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

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•    Recognise change management methods that are outdated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

Architecting a €1bn Megahospital

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

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

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

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

How Gazprom Marketing & Trading Created its Business Architecture Model

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

Keep Calm and Automate: The Power of Agile Automation

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

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

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

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

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

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

Applying Business Outcomes to EA and the PMO

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

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

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

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

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

Why We Moved EA Out of IT

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

Streamlining the Organization with a New Management System

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

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

Delegates will learn:

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

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

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

PERSPECTIVE SESSION: How to leverage BPMN, CMMN and DMN with Open Source Technology

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

Making EA Part of your Daily Business

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

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

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

Modelling with Business Process Patterns

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

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

Avoiding the Bimodal Disaster: New Life For EA

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

Outcome Driven Architecture

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

Enterprise Architecture is Dead! Long live Business Design!

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

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

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

The Great BPM Bake Off

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

EA and Portfolio Management: Joining Forces to Influence Investments

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

Agile EA Enabling the Success of a Major Transformation Program

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

• Manage organizational and technology complexity. Management and ‘pricing’ of uncertainty, focus on the business value, short and long term, be prepared to be stopped at interim stage.

• Keep up with technology changes during transformation. Not wait for a complete framework, accept re-work or risk being too late. Continuous enhancements of common IT platform and shared services replacing interim solutions. Evolution of interaction pattern from document driven to information centric, opening up systems to client integration. Face new challenges with restful SOA, Unified Information Model, Decision Support Systems, Cloud.

• EA function as driver of innovation not cost saver. Adopt an active role and accountability for the solutions. Continuous communication, education and feedback sharing.

Using Processes as Architectural Lego®

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

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

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

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

Driving Business Consolidation and Software Creation with Business

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

Getting the People Right for BPM

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

PLENARY KEYNOTE: Engaging and Collaborating (or Whose Moment Is It Anyway?)

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

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

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

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

Enterprise Architecture is not a very successful discipline. Though everybody likes it in theory and everybody tries to establish it, organizations are seldom happy with their EA efforts (and especially the limited effect on the actual problems it is intended to solve), leading to pretty frequent reorganisations of EA setups, amongst other things.
Based on real-world experience, this keynote will provide a thought-provoking analysis of the weaknesses of EA, as it is generally practiced, and the underlying reasons for those weaknesses. A practical solution (that is outside the normal comfort zone of most Enterprise Architects) will be presented.

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

A successful operational business exchanges goods, services and money for maximum benefit for the parties involved.  Our job as architects, analysts and designers is to know what operational best represents so we can keep providing the right reusable resources in the most effective manner to achieve it.
Do you know what operational best looks like? Do you know what should change?
We have discovered that most organizations are unclear when answering these questions. Consequently, they consistently run into trouble when trying to build or adapt capabilities without truly understanding the gap between the current and required operational states. They deliver inappropriate solutions investing scarce resources to solve the wrong operational problem.  Our challenge is to be good at both operations and change. We must learn to excel at rewiring the business while we keep the lights on operationally.
Steven Covey’s second habit reminds us – ‘ends before means’. Effective business operations are our ends. Business transformation is our means. This keynote session will deal with each and show some elegant ways to keep them in synch.
•    What does a business perspective mean?
•    What’s the nature of business operations and management activities (run the business)?
◦    Interact with stakeholders, plan work, establish accountabilities, do work, make decisions, administer rules, assign resources, measure, monitor and adjust activities and resources
•    What’s the nature of business transformation (change the business)?
◦    Evaluate performance gaps, define required capabilities, prioritize transformation programs, budget change resources, build capabilities, implement resource and culture change,
•    How an effective business architecture combines the two perspectives to keep the lights on as we change

From Zero to EA: An Architecture for Growth

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

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

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

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

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

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

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

Integrating Change Into Your Business Process Approach - Timing Is Everything

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

Enterprise Architecture: Societal Foundation

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

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

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

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

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

Process Architecture: How to Sustain its Utility for Managerial Purposes

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

This session will cover:

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

Practical Implementation - Making Process Governance Work - For Real!

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

PERSPECTIVE SESSIONS: Introducing the New ArchiMate® 3.0 Standard

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

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

IoT & BPM Case Study: Transforming Telemedicine

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

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

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

Building a Solution Architecture Practice at National Grid

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

Enterprise Architecture for Innovation and Change

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

• How to align the organisation by re-framing the legacy/digital divide to a conversation about services, platforms and infrastructure.

• Which EA practices and specific deliverables are needed now, more than ever, to enable sustainable growth through Lean and Agile.

• The top 3 practical patterns to ensure that an EA practice enables, rather than stifles, innovation and change.

Business Architecture and the Digital Transformation

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

The Power of Change – A Personal Journey

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

Achieving Operational Excellence through Process Improvement

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

Mission: Impossible - Silo Breakout

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

Digital Transformation - The New Trend

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

EA as a Strategic Tool for Transformation

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

Climbing up the Maturity Ladder in an EU Institution

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

A Roadmap for Business Redesign of a Large Conservative Enterprise

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

The European Air Traffic Management Architecture: “The Human Factor”

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

Urban Enterprise Architectures: Delivering Information Services in Smart Cities

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

Digital Transformation: Combining BPM and Data Driven Architecture

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

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

From Service-Dominant Business Models to Networked Business Processes

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

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

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

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

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

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

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

Business Value Realisation

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

Enterprise Architecture: The Issue of the Century

Enterprise Architecture tends to be a grossly misunderstood subject by General Management and the Information Technology community alike.  Enterprise Architecture has everything to do with managing Enterprise complexity and Enterprise change and relates to information technology only in so far as information technology may be one of the choices that an Enterprise can make with regard to Enterprise operations.  In my 1999 article, “Enterprise Architecture: The Issue of the Century”, I argued that the Enterprise that can accommodate the concepts of Enterprise Architecture will have the opportunity to stay in the game … and the Enterprise that cannot accommodate the concepts of Enterprise Architecture is not going to be in the game.  In recent history we have seen a lot of enterprises falling out of the game: small … and large;  private … and public.
•    The Enterprise Ontology – Industry Standard Definitions of Architecture
•    Architecture IS Architecture IS Architecture – Enterprise Architecture is not arbitrary
•    The Role of Enterprise Architect must be perceived to be one of solving General Management problems, not one of building models.

Building High-Performing Architecture Teams

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

A Business Architecture Methodology

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

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

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

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

Understanding Rules by Playing the Game of Rules

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

Initiating and Leading Collaborative Projects

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

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

Participants will be able to:

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

The Milky Way: A New Space for Designing and Understanding Your Enterprise Annika Klyver

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

Architecting for the Digital Age

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

Management Strategies for EA: The Essential Principles and Tactics

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

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

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

BPM + Knowledge Management + Collaboration = Continuous Process Improvement

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

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

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

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

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

Security is the Issue of the Decade

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

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

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

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

Registration

Getting Business Change to Stick

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

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

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

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

We will follow a seven step approach:

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

Enterprise Architecture for Practicing Enterprise Architects

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

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

Enterprise Investment: Combining Enterprise Architecture with Investment Portfolio Management

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

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

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

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

Model-based Business Process Management – Getting Business Processes Documented

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

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

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

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

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

The full day workshop covers:

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

Participants work in groups on practical assignments.