Tuesday, November 13, 2007 | 8:30-9:30am

Chair Address: BPM at the Tipping Point: NOW is the Time

Roger Burlton, Founder, Process Renewal Group

It took over 200 years and many generations of workers and managers for the ways of the Industrial Revolution to mature. It will not take that long for the next one: the one we are in now. The heart of this new way of working is characterized by the need to perform better in four key dimensions: cost, quality, innovation and time. Taken together these demand a fundamentally different way of getting work done whose hallmarks are: integration, alignment, traceability and reuse. The implications are that everything becomes connected from top to bottom and back. Everything we build must make sense in totality from the perspective of the business's results. New organizations must be constructed and motivated by common outcomes, not traditional organizational charts. Like it or not this is starting to gain momentum all around us. We are now at the tipping point. At the heart of it all is the concept of Managing by Process. It is inevitable and we should know by now how it can work. This chairman's address will tackle the inevitable place of business processes to ensure that everything we do and everything we have will deliver the means to the ends we strive to achieve.

Key Issues:
• What some have done: Cases
• The key attributes of a process managed enterprise
• Alignment of capabilities and traceability of performance
• The management of assets
• What to tell your executives

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Tuesday, November 13, 2007 |1:00-2:00pm

Reaching the Process-Centric Future: Ten Things You Need to Know Now!

Patrick Morrissey, Senior Vice President Marketing & Business Development, Savvion

2007 is the year that process innovation will determine who wins, who loses, and who is around to gloat about their success in 2008. This will be the year that process innovation takes center stage as enterprises attempt to gain competitive advantage – but it will take speed to win. It will take easy modeling, implementation, sharing and reuse of best practice processes across the enterprise and beyond, to partners and outsourcers. This dynamic keynote will boil down the BPM trends and technologies that your organization should be talking about now if you want to achieve process excellence tomorrow.

Key Issues:
• Discover why, in 2007, everyone's a "process company" and how you can adopt this mindset in your own organization
• See why adoption of Business Intelligence, Enterprise Application Integration and SOA are "SOL" without BPM
• Learn why process innovation requires speed and which approaches can help you succeed the fastest
• Hear how large successful enterprises have proven they can deliver quick wins and use process improvement as a competitive advantage

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Wednesday, November 14, 2007 |9:00-10:00am

Innovation & BPM

Paul Harmon, Executive Editor, BPTrends

Interest in BPM has continued to grow and evolve. Companies are still struggling to identify the most valuable uses of the various BPM technologies, either independently, or in combination. At the same time there is a growing recognition that Innovation is an important element in organizational renewal and survival. In this keynote, Paul Harmon will describe some of the leading corporate initiatives, BPM standards, and the products being used. He will go on to analyze what happened in 2007 and speculate on what will happen in 2008.

Key Issues:
• What is innovation? How are companies working to achieve it?
• What is the relationship between innovation and process change
• What are companies trying to do with BPM?
• What do leading companies believe they have achieved to date?
• Where did companies spend their money in 2007?
• What are companies going to be focusing on in 2008?

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Thursday, November 15, 007 | 9:00-10:00am

Establishing Business Process Governance

Michael Melenovsky, Vice President, Consulting and Enterprise Solutions, Satyam Computer Services

Building a greater orientation around process requires an organizational adjustment. As the traditional organizational boundaries begin to blur, this adjustment towards process disciplines often runs counter to the established management practices. To ease this transition, a more transparent and accurate decision-making process is necessary. The presentation will address this concern by providing a solid understanding of the emerging roles of process owner, process council, and the process office through case studies and best practices.

Key Issues:
• Developing a solid understanding of what a process discipline is
• Defining the function of process governance
• Comparing and contrasting the management of process to the more habitual management of people and technology
• Differentiating the various roles involved with supporting and making decisions across functions, geographies, and processes