from making mistakes or being non-compliant.
  • To use intelligent models (AI) so that your systems learns from the past.

The Big O: Finding the Opportunities in Process Improvement

Roger Tregear, Leonardo Consulting

Process improvement has a dubious reputation.  It seems to take too long to deliver too little, and be about putting band-aids on pain points. It mustn’t be like that; we are looking for process excellence, not mediocrity.

All process improvement is about SWOT analysis. What strengths must we protect and magnify? What weaknesses do we need to find and fix? What opportunities can be discovered and realised? What risks can be uncovered and counteracted? Out of all of these, weaknesses get the most attention, and opportunities the least. Pain relief, i.e. fixing broken processes is important, but we also need to think about improving processes than don’t yet exist.

This presentation draws on real-world examples of The Big O, finding non-obvious opportunities to create new process outcomes.

Delegates will learn:

  • How to find exciting process opportunities
  • Why opportunity analysis is critical for success
  • An opportunity-aware process analysis approach

16:15 - 17:05
Using EA to Derive a Portfolio of Change Traceable to Your Business Strategy

Dave Wardell, Chief Enterprise Architect, Yorkshire Building Society

Dave Wardell

Chief Enterprise Architect, Yorkshire Building Society

Dave Wardell has worked in Enterprise Architecture for over 20 years in Lloyds, HBOS and latterly the Yorkshire Building Society.  Whilst EA has its origins in IT he has always been trying to move the discipline away from just IT, through EA being a method of “aligning” IT to “the business”, to EA being about Architecting the Enterprise.  It’s not been a straightforward journey not helped by the discipline’s origins and the assumptions people make that a technical method equals a technology method.

The Art of the One-Page Architecture: Excellent Architecture, Excellent Delivery
Breaking Out and Laying the Foundation for a Digital Enterprise

Richard Callaghan, Strategy Architect, Canada Life

Richard Callaghan

Strategy Architect, Canada Life

Richard Callaghan is the Strategy Architect at Canada Life, previously holding the position of enterprise architect lead for various lines of business. As a long serving employee Richard has seen the evolution of the IT function through many stages and acquisitions.

Richard Kernick, Consultant, Derigo Consulting

Richard Kernick

Consultant, Derigo Consulting

Richard Kernick formerly held lead architecture and strategy positions in the professional services and insurance industries. Now, as an independent consultant, he works with organisations on transformation programmes focusing on the role of technology in the context of the business’ strategy. He has spoken at events on the digital workspace and creating a digital strategy.

Artificial Intelligence, Decisions and Adaptive Case Management

Silvie Spreeuwenberg, Founder, LibRT

Silvie Spreeuwenberg



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 ( and ).

The Big O: Finding the Opportunities in Process Improvement
17:05 - 18:30
Drinks Reception & Exhibits
BCS Enterprise Architecture Specialist Group: Turning EA Upside-Down and Outside-In and Back-to-Front! A lighthearted discussion on how to make EA more relevant for the today's business challenges

The session will be led by Lorne Mitchell following a successful set of evening events over the past two years. Lorne will be joined by Sally Bean, Chris Potts and Kasper Randrup who will put forward some challenging ideas before opening up to the audience for Q&A and discussion.  As in previous years, the session will be recorded and put on YouTube by the BCS.

18:30 - 19:30
BCS Enterprise Architecture Specialist Group: Turning EA Upside-Down and Outside-In and Back-to-Front! A lighthearted discussion on how to make EA more relevant for the today's business challenges

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.

Sally Bean, Business Systems Consultant, Sally Bean Ltd

Chris Potts, Mentor, Trainer and Author

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.

Wednesday 18 October 2017: Conference Day 2 & Exhibits
Plenary Keynote: Red Monkey Innovation Management - Organisations in Search of a New Balance

Jef Staes

The world is changing faster and faster. Organizations, companies, schools and regions have to adapt to a world that is flooded with information and need to increase their power to learn and innovate dramatically. Today’s organisations and companies however are not able to create the right learning and working environment that enables and energizes disruptive innovation by using passion for talents. We unintentionally transformed talented adults and children into passionless sheep. We have to rethink the organization of working and learning. We have to boldly go for disruptive business innovation powered by disruptive culture innovation. This session is a plea for a dramatic change in the organization of work and education. After this session 2D, 3D, Sheep and Red Monkeys will be branded in your brain. You will become disrupted.

  • Attendees will learn that transforming organizations into real learning and innovating organizations will not be possible with consensus but will be driven by conflicts
  • Attendees will learn a new model for disruptive innovation: Red Monkey Innovation Management
  • Attendees will understand the impact of today’s information luxury on the organization of learning and work. We have to get rid of our diploma-addiction and go for Competence Playlist Based learning and working

09:00 - 10:00
Plenary Keynote: Red Monkey Innovation Management - Organisations in Search of a New Balance
An Unexpected Journey – Building a Business Led Enterprise Architecture

Tim Blaxall, Global Head of Enterprise Architecture, Zurich Insurance

There is an increasing trend highlighting the need for Enterprise Architecture to be more business led, ensuring a strong alignment to strategy and maximising a capability led approach that builds on core business architecture techniques. So what is it like in practice to develop a business led Enterprise Architecture that brings together business and IT architecture domains into a single coherent business agenda. Zurich Insurance Company Ltd. embarked on this journey over two years ago, building on existing architecture teams and this session will share the successes, failures and learnings of the approach to date highlighting:

  • The key attributes of the Enterprise Architecture
  • Approaches to aligning the Business and IT architecture domains into a single agenda
  • Managing the multi-speed IT that needs to cope with the impact of customer and digital innovation as well as a legacy landscape
  • The organisation and governance to support effective architecture delivery

What delegates will learn:

  • What does a business led Enterprise Architecture mean in practice
  • Approaches to aligning business and IT architectures
  • Practical experience and lessons learned in setting up and delivering a EA function

Implementing EA in the Government Sector: Practical Considerations

Gerry Moloney, Head of Solution Architecture, National Treasury Management Agency

This session shows how to create an Enterprise Architecture Function considering bureaucracy within an Organisation with maximum impact and minimal distribution. By creating a mission statement, marketing yourself appropriately as an “Architecture Assurance” Service. Explaining to the Business why the service is required, and what the Function does.  How it helps improve inputs and outputs to the various committees and processes within the Organisational Structure, concentrating on the information exchange and decision points. From reducing risks to enabling the protection of corporate reputation. Practically injecting into existing Project Identification & Change Control processes by creating and aligning an IT Strategy to the Corporate Strategy. Along with what support is required, and our adopted approach.   What you will learn is:

  • Implementing Enterprise Architecture as an “Architecture Assurance” Service
  • Why it matters? What our service does? Who we help?
  • What support is required?
  • Our adopted approach

Change Design: A Story of Digital Transformation

Nigel Green, Change Designer, 5Di Ltd

This is the story of how a major U.K. high street presence that is approaching their digital transformation, and the tangible business benefits of their cloud- enabled approach. This session will cover both business and technology architecture implications, and will include how a traditional business can benefit from the design patterns, and technologies adopted by the born digitals (e.g. Netflix, Google, and Amazon).

Nigel will also introduce a set of easy-to-adopt Change Design tools & techniques that can help the Digital Transformation. Hell explain how he uses these tools every day; He helps both traditional firms and start-ups adopt the ways of the Digital-natives.

Shaping Digital Transformation Through Collaboration

John Gotze, Editor-in-Chief, Senior Advisor at QualiWare

Digital transformation programs often promise great improvements in efficiency and effectiveness, but too often ends up creating enterprise awkwardness due to technocratic approaches and old-fashioned management approaches. Over the past couple of years, several new approaches have emerged, where the focus is on customer experience and design thinking, but they often fail in getting organisational buy-in and hence don’t create lasting effects. At the same time, digital transformation is becoming a high-priority effort at executive levels in more and more enterprises, and organisational design innovation, management hackathons and crowd-strategizing are becoming the norm rather than the exception. This presentation will focus on organizational design challenges facing the digital transformation.

  • Why Is Enterprise Awkwardness Hard to Avoid? – and What To Do About It?
  • Enterprising Collaboration Patterns: Understand the structural elements of a viable collaborative transformation methodology.
  • Digital Transformation Learning Factory: Exemplified with the Digital Factory Lab at Aalborg University, experiences with organisational learning are shared and discussed.

Days Not Weeks or Months – Process Change in Agile Timeframes

Alec Sharp, Clariteq Systems Consulting

In 35 years of consulting, the biggest single change seen by the speaker isn’t in methods or technology – it’s increasingly aggressive timeframes. Process modelling and analysis efforts that used to take weeks or months, without delivering a changed business process, are now expected to deliver useful results in drastically shorter timeframes. On top of that are changing regulations, customer expectations, and business models. And don’t forget the ever-present cost-pressures.

The good news – continued practice and refinement has led to a “minimalist” session plan that delivers significant results in just two or three days. That’s what this session will introduce. Topics explored include: why starting with “venting” can speed things up; facilitative techniques; the importance of clarifying “what” while setting aside “who and how;” the problem with problem statements; how much “as-is” modelling is enough; and a feature-based approach to process design that mitigates against unanticipated consequences.

Key learning points include:

  • Proven, point-by-point session plans including work product, method, and timing for two-day and three-day “Process Challenge Sessions.”
  • The techniques the agendas employ, why they work, and why the sequence is critical
  • How the same basic structure can be employed outside Process Change, e.g. for Organisational Change or Conflict Resolution

10:05 - 10:55
An Unexpected Journey – Building a Business Led Enterprise Architecture

Tim Blaxall, Global Head of Enterprise Architecture, Zurich Insurance

Tim Blaxall

Global Head of Enterprise Architecture, Zurich Insurance

Tim Blaxall, Global Head of Enterprise Architecture, Zurich Insurance Company Ltd., has worked as a business architect for 20 years, developing the role and approach since 1997 in a number of Insurance companies, as well as spending some time as a management consultant with IBM. Having setup and run a number of Business Architecture teams, including developing target operating models and the introduction of design thinking into the architecture approach, he is  now developing the next stage by creating a Business led Enterprise Architecture function that is aligning Business, Data, Application and Infrastructure domain architecture teams into a consolidated EA approach.

Implementing EA in the Government Sector: Practical Considerations

Gerry Moloney, Head of Solution Architecture, National Treasury Management Agency

Gerry Moloney

Head of Solution Architecture, National Treasury Management Agency

Gerry is Head of Solution Architecture, National Treasury Management Agency in Ireland. He is an accomplished architect and qualified computer engineer with 20 years’ experience, who can efficiently & effectively manage, architect, design and deliver large scale initiatives to meet highly demanding business requirements, including matters of national significance. He can create a centre of excellence for Enterprise Architecture and Microsoft technologies from greenfield stage to full operations. He has experience of managing budget, procurement, tendering, implementing enterprise architecture, solution delivery, managing & mentoring staff (both internal & external), with teams of up to 20 resources. Specialties include: TOGAF 9, COBIT, ITIL, Six Sigma (Green Belt), Prince2, Microsoft technology stack, SharePoint, Office 365, and Azure.

Change Design: A Story of Digital Transformation

Nigel Green, Change Designer, 5Di Ltd

Nigel Green

Change Designer, 5Di Ltd

Over his career, Nigel Green has focused on change strategies, and business-technology architectures, for large organisations, including: CLP Power Hong Kong, Hutchison Port Holdings, and DHL Worldwide Express, among many others. Most recently, he’s been helping a major European retail business in their transformation from a traditional, to a Digital-era, business.  Nigel is most known for his ability to straddle IT and business worlds, thus preventing loss-in-translation between the two. He is recognised worldwide as a thought-leader and author.  In 2007, Nigel co-authored “Lost In Translation: A handbook for Information Systems in the 21st Century”, in which he and his co-author, Carl Bate, discuss the trend towards distributed data processing and other concepts that under-pin today’s digitally enabled world. Today, Nigel advises companies worldwide on how to prepare for & execute large-scale, technology- enabled, programmes

Shaping Digital Transformation Through Collaboration

John Gøtze, Senior Consultant, Qualiware

John Gøtze

Senior Consultant


Dr 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.

Days Not Weeks or Months – Process Change in Agile Timeframes
10:55 - 11:25
Networking Break & Exhibits
Mentoring an EA Team: A Case Study at Vesta Corporation

Roger Evernden, Enterprise Architect,

Since 1995, Vesta Corporation has been a pioneer in processing fully guaranteed card-not-present (CNP) payment transactions for global telecoms. They have steadily expanded their leadership, providing multi-channel payment solutions for industry leaders such as AT&T, T-Mobile, Vodafone, Telcel, and China Unicom, and broadening their solutions to support all merchants selling goods and services.

In 2015 Vesta established an EA practice. The architects trained to become TOGAF 9.1 certified, but wanted a primer or boot camp to bring the entire team up to speed to be more aligned with EA disciplines. They embarked on an innovative combination of online training and webinars in a nine-month program to build the capabilities and confidence of the entire team.

  • How to supplement the two levels of TOGAF with a third-level of practical tips
  • How to pace learning about EA at the initial, under development and defined levels of maturity
  • Lessons learned from this approach

EA for Smart Governments: A Collaborative Framework

Amit Tiwary, Principal Enterprise Architect, Victoria Public Services

Challenges of local governments in becoming smart government: this part of the presentation will discuss the limitation of current architecture frameworks to transition restrictive and old IT infrastructure and services into adopting new technology. In addition to the technological challenges, the financial resources are limited to the local government departments. Lack of whole of government planning and adoption of technology results is disparate solutions. This section will identify the key challenges faced by the local governments and risks it creates to the residents regarding the security of residents and also inefficient use of the technology funds, providing inadequate services

Key elements of CEAF (Collaborative Enterprise Architecture Framework): This part of the presentation will explore key components to exemplify the challenges of trust, timeliness delivery of information and the sustainability of the CEAF in context of the environmental issues

Adopting CEAF to incorporate technologies in local governments: This part of the presentation will discuss the steps required in adopting CEAF across local governments. This chapter will also identify the risks and issues that could arise using CEAF and how to mitigate them.

Roadmaps and governance: This part of the presentation will outline the future of the CEAF in changing IT landscape of the Smart local governments and process for successful implementation.

Business Architecture: What is It?

John Zachman, Zachman International

John Zachman recently attended a Business Architecture Conference that was heavily populated with people who were passionate and involved in animated discussions about Business Architecture!

He saw people having violent disagreements but they weren’t even talking about the same thing!

He saw people having violent agreements … but actually were talking about completely different things!

He saw people who had no idea what they were talking about and would disagree with everybody talking about anything.

The question is, “What is Business Architecture?” John can identify 209 different, plausible, precise definitions for Business Architecture. Until there is a way to precisely agree to its definition and boundaries, there is little possibility for meaningful discussion and collaboration in addressing this complex subject and understanding its implications relative to Business success.

  • 209 Plausible Definitions for Business Architecture
  • Implications of Your definition of Choice
  • Creating Precise Definitions to Clarify discussions

Compliant by Design

Steve Walmsley, Crown Prosecution Service & Bill Blackburn, Principal Consultant, Process Renewal Group

Organisations are operating in increasingly regulated markets. GDPR, MIFID II, SOX are on board agendas. Even sectors such as utilities that are labelled as deregulated have regulation and powerful regulators to provide a degree of harmonisation and set minimum standards of service.

Regulation is generally viewed as a burden leading to a compliance culture in organisations. A silo approach to addressing different regulations means that internal industries are created to service each set of needs. Often the reason for regulation is lost in time and compliance adds little value to business operations.

Taking a different perspective, understanding the motivation behind regulation allows business architecture to leverage compliance as a positive enabler of end-to-end process redesign and transformation.

This presentation describes the regulatory landscape in today’s organisations with commercial and public sector examples to show how a “complaint by design” principle can cut across regulatory regimes, minimise the compliance burden, drive change and allow evolving regulations to be readily adopted.

The session will discuss:

  • The regulatory landscape across industry sectors
  • Incorporating compliance aspects within business and technology architectures
  • Using the compliance imperative to do the right thing
  • Case studies providing practical examples in commercial and public sectors

Making Process Content for People Who Don’t Like Process

Charlie Bamber, Process Standards Manager, NFU Mutual

When it comes to process, there are three types of organisation. Companies with few or no documented processes that are effectively flying blind. Then there are those with processes which, deep down, they suspect aren’t really doing a great deal, and finally there are organisations with processes that cause their results. The aim is to move from the first group to the third as quickly and directly as possible.

Most firms are already somewhere on this journey. However, it is all too easy to lose enthusiasm, momentum or both and find yourself languishing in the second group with official processes that, despite your best efforts, bear no more than an accidental resemblance to the way people work.

If any of this sounds familiar, then fear not. This session will offer practical suggestions to help get your organisation back on track. Delegates will learn:

  • Why being shallow is a virtue
  • How to argue against process guidance being only for new starters
  • How to stop change from happening on the black market

11:25 - 12:15
Mentoring an EA Team: A Case Study at Vesta Corporation

Roger Evernden, Enterprise Architect - Consultant and Mentor,

Roger Evernden

Enterprise Architect - Consultant and Mentor

Roger Evernden has been at the leading edge of Enterprise Architecture since 1984. He is a Senior Consultant with Cutter Consortium, and also works independently as an EA consultant, mentor, coach and trainer. He is a popular EA speaker, and recently gave his first TEDx talk. He works with organizations around the world to help them achieve credible and authentic transformation through EA. He is author of “Enterprise Architecture – the eight fundamental factors” and manages a popular YouTube channel covering EA topics.

EA for Smart Governments: A Collaborative Framework

Amit Tiwary, Principal Enterprise Architect, Victoria Public Services

Amit Tiwary

Principal Enterprise Architect, Victoria Public Services

Amit Tiwary (BE, MSc, MBA (Executive)) has more than three decades of experience in developing pragmatic and implementable enterprise architecture solutions for supply chain, CRM, billing, Business Intelligence and single customer view strategy for major customers such as Simplot, Telstra, Origin, CBA, Australia taxation office and multiple other organizations.  Recently he established the enterprise and Business Architecture framework for Simplot, which has proven to be an extremely valuable communication device and has been further developed with subsequent Enterprise Architecture initiatives. This project assisted in discovering harmonization opportunities that cross business units and functional areas and is now driving efficiency and reduced costs efforts.  Amit has delivered multiple workshops and lunch time sessions on various management and information technology topics. In the past he has also been a sessional lecture for postgraduate courses at RMIT in the area of enterprise architecture.

Business Architecture: What is It?
Compliant by Design

Bill Blackburn, Principal Consultant, Process Renewal Group, UK

Bill Blackburn

Principal Consultant, Process Renewal Group, UK

Bill has played a leading role in transformation programmes across a range of industries, spanning both public and commercial sectors in the UK, Europe and North America. He has a systems engineering background and takes a holistic approach across organisations to achieve sustainable improvements.  Bill is a recognised expert in business & technology architecture and has successfully applies benefits management disciplines to drive technology-¬enabled business change. He has worked in regulated industries in the commercial and public sectors and presently engaged in a global enterprise on a GDPR-related initiative.  He presents regularly at conferences, recent events including Enterprise Architecture, Innovation and Modernising Justice.

Steve Walmsley, Crown Prosecution Service

Steve Walmsley

Crown Prosecution Service

Steve is a Solicitor admitted in 1985. After 5 years in private practice he joined the Crown Prosecution Service, prosecuting a broad range of cases in West Mercia, and London. He became involved in IT in 2002, joining the Compass Programme a very successful PFI with CGI as their IT Partners. Largely responsible for joining many and varied police systems to the CPS Case Management System, he has become a lawyer who knows enough about IT to be a hindrance,  but not enough to be a help.

Making Process Content for People Who Don’t Like Process
12:15 - 13:45
Lunch, Exhibits & Perspective Sessions
Perspective Session by iGrafx - GDPR & BPM - a perfect match

The General Data Protection Regulation (GDPR) is a regulation by which the European Government intends to strengthen and unify data protection for all individuals within the European Union. The regulation applies if the data controller or processor or the data subject is based in the EU. The Regulation also applies to organizations based outside the European Union if they collect or process personal data of EU residents.

To comply to the requirements and rules of GDPR, organisations need to adjust and standardise processes so that data breaches can be avoided. One central role also belongs to the Data Protection Officer being expected to both fulfill the role of a Compliance Officer and to be proficient at managing IT processes.

The session will discuss:

  • How iGrafx approaches the unification of processes to be compliant with GDPR rules and controls,
  • How the responsibilities of the Data Protection Officer can be mapped efficiently, and
  • How an efficient Risk and Impact Analysis can be put into place.

Perspective Session by BPM-D - Robotic Process Automation – Pragmatic Solution or Dangerous Illusion?

Digitalization dramatically changes the way organizations operate. New digital tools are available almost daily and many of them have the potential of a major impact. They may help achieve process performance never thought of before. Robotic Process Automation (RPA) is one of these digital enablers. It has created quite a bit of interest and is already delivering significant impact, mainly by increasing quality and efficiency through the replacement of the human workforce through a “digital workforce”. It could become a mainstream trend relevant for many businesses.

While all this sounds promising, the use of RPA also comes with some risks, like basically every automation technology. While RPA helps to do routine work faster and at a higher quality it also can make mistakes faster and with certainty. The use of RPA may also just cover symptoms without correcting the real reasons for issues and thus may hinder real progress.

The session will discuss:

  • What the typical value is of RPA;
  • What the risks are associated with RPA implementation; and
  • A pragmatic approach to reaching your RPA goals.

12:45 - 13:10
Perspective Session by iGrafx - GDPR & BPM - a perfect match

Katharina Hecht, Pre-Sales Team Lead, iGrafx GmbH

Katharina Hecht

Pre-Sales Team Lead

iGrafx GmbH

As a Pre-Sales Team Lead for the EMEA region, Katharina helps customers grow their business by leading implementation projects and teaching users how to best apply the iGrafx toolset, along with improving their process modeling skills. In addition, she is responsible for conducting Pre-Sales activities. Her process management experience is based on project work in the automotive and manufacturing industry at worldwide-leading companies, as well as on theoretical input in the field of Industrial Engineering.

Perspective Session by BPM-D - Robotic Process Automation – Pragmatic Solution or Dangerous Illusion?

Peter Franz, Founder and Managing Director, BPM-D

Peter Franz

Founder and Managing Director


Peter Franz is one of the two co-founders of BPM-D. He has been working at the forefront of Business Process Management for many years assisting companies in strategic process improvement and establishing a suitable BPM discipline. This, first in a senior leadership role at Accenture and now independently as part of this specialist, “boutique” consulting company. He has developed a number of innovative approaches encapsulated in the patent pending BPM-D framework. He is a results driven executive with a pragmatic ability of creating simple solutions to complex challenges.

Perspective session by Dell Boomi - Workflow automation, the ‘KEY’ to accelerate digital transformation

Workflow automation is a critical need for modern organizations pursuing digital transformation and IT modernization. However, most traditional business process management (BPM) systems are too costly and complex to quickly automate business workflows.

In this session we will discuss this key enabling technology that responds rapidly to successfully transition companies into being a highly productive, 21st-century organization.

  • Learn how you can transform and automate your business workflows with low-code development to increase efficiency, productivity, and business value.
  • Hear how you can connect your employees and partners to the applications and data they need, regardless of where the applications or data reside (in the cloud or on premise).
  • Understand how to accelerate workflow implementations, essentially getting the right data to the right application or employee at the right time.

GDPR & Centralized Consent Management Solution – Banking Group Case Study

David Holes, Chief Solution Architect, Ataccama

With the General Data Protection Regulation (GDPR) coming into full effect in May 2018, companies will be required to secure freely given, informed, and explicit consent to store and process the personal data of their customers, along with the implementation of other GDPR rights. Join this session to learn about the end-to-end GDPR solution we offer, and see how a major Banking Group has effectively implemented a customer data integration and centralized consent management solution with Ataccama.

13:15 - 13:40
Perspective session by Dell Boomi - Workflow automation, the ‘KEY’ to accelerate digital transformation

Sophie Cornick, Pre Sales Engineer Lead – UK & Ireland, Dell Boomi

Sophie Cornick

Pre Sales Engineer Lead – UK & Ireland

Dell Boomi

Sophie has nearly 20 years’ experience within the IT Industry in roles ranging from Programming through to Project Management as well as Service Delivery, Pre Sales and Professional Services Leadership.

Sophie is now part of the European Boomi Pre Sales Team where she has taken a particular interest in the Workflow solution (Boomi Flow) ever since the ManyWho acquisition in March 2017. Consequently there has been a great interest from organisations across Europe with many having a requirement for low code workflow automation.

GDPR & Centralized Consent Management Solution – Banking Group Case Study

David Holes, Chief Solution Architect, Ataccama

David Holes

Chief Solution Architect


David Holes is the Chief Solution Architect at Ataccama. He has 20+ years of experience designing effective Data Quality & Governance, Master Data Management, and Big Data Processing solutions for clients from various verticals (banking, finance, insurance, pharma, healthcare, manufacturing, logistics, government, etc.). Currently, David heads the GDPR competency at Ataccama and established our partnership with Deloitte to deliver complex GDPR solutions to our clients.

Enterprise Architecture Keynote: Finally - A Convincing Architecture Value Proposition

Mike Rosen, Research VP, IDC

The history of Enterprise Architecture is full of some fantastic successes, and many failed and cancelled architecture programs that did not live up to promises or potential. As architects, we are constantly challenged to articulate the value proposition in a way that business leaders understand. “Managing cost and complexity, blah, blah, blah”…of course it’s true, but has that argument even gotten your team more opportunity or funding? IDC interviewed a variety of CIOs with successful architecture programs and asked them to describe ‘How do you explain the value proposition of architecture to your business and executive peers”.

This session will illustrate 5 cases of successful architecture influence from a range of large and small enterprises and industries, and present the conclusions from IDC’s research:

  • Best practices for engaging with the business
  • Transparency, transparency, transparency
  • The architecture value proposition in 25 words or less

BPM Keynote: Has BPM Become a Dinosaur in the Age of Digital Transformation?

Tom Einar Nyberg, Head of Digital Operations, KPMG Norway

The need for Digital Business Transformation is fast-paced and in many organisations the traditional view of Business Process Management is that it is becoming “outdated” , “too slow” and “expensive”. In a world where processes are digital, dynamic and needs to be tailored to the customer – is BPM becoming a dated Dinosaur?  The short answer is NO – but as BPM professionals we need to adopt to our new circumstances – or we too will become “Extinct”.  We need to make sure that the BPM discipline can deliver value to the business. This presentation will focus on key elements to modernise your approach to BPM by leveraging modern technology and focusing on the value proposition of “Intelligent Business Automation”. This will help support processes that are smarter, faster and more flexible. This presentation will include a practical introduction and specific client use cases for: Robotics, Chatbots, Virtual agents, Artificial Intelligence and BPM as a platform for smarter processes.

13:45 - 14:35
Enterprise Architecture Keynote: Finally - A Convincing Architecture Value Proposition
BPM Keynote: Has BPM Become a Dinosaur in the Age of Digital Transformation?
The Synergy of Agile and Architecture: How Each Benefits From the Other

Peter Filip, Lead Enterprise Architect, Tatra Banka

In this presentation, Peter will share his experience of the early stages of agile transformation in Tatra Bank. He will answer the following questions:

  • How agile can benefit from architecture?
  • How architecture can benefit from agile?

Peter will follow the experience of Tatra Bank from traditional delivery model and well established architecture governance throughout the dynamic change moving the organisation towards agile practice. He will discuss the following:

  • What are the driving forces?
  • What is the strategy to deal with them?
  • How stakeholder map has changed?
  • What skills do we need to adjust in an architecture community?

Maximising the Value of Enterprise Architects in Digital Transformations

Oliver Bossert, Senior Knowledge Expert, McKinsey & Company & Prof. Sharm Manwani, Henley Business School

EA practitioners know from experience that enterprise architecture is key not only for successful digital transformation but to proactively deal with the after effects. But where is the data to prove to CEOs what impact a well-established architecture function has on such a transformation. McKinsey and Henley Business School analysed the transformation issues and key success factors in a survey with more than 100 participants – now running for the second year.

Our research shows that digital transformations with their primary goal of business agility significantly increase the complexity of technology operations. We have analyzed the key drivers that make an Architect successful in supporting a new digital business model. But the survey indicates that many business executives and some IT colleagues dont understand what the enterprise architecture group does or believe it can help. Hence the conference presentation will signpost how EAs can use the survey data to both increase their contribution and enhance stakeholder engagement.

Central to this development is strong EA capability. Our data shows the critical factors to attract the right talent and which artefacts are most important for transformation. Exploiting the survey results should help CIOs and business-unit leaders collaboratively raise the profile of architecture by better alignment, education of non-IT stakeholders and recruiting the best architecture talent.

Enabling Agile Enterprise Transformation with Business Architectural Patterns

Alex Romanov, Business ArchitectPrincipal Consultant, Avrolabs

To be useful for business transformation/enterprise re-design initiatives, a business architecture exercise must be fast and agile by itself, but also capable to enable rapid/agile future changes of the enterprise. It also must provide means for rapid/agile implementation of business redesigns on the IT side.

This study presents experience with a multiyear series of public sector business transformation projects accompanied with significant IT development, where a holistic service-oriented pattern approach provided overall efficiency and an essential enterprise design toolbox (knowing what patterns to use and how to efficiently re-arrange/modify them).

The focus is on:

  • Enhancement of the GSRM (Government Services Reference Model) to incorporate business model analysis, core/non-core functionality segregation enabling outsourcing/insourcing pre-planning, hierarchical business rules-based decision automation decoupled from process re-design (implemented in a rules engine)
  • Agile business transformation project workflow utilizing pattern-based business architecture
  • Prototyping of a modeling tool using libraries of patterns and pattern modifiers.

Will the Last Human to Leave Please Switch off the Lights?

Richard Frost, Lead Enterprise Architect, Yorkshire Building Society Group

Alongside transformational projects, at Yorkshire Building Society, we are deploying innovative, small scale stepwise improvement using a range of tactical and strategic approaches to unlock the value of technology and take our process improvements to the next level.

  • The Great RPA Bake Off – selecting technology quickly and efficiently
  • BPM and Robotics – it’s not always big and it is rarely clever
  • Scale – knowing when just enough is good enough
  • Don’t all rush at once – selecting your first few projects
  • Delivering it all – little and often

Business Process Models: Transitioning from a Waterfall to an Agile Methodology of Working

Sophie Anne Jones, Senior Business Analyst, KCOM

More recently, a number of organisations have started to implement Agile in place of traditional software development life-cycles as a result of the need for reduced time to market. Sophie will discuss how the Business Analysts at KCOM worked with Product Managers and other stakeholders to deliver the process models faster & earlier than was the case under the previous Waterfall methodology and what needed to be change to ensure these were suitable for the introduction of Agile.

This is a personal talk about how a team of business analysts within KCOM dealt with the challenge of implemented Agile and continued high quality of process models. The story started with a reluctance to change, followed by a continual drive via great leadership and ending in total acceptance. This talk takes you through the whole story.

  • How to implement a process library
  • How to create high level process areas
  • How to work with Stakeholders via workshops to produce process models

14:40 - 15:30
The Synergy of Agile and Architecture: How Each Benefits From the Other

Peter Filip, Lead Enterprise Architect, Tatra banka

Peter Filip

Lead Enterprise Architect, Tatra banka

Peter Filip has been working previously as the Enterprise Architect responsible for reintroduction of EA governance in third largest bank in Slovakia. This activity included changes in enterprise processes (SDLC, change management, demand management, release, etc.), positions and organisation structure adjustments, setup of KPIs, education, knowledge base setup, metamodel definition and tool selection and implementation. After the basic EA governance was established, his responsibility was to deliver the value of EA mainly in two  important areas for the bank, time to market improvements and costs management. He is currently deeply involved in agile transformation. His previous career included the solution architect position in many key large bank projects (front end strategy and implementation, CRM strategy and implementation, internetbanking, loan origination platform), project management role, leading department of IT analysis. The majority of the professional experience is working on client side, but he also has experience from vendor side. Peter has a Masters degree from the faculty of theoretical informatics at Commenius University in Bratislava.

Maximising the Value of Enterprise Architects in Digital Transformations

Oliver Bossert, Senior Knowledge Expert, McKinsey & Company

Oliver Bossert

Senior Knowledge Expert, McKinsey & Company

Oliver Bossert is Senior Expert on Enterprise Architecture and Technology at McKinsey & Company. Within this role, he applies EA to create and implement digital strategies for organizations in various industries.

Sharm Manwani, Professor, Henley Business School

Sharm Manwani

Professor, Henley Business School

Sharm Manwani is Executive Professor of IT Leadership at Henley Business School, where he directs innovative programs for EA leads, professionals and consultants. He was previously European CIO and responsible for Business Architecture at Electrolux.

Enabling Agile Enterprise Transformation with Business Architectural Patterns

Alex Romanov, Business Architect/Consultant, Avrolabs

Alex Romanov

Business Architect/Consultant


Alex Romanov, PhD, is a Canadian business architect, consultant, helping organizations to identify business transformation opportunities, visualize strategies, plan and design enabling solutions. He specializes in establishing & governance of efficient and agile business architecture practices, hands-on business re-design. With over 20+ years of experience in North America and Europe, Alex has successfully delivered 30+ major projects in public and private sectors: designed concepts and convinced business leaders on them, managed architectural teams, lead iterative development of complex enterprise models, optimized project scopes, defended architectures in Architectural Review Boards, and supervised consequent IT implementations. His subject areas included environmental compliance, transportation, government services, energy efficiency, retail, insurance, finance, pension plans. His clientele included different ministries of the Government of Ontario, Canadian International Development Agency (CIDA), European Commission, Dansk Teknologisk, Danfoss, Worldinsure, SwissRe, CGI, Sequoia RS, Manulife Financial, John Hancock, European Bank of Reconstruction and Development (EBRD), numerous smaller consulting firms working internationally.

Will the Last Human to Leave Please Switch off the Lights?
Business Process Models: Transitioning from a Waterfall to an Agile Methodology of Working

Sophie Anne Jones, Business Analyst, University College London

Sophie Anne Jones

Business Analyst

University College London

Sophie Jones is a Business Analyst at University College London having worked in various industries including telecommunications, pharmaceuticals, healthcare, retail, social housing, mining and education. Sophie has achieved the BCS Business Analysis International Diploma and has worked as a Business Analyst since 2010.

15:30 - 16:00
Networking Break & Exhibits
Building the Information Architecture in an EU institution

Bertrand Jager, Information Architect, European Investment Bank

The presentation will tell the story of the building of the Information Architecture in European Investment Bank (EIB). Starting by an assessment of the initial situation done by a consultancy firm, a Data Governance team was created including an Information Architecture capability. This presentation will describe the general approach, the key steps, and the elements delivered so far. Return of experiments will be provided, informing the audience with practical knowledge about the “must do”s and “musn’t do”s of such an initiative. In particular, focus will be put on the levers that can be obtained when an Information Architecture starts from within Data Governance.

Summary of presentation:

  • Initial situation
  • Roadmap and EA organization in EIB
  • Status and perspective

Jordão Cooling Systems Transformation and New Management Model

Jordão Cooling Systems Transformation and New Management Model

This presentation will explain the Jordão Cooling Systems case study.  It is a SME with 170 employees that implemented a six months’ transformation process based on the implementation of a new management model. This is structured in terms of a holistic and system oriented organisational architecture composed of organisational competences. Each organisational competence is associated to a cost center and a virtual team that is self-directed under a specific governance model. The whole organisational modelling and strategic objectives deployment are conducted, independently of the chart, through workshops involving the board, the senior management and managers, where it is forbidden to discuss who and how things are done. Only it allowed to discuss what the organisation should be able to do, to respond to external and internal stimuli. In a second stage, people are assigned to each organisational competence at level 1, 2, …, n of the organisational architecture.

  • Organisational competences/virtual teams approach
  • Solving silo thinking issues
  • Effective strategic alignment of operational business processes
  • Top down generation of the project portfolio

The Alphabet of Standards in Business Process Management and My Journey in Applying Them

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

Business Processes, Business Rules, Business Strategy, IT-Systems – Using models and standard notations to profit from it.

“If you can’t describe it, you can’t build it.” John Zachman

“If you use it for a longer time, you have to maintain it.”

Models are a base to build many artifacts, to measure the quality and to communicate about their properties between different stakeholder groups. Models are the basis of our work, not the end. Some models are used to find a solution or to find consensus about results. Such “Throw Away-Models” have one main goal – find a solution. They don’t have a high need for formalities. Another type of models is used to maintain processes or IT-Systems to support the Business Processes. They are used over a long time. Formal notations help us to fulfill this.

Real projects have a need for different views. The OMG and other Standard Bodies defined many different standard notations to support tool vendors and to support us in this challenge.

To create maintainable models is a big effort. The presentation gives insight into experiences using standard notations and talks about different practices.

Attendees will understand:

  • Benefits and experiences in the application of current standard notations for Business Process Management
  • How “Agility” and Modeling fit together


Why Developing Your BPM Maturity is Not a Standardized Process

Suzie Joku, Senior Advisor Process Management & Arjen Maris, Lecturer/Researcher Process Innovation and IT, HU University of Applied Science Utrecht

The HU University of Applied Sciences has been very successful in improving its BPM maturity. It didn’t write a detailed plan and wait for it to be approved. First, they created BPM awareness in collaboration with top level managers by developing a comprehensible process architecture. Simultaneously, they started training a team tasked with describing and improving the processes. Key was reusing knowledge of people at all levels of the organisation and using that wisdom as they (not the BPM department) see fit. They found that people who normally work with team value in mind (inside-out), really wanted to move towards working together with customer value in mind (outside-in). Just bring people together, and connect them. You too, can:

  • Gather your specific knowledge and wisdom
  • Use it to develop your BPM maturity level
  • Measure your BPM-maturity and subsequently the process performance

16:00 - 16:50
Building the Information Architecture in an EU institution

Bertrand Jager, Information Architect, European Investment Bank

Bertrand Jager

Information Architect, European Investment Bank

Bertrand is an experienced and culturally aware manager with a diverse background spanning all Enterprise Architecture domains. He has successfully delivered projects in seven countries in both Europe and America.  Bertrand is the Information Architect at the European Investment Bank (EIB) in Luxembourg, the investment and development bank of the European Union, at a time when the EIB is undergoing significant growth and undertaking many large-scale projects.  Before his current role, Bertrand worked as a manager in advisory services and successfully led major change projects in both public sector and private-sector financial services, on the supplier side as well as the customer side.  Bertrand holds an engineering diploma in IT from ENSEEIHT (Toulouse), as well as an MBA from the Sorbonne Business School (Paris). He also has various certifications in project management and Enterprise Architecture.

Jordão Cooling Systems Transformation and New Management Model

José Pinheiro, Financial Manager, Jordão Cooling Systems

José Pinheiro

Financial Manager, Jordão Cooling Systems

José Pinheiro is Financial Manager at Jordão Cooling Systems since 1998. Before that he worked as a trainer in a software house and he also worked in the management consultancy field.  He began his career in the public sector as a teacher and as economist.  José graduated in economics and is certified as an Official Accountant, with specialisation in finance and taxation.

Jorge Coelho, Managing Partner, SisConsult

Jorge Coelho

Managing Partner, SisConsult

Jorge S. Coelho has been the President of IPBPM, since 2007, running the conference BPM LISBON, now called Innovative 2017 -Organizational and Process innovation.  Jorge has been a Managing partner at SisConsult, since 1996, Member of the Advisory Board of CIONET Portugal and Chairman of the Supervisory Board of Portucalense University (UPT). Assistant Professor of Management Information Systems at the University of Minho and at the University Portucalense, since 1993, collaborates with BPM summer school of Utrecht University.  Jorge’s experience is related to BPM strategic and operational management consulting projects, like business process management, information systems planning and implementation, business planning and strategy deployment, change management and management training, in many business sectors and public administration. Previously, Jorge was in charge of the IT department at Porto Office of Price Waterhouse (1990-94) and manager of Organisation, IT and Management Control at Central Region of Portuguese Post Offices (1979-1990).

The Alphabet of Standards in Business Process Management and My Journey in Applying Them
Why Developing Your BPM Maturity is Not a Standardized Process

Suzie Joku, Process Architect, HU University of Applied Science Utrecht

Suzie Joku

Process Architect, HU University of Applied Science Utrecht

Suzie Joku believes that everything you need is already present, you just have to learn how to find it. She helps companies visualize the impact of business changes using the Wisdom of the Crowd. She has over 20 years of BPM and IT experience, and currently works as a Business Process Architect at the Utrecht University of Applied Sciences. Suzie implemented BPM using the knowledge and life experiences of all involved: employees, customers, and suppliers. Her work is combined with insights from other holistic approaches such as the human body as a self regulated healing system and the systemic approach for healthy teams and businesses.

Arjen Maris, Lecturer/Researcher Proces Innovation and IT, HU University of Applied Science Utrecht

Arjen Maris

Lecturer/Researcher Proces Innovation and IT, HU University of Applied Science Utrecht

Arjen Maris, Master of Informatics, is a lecturer and coordinator at the institute for Business Administration of the HU University of Applied sciences. He has worked in the field of social care as business innovator and business process optimizer. Since September 2015 he has been a researcher of the research group Process Innovation and Information Systems.

16:55 - 17:10
Conference Close
Thursday 19 October 2017 : Post Conference Workshops
Digital Process Analysis and Design: Optimising the Customer Experience through Digital Innovation

Roger Burlton, Process Renewal Group

Whether private or public sector, the demand is skyrocketing for organizations to provide digital offerings for their customers. Well-designed solutions appear seamless and are in tune with customer expectations for the right service delivered through a simple, intuitive interface whenever and wherever they want. Digital, moreover, must be done in the context of an omni-channel world that can involve human and robotic agents, and cyber-based intelligent support interchangeably. This does not mean that the need for sound analysis and design of the end to end experience has passed. Due to interconnectivity of all the actions required it is needed even more to connect all the dots between our customers as well as our business operations. This is not a problem that ‘Agile’ development will solve by itself. It requires professional practices of architecture and integrated design. Business architects and business analysts must still follow a sound set of professional practices using renewed methods of process analysis and design tuned for a digital world. This seminar will deal with what degree of process work is required for today’s organizations striving to establish digital business capabilities to optimize the customer journey and leverage resources in the most effective manner.

  • The nature of digital processes
  • Customer in-command processes and solutions: Journeys and Experiences
  • Process Analysis for Digital Process: How much do you really need?
  • Process Innovation: A wealth of opportunities
  • Digital Process Design and Solution Development
  • Exercises Throughout

Mastering Enterprise Investment: EA, BPM and Organisational Excellence at Investing in Change

Chris Potts, Dominic Barrow

How successful is your enterprise at investing in change? Are you routinely achieving the investment goals, and as efficiently as possible?

EA and BPM are valued for their real-world impacts, through the changes that people invest in. Depending on the success of those investments, EA and BPM can be highly-valued, or struggle to demonstrate their worth. The structure of the investment portfolio, the design of the investment process, and a diagnosis of the enterprise’s investment culture, are all vital for success.

This full-day workshop with EAC Europe chairman Chris Potts demonstrates how organisations can truly master Enterprise Investment – by combining the power of EA, BPM and Investment Portfolio Management into one board-level strategy, one projects portfolio/roadmap, and one end-to-end investment process. It explores the breakthrough results that can happen when Enterprise Architects and Business Process specialists focus their knowledge and expertise on the structure, process and culture for investing in change.

  • Why change projects succeed and fail, and how executives measure the difference
  • The value chain for Enterprise Investment
  • Diagnosing your organization’s Enterprise Investment Culture
  • An architect-designed investment portfolio
  • The business process for investing in change.

Enterprise Architecture for Practicing Enterprise Architects

John Zachman, Zachman International

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

09:00 - 16:45
Digital Process Analysis and Design: Optimising the Customer Experience through Digital Innovation
Mastering Enterprise Investment: EA, BPM and Organisational Excellence at Investing in Change
Enterprise Architecture for Practicing Enterprise Architects

View a PDF of the agenda here or switch to a larger screen to browse the full agenda, including comprehensive session details and speaker information.


  • 4 Days
  • £1945
  • £1,945 + VAT (£389) = £2,334
  • 3 Days
  • £1595
  • 1,595 + VAT (£319) = £1,914
  • 2 Days
  • £1245
  • £1,245 + VAT (£249) = £1,494
  • 1 Day
  • £795
  • £795 + VAT (£159) = £954
Group Booking Discounts
2-3 10% discount
4-5 20% discount
6+ 25% discount

UK Delegates: Expenses of travel, accommodation and subsistence incurred whilst attending this IRM UK conference will be fully tax deductible by the employer company if attendance is undertaken to maintain professional skills of the employee attending.

Non-UK Delegates: Please check with your local tax authorities

Cancellation Policy: Cancellations must be received in writing at least two weeks before the commencement of the conference and will be subject to a 10% administration fee. It is regretted that cancellations received within two weeks of the conference date will be liable for the full conference fee. Substitutions can be made at any time.

Cancellation Liability: In the unlikely event of cancellation of the conference for any reason, IRM UK’s liability is limited to the return of the registration fee only.IRM UK will not reimburse delegates for any travel or hotel cancellation fees or penalties. It may be necessary, for reasons beyond the control of IRM UK, to change the content, timings, speakers, date and venue of the conference.


  • Radisson Blu Portman Hotel
  • 22 Portman Square
  • London W1H 7BG
  • UK

In Association With

Platinum Sponsors

Silver Sponsors

Standard Sponsors

Supported By


BPTrends goals are:

  • Educate and Support the Market including business and IT practitioners and users, corporate managers and senior executives, software and hardware vendors, consulting organizations and standards organizations.
  • Present Information regarding what users are doing, what technologies vendors are developing and delivering, what methodologies are working and what trends and standards are emerging.
  • Provide a Forum for presentation of varying points of view and opposing perspectives on current trends and directions in a rich content environment.
  • Standardize and Support Best Practices across all segments of the market engaged in Business Process

ProcessCamp aims to bring ‘Process” professionals, academics, consultants and vendors closer together, by using the camping concept. Whether you are a transient passerby or if you want to have a seasonal spot, if you want to use the camp shop or you just want to participate in a single activity, it’s all okay. ProcessCamp connects people in a fun and contemporary way.


The Association of Business Process Management Professionals International (ABPMP) is a non-profit, vendor independent organization dedicated to the advancement of BPM concepts and practices. ABPMP is practitioner-oriented and practitioner-led. Visit
The mission of ABPMP International is:
•    to engage in activities that advance the practice of Business Process Management
•    to promote and evolve a Common Body of Knowledge of BPM
•    to foster the development and advancement of skills and competencies of BPM practitioners
•    to validate professional qualifications and certify BPM practitioners
ABPMP developed the BPM Common Body of Knowledge (BPM CBOK®), and oversees the Certification program for BPM practitioners (CBPP®).

Association of Enterprise Architects   

The Association of Enterprise Architects (AEA) is the definitive professional organization for Enterprise Architects. Its goals are to increase job opportunities for all of its members and increase their market value by advancing professional excellence, and to raise the status of the profession as a whole.

BCS Enterprise Architecture Specialist Group

The BCS Enterprise Architecture SG is one of the specialist groups in the British Computer Society, The Chartered Institute for IT.
We organise Events and Conferences several times a year throughout the country. Our events and conferences are an ideal opportunity to hear high-quality speakers from the UK and overseas and to network with fellow professionals. Above all, the BCS Enterprise Architecture SG offers a friendly environment to network with fellow architects and to meet new friends.

Nederlands Architectuur Forum (NAF)

The mission of the Netherlands Architecture Forum (NAF) is to promote and professionalise the use of architecture in the world of business and IT. Since its foundation in 2002, the NAF has created a network of over 70 Dutch user organisations, vendors and knowledge institutes. It offers its members opportunities for networking with fellow architects, exposure through publications, and knowledge exchange in its working groups.
NAF working groups bring together professionals on such diverse topics as architecture principles, Web 2.0 architecture, Cloud & SaaS, TOGAF, IT governance, and many more. Furthermore, NAF is organiser of the NAF Insight seminars and co-responsible for the yearly Dutch national architecture congress (LAC).

BCS Data Management Specialist Group (DMSG)

The BCS Data Management Specialist Group (DMSG) helps Data Management professionals support organisations to achieve their objectives through improved awareness, management, and responsible exploitation of data.
We run several events each year whose focus areas include:
•    The benefits of managing data as an organisational asset
•    Skills for exploitation of data
•    Data governance as a ‘Business As Usual’ activity
•    Compliance with legislation, particularly that relating to data protection, data security and ethical usage of data
Our audience is anyone with an interest in the benefits to be gained from data. This includes: Chief Data Officers (CDO); Senior Information Risk Officer (SIRO); data managers/stewards; data governance officers; data protection/security advisors; data scientists; and business/data/database analysts.

DAMA International

DAMA International is a not-for-profit, vendor-independent association of technical and business professionals dedicated to advancing the concepts and practices for data resource management and enterprise information. The primary purpose of DAMA International is to promote the understanding, development, and practice of managing data and information to support business strategies.   As Data Management becomes more relevant to the business, DAMA is keeping pace with new products and services such as the 2nd edition of the DAMA Data Dictionary, the DAMA BOD (Body of Knowledge) and several new certification exams.  We are participating on the Boards of many academic and standards bodies and sharing our knowledge with other organizations.
DAMA International is pleased to announce that a new chapter is forming in Turkey which will join the 8 other European chapters as part of DAMA International.   DAMA International and its affiliated chapters have grown year after year with chapters operating in Australia, China, India, North America, South America, Japan, and South Africa and DAMA is facilitating the formation of new chapters in many other countries.
As a DAMA member you receive the benefits of your local or global chapter’s activities and all the benefits of DAMA International’s products and services. You can network with other professionals to share ideas, trends, problems, and solutions. You receive a discount at DAMA International conferences and seminars, and on associated vendor’s products and services. To learn more about DAMA International, local chapters, membership, achievement awards, conferences and training events, subscriptions to DM Review and other publications, discounts, job listings, education and certification, please visit the DAMA International web page at  Both the DAMA UK chapter and DAMA International will have a meeting during the conference.  We invite interested parties to join this vital and growing organization.  More information can be found at or you can email me at


The drive for the future is to successfully focus on providing quality support to core members whilst guaranteeing sufficient financial income to ensure sustained activity.   The four areas which DAMA UK recommends addressing over the next two years are:
Academic – to survey UK organisations to understand their Data Management skill set needs and then induce academic institutions to supply them.
Data Quality (DQ) – to benchmark data quality standards in the UK and encourage development of business awareness of the importance of DQ and help develop DG metrics.   Government regulations versus data – to increase awareness of the legal implications of data management, assist organisations in reducing their legal liabilities and support ETA (and others) lobby for “data clever” legislation.   Data Standards – survey requirements then work with other organisations (eg BCS) to develop effective data standards.

Media Partners

Future Strategies Inc.

Future Strategies Inc. ( ) publishes unique books specializing in all areas of  business process management, workflow and electronic commerce and produces several annual book series in print and digital editions including Excellence in Practice (award-winning case studies) and the BPMN Handbook and BPM Handbook series in collaboration with WfMC.


Founded in 1993, the WfMC is a global organization of adopters, architects, analysts and academics engaged in Workflow and Business Process Management. The only standards organization focused purely on process, the WfMC is the creator of XPDL, used in over 80 BPM solutions, as well as Wf-XML, Workcast, and Business Process Analytics Format (BPAF).
WfMC publishes process thought-leadership books and papers through Future Strategies Inc., ( including the annual BPM Handbook and Excellence in Practice series. WfMC sponsors two prestigious awards programs; Global Awards for Adaptive Case Management and the Global Awards for Excellence in BPM and Workflow.

Modern Analyst is the premier community and resource portal for business analysts, systems analysts, and other IT professionals involved in business systems analysis. Find what you need, when you need it. The community provides Articles, Forums, Templates, Interview Questions, Career Advice, Profiles, a Resource Directory, and much more, to allow you to excel at your work. From junior analysts to analysis managers, whether you integrate off-the-shelf products, perform systems analysis for custom software development, or re-engineer business processes, has what you need to take your career to the next level.

International Journal of Strategic Change Management

With a clear international and interdisciplinary approach, IJSCM proposes and fosters discussion on strategic change management implementation and follow-up and related topics. It offers the reader a wealth of valuable material on theories and practices which underpin successful strategic change. One of the keys to dealing with change is understanding that change is never over and brings opportunity to those who can grasp it.

International Journal of Information Systems and Change Management

IJISCM covers information systems and change management theories, methodologies, modelling, processes and tools, highlighting management, problem-solving and strategies for dealing with business changes. Information systems increasingly change people’s lives, including relationships, communications, transactions, data collection, decision-making. Changes in IT lead to innovation, new business models and services. Change management and how people deal with it has gained attention across various fields. Finding effective ways for managing the process of changes is key to success in a highly competitive/global business environment.

Via Nova Architectura

A number of thought leaders in the area of business – and IT architectures have set up a digital magazine on architecture: Via Nova Architectura. Although started as an initiative within the Netherlands, the magazine should reach all those interested in the area of architecture, where-ever they live. Via Nova Architectura aims to provide an accessible platform for the architecture community. It is meant to be the primary source of information for architects in the field. The scope of Via Nova Architectura is “digital” architecture in the broadest sense of the word: business architecture, solution architecture, software architecture, infrastructure architecture or any other architecture an enterprise may develop to realize its business strategy.


Formed in 1999; the Electronic Commerce Code Management Association (ECCMA) has brought together thousands of experts from around the world and provides a means of working together in a fair, open and extremely fast internet environment to build and maintain global, open standard dictionaries used to unambiguously label information without losing meaning. ECCMA works to increase the quality and lower the cost of descriptions through developing International Standards.   ECCMA is the original developer of the UNSPSC, the project leader for ISO 22745 (open technical dictionaries and their application to the exchange of characteristic data) and ISO 8000 (information and data quality), as well as, the administrator of US TAG to ISO TC 184 (Automation systems and integration), TC 184 SC4 (Industrial data) and TC 184 SC5 (Interoperability, integration, and architectures for enterprise systems and automation applications) and the international secretariat for ISO TC 184/SC5. For more information, please visit

Silicon UK

Silicon UK  is the authoritative UK source for IT news, analysis, features and interviews on the key industry topics with a particular emphasis on IoT, AI, cloud and other transformative technologies.   The site is your guide to the business IT revolution, offering other resources such as jobs, whitepapers and downloads alongside its coverage.   Stay informed, register to the newsletters.

Technology Evaluation Centers

Technology Evaluation Centers (TEC) is a global consulting and advisory firm, helping organizations select the best enterprise software solution for their needs. TEC reduces the time, cost, and risk associated with enterprise software selection with its advanced decision-making process and support application, software selection experts, and extensive resources. Over 3.5 million subscribers leverage TEC’s industry-leading research and detailed information on more than 1,000 leading software solutions across all major application areas. For more information, please visit



IT-LATINO.NET is the most important online Hispanic IT Media Network. With more than 120,000 registered users we have become an important online IT Business Forum organizing daily webinars and conferences on different Technology issues. We inform regularly a strong IT community from both sides of the Atlantic: Spain and Latin America.

Oil IT Journal is a monthly newsletter focusing on oil and gas information technology. Oil IT Journal has a track record of providing clear and impartial analysis of the technical issues behind data management, data modelling and application software and standards. Industry news is covered in a timely manner, including corporate mergers and sales, new software, national data banks and collaborative industry projects. Published monthly since 1996 in print and online, Oil IT Journal celebrated its 200th issue last year. The companion website received almost 4½ million hits in 2014.