This track will cover the pragmatic issues associated with delivering and supporting the enabling BPM solutions. It will deal with both new technological capabilities and work methods associated with them. It will cover the standards and tools used to capture and make accessible and shareable the design knowledge about processes and their connection to related enterprise assets. It will feature comprehensive discussions of the required attributes of the range of implementation technology options from ERP to BPMS and Activity Monitoring to help you choose what's right for you. It will feature several case studies from leading organizations that have struggled with implementation challenges but have overcome them to make it work.

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Tuesday, November 13, 2007 | 10:30-11:30am

Technologies for BPM – Are You Ready?

Colin Tuebner, Forrester

Many companies look at BPM suite technology as another tool to put in the IT toolbox. While it can be used as simply a different way of building applications, this oversimplification will lead companies to miss out on several major sources of value from BPM. This session will explore the purpose of BPM technology and help would-be buyers understand how to get ready for a BPM suite implementation.

• When are you ready to look at BPM technology?
• What should you look for when you're ready?
• What are best practices for getting started with the technology?

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Tuesday, November 13, 2007 | 2:15-3:15pm

The Role of Standards in BPM

Sandy Kemsley, Kemsley Design Ltd.

As BPM achieves greater penetration into organizations, standards play an increasingly important role in ensuring that everyone is "speaking the same language", which helps to reduce costs by commoditizing both technology and knowledge. Two main types of process standards have emerged: notational standards, which represent processes visually; and serialization or interchange formats, which are used to save that visual representation to a file, possibly for interchange with other systems. This session will cover an overview of the process standards history and landscape, then discuss several standards in more detail: BPMN (Business Process Modeling Notation) as a notational standard, and BPEL (Business Process Execution Language), BPDM (Business Process Definition Metamodel) and XPDL (XML Process Definition Language) as serialization standards. It will finish with a look forward into the direction of process standards in the coming months.

Key Points:
• Learn which standards are important to you
• How the standards interrelate (BPMN, BPEL, BPDM, XPDL)
• How the correct application of standards can drive down costs in your BPM implementation

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Tuesday, November 13, 2007 | 3:30-4:30pm

Surviving a Large-Scale Migration to Packaged Apps: A BPM/IT Case Study

Scot Montgomery, SVP, IT Group Operations, Wyndham Hotel

Lauren Isbell, Sr Dir, Business Process Improvement, Wyndham Hotel

James Thomas, Sr Dir, Information Services, Wyndham Hotel

Replacing a custom-built "legacy" mainframe system that evolved through 20 years of acquisitions and runs a $400 million business unit can be more art than science. Projects like this have a high mortality rate for a great number of reasons. Replacing that custom legacy system with offthe-shelf CRM and ERP products while deploying to 500 users introduces even more risk. Learn how one team rose to the occasion and beat the odds with BPM. This IT project case study will provide real-life examples of how BPM tools and techniques were used to steer an enterprise-class system migration and implementation.

Key Points:
• Lock down business and functional requirements with full stakeholder buy-in
• Drive solution design and configuration
• Manage large-scale scope and complexity
• Ensure audit-ability of the User Accepted system to original requirements
• Live to tell about it!

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Wednesday, November 13, 2007 | 10:15-11:15am

From Business Strategy to IT Services: The Role of BPM in Business Architecture

Hugh Ma, Principal, Diamond Management & Technology Consultants

The continuously rising expectations of achieving (and exceeding) the needs of the business and its' customers has drastically changed the way business and IT functions must work together. Collaborative planning between the business and IT is essential to ensure business capabilities are accurately identified, thoroughly understood and then effectively delivered and supported by IT. For example, both Business and IT counterparts should engage in high-level planning before detailed design ever begins. Such planning will include operating model and business process decisions that focus follow-on implementation efforts and ensure delivery of the greatest business value. Many BPM and IT efforts face challenges during implementation because scope and/or complexity were not identified beforehand. This session defines Business Architecture and it's potential impact on BPM efforts.

Key Issues:
• Explore what Business Architecture is, and how it can be used to drive your business capabilities
• Learn why Business Architecture is critical to helping Business and IT collaborate
• Discover why knowing what the enterprise operating model is pays big dividends
• Develop a strategy to engage business and IT counterparts in planning

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Wednesday, November 13, 2007 | 11:30am-12:30pm

Panel Discussion: Trends in BPM Tools

Moderator: Paul Harmon, Executive Editor, BPTrends

Participating Companies: Appian Corp, Global 0, Metastorm, Inc. & Savvion

This panel brings together representatives from some of the leading vendors of business process software. This won't be a panel in which each vendor simply presents a sales blurb. Paul Harmon will lead a discussion of what is happening in the business process software market. Then come the tough questions about the types of applications being developed, the problems companies are having with applications, competition and consolidation in the marketplace, and new directions in BP software use. Attendees are encouraged to ask the questions that have been on their minds!

• Whose buying what type of BPM software and why
• What features do customers really use
• What has happened in the BPM software tools market to date
• What will likely happen in the remainder of 2007

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Wednesday, November 13, 2007 | 2:15-3:15pm

BPM on the Road to SOA

Christopher Howard, Vice President and Service Director, Burton Group

Business Process Management (BPM) is a strategic undertaking that helps companies understand the behavior of their business activities. It is facilitated by technical infrastructures where those activities are executed and monitored. In this session, Chris Howard explores the use of BPM as an alignment discipline, bringing the business and technical domains to the design table. He will introduce the relationship of BPM to service oriented architecture (SOA), discuss the conceptual architecture of processes, and show how modeling builds consensus and informs service design.

Key Points:
• Where are we with SOA, anyways?
• Is "Business/IT alignment" just a buzzphrase?
• How can business process modeling help?
• How are business processes architected?
• How are business processes created, managed and improved?

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Wednesday, November 13, 2007 | 3:30-4:30pm

UC San Diego Case Study

Brian DeMeulle, Director IT/Business Process, University of California at San Diego

At higher education institutions, decades of adding new services has created fragmentation, redundancy and waste in processes, systems, and information similar to what happens in private sector mergers and acquisitions...When the need to replace the major business systems for UCSD's Auxiliary & Plant Services organization arose, the decision was made to implement a BPM program of change prior to, and as groundwork for, information systems implementations. Goals included sharing organizational knowledge via a common repository, reducing operational redundancies, reusing IT functionality and data through an SOA, breaking down functional silos and leveraging industry best practices, reference frameworks, and maturity models.

This presentation will describe how one group within UCSD is utilizing the full lifecycle of BPM from strategy and architecture through to detailed design to achieve significant IT and cultural transformation.

Key Issues:
• UCSD Background
• The Plan – Process methodology and governance;
• The Design – Project deliverables, IT and Process architecture alignment.
• The Rowing – Methodology implementation ; alignment with the new business systems; communications.
• The Payoff

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Thursday, November 15, 2007 | 10:15-11:15am

People, Process, Technology: Why Can't They All Get Along?

Alan Ramias, Partner, The Performance Design Lab

Until that unlikely day when every process has become completely automated, process performance will depend not only on the quality of enabling technology but also on the abilities of human performers to use that technology and perform that process as expected. This session looks at how to clearly articulate the relationships between process, technology and human performance and how to reflect these interdependencies in the writing of requirements and the design of processes and technology.

Key Issues:
• A Human Performance Technology perspective on BPM
• Discuss a model for understanding and addressing process and technology requirements from a human performance viewpoint
• Review a set of criteria for establishing "good" human performance requirements
• A process design format for clarifying the interactions of people and technology in processes