Agenda Highlights

Enterprise Architecture Keynote: The Enterprise Architect’s Role in Security Architecture
Jane Chang, Enterprise Security Architect & Daniel Gillow, Enterprise Architect, Centrica

An Unexpected Journey – Building a Business Led Enterprise Architecture
Tim Blaxall, Global Head of Enterprise Architecture, Zurich Insurance

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

Accelerating Digital Transformation Using Enterprise Architecture
Amitabh Apte, Chief Technology Officer, Reckitt Benckiser Group

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

Breaking Out and Laying the Foundation for a Digital Enterprise
Richard Callaghan, Strategy Architect, Canada Life
Richard Kernick, Consultant, Derigo Consulting

An Introduction to Blockchain: Focusing on Business Value and Expectations
Eskil Swende, Partner and Senior Consultant, IRM Sweden
Daniel Lundberg, EA Consultant & Owner, Archinemus

Building the Information Architecture in an EU institution
Bertrand Jager, Information Architect, European Investment Bank

Just a few of the Case Studies include:

Keynote & Featured Speakers

Testimonials

Sponsors

Fees

  • 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
Delegates
2-3 10% discount
4-5 20% discount
6+ 25% discount

Venue

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

Join the conference group

Agenda

Monday, 16 October 2017: Pre- Conference Workshops
08:30 - 09:30
Registration
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, Enterprise Architecture Consultant, Sally Bean Ltd

Sally Bean

Enterprise Architecture Consultant, Sally Bean Ltd

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

Philip Hellyer, Senior Consultant, Philip & Finch

Philip Hellyer

Senior Consultant, Philip & Finch

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

Enterprise Architecture: The Issue of the Century
Digital Transformation Capabilities Framework
Business Architecture Essentials

Sasha Aganova, Senior Consultant, Process Renewal Group

Sasha Aganova

Senior Consultant, Process Renewal Group

Sasha Aganova brings breakthrough results to the Business Process Management arena by integrating cultural development into the methodology. She is an expert in BPM and Continuous Improvement with over 15 years’ experience in leading large scale process improvement initiatives, establishing Business Process Management best practices and developing the overall process Architecture in various business environments and industries. Sasha has helped some of the largest Canadian and international companies to evaluate and implement BPM.

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

Alec Sharp, Sr. Consultant, Clariteq Systems Consulting

Alec Sharp

Sr. Consultant, Clariteq Systems Consulting

Alec Sharp has managed his consulting and education business, Clariteq Systems Consulting Ltd., for 35 years. Serving clients worldwide, Alec’s expertise includes business architecture, data modelling, project recovery, and, of course business process change. In addition to his consulting practice, he conducts top-rated workshops and conference presentations on four or five continents a year. Alec is the author of “Workflow Modeling, second edition” (Artech House, 2009,) which is widely used as a consulting guide and university text, and is a best seller in the field with a “5 star” Amazon.com rating. He was also the sole recipient of DAMA’s 2010 Professional Achievement Award, a global award for contributions to the Data Management field.

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?
Business Value Realisation

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

Martin Sykes

Director of Alignment, Analysis & Architecture, Cambridge Assessment

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

Improving Process Improvement: Delivering on the Promise

Roger Tregear, Consulting Director, Leonardo Consulting

Roger Tregear

Consulting Director, Leonardo Consulting

Roger Tregear delivers BPM education and consulting assignments, bringing to them 30 years of management consulting experience. He spends his working life talking, thinking, and writing about the analysis, improvement, innovation, and management of business processes. His work has taken him to Australia, New Zealand, Bahrain, Belgium, Nigeria, South Africa, South Korea, Saudi Arabia, The Netherlands, Jordan, United Arab Emirates, and the USA.  Roger is a regular columnist for BPTrends. He is 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 also published in 2016. Process Precepts (2017), Roger’s latest book, involves a cosmopolitan, global team in discussions about the process of management.

Business Decision Management: How Business Decision Management Fits into BPM

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

Jürgen Pitschke

Partner and Managing Director, Process Renewal Group Deutschland

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

Keys to an Agile Business: Everyone's Dream

Roger Burlton, President, Process Renewal Group

Roger Burlton

President, Process Renewal Group

Roger Burlton is the President of Process Renewal Group and co-founder of BPTrends Associates. He is the author of the pioneering book ‘Business Process Management: Profiting from Process’ and the standard ‘Business Process Manifesto’, now available in 14 languages. His Business Architecture column in BPTrends.com is available to over twenty thousand readers. He developed and delivered the first Business Process and Business Architecture management classes in the world in 1991, certified today by universities in North America, Europe, Australia and South America and registered with IIBA as an official training source. He is is recognized as a world leader in transforming companies from traditional hierarchical organisations to process managed ones based on a Business Architecture model. He has led numerous initiatives to implement new business models, governance frameworks and process management capabilities for global corporations and government agencies. He continues to chair the most prominent business process conferences around the world which he has done on over forty occasions. Roger also contributed to the BABOK version 3 in the area of business process improvement. Follow Roger on Twitter @RogerBurlton.

Tuesday, 17 October 2017: Conference Day 1 & Exhibits
08:00 - 09:00
Registration
09:00 - 09:15
Conference Welcome
Plenary Keynote: Transformation, Digitalization, Valuation, Innovation - An Agile Keynote

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 intruduce 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.

Håkan Edvinsson, CTO, Informed Decisions

Håkan Edvinsson

CTO, Informed Decisions

Håkan Edvinsson is an author, trainer, speaker and consultant within data-driven Enterprise Architecture and Data Governance. Today, he is senior partner and the CTO of Informed Decisions.  He has practiced his information centric EA in large global industries, in medium-sized enterprises and in the public sector since the mid 1990ies. Håkan is the author of the best-selling “Enterprise Architecture Made Simple” book (Technics Publications 2013) and contributing author to the second edition of the DAMA Data Management Body of Knowledge.

Accelerating Digital Transformation Using Enterprise Architecture
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

BPM Concepts: How to Ensure the Coherence of Management Model

Halina Pomykała, Process Management Manager, Orange Poland

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, EA Consultant Digital Lead, Lørenskog Municipality, Norway

Farhat Khan

EA Consultant Digital Lead

Lørenskog Municipality, Norway

Farhat is a Danish EA Consultant Digital Lead 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 working in Public sector for a large Norwegian Municipality where she is responsible to establish Enterprise Architecture in an organization that serves 40.000 inhabitants and has 2.000 employees. 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
Parallel Innovation Processes – Bootlegging Projects in the Pharmaceutical Industry

Claudia Michalik, Independent Project and Programme Manager, Bayer

Claudia Michalik

Independent Project and Programme Manager, Bayer

Claudia Michalik is a BCS certified Business Analyst, accredited PRINCE2 and MSP Practitioner with over 15 years’ experience in various industries. Usually delivering major Finance transformation programmes, she was working on a project that investigated bootlegging projects in the pharmaceutical industry at Bayer. She was especially interested in exploring the value that parallel and often hidden innovation processes can add to a company’s innovation strategy, often indirectly leading to a significant increase in revenue. Claudia holds masters degrees in Business Economics and Business Science and a PhD in Innovation & Technology from international alma maters.

BPM Concepts: How to Ensure the Coherence of Management Model

Halina Pomykała, Process Management Manager, Orange Poland

Halina Pomykała

Process Management Manager, Orange Poland

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

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

Consultant, Orbus Software

Sam Skalla is based at Orbus Software’s London Headquarters, joined Orbus with a background in Law, and has transitioned into a Business Development Consultant.  Sam primarily focuses on Central and Northern Europe and works on projects ranging from high-level architectural initiatives to tool implementation.

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.

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 – https://theartfulmodeller.com/

Perspective Session: Appian TBC
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: Pushing Frontiers to Drive Innovation and Differentiation

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

This session will showcase a 3-year Exploration initiative, which has delivered dramatic efficiency improvements:

  • Continuously driving operational excellence in the Exploration space by ever sharpening collaboration
  • Creating focus through simple language and common ways of working.
  • Enhancing performance focus through a ‘multi lens’ OE/CI deployment approach
  • Embedding CI behaviours to compliment technical differentiation and innovation
  • Operationalizing and broadening this approach across the Upstream Subsurface Technical User Community to drive further significant efficiency gains.

You will learn how the pragmatic roll-out of continuous improvement principles and approaches established a culture of collaboration within the Upstream exploration business. Also, how this is now being rolled up to the full Upstream technical user community to help us remain both competitive and innovative.

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

Jane Chang, Enterprise Security Architect, Centrica

Jane Chang

Enterprise Security Architect

Centrica

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: Pushing Frontiers to Drive Innovation and Differentiation
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 in the Oil & Gas Industry: Strategic Objectives, Governance and Benefits

Mohammad Al-Sarraf, Senior Specialist (IT), Head of EA Unit, Kuwait Oil Company

Enterprise IT Architecture is increasingly becoming crucial for organizations striving for excellence. EA enables the alignment of IT with organizations business objectives and strategies.  EA standardizes the IT landscape and streamlines the delivery of IT Services within the organization and to our customers. With its strategic objectives of maximizing value from oil and realizing value from Technology, it was imperative for Kuwait Oil Company to adopt Enterprise Architecture.

The presentation covers:

  • KOC’s journey towards adopting EA
  • How EA frameworks can be adopted into organizations  Information Technology
  • How Oil & Gas industry in particular benefit from EA frameworks
  • EA governance & its benefits to KOC
  • Infrastructure optimization & standardization using EA

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 in the Oil & Gas Industry: Strategic Objectives, Governance and Benefits
Business Architecture Adds Value by Connecting the Dots...
Innovating from Paper to Digital

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

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
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 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

Founder

LibRT

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

The Big O: Finding the Opportunities in Process Improvement
17:05 - 18:30
Drinks Reception & Exhibits
18:30 - 19:30
BCS Enterprise Architecture Specialist Group
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 Engagement

Derek Miers, Principal Analyst, MWD Advisors

So often transformation programs set out to deliver dramatic improvements in operational efficiency. Yet these programs often fail to connect with the world of outside-in thinking and customer experience. Executives often feel they can just dictate the result and then hold managers accountable for delivering the benefits. The reality is that this approach just doesn’t work. The trick is to build the change program that engages both the design-oriented CX folks and those with operations excellence/risk reduction smarts. Transformation success relies on Engaging Your People.
There are three fundamental phases of engagement needed to create the conditions for long-term transformation success, each with different stakeholders requiring different styles and strategies.

  • Reinvent How You Deliver Value: In the end customers only care about the value delivered and the experience they receive. Engage your employees to reinvent the future that shapes the operational efficiency you will achieve.
  • Focus on the Core: What are the significant core business capabilities needed? How will you industrialize, blueprint and then service enable them? How will you configure those scalable core business components to serve multiple customer segments and experiences?
  • Enable Innovation At The Edges: Industrialize both the core business elements and the outcomes delivered to customers. All of that has to be delivered to a mobile device – anywhere, and at the right time.

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
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 Engagement

Derek Miers, Principal Analyst, MWD Advisors

Derek Miers

Principal Analyst, MWD Advisors

Derek Miers is a Principal Analyst, focused on process and decision management and automation. With over 25 years as a process-oriented Industry Analyst, Derek has alternated his focus between workflow/BPM and business process modelling. In the early 2000s he co-chaired BPMI.org and merged it with the OMG, continuing to take an active role post-integration. Prior to that, he acted as product architect in the development of an early BPM/case management product. Most recently Derek spent six years at Forrester Research covering BPM and Case Management, then Business Architecture and Transformation methods. For the last two years, Derek has been providing coaching and consulting support to Fortune 1000 organisations with a special emphasis on financial services.

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, evernden.ne

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, evernden.net

Roger Evernden

Enterprise Architect, evernden.net

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 writes extensively about the practical experience of clients using the latest and best practice in Enterprise Architecture, and works with organizations around the world to help them achieve enterprise transformation through EA. He is author of “Enterprise Architecture – the eight fundamental factors”.

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

Charlie Bamber, Process Standards Manager, NFU Mutual

Charlie Bamber

Process Standards Manager, NFU Mutual

Charlie heads the Process Standards Team within NFU Mutual, the award-winning insurer. Previous roles include Head of Standards for a provider of employability services, and extensive consulting experience in process-focused transformational change. A former tennis coach, Charlie reluctantly entered the corporate arena when forced to acknowledge his dreams of playing tennis for a living were over. He has spent the past 20 years working with a variety of organisations ranging from start-ups to public sector players to multi-nationals, and has expertise on both sides of the implementation fence.

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

BPM-D

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.

13:15 - 13:40
Perspective Session: Dell Boomi TBC
Perspective Session
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 BPM & Robotics – Nordics, Capgemini 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?

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

Tom Einar Nyberg

Head of BPM & Robotics - Nordics, Capgemini Norway

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

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/Principal Consultant, Avrolabs

Alex Romanov

Business Architect/Principal Consultant, Avrolabs

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

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

Richard Frost, Lead Enterprise Architect, Yorkshire Building Society

Richard Frost

Lead Enterprise Architect, Yorkshire Building Society

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

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

Sophie Anne Jones, Senior Business Analyst, KCOM

Sophie Anne Jones

Senior Business Analyst, KCOM

Sophie Anne Jones is a Senior Business Analyst currently working at KCOM PLC a telecommunications company, having experience in a range of industries including Pharmaceutical, Healthcare, Retail, Social Housing, Mining and the Educational industry. Having produced numerous Business Process Models Sophie has a passion for this area of the Business Analysis profession.

15:30 - 16:00
Networking Break & Exhibits
ROAR - Agile in the Wild! Delivering a Coherent Digital Strategy

Elizabeth Strand, Enterprise Architect & Kasper Randrup, Enterprise Architect, PFA Pension

This year Agile has gone wild and we are all “SAFe®” now!

We were put to the test: “Can EA go Agile”?

Elizabeth and Kasper will share their experiences and tools for working with EA when Agile goes wild!

Last year they told us about the journey of implementing EA in their enterprise – their Mission: Impossible.  They presented their approach to EA called Enterprise Navigation, with its set of visual guides that empower people to navigate strategic transition.  Today, they will focus on how applying ROAR (Responsibility-Oriented Architecture) to their Digital Platform Strategy will ensure that agile teams deliver coherent digital capabilities.

In this session, you will also get a quick recap on the Navigation Nexus, the control centre for navigating strategic change.

Learning points:

  • Experiences with EA when Agile goes wild
  • Empower people to navigate strategic change
  • Introduction to the visual navigation guide ROAR

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

Results Based Strategic Management; Bridging the Strategy – Execution Gap

Francis Loughheed, Consultant

One of the key challenges facing business process management and business architecture implementation is the engagement of C- Suite executives and the link to organisational strategy. Interviews and surveys of C-suite roles regularly identify the strategy – execution gap as a fundamental stumbling block to organisational development and success.  Results Based Strategic Management provides a methodology that engages both the C-suite and the functional management team to align results. The focus of the presentation will present a comprehensive methodology to bridge the strategy – execution gap that leverages strategy, operational planning, business modelling, organisational capabilities and resources with performance measurement to contribute to business transformation, sustainability and results. It will illustrate the approach with examples of the method as used in several organisations that have applied it.

Key Learning Points

  • The three core corporate agendas that drive transformation and results.
  • Linking strategy, operations and business processes.
  • Using performance measurement and BI analytics to align strategic and operational results.

Jordão Cooling Systems Transformation and New Management Model

José Pinheiro, Jordão Cooling Systems & Jorge Coelho, SisConsult

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

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
ROAR - Agile in the Wild! Delivering a Coherent Digital Strategy

Elizabeth Strand, Enterprise Architect, PFA Pension

Elizabeth Strand

Enterprise Architect, PFA Pension

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

Kasper Randrup, Enterprise Architect, PFA Pension

Kasper Randrup

Enterprise Architect, PFA Pension

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

Building the Information Architecture in an EU institution
Results Based Strategic Management; Bridging the Strategy – Execution Gap

Francis Loughheed, Executive Consultant: Strategic Planning, Performance Measurement and BI

Francis Loughheed

Executive Consultant: Strategic Planning, Performance Measurement and BI

Francis Loughheed (MBA) has worked in strategy and planning for over 25 years.  His work with the St. Lawrence Seaway Management Corporation as Strategic Planning Advisor led to the development of Results Based Strategic Planning (RBSM).  RBSM provides a comprehensive approach to strategic and operational alignment contributing to business transformation, sustainability and results. Mr. Loughheed has worked extensively with Government of Canada Departments and Ministries and with public and private sector clients across Canada and internationally.  He is married with two grown children, three grandchildren and a senior rescue Greyhound.

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).

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 - 16:30
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.

Fees

  • 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
Delegates
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.

Venue

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

Platinum Sponsors

Silver Sponsors

Standard Sponsor

Supported By

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).

BPTrends

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
BPM-Forum

The BPM-Forum is the neutral expert platform for Business Process Management. The BPM-Forum was founded as a non profit organization in the Netherlands in 2003. It aims to raise the awareness of the value and contribution which BPM can make to any organization. This is achieved by bringing together members from the academic, user and supplier community. The BPM-Forum provides regular meetings for the local BPM community where best practices, case studies and theoretical background information are shared. The BPM-Forum provides its members discounts to various 3rd party BPM events. The BPM-Forum is endorsed by top local academic and business professionals. The BPM-Forum has alliances with relevant local and international organizations and supports the development local BPM communities in other countries. See www.bpm-forum.org for more information.

ABPMP

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 www.abpmp.org
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®).

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 www.dama.org.  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 www.dama.org or you can email me at president@dama.org.

DAMA UK

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.

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.

Media Partners

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.

ECCMA

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 www.eccma.org.

Future Strategies Inc.

Future Strategies Inc. (www.FutStrat.com ) 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.

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., (FutStrat.com) 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.

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.

Modern Analyst

ModernAnalyst.com 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 ModernAnalyst.com 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, ModernAnalyst.com has what you need to take your career to the next level.

IT-LATINO.NET

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.

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) helps organizations choose the best enterprise software solutions for their unique needs—quickly and cost effectively. With detailed information on over 1,000 solutions in the world’s largest vendor database, TEC delivers a broad range of evaluation and selection resources to help ensure successful software selection projects. As impartial software evaluators since 1993, TEC’s expert team of analysts and selection professionals are involved in thousands of software selection projects every year. The TEC newsletter goes out to 920,000 subscribers and is available in 4 languages.  Visit TEC: www.technologyevaluation.com.  
Subscribe to the TEC Newsletter: http://www.technologyevaluation.com/newsletter-subscribe/

OilIt.com

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 www.oilit.com website received almost 4½ million hits in 2014.