conference preview guide - building business capability€¦ · household appliances, ......

Ronald G. RossCo-Founder & Principal, Business Rule Solutions, LLCExecutive Editor, BRCommunity.com

Kathleen Barret, President and Chief Executive Officer, IIBA®

Roger BurltonFounderBPTrends Associates

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household appliances, solar energy, healthcare and software innovations. Having established a regional presence in 1906, Bosch employs over 22,000 associates in more than 100 locations, with reported sales of $8.8 billion in fiscal 2010. For more information, visit www.boschusa.com.

The Bosch Group is a leading global supplier of technology and services. In the areas of automotive and industrial technology, consumer goods, and building technology, some 285,000 associates generated sales of 47.3 billion euros ($62.7 billion)in fiscal 2010. The Bosch Group comprises Robert Bosch GmbH and its more than 350 subsidiaries and regional companies in over 60 countries. If its sales and service partners are included, then Bosch is represented in roughly 150 countries. This worldwide development, manufacturing, and sales network is the foundation for further growth. Bosch spent 3.8 billion euros (approximately $5 billion) for research and development in 2010, and applied for over 3,800 patents worldwide. With all its products and services, Bosch enhances the quality of life by providing solutions which are both innovative and beneficial.

Bosch is celebrating its 125th anniversary in 2011. Additional information can be accessed at www.bosch.com, www.bosch-press.com, and http://125.bosch.com

On January 1st, 2011, Innovations Software Technology changed its corporate name to Bosch Software Innovations. The Software and Systems House of the Bosch Group, designs and develops innovative software and systems solutions for an international clientele. For banks and financial services providers, Bosch Software Innovations offers specialized products in the areas of compliance, risk management, and customer relationship management. Its systems solutions for mobility and energy infrastructures range from analysis and implementation up to the operation of fully integrated hardware and software systems.

We provide our customers with the support they need to develop innovative business models that interconnect functions, services, and devices via the internet. Using Bosch Software Innovations’ leading technologies, customers can increase the efficiency and flexibility of complex applications to gain a longterm competitive advantage.

In the U.S., Canada and Mexico, the Bosch Group manufactures and markets automotive original equipment and aftermarket products, industrial drives and control technology, power tools, security and communicationsystems, packaging technology, thermotechnology,

Bosch Software Innovations

is now Bosch Software Innovations As a Platinum Sponsor, we welcome you to Building Business Capability 2011Visit us at our booth for a product demonstration

Innovations Software Technology

©2011 Building Business CapabilityNote: Conference agenda subject to change. Please refer to conference website for most up to date information. www.buildingbusinesscapability.com 1

InvitationDear Business Innovators and Practitioners,We invite you to join us for Building Business Capability, comprised of four conferences: the 14th International Business Rules Forum, the Business Analysis Forum (official conference of IIBA®), the Business Process Forum and the all new Business Architecture Summit.

All of us involved in business rules, business analysis and business process management face common and inter-related challenges. Only by widening our vision can we achieve true business agility for our companies. Building Business Capability delivers the business know-how, enabling you to rethink and reinvent your organization’s day-to-day operations. Whether in the form of business process models, business rules, decision logic, or business architectures the shared goal is to create a truly agile organization, responsive to the demanding environment we operate in.

By making the commitment to attend, you join an unsurpassed group of professionals tasked with building more capable organizations. A “Forum” is a place for open exchange of ideas. Whether you are interested in Business Process, Business Rules, Business Analysis or Business Architecture, or simply want to make your organization more agile, responsive and effective, seize the opportunity to share experiences with likeminded practitioners and managers, meet with the exhibitors to take advantage of their wealth of insight, and see the whole picture.

Join us October 30-November 3, 2011 and access our premier keynotes, sessions, tutorials, exposition, expert panels, live demos, networking coffee breaks, and reception.

Yours

The Building Business Capability Advisory Board

Kathleen BarretPresident and Chief Executive Officer, IIBA®

Kevin BrennanExecutive Vice President, Community Development, IIBA®

Roger BurltonFounder, BPTrends Associates

Matthew FinlayCEO, Rising Media, Inc

Paul HarmonExecutive Editor, BPTrends

Gladys S.W. LamCo-Founder & Principal, Business Rule Solutions, LLC, Publisher, BRCommunity.com

Ronald G. RossCo-Founder & Principal, Business Rule Solutions, LLC; Executive Editor, BRCommunity.com

Celia WolfPublisher and Founder, Business Process Trends


Demanding times call for best-of-breed solutions.

Business Analysis ForumBAF 2011 is the first inclusive, cross-specialty conference for all aspects of Business Analysis. You will learn how Enterprise Analysis, Business Rules and Business Process are all related to BA and each other. The

sessions and topics are designed to help senior practitioners hear about innovative, state-of-the-art techniques by world-class practitioners.

At the Business Analysis Forum you will hear about innovative, state-of-the-art techniques by world-class practitioners and learn from specialists and experts in highly relevant field. It’s the perfect opportunity to have face-to-face contact with your global IIBA peers and meet with the leadership team of IIBA

Business Architecture SummitWhile it seems that everyone has an interest in Business Architecture, there is a wide range of ideas about what one should look like.

The three Chairs of the BBC have created this exciting new event to emphasize that Business drives Architecture. Elements from each of their areas – Business Rules, Business Processes, and Business Analysis – figure prominently in Business Architecture. Other techniques and ideas are needed too. This 1st annual Summit offers you a unique opportunity to hear from real-world practitioners about what they have accomplished and how they did it. All the thought-leaders in the field will be there.

Business Process ForumThe Business Process Forum focuses on the bottom line issue of enhancing the capability of process practitioners and business managers to better deliver improved business performance. With so much pent up demand, the scope of the opportunities is growing. An enterprise has lots of moving

parts and the use of process models as alignment mechanisms is critical to any business improvement project. This means that processes must be managed as enterprise assets in their own right, throughout their own lifecycle, and process professionals have to both broaden and deepen their competencies.

The Business Process Forum spans three tracks focused on Designing Business Processes , Implementing Business Processes and Managing Business Processes

(NEW) 1st Annual Business Event SummitThe First Annual Business Event Summit provides an understanding of how to achieve the impressive ROI in terms of productivity, early discovery, customer response, consistency, security and more already demonstrated by early adopters of complex event processing technology (CEP). Join the Summit to explore the exciting new opportunities for building better business capabilities by more effectively managing Business Events.

2nd World Congress on Decision Tables (WCDT)Decision analysis and decision tables are rapidly becoming a must-know for everyone – certainly business rule professionals, but also business analysts and business process professionals. Decision tables are a pragmatic, business-friendly representation of business rules that dramatically improves conciseness, completeness, and correctness. They are a key piece of the puzzle in building better business capabilities. Think of decision tables as “pictures” of decision logic based on intrinsic patterns, and think of table hierarchies as a model to structure decisions in a top-down, incremental approach. After the success of the First World Congress, this 2nd World Congress on Decision Tables (WCDT 2011) is again designed to deliver the latest expertise on using decision tables in analyzing and representing business decisions.

Business Rules ForumThe Business Rules Forum, now in its 14th year, is the premier Conference dedicated to Business Rules and Decision Modeling world-wide, Find out about how your organization can come to grips with rapid change, massive customization, and compliance in a truly scalable, traceable, manageable manner.

Business Rules Forum 2011 delivers the insights, technologies and techniques you need to create an agile organization, one in control of its business rules and operational decisions. Here’s exactly what you need to satisfy marketplace and governance challenges, and drive recovery and growth.


Pre-Conference Tutorials

1:00pm-6:00pm

8:00am-7:00pm

8:00am-9:00am

12:00pm-1:00pm

2:30pm-5:30pm

Registration Open

Registration Open

Continental Breakfast

Lunch

Pre-Conference Tutorial - Half DayBusiness Rules from A - Z: What You Need to Know

Ronald G. Ross, Business Rule Solutions, LLC and BRCommunity.com

Pre-Conference Tutorial - Half DayBuilding the Business Case for

Business AnalysisKathleen Barret, IIBA®

Pre-Conference Tutorial - Half DayThe Foundation for Reliable

Business Process ManagementRoger Burlton, BPTrends Associates /

Process Renewal Group

Sunday, October 30, 2011 | Pre-Conference Tutorials

Monday, October 31, 2011 | Pre-Conference Tutorials

9:00am- 12:00pm

1:00pm-4:00pm

Pre-Conference Tutorial - Half Day

Capturing Business Rules: From Business Solution to Business

RequirementsGladys S.W. Lam,

Business Rule Solutions, LLC and BRCommunity.

com

Pre-Conference Tutorial - Half Day Decision

Management: Practical Steps to Get More From

Your Business Rules Investment

James Taylor, Decision Management Solutions


The Living Business Case

Kevin Brennan, IIBA®


Creating a Business Analysis Maturity Model Workshop

Dave Bieg, IIBA®Angela Wick, IIBA®


Architecting a Business Process

Environment: Aligning BPM and

EASandy Kemsley, Kemsley

Design


What’s In It for Me? Developing YOUR

BPM CompetenciesArtie (Arjit) Mahal,

BPTrends Associates


To Be Announced


Modeling and Managing Business

Decisions Using Decision Tables

Jan Vanthienen, Katholieke Universiteit

Leuven


Fundamentals of Enterprise Business

Analysis: Getting the Big Picture on the

Big PictureJason Questor,

Achieveblue Corporation


Enterprise Architecture - The Zachman Framework: A

TutorialJohn A. Zachman,

Zachman International


Accelerating Value with Agile Business

AnalysisEllen Gottesdiener, EBG

Consulting, Inc.


Improving Communication

through Improvisation

Kupe Kupersmith, B2T Training

Kevin Brennan, IIBA®Julian Sammy, IIBA®


Top Five Techniques for Producing the Highest ROI from Process Analysis

Kathy Long, Innovative Process Consulting, Inc.


From Process Redesign to IT Requirements –

Crossing the ChasmAlec Sharp, Clariteq

Systems Consulting Ltd.


Agenda Overview

7:30am-7:30pm

11:15am-11:25am

10:15am-11:15am

11:25am- 12:25pm

12:25pm- 1:50pm

Tracks

8:30am-8:45am

7:30am-8:30am

8:45am-9:45am

Registration

Room Change

Presentation“Real-World Case Story”

PresentationTBA

General SessionAttendee Networking Lunch

Managing Decisions

PresentationApplying the

BABOK® in an Agile Way

Susan Block, The Vanguard Group

PresentationDithering on

Data: Too Early, Too Late, Too

BadMary Gorman, EBG

Consulting


Panel DiscussionIntroducing the Pharma/Biotech IIBA® Virtual

Special Interest GroupCarol Scalise, Pfizer, Inc.

Mike Horn, Pfizer, IncMichael Calluori, AstraZeneca

Matt St. Louis, Pfizer, IncTim Wescott , MedImmune

Understanding and Applying

Business Analysis

PresentationLean, Six Sigma

and BPMPeter Matthijssen,

BiZZdesign

PresentationProcess and

Rules: Keeping it SimpleKathy Long,

Innovative Process Consulting, Inc.


Modeling, Analyzing and

Designing Business Processes

PresentationUnum Delivers Agility through

RulesTimothy Fitzgerald,

UnumEmily Allis-Springer,

Unum

PresentationBest Practices in Rule Discovery and Analysis

Joseph Zick, TIAA-CREF

Colleen McClintock, IBM

Organizing & Deploying

Business Rules

PresentationManaging Business Analysts

Barb Carkenord, RMC Project Management

PresentationUsing IIBA® Competency

Model - A Case Study with

ANZ Bank of Australia

Geoffrey Griffin, ANZ

Angela Wick, IIBA®

Organizing and Implementing

Business Analysis


PresentationAgile Predictive

Process Platforms: The Key to Business

AgilityJames Kobielus,

Forrester Research

Implementing Business

Process Change

PresentationBank Employs

Rules Automation to Maximize Corporate-

Client RetentionVarun Chandhok,

M&T Bank

PresentationThe Top 10 Mistakes Business

Analysts Make in Capturing

Business RulesGladys S.W. Lam,

Business Rule Solutions, LLC and BRCommunity.com

Capturing Business Rules

PresentationSystems Thinking

Steve Erlank, Faculty Training

Institute

PresentationSo, I’m a Business Architect now? One

BA’s journey from humble requirements

gathering sessions

to helping executives

design their enterprises for

the futureChris Reynolds, L&T

Infotech FSTI

Business Architecture

Summit

PresentationNow that

BPM has the Attention of

the Executives What Should

you do?Ian Gotts, Nimbus

PresentationThe Process Knowledge

Initiative PanelSandy Kemsley, Kemsley DesignPaul Harmon,

BPTrendsKevin Brennan,

IIBA®

Managing a Business-

Process-Centric Enterprise

General Session: Conference Welcome / Opening Remarks Gladys S.W. Lam, Business Rule Solutions, LLC and BRCommunity.com

Tuesday, November 1, 2011 | Conference Schedule (Day 1)

Continental Breakfast in Exhibit Hall Room: Great Hall 4

9:45am-10:15am Break in Exhibit HallRoom: Great Hall 4

Keynote: Convergence: Building Business CapabilityRonald G. Ross, Business Rule Solutions, LLC and BRCommunity.com

Roger Burlton, BPTrends Associates Kathleen Barret, IIBA®


Agenda Overview

2:50pm-3:00pm

4:00pm-4:30pm

5:30pm-7:30pm

1:50pm-2:50pm

3:00pm-4:00pm

4:30pm-5:30pm

Tracks

Room Change

Break in Exhibit HallRoom: Great Hall 4

ReceptionRoom: Great Hall 4

PresentationBuilding an Enterprise BRMS to Support

Heterogeneous Rule Engine Execution

EnvironmentsMukundan Agaram,

Delta DentalDr. Chang Liu, Delta

Dental

PresentationBusiness Rules Vendor PanelModerator: James Taylor, Decision

Management Solutions

PresentationBusiness

Economics of Decisioning at

Large ScaleKenny Shi, eBay

Carole-Ann Matignon, Sparkling

Logic, Inc.

PresentationCombine Business Process, Decision, and Rule

ManagementJohn Magana, CVS

CaremarkLee Lambert, New Wisdom Software

Managing Decisions

Panel Discussion Business Analysis Vendor Panel

Moderator: Tom Karasmanis, IIBA®

PresentationSix Essential

Steps to Creating a Use

Case ModelAlex Papworth, Business Analyst

Mentor

PresentationRequirements

EstimationAnthony Chen,

Seilevel Inc.

Understanding and Applying Business Analysis

PresentationBPM Standards: What is New in BPMN 2.0 and

XPDL 2.2Denis Gagné,

Trisotech

PresentationBridging from

Analysis to Design

Rick Rummler, Performance Design Lab

Cherie Wilkins, Performance Design Lab

Panel DiscussionBPM Vendor Panel

Moderator: Sandy Kemsley, Kemsley Design



PresentationSpeed

Saves Lives: Leveraging a Massively

Parallel Expert System

for Patient SurveillanceNathan Bell, Pharmacy

OneSource


Business Rules

PresentationKey Elements to Road Map

a Business Analysis

Practice in Your OrganizationAlain Arseneault,

IIBA® and Bank of Montreal

PresentationThe Dollars Are In The Details:

Measuring the Cost of

RequirementsGlenn R. Brûlé, ESI

International

PresentationWawa’s Business Process Design Methodology

and How it Redesigned Real Estate Processes

Diane Schade, Wawa, Inc.

Mark McClure, Wawa, Inc.

PresentationDeliver

Transformational Projects

Through BPM Centers Of Excellence

Clay Richardson, Forrester Research

PresentationThe Use

of Process Frameworks for Process Design

David Paul, Fusion-io


Process Change

PresentationRules and

Process, They Cannot Be

Together and They Cannot Be

ApartRik Gerrits, RuleArtsGladys S.W. Lam,

Business Rule Solutions, LLC and BRCommunity.com

Collaborative Exchange

PresentationBusiness Rules Methodology - Pushing the Pendulum!

Kathy Gorman, Insurance

Corporation of British Columbia

Kevin Gauley, Insurance

Corporation of British Columbia

PresentationPreventing

Quality Issues Using The Right

Method For Your Situation

Silvie Spreeuwenberg,

LibRT


PresentationFinding Your

True North Star: When There Are No Ends to the

MeansRoger Burlton,

BPTrends Associates

Russ Grabb, Better Outcomes Consulting Inc.

PresentationArchitecture Governance:

A Question of BalanceMichael

McDermott, Inside Business

Architecture

PresentationCapability

Centric Portfolio Development

Rich Levine, Giant Eagle


Summit

PresentationThe “Soft

Stuff” Is The Hard Stuff

–Human and Organisational

Issues in Business Process

ChangeAlec Sharp, Clariteq Systems Consulting

Ltd.



Tuesday, November 1, 2011 | Conference Schedule (Day 1)


Agenda Overview

8:00am-6:00pm

10:00am-10:30am

11:30am-11:40am

12:40pm-2:00pm

9:00am-10:00am

10:30am-11:30am

11:40am-12:40pm

Tracks

8:00am-9:00 m

8:00am-9:00am

Registration


Room Change

Attendee Networking Lunch

Keynote Business Analysis with Business Rules:

See the Elephant!Ronald G. Ross, Business Rule Solutions,

LLC and BRCommunity.com


PresentationHow Business

Rules and Decision

Tables Support Immunization

Tracking Improvement in the United

StatesDr. David Lyalin,

Northrop Grumman Corporation

Warren Wiliams, Centers for Disease

Control and Prevention (CDC)

Managing Decisions

PresentationStakeholder

Analysis Process:

Steps Toward Eliciting Great RequirementsGeorge Bridges,

International Institute for

Learning

PresentationWhere Do Business

Requirements Come From?

Gladys S.W. Lam, Business Rule

Solutions, LLC and BRCommunity.com

PresentationIs It Worth It?

Using a Business Value Model to Guide DecisionsKent J. McDonald, Knowledge Bridge

Partners


Business Analysis

KeynoteBusiness

Analysis with Business

Rules: See the Elephant!

Ronald G. Ross, Business Rule


PresentationTime: BPM’s

Missing Dimension

E. Scott Menter, BP Logix

KeynoteHow Ready are You for BPM? - Assessing your

Maturity and Building your RoadmapRoger Burlton, BPTrends Associates



PresentationRules

Automation Enables

California Realtors to

Navigate Forms & Minimize Risk

Joshua D.J. Sharfman Ph.D,

California Association of

Realtors

PresentationTBA


Business Rules

KeynoteBusiness

Analysis with Business

Rules: See the Elephant!



PresentationBuilding Business Analysis

Capabilities at Highmark Inc.

Phyllis Rupert, Highmark Inc.

Dave Bieg, IIBA®

KeynoteHow Ready are You for BPM? - Assessing your Maturity and Building your

RoadmapRoger Burlton,

BPTrends Associates


Business Analysis

PresentationTBA



Process Change

PresentationWhere Do Business

Requirements Come From?

Gladys S.W. Lam, Business Rule


KeynoteHow Ready are You for BPM? - Assessing your Maturity and Building your

RoadmapRoger Burlton,

BPTrends Associates


PresentationIncrease

Alignment Between The

Business And IT Services

Mylene Lizotte, CBAP®,

Bombardier Aerospace

Hugues Simard, Bombardier Aerospace

PresentationAccepting

The Business Architecture Challenge

Jeff Scott, Forrester Research


Capabilities: The Basis for a High Value Business ArchitectureDennis Stevens,

Synaptus


Summit

PresentationThe Big

Challenge: Getting Leaders

Engaged in BPM

Jim Boots, Global Process Innovation

PresentationBest Practices for Socializing and Managing

Business Process Improvement

InitiativesGina Abudi, Abudi Consulting Group,

LLC



Vendor Labs

Wednesday, November 2, 2011 | Conference Schedule (Day 2)

Continental Breakfast in Exhibit Hall Room: Great Hall 4

Joint BBC Session Joint BBC SessionJoint BBC Session

Joint BBC Session

Joint BBC Session Joint BBC Session

Joint BBC Session

Joint BBC Session


Agenda Overview

3:00pm-3:10pm

4:10pm-4:30pm

2:00pm-3:00pm

3:10pm-4:10pm

4:30pm-5:30pm

Tracks

Room Change


Keynote West Bend: A Rules-Based

Approach Case Study

William J Leannah, West Bend Mutual

Insurance

PresentationBest Practices

to Setup a Business Rules

Center of Excellence

Deborah Kruesi, Fannie Mae

Jean Pommier, ILOG WebSphere,

IBMColleen McClintock,

IBM

Begin with the Decision in Mind

James Taylor, Decision


PresentationBusiness Rules in Commercial

Banking: Perspectives with a Case

StudyBala Balachander, Deloitte & Touche

How Business Analysts Create, Validate, Test, and Execute

Tabular Decision Models without IT Involvement

Dr. Jacob Feldman, OpenRules, Inc.

Managing Decisions


Readiness - How Do You Know When You Are

Done?Dr. Juan Pablo

Giraldo


by Collaboration:

Workshops for Defining, Planning, and

Delivering Product NeedsEllen Gottesdiener, EBG Consulting,

Inc.

PresentationThe Integration

of Six Sigma with Business Analysis Sub-Disciplines to

Achieve Desired Results

Steven J. Gara, Leverforce

Larry Velarde, Leverforce


Business Analysis


James Taylor, Decision


PresentationThe State of BPM

Paul Harmon, BPTrends

PresentationGood Process Models and

Good Processes – How to Get

ThereDr. Juergen

Pitschke, BCS

PresentationTBA

PresentationHarnessing Resistance to Major

Organizational Change

Richard Simourd, BPTrends Associates



PresentationPoint/Counter

Point Rule ManagementCindy Scullion, Business Rule Solutions, LLCKristen Seer, Business Rule Solutions, LLC

Panel Discussion Business Rules Practitioner PanelModerator: Gladys S.W. Lam, Business Rule Solutions, LLC, BRCommunity.com


Business Rules

PresentationA Front

Office - Back Office Model for Business

Analysis Organization

Marco Schumacher, Accenture

PresentationCOE Panel: Setting Up a Business

Analysis Center of ExcellenceModerator: Neil

Bazley, IIBA®Panelists:

Greg Busby, Cornell University

Ted Perez, CNA Insurance

Simon Kelly, Intel Corporation

Hans Eckman, SunTrust Banks, Inc.

PresentationThe Magic of Mentoring

Marsha Wolfberg, The Hartford

Dave Ramanauskas, The Hartford


Business Analysis

PresentationHow CONTECH

Optimizes its Business

Processes with Predictive BPM

Jeff Stone, CONTECH

Construction Products, Inc.


Process Change

PresentationBusiness Rules and

Transformation of an Industry

ProcessMathew Cooper,

Cooper Consultants Pty Limited


PresentationThe Confluence

of Strategy, Operating and

IT ModelsKerrie Holley, IBM


Value Realized Through Business

Architecture and Rules

Emily Allis-Springer, Unum

Julie Gross, Unum

Panel Discussion Business

Architecture vs Technology Architecture

PanelModerator: Sandy Kemsley, Kemsley

Design


Summit

PresentationTBA



Wednesday, November 2, 2011 | Conference Schedule (Day 2)

Joint BBC Session Joint BBC Session



Agenda Overview

8:00am-4:00pm

8:50am-9:00am

10:00am-10:10am

11:10am-11:30am

8:00am-8:50am

Early Bird Sessions

9:00am-10:00am

10:10am-11:10am

Tracks

8:00-am9:00am

Registration

Room Change

Room Change

Break

The OMG DMN (Decision

Modeling & Notation)

Standard: State of the Art

Paul Vincent, TIBCOChristian de Sainte

Marie, IBM

Presentation Capturing

and Analyzing Business

Vocabulary and Rules

Andrea Westernien, Computer Associates

PresentationDecision Tables in Practice: Two

Case Studies on Process

Variability and Health CareMaria Teresa Baldassarre,

University of BariNicola Boffoli,

SERLAB

KeynoteAnalyzing and

Managing Business

Decisions using Decision Table

ModelsJan Vanthienen,

Katholieke Universiteit Leuven

2nd World Congress on

Decision Tables (WCDT 2011)

Keynote TBA

Kathleen Barret, IIBA®

PresentationPanel -

Operating in a Regulated Environment:

Understanding & Incorporating Requirements Beyond Your

ControlModerator: Julian

Sammy, IIBA®Panelists:

Carol Scalise, Pfizer, Inc.

Neil Bazley, IIBA®Indy Mitra, BMO


Business Analysis

PresentationGetting Executive Buy-In for Process-Based Management

Moderator: Roger Tregear, Leonardo Consulting

Keynote TBA


PresentationAligning Business

Process, Rules and System

RequirementsDenise Owen, CGI

PresentationBPM at Catalina

Marketing: From Concept

through Implementation

to ROIJeff Mount, Catalina

MarketingStephen Edinger,

Catalina Marketing

PresentationSustaining

Process Maturity

Phil Short, Mars Canada Inc



Keynote TBA


PresentationTBA


Business Rules

What is the Business

Motivation Model (BMM) for Business Strategy? A Q&A SessionJohn Hall, Model

Systems & Keri Anderson

Healy, BRCommunity.com

PresentationAdapting

the BA Role for Complex

ProjectsKathleen B. (Kitty)

Hass, PMP, Kathleen Hass & Associates,

Inc.


Business Analysis

PresentationTBA


Process Change

PresentationTBA

PresentationTBA

1st Business Event

Processing Summit

PresentationProcess and Information

Architectures - the Missing Link

to Improving Enterprise

PerformanceLouise Harris

PresentationThe Architecture

of Enterprise Know-How




Summit

PresentationPanel: BPM Around The Globe: What

Can We Learn?



Thursday, November 3, 2011 | Conference Schedule (Day 3)

Continental Breakfast in Exhibit Hall Room: BRCommunity.com



Collaborative Exchange Collaborative Exchange

Joint BBC Session Joint BBC SessionJoint BBC Session


Agenda Overview

2:50pm-3:00pm

11:30am-12:30pm

12:30pm-1:50pm

1:50pm-2:50pm

Tracks

Room Panel DiscussionEmerging Trends Panel Discussion

Moderator: Kristen Seer, Business Rule Solutions, LLCPanelists:

Kathleen Barret, IIBA®Kevin Brennan, IIBA®

Roger Burlton, BPTrends Associates Paul Harmon, BPTrends

Gladys S.W. Lam, Business Rule Solutions, LLC and Publisher, BRCommunity.comRonald G. Ross, Business Rule Solutions, LLC and Executive Editor, BRCommunity.com

How Business Rules and

Tables Take Over - Reducing

Completion Times from Months to

HoursRonny Keiser, SD

Worx

The 3 Amigos on Enterprise

Design: Burlton, Ross & Zachman

Roger BurltonJohn A. ZachmanRonald G. Ross

PresentationTBA

Attendee Box Lunch Success stories: Using

Decision Tables in the Texas

TIERS projectPaul Snow,

SourcePulse

PresentationTBA

2nd World Congress on

Decision Tables (WCDT 2011)

PresentationUsing Behavior

Driven Development and Feature Injection to Build Better

SoftwareJeffrey Davidson,

ThoughtWorks, Inc.

Attendee Box LunchTBA

PresentationAdvanced Data

ModelingRick Clare, IIBA®


Business Analysis

PresentationImproving

Process Quality: Sharing insights

from the Process TestLabThomas J. Olbrich, Taraneon Process

TestLab

PresentationA Business

Process Project Manager’s

Sanity ChecklistSandy Foster,

BPTrends Associates




Attendee Box LunchYou Just Can’t Make This Up: Horror stories in

Business ProcessesModerator: Roger Burlton, BPTrends Associates /

Process Renewal Group

PresentationEfficient BPMN:

from Anti-Patterns to Best

PracticesDarius Silingas, No

Magic Europe

PresentationBusiness value - Building BPM Capabilities in the Norwegian BU of a Global

Oil & Gas Company

Tom Einar Nyberg, Capgemini -

Norway

PresentationValue-Driven

BPM: Roadmap to Immediate

Value and Lasting

CapabilitiesDr. Mathias

Kirchmer, Accenture



SBVR: What and Why

Keri Anderson Healy,

BRCommunity.com

PresentationBridging The

Worlds Of Legislator And Technologist Through The Formalization Of Legal Rules

With SBVRAshild Johnsen,

Financial Supervisory

Authority of Norway


Business Rules




PresentationGlobalization and Its Impact on Business

AnalysisPeter Johnson,

Peter Johnson LLC


Business Analysis


Process Change

Attendee Box LunchTBA

PresentationTBA

1st Business Event

Processing Summit

PresentationFantastic

Voyage or the Impossible

Dream? The BA as Management

ConsultantRichard Larson,

Watermark Learning

PresentationThe OMG’s


Standardization Work - A

Progress ReportNeal McWhorter, Enterprise Agility


Summit



Thursday, November 3, 2011 | Conference Schedule (Day 3)





Joint BBC Session Joint BBC Session Joint BBC Session


Sunday, October 30, 2011 Half-Day Workshops Sunday | 2:30pm - 5:30pm

Business Rules from A - Z: What You Need to Know


What are business rules, and how can you apply them effectively in your organization? What pitfalls have other organizations encountered, and how can you avoid them? How can you get up to speed about the very latest in the field?

This tutorial tells you what you need to know to get into the express lane for business rules. It provides clear, authoritative insight into the essential concepts, techniques and tools, including best practices for decisioning, business processes, and business analysis. Find out what you need to know to be successful in your organization on a point-by-point basis, amplified by far-ranging professional experience.

Cut through the hype about technology, methodology and standards. Learn about the key areas of practical importance to your company. If you are looking for a way to get the latest and best scoop on what’s happening, this tutorial is for you. Come prepared with questions you want answered!

What business rules are and why they matter

analysis

Sunday | 2:30pm - 5:30pm

Building the Business Case for Business Analysis

Kathleen BarretPresident and Chief Executive Officer, IIBA®

You are a Business Analyst. Or you manage a team of BAs. Perhaps you are in charge of the program management office and you need to ensure you have the appropriate resources and skills on your project teams. How do you justify to your management the importance of investing in and supporting effective business analysis practices?

A major focus this year for IIBA is to help business analysts and their managers make the case for strong business analysis practices within their operations. But how to do that in terms that decision makers can understand and respond to? By using the tool that

management uses every day to make critical decisions: a business case.

A business case is a tool to help assess investment options, to determine whether or not to proceed with a specific project or piece of work. It captures the purpose or ‘why’ of the project; the benefits of proceeding; the risks of both proceeding and not proceeding; the investment required; and a high level implementation plan. A business case is a formal document, filled with essential details necessary to assist in decision making. It also provides the foundation for your ‘elevator speech’—that five minute explanation and justification of business analysis—so the next time you happen to run into your manager or your managers, manager, you will be ready to make your case.

Learning objectives:

are important in making your case

account the realities of your organizatio

other decision makers

Sunday | 2:30pm - 5:30pm

The Foundation for Reliable Business Process Management


After twenty years of BPM experience and twenty more prior to that with quality management methods for process improvement, it has become clear what the factors critical for success are. It is no surprise that repeatable success comes from a strong foundation based on proven principles and simple ways of thinking about challenges and problems that can be commonly understood and shared broadly. Roger Burlton, a true BPM pioneer and author who started teaching and helping clients with BPM in 1990 will expose what he has found to be an elegant baseline for dealing with processes and for delivering process performance outcomes. Roger will take the group through his Business Process Manifesto that lays the groundwork. Then he will reveal a set of simple methods to collect, connect and correct the process dots. Lastly he will illustrate several ‘tools’ that can be used over and over to tackle a wide range of tricky process issues that come up repeatedly. This will be a fun and down to earth start to the conference for managers and analysts trying to set off on the right BPM foot.

Pre-Conference Workshops



Monday, October 31, 2011 Monday | 9:00am - 12:00pm

Capturing Business Rules: From Business Solution to Business Requirements

Gladys S.W. LamPrincipal & Co-Founder, Business Rule Solutions, LLCPublisher, BRCommunity.com

Business rules should come from the business. However, you cannot simply ask business people to come together and then multiply rules.

Ms Lam will continue her highly popular tutorial on a comprehensive approach for developing a business model and gathering business rules from business experts using facilitated sessions. She will also share her approach for harvesting business rules using innovative techniques to analyze operational business decisions and her insights on reverse-engineering business rules from application code. This year, she will also discuss how to derive business requirements from business rules.

This session discusses:

including preparation, objectives, agenda, and documentation for each session

business process models, fact model, and business rules

deliverables

Monday | 9:00am - 12:00pm


Accelerating Value with Agile Business Analysis

Ellen GottesdienerPrincipal Consultant and Founder, EBG Consulting, Inc.

Agile business analysis is essential to establish and maintain “flow” for continuous planning and delivery. In this workshop, you see how successful agile teams quickly analyze and decide which product backlog items to build throughout agile projects. In this workshop, you’ll learn how effective agile projects leverage business analysis to deliver business value efficiently.

You’ll explore how to collaboratively analyze agile requirements and make just-in-time decisions on what to deliver next. Learn how agile teams plan and analyze product backlog items to prepare concise, well-understood testable requirements for development in short delivery cycles. Join agile coaches, authors, and requirements experts—Ellen Gottesdiener and Mary Gorman—to learn effective

practices that enable agile teams plan and deliver value faster.

value on agile projects

validate requirements

agile delivery cycles.


The Living Business Case


On many, if not most projects, the business case is a sublime work of fiction created before a project begins in order to secure funding. Once people agree to the project, it is filed away never to be looked at again in case it happens to show that the original estimations were wildly optimistic or that the project is no longer worth doing.

That’s not what a business case should be. Business analysts have a responsibility to continuously question the business case and direct their efforts to ensure that the organization gets value from their investment and that the solution supports the business objectives. In this workshop, attendees will learn the basics of “business case thinking”, understand business value and benefits realization, and learn how to evaluate change requests and new requirements to ensure that they support both the business and your stakeholders.

Learning Objectives

you can do about it

relative importance

business value of features


Fundamentals of Enterprise Business Analysis: Getting the Big Picture on the Big Picture

Jason QuestorFounding Partner and EVP Learning Systems, Achieveblue Corporation

Business analysis defines the capabilities that enable an organization to create value for its stakeholders. This includes vetting of proposed solutions or action plans against requirements. A business analyst is a practitioner of business analysis. Stated most simply, enterprise business analysis is the application of business analysis at the strategic level to an entire enterprise, or to portions of it, from the perspective of and actioning by the executive branch. Enterprise business analysis is concerned with the integration and coordination of the set of business functions rather than addressing any single function within the enterprise. In this way the initial and ongoing strategic, tactical and operational structures, investments, resources,


Pre-Conference Workshopsfunctions and processes of the enterprise can be integrated and harmonized with a unified view, direction and purpose, for the benefit of all. In all scenarios, the focus is on alignment of value to enterprise level vision, mission and strategy.

Enterprise business analysis practitioners provide input, decision support and perspective on a broad range of topics and issues within the enterprise. In this session you will learn the underlying principles and key activities of an enterprise business analysis practitioners including:

processes and business rules, business models, taxonomies, frameworks and bodies of knowledge for enterprise advantage

and acquisitions, partnerships and alliances and alignment of the enterprise with needs of its customers / clients

tracking for achievement and alignment with strategic objective


Top Five Techniques for Producing the Highest ROI from Process Analysis

Kathy LongPresident, Innovative Process Consulting, Inc.

This tutorial provides a great opportunity for everyone involved in process improvement to increase their project’s ROI. Understanding the appropriate techniques to use when analyzing a process is critical to a Business Analyst’s ability to produce the greatest ROI from their process analysis. Analysts need to understand what information is critical to capture at the appropriate phases in a process project. This tutorial will provide analysts with information on what type of modeling notation are helpful with which analysis techniques. Knowing which model works best with each technique is crucial in selling the “real” root cause problems and potential solutions to management. Knowing when to use BPMN, Basic Flowcharting, IGOE’s, Node Trees, State Change Diagrams and SIPOC, is critical. It’s equally important to understand which models work best with LEAN, Six Sigma, Value-Add, Gap and other Analysis techniques. This will be a very practical hands-on approach to learning with real examples for participants to work on and see the value of the modeling notations.

opportunities

the best results


Architecting a Business Process Environment: Aligning BPM and EA

Sandy KemsleyBPM Analyst and System Architect, Kemsley Design

How does business process management (BPM) fit into a more holistic enterprise architecture (EA) context? Although many BPM methodologies and tools suggest standards for process modeling such as BPMN, there are typically no guidelines for how to create process models that align with various EA frameworks and the other models that exist within them.

This workshop is focused on how to align your BPM initiatives with your EA practices from a business and technology view, specifically in environments that change frequently due to continuous improvement efforts. This will include:

Notation (BPMN 2.0) standard.

BPMN models: what elements are required for different capability levels.

frameworks.

how process models interact with data models, organizational models and others.

12:00 pm- 1:00 pm | Lunch

Monday | 1:00pm - 4:00pm

Decision Management: Practical Steps to Get More From Your Business Rules Investment

James TaylorCEO / Principal Consultant , Decision Management Solutions

Years of working with business rules and other decisioning technologies from business intelligence to predictive analytics and optimization has made one thing clear - technologies alone are not the answer. To be successful with these technologies people and process must change - they must become more decision-centric. Only a focus on decisions, and on operational decisions, can put these technologies to work to deliver better business results.

This presentation will use customer stories to show the power of beginning with the decision in mind. It will show how a decision-centric approach makes more use of business rules, simplifies business process and event-based design, and allows organizations to move to data-driven decision making.This session will:

decisions



event-based systems


Modeling and Managing Business Decisions Using Decision Tables

Jan VanthienenProfessor in Information Management, Katholieke Universiteit Leuven

When modeling and managing complex business logic in real business situations, decision tables and table structures have proven a powerful technique to represent sets of related business rules in the form of tables and to model relations between the decision elements. Because of their overview and communication abilities, decision tables allow us to model business decisions in a correct, complete and consistent way, ensuring high quality and conciseness of the decision logic.

This tutorial encompasses best practices with different decision representations and experiences with the modeling of business rules by business experts in real business situations (insurance, legislation, credit scoring, operating procedures)

What you will learn:


Improving Communication through Improvisation

Kupe KupersmithVP of Brand Development, B2T Training


Julian SammyHead of New Media, IIBA®

Talking and reacting in the moment is the core of what you do as a business analyst. Much of what happens on a project is unscripted. To propel to the senior level of your profession you need to continually improve your creative thinking skills and how

you interact and communicate with your stakeholders. It just so happens that improvisation is the practice of acting, singing, talking and reacting in the moment and in response to the stimulus of one’s immediate environment.

This highly interactive and fun session focuses on key improvisation lessons that will help you be a more attentive, flexible, persuasive and influential business analyst. You will walk away with lessons to help you stay in the present, temporarily suspend judgment, keep conversations moving forward and listen generously. These skills are necessary to be an effective and desired business analysis professional.

Session objectives

forward

stakeholders


Creating a Business Analysis Maturity Model Workshop

Dave BiegCOO, IIBA®

Angela WickCompetency Model Chair, IIBA®

What Maturity Model does your corporation align to? Does it do a thorough job with Business Analysis? Do you think IIBA should establish our own Maturity Model Guidelines? If your answer to the last question is “Yes,” join us for half a day at the Business Analysis Maturity Model Workshop. In this workshop we’ll explore:

Model

You’ll contribute to, and learn to:

Maturity Model

company


Enterprise Architecture - The Zachman Framework: A Tutorial

John A. ZachmanChief Executive Officer, Zachman International


Pre-Conference WorkshopsEnterprise Architecture tends to be a much mis-understood 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. The Framework for Enterprise Architecture, the “Zachman Framework,” is derived from the descriptive representations that constitute architecture for any industrial object. The Framework defines the set of engineering design artifacts required for engineering an Enterprise for flexibility, integration, reusability, interoperability, alignment, etc. that is, it is the knowledgebase for creating, operating, managing the Enterprise and constitutes the baseline for managing Enterprise change.


From Process Redesign to IT Requirements – Crossing the Chasm

Alec SharpPresident, Clariteq Systems Consulting Ltd.

A key lesson from recent years, especially from huge ERP implementations that went sideways, is that major information system implementations done without regard for business processes often fail, sometimes spectacularly. Unfortunately, a thoughtful business process design doesn’t guarantee success either.

What is needed, and what this session presents, is a practical, proven, and integrated set of techniques that flow seamlessly from process design through to actionable requirements. Key elements include business service specifications (essential in a SOA environment,) a unique form of use cases, and guidance on making business-oriented data models a vital technique. Special attention is paid to the problematic “great leap downward” from architecture and design to specification-level requirements.

Some of the questions that will be answered include:

they and why do they cause grief?

forms to capture requirements?

aerospace environments fare poorly in business or government settings

modeling, and requirements?


What’s In It for Me? Developing YOUR BPM Competencies

Artie (Arjit) MahalSr. Consultant, BPTrends Associates

The work we do and our ability to do our work must align for personal and business benefit. This alignment happens best through self-development of competencies in one or more professional practices including BPM. Competency may be defined as a demonstration of proficient behavior in the execution of activities that require unique knowledge, skills, and motivation in their usage.

Business Process Management practice includes the interplay of several roles in the organization including process owners, business managers, process professionals, business analysts, organization designers and technology parishioners. Each of these roles requires varying levels of business process competencies to deliver performance improvement to the origination while enhancing individual capability for career advancement.

This hands-on workshop will employ a pioneering BPM Competency Framework to help you identify your individual BPM competency needs and create a development plan which can be put to action for mutual success.

process professional

aspiration in process practice

learning method

competencies

progression


Tuesday, November 1, 2011 7:30 am - 7:30 pm | Registration

7:30 am-8:30 am | Exhibit Hall

Continental Breakfast in Great Hall 4

8:30 am - 8:45 am General Session

Conference Welcome / Opening Remarks

Gladys S.W. Lam, Business Rule Solutions, LLC and BRCommunity.com

8:45 am - 9:45 am Keynote

Convergence: Building Business Capability

Ronald G. Ross, Business Rule Solutions, LLC and BRCommunity.com

Roger Burlton, Founder, BPTrends Associates


9:45 am - 10:15 am | Exhibit Hall

Break in Exhibit Hall

Tuesday | 10:15am - 11:15am Organizing & Deploying Business Rules Track

Unum Delivers Agility through Rules

Timothy FitzgeraldAssistant Vice President, Enterprise Architecture, Unum

Emily Allis-SpringerBusiness Architect, Unum

Learn from the Enterprise Principle Architect of an international corporation about how Business Rules and associated tools and technologies are important foundational elements of agile development.

We will highlight:

Participants will leave with:

implementing this approach

Tuesday | 10:15am - 11:15am Capturing Business Rules Track

Bank Employs Rules Automation to Maximize Corporate-Client Retention

Varun ChandhokAdministrative Vice President , M&T Bank

To maximize client retention, M&T Bank needed a common view of its customers across multiple internal systems. By applying business rules management, M&T Bank found it could apply rules across merged data from those systems, enabling them to apply service pricing and bundling programs consistently. The system is maintained by business decision-makers, requiring no IT support.

Tuesday | 10:15am - 11:15am Understanding and Applying Business Analysis Track

Applying the BABOK® in an Agile Way

Susan BlockSr. Business Systems Analyst, The Vanguard Group

The Business Analysis Body of Knowledge® (BABOK®) is just as relevant in an Agile context as it is in a traditional waterfall project. This presentation will dive into each Knowledge Area of the BABOK® and relate Business Analysis activities that add value within an Agile environment. For example, Business Analysis Planning and Monitoring tasks will enable the scoping and prioritization of Agile sprints and stories. By collaborating with business and technical team members in a co-located environment, Requirements Elicitation is more effective and efficient. Consider how the Agile Manifesto and the BABOK practices can work wonders together.

techniques

based on presentation examples

CONFERENCE SESSIONS TUESDAY, NOVEMBER 1



Tuesday | 10:15am - 11:15am Organizing and Implementing Business Analysis Track

Managing Business Analysts

Barb CarkenordDirector of Business Analysis Practice, RMC Project Management

While managing BAs can be similar to managing other employees in many ways, BAs by nature have unique characteristics and thrive under effective management support. Managers who want to maximize the potential contributions of BAs to their organization should create a productive work environment, make appropriate work assignments, oversee planning, and encourage professional growth by coaching and monitoring progress.

Presentation learning objectives:

professionals

people

assignment

This presentation is derived from a chapter of the new IIBA book, Managing Business Analysts.

Tuesday | 10:15am - 11:15am Business Architecture Summit Track

Systems Thinking

Steve ErlankDirector, Faculty Training Institute

Key Learnings:

Unintended Consequences, Tragedy of the Commons etc)

Analyst, Enterprise Architect etc.)

to drive innovation)

Tuesday | 10:15am - 11:15am Modeling, Analyzing and Designing Business Processes Track

Lean, Six Sigma and BPM

Peter MatthijssenSenior Business Consultant, BiZZdesign

Demanding customers and a competitive environment force organizations to work smarter and be more efficient. To achieve this, a growing number of organizations use analytical BPM methods like Lean Management and Six Sigma. Not only industrial organizations benefit from these methods and techniques, but also in financial, utility, governmental and healthcare sectors the improvement techniques have proven to be powerful!

So: Process Analysis and Lean Six Sigma (LSS) have a lot of potential for almost any organization. But: How do you start? In this session we will look at case studies of various organizations:

Tuesday | 10:15am - 11:15am Managing a Business-Process-Centric Enterprise Track

Now that BPM has the Attention of the Executives What Should you do?

Ian GottsFounder and CEO, Nimbus

BPM is gathering momentum with board level visibility. This has been driven by a recession which focused execs on lean thinking and a backdrop of increasing regulatory compliance. But now you have the ear (and possibly the budget) of the CEO, COO and CFO what should you be asking for?

This session will highlight the major trends in BPM and the implications for BPM professionals and senior staff as they take a higher profile role. It will look at:

the executives and the Board will understand and relate to

This session will be visionary, entertaining, and offer practical advice. It will also talk about BPM products



Tuesday | 11:25am - 12:25pm Managing Decisions Track

TBATuesday | 11:25am - 12:25pm Organizing & Deploying Business Rules Track

Best Practices in Rule Discovery and Analysis

Joseph ZickManager, Applications - Front Office Technology and Architecture, TIAA-CREF

Colleen McClintockBusiness Rules Product Manager, IBM

Rule discovery and analysis are the most important and least understood of the phases in the development of a business rule application or service. Join us to hear an overview of the rule discovery and analysis phases of a project, based on IBM’s Agile Business Rule Development (ABRD) methodology, and learn about the experiences, challenges and best practices evolved based on TIAA-CREF’s business rule projects.

In this session you will learn:

approach is well-suited for business rule applications

your project

during rule discovery and analysis

vocabulary

Tuesday | 11:25am - 12:25pm Capturing Business Rules Track

The Top 10 Mistakes Business Analysts Make in Capturing Business Rules


Albert Einstein famously said, “Anyone who has never made a mistake has never tried anything new.” Mistakes happen. What’s important is what we learn from them, and armed with those insights, how we improve our practices going forward.

This presentation distills 14 years of direct, hands-on experience with business rule projects. It also summarizes the most important points raised at the Business Rules Forum during my 10 years of moderating the annual Practitioner’s Panel.

If you’re looking for a complete run-down of the dos and don’ts of business rules and decision analysis, this presentation is for you. Find out from those who have already been there how you can avoid common pitfalls.

why people make them.

things you should know.

factors.

Tuesday | 11:25am - 12:25pm Understanding and Applying Business Analysis Track

Dithering on Data: Too Early, Too Late, Too Bad

Mary GormanVice President, Quality and Design, EBG Consulting

Deferring data doesn’t work. Data, process and rules are intertwined and interdependent. Mary Gorman will provide tips for data analysis and exploration that verify and validate requirements—and reveal new ones. She will also illustrate how data requirements crosscut project types (e.g., new development, enhancements, vendor package selection and configuration; business intelligence, data warehouse).

This presentation connects the dots on data modeling in IIBA® BABOK®. Discover how to deliver strategic value to your organization by incorporating data modeling during Enterprise Analysis. Deepen your understanding of the essential nature of data in Requirements Analysis and expand your knowledge of the crucial role data requirements play during Solution Assessment and Validation.Understand how data analysis actively engages business experts, provides a valuable seedbed for data design, and improves the quality of your process and business rule analysis. By embracing your data requirements along with process and rules, you help stakeholders deliver winning solutions for product needs.

Learning Objectives:

to process and rules

process and rules



Tuesday | 11:25am - 12:25pm Organizing and Implementing Business Analysis Track

Using IIBA® Competency Model - A Case Study with ANZ Bank of Australia

Geoffrey GriffinHead of BA Practice, ANZ

Angela WickCompetency Model Chair, IIBA®

Organizations around the globe are licensing IIBA® Competency Model for use in their organizations to develop Business Analysts. The competency model describes 53 BA specific competencies that describe how a BA achieves success. The model is aligned to the BABOK® and helps individuals and organizations identify gaps in capability; providing insight into development opportunities.

In this collaborative and interactive session, we will look at the process of implementing the competency model, the value proposition, knowledge gained, expected and unexpected outcomes, and future plans for an organization that is using the competency model. There will be plenty of time for questions and discussion. Bring your questions and curiosity for Angela and Geoff who have firsthand experience using and implementing IIBA® Competency Model.

Key Learning Objectives:

Model as part of their strategy to support and enhance BA competencies

from the process

Tuesday | 11:25am - 12:25pm Business Architecture Summit Track

So, I’m a Business Architect now? One BA’s journey from humble requirements gathering sessions to helping executives design their enterprises for the future

Chris ReynoldsVP, Business Analysis, L&T Infotech FSTI

The speaker will take you on a journey through their career, highlighting the points at which their experience brought them inevitably closer to the role of Business Architect. On this journey, the value proposition of a BA-lead Business Architecture practice will be demonstrated. Three Key Learnings:

Tuesday | 11:25am - 12:25pm Modeling, Analyzing and Designing Business Processes Track

Process and Rules: Keeping it Simple

Kathy LongPresident, Innovative Process Consulting, Inc.

MAIN FOCUS OF PRESENTATION: BusinessFAMILIARITY WITH SUBJECT: SomeOrganizations allocate money and resources separately to projects to improve process or develop business rules. The information about the rules should be captured as part of the process discovery. A business analyst must also understand and have the ability to analyze business rules in the proper context of the process. A case study will be used to illustrate these concepts. Participants will learn:

Tuesday | 11:25am - 12:25pm Implementing Business Process Change Track

Agile Predictive Process Platforms: The Key to Business Agility

James KobielusSenior Analyst, Forrester Research

In 2011 and beyond, Forrester sees operational business process management (BPM) increasingly incorporating predictive process technologies to drive adaptive, agile responses to changing circumstances. More enterprises are integrating predictive analytic models, business process management, business rules engines, and complex event processing to support “next best action” agility.

In this session, attendees will learn about the emerging business process (BP) paradigm of “next best action everywhere,” including:

enables targeted offers to all customers across all channels.

deliver on these offers without fail.

integrate investments in business rules engines and advanced analytics into your process environment.



Tuesday | 11:25am - 12:25pm Implementing Business Process Change Track

The Process Knowledge Initiative Panel

Sandy Kemsley Kemsley Design

Paul Harmon BPTrends

Kevin Brennan IIBA®

12:25 pm-1:50 pm

Attendee Networking Lunch

12:25 pm-1:50 pm Panel Discussion

IIBA Special Interest GroupIntroducing the Pharma/Biotech IIBA® Virtual Special Interest Group

Carol Scalice Pfizer, Inc.

Mike Horn Pfizer, Inc

Michael Calluori AstraZeneca

Matt St. Louis Pfizer, Inc

Tim Wescott MedImmune

Tuesday | 1:50pm - 2:50pm Managing Decisions Track

Building an Enterprise BRMS to Support Heterogeneous Rule Engine Execution Environments

Mukundan AgaramEnterprise Architect, Delta Dental

Dr. Chang LiuSenior Software Engineer, Delta Dental

The Business Rules paradigm is an enabler for corporate synergy, collaboration and agility. It therefore makes sense for the enterprise to protect, expand and diversify their investment in the Business Rules Approach. This is a case study of how DDMI is expanding on their already strong Business Rules capabilities.

dependency of tight vendor integration.

carried forward with technology updates.

and seamless integrated with Enterprise IT solutions.

Tuesday | 1:50pm - 2:50pm Organizing & Deploying Business Rules Track

Speed Saves Lives: Leveraging a Massively Parallel Expert System for Patient Surveillance

Nathan BellSoftware Architect, Pharmacy OneSource

Pharmacy OneSource is a SaaS provider of applications for hospital pharmacy and infection prevention professionals. This case study will discuss the steps taken to develop a next-generation patient surveillance platform that allows clinicians to accurately detect risk factors, and perform interventions. The platform leverages the GigaSpaces implementation of Tuple-space and the Drools rule engine to create a massively parallel expert system. This architecture allows for customizable handling

clinician created business rules, and reasoning over hundreds of thousands of patient data facts to provide near-real-time surveillance.



Tuesday | 1:50pm - 2:50pm Capturing Business Rules Track

Collaborative ExchangeRules and Process, They Cannot Be Together and They Cannot Be Apart

Rik GerritsChief Architect & CTO, RuleArtsSpeaker Photo: Gladys S.W. Lam


In this interactive session Gladys and Rik are going to explore in a playful manner why it is important to separate the know from the flow (ie separate the process and the rules), and how this separation makes the combination more powerful.

Participants will be given scenarios to explore the purpose of business processes vs the purpose of business rules, to discuss their differences and to discuss how they support each other.

Tuesday | 1:50pm - 2:50pm Panel Discussion

Business Analysis Vendor Panel

Moderator: Tom Karasmanis, IIBA®

Tuesday | 1:50pm - 2:50pm Business Architecture Summit Track

Finding Your True North Star: When There Are No Ends to the Means


Russ GrabbPresident, Better Outcomes Consulting Inc.

An examination of business strategies and architectures shows remarkable variation in form and function. Mixups between vision and mission, goals and objectives, strategies and tactics abound. Every consultant has his or her own way of conducting this work with most missing the real outcomes needed. Remarkably missing is a consideration of stakeholder expectations and needs (ends) missed by the predominantly internal perspective (means) of many practitioners. Fortunately we now have an industry model – “The Business Motivation Model” that should be able to help us with a repeatable structure; however it (intentionally) lacks the

methods required to use it and consequently many business-transformation programs fail to achieve their intended objectives. No amount of trendy best practices and technologies will help. Only a natural and common sense lens and a simple proven framework on how best to deliver expected value and enable anticipated results can give us our ends and means.

processes, outputs of enterprise effort, and accomplishment of desired business outcomes.

Tuesday | 1:50pm - 2:50pm Modeling, Analyzing and Designing Business Processes Track

BPM Standards: What is New in BPMN 2.0 and XPDL 2.2

Denis GagnéCEO & CTO, Trisotech

Business Process Management (BPM) standards have been evolving for over the last 20 years. These standards have the potential of delivering tremendous value to both buyers of BPM tools and technology and practitioners of the BPM discipline. In this session, we will provide an overview of the current versions of two of the leading standards in the field of BPM: the Business Process and Model Notation (BPMN) from the Object management Group (OMG) and the XML Process Definition Language (XPDL) from the Workflow Management Coalition (WfMC). Attendees will learn:

Tuesday | 1:50pm-2:50pm Implementing Business Process Change Track

Wawa’s Business Process Design Methodology and How it Redesigned Real Estate Processes

Diane SchadeLead Process Architect, Wawa, Inc.

Mark McClureSenior Process Architect, Wawa, Inc.

We will provide an overview of how Wawa’s Process Improvement team is integrated into our Business Transformation Team and then explain Wawa’s Business Process Design Methodology. We will then show how, in collaboration with the Real Estate department, we redesigned the processes related to Acquiring



Sites, Design & Permit Projects, and Manage Real Estate Assets. The process decomposition was one of the critical tools used throughout the redesign effort providing a single-page view of all the processes performed within the Real Estate department. The redesign project identified ways to streamline our site pipeline, eliminated non-value added tasks, and enhanced the property management processes.

Business Transformation team

to deliver tangible business benefit

Tuesday | 1:50pm - 2:50pm Managing a Business-Process-Centric Enterprise Track

Deliver Transformational Projects Through BPM Centers Of Excellence

Clay RichardsonSenior Analyst, Forrester Research

As organizations begin to explore business transformation, they invariably turn to business process teams to identify and deliver transformational projects to the enterprise. However, as Business Process Professionals ramp up to take on these initiatives, they see themselves woefully underprepared for the twists and turns characteristic of these sweeping enterprise programs. Plus, they find that business process skills are often lacking in the organization, so they face a steep curve to train, develop, and staff BPM projects. Most organizations ultimately learn that business process or BPM centers of excellence hold the key to success across the organization.

This session will:

organizations that have successfully incorporated critical capabilities and best practices for deploying continuous improvement and transformational initiatives through their BPM center of excellence.

and optimize BPM center of excellence capabilities to meet the unique needs and requirements of business transformation projects and initiatives.

Tuesday | 3:00 pm-4:00 pm Panel Discussion

Business Rules Vendor Panel

Moderator: James Taylor, CEO/Principal Consultant Decision Management Solutions


Business Rules Methodology - Pushing the Pendulum!

Kathy GormanManager, Business Transformation Services, Insurance Corporation of British Columbia

Kevin GauleyManager, Practice Centre, Insurance Corporation of British Columbia

Learn about the experiences of an Insurance organization that is using a Business Rules Methodology. More than 2 years ago, this new methodology and approach to eliciting and documenting business requirements was introduced and was met with resistance and anxiety, all at the same time the company was beginning a transformational journey. Find out what adjustments were required, what approach they took and what lies ahead in their methodology travels.

You will learn:

Tuesday | 3:00pm - 4:00pm Understanding and Applying Business Analysis Track

Six Essential Steps to Creating a Use Case Model

Alex PapworthBusiness Analyst Mentor

Join this session to understand why use case modeling and prototyping works and how they should be applied: walk away with an advanced understanding by tapping into insight acquired from over ten years of practice and refinement.

This session will show you how to apply use case modeling in your organization immediately. The simple six step approach is designed to work in any situation, bridging the gap between theory and practice.You will learn the benefits of use cases to you and your stakeholders in plain English without any technical mumbo jumbo!

You will learn how to really engage your stakeholders by leveraging prototypes alongside use cases.

These are some of the session highlights:

point (whether it’s a water cooler chat with your boss or the ‘War



and Peace’ documentation pack)

create one

one

stakeholders

This session would suit anyone with no or limited experience of use case modeling who wants to learn how to apply them successfully first time.

Tuesday | 3:00pm - 4:00pm Organizing and Implementing Business Analysis Track

Key Elements to Road Map a Business Analysis Practice in Your Organization

Alain ArseneaultVP Marketing and Communication, IIBA®

Senior Manager, Practice Standards and Support Group, Centres of Competency, Bank of Montreal

Key learning objectives:

Business Analysis practice in your organization

Business Analysis A practice

planning for the establishment of a Business analysis practice


Architecture Governance: A Question of Balance

Michael McDermottFounder, Inside Business Architecture

Architecture governance is the practice by which architectures are managed for compliance to standards and regulatory obligations. Business Architecture is concerned with the ability to serve the corporate mission now and in the future. In order to do so effectively, business architecture must create and evolve the structures, functions and processes of an organization in a controlled system of alignment and governance, but a good business architecture must also allow for resilience and adaptability during times of volatility, uncertainty and unpredictability. To both control and prepare for uncertainty requires a delicate balance between the centralization and decentralization of authority. How then can we best implement a system of governance that still allows us to maximize resilience and adaptability?

In this topic we will examine the structures, functions and processes that allow us to govern business architectures in a way that does not hinder corporate resilience and adaptability.

Governance Topics:

Tuesday | 3:00pm - 4:00pm Modeling, Analyzing and Designing Business Processes Track

Bridging from Analysis to Design

Rick RummlerPartner, Performance Design Lab

Cherie WilkinsPartner, Performance Design Lab

There are a wealth of tools and techniques for process analysis and process design but there are few that assist in making the transition from analysis to design. This session will demonstrate a proven approach for making the transition from analysis to design and avoiding common process improvement pitfalls.

Attendees will:

Design is often problematic

Analysis to Process Design that consistently decreases the overall time to design and increases the likelihood of design acceptance

Process Analysis to Process Design

in the design effort with little or no loss in process design time

design effort without risk of dominating the opinions of subject matter experts

Tuesday | 3:00pm - 4:00pm Implementing Business Process Change Track

The Use of Process Frameworks for Process Design

David PaulSenior Director Financial Planning and Analysi, Fusion-io

Fusion-io is a leading provider of solid-state technology. Recently they began an initiative to oversee business process transformation. With no process architecture in place they



utilized the Value Chain Group’s (VCG) Business Process Transformation Framework (BPTF) to get going fast. Partnering with Siemens IT Solutions as Subject Matter Experts and the VCG a core team of cross functional knowledge experts led the effort. Fusion’s plans to go public later this year will be aided by the work done to define the overall enterprise framework.

Make, Quote to Order, Order to Cash, and Procure to Pay

system architecture to be resolved

required as a result of this project

Tuesday | 3:00pm - 4:00pm Managing a Business-Process-Centric Enterprise Track

The “Soft Stuff” Is The Hard Stuff –Human and Organisational Issues in Business Process Change

Alec SharpPresident, Clariteq Systems Consulting Ltd.

A frequently-quoted statistic is that programs of major business transformation fail substantially more often than they succeed. That’s depressing, but it doesn’t mean that failure in the business process arena is unexplainable or unavoidable. Unsuccessful process change initiatives are often the result of an overly technocratic or “hard” approach, while successful initiatives give equal attention to organizational and cultural factors.

BPM success will increasingly depend on abilities with these “soft” topics, but they seem to defy the rigorous analysis we favor in the BPM community. Luckily, other disciplines have considerable experience with them, and savvy BPM professionals have borrowed from them. This workshop will provide solid techniques to help us deal with the mysteries of culture and human behavior.

individuals and organizations

and process change

process design

Tuesday | 4:30pm - 5:30pm Managing Decisions Track

Business Economics of Decisioning at Large Scale

Kenny ShiManager, Software Engineering, Fraud Detection and Decision Platform, eBay

Carole-Ann MatignonCo-founder & CEO, Sparkling Logic, Inc.

With almost 100 Million active users and well over a Billion page views per day, eBay is hard-pressed to make good decisions. Kenny bears the responsibility of building this Decisioning infrastructure for Fraud Detection and Risk Management. Over the years, he has lead implementation efforts using commercial BRMS and the eBay home-grown engine. In this interview, Carole-Ann will explore with Kenny which metrics dictated their technical choices and the actual ROI.

Attendees will learn:

investment.

Tuesday | 4:30pm - 5:30pm Organizing & Deploying Business Rules Track

Combine Business Process, Decision, and Rule Management

John MaganaSr. Business Analyst, CVS CaremarkSpeaker Photo: Lee Lambert

Lee LambertFounder, New Wisdom Software

Business teams are challenged to dovetail business process, decisions, and rule management. This presentation offers one explanation of how these methods fit together using a simplified use case for a better understanding of the concepts. The use case will demonstrate rule set levels of abstraction to streamline rule management.


decision and rule management

business and IT




Preventing Quality Issues Using The Right Method For Your Situation

Silvie SpreeuwenbergPresident, LibRT

Different situations benefit from a rule based description to guide people and systems. These different kinds of situations may have results known in advance, ranked, calculated, consisting of a match, indicating compliance etc. Different kinds of methods are available to gather and describe those rules: RuleSpeak natural language rules, decision tables and decision trees. Some situations benefit from a particular method.

In this session you will learn:

methods.

for the right situation.

Tuesday | 4:30pm - 5:30pm Understanding and Applying Business Analysis Track

Requirements Estimation

Anthony ChenRequirements Architect, Seilevel Inc.

Business Analysts often get stuck working on requirements under a deadline imposed by a development schedule, rather than based on when they actually can be ready with well-written requirements. As a result, they are often under resourced to accomplish thorough business analysis. Unfortunately, unlike in the development world, there are not many rigorous business analysis estimation techniques to help defend the resources required to do good analysis. Joy Beatty introduces a technique to estimate the requirements effort on a project, by breaking it down into common activities with standard estimates for each based on real project data. She elaborates on how you can estimate quantities of various objects such as process flows, user stories, and business rules to get to a reasonable estimate for the overall work. These techniques can be applied to estimate your requirements work on anything from an agile approach to a waterfall methodology. She leaves you with a take-home tool and explains how you can adapt the tool for use in your own organization.

Tuesday | 4:30pm - 5:30pm Organizing and Implementing Business Analysis Track

The Dollars Are In The Details: Measuring the Cost of Requirements

Glenn R. BrûléExecutive Director of Client Solutions, ESI International

Business requirements are a fundamental component in project management because it forms the basis of project and product scope. Development and management of requirements also impact the overall financial success of a project because each requirement comes at a cost. Requirements management and development (RMD) offers an approach for enhanced traceability, visibility and verifiability that can help you avoid unnecessary project costs.

This presentation will explain how RMDcan increase the quantifiable probability of providing the desired deliverables and expectations to meet overall organization goals and objectives, improve goods and services, enhance governance compliance, develop better aligned and prioritized requirements, and match the right resources with the right competencies.

You’ll learn how to approach the depth and breadth of measurable activities from the top down and match your approach to metrics according to the level of overall requirements maturity. There will be discussion on which requirements should be tracked and measured, how often, and the level of variance at which action should be taken. Considerations for requirements throughout the Systems Development Life Cycle will also be explored. Glenn will also share examples of client results using RMD.

This heightened awareness around requirement costs and level of detail will enable a fine-tuned approach that attendees can implement in their own organizations to improve project and financial performance.

Learning Points:

costs.

project components.

organizational, project and goods/services perspective.


Capability Centric Portfolio Development

Rich LevineEnterprise Business Architect, Giant Eagle

Capability is a powerful concept which can be utilized to help an organization focus limited resources on the activities that are truly



important to reach its strategic goals. In Business Architecture, business capabilities represent a critical component can be viewed as the “connective tissue” between business strategies and the initiatives that are intended to execute on them.

This presentation the speaker will address the challenges, of integrating capabilities into the business planning and portfolio development processes. This presentation is based on practical experiences in Business - Architecture over a period of years in a growing ($8+ Billion) regional wholesale / retail Grocery and Convenience Store chain.

portfolio development

organization

initiatives

Tuesday | 4:30pm - 5:30pm Panel Discussion

BPM Vendor Panel


Tuesday | 5:30pm - 7:30pm

Expo Hall Reception


CONFERENCE SESSIONS WEDNESDAY, NOVEMBER 2

Wednesday, November 2, 2011 8:00 am - 6:00 pm

Registration

8:00 am - 9:00 am


8:00 am - 9:00 am

Vendor Labs

Wednesday | 9:00am - 10:00am Keynote

Business Analysis with Business Rules: See the Elephant!


Why doesn’t every organization in the world do business rules? Doesn’t every organization have them? A great many of the ideas and tools have been around for years, all tried-and-proven. What’s the problem?

It’s not that there aren’t successes – there are, lots of them. It’s not that successful techniques haven’t been written up and talked about for years – they have. You could argue that many people who think they understand business rules, actually don’t. There’s some truth to that – but consensus among experts has existed for years.

The real reason is simply that the problem is so pervasive. It’s everywhere, like air, making it hard to see. Exciting things happen though once you stand back and see the elephant.

solutions

Wednesday | 9:00am - 10:00am Understanding and Applying Business Analysis Track

Stakeholder Analysis Process: Steps Toward Eliciting Great Requirements

George BridgesDirector Business Analysis, International Institute for Learning

The word stakeholder is very popular today. In this presentation, George will address how to categorize stakeholders to facilitate

ongoing elicitation and communication of project information. In addition, George will describe how stakeholder analysis can serve as the basis for input to a requirements communication plan.

Key learnings:

Wednesday | 9:00am-10:00am Business Architecture Summit Track

Increase Alignment Between The Business And IT Services

Mylene Lizotte, CBAP®Business Architect, Bombardier Aerospace

Hugues SimardBusiness Architect, Bombardier Aerospace

In 2010, Bombardier Aerospace’s Enterprise Architecture team was mandated to evolve their methodology to enhance the practice of enterprise analysis. The purpose of the mandate was to increase alignment between the business and IT services, as well as to maximize the value of IT services delivery.

The architecture team used the project delivery mandates as an opportunity to explore and demonstrate the value of enhanced enterprise analysis. Our presentation covers the main results of this exploration and illustrates our findings through examples extracted from two initiatives:

1. The value analysis of Bombardier Aerospace’s Supply Chain Management was based on an investigation of best practices in the domain, which were then prioritized based on their potential for direct contribution to business goals. The exercise resulted in Business Transformation Strategies enabling the most beneficial best practices, as well as the elaboration of a cost and benefits model to support the business case evaluation of IT enabled business transformation.2. The alignment of Bombardier Aerospace’s Customer Services IT Roadmap was based on a thorough understanding of the business strategy and priorities, the validation and identification of the actions achieving the strategy, and the definition of expected outcomes. For each action, we were able to identify capability gaps, assess and prioritize the required projects, and demonstrate how each project contributes to delivering outcomes and achieving business strategy.

Attendees will learn how to:

transformation initiatives



Wednesday | 9:00am - 10:00am Managing a Business-Process-Centric Enterprise Track

The Big Challenge: Getting Leaders Engaged in BPM

Jim BootsPrincipal, Global Process Innovation

One of the biggest challenges on the journey to BPM excellence is getting leaders engaged. Some BPM promoters use case studies and consultant reports to convince leaders to resource BPM efforts within their organizations. This may be helpful for getting started, but it is not enough to build and sustain BPM capability. To make BPM part of an organization’s culture, it is necessary for leaders to integrate process management into their own management processes. This presentation will explain how to position “processes as assets” which deserve management attention at levels comparable to that which is accorded other important assets such as people, production facilities, and IT systems.

Key aspects of a BPM engagement approach that will appeal to leaders and staff include:

performance

organizations

Wednesday | 10:30am - 11:30am

“Real-World Case Story”

Wednesday | 10:30am - 11:30am Organizing & Deploying Business Rules Track

Rules Automation Enables California Realtors to Navigate Forms & Minimize Risk

Joshua D.J. Sharfman Ph.DCTO, California Association of Realtors

California Association of REALTORS® developed a system that helps REALTORS navigate, select and complete appropriate real estate forms from over 150 federal and statewide agreement and disclosure forms reducing risk. The system allows quick updates of rules on forms usage, which can change frequently according to legal decisions or industry best practices. This case study chronicles the use of the system over the last three years.

Attendees Will Learn:

did not address?

Wednesday | 10:30am - 11:30am Capturing Business Rules Track

Where Do Business Requirements Come From?


What is a business model? What is a business process model? What is a business rule? What is business requirement? How are they related?

Business requirements need to talk to IT to ensure system successes. More importantly, business requirements need to align to a business solution with focus of producing results for the business. This presentation outlines how you can develop stable, effective and comprehensive business requirements using a business rules approach..

This presentation will:

and Business Requirement

business process model and business rules

Wednesday | 10:30am - 11:30am Organizing and Implementing Business Analysis Track

Building Business Analysis Capabilities at Highmark Inc.

Phyllis RupertHighmark Inc.

Dave BiegCOO, IIBA®

By forging a partnership between Human Resources and an internal operational client area, Highmark became an IIBA corporate member. The individual memberships gained as a part of the relationship initiated a number of cooperative internal and external initiatives as well as set in motion a full service solution around business analysis learning and development for the organization. Several opportunities emerged including:

foundational competencies and knowledge areas within the BABOK®

standard knowledge, proven best practices, and excellent learning opportunities and resources through IIBA® web site.



the webinars and announcements via a SharePoint community site

training

designation within 2011

Key learnings from this session:

organization and between organizations

business analysis capabilities in an organization

Wednesday | 10:30am - 11:30am Business Architecture Summit Track

Accepting The Business Architecture Challenge

Jeff ScottPrincipal Analyst, Forrester Research

Interest in business architecture is growing dramatically. Though there is a great deal of discussion, there is little consensus about what business architecture is and what business architects actually do. Yet more and more people are rebranding themselves as business architects. Becoming true business architects presents us with a great opportunity but an even greater challenge. Will we meet that challenge and deliver on business architecture’s promise? Or will we remain so ingrained in our current thinking paradigms that we become business architects in name only? This session will present Forrester’s views on business architecture and what it means to be a successful business architect.

Key takeaways:

Wednesday | 10:30am - 11:30pm Modeling, Analyzing and Designing Business Processes Track

Time: BPM’s Missing Dimension

E. Scott MenterVP of Business Solutions, BP Logix

Traditional models for business process discovery and management are arranged as a sequence of steps, connected via paths. These steps and paths are generally represented as flowcharts, such as those described by the BPMN standard.

However, the traditional model omits a key element of practical business process management: time. As a result, BPMN and other traditional business process modeling and management

solutions fail to convey some core information: the efficiency and cost of process execution.

This presentation will focus on how time can be appropriately reflected in a business process model, and, once it is, how that information can be used.

Attendees will learn about the compelling benefits of a time-based approach to BPM in:


“Real-World Case Study”


Best Practices for Socializing and Managing Business Process Improvement Initiatives

Gina AbudiPresident, Abudi Consulting Group, LLC

Too frequently, business process improvement initiatives are “lost” within the organization – not enough people know what is going on and why changes are being made in how the work is done – and there is no consistency in how the initiatives are managed. These are strategic initiatives that impact the entire organization and they need to be socialized and managed across the enterprise! This presentation will provide participants with best practices around socializing and managing their business process improvement initiatives. A step-by-step approach will be presented to assist practitioners in effectively managing the customer relationship process and engaging stakeholders and staff. Participants will take-away worksheets and templates for use back on the job.

initiatives

supporters

improvement initiatives



Wednesday | 11:40am - 12:40pm Managing Decisions Track

How Business Rules and Decision Tables Support Immunization Tracking Improvement in the United States

Dr. David LyalinSr. Consultant / Principal Information Technologist, Northrop Grumman Corporation

Warren WiliamsLead Public Health Analyst, Centers for Disease Control and Prevention (CDC)

The American Immunization Registry Association and Centers for Disease Control and Prevention initiated development of best practice guidelines for aligning immunization tracking operations and processes across state Departments of Health in the United States. Business rules and decision tables techniques were used by several expert panels at facilitated workshops. Resulting guidelines support the decision-making for assigning patient’s immunization status and eligibility status for public vaccines. 80% of immunization information systems in the United States use developed guidelines.

Attendees will learn:

creatively applied in public health and clinical settings.

Wednesday | 11:40am - 12:40pm Modeling, Analyzing and Designing Business Processes Track

KeynoteHow Ready are You for BPM? - Assessing your Maturity and Building your Roadmap


Becoming more mature is something that helps people deal with tricky unfamiliar situations in life and likewise organizations with new business issues. While it is true that some people never seem to grow up or learn, organizations cannot afford to remain adolescent when others around them are striving to manage better. Using a simple yet surprisingly reliable process maturity assessment that you can apply while in the conference session, you will estimate your current maturity level and assess the gap that you have to deal with going forward to the level of maturity you seek. Deciding what your organization should do about becoming more capable with process management will also require an understanding of its readiness to even aim for higher levels. Wanting to be the best does not mean you are ready for the changes that are needed to get there or that the timing is right. You may have to set interim targets for now and build a base from which to grow. The combination of your maturity gap

and organizational readiness will establish the right roadmap for achieving what is desirable and possible. In the session we will:

variety of starting and ending points

Wednesday | 11:40am - 12:40pm | Understanding and Applying Business Analysis Track

Is It Worth It? Using a Business Value Model to Guide Decisions

Kent J. McDonaldBusiness Advisor, Knowledge Bridge Partners

One trait of an effective business analyst is the ability to ask the right questions. One “right” question that applies to just about every project can sometimes be difficult to ask, let alone answer: “Is it worth it?” This question is difficult to answer, because the answer will change as you proceed through the project and gain more knowledge about the purpose, considerations, costs, and benefits involved in a project.

In this session, Kent will describe a tool you can use to help organize the necessary information to answer the “is it worth it?” question on a regular basis. This interactive session will simulate several stages in a project’s lifecycle to demonstrate how you can create a value model to make an initial decision about whether to pursue a project, and then utilize that model as your knowledge grows throughout the project to revisit the question and confirm whether the project is on the right course, or if changes need to be made.

Topics discussed during the session include:

combination to get a full picture of the financial characteristics of a project.

the value provided by the whole.

during the project, but ongoing.

discussion.

Wednesday | 11:40am - 12:40pm Business Architecture Summit Track

Business Capabilities: The Basis for a High Value Business Architecture

Dennis StevensPresident, Synaptus

Most businesses struggle to align programs and projects,



processes, and applications across complex businesses with fast evolving business strategies. And all indications are that this will become even more difficult over the next 3-5 years. A well-formed Business Architecture should provide a view of the business to facilitate common understanding of the organization and to align these strategic objectives and tactical demand even in the face of rapid change. But how do you start with a Business Architecture that will rapidly deliver value to the business - and remain stable and relevant as the business rapidly evolves?Business Capabilities are a proven basis for establishing a high return Business Architecture. A Business Capability defines the organization’s capacity to perform specific business activities to achieve a business outcome. Taken together, Business Capabilities represent the abilities a business needs to execute its business model and how they related to the ability to fulfill it’s mission. Building a Business Architecture around Business Capabilities provides clear connection between business processes and business rules, technology, and organizational design while reflecting the business strategy in a stable way. This talk presents a four step process to build a Business Architecture using Business Capabilities that starts with collaboration with business leaders and results in a framework to enable the business executives to better leverage technology, talent and process. It is based on 10 years of practical experience and builds on work that has been documented in Harvard Business Review and Ric Merrifield’s Best Seller - Rethink: A Business Manifesto for Cutting Costs and Boosting Innovation.

Wednesday | 2:00pm - 3:00pm | Organizing & Deploying Business Rules Track

Best Practices to Setup a Business Rules Center of Excellence

Deborah KruesiApplications Development Manager, Fannie Mae

Jean PommierDistinguished Engineer- CTO, Software Services for WebSphere, Service Engineering, ILOG WebSphere, IBM

Colleen McClintockBusiness Rules Product Manager, IBM

Center of Excellence is a very popular and strategic concept to strengthen adoption of new technologies or approaches at the enterprise level. In this presentation, we will share the key best practices evolved from assisting our clients in setting up Business Rules COEs. This includes profiling the COE, acquiring and involving the right skills, setting up the appropriate governance processes and framework, assembling a body of knowledge and inventory of applications. We will feature several of our clients’ COE with a deeper dive into Fannie Mae’˜s own approach and implementation of the Business Rule COE concept.

Wednesday | 2:00pm - 3:00pm | Capturing Business Rules Track


James TaylorCEO / Principal Consultant , Decision Management Solutions

Years of working with business rules and other decisioning technologies from business intelligence to predictive analytics and optimization has made one thing clear - technologies alone are not the answer. To be successful with these technologies people and process must change - they must become more decision-centric. Only a focus on decisions, and on operational decisions, can put these technologies to work to deliver better business results.

This presentation will use customer stories to show the power of beginning with the decision in mind. It will show how a decision-centric approach makes more use of business rules, simplifies business process and event-based design, and allows organizations to move to data-driven decision making.

Wednesday | 2:00pm - 3:00pm | Understanding and Applying Business Analysis Track

Requirements Readiness - How Do You Know When You Are Done?

Rafael DorantesDelivery Project Executive, IBM Canada

Dr. Juan Pablo GiraldoSenior IT Architect and Systems Engineer

Regardless of level of knowledge, experience or industry, for years, Business analysts have faced the same questions:

In this presentation practitioners will learn :

determine the level of readiness of requirements

implementation or not

Success stories in the use and implementation of this practice will be covered, and a requirements readiness tool will be demonstrated.



Wednesday | 2:00pm - 3:00pm | Organizing and Implementing Business Analysis Track

A Front Office - Back Office Model for Business Analysis Organization

Marco SchumacherSenior Manager, Accenture

As the Business Analyst profession is maturing and becoming an organizational focus, leaders of business analyst teams need a model for managing their staff while engaging potentially very diverse internal or external customers. This session, drawing on experience across many industries and countries, describes an emerging model which divides responsibilities between a front office and a back office. The Business Analysis Front Office performs customer-facing tasks while the Back Office supports the creation of deliverables. This model allows organizations to drive increased specialization of individuals and provide at the same time a scalable service.

Session Learning Objectives

workforce and managing interactions with multiple projects

the skills and responsibilities to a front office and back office provides organizational flexibility

strategies in areas such as core competencies, shared services, and outsourcing

Wednesday | 2:00pm - 3:00pm | Business Architecture Summit Track

The Confluence of Strategy, Operating and IT Models

Kerrie HolleyIBM Fellow, IBM

Interviews from over a thousand CEOs in 2008 shows organizations are bombarded by change, and many are struggling to keep up. CEOs view increasingly demanding customers not as a threat, but as an opportunity to differentiate. They are moving aggressively toward global business designs with deeply changing capabilities and increased flexibility. The gap between their capability to manage change and the challenge ahead is growing. CEOs expect fundamental change, but they seem uncertain about their organization’s ability to manage it. Business pressures are compounding as IT constraints are growing. The growing economic uncertainty and its widening impact also create a need for businesses, government organizations and non-profits to seek ways to accomplish their business objectives more effectively and faster than ever before. This deepens the need for an unprecedented alignment, or rather convergence of IT solutions to business priorities. Subsequently, this offers the possibility to exploit the enabling power of IT

solutions in defining business strategies. This discussion on Business Architecture, provides a new perspective on this subject as a confluence of strategy, operating and IT models

Wednesday | 2:00pm - 3:00pm | Modeling, Analyzing and Designing Business Processes Track

How CONTECH Optimizes its Business Processes with Predictive BPM

Jeff StoneIT Project Leader, CONTECH Construction Products, Inc.

CONTECH Construction Products Inc. will discuss how Predictive BPM provides the real-time guidance that enables business users to continuously optimize their business processes making real-time changes to running processes. Hear about how CONTECH implemented its first BPM process within 45 days of selecting a BPM solution and how the company is proactively addressing changing business conditions to improve its business processes.

reduce extended deployment times

and adapt to changing business conditions

Wednesday | 3:10pm - 4:10pm | Managing Decisions Track

Business Rules in Commercial Banking: Perspectives with a Case Study

Bala BalachanderDirector, Deloitte & Touche

We will focus on the relevance of Business Rules in the area of Commercial Banking.

The following aspects will be emphasised:

Wednesday | 3:10pm - 4:10pm Organizing & Deploying Business Rules Track

Collaborative ExchangePoint/Counter Point Rule Management

Cindy ScullionSenior Consultant, Business Rule Solutions, LLC



Kristen SeerSenior Consultant, Business Rule Solutions, LLC

Come join a lively, interactive discussion on the best (and worst) practices in Rule Management. Two experienced practitioners will provide opposing views on how to implement Rule Management in your organization. Gain the benefit of over 20 years’ combined experience in the business rules approach. Find out the pros and cons of different approaches - what pitfalls to avoid and how to introduce business rules successfully.


Wednesday | 3:10pm - 4:10pm Capturing Business Rules Track

Business Rules and Transformation of an Industry Process

Mathew CooperDirector, Cooper Consultants Pty Limited

Australia is implementing a national electronic conveyancing system that will replace a paper-based process. How can a single system be developed to satisfy a competitive industry sector that currently uses state-based processes legislation, regulatory and information requirements? How can the very low risk rate achieved with the paper-based process be matched in the electronic environment where face-to-face transaction due diligence and manual expert examination is reduced? The presentation will describe the transformation challenge and explain the important role the business rules approach is playing in facilitating the process transformation in conjunction with the use of business and process analysis.

Wednesday | 3:10pm - 4:10pm Understanding and Applying Business Analysis Track

Requirements by Collaboration: Workshops for Defining, Planning, and Delivering Product Needs

Ellen GottesdienerPrincipal Consultant and Founder, EBG Consulting, Inc.

Well-designed and well-run facilitated workshops are one of the best ways to overcome the myriad problems that arise from inadequate customer involvement, ambiguous and conflicting requirements, and elongated requirements elicitation.

In this presentation, Ellen Gottesdiener shares effective, time-tested practices for planning, designing, and facilitating

requirements and planning workshops.

You will learn how collaborative workshops provide an effective venue for stakeholders to work together transparently to make complex product decisions and how they are useful for enterprise analysis as well as detailed requirements. Understand workshop adaptations for agile and non-agile projects and ways to engage participants throughout your workshops. Learn a toolkit that you can immediately apply to improve the quality of your requirements, enable stakeholders to collaborate in a manner that yields a healthy project community sharing focus, values, and trust.

Learning Objectives:

workshop

outcomes

agile projects

facilitators

Wednesday | 3:10pm - 4:10pm Organizing and Implementing Business Analysis Track

COE Panel: Setting Up a Business Analysis Center of Excellence

Neil BazleyDeputy VP of Chapters, IIBA®

Greg BusbyCornell University

Ted PerezCNA Insurance

Simon KellyIntel Corporation

Hans EckmanEnterprise Business Analyst, SunTrust Banks, Inc.

How do I go about setting up a Center of Excellence (COE) for Business Analysis? What should I implement first? Should it be top down or grassroots? Is my organization even ready to take this on? It seems that there can be more questions in setting up a BA COE than answers.

This panel discussion will focus on the considerations that will be faced in setting up a COE, including how to determine the size and scope of your effort, assessing your organizational readiness,



implementation and how to show the value of a COE, both to your leadership and to the business analysts in your community.

Wednesday | 3:10pm - 4:10pm Business Architecture Summit Track

Business Value Realized Through Business Architecture and Rules

Emily Allis-Springer Business Architect, Unum

Julie GrossAssistant Vice President, Unum

Learn how a large corporation has realized business value through implementation of Business Architecture as a key component of overall Enterprise Architecture. We will highlight:

objectives

Architecture

supporting this overall architecture.

Participants will leave with:

value to your corporation.

Architecture disciplines.

Wednesday | 3:10pm - 4:10pm Modeling, Analyzing and Designing Business Processes Track

The State of BPM

Paul Harmon Executive Editor, BPTrends

Paul Harmon, the Executive Editor of the world’s leading and largest BPM web Magazine (http://www.bptrends.com) will provide his annual update on the state of the BPM profession and industry.

Paul will provide a wide ranging overview of how organizations, worldwide, are adopting BPM, discuss where most companies are today and may be in the foreseeable future.

knowledge and professional certifications

Wednesday | 4:30pm - 5:30pm

2nd World Congress on Decision Tables (WCDT 2011) Track

How Business Analysts Create, Validate, Test, and Execute Tabular Decision Models without IT Involvement

Dr. Jacob FeldmanFounder / CTO, OpenRules, Inc.

While the initial objective of any BRMS was to return control over business logic to business people, in real world IT is still frequently involved in design of complex business rules. With the latest advances in tabular decision modeling, it became possible to really provide business analysts with abilities to create, validate, test, and execute their decision models using only familiar tools such as Excel or Google Docs. This presentation demonstrates how business analysts can do it themselves, and only then work with IT on an integration of already tested decision models into existing IT infrastructures.

What Attendees Will learn:

to create practical decision support applications

complex rule repositories

and/or Google Docs


Business Rules Practitioner Panel

Moderator: Gladys S.W. Lam, Business Rule Solutions, LLC

Wednesday | 4:30pm - 5:30pm Understanding and Applying Business Analysis Track

The Integration of Six Sigma with Business Analysis Sub-Disciplines to Achieve Desired Results

Steven J. GaraBusiness Analyst, Leverforce

Larry VelardeBusiness Analyst, Leverforce

This presentation will give a fresh perspective on incorporating Six Sigma methodologies in two different sub disciplines (Enterprise Analysis and Solutions Assessment and Validation) within Business Analysis to improve and offer more tools to



practicing BA’s in their everyday projects. It also gives another way to view projects from a Six Sigma perspective. This presentation includes a brief case study of two well- known companies that illustrate issues of where Business Analysis and Six Sigma Methodologies could have helped and those benefits are illustrated in greater detail

Wednesday | 4:30pm - 5:30pm Organizing and Implementing Business Analysis Track

The Magic of Mentoring

Marsha WolfbergSenior Business Analyst, The Hartford

Dave RamanauskasSenior Business Analyst, The Hartford

This presentation will provide an overview of a successful mentoring program and explore the program’s foundations and approach from program kickoff to candidate selection to progress evaluation. Attendees will hear first-hand from the Program Designer and Program Manager as they report on their experiences in the program.

Key Learning Points :

structured approach vs. an informal approach to mentoring.

your development.

leadership skills as a mentor.


Business Architecture vs Technology Architecture Panel


Wednesday | 4:30pm - 5:30pm Modeling, Analyzing and Designing Business Processes Track

Good Process Models and Good Processes – How to Get There

Dr. Juergen PitschkeFounder and Managing Director, BCS

A good business process model doesn’t necessarily make a good process. But when you build on bad models it is unlikely that you succeed with your project. You need to define a methodology

and a process to produce a good model. This includes quality assurance for the models created. You need to answer the question “When is a model a good model?”

Most often QA is limited to reviews. The criteria for the reviews are not well defined and subjective. Reviews are limited in real projects with a large number of models.

traceability, non-redundancy, comprehensibility.

supported by modeling tools

Wednesday | 4:30pm - 5:30pm Managing a Business-Process-Centric Enterprise Track

Harnessing Resistance to Major Organizational Change

Richard SimourdSenior Consultant, BPTrends Associates

Organizational change always has resistors, and the greater the change the greater the resistance. Traditional Change Management strategies help, but leaders of major change often find themselves ill-equipped to simultaneously and proactively deal with the complexities of widely varying realities across and up/down organizations. Wherever we look we see people who believe they will win and those who believe they will lose if the change proceeds and succeeds. And, the toughest nut of all may be the executives where resistance skills are not just for survival but have often been made an art form. Regular organizational change is often not a threat to top levels – they believe the change affects their staffs only. Enterprise level change is different. How do you get a handle on what is in store? How do you become anything but a fire-fighter reacting to the latest and largest flare up? How do you deal early on with your largest threats, the organizations power brokers?


CONFERENCE SESSIONS THURSDAY, NOVEMBER 3

Thursday, November 3, 2011 8:00 am - 4:00 pm

Registration

8:00 am - 9:00 am


8:00 am - 8:50 am | Early Bird Session 2nd World Congress on Decision Tables (WCDT 2011)

Collaborative ExchangeThe OMG DMN (Decision Modeling & Notation) Standard: State of the Art

Paul Vincent, TIBCO

Christian de Sainte Marie, IBM

Thursday | 8:00am - 8:50am | Early Bird Session Organizing & Deploying Business Rules Track

Capturing and Analyzing Business Vocabulary and Rules

Andrea WesternienVP, Software Engineering, Computer Associates

Demonstration of an infrastructure to capture and analyze business vocabularies and rules, using natural language and Semantic Web technologies

Do you feel that current interfaces for capturing business rules force you to think and write using un-natural “natural language”? Are the current tools too sophisticated for normal information workers? Once captured, can you fully analyze your vocabulary and rules for completeness and consistency? How about merging vocabularies and rules that evolve over time or come from different groups (to determine mismatches, omissions and out-right errors)? This session demonstrates work using natural language and Semantic Web tools to improve the experience and quality of business vocabulary and rule capture. There are three areas of focus for the talk. The first is an overview of the problem domain; the second demonstrates the infrastructure; and, the third discusses future work, including vocabulary and rule alignment.

Thursday | 8:00am - 8:50am | Early Bird Session Business Architecture Summit Track

Collaborative ExchangeWhat Is the Business Motivation Model (BMM) for Business Strategy? A Q&A Session

John HallPrincipal, Model Systems

Keri Anderson HealyEditor, BRCommunity.com

The Business Motivation Model (BMM) is the industry standard for structured business strategy. It provides a scheme for developing, communicating, and managing business plans in an organized manner. Get your questions about the BMM answered in this interactive Q&A session.

architecture, business processes, and business rules?

Thursday | 8:00am - 8:50am | Early Bird Session Modeling, Analyzing and Designing Business Processes Track

Getting Executive Buy-In for Process-Based Management

Roger TregearConsulting Director, Leonardo Consulting

Everybody agrees that getting the fabled “executive buy-in” is important, but what does that really mean? What is it that we want executives to do differently? Well beyond simple approval to create process models, we want to radically change the way executives conceptualize and manage the enterprise. We want executives to be able to give the BPM presentation, not merely listen to it. Whole-of-enterprise culture change requires passionate involvement, not just acquiescence. If we asking for such fundamental change we need to make a compelling case. That case has proven to be illusive for many organizations. It doesn’t have to be like that.

Join this breakfast session for an informative discussion with your peers about the key issues in this critical area of process transformation.

view?

successes, and failures?



Thursday | 9:00am - 10:00am 2nd World Congress on Decision Tables (WCDT 2011) Track

Decision Tables in Practice: Two Case Studies on Process Variability and Health Care

Maria Teresa BaldassarreAssistant Professor, University of Bari

Nicola BoffoliResearch Fellow, SERLAB

Working in a highly competitive and changing environment, enterprises have to improve their processes continuously. Often the existing business processes become inadequate due to the natural changeability and competitiveness of the business world. As so, business processes must be modified and tailored according to different context factors (objectives, technologies, industrial standards, quality programs, budget, workers, tools, cultural factors). This presentation will:

managing variability inside a business process, and apply it to a real context;

Based Medicine, through interviews/surveys with doctors and patients.

Thursday | 9:00am - 10:00am Joint BBC Session

Keynote: TBA


Thursday | 9:00am - 10:00am Business Architecture Summit Track

Process and Information Architectures - the Missing Link to Improving Enterprise Performance

Louise Harris

The value and quality of information used for strategic and operational decision making is directly related to the quality and consistency of the processes and rules employed to create and maintain the information. This presentation will unfold how Process Architecture and Information Architecture together enable achievement of business goals and objectives including

workflow usually doesn’t address problems with information availability and quality

right process and information architectures

together to identify key issues and gaps and determine areas for improvement that will enable achievement of organization goals and objectives

in lock step during solution design

Information Governance

Thursday | 9:00am - 10:00am Managing a Business-Process-Centric Enterprise Track

Panel: BPM Around The Globe: What Can We Learn?

BPM is now clearly a world-wide phenomenon. All regions are knee deep in transformation and some are doing it much better than others. The advanced practitioners will surprise you. Is it the economy, methodology, tools, training, culture, history or something else that makes a difference? Our panel will discuss what has been proven to work in Australia, Europe, the Middle East, South America, Canada and the US and other places so that we may learn some new approaches and try them ourselves.

Thursday | 10:10am - 11:10am 2nd World Congress on Decision Tables (WCDT 2011) Track

KeynoteAnalyzing and Managing Business Decisions using Decision Table Models

Jan VanthienenProfessor in Information Management, Katholieke Universiteit Leuven

Decision tables and table structures are a powerful technique to represent sets of related business rules when modeling and managing complex business logic. As a pragmatic, business-friendly representation of business rules that dramatically improves conciseness, completeness, and correctness, they are a key piece of the puzzle in building better business capabilities.

Think of decision tables as “pictures” of decision logic based on intrinsic patterns, and think of table hierarchies as a model to structure decisions in a top-down, incremental approach. A lot of expertise and real-world business experience with tabular decision modeling is available. This session brings you up to date on best practices and latest trends in the field of decision table models.




Thursday | 10:10am - 11:10am Understanding and Applying Business Analysis Track

Panel - Operating in a Regulated Environment: Understanding & Incorporating Requirements Beyond Your Control

Moderator:Julian SammyHead of New Media, IIBA®

Carol ScaliceInterim President, IIBA® Pharma/Biotech Special Interest Group, Business Analyst, Pfizer, Inc.

Neil BazleyDeputy VP of Chapters, IIBA®

Indy MitraBMO

Many companies have a significant regulatory burden, making compliance requirements a large, challenging task. Our panelists, each an experienced senior business analyst, have extensive knowledge of regulatory requirements in several sectors. They will discuss practical ways for Business Analysts to navigate “mandatory” external requirements without losing track of the benefits the solution is supposed to deliver.

Join us to pose your scenario to a panel of experts and to get their opinions and advice.

Thursday | 10:10am - 11:10am Organizing and Implementing Business Analysis Track

Adapting the BA Role for Complex Projects

Kathleen B. (Kitty) Hass, PMPPrincipal Consultant, Kathleen Hass & Associates, Inc.

Does the business analyst role change, either significantly or subtlety, as project complexity increases? If so, how? This presentation describes the business analysis approaches that are most appropriate for low-complexity, moderately complex, and highly complex projects. We go on to examine what complexity management looks like in the day-to-day life of a business analyst. We present the need for the BA to be comfortable

with lots of uncertainty and ambiguity in the early stages of the project. We discuss how the business analyst would be leading and directing plenty of brainstorming, alternative analysis, experimentation, prototyping, out-of-the-box thinking, trial and error sessions, and encouraging the team to keep options open until they have identified an innovative solution that will leap us ahead of the competition

Learning Points:

to iterative, to adaptive, to extreme – to use for projects of differing complexity.

complexity.

complexity and encouraging innovation.

Thursday | 10:10am - 11:10am Business Architecture Summit Track

The Architecture of Enterprise Know-How


Does the know-how of the company have intrinsic structure at the enterprise level? Can you use that structure to assess and plan operational business capabilities? Where do business rules, business processes, and business analysis fit in?

Every company depends on its special know-how, a point so obvious we often overlook it. The products and services we deliver to customers can never be better than our capacity to organize, manage, revise, and deploy that know-how. In a knowledge economy, operational know-how is king.

Current techniques for creating enterprise architectures are largely IT-centric. They focus on processes, data and services rather than on business products and the business capabilities to produce and deliver them. This presentation shows you how to change all that using proven, pragmatic techniques that directly engage business managers. Case studies are examined illustrating real-world successes. The approach is highly innovative, business-driven, and surprisingly easy.

business capabilities

needs

products

business agility

organization



Thursday | 10:10am - 11:10am Modeling, Analyzing and Designing Business Processes Track

Aligning Business Process, Rules and System Requirements

Denise OwenDirector of Consulting, CGI

Designing a solution to solve a business problem can be very complex, requiring consideration of many facets of the organization that must work together in harmony. Business Process, Rules and Systems feature prominently in the design of any cohesive solution. The challenge is to design these intertwined components in a way that business representatives can quickly understand and take ownership for, while serving the needs of the professionals responsible for delivering it. In this top down approach to requirements gathering, we will look at how to address these challenges and keep business process, rules and system requirements aligned and focused on the performance objectives of the organization.

Topics to be addressed:

architecture, traceability to the performance objectives and buy-in from the business

Thursday | 10:10am - 11:10am Implementing Business Process Change Track

BPM at Catalina Marketing: From Concept through Implementation to ROI

Jeff MountVice President - Business Process Management, Catalina Marketing

Steve Edinger, Executive Director, BPM, Catalina Marketing

This session will detail the evolution of BPM into a multi-year, multi-million dollar transformation of multiple internal and external BPM applications. This application of Service Oriented Architecture has yielded an average return on investment of 30%.

During this presentation we’ll explore how both Operations and IT (including a Global Application Development Center with an offshore development partner) completely changed their management practices to align with the corporate strategy, as well as ground breaking innovations with BPM and business intelligence solutions. In addition, the speaker will provide an overview of their successful BPM governance model with executive management support and the creation of Centers

or Excellence for BPM, Business Analysis, and Application Development. The speakers will also highlight BPM success stories across various business units.

Operations and IT

Thursday | 10:10am - 11:10am Managing a Business-Process-Centric Enterprise Track

Sustaining Process Maturity

Phil ShortDirector of IT, Mars Canada Inc

Every organization is somewhere on the Business Process Maturity journey and each faces its unique challenges to keep moving forward. In this presentation the speaker will address the challenges associated with sustaining a Level 3 Business Process Maturity position. He will review the criteria for moving from Level 2 to Level 3 and steps that must be taken to prevent the organization slipping backwards, the steps that must be taken to strengthen the Level 3 position and also look forward to considerations that need to be taken into account before potentially moving to Level 4. The paper is written based on practical experience in the Canadian Division of a Large Global Consumer Packaged Goods company where the presenter has driven the change from Level 1 to Level 3 over a period of several years.

Level 2

Thursday | 11:30am - 12:30pm 2nd World Congress on Decision Tables (WCDT 2011) Track

How Business Rules and Tables Take Over - Reducing Completion Times from Months to Hours

Ronny KeiserProcess Coach, Venture Manager, SD Worx

This case reports about a complete solution for rule analysis and implementation, using decision tables and rules maintained by the business, and deployed automatically. The application is a complete payroll system provided as a service to multiple companies. The presentation tells the complete story, from venture to daily runtime.



The application shows a number of interesting features: full traceability, reuse of components, rule management, variability. What you will learn:

Thursday | 11:30am - 12:30pm Business Architecture Summit Track

Collaborative ExchangeThe 3 Amigos on Enterprise Design: Burlton, Ross & Zachman

Roger BurltonFounder, BPTrends Associates / Process Renewal Group

John A. ZachmanChief Executive Officer, Zachman InternationalSpeaker Photo: Ronald G. Ross


Roger Burlton, Ronald G. Ross and John Zachman are the ‘three amigos’ of enterprise design. They believe there needs to be a fundamentally new way of working the business/IT partnership. Lip service isn’t enough – the business needs to put itself back in the driver’s seat.

Each of the three amigos has spent many decades innovating and fine-tuning an important piece of the enterprise-design puzzle. Each believes real success comes only through carefully planned approaches that work with one another. Each feels a sense of real urgency about the need for organizations to do things better.

Will the next management fad or silver bullet in IT solve all your strategic and tactical problems? Have they ever?! Existing practices for planning and deploying IT-based solutions haven’t really worked for a good while. It’s time for new solutions that are logical, aligned and integrated!

What’s at stake? Literally, the future success, if not the very survival of your company. Change is happening faster and faster every day. The winners in today’s world are the ones who can plan and craft for rapid change in the face of huge complexity.

Spend an hour with the 3Amigos on business innovation through business architecture and business-driven requirements and planning. Find out how your business can ...

practices.

Thursday | 11:30am-12:30pm Understanding and Applying Business Analysis Track

Using Behavior Driven Development and Feature Injection to Build Better Software

Jeffrey DavidsonLead Consultant, ThoughtWorks, Inc.

It does not matter if you have a great idea for a software product; you have to communicate this to the developers building your system. Beyond user stories, developers need to understand the value and function they are building. They need good, or better yet great, acceptance criteria.

The secret to writing great acceptance criteria lies in Behavior Driven Development (BDD) and Feature Injection. The heart of BDD and Feature Injection lies in using natural language to describe the value and features a system contains. Following a simple grammatical structure leads both writers and readers to understanding the goals and how they will be delivered. This process uses real examples, in business terms, to describe the behavior of the application.

While there are significant benefits for business partners, developers, and testers; one of the key benefits is how this turns Business Analysts and Product Owners from gathers of information to distributors. Rather than constantly pulling information from others, this provides BA’s the tools for pushing information out.

Attendees will leave understanding:

and Feature Injection

natural language and business terms

is working as desired

Thursday | 11:30am - 12:30pm Organizing and Implementing Business Analysis Track

Fantastic Voyage or the Impossible Dream? The BA as Management Consultant

Richard LarsonPresident, Watermark Learning

The business world and maybe even our own Analysis profession itself does not always know what to do with BAs. Are we business experts who can communicate with IT and thereby translate business needs into requirements for projects? Are we IT-savvy professionals who can talk enough in business terms to extract more than superficial needs and requirements from our business



partners? Are we order-takers, destined to dutifully record what stakeholders say they want on projects, and then take the blame when projects don’t deliver what they are supposed to?Or, is there another role; one in which business analysts collaborate with business and IT in a consultative way? One in which we act as trusted advisers to both business and IT stakeholders. One in which BAs are seen as management consultants, helping the business solve problems and contribute as valued partners, uniquely positioned to make the most impact.

This presentation explores the need for Business Analysts to work towards a management consultant role and how to get there. It walks through the evolution of Business Analysis and shows where it can head in a practical and realistic way. Through role plays, various types of consulting styles will be illustrated in an engaging and humorous way. A feature of the presentation covers influencing without authority and how BAs can achieve more influence, and thereby be seen and accepted as management consultants.

Thursday | 11:30am - 12:30pm Modeling, Analyzing and Designing Business Processes Track

Improving Process Quality: Sharing insights from the Process TestLab

Thomas J. OlbrichCo-founder and Managing Director, Taraneon Process TestLab

Despite advances in BPM methodology and technologies over the past decade the success-rate of BPM projects continues to remain at a lowly 18%. In this presentation we will cover some of the causes and symptoms of process quality defects which we have identified in the Process TestLab over the past 12 months. Based on the results of tests and analysis of several hundred business processes, we will provide some insights into approaches to identify process issues before they become apparent during organisational and technological implementation.

process performance limitations

Thursday | 11:30am - 12:30pm Implementing Business Process Change Track

A Business Process Project Manager’s Sanity Checklist

Sandy FosterSenior Consultant, BPTrends Associates

Business process projects, like all projects, need to be managed.

Many business process projects fail to achieve the desired results. Changing business processes involves changing how people do their work day to day and how the business achieves results. This presentation will provide practical tips and traps for managing the challenges that process projects face including:

Thursday | 12:30pm - 1:50pm 2nd World Congress on Decision Tables (WCDT 2011) Track

Attendee Box LunchSuccess stories: Using Decision Tables in the Texas TIERS project

Paul SnowRules Management Chief Architect, SourcePulse

The Texas Integrated Eligibility Redesign System (TIERS) first went online in June of 2003 in Travis and Hays counties. Over 3000 decision tables are used to implement the eligibility rules for Medicare, Medicaid, Food Stamps and other HHSC programs. In this talk, we will discuss:

Thursday | 12:30pm - 1:50pm Organizing & Deploying Business Rules Track

Collaborative ExchangeSBVR: What and Why

Keri Anderson HealyEditor, BRCommunity.com

Business rules are central to every business. Rules provide the control and guidance essential to keeping operations on course and the business profitable. Yet, champion the business rules approach to the harried business manager and you’ll likely hear, “Perhaps, but aren’t there some standard guidelines to help us?” The short answer is, “Yes!” The OMG’s SBVR provides a standard way to approach the rules of the business.

business rules?

Get your questions answered about how SBVR can directly assist Business Analysts in this special session.



Thursday | 12:30pm - 1:50pm

Attendee Box LunchYou Just Can’t Make This Up: Horror stories in Business Processes

Moderator: Roger Burlton, BPTrends Associates

Thursday | 1:50pm - 2:50pm Organizing & Deploying Business Rules Track

Bridging The Worlds Of Legislator And Technologist Through The Formalization Of Legal Rules With SBVR

Ashild JohnsenSpecial Adviser IT Supervision, Financial Supervisory Authority of Norway

The legislator can use SBVR to transform legal rules expressed in natural language to legal rules expressed in structured language. During the transformation, impreciseness and inconsistence in the law formulation may be revealed and entail improved quality of the law formulation. The institutions implementing the legal rules can use SBVR documents published by the legislator to save time in their analyzing phase and even to automate the transformation from vocabulary and rules in SBVR to vocabulary and rules in a business rules management system. The more institutions are affected by the same legislation the more time and effort will be saved.

Thursday | 1:50pm - 2:50pm Understanding and Applying Business Analysis Track

Advanced Data Modeling

Rick ClareVP of Chapters, IIBA®

Data Modeling is a skill that never goes out of fashion, whether you are using traditional methodologies or the new UML techniques. The good thing about the different notational techniques used in data modeling is that the concepts and the analysis methods remain the same regardless of the environment.

This presentation will describe advanced level techniques and tricks that are independent of the methodology being used.

You will learn about:

Thursday | 1:50pm - 2:50pm Organizing and Implementing Business Analysis Track

Globalization and Its Impact on Business Analysis

Peter JohnsonPresident, Peter Johnson LLC

Can business analysis be outsourced? The short answer is yes! While the effective practice of business analysis relies on direct contact with the business client, it is not immune to competition. Off-shore resources impact how requirements for IT projects will be delivered.

To help understand the issue fully, Mr. Johnson explores personal observations from being on-site in India with companies that compete daily for IT services. We all know that most emerging countries are growing at breathtaking speed. But firsthand experience informs the debate over what exactly globalization means. For example, riding the trains, buses, auto-rickshaws and motorcycles highlights one of the key challenges: rebuilding a 20th century infra-structure for 21st century needs. The aspirations and cultural heritage of a youth-dominated population are clearly visible in massive projects for new classrooms and elite institutions, including a first-of-its-kind graduate level program in business analysis.

Western attitudes about the ‘third world’ and ‘diversity’ can be misleading. They risk underestimating the fundamental change that is needed. This workshop will:

professionals who are committed to taking a larger share of business analysis work

distance, language and most importantly – relationships

and higher value to the customer

Thursday | 1:50pm - 2:50pm Business Architecture Summit Track

The OMG’s Business Architecture Standardization Work - A Progress Report

Neal McWhorterPrincipal, Enterprise Agility

Working Towards a Common Understanding of Business Architecture.

Almost 2 years ago a group of individuals at the OMG came together with a shared vision of trying to create a unified set of ideas of what constitutes Business Architecture. This work has resulted in several significant publications and various other outcomes which help define the core of Business Architecture. The co-chair of the OMG’s Business Architecture SIG will



present an overview of the work being done and its relevance to practitioners.

Thursday | 1:50pm - 2:50pm Modeling, Analyzing and Designing Business Processes Track

Efficient BPMN: from Anti-Patterns to Best Practices

Darius SilingasHead of Solutions Department, No Magic Europe

BPMN is acknowledged as a standard for business process modeling. However, business modelers make a lot of mistakes and their BPMN models are often too complex and difficult to understand, analyze and maintain. In this session, we will review and analyze common BPMN anti-patterns that were collected during 5 years of consultancy in financial, insurance, telecommunication, software, and education domains. We will also discuss how to separate responsibilities of business analyst and IT system analyst and propose a minimal subset of BPMN 2.0 elements that should be sufficient for business analyst. The session will provide essential advice for business analysts on how to easily adopt BPMN 2.0 and make their business process diagrams structured, readable, and maintainable.

Thursday | 1:50pm - 2:50pm Implementing Business Process Change Track

Business value - Building BPM Capabilities in the Norwegian BU of a Global Oil & Gas Company

Tom Einar NybergManaging Consultant, Capgemini - Norway

This case study illustrates how a global oil & gas company and a major operator in Norway, established capabilities for process orientation and BPM in their national business unit. The key principle was to focus on how to deliver value to the business. This involved a process architecture and value chains for the entire organization. Collaborating with the organizational functions in order to establish a process oriented focus and making this a tool for improvement in the functions themselves. The management system was reorganized around organizational goals, actions, processes, documents and KPI’s in order to support active performance management.

management

value to the business

make it work

process owners

up

Thursday | 1:50pm - 2:50pm Managing a Business-Process-Centric Enterprise Track

Value-Driven BPM: Roadmap to Immediate Value and Lasting Capabilities

Dr. Mathias KirchmerExecutive Director for Business Process Management, Accenture

A challenging economic environment, the emergence of new global competitors, and fast-changing technology have pushed organizations to focus on their business processes. If they build their BPM capabilities the right way, they can create immediate value while establishing sustainable capabilities supporting a long term competitive advantage. But how?

This presentation proposes a value-driven approach to BPM, focused on outcomes, not just on methods, tools and approaches. It introduces a BPM capability blueprint that helps defining the right “process of process management”. It discusses the definition of an appropriate BPM roadmap, the establishment of the right governance, the effective use of process modeling and repositories as well as related aspects of process automation and possibilities of using managed services as a cost efficient fast track to BPM.

The findings will be explained using case studies from different industries, including oil and gas, chemicals, high-tech, service industries, consumer goods and others.

Attendees of this presentation will learn the following:

immediate benefits while building lasting capabilities

BPM



3:00 pm-4:00 pm Panel Discussion

Emerging Trends Panel Discussion

Moderator: Kristen Seer, Business Rule Solutions, LLC

Panelists:Kathleen Barret, IIBA®

Kevin Brennan, IIBA®

Roger Burlton, BPTrends Associates / Process Renewal Group

Paul Harmon, BPTrends

Gladys S.W. Lam, Business Rule Solutions, LLC and Publisher, BRCommunity.com

Ronald G. Ross, Business Rule Solutions, LLC and Executive Editor, BRCommunity.com


Roger Burlton Founder, BPTrends Associates

Roger T. Burlton, P. Eng, is a co-founder of the BPTrends Associates and the Process Renewal Group. He is considered a global leader, recognized internationally for his no nonsense insights and pioneering contributions in Business Process Management since 1991.

Roger has conceived and chaired over thirty high profile BPM conferences in North and South America, Europe, Middle East and Australia including Knowledge and Process Management Europe and the BPM Conferences for Shared Insights in the US. His pragmatic BPM seminar series has been running globally since 1992 and is the longest continuous series of their kind in the world.

Roger’s highly acclaimed book “Business Process Management: Profiting from Process” is regarded as a reference book for process professionals who want to conduct process architecture initiatives, process renewal projects as well as those who wish to entrench process governance across the enterprise.

Based in Vancouver, Russ Grabb is the President of Better Outcomes Consulting Inc. He works with a variety of senior executives helping to position their organizations for success, enhance performance, achieve desired business outcomes, and conduct smart investment in IT. He is the creator of the Six Easy Steps to Business Innovation© and the VP of the Institute of Certified Managements Consultants of BC (CMC-BC).


How Ready are You for BPM? - Assessing your Maturity and Building your Roadmap

Ronald G. Ross Co-Founder & Principal, Business Rule Solutions, LLC Executive Editor, BRCommunity.com

Ronald G. Ross serves as Executive Editor of www.BRCommunity.com and its flagship publication, Business Rules Journal. He is a sought-after speaker at conferences world-wide. He gives popular public seminars through AttainingEdge (www.AttainingEdge.com) and IRM-UK (www.IRMUK.co.uk).

Mr. Ross is recognized internationally as the “father of business rules.” He has served as Co-Chair of the annual Business Rules

the Business Rules Group in the 1980s, and an editor of the two landmark BRG papers, The Business Motivation Model: Business Governance in a Volatile World and the Business Rules Manifesto. He is active in OMG standards development, with core involvement in SBVR.

Mr. Ross is Co-Founder of Business Rule Solutions, LLC (www.BRSolutions.com). At BRS, Mr. Ross co-develops Proteus®, its landmark business requirements methodology, including the popular RuleSpeak®. Mr. Ross is the author of eight professional books. His newest are: Business Rule Concepts (2009), a just-released 3rd edition of his popular, easy-to-read 1998 handbook, and Principles of the Business Rule Approach, Addison-Wesley (2003).


Business Analysis with Business Rules: See the Elephant!

Jan Vanthienen, Katholieke Universiteit Leuven

Jan Vanthienen is professor of information management at Katholieke Universiteit Leuven (Belgium), Business Information Systems Group, where he is teaching and researching on business rules and business intelligence, information and knowledge management. The area of business rules modeling, validation and verification, and business rule automation has been his major area of research and expertise for many years.

Analyzing and Managing Business Decisions using Decision Table Models

Kathleen Barret, President and Chief Executive Officer, IIBA®

In June of 2009, Kathleen Barret became International Institute of Business Analysis’s full-time President and CEO after having held the role as a volunteer since the organization’s inception in October 2003. IIBA, a professional association for Business Analysts, focuses on defining and enhancing the Business Analysis Body of Knowledge® (BABOK®) and implementing a certification program for qualified practitioners.

With over 25 years of experience in information technology, Kathleen has held many roles including most recently, managing offshore software development work for a large financial service organization. Her involvement in the field of business analysis began when she was asked to create a centre of competency for BAs for her company. She is experienced in CMMI and benchmarking, and through her many years of consulting, brings cross industry knowledge to her role at IIBA.

Keynote Bios


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