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ADVISORY BOARD

FORT LAUDERDALE

OCT 28 - NOV 1W E S T I N D I P L O M AT

PRODUCED BY

www.buildingbusinesscapability.com

PLATINUM SPONSORS

creatingthe agileenterprise

Kathleen Barret President and

Chief Executive Officer, IIBA®

Kevin BrennanVice President,

Professional Development, IIBA®

Roger BurltonFounder

BPTrends Associates

Matthew FinlayCEO,

Rising Media, Inc

Gladys S.W. LamCo-Founder & Principal,

Business Rule Solutions, LLC, Publisher,

BRCommunity.com

Ronald G. RossCo-Founder & Principal,

Business Rule Solutions, LLCExecutive Editor,

BRCommunity.com

Celia WolfPublisher and

Founder, Business Process Trends

©2012 Building Business Capability www.buildingbusinesscapability.com1

WelcomeTable of ContentsAgenda Overview .......................2Tutorial Sessions ..........................9Conference SessionsDay 1 ........................................14Day 2 ........................................24Day 3 ........................................36

Keynote Bios .............................48Exhibitor profiles .......................50Sponsors ....................................58

Dear Business Innovators and Practitioners,We invite you to join us for Building Business Capability, comprised of five conferences: the 15th International Business Rules Forum, the Business Process Forum, the Business Analysis Forum (official conference of the IIBA), the Business Architecture Summit and the Business Strategy & Transformation Summit.

All of us involved in business rules, business process management and business analysis 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 refine your organization’s day-to-day operations.

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, Business Strategy & Transformation 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 28-November 1, 2012 and access our premier keynotes, sessions, tutorials, exposition, expert panels, live demos, networking coffee breaks, and reception.

Yours Truly,

The Building Business Capability Advisory Board

Kathleen BarretPresident and Chief Executive Officer, IIBA®

Kevin BrennanVice President, Professional Development, IIBA®

Roger BurltonFounder, BPTrends Associates / Process Renewal Group

Matthew FinlayCEO, Rising Media, Inc

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


Pre-Conference Tutorials

12:00pm-5:00pm

8:00am-5:00pm

8:00am-9:00am

12:00pm-1:30pm

2:30pm-5:30pm

Registration Open

Registration Open

Continental Breakfast

Lunch

Pre-Conference Tutorial - Half Day Business Rules: The Why and the What Ronald G. Ross, Business Rule Solutions, LLC and

BRCommunity.com

Pre-Conference Tutorial - Half DayA Framework for Analyzing Change — the

IIBA® Business Analysis Framework™Kathleen Barret, IIBA®Julian Sammy, IIBA®

Pre-Conference Tutorial - Half DayBuilding and Using a Business Process

ArchitectureRoger Burlton, BPTrends Associates

Sunday, October 28, 2012 | Pre-Conference Tutorials

Monday, October 29, 2012 | Pre-Conference Tutorials

9:00am- 12:00pm

1:30pm-4:30pm

Pre-Conference Tutorial - Half Day

Building Decision Management

Systems: Using Analytics to Get More From Your Business Rules

James Taylor, Decision Management Solutions

Pre-Conference Tutorial - Half Day Modeling and

Analyzing Business Decisions Using

Decision Table ModelsJan Vanthienen, K.U. Leuven


Fostering Innovation in

Business AnalysisAngela Wick, IIBA®


A Business Process Project Manager’s Sanity Checklist

Sandra Foster, BPTrends Associates


Seeing the Wood AND the Trees - Applying Systems Thinking to Complex Business

ProblemsSteve Erlank, Faculty

Training Institute

Pre-Conference Tutorial - Half Day Giving your

Process a Brain: Balancing Business

Processes and Business Rules

Peter O’Donoghue, Computer Sciences

Corporation


Business Architecture: What’s Really Necessary for

Business Strategy & Transformation

John A. Zachman, Zachman International


The “Soft Stuff” Is The Hard Stuff

– Human and Organizational

Issues in Business Change

Alec Sharp, Clariteq Systems Consulting Ltd.


Capturing Business Rules: From Business Solution to Business

RequirementsGladys S.W. Lam, Business

Rule Solutions, LLC and Building Business Capability

(BBC)


Foundations for Practicing Business

ArchitectureJeff Scott, Accelare


Accelerating Value with Agile Business

AnalysisEllen Gottesdiener, EBG

Consulting, Inc.Mary Gorman, EBG

Consulting, Inc.


Making Social BPM Mean BusinessSandy Kemsley, Kemsley Design


Developing Your Influence with

Business ExecutivesChris Potts, Author of ‘FruITion’ and

‘RecrEAtion’


Agenda Overview

7:30am- 6:00pm

11:25am-11:35am

12:35pm-2:00pm

3:00pm-3:10pm

10:25am-11:25am

11:35am- 12:35pm

2:00pm- 3:00pm

3:10pm- 4:10pm

8:30am-8:45am

7:30am-8:30am

8:45am-9:45am

Registration

Room Change

Attendee Networking Lunch

Room Change

Real World Case Study

Points of Interest:

Navigating Data Validation and ETL with Rules

Brad Amodeo, Nokia Location &

CommerceRik Chomko, InRule

Technology


Case Study Presentation

Panel Discussion Business Rules Vendor Panel

Moderator: James Taylor, Decision Management

Solutions

Presentation 10 Steps to Undertake Projects

Using Business RulesGladys S.W. Lam, Business Rule Solutions, LLC and Building Business Capability (BBC)

Presentation The Audacity

of Quality Requirements

Bob Prentiss, Watermark Learning

Presentation Getting the BA

Work Plan to Work For YouJennifer Battan,

Trissential

Presentation The New Use

CaseKurt Bittner,

Ivar Jacobson International

Lightning Rounds IIBA® Lightning Rounds

Moderator: Ellen Gottesdiener, EBG Consulting, Inc.

Presentation BPM Integrates

Everything: What Every

Business Analyst Needs to Know

Paul Harmon, BPTrends

Presentation Building a BPM Framework for

SuccessLucille Trickett,

Hewlett-Packard Co.

Presentation Intelligent

Business Operations:

The Future of Business Process

and RulesJim Sinur, Gartner

Presentation Best Practices for Socializing and Managing

Business Process Improvement

InitiativesGina Abudi, Abudi Consulting Group,

LLC

Presentation Adoption of a Rules Based Approach in an Enterprise Architecture Environment

Christopher Maple, MMG Insurance

Presentation Intelligent

Business Operations:

The Future of Business Process

and RulesJim Sinur, Gartner

Presentation Establishing an Enterprise Rule Management

CapabilityVeronica O’Grady,

Inland Revenue New Zealand

Presentation Building a

Business Analysis Competency and Training Program

Tom Ryder, UPS

Presentation Is it Worth it?

Kent J. McDonald, Knowledge Bridge

Partners

Presentation Building a Successful

Requirements Re-use ProgramJoanne Carswell, AutoTrader.com

Presentation The Deceptive

Nature of Process QualityThomas J. Olbrich, taraneon Process

TestLab



Presentation Simplifying Creation of

“Good BPMN”Bruce Silver, Bruce Silver Associates

Presentation Application of Lean Six Sigma

in IntelTina Schuster, Intel

Presentation Leveraging Enterprise

Business Analysis for Strategy Alignment,

Execution and Evaluation

Jason Questor, ACHIEVEBLUE

Corporation

Presentation Experiences

in Establishing Business

Architecture in a Global Financial

InstitutionAndreas Kalkum,

Credit SuisseGillian Christie, Credit Suisse

Presentation Using Capability

Assessments to Define

a Strategic Roadmap

Carol Scalice, Pfizer, Inc.

Presentation Replicating

Success - Innovations

Team Engagement

ModelHans Eckman,

SunTrust Banks, Inc.

Presentation Business

Agility Through Adaptable Business

Processes and a Supportive

Organizational Culture

Roger Burlton, BPTrends Associates

Sasha Aganova, MetaPower, Inc.

Presentation The Consumer

Has the Technology. The Market Has the

Process: Business Architecture in the Era of Consumer Technology

Chris Potts, Author of ‘FruITion’ and

‘RecrEAtion’

Presentation Who Sees the

Trees? Who Sees the Forest?

Quentin Suskin, WestJet Airlines Ltd

Michael Mohammed,

WestJet Airlines Ltd

Presentation Capable of

Change: Making Capabilities

From Change Components

Michael Pemberton, USAA

General Session: Conference Welcome / Opening Remarks Gladys S.W. Lam, Business Rule Solutions, LLC and Building Business Capability (BBC)

Tuesday, October 30, 2012 | Conference Schedule (Day 1)

Continental Breakfast in Exhibit Hall

9:45am-10:25am Break in Exhibit Hall

Keynote: Back to the Future: Business Innovation in the Cloud Powered by BPM Peter Fingar, Author and Business-Technology Advisor and Meghan-Kiffer Research

TRACK SPONSOR


Agenda Overview

Tuesday, October 30, 2012 | Conference Schedule (Day 1)4:10pm-4:50pm

5:50pm-7:50pm

4:50pm- 5:50pm

Break in Exhibit Hall

General Session: Expo Hall Reception Room: Exhibit Hall


Centers for Disease Control and Prevention:

Case Study

Warren Williams, Centers for Disease

Control and Prevention (CDC)Dr. David Lyalin,

Centers for Disease Control and Prevention

Stuart Myerburg, Centers for Disease

Control and PreventionEric Larson,

Northrop Grumman Corporation

Presentation Don’t Hesitate...

Take Risks to Innovate

Kupe Kupersmith, B2T Training

KeynoteBeyond

Business Agility: Becoming

Analytic and Adaptive

James Taylor, Decision

Management Solutions

KeynoteBeyond

Business Agility: Becoming

Analytic and Adaptive

James Taylor, Decision

Management Solutions


Analysis All Shook Up – How

BA Tools and Techniques Are Contributing to Rebuilding Earthquake

Devastated New Zealand

Karin Lehmann, Thinking Cap

PartnersSonia Chaker, Independent Contractor

Panel Discussion BPM Vendor

Panel

Moderator: Sandy Kemsley, Kemsley

Design

Presentation TBA


Architecture Trends & Methods

Andrew Guitarte, Wells Fargo

TRACK SPONSOR


Agenda Overview

8:30am- 5:30pm

10:00am-10:40am

11:40am-11:50am

12:50pm-2:10pm

3:10pm-3:20pm

9:10am- 10:00am

10:40am- 11:40am

11:50am- 12:50pm

2:10pm- 3:10pm

8:00am-9:00am

Registration


Room Change

Attendee Networking Lunch

Room Change

Keynote Business Rules: Putting the Business Back in Control

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

Joint BBC Session

Joint BBC Session

PresentationDecision Tables

Saved Our Project from

Failure!Gwen Bradshaw,

Assurant Specialty Property

Kate Logan, Assurant Specialty

Property

PresentationBuilding

Business AgilityRobert Dizinno,

USAA


Rules Success with Decision Management

Presentation Using Business Objectives to Kill Scope and Launch Better

ProductsJoy Beatty, Seilevel

PresentationSolution

Assessment & Validation: Is It Really the Last

Knowledge AreaBarbara A.

Carkenord, RMC Project Management

PresentationThe Chief

Influence AgentNeil Bazley, Caerus Strategy Inc. and

IIBA®

PresentationAmplify Your

Analysis: Multi-Modeling

to Maximize Quality

Mary Gorman, EBG Consulting, Inc.


Building Strong Process Management CapabilitiesJohn G Tesmer,

APQCJeff Varney, PMP,

APQC


TBA

Real World Case Study TBA

PresentationBuilding a

New Business with Decision ManagementGagan Saxena, Apple Vacations

PresentationOvercoming the Gap Between Subject Matter

Experts and Technology

Using a Business Rule Approach

Sean Haynes, Stewart Title

GuarantyHanno Hesse,

Monad Solutions Inc.


TBA


A Case Study in Virtual

Requirements Facilitation

Faith Hickey, Doreen Evans Associates

PresentationThe Problem

of the Painted Dashboard:

Implementing a Model for

Business Analysis PerformanceMark Mountan,

CapTech

PresentationPowering Up Agile Analysis at GE Digital

EnergyClaire Masters, GE

Digital EnergyCei Sanderson, GE

Digital Energy

Presentation Building BA Competency

Barbara Bell-Dees, NASCO

Dave Bieg, IIBA®

PresentationThe Dangers of Prefab Models

Alan Ramias, Performance Design Lab

Cherie Wilkins, Performance Design Lab

Presentation Lean Six

Sigma for Non-Industrial OrganizationsPeter Matthijssen,

BiZZdesign

PresentationWhat Business and Process

Analysts Need to Know About

BPM SuitesBruce Silver, Bruce Silver Associates

Keynote Business Rules:

Putting the Business Back in

ControlRonald G. Ross, Business Rule Solutions, LLC

and BRCommunity.com

Joint BBC Session

Joint BBC Session

PresentationSystem

Implementation Becomes Business

TransformationAlissa Hess, USAA

KeynoteWho Cares? Stakeholder Analysis in BPM

Roger Burlton, BPTrends Associates

PresentationTranslating Business

Strategy to Action – 10

stepsCheryl Wheeler,

Mejora Consulting Inc

PresentationMaking the Leap from

Business Analyst to Business Architect

Jeff Scott, Accelare

KeynoteWho Cares? Stakeholder

Analysis in BPMRoger Burlton,

BPTrends Associates

PresentationSystems Thinking:

Problem Solving for a Complex

WorldSteve Erlank, Faculty

Training Institute

Wednesday, October 31, 2012 | Conference Schedule (Day 2)


TRACK SPONSOR


Agenda Overview

3:20pm- 4:20pm

4:40pm- 5:40pm

Keynote Experiences and

Recommendations in Tabular Decision

Modeling and Analysis

Jan Vanthienen, K.U. Leuven

Panel Discussion Business Rule Practitioner

Panel

Moderator: Kristen Seer, Business Rule

Solutions, LLC

PresentationThe Intelligent

BAScott Sommerfeld,

Fiserv

Presentation Barking with the Big Dogs: What

Executives Really Want and How

it Relates to RequirementsGlenn R. Brûlé, CBAP, CSM, ESI

International


Business Process Improvement:

Moving Through the Joke, the Circus and the Soap OperaJoanne Dong, Infrastructure

Ontario

Presentation Thorny Issues in Business Process

ModelingDarius Silingas, No

Magic Europe

Lightning Rounds BRF Lightning

RoundModerator: Cindy Scullion, Business

Rule Solutions, LLC


Unum’s Business Rules

JourneySherri O’Donnell,

UnumBob Whyte, UnumEric Baseler, Unum

Panel Discussion Centre of

Excellence PanelTina Schuster, Intel

Nicholas T. Ilasi, Dignity HealthCherie Wagner,

ReliantCarol Hoeke-Friberg,

Gerdau

Presentation Elevating

Performance: Making the Most Out of Your Best

Mario Simmons, ALSAC/St Jude

Children’s Research Hospital

Joy Toney, ALSAC/St Jude Children’s Research Hospital

PresentationProfessional

Work Processes: A Decision-

Centric Approach

Paul M. Konnersman, The Konnersman

Group

Keynote Emerging

Technologies in BPM: A PrimerSandy Kemsley, Kemsley Design

PresentationHow Business

Process Management and Decision

Modeling Enable Startling ResultsCheryl Mascaro, Intel

Presentation The Architecture

of Risk - The Business

Architecture of Financial

Regulation in Australia

Dr. Terry Roach, CAPSICUM Solutions

PresentationBusiness

Architecture & Organizational

Structure – How Re-Organization Provided More Business ValueRandall Chenard,

UnumEmily Allis-Springer,

Unum

Presentation What to do

When Business Architecture is

Needed But Not Endorsed?

Louise Harris, SToS Consulting Inc

Wednesday, October 31, 2012 | Conference Schedule (Day 2)3:10pm-3:20pm

4:20pm-4:40pm

Room Change


TRACK SPONSOR

TRACK SPONSOR


Agenda Overview

8:00am-3:00pm

8:50am-9:00am

10:00am-10:10am

8:00am- 8:50am

EARLY BIRD SESSIONS

8:00am-9:00am

Registration

Room Change

Room Change

PresentationUpdate on

Decision Model & Notation

StandardizationJan Vanthienen,

K.U. LeuvenPaul Vincent,

TIBCO

Presentation Presentation Facilitated Discussion

Integrating Business Rules and Analytics in Decision

Management: Experience

Sharing from the Trenches

Facilitators:Carole-Ann Matignon,

Sparkling Logic, Inc.

Colleen McClintock,

Sparkling Logic, Inc.

Presentation Developing

a Fact Model to Support

SBVR-Compliant Business Rule Statements

Graham Witt, Ajilon

Presentation Presentation Discussion

Among Peers: BPM, Lean, Sigma, and

the rest: Methodologies, Techniques or

Tools?!

Presentation What is the

Business Motivation

Model (BMM) for Business Strategy?

Keri Anderson Healy, BRCommunity.com

PresentationTransforming

Regulation into Compliance Policies and

RulesJohn Hall,

Model Systems

Presentation

Thursday, November 1, 2012 | Conference Schedule (Day 3)


9:00am- 10:00am

PresentationVerifying and Maintaining

Complex Policies with Unbalanced Decision Tables

Paul Snow, SourcePulse

Bhushan Naniwadekar, SourcePulse

Presentation Developing

BPM Capability that is Strategic and SustainableJim Boots, Global Process Innovation


Fighting Fraud on the eBay Marketplace

Using Business Rules

Michael Pezely, eBay

Presentation Emerging BPM Techniques and Technologies

Summit Thinking on the Job:

Adaptive Case Management in

PracticeKeith Swenson, Fujitsu America Inc. and WfMC:

Workflow Management

Coalition

Keynote From Requirements to Business Value: The Transformation of Business Analysis

Kathleen Barret, IIBA®

Joint BBC Session

10:10am- 11:10am


Upgrading Business Rules at Freddie Mac, A

Case Study

Tom Schweikert, Freddie Mac

Presentation If I Knew Then What I Know

Now: A Former BA’s Story about

Data Profiling

Matthew St. Louis, Pfizer, Inc

PresentationGrowing BPM Success: From

Project Focused to Business Unit to Enterprise IT

Susan Smith, Salt River Project (SRP)

Lynn Allen, Salt River Project (SRP)

Presentation Do’s and Don’ts

on Starting a Business Rules

Team from Scratch

Mechteld de Hooge, DUO (Dutch Ministry

of Education)

Presentation Applying

Business Analysis Methodologies

to Build Empowering IT

Systems in Public Health

Valerie Pinckney Britt, Science Applications International

Corporation (SAIC) and Centers for

Disease Control and Prevention (CDC)/Office of Infectious

Diseases (OID)Lynda D Vidot,

Science Applications International

Corporation (SAIC) and Food and Drug

Administration (FDA), Science Applications International

Corporation (SAIC)

Presentation Modeling

and Analytics for Process Excellence

Robert Shapiro, WfMC, Workflow

Management Coalition

Panel Discussion The 3 Amigos on Enterprise

DesignRoger Burlton,

BPTrends AssociatesRonald G. Ross, Business Rule

Solutions, LLC and BRCommunity.comJohn A. Zachman,

Zachman International

Panel Discussion The 3 Amigos on Enterprise

DesignRoger Burlton,

BPTrends AssociatesRonald G. Ross, Business Rule

Solutions, LLC and BRCommunity.comJohn A. Zachman,

Zachman International

Joint BBC Session Joint BBC Session


Agenda Overview

Thursday, November 1, 2012 | Conference Schedule (Day 3)11:10am-11:30am

2:50pm-3:00pm

3:00pm-4:00pm

11:30am- 12:30pm

1:50pm- 2:50pm

12:30pm- 1:50pm

Break

Room Change

Panel Discussion The Direction Forward - Chairs’ Panel Discussion

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

Kathleen Barret, IIBA®Roger Burlton, BPTrends Associates

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

PresentationUsing Decision

Tables to Model and Solve Scheduling

and Resource Allocation Problems

Dr. Jacob Feldman, OpenRules, Inc.

Presentation Enabling Cloud

Jurisdictional Plurality and Automated Obligations

using LegalRuleML-

based SLDr. Said Tabet, EMC

Corporation

Attendee Box Lunch

LegalRuleML: Fill the Gap

Monica Palmirani, University of

BolognaDr. Adrian Paschke, Freie Universitaet

Berlin (FUB)

Presentation A Strategic

Goal-Oriented Approach to

Non-Functional Requirement

ElicitationDr. Tsun Chow,

Capella

Presentation TBA


How Embraer used BPM to enhance an Enterprise Excellence Program: In

Focus - Defense and Security Business Unit

Rafael Paim, Enjourney

Marco Cesarino, Embraer

Presentation Starting and

Growing a BPM CoE

Gilles Morin, CIA Canada

PresentationEight Steps to Crafting a Business Rule

Kristen Seer, Business Rule Solutions, LLC

Presentation Incorporating

Traceability Features in a

Business Rules Management

SystemMukundan Agaram,

Delta DentalSharon Martin, Delta Dental of Michigan

Attendee Box Lunch

SBVR: What and Why

Keri Anderson Healy, BRCommunity.comJohn Hall, Model

Systems

Presentation A System of Requirements

for Agile Projects: Using Agile to Keep

the Scope, Cost, and Schedule commitmentDennis Stevens,

LeadingAgile

PresentationWhat Defines

Effective Business Analyst

Teams?Mark Tonsetic, Applications

Executive Council

Panel Discussion Process Mining:

BPM Upside-Down

Anne Rozinat, Fluxicon

PresentationEnsuring Quality and Long-term Maintenance of Wawa’s Process

ModelsDiane Schade,

Wawa, Inc.Mark McClure,

Wawa, Inc.

PresentationBest Practices and Tools for

Managing Organizational

ChangeStacy Aaron, Change

Guides LLC

Presentation How to Measure

Anything - Finding the

Value of Intangibles in

BusinessEric R. Dayal,

National InstrumentsMisty Allen, National

Instruments

Attendee Box Lunch WWTT: What Were They Thinking?

Business Processes Gone Bad Moderator: Roger Burlton, BPTrends Associates

Presentation Value

MeasurementBrian Cameron, The College of

Information Sciences and Technology

(IST), Pennsylvania State University

Presentation Integrating

Enterprise Risk Management

With Enterprise ArchitectureTerry Merriman,

OAD Consulting, Inc.

Attendee Box Lunch

IIBA® Certification

Michael Gladstone, IIBA®

Attendee Box Lunch

IIBA® BABOK® Guide

Kevin Brennan, IIBA®

Attendee Box Lunch

IIBA® What Is the Chapter

Maturity Model - What Do We See

as Worldwide Trends

Curtis Michelson, Curtis Michelson LLC

Peter Johnson, CBAP®, Peter Johnson LLC

Neil Bazley, Caerus Strategy Inc. and

IIBA®


Sunday, October 28, 2012 Sunday | 2:30pm - 5:30pm

Business Rules: The Why and the What

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

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 using business rules in business analysis, business process modeling, and decision 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 matterHow business rules help you achieve true agilityHow to capture and manage business rulesWhere business rules fit with the requirements processPitfalls, lessons learned and best practicesThe latest trends and emerging standards

Sunday | 2:30pm - 5:30pm

A Framework for Analyzing Change — the IIBA® Business Analysis Framework™


Julian Sammy Head of New Media, IIBA®

The Business Analysis Framework™ is a tool for analyzing change at any level in any organization. From setting organizational strategy to delivering a single feature or component; from selecting which projects to fund to prioritizing backlog items. It helps project teams and process designers “solve the right problem” by linking the work being done back to the business goals and objectives. It helps the product owner make effective priority decisions.

The Business Analysis Framework™ is the first major deliverable from the BABOK v3 team and contains a set of six core concepts that drive decision making in organizations: Value, Stakeholders, Needs, Changes, Contexts, and Solutions. Understanding how

to use these ideas and the relationships between them results in understanding your stakeholders, what they value, and how to better deliver that value.

Change: a controlled transformation of an organizationContext: the part of the environment which encompasses the changeStakeholder: a group or individual with a relationship to the change or the solutionNeed: a problem, opportunity or constraint which motivates a stakeholder to actSolution: a specific way of satisfying a need in a contextValue: the purpose and benefits of a change for a stakeholder in a context

In this session, Kathleen Barret (IIBA CEO) and Julian Sammy (IIBA EBA and BABOK v3 Core Team member) will use examples to introduce the Business Analysis Framework and explore the implications of the Core Concepts. Participants will then use the Business Analysis Framework to investigate an in-flight change from their own organization.

Sunday | 2:30pm - 5:30pm

Building and Using a Business Process Architecture

Roger BurltonFounder, BPTrends Associates

So you want to be a Business Architect. One thing for sure is that it will not happen unless you can tackle the creation, sustainment and leveraging of a business process value creation model (an focused architecture of the work we do on behalf of those we do it for) and align it to everything that’s happening in your organization. This opening workshop will prepare you for the task at hand by showing how the organization’s strategic intent drives this model and how stakeholder value analysis is mandatory as a prerequisite for any useful process architecture’s creation. It also will deal with the absolute requirement to use the model for the establishment of a result based business performance scorecard and the determination of supporting IT and HR capabilities. It will show how to use such a framework to organize process improvement initiatives as well as transformation or continuous improvement projects. This session is suitable for those with or without process experience seeking to learn a set of pragmatic practices packaged into a reusable framework. In small group workshop sessions we will build a fun architecture to drive home the main concepts. Built on lessons learnt from real companies, this seminar provides you with practices to deal with the foundational challenges. Delegates will benefit from Roger Burlton’s world leading insights, experience, wisdom and humor on the topic.

Strategic intent and stakeholder analysis to startUsing stakeholder and enterprise asset lifecycles to find your business processesConsolidating the process architectureAligning the process architecture with other needs (IT and HR)Leveraging the architecture into process improvement initiatives

Pre-Conference Half-Day TutorialsSunday, October 28, 2012


Pre-Conference Half-Day TutorialsMonday, October 29, 2012

Monday | 9:00am - 12:00pm

Capturing Business Rules: From Business Solution to Business Requirements

Gladys S.W. LamPrincipal & Co-Founder, Business Rule Solutions, LLCExecutive Director, Building Business Capability (BBC)

Ms. Lam will continue her highly popular information packed tutorial on a comprehensive approach for developing a business model and gathering business rules from business experts using facilitated sessions. She starts the session with a fun game to effectively illustrate the difference between business process, behavioural rules and decisioning rules. She will also share her approach for harvesting business rules and developing decisioning rules. She will end the session by illustrating how to interpret business requirements from business rules and by showing some implementation examples.

This session discusses:The four primary business model deliverables – operational business strategy, business process models, concept model, and business rulesHow to coordinate facilitated sessions to collect business rules, including preparation, objectives, agenda, and documentation for each sessionDecision analysis and decision tablesBusiness requirements and business rulesThe difference between behavioural and decisioning rulesLessons learned and pitfalls to avoid


Modeling and Analyzing Business Decisions Using Decision Table Models

Jan VanthienenProfessor in Information Management, K.U. Leuven

When modeling and analyzing 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 and experiences with different decision representations when modeling business rules by business experts in real business situations (insurance, legislation, credit scoring, operating procedures)

What you will learn:The concepts, objectives and application areas of decision

tables for business analysis and business processesModeling, normalization and factoring of decision table systemsBut mainly: lessons from a long experience on how to build, analyze, verify and optimize decision table models according to simple guidelines.


Business Architecture: What’s Really Necessary for Business Strategy & Transformation

John A. ZachmanChief Executive Officer, Zachman International

Assume for a moment that you can define your Business Strategy … the question this begs is how do you intend to transcribe that strategy in such a fashion that it can be transformed into the reality of the Enterprise … that is, transformed into the manual and automated systems that constitute the operating, instantiated, Enterprise, Business Architecture? Assume further that you already have an operating and instantiated Business Architecture for your Enterprise, how does it work? What are you going to change to accommodate the new, operating, instantiated Enterprise Business Architecture implied by your new Strategy Transcriptions? What are the descriptive representations that are required to define the functions and responsibilities of your people (your manual systems) and the programmatic expressions (the machine functions and responsibilities) required for your automated systems that implement your Business Architecture? The collection of descriptive representations relevant for describing an Enterprise such that it can be created and that constitute a baseline for changing the Enterprise once it is created is called “Enterprise Architecture” which is the superset of “Business Architecture”. This tutorial defines Enterprise Architecture and positions Business Architecture in that context.


Accelerating Value with Agile Business Analysis

Ellen GottesdienerPrincipal Consultant and Founder, EBG Consulting, Inc.

Mary GormanVice President, Quality and Design, EBG Consulting, Inc.

Agile business analysis is essential to establish and maintain “flow” for continuous planning and delivery. In this workshop, learn effective, efficient, and creative ways for product stakeholders to converse as “product partners” for continual value delivery. In small teams, holistically analyze product



needs and make just-in-time decisions on what deliver next. Experience how to engage in “structured conversations” to explore, evaluate, confirm and allocate high-value options for the next cycle delivery - at any level of agile product planning. Key Learnings:

The seven dimensions to quickly yet holistically discover and prepare product needsClear business value criteria to apply to planning and analysis conversationsIncorporate examples and lightweight analysis models to enrich the structured conversationThe explore-then-evaluate pattern to identify high-value product optionsHow these concepts can be used for any agile planning horizons: Big-View (e.g. product or portfolio roadmap), Pre-View (e.g. release), and Now-View (iteration, or work-in-progress)


A Business Process Project Manager’s Sanity Checklist

Sandra 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:

Defining business process project objectivesManaging business process project scopeInvolving the right process stakeholdersMonitoring business process analysis and design qualityGaining and maintaining senior leadership commitment


Seeing the Wood AND the Trees - Applying Systems Thinking to Complex Business Problems

Steve ErlankDirector, Faculty Training Institute

Systems thinking is great fun. In this highly practical and hands-on workshop, delegates will develop a deeper understanding of systems thinking, and through games, role-plays, practical exercises, and drills, begin to learn the tools, techniques and habits of professional systems thinkers.

Key takeaways include:Learning to see the world through a ‘systems’ lensThinking with your whole brain: combining creative, analytical, critical and systems thinking processes in your problem solving approachLearn to use systems thinking tools like causal loop diagrams and behavior-over-time modelsUnderstand the consequences of not using Systems Thinking, such as real-world examples of the Law of Unintended Consequences and the Tragedy of the Commons, and find out how to avoid themExplore system archetypes and other problem solving patterns and learn how recognizing them can avoid problems and speed up problem solving efforts

Improve your usage of common analysis tools and techniques like context diagrams, mind-maps, process models and data models by using them with a systems thinking frame of mind

12:00pm - 1:00pm | Lunch

Monday | 1:30pm - 4:30pm

Building Decision Management Systems: Using Analytics to Get More From Your Business Rules

James TaylorCEO / Principal Consultant , Decision Management Solutions

The business rules approach, and business rules management systems, work. Organizations adopting them show clear benefits and a positive return on investment. Successful projects combine a focus on business rules with a focus on business decisions. Decision Management Systems use advanced analytics to improve the effectiveness of your decisions, building on this business rules foundation.

This tutorial uses real-world projects to illustrate the critical success factors in building Decision Management Systems. It will show you how to find the operational decisions that matter to your business, show how business rules and advanced analytics can be combined to improve decision making, show you how to set up a decision analysis process for continuous improvement and learning and much more. The class will cover:

An introduction to Decision ManagementPractical tips for Decision DiscoveryUsing business rules and advanced analytics together to maximize valueDecision Analysis for continuous improvementHow to get started



Monday, October 29, 2012 Monday | 1:30pm - 4:30pm

Giving Your Process a Brain: Balancing Business Processes and Business Rules

Peter O’DonoghuePrincipal, Computer Sciences Corporation

An overemphasis on any one discipline such as business process management, data management or even business rule management will likely yield inflexible, brittle, impractical or overly onerous results. A balanced approach which elegantly accommodates business rule, business process and information needs presents an opportunity for knowledge workers to get work done efficiently, correctly and defensibly. This is especially relevant in 2012, a daunting time in which organizations must manage ever increasing and complex workloads while assuring quality decision making under increasing budget pressures.

A balance must be struck between performing work efficiently, capturing the right amount of knowledge to support decision making and ensuring that quality decisions are made consistently. This session explores the independence and interdependence of business rules, business processes and information needs. The session investigates the integration of rules and processes with a view to solving real world problems.

By considering the independence and interdependence of process, rules and knowledge - this session will demonstrate how to:

Catalyze transformative business process reengineeringEnsure decision making is performed efficientlyAllow your systems to work the way your people doSupport the standardization and simplification of managing work processesMinimize information capture to reach a decisionSupport effective case management


Foundations for Practicing Business Architecture

Jeff ScottVP Business and Technology Strategy, Accelare

Interest in business architecture continues to grow despite the lack of clear methodology and tools. The conversation is often dominated by theory with little discussion on the practical application of business architecture techniques to business problems. Industry accepted best practices have yet to emerge. So what do business architects really do and how is it different

from business analysis and process management?

This session will provide a proven, straightforward, and comprehensive process to create an organization’s business architecture that is both pragmatic and actionable. We will cover multiple tools and take a deep dive into business capability development and application. You will leave this tutorial ready to apply business architecture at the enterprise, department, or project level.

Learning Objectives:Foundational understanding of business architectureApplying and managing the strategy to execution processUnderstanding and applying capability maps to business problems


Fostering Innovation in Business Analysis

Angela WickCompetency Model Product Manager & Committee Chair, IIBA®

This half day workshop will bring you and your stakeholders innovation techniques to use and apply through out the Knowledge Areas and Tasks of A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) and Agile Extension to the BABOK® Guide. We will look at and experience techniques to perform your everyday BA tasks and techniques in ways that foster innovation in yourself and those you work with.

This workshop will also give participants resources to continue to explore innovation in their BA practices, gain buy in to leverage the innovation techniques, and prepare for the increasing demand of innovation and complexity in our work.


The “Soft Stuff” Is The Hard Stuff – Human and Organizational Issues in Business 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 favour 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.

How to discover the “rules of the game” and the real beliefs of individuals and organizationsLearning from the organization’s past experience with business and process changeA framework for assessing culture and its impact on business process designConsolidating key learnings into guidelines for process designA stakeholder-based implementation checklist


Making Social BPM Mean Business

Sandy KemsleyBPM Analyst and System Architect, Kemsley Design

There has been a significant consumer uptake in social tools for both collaboration and for interactions with companies, but many organizations still struggle to identify where social capabilities can best fit within their operational business processes. Business process management, which often has collaboration at its very core, is one of the areas that can benefit greatly from social capabilities, and for which there is now sufficient product offerings to judge the actual impact of social BPM.

The combination of social tools and BPM can dramatically improve the way businesses handle work. During design time, social capabilities allow organizations to collaborate on process design, incorporating the views and requirements of a broad array of internal and external stakeholders instead of a narrow process design group to create a better BPM solution. During process execution, social capabilities allow for collaboration both within and outside an organization to make processes more efficient and more customer-centric, while empowering knowledge workers to use their professional Judgement to guide processes rather than just follow predefined paths.

This seminar will provide a broad introduction to social BPM, including:

A brief history of social BPMSocial capabilities during process design and process executionThe social crossover between BPM and ACMGetting started with social BPMBarriers to adoption, and how to overcome themExpected benefits from social BPMWhy social tools will change the way you run your business

Using a blend of theory, research, social BPM product examples and customer case studies, this seminar will solidify your understanding of social BPM and how it can make your business process initiatives more successful.


Developing Your Influence with Business Executives

Chris PottsAuthor of ‘FruITion’ and ‘RecrEAtion’

The value of each and every discipline covered by the BBC conference depends on the influence they have, directly and indirectly, over executive decisions, investments and outcomes. This half-day practical workshop explores tried-and-tested approaches for achieving that influence, and monitoring the results, focusing on the real-life contexts in which influence happens, and having the maximum impact. Use these to benchmark and further develop your influence, to the benefit of the enterprise, its customers, processes and performance.

Mapping executives’ focus, and influencing their decisionsHow to think like an enterprise investor: using structural performance ratios to guide choicesFrom innovation to exploitation: where you most add value in the end-to-end process of investing in changeUsing ‘Play or Pass’ decision-making to maximise your contribution and influenceWorking with strategy scenarios and their impacts on structures and processes


Tuesday, October 30, 2012 7:30 am - 6:00 pm

Registration Open

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


8:30 am - 8:45 am General Session

Conference Welcome / Opening Remarks

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

8:45 am - 9:45 am Keynote

Back to the Future: Business Innovation in the Cloud Powered by BPM

Peter FingarAuthor and Business-Technology Advisor and Meghan-Kiffer Research

Creativity and great ideas will always be important. Execution, however, is all when it comes to business innovation. Cloud computing is enabling innovation to take place faster and faster, and is removing a tremendous amount of friction from the marketplace for companies of any size. Collaboration enabled in the Cloud makes it easy for companies to work together, allowing each to work in an ecosystem, on their own clocks, where what they do creates value for their customers. During this session, Peter Fingar, internationally recognized expert on business strategy, globalization and business process management will explain why executing on innovation is not a one time affair. It is a systematic business process that is built for change. That’s why BPM is at the heart of executing on innovation. Innovate or die!

9:45am-10:25am | Break in Exhibit Hall

Tuesday | 10:25am - 11:25am Real World Case Study

Points of Interest: Navigating Data Validation and ETL with Rules

Brad AmodeoProduct Owner, Places Compliance Engineering, Nokia Location & Commerce

Rik ChomkoCo-founder and Chief Operating Officer, InRule Technology

Nokia Location & Commerce is the leading global provider of maps, traffic and location data enabling navigation, location-based services and mobile advertising around the world.

Nokia L&C uses business rules to improve the quality of data collected for addresses and Points of Interest around the world. Rules are used for data scrubbing, validation and quality checks on millions of data points. Scrubbed and validated POI data is then used internally by Nokia and also by companies including Garmin, MapQuest, BMW and others for use in their location-based applications or products.

This session will discuss best practices for using business rules for data validations with practical examples from a very high volume environment.

Tuesday | 10:25am - 11:25am Presentation

Adoption of a Rules Based Approach in an Enterprise Architecture Environment

Christopher MapleProgrammer/Analyst, MMG Insurance

This session will demonstrate how MMG Insurance adopted a rules based approach in an Enterprise Architecture environment to achieve business agility and develop a common language and understanding between Underwriting and Information Systems.

Adoption of Enterprise ArchitectureFormation of Process and Rules Center of ExcellencePitfalls of rule capture without solid terms and fact modelsHow fact modeling saved the day; developing the building blocks for a common language and rules statements that are understandable and traceable

CONFERENCE SESSIONS Tuesday, October 30, 2012




Experiences in Establishing Business Architecture in a Global Financial Institution

Andreas KalkumVice President, Credit Suisse

Gillian ChristieManaging Director, Credit Suisse

As in many other companies, business architecture has been a hot topic in Credit Suisse for years. However, until last year, business architecture was rather consisting of local, departmental efforts or was driven by external consultancies. Credit Suisse’s executive board then decided to establish a central, global team in order to achieve consistency in the way business architecture is executed, and to enable various additional business architects in the bank.

In this presentation we will share experiences made in establishing business architecture in a global organization, and we will address specifically how business architecture helps a financial institution meet its key challenges: Shrinking margins and new and ever-changing regulations in a complex business and IT environment.

We base success for business architecture on four pillars: Having a clear target state vision for the bank, making an impact through our key transformation projects, enabling the bank’s change agents by providing methods and tools, and telling the business architecture story.


The Audacity of Quality Requirements

Bob PrentissClient Solutions Director of Business Analysis, Watermark Learning

Let’s face it our businesses are becoming more and more complex each day with ever-changing technology, mergers, acquisitions, and the demands of the business striving for the highest quality products. This quality is certainly difficult to achieve without first developing high-quality requirements on the projects that will help drive business value. The bigger problem? It takes a lot of courage, tenacity and even audacity to develop these high-quality requirements in the face of shrinking budgets, constraints, changing resources and time-boxed projects. If you have the audacity to take on this challenge, you can achieve your goal of high-quality requirements that are easily recognizable,

testable and meet the business need. Dare to have quality!

Learning Objectives:Help your business partners articulate their needs, driving higher quality requirements.Discover and define high-quality business problems, and objectives that will reduce potential rework.Document high-quality requirements by defining criteria to measure high-quality requirements.


Building a Business Analysis Competency and Training Program

Tom RyderEnterprise Business Analysis Practice Leader, UPS

UPS recognized the importance of business analysts to the overall success of our business by contributing to innovative, efficient and complete solutions to business problems and development of software. UPS established a business analysis competency improvement initiative to raise the overall competency of business analysts. The initiative is comprised of three parts:

Instructor led classroom training with a post-class examDemonstrated practical application of knowledge and skillsAn evaluation to validate skills improvement was demonstrated and observed by stakeholders

Upon successful completion of all three aspects of the program the business analyst receives recognition for their achievement.

Learning Points:Why a competency improvement and training program is importantWhat can be accomplished through a competency improvement and training programHow the program was built, established, modified and administeredHow improvement in the competency of business analysts and their contribution to the business has been demonstrated


Leveraging Enterprise Business Analysis for Strategy Alignment, Execution and Evaluation

Jason QuestorFounding Partner and EVP Learning Systems, ACHIEVEBLUE Corporation

Within the context of enterprise business analysis, strategies and initiatives deemed to be of strategic value are designed and implemented with the goal of long term benefit for the



entire enterprise. However, at the tactical and operational levels, strategies may be disruptive, at least temporarily. This often means sacrifice and always means change. In difficult times, strategic initiatives may be positioned for damage recovery or even survival.

In this session you will learn:how to integrate enterprise business analysis into the fabric of strategic planningwhy enterprise business analysis is a key enabler and component of due diligence throughout the enterprise strategic planning, execution, measurement cycle and the life story of the enterprise itself. This includes phases of consolidation, diversification, mergers and acquisitions and internal transformation for advantagethe application of strategic planning tools including the Balanced Scorecard® and the Business Model Canvas® to enterprise business analysis.


BPM Integrates Everything: What Every Business Analyst Needs to Know

Paul HarmonExecutive Editor, BPTrends

There are different approaches to BPM, and there are different ways of doing process work, as well as specific approaches like performance measurement, change management, Lean, business rules, business analysis and process automation. In this keynote, Paul will describe why he thinks that BPM can and should serve organizations as a way to integrate and prioritize their various change initiatives. You may not want to call it BPM, but those working on the analysis and redesign of business processes need some way to coordinate and integrate change initiatives, and BPM is currently the best approach on offer.

What is BPM?How does it integrate more specific approaches?Is it succeeding?What is the likely future of BPM?


The Deceptive Nature of Process Quality

Thomas J. OlbrichFounder and Managing Director, taraneon Process TestLab

How good are the approaches and methods currently used in designing and running and managing processes? This presentation will cover the results from the first formal survey into

quality aspects of BPM. Based on responses from 150 companies from Europe and the US, the survey provides some surprising insights into best practices as well as the difficulties companies and analysts face when analyzing, optimizing and managing processes. This includes:

Successful companies change their processes at least once a yearOnly 46% in BPM initiatives reach their objectivesBPM initiatives led by process managers are less prone to process errors than those led by a project manager

What attendees will learn:Level of success of BPM initiativesReasons for process success and failuresImpact of neglected organizational BPM tasksLearning from successful companies: How to organize and run BPM initiatives

11:25am - 11:35am Room Change

Tuesday | 11:35am - 12:35pm Presentation

10 Steps to Undertake Projects Using Business Rules


Every business initiative has business rules – usually a great many. Business rules are the integral part of operational business decisions, complex business logic, and guidance about how to complete tasks correctly.

To ensure success in system development, your business requirements must be comprehensive and IT-friendly. More importantly, the business requirements must align with a business solution that will produce the best results for the business.

Undertaking a project from a business rules perspective requires a different mindset. The steps might seem similar but they are not the same you’re used to. Come to this presentation and find out why!

This presentation will …Discuss what makes a good candidate for a business rules projectProvide guidelines for scopingHighlight critical success factors for each stepDiscuss roles and responsibilitiesShow sample deliverables




The Consumer Has the Technology. The Market Has the Process: Business Architecture in the Era of Consumer Technology

Chris PottsAuthor of ‘FruITion’ and ‘RecrEAtion’

If you’re used to designing your business from the inside-out, then it’s time to think again.

We are deeply into the era of consumer technology, and there’s more to come. Now, designing how your business works internally comes after designing how it contributes to people’s lives and experiences - people who have access to an ever-growing wealth of online knowledge, the technology for exploiting it and the savvy to get what they want.And, in parallel, our journey continues towards ‘virtual’ business models based on partnerships, outsourcing and end-to-end supply chain management. These are complex and dynamic, yet must be seamless to the customer’s experience, and highly efficient.

This thought-provoking presentation looks at the key implications for Business Architecture:

Modelling and designing your business for consumerization and virtualizationOutside-in versus inside-outMeasuring and growing the architectural performance of your businessNext-generation strategies for investing in business changeThe growing contribution of Business Architects


Getting the BA Work Plan to Work For You

Jennifer BattanEssentialist, Trissential

The Business Analysis Work plan is an excellent tool for negotiating analysis tasks with your project team, detailing your timeline and communicating your project status. Yet, BAs look at creating a work plan with fear and trepidation. How do I know what I will need to do? How do I estimate how long it will take?

By introducing a standardized BA Work Plan template, the BA team at Express Scripts was able to gather information on what really happens during projects. Once the data was analyzed, they created average task time and duration estimates which have helped the team create smarter work plans with less effort.

In this presentation, you’ll learn what the Express Scripts team did, what they learned and how the data has helped them work smarter.

The benefits and uses of a Business Analysis Work PlanHow to select a work plan tool for your BA environment and maturityHow to gather and analyze “actual” work plan data to create task estimates


Is it Worth it?

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 projects 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, we’ll explore 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 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:Structuring your value model to make decisions about whether to do a projectHow to deal with non-financial benefits in your Cost/Benefit discussionWhere measures such as NPV, ROI, TCO, IRR fit into the Cost/Benefit discussion.The impact of timing of implementation on the Cost/Benefit discussion.




Using Capability Assessments to Define a Strategic Roadmap

Carol ScaliceSenior Business Analyst, Pfizer, Inc.

Strategy. Plan. Roadmap. Even though many organizations ask for these and some even provide a template for their structure, few organizations provide practical guidance for how to create them. Many business analysts struggle to expand their planning from the reactionary and tactical to the long-term and strategic. In this session you will learn how to use a business capability assessment to derive a strategic roadmap. Learn what a capability assessment is and how it can be used to better understand existing business goals and objectives or collaboratively arrive at new ones. After sharing an example business capability map she created, Carol shows you how to build a business capability map that is tailored to the results your organization wants and needs. Learn to use your capability assessment outcomes to define a roadmap of strategic initiatives that empowers your organization to meet its business objectives.

You will learn:What a capability assessment is,Tips & tricks for creating a capability map, andHow to derive a strategic roadmap based on capability assessment results.


Building a BPM Framework for Success

Lucille TrickettGlobal Director Business Process Management, Global Procurement, Hewlett-Packard Co.

It’s one thing to know about the concepts of Business Process Management, but it’s another thing to put those concepts into practice in a large, global organization. This session will focus on the critical elements in implementing a BPM practice to achieve strong business results.

Topics covered will include:Establishing a BPM CultureStructuring for SuccessThe Process Design to Deploy MethodologyThe Importance of MeasurementA Mechanism for Continuous FeedbackService & Support: A Focus on the Client Experience

12:35pm- 2:00pm | Attendee Networking Lunch

Tuesday | 2:00pm - 3:00pm Presentation

Intelligent Business Operations: The Future of Business Process and Rules

Jim SinurVice President, Gartner

In order for businesses to survive the demanding and changing times, the incentive is aimed at innovation and intelligence. Since organizations can’t stand still and continue to flourish, it’s important to explore what Intelligent Business Operations brings to the fore.


Who Sees the Trees? Who Sees the Forest?

Quentin SuskinBusiness Architect, WestJet Airlines Ltd

Michael MohammedSpecialist, Business Architecture, WestJet Airlines Ltd

The evolution of the Business Analyst and Business Architect roles – a Business Architecture view.Initially IT Architecture in general, Business Architecture in particular, was very much in the closet.

Through the use of intense collaboration, development of specific techniques, and a humble approach, the Business Architecture role has gained recognition and support from the Business Analyst community as well as other business and IT stakeholders.

Whereas the Business Analyst is seen as being the expert in specific functional areas, the Business Architect is seen as providing the high level enterprise view, bringing a holistic perspective to the table.

This presentation will work through a case study explaining the evolution of the two roles, and the development of an approach to projects, portfolio management, systems integration, information flows, and service definition and structure.

Learn about:The mutual identity crisis and how the Business Architecture and Business Analysis roles have evolved together;Bringing structure and standards to eliminate the guess work and reinvention of the wheel to ensure agility in a constantly



changing world;Using diagrams to simplify complexity and to ensure common understanding; Lessons learned - the approach, the collaboration, the patience;The vision - baby steps on a long journey to Nirvana

Tuesday | 2:00pm - 3:00pm Lightning Rounds

IIBA® Lightning Rounds

Moderator: Ellen Gottesdiener, EBG Consulting, Inc.


Replicating Success - Innovations Team Engagement Model

Hans Eckman Enterprise Business Analyst, SunTrust Banks, Inc.

Companies often have teams to manage technology standards and approve software use, but who is working to help leverage these systems and emerging technologies to solve disparate business challenges? Are teams in your company positioned to deploy “best practices” across the Enterprise? What drives innovation or repeatable solutions.

In the first half of the presentation, we will investigate how business needs led to creating the SunTrust Innovations Team. We’ll discuss how the group within Enterprise Architecture was able to replicate solutions across multiple organizational needs, develop proof of concept systems, evaluate emerging technologies, and transition work to projects or business units. As the team matured, an engagement model was put in place to help prioritize and mange demand and business opportunities. Next we will discuss how the engagement model itself became a solution delivered to solve demand management in several and how an engagement model can be leveraged in your organization.

In this session, we will:Demonstrate the business value of a dedicated innovations teamShow how the type of engagements must match the team’s skill and quantifiable valueDiscuss how an engagement model can be leveraged in your business to control and prioritize


Simplifying Creation of “Good BPMN”

Bruce SilverPrincipal, Bruce Silver Associates

BPMN has been criticized, occasionally justifiably, as too difficult for business users. “Method and Style” is a structured approach to creating “good BPMN,” revealing the process logic correctly, clearly, and completely from the diagram alone. It can be further assisted by tools that generate the diagram automatically from structured interviews instead of drawing boxes and arrows. This approach reinforces top-down thinking and the resulting diagrams reveal at a glance how the process starts, its possible end states, what the instance represents, and interactions with the customer, service providers, and other processes. The resulting models are interoperable with any other tools that support the BPMN 2.0 XML standard.

Attendees will learn:BPMN 101A top-down modeling methodologyThe structured interview approachBPMN style and style rule validation

3:00pm - 3:10pm Room Change

Tuesday | 3:10pmam - 4:10pm Panel Discussion

Business Rules Vendor Panel

Moderator: James TaylorDecision Management Solutions


Establishing an Enterprise Rule Management Capability

Veronica O’GradySenior Business Advisor - Business Rules, Inland Revenue New Zealand

Building an enterprise business rules capability in Inland Revenue is considered a critical component to transforming our business. It is considered to be an enabler for increasing agility and responsiveness in implementing future legislative and operational policy changes; and to enabling consistent application of rules,



policies and legislation across the organisation. This is an exciting time as IR is the first NZ organisations committed to building a dedicated enterprise business rules capability


Capable of Change: Making Capabilities From Change Components

Michael PembertonLead Business / Enterprise Architect, USAA

We will present how our unified architecture practice manages change through focus on the components of change, leveraging a unified view of Goals, People, Process, Technology, and Information, along with their relationships; resulting in designs that can be acted on by the business.

We will show how we currently use the BC and visualizations that express value to the business, including how the BC can be road mapped to a timeline and used to implement strategic objectives.

Finally, we will discuss of the benefits of this approach, our successes using it, and some next steps and conclusions for future consideration.

Key take-aways:How change components differ from reusable components of the architecture.How to use the architecture discipline to develop and manage the change component for business transformation success.How to use the change component to eliminate Non Value Added activities from your transformation planning process.


The New Use Case

Kurt BittnerChief Technical Officer – Americas, Ivar Jacobson International

Use-cases are still a popular way of working for both business and system requirements. Googling “use-case” yields 6 times more hits than Googling “user story”, but software development should not be driven by popularity. Instead we should use the most practical way of working, one that allows us to continuously improve. Over the years we have learnt how to be truly successful with use cases, and of course we have learnt something from other techniques. In this presentation I will discuss how user stories and aspect-orientation have inspired us to make use-cases even better while maintaining their core values.

Key topics:What has made use cases popularHow this popularity has led to misunderstandings of the original techniqueWhat’s new about use casesUsing use cases to support agile business change and agile systems developmentScaling use cases to meet the challenges of your business


Building a Successful Requirements Re-Use Program

Joanne CarswellSenior Business Analyst, AutoTrader.com

This presentation covers the steps necessary to start a requirements re-use program and focuses on the benefits that such a program will have for any company—large or small. Regardless of the level of requirements re-use you are considering, this presentation will take you through the steps from planning your program through implementing it.

Following are the major topics to be discussed:Benefits of Requirements Re-useDifferent levels of Requirements Re-useQuestions to Answer Before Beginning Your ProgramImplementing a Re-use Program

Tuesday | 3:10pmam - 4:10pm Presentation

Business Agility Through Adaptable Business Processes and a Supportive Organizational Culture


Sasha AganovaBPM Practice Lead, MetaPower, Inc.

Competitive pressures are ever pushing organizations towards innovation and change. Agility is no longer a technology development mantra, but a requirement for all enterprise resources and thinking. Critical factors for businesses to become and remain agile are a flexible set of enterprise business processes and a culture of embracing continuous adaptation. Even for organizations that have adopted a process centric model, there is often a fear that a process focus is synonymous with bureaucracy. In this session, we will bust this myth, and show



you the missing architectural link that allows Business Process & Organization Culture to enable Business Agility.

The value of an aligned process architecture in delivering organization performanceEnabling agility through a connected architectureCharacteristics of an agile business processHow organization culture can enable business performance; and the business process design can enable the desired culture


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. BPI initiatives are strategic initiatives that impact the entire organization and they need to be socialized and managed across the enterprise! This presentation will provide best practices around socializing and managing their business process improvement initiatives. An example will be provided of an organization engaged in redesigning their customer relationship process. A step-by-step process will be presented to assist practitioners in effectively managing the customer relationship process and engaging stakeholders. Participants will take-away worksheets and templates for use back on the job.

What you will learn:Methods for socializing business process improvement initiativesBest practices for managing your business process improvement initiativesIdentifying your champions within the organizationIdentifying resistors and turning them into believers and supportersMethods for constant communication throughout the initiativeA step-by-step process for managing business process improvement initiatives


Application of Lean Six Sigma in Intel

Tina SchusterBusiness Analyst, Intel

To generate demand and grow its customer base, the Embedded

Product Group (ESG) implemented a new bonus program in 2009, incentivizing its existing distributors for the resale of qualifying products to especially new (higher incentive rate) but also existing end customers.

To determine the relevant bonus percentage of qualifying sales out transactions, existing system functionality could not be utilized and the identification of both product and customer eligibility was performed by existing headcount in all 4 geographies. As this manual calculation process applied by finance to administer this bonus was not scalable, the business group approached IT to request the delivery of an application that would automate the calculation. The Six Sigma improvement framework and tools were used to guide the business process improvement work of the IT team.

The presentation will illustrate the tools used and achievements made in each of the DMAIC Phases (Define, Measure, Analyze, Improve, Control) as well as overall implementation challenges and achievements.

4:10pm-4:50pm | Break in Exhibit Hall

Tuesday | 4:50pm - 5:50pm Real World Case Study

Centers for Disease Control and Prevention: Case Study

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

Dr. David LyalinPublic Health Analyst, Centers for Disease Control and Prevention

Stuart MyerburgHealth Scientist, Informatics, Centers for Disease Control and Prevention

Eric LarsonPrincipal Information Technologist, Northrop Grumman Corporation

Part 1: How Business Rules and Decision Tables Support Evaluation of Patient Eligibility for Publicly-funded Vaccines

Warren Williams, Lead Public Health Analyst & David Lyalin, Sr. Consultant / Principal Information Technologist, Northrop Grumman Corporation

A panel of policy-makers and immunization experts has been assembled to develop consistent business practices for



evaluating patients’ eligibility for publicly-funded vaccines. Business rules, decision tables, graphical fact models, and ‘thin’ process models were used in facilitated settings to accurately reflect business policies and operational best practices. Resulting guidelines support decision-making in the U.S. immunization programs and immunization information systems.

Attendees will learn:How business rules and decision tables techniques can be creatively applied in public health and clinical settings to reflect complex business policies and regulationsHow business rules, process models, and fact models relate and work together

Part 2: The Use of Business Rules and Decision Tables to Enhance Immunization Clinical Decision Support Tools

Stuart Myerburg, Health Scientist, Informatics,Centers for Disease Control and Prevention, & Eric Larson, Principal Information Technologist,Northrop Grumman Corporation

To harmonize clinical decision support tools, a panel of experts was assembled to express the immunization schedule in an unambiguous, technology-neutral way. Business rules, decision tables, and domain and process models were used to communicate the logic. This assists vendors and immunization information systems in implementing consistent clinical decision support solutions, providing a common specification across the immunization community.

Attendees Will Learn:How business rules and decision tables were used to convey complex logic and immunization schedules in a clear and consistent manner.How business rules and decision tables facilitated the expert panel process.

Tuesday | 4:50pm - 5:50pm Keynote

Beyond Business Agility: Becoming Analytic and Adaptive

James TaylorCEO / Principal Consultant, Decision Management Solutions

Organizations are increasingly focused on delivering more agile systems. The use of business rules as a foundation for these systems delivers agility by ensuring that they are transparent, easy to change and owned by the business.

In an era of “Big Data”, however, organizations are also looking to use analytic insight to improve their business. Rapidly changing competitive landscapes and the need to evaluate and adopt new business models is pushing organizations to become

more adaptive. How can these imperatives be reflected in the way we build systems?

In response to these imperatives, organizations are increasingly using business rules as a platform for a new class of systems - decision management systems. Decision management systems are agile, analytic and adaptive. In this presentation author James Taylor will show you how to build on business rules to make your systems, and your organization, analytic and adaptive.

This keynote session will:Introduce and define Decision Management SystemsShow how these systems fit into a broader enterprise architecture contextDescribe the role of business rules in delivering the core value of agility when building systemsLay out an approach that will let you embed advanced, predictive analytics in systems to make them analyticDiscuss how to use business rules to manage experiments to make systems adaptive

Tuesday | 4:50pmam - 5:50pm Presentation

Business Architecture Trends & Methods

Andrew GuitarteVP / Business Architect , Wells Fargo

Business Architecture is a key component of the Enterprise Analysis Knowledge Area. Business analysts need to equip themselves with the tools, techniques, and methods of building and analyzing business capability maps, business domain models, and business process models to excel in the field of business architecture. This session explores the latest trends, value propositions, and methodologies in business architecture, both from the practitioner and business manager points of view.


Don’t Hesitate... Take Risks to Innovate

Kupe KupersmithVP of Brand Development, B2T Training

Everyone wants to innovate…right? Innovation is the creation of something new through the use of imagination. Of course we all want to innovate. So why don’t you see innovation taking place more often. To innovate you have to be willing to leave your comfort zone. You have to be willing to take chances and fail more than succeed. Innovation requires behavior changes. To change you have to take some risks. It is easy to say we want to innovate, but when it comes down to walking the walk it is not so easy. It’s actually a little scary.



In this session Kupe will get you ready to accept all the great ideas you are learning during the conference so you can innovate in your career. Be ready to begin working on your action plan. A few of you will also get the chance to feel what it’s like to take risks. Getting comfortable with that feeling is like will allow you to take more risks and make innovation a habit.

Learning objectivesLearn why people resist change, therefore do not improveDiscuss a simple tool to get help from others during times of innovationLearn how using improvisation techniques open you up for innovation


Business Analysis All Shook Up – How BA Tools and Techniques Are Contributing to Rebuilding Earthquake Devastated New Zealand

Karin LehmannSenior Business Consultant, Thinking Cap Partners

Sonia ChakerSenior Business Analyst, Independent Contractor

Charged with rebuilding an estimated NZ$2 Billion worth of damage to Christchurch’s infrastructure following the Christchurch Earthquakes, the Stronger Christchurch Infrastructure Rebuild Team (SCIRT Alliance) was faced with defining itself as an organization, creating all its processes and setting up all the supporting systems at the same time as managing a complex programme of construction projects.

Working closely with the Alliance Management team and the Business Systems Manager our small team of 2 BAs worked under extreme timeframes, a constantly changing environment and ongoing seismic aftershocks (over 10,000 by the 1st of Feb 2012). Using solid Business Analysis tools, techniques, methodologies and competencies we sought to bring structure to the chaos and clarity to the maelstrom.

This was OUR city, we knew that even the smallest efficiency we could bring to a process will have a direct impact on us and the people around us and so we questioned the thinking and mapped the processes; with an overview of the strategy we helped make connections between teams that were focused on their own area of responsibility, we defined requirements for the systems, helped define the BI tool and created training material… and we did most of it in 5 months….

This is our story…Gain insight into how BABOK knowledge areas, techniques and methodologies were brought into the Christchurch rebuild

Understand which BA competencies proved most effective in an extreme environmentLearn how your Business Analysis skills can be elevated out of IT and Systems focus and make a real difference in an Enterprise environment


BPM Vendor Panel

Moderator: Sandy Kemsley, Kemsley Design

5:50 pm - 7:50 pm General Session

Expo Hall Reception

Room: Exhibit Hall


CONFERENCE SESSIONS Wednesday, October 31, 2012

Wednesday, October 31, 2012 8:00 am - 5:30 pm

Registration Open

8:00 am - 9:00 am


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

Business Rules: Putting the Business Back in Control


Doing more of the same, just faster, is not going to close the gap between what business people need and what IT can deliver. And no silver bullets will ever fix the problem. Instead, your company needs to rethink its current means and methods – to take a step back and really see the elephant.

Proven solutions for today’s challenges and opportunities exist. The handwriting is on the wall for those who wish to see it, a new vision for truly business-driven IT. The end-goal is empowerment, both of business people and of business analysts.

Come and share a fresh look at business processes, business requirements, and business architectures, and see how better business capabilities are readily within reach.

Engineering policy-based business solutionsOrder-of-magnitude improvements in business capabilitiesCompliance, traceability and know-how – all built-inThe pathway from gridlock to business agilityTaking business analysis to the next levelRestoring a sense of empowerment and creativity in the workplace

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

Using Business Objectives to Kill Scope and Launch Better Products

Joy BeattyVP Research & Development, Seilevel

Business objectives can help drastically cut scope and deliver ONLY the features that the business needs, all while keeping projects on time and budget. You can use business objectives

to ensure that every feature developed contributes measurable business value for the product.

This session will teach you how to elicit measurable business objectives from your stakeholders. You will learn to write statements that describe how a feature contributes to those business objectives. This allows the business to compare features quantitatively, taking the emotions out of scoping decisions. In the end, you will enable the business to select the features that give the most business return.

This discussion will help Business Analysts learn:How Business Objectives are vital to businessesHow to elicit and write good Business ObjectivesHow to use Business Objectives to assess measurable value of individual features in order to cut scope

Wednesday | 9:00am - 10:00am Real World Case Study

A Case Study in Virtual Requirements Facilitation

Faith HickeySenior Business Analyst, Doreen Evans Associates

Facilitation challenges even the most seasoned business analysts. Encouraging stakeholders to attend, contribute, and stay on topic is a skill that many BAs wish they could master. But these difficulties are compounded when the facilitation is virtual. Without visual cues and feedback, attendees find it difficult to stay engaged. All too often, online participants abandon contributing as traditional trust-building interventions, such as informal interactions are discarded and conversations become stilted and awkward.

This interactive session offers how one organization skillfully addressed these issues using techniques such as:

a view from the futurevisualizationa day in the lifebuy a feature

Attendees will learn tips and strategies to make virtual facilitation sessions fun, collaborative, and productive; learn more about promising technologies that leverage social networks and world time zones; and leave with a proven approach to facing common online business analysis facilitation challenges.



Wednesday | 9:00am - 10:00am Real World Case Study

Building Strong Process Management Capabilities

John G TesmerManager Open Standards Research, APQC

Jeff Varney, PMPSr. Advisor, Process Management Practice Lead, Open Standards Research, Open Standards Research, APQC

Organizations often struggle in building a process management capability that becomes an integral part of their business, driving performance improvement and value creation. APQC’s previous research into business process management has uncovered seven characteristics within organizations having stellar process management capabilities. We have developed a model to encompass these capabilities—APQC’s Seven Tenets of Process Management SM. These tenets are:

strategic alignment,governance,frameworks and models,change management, performance and maturity,process improvement, andtools and technology.

While the tenets make a great model for examining process management capabilities, one major question remains: How much of each is necessary to establish a foundation that will enable future process growth and maturity while delivering early value to the business?

The presentation will showcase findings and case studies from the research study that will complete in April, 2012.


The Dangers of Prefab Models

Alan RamiasPartner, Performance Design Lab

Cherie WilkinsPartner, Performance Design Lab

Reference models and maturity models are popular and beneficial to many companies that have adopted them. But borrowing prefabricated models as a short-cut to understanding and thinking through your own processes can backfire if you don’t recognize their shortcomings.

This session is based on the experiences of some of our own clients in taking what turned out to be a very long shortcut.

Benefits and risks of borrowed modelsExamples from experienceSome common-sense alternatives

10:00am-10:40am | Break in Exhibit Hall


Building Business Agility

Robert DizinnoLead P&C Solutions Advisor, USAA

Agility is essential to the viability of a company and provides competitive advantage.

Today it seems “agility” is connected to most everything. However, have you ever wondered what agility actually means and, most importantly, how you can help build it?

Join us to understand:the fundamental structure of agilityhow the structure provides a framework for building agilityhow business rules, decision management and architecture relate and contribute to agility


Overcoming the Gap Between Subject Matter Experts and Technology Using a Business Rule Approach

Sean HaynesVP, ITS Corporate Applications, Stewart Title Guaranty

Hanno HesseHead of US Operations, Monad Solutions Inc.

Stewart Title Guaranty, a leading US title insurance company, faced major challenges in consolidating their large number of product and state specific rating applications into a single platform. Providing examples from various states and talking about cost and return on investment (ROI), Stewart discusses the past, present and future of rating via implementing a business rules centric approach and developing enterprise rules capability. The aim is to overcome the gap between Subject Matter Experts and technology, streamline pricing calculations via a Policy Center of Excellence, business rules standardization and the implementation of generic APIs to support sharing and reuse of rules at enterprise level.




Making the Leap from Business Analyst to Business Architect

Jeff ScottVP Business and Technology Strategy, Accelare

Interest in business architecture is growing dramatically. Though there is a great deal of discussion, there remains little consensus about what business architecture is, how it should be pursued, who should drive it, and what value it delivers. Enterprise architects believe that business architecture is their responsibility. But in reality business architecture is being practiced by many other roles. Business analysts are particularly well positioned to play a leading role in the development and application of business architecture and increase their business impact. Is business architecture something new or just a recasting of current roles? Is it right for you? What are the attributes that describe the currently successful business architects? How can business analysts learn and apply business architecture techniques? This session will answer these questions and more.

Key Takeaways:What’s different between business analysis and business architectureHow to move from analysis to architectingAttributes of successful business architects


Solution Assessment & Validation: Is It Really the Last Knowledge Area

Barbara A. CarkenordDirector of Business Analysis Practice, RMC Project Management

‘Solution Assessment and Validation’ is one of the most important KAs of the BABOK® Guide, and can be a challenge because it is the last KA; readers assume these tasks are performed at the end of a project. This presentation will not only show why this work should be performed concurrently throughout a project, but also demonstrate that some of the tasks may be the VERY FIRST work performed by a BA when given a new assignment!

What tasks are missing from the BABOK® Guide, how do we get from requirements to a solution?How do the tasks in SAV relate to the other KAs?Is solution design part of business analysis work?What are other stakeholders doing as we are performing SAV work?

No matter how well you analyze requirements, your success will

be determined by the effectiveness of the solution. You don’t want to miss this one-of-a-kind presentation!


The Problem of the Painted Dashboard: Implementing a Model for Business Analysis Performance

Mark MountanSr. Consultant / Sr. BSA, CapTech

Initiating a project and executing BA tasks without a plan for managing business analysis performance is like driving a car with the dashboard indicators covered in black paint. You can do it, but it’s risky. To reach your destination safely and on time, you need access to information on the dashboard.

Similarly, to reach your project destination on budget and on time, you need to monitor all critical indicators of project’s health, including quantitative and qualitative assessment of the business analyst’s activities.

This engaging and practical session answers the following questions:

Why track, assess, and report on BA activities?What qualitative and quantitative metrics should we capture?Who does it, and how?We’ve measured … now what?

You’ll walk out with: A step-by-step guide for implementing performance management processes, templates for data capture and reporting, and materials to assist in overcoming objections to integrating performance management into your next project.


System Implementation Becomes Business Transformation

Alissa HessCredit Risk Manager, USAA

This is a case study that reviews how a company’s software implementation project became a driver for business transformation. During the presentation, we will discuss the paradigm shift that took place between the business and IT and the subsequent results. We will also review the role that business process and business rules played in the recreation of strategy.

Attendees will learn:The importance of defining and understanding your business



rules (and the intent behind those rules)Key things to keep in mind if they are beginning a transformation projectThat business transformation can be driven from the bottom up, not just the top down


Lean Six Sigma for Non-Industrial organizations

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!

However, when applying the industry techniques in a service environment it is important do some ‘translation’. It is important to ‘cherry-pick’ and finetune the techniques and tools that fit and will help your organization. Also, Lean is not only about the techniques. In successful Lean organizations the method is part of the culture. People are proud of the process, results and their contribution.

This presentation will cover:Short introduction of Lean, Six Sigma and LSS?Lean Six Sigma and BPMIndustry vs. Service: translating the Lean techniquesQuality improvement vs. cost reductionLean techniques vs. Lean cultureCase study: examples of applied techniques, best practices and results


Wednesday | 11:50am - 12:50pm Presentation

Decision Tables Saved Our Project from Failure!

Gwen BradshawBusiness Rule Architect, Assurant Specialty Property

Kate LoganBusiness Unit Systems Analyst II, Assurant Specialty Property

Our project was falling behind schedule, many were frustrated with the challenges of understanding the requirements, when along came decision tables. The project was broken into 24 decision tables. The requirements were revised to mirror these decision tables. The rule design documentation was updated to reflect the decision tables. Training was provided to the entire team. The result was that the project was completed 6 months early with fewer people and higher accuracy.

This presentation will show how weClarified RequirementsReduced Implementation TimesImproved Quality of Results


Building a New Business with Decision Management

Gagan SaxenaCIO, Apple Vacations

Learn how:‘Decisions First’ approach powered a new Business Model with new Business ProcessesTop-down Decisions Analysis triggered complete Organizational AlignmentDecision Management principles guided Technology Selection and Implementation

Apple Vacations is expanding its B2C business by improving consumer experience, adding intelligent personalization and dynamically creating product packages - a dramatic shift from 35 years of selling wholesale only through travel agents.

This business model shift was driven by a focused effort of decision discovery and analysis at the executive level. With an understanding of decisions, the power of business rules could be put to work.



Apple Vacations is now reinventing enterprise-wide business processes and driving successful technology implementation on the road to becoming a decision-centric organization.

Wednesday | 11:50am - 12:50pm Keynote

Who Cares? Stakeholder Analysis in BPM


The whole point to business processes is that they take things from somewhere and send other things somewhere else. So if we look far enough we will find a place where these ‘gives’ and ‘gets’ reach outside our organizational boundaries and go to or come from outsiders. We affectionately call these organizations or people our customers and suppliers. However, there are others who have an interest outside our walls: our owners, our regulators, our community and our colleagues, to name a few. All of these outsiders define our business environment and should dictate what we strive to do. Our processes are affected by their needs, expectations and demands. Consequently the management of business processes (BPM) must start and end with our stakeholders. This is common sense but not common practice. At its logical best, it is the foundation for all effective methodologies, all traceable performance measurement, all aligned capability decisions, all governance frameworks and all investment decisions. At its worst, it ignores the outside world and makes decisions based on local, internal, disconnected and misaligned criteria that do not deliver value to those we are in business to serve. Understanding stakeholders is key to process architecture, process modeling, analysis, design and process implementation in both HR and IT domains. This session will show how to incorporate stakeholder analysis into all your process work.

Who are your stakeholders?Enterprise level analysisProcess level analysisImplementation level analysisA template for stakeholder needs and expectations?


The Chief Influence Agent

Neil BazleyPrincipal Consultant, Caerus Strategy Inc. Vice President of Chapters, IIBA®

Change is great, as long as it affects someone else.

Our world is getting more complex and executive leadership is

recognizing that fact and starting to look for ways to transform the organization. In this context, change is more complex than ever and we require ways to navigate through the intricacies of the business to enact change. The Business Analyst is in a unique position to guide and influence the organization to take control of changes and lead the organization in transforming. But without formal authority to drive these changes, how can BAs drive change?

This presentation will explore how a Business Analyst can influence change for both individuals and groups by simple techniques that impact their willingness and ability to change.

Understand how people’s beliefs and values affect their motivation for changeChanging behaviors by using our influence to motivate people in a compelling wayIdentify your change champions and leadersProvide a framework to motivate people to accept and drive change, using simple, repeatable methods

Using these methods, see how you can set yourself up to be your organization’s Chief Influence Agent.


Powering Up Agile Analysis at GE Digital Energy

Claire MastersBusiness Analyst , GE Digital Energy

Cei SandersonBusiness Analyst, GE Digital Energy

GE Digital Energy delivers complex software products to global clients that literally power the planet.

Deep into our agile transformation, retrospectives shed light on problems such as: providing daily product clarifications with on and off-site teams, balancing strategic product manager needs with tactical analysis, and enabling enough planning to optimize value delivery.

We spotlight how GE Digital Energy leverages smart business analysis and, along with Ellen Gottesdiener, highlight the practices and techniques useful for agile analysis.

Learning outcomes:Understand how a global organization adjusted traditional business analysis and the classic Scrum product owner role.Appreciate how business analysis is crucial in an agile environment.Hear the specific business analysis-related practices GE Digital Energy has integrated into planning and daily work.



12:50pm- 2:10pm | Attendee Networking Lunch

Wednesday | 2:10pm - 3:10pm Presentation

Business Rules Success with Decision Management

Two large insurance organizations adopted business rules to develop a single system that delivered straight through processing and more agility. They extracted 3,000 rules from legacy systems, compressed these into 500 business rules and mapped them to business processes. But this left gaps between their processes and their rules and there was not as much reuse as had been hoped. The project team determined they had missed a key step - defining the decisions. Without clear decision definitions it was hard to work effectively with business rules or business processes. This session will describe how the project documented the decisions involved and will discuss:

Creating more decision-centric documentationThe value of specific goals and descriptions for each decisionUsing dependencies between decisions to determine sequence for better business process integrationClarifying business rule scope by defining inputs and outputs for each decisionThe value of decisions in discovering more rule reuseCreating a common vocabulary while documenting rules


Systems Thinking: Problem Solving for a Complex World

Steve ErlankDirector, Faculty Training Institute

Systems’ thinking is the process of understanding how subcomponents of a whole influence one another within the context of that whole so that resolving problems within one part of a system does not negatively impact the performance of other areas or create unforeseen consequences.

Systems thinking is an essential for organizations if they want to survive and prosper in an increasingly competitive marketplace.

In this presentation, Steve will bring the critical skill of Systems Thinking into the mainstream of organizational problem- solving.

Key learnings include:How to see and model the organization as a ‘system’Understanding different thinking paradigms, and how Systems Thinking compares to creative, analytical and critical thinking processesA brief acquaintance with key systems thinking tools and

techniquesConsequences of not using Systems Thinking, such as real-world examples of the Law of Unintended Consequences and the Tragedy of the CommonsHow to become a systems thinker, and how to apply systems thinking in the workplace


Amplify Your Analysis: Multi-Modeling to Maximize Quality

Mary GormanVice President, Quality and Design, EBG Consulting, Inc.

Analysis models are powerful for clarifying and confirming products needs whether you use traditional or agile practices. Models help you elicit and confirm requirements while exposing requirements gaps and conflict. That’s not all. They also unleash creativity, provide the big picture, and powerfully engage your business partners. Multi-modeling - using two or more models together – compounds their value. You need analysis models in your toolkit whether analyzing requirements for new development, enhancing existing software, or acquiring and integrating a software package. Join Ellen and Mary to experience crafting a subset of interrelated models that provide powerful insights for analyzing requirements.

Key Learnings:Describe the value of using analysis modelsCreate and critique key analysis modelsDemonstrate how analysis models interconnect and complement each other to aid in discovering, preparing and validating requirements


Building BA Competency

Barbara Bell-DeesVice President Human Resources & People Services, NASCO

Dave BiegCOO, IIBA®

While Human Resources is often excluded from critical discussions and decisions about the Business Analyst role in corporations, there are a few exceptions! NASCO is recognized as the most efficient single-claims processing solution provider in the Healthcare industry and was recently named one of Atlanta’s Top 100 Companies to work for by the Atlanta Journal Constitution. In this presentation Barbara Bell-Dees, NASCO’s



Vice President of People Services shares her vision, passion, and journey on how NASCO embraced the emergence of the Business Analyst role and led their BA community of practice on an initiative to define Business Analysis as a differentiator for NASCO. As Barbara says, “While we may not be perfect, we plan to be.”

NASCO’s journey includes:1. How they identified the BA position as strategic for NASCO2. What they started with3. How they realigned based on BABOK and the guidance

received from IIBA4. Their emphasis on:

a. Clearly defined BA job roles via Job Family Progressionb. BA Competenciesc. Mandated BA Professional Certificationd. Establishing a BA Community of Practice aligned to one

of their corporate imperatives to become a Learning Organization.

e. Partnered with their Human Performance Services team to create the BA Academy development program at NASCO.


Translating Business Strategy to Action – 10 steps

Cheryl WheelerPresident, Mejora Consulting Inc

A top-down approach to ensure your activities and investments align and are traceable to your business strategy.

Who cares?Your “north star”?Understanding assets & relationshipsProcesses are the glueWhere’s the valueBiggest painPrioritiesSource of painSolutionsThe way forward


What Business and Process Analysts Need to Know About BPM Suites

Bruce SilverPrincipal, Bruce Silver Associates

While Business Process Management Suites have been offered by most middleware vendors for over a decade, few business analysts know much about them or how they differ from conventional IT implementation technologies.

This presentation explains what a BPMS is, its key features and benefits, and how to develop “system requirements” in a BPMS context.

A modern BPMS is more than simply a process automation system.

It combines human workflow automation, decision management (business rules), business activity monitoring and operational analytics in a single model-driven implementation environment.

BPMN, the same diagramming notation standard commonly used for process documentation and improvement analysis, is used to model the flow in a BPMS.

Other aspects of the executable process implementation - the data structures, business rules, screenflows, metrics, and dashboards, are all similarly model-driven, so the complete solution actually requires little programming.Unlike traditional Java “built-to-last” implementations, BPMS implementations are “built-for-change”, expected to evolve based on continually evolving business requirements.

In fact, BPMS encourages a new agile/iterative implementation style in which analysts and developers collaborate actively throughout the implementation cycle to create process solutions quickly, incorporating continual business feedback.

By demystifying the technology of BPM Suites, this presentation is intended to help business analysts play a stronger role in BPM solution development.




Wednesday | 3:20pm - 4:20pm Keynote

Experiences and Recommendations in Tabular Decision Modeling and Analysis


Decision table models have a long history of representing sets of related rules. They allow to model and analyze business decisions in a correct, complete, compact and consistent way.

This presentation shows best practices and experiences with tabular decision modeling by business analysts in real business situations (insurance, legislation, scoring, healthcare, eligibility).

What you will learn:When (not) to use tabular decision modelsHow to build good decision table models and even improve themThe real relations between decisions and processesBut mainly: lessons from a long experience on how to analyze and optimize decision table models according to simple guidelines.

Wednesday | 3:20pm - 4:20pm Lightning Rounds

BRF Lightning Round

Moderator: Cindy ScullionBusiness Rule Solutions, LLC


Business Architecture & Organizational Structure – How Re-organization Provided More Business Value

Randall ChenardAVP, Business Architecture, Unum

Emily Allis-SpringerBusiness Architect, Unum

Learn how a large corporation has realized business value by implementing and updating Business Architecture to ensure a balance between strategic business focus and business

architecture initiative allocation

We will highlight:Overview of Business Architecture at UnumA new organizational structure to support strategic development, business operations and objectivesKey components of the Business Architect’s role – Blueprints & Roadmaps and how they can support project governanceInteraction and relationship between the Business Architect Role, Business System Architect and the Business Analyst and how they work better together.

Participants will leave with:A better understanding of how Business Architecture can add value to your corporationAn understanding of options for Business Architecture structureAn example of Business Architecture structure and roles and core competencies


The Intelligent BA

Scott SommerfeldManager, Business Systems Analysis, Fiserv

There is a wealth of Business Systems Analysis (BA) information, training courses and webinars BA professionals can use to improve their skills and knowledge. However most of these development offerings focus on applying BA knowledge, skills, and techniques when implementing new software (transactional applications). But what about the Intelligent BAs? Intelligent BAs are BAs who apply the traditional BA knowledge, skills, and techniques to implement Business Intelligence (BI) solutions.

Eliciting the requirements necessary to implement BI solutions requires a slightly different approach than eliciting requirements for transactional applications. The latter usually requires the BA to focus on identifying functionality of the solution. For BI initiatives, the BA will need to focus his attention on data and its usefulness.

Fortunately, eliciting the requirements on BI initiatives does not have to be difficult. There are six steps an Intelligent BA can follow to ensure requirements success!

Particpants will learn:Why BI projects require a different perspective to requirements elicitation than software projects (transactional applications).How to approach the elicitation work for BI projects.How they can help improve the overall quality of BI solutions



Wednesday | 3:20pm - 4:20pm Panel Discussion

Centre of Excellence Panel

Tina SchusterIntel

Nicholas T. IlasiDignity Health

Cherie WagnerReliant

Carol Hoeke-FribergGerdau


How Business Process Management and Decision Modeling Enable Startling Results

Cheryl MascaroEnterprise Architect, Intel

This presentation explains the impact of modeling decisions in conjunction with emerging BPM technologies that are transforming Intel’s Supply Chain Processes. This presentation is being told from the view of the Enterprise Architect who is responsible for delivering methodologies and technologies that will enable and transform Enterprise Integration, user satisfaction, and breakthrough process improvement. The presentation will explain how decision modeling was applied in context of a case study with outstanding ROI results.


Business Process Improvement: Moving Through the Joke, the Circus and the Soap Opera

Joanne DongSenior Business Process Analyst, Infrastructure Ontario

The concepts of Business Process Improvement (“BPI”) have

been buzzing in the corporate world for years. Experts have long lauded the potential benefits of process improvement endeavours. However, many organizations that jumped on the process bandwagon in an effort to improve their business processes experienced only limited success. Many became “the jokes”; some danced around in “the circus”; only a few achieved continued successes by integrating processes into the fabric of their business, thus reaching the ultimate continuous improvement state of the “soap opera”.

What you will take away from this presentation:Understand the characteristics of the three states of business processes, “the joke”, “the circus” and the “soap opera” and why expected results have not materialized.Learn Life-Cycle Approach to Business Processes and Multiple-View Model of Business Processes to move your business processes out of the joke or the circus state.Learn Process-Centric Business Architecture (“PCBA”) and how to leverage PCBA to maximize the return on your BPI investments.

4:20pm-4:40pm | Break in Exhibit Hall


Professional Work Processes: A decision-centric approach

Paul M. KonnersmanPrincipal, The Konnersman Group

Decisions, always important in business, are even more central in professional, or knowledge, work. Yet only the most trivial decisions are explicitly represented in the most widely used business process modeling methodologies. If modeling is the art of choosing what to include and what to omit, the omission of explicit decisions in models of professional work processes is egregious.

A methodology is presented in which all tasks are decisions that both utilize and generate data. Governed by declarative rules, decisions are activated by the availability of input data. Where acceptable decision rules are available, they may be used to make a decision; otherwise a decision is made by an individual with possible participation of others in one of four defined roles.

What Attendees will learn:How to model work processes as networks of decisionsHow to include decisions in a process for which acceptable decision rules are not availableHow decision rules are like, and differ from, other dataThe compatibility of decision rules and decision-centric processesThe benefits of decision-centric process modeling



Wednesday | 4:40pm - 5:40pm Panel Discussion

Business Rule Practitioner Panel

Moderator: Kristen SeerBusiness Rule Solutions, LLC

Wednesday | 4:40pm - 5:40pm Real World Case Study

Unum’s Business Rules Journey

Sherri O’DonnellDirector, PMO, Unum

Bob WhyteSystems Consultant, Unum

Eric BaselerBusiness Analyst/Lead Rule Analyst, Unum

Learn about the steps taken by Unum Corp., a large global insurance company, to implement a formalized business rules management process for software development, including the challenges and successes along the way.

We will highlight:Unum’s BRM implementation strategyApproach to managing business rules as a corporate assetRules Governance Process and MethodologyDefined Roles for BRMTechnology to support BRMBenefits and Challenges along the wayRoadmap to continuing maturing rules practices

Participants will leave with:Ideas on how to incorporate a BRM process for any size companyValuable lessons learned in implementing and in maturing BRM practicesInsight on rules maturity roadmap


What to do When Business Architecture is Needed But Not Endorsed?

Louise HarrisPresident, SToS Consulting Inc

Solid business architecture provides significant value for identifying and developing the various different types of business and technical capabilities your organization requires to grow successfully. However, often, organizations do not have the capacity or willingness for a formal business architecture development initiative. Many organizations need to see the demonstrated value of business architecture within their own context, even just to clearly understand what business architecture is, before they commit to it.

This session will explain, with real-world examples, how to:Identify a relevant needIdentify how each area of business architecture can respond to that needIntegrate business architecture development into business and/or system solution design projects


Barking with the Big Dogs: What Executives Really Want and How it Relates to Requirements

Glenn R. Brûlé, CBAP, CSMExecutive Director of Client Solutions, ESI International

Perhaps the biggest challenge that plagues Business Analysts today is the fact that while many organizations have come to understand the criticality of requirements, they have done so with a very myopic view. It is a well-known documented fact that all goods and services procured as a result of project deliverables and their relationship to requirements, all must be tied to organizational goals and objectives, key performance indicators or some tangible, quantifiable enterprise wide measurable. What eludes business analysts is where these come from or the rationale behind them and as a consequence we often find ourselves in a situation where we are not clear on why exactly we are procuring the deliverables our marching orders have dictated. More importantly if we had a seat at the table with executives, we are more likely to become an advocate with strategic intent and not an antagonist with tactical deliverables.



This presentation will serve as a guide for business analysts to understand the following;

What motivates C Level Executives and how to speak their languageUnderstanding what it takes to become a trusted advisor by having high impact interactionsUnderstanding the difference between influence and manipulationImplementing 3 rules for overcoming “fixed ideas”


Elevating Performance: Making the Most Out of Your Best

Mario SimmonsDirector, ITS - Support Technology, ALSAC/St Jude Children’s Research Hospital

Joy ToneyBusiness Analysis Manager, ITS - Support Technology, ALSAC/St Jude Children’s Research Hospital

How do you manage a mixed team of architects, analysts, and developers that deliver technology solutions and manage expectations for high performance? How do you balance the workload to avoid burning out your rock stars but encouraging your rising hopefuls? How can tools and technology help?

The first part of this presentation will cover a high-level overview of the continuous improvement performance model: determining and applying the right balance of structural framework, talent development, and intrinsic value proposition for the individuals and teams within your organization.

The second part of this presentation will take a deeper dive into this performance improvement topic by segmenting how to handle top performers. Using case examples from our current environment, the evidence of what has worked and what does not work will be shared and discussed. Crucial conversations will focus on: how to get better from your best, how to identify your top performers, how much time/resources to invest, outcomes of this style of performance management, etc. In this case study, there is a bit of a contradiction with conventional perspectives on performance management.

Key takeaways:For management, how to invest in your best team members to improve performanceFor individuals, how to invest in yourself to be noticed by managementFor everyone, get motivated!

Audience members are encouraged to actively participate during the session. Door prizes will be available.


The Architecture of Risk - The Business Architecture of Financial Regulation in Australia

Dr. Terry RoachHead of Architecture & Consulting, CAPSICUM Solutions

The devastating effect on the world financial markets from collapses by major financial institutions has highlighted the important role of regulatory processes for supervising the financial services industry. Financial regulators the world over have been under scrutiny to demonstrate well-defined business models for executing effective prudential regulation.

APRA (the Australian Prudential Regulation Authority) has recently developed an innovative conceptual model of business architecture that articulates the dynamics of risk assessment processes supporting regulatory supervision in the financial services industry.

The business architecture was modelled on the CAPSICUM Framework, a semantic meta-model for strategically aligned business architecture. This presentation will describe the CAPSICUM Framework and discuss APRA’s experience in building a semantic business architecture.

Understand what a conceptual model of a Business Architecture is, why it is useful and how to construct one.Discover the value of business ontologies and semantic repositories for business rules.See how the Australian financial regulator has developed a semantic business architecture model for Risk Assessment & Response


Thorny Issues in Business Process Modeling

Darius SilingasHead of Solutions Department, No Magic Europe

Each business process modeler sooner or later faces thorny issues that are difficult to solve properly. In this session, we will analyze some of the most common thorny issues: use of swimlanes, numbering business process elements, reuse of business processes, different abstraction levels, and different viewpoints to the business process. We will analyze these thorny issues based on the examples from business process models that we faced in consultancy engagements. We will present the solutions that were accepted in each case and discuss the alternatives that were considered.



You will learn:When to avoid and when to use swimlanes in business process models;Why business process elements shouldn’t be numbered;How to reuse business process models;How to refine an abstract business process with more specific details;What are the different viewpoints to a business process and which one(s) you should model.

Wednesday | 4:40pm - 5:40pm Keynote

Emerging Technologies in BPM: A Primer

Sandy KemsleyBPM Analyst and System Architect, Kemsley Design

Do you have an understanding of business process management, but want to learn about the new technologies and methodologies that are starting to appear in BPM products and projects? This introduction to emerging technologies in BPM will give an overview of all the hot new topics to whet your appetite for the in-depth sessions on these topics later in the conference.

You will learn about:Social BPM: enabling collaboration in process discovery and executionDynamic/adaptive case management: letting knowledge workers decide what the work should beIntelligent BPM and predictive analytics: making processes smarter to avoid problems before they occurProcess mining: discovering processes in a mountain of event dataProcess simulation: understanding and optimizing processes


CONFERENCE SESSIONS Thursday, November 1, 2012

Thursday, November 1, 2012 8:00 am - 3:00 pm

Registration

8:00 am - 9:00 am


Thursday | 8:00am - 8:50am Presentation

Update on Decision Model & Notation Standardization


Paul VincentCTO, Business Rules and CEP, TIBCO

Decision management and automation are critical tasks for many organizations, alongside business process management and automation. Yet no formal standards are applied by the business analysts and subject matter experts defining and developing respectively these decisions. This is in complete contrast to the business process world where BPMN was defined by BPMI in 2004 and it has now become the lingua franca of business process analysts. DMN is being developed by a similar set of vendors to those involved in BPMN to address the parallel problem of decision modelling – under the banner of the OMG standards organisation – to provide a methodology-neutral common notation for the main types of decision models in use today.

Thursday | 8:00am - 8:50am Facilitated Discussion

Integrating Business Rules and Analytics in Decision Management: Experience Sharing from the Trenches

Facilitators:

Carole-Ann MatignonSparkling Logic, Inc.

Colleen McClintockSparkling Logic, Inc.

An ounce of knowledge is worth a ton of Data! While business rules provide a means to capture and automate business decisions based on expertise and business policy, analytics

provide a means to discover and leverage knowledge hidden in data. The Big Data movement has raised the visibility and importance of analytics to a top executive priority.

In this interactive session, participants will have the opportunity to share their experiences in combining business rules and analytics in Decision Management. Business analysts with limited exposure to this approach will learn how they can extend their skill set to include analytics in order to further their Decision Management initiatives.


Developing a Fact Model to Support SBVR-compliant Business Rule Statements

Graham WittAssociate Director, Ajilon

This presentation describes a process for developing a fact model (structured business vocabulary) to support SBVR-compliant business rule statements. It covers:

why build a fact model?what is a fact model?what does a fact model consist of?choice of termscrafting quality definitionstaxonomic relationships between conceptscategories of fact typederived fact typesterm and fact type discoverybuilding a fact model from a data modelbuilding other models from a fact model.


What is the Business Motivation Model (BMM) for Business Strategy?

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.

What is the Business Motivation Model?What is it for? Where did it come from?How should I think about the BMM vis-a -vis business architecture, business processes, and business rules?




Transforming Regulation into Compliance Policies and Rules

John HallPrincipal, Model Systems

Regulations can’t often be used ‘as they come’. First they have to be understood; then, directed policies and actionable rules for compliance have to be developed. Adoption of policies and rules has to take account of earlier decisions made for compliance with related regulations. This session presents an approach for reacting to regulation:

Using the OMG’s Business Motivation Model (BMM) as the basis and looking ahead to the RFP for Management of Regulation and Compliance, which builds on BMMAnalysing regulation using SBVR-based patternsProviding real examples, from manufacturing industry and derivatives trading, in SBVR.


Discussion Among Peers: BPM, Lean, Sigma, and the Rest: Methodologies, Techniques or Tools?

There still remain huge debates regarding approaches to manage and improve business processes. Many organizations have adopted a Quality Management System approach while others have adopted Lean or Six Sigma and various combinations of the two. In addition the trend to BPM as a professional practice is very commonplace these days. Some organizations have all of these operating. So let’s ask the questions:

‘Is one of these sufficient?’‘Are they really different?’‘Can they be different but complementary?’‘What should we do?’

This facilitated group discussion will bring advocates of the various camps together with the conference delegates to examine the multiple facets of this intriguing challenge.



Verifying and Maintaining Complex Policies with Unbalanced Decision Tables

Paul SnowRules Management Chief Architect, SourcePulse

Bhushan NaniwadekarDirector of Application Development, SourcePulse

Decision Tables in the real world (unlike the simple examples commonly used to illustrate decision tables) can become very complex. With increased complexity, Decision Tables become more difficult to understand, verify, and maintain. Unbalanced Decision Tables provide a way to cut through the complexity, making Decision reducing the cost of maintaining Policy in Decision Tables. Coupled with tools that allow inspection of the balanced forms of the tables, Unbalanced Decision Tables provide the advantages of simplicity along with the consistency checking provided through balanced tables.


Fighting Fraud on the eBay Marketplace using Business Rules

Michael PezelySenior Manager, Trust Science, eBay

With almost 100 million active users, eBay is the world’s largest online marketplace. eBay was built on the open marketplace principle. Anyone can buy or sell practically anything. This openness also makes it an attractive to fraud. eBay has fought fraudsters through the use of a highly scalable BRMS that is solely managed by business analysts. This team owns the process starting from rule discovery all the way thorough to deployment.

Highlights:Identifying fraudulent events, both existing and potential using rulesAgile rule development process needed to stay ahead of trendsMoving towards Policy Based versus Exception Based rules



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

From Requirements to Business Value: The Transformation of Business Analysis

Kathleen Barret, IIBA®


Developing BPM Capability That is Strategic and Sustainable

Jim BootsPrincipal, Global Process Innovation

Many organizations have run successful process improvement projects. Few have made Business Process Management a strategic differentiator. Why? Because it involves many elements. This workshop, based on the author’s 2012 book, will help participants understand what is required for strategic, sustainable BPM. Furthermore, attendees will develop preliminary plans to address the following nine capability building blocks:

BPM Organization and PersonnelBPM Standards and MethodsBPM TechnologiesStakeholder Management & CommunicationScope of ImplementationProcess ArchitectureProcess GovernanceProcess ImprovementProcess Automation

Finally, a scorecard based on a BPM maturity model developed by the Innovation Value Institute will be introduced as a way to assess current state and ongoing progress toward world-class BPM.


Emerging BPM Techniques and Technologies Summit Thinking on the Job: Adaptive Case Management in Practice

Keith SwensonVice President of Research and Development, Fujitsu America Inc.Chairman, WfMC: Workflow Management Coalition

ACM is a new tool which helps executives and managers deal

with the situations centered around a particular problem, issue, or case by providing the latest techniques for collaboration. These techniques do not constrain the worker to a predefined path, but rather help the worker go in whatever direction is needed for the case while allowing them to mold and grow their own personal capabilities over time.

The goal of this presentation is to show how people in an organization can benefit from using ACM to support organizational work.

During the discussion, Mr. Swenson will touch on the following key points

Why empowering knowledge workers is the management challenge of the 21st century.How ACM offers sanity in a Dropbox, App Store, LinkedIn world.Why decisions must be made with increasing autonomy in unforeseen, unplanned, and impromptu ways.How to be prepared; what steps you should be taking today to prepare a workforce for this challenge.


Thursday | 10:10am - 11:10am Real World Case Study

Upgrading Business Rules at Freddie Mac, A Case Study

Tom SchweikertBusiness Rules Manager, Freddie Mac

Like other large financial institutions, Freddie Mac consumes and produces a tremendous amount of data. We are always searching for better ways to use this information to improve business processes. Freddie Mac recently adopted a new framework for documenting and implementing business rules. The new framework allows us to automate data quality validations and policy requirements our business users can easily read and understand and our operations folks can easily manage and change.

Our business rules framework:Supports complex, frequently changing business processesWill improve data and rule governanceHelps reduce the time and cost of change




Do’s and Don’ts on Starting a Business Rules Team from Scratch

Mechteld de HoogeBusiness Rules Analyst, DUO (Dutch Ministry of Education)

A case study of starting a business rules team in an organization that is new to business rules with focus on the following issues:

how to make sure management supports your ideas,how to find the right place in your organization for your team,how to manage the expectations the business and IT have, andthe importance of proving your existence.

Thursday | 10:10am - 11:10am Panel Discussion

The 3 Amigos on Enterprise Design



John A. ZachmanChief Executive Officer, Zachman International

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 3 Amigos on business innovation through business architecture and business-driven requirements and planning. Find out how your business can ...

Regain control of its planning, development, and transformation practices.Architect and engineer itself for maximum agility.Make the most of its strategic investment in IT.


If I Knew Then What I Know Now: A Former BA’s Story about Data Profiling

Matthew St. LouisData Analyst, Pfizer, Inc

In this discussion, I will share what I have learned about data profiling as a Data Analyst and the lost opportunities I see of projects past when I was a Business Analyst and would have benefitted from data profiling. Data profiling is an extremely useful tool for Data Architects and Data Analysts for assessing and addressing data quality issues within systems and organizations. Looking back, data profiling could add considerable value in determining data requirements and business rules when implementing a solution enhancement or replacement solution. Analyzing data patterns, values and statistics reveal a considerable amount of information about your data. This presentation will highlight this value and provide an argument for how this could be used during requirements elicitation and how this should be mandatory for a data migration project.

Attendees will learn:What is data profiling?How would data profiling help identify data requirements?How would data profiling help identify business rules?




Applying Business Analysis Methodologies to Build Empowering IT Systems in Public Health

Valerie Pinckney BrittProject Lead, Science Applications International Corporation (SAIC)Consultant, Centers for Disease Control and Prevention (CDC)/Office of Infectious Diseases (OID)

Lynda D VidotSenior Business/Systems Analyst, Science Applications International Corporation (SAIC)Consultant, Food and Drug Administration (FDA), Science Applications International Corporation (SAIC)

This presentation will demonstrate how business analysis methodology is successfully applied as a component to an information technology (IT) project at the Centers for Disease Control and Prevention (CDC) to build a multi-layer information technology architecture that supports electronic messaging between laboratory information systems (LIMS) within CDC and state public health laboratories (SPHLs). Through a case study organized with the POLDAT framework, the audience learns how business analysis techniques and tasks from each knowledge area within the BABOK™ are scaled to meet and overcome myriad challenges within a complex project and how those techniques and tasks can be used to express the multiple dimensions of business and systems architecture. Senior-level business analysts will gain insight on how the expert-level application of key underlying competencies serves to ensure project success. They will also learn strategies for putting these competencies to use in a project environment with virtual teams and diverse stakeholders. The presentation will explicate the significance of inputs as preconditions to tasks outlined in the case study, and outputs adapted and qualified to meet the stakeholder’s information needs.

The presentation concludes with an exploration of how the expert application of BA methodologies can influence project ROI using earned value metrics from project performance.

A retrospective of a complex IT project success as a result of: Expert application of BA competencies and methodologies Enabling communication arteries essential in working with virtual teams

Practical application of BA Techniques in defining: Business architecture System architecture


Growing BPM Success: From Project Focused to Business Unit to Enterprise IT

Susan SmithManager, Business Service Management, Salt River Project (SRP)

Lynn AllenManager, Business Process Solutions , Salt River Project (SRP)

Salt River Project (SRP) provides power generation, transmission, and distribution services to more than 900 thousand electric customers in central Arizona. So, when you’re talking about SRP, you’re really talking about a company serving two vital needs: power and water. For multiple generations, for more than a century now – SRP has served as an Arizona institution. Just as our customers today don’t have the same needs and requirements as customers did a century ago, SRP can’t remain static. We have to evolve and improve as a company, with the changing times. Leveraging Business Process Management (BPM) to determine our business capabilities and make key decisions has given SRP the ability to increase business agility and respond to corporate challenges. SRP took a new look at BPM in 2006 and the evolution shows how a business focus can grow to support the enterprise.

Presentation Overview:The Evolution of BPM at SRPThe Business CaseIssues/ObjectivesTransition and setting up for SuccessGetting into the DetailsBPM FrameworkModel types and RelationshipsUsing BPM to Drive Results


Modeling and Analytics for Process Excellence

Robert ShapiroSVP Research, OpenText & Technical Committee Chair, WfMC, Workflow Management Coalition

Business Process Management Suites have historically focused on tool sets for implementing automated systems. In so doing they have often failed to provide business analysts with software to support process analysis and improvement as is commonly practiced by professionals using Lean Six Sigma and other related methodologies. However, the situation is changing and analytics are becoming increasing part of the Business Process



Management discipline.

This session will presents an integrated approach to process improvement, that starts with a modeling methodology based on BPMN, extended with concepts from Lean Six Sigma and supporting simulation, analytics and optimization technologies.

In this session you will discuss the modeling methodology and details of the analytics derived from the models and how to use them for process improvement and management. Through both presentations and interactive working groups we will describe our approach and the standards underlying the modeling methodology and analytics.

Who should attend this session:Practicing business analysts who use modelling and analytics in their Process workBusiness managers heading up a process improvement or management projects for their companyAnyone interested in the unification of Business Process Management, enactment engines, Lean Six Sigma, Workforce Management and Business Process Optimization.

11:10am-11:30am | Break

Thursday | 11:30am - 12:30pm Presentation

Using Decision Tables to Model and Solve Scheduling and Resource Allocation Problems

Dr. Jacob FeldmanFounder / CTO, OpenRules, Inc.

In this presentation we will demonstrate how interrelated decision tables can be used in practice to represent different scheduling, resource allocation, and other constraint satisfaction problems that are usually out of reach for traditional business rule management systems. We will show how an integration of tabular decision modeling with constraint-based rule engines can address such traditionally complex problems as decision model consistency, rule violation and relaxation, dealing with preferences, and making decisions that minimize/maximize different optimization objectives.


Eight Steps to Crafting a Business Rule

Kristen SeerSenior Consultant, Business Rule Solutions, LLC

Writing a business rule is more art than science. So where do you start? This presentation provides a six-step guide to help you craft consistent, high-quality business rules, whether from unstructured verbiage gathered in a facilitated session, or from cryptic paragraphs in source documents.What you will learn:

How to extract business rules from source documents or thin airHow to leverage business vocabulary in your rulesHow to harness the power of ‘must’ and ‘only’How to identify patterns in the rulesWhen to use formal vs. informal rules


Value Measurement

Brian CameronExecutive Director, Center for Enterprise Architecture, The College of Information Sciences and Technology (IST), Pennsylvania State University

Value measurement for large, multi-year, initiatives such as Enterprise Architecture is difficult to say the least but critical for long-term success. This session will present current research on value measurement conducted at the Center for Enterprise Architecture at the Pennsylvania State University and will discuss a new framework for effective value measurement designed to fits the needs of a particular organization. An overview of the current state of value measurement will also be presented.


A Strategic Goal-Oriented Approach to Non-Functional Requirement Elicitation

Dr. Tsun ChowFaculty, Capella

Link non-functional requirements to strategic goalsDistinguish between hard and soft non-functional requirementsValidate and minimize hard non-functional requirements to maximize flexibility in solution implementationsPrioritize soft non-functional requirements based on business needsQuality assurance for Non-functional requirements



Relative to functional requirements, non-functional requirements elicitation offers additional challenges and opportunities to business analysts. Unlike functional requirements which stems from users, the sources for non-functional requirements are diffused and their inputs are often based on opinions instead of facts, which often lead to incomplete, irrational and sometimes contradictory constraints. Poor non-functional requirements not only drive up implementation cost, but also subvert the strategic intent of the solution. A strategic goal-oriented approach provides a framework for the business analyst to approach non-functional requirements elicitation and analysis in a systematic manner that avoids such pitfalls. Working with stakeholders, goal escalation or refinement techniques are used to trace any statement of non-functional requirements to specific business goals. Hard requirements traceable to external environments must be validated by experts to minimize their impact in over-constraining the implementation. Soft requirements traceable to internal stakeholders should be prioritized to allow trade-off during implementation. To ensure completeness, a checklist of external stakeholder categories such as the augmented list based on the 5 competitive force model and a checklist of internal stakeholders which includes all functional departments, can be used to make sure that all relevant stakeholder inputs are included in the elicitation process. Contradictory requirements should be resolved based on their priorities.


A System of Requirements for Agile Projects: Using Agile to Keep the Scope, Cost, and Schedule commitment

Dennis StevensEnterprise Agile Coach, LeadingAgile

Teams moving from traditional projects to Agile projects often face problems with adapting their requirements management approach to work with stories. The result is that delivery teams end up with stories that lack context and traceability. This talk shows a system of requirements that is built on barely sufficient business capabilities, business rules, high-level use cases and personas, and agile planning and modeling. This system of requirements supports traceability and adds deep meaning to user stories. It also supports progressive elaboration to help Agile teams deliver value faster with higher quality while supporting late changing requirements.


Best Practices and Tools for Managing Organizational Change

Stacy AaronPartner, Change Guides LLC

To achieve results when organizations implement change, organizations ultimately need people who are committed to success, motivated to get results, and have the knowledge and tools to get the job done. Effective change management can help leaders and managers anticipate and manage resistance, which will ultimately accelerate the pace of change and achieve timely business outcomes and financial returns.

In this session based on the books, The Change Management Pocket Guide and The Eight Constraints of Change, participants will learn the best practices in managing people and teams during change. It answers questions such as: What do employees need during times of change, transition and growth? What elements are required to manage change successfully? And, what is a leader’s role during change?

Learning about the human side of change will help accelerate the pace of change in your organization and achieve timely business outcomes and financial returns. This program will help professionals understand their role and the best practices they can participate in and champion to help drive and sustain change.

Participants in this session will learn how to:Identify the human elements of changeCreate a process for managing the human elements of changeCreate a Change Readiness AssessmentAnd more!

Thursday | 11:30am - 12:30pm Case Study Presentation

How Embraer used BPM to enhance an Enterprise Excellence Program: In Focus - Defense and Security Business Unit

Rafael PaimFounder / Partner, Enjourney

Marco CesarinoKaizen Promotion Officer and Lean Consultant, Embraer

This session describes how Embraer, one of the world’s largest aircraft manufacturers, established an enterprise-wide process



excellence program to create strategic alignment, increase agility and improve overall performance. Established in 2007, the Embraer Excellence Program titled P3E has generated outstanding results using Toyota Production System combined with BPM tools, techniques and concepts.

Over the last 6 years Embraer has successfully transitioned from a functional management model to a process management model with a focus on the Defense and Security Business Unit.

This presentation describes the Embraer journey including the following:

An overview of EmbraerThe Embraer Enterprise Excellence Program P3E structure and resultsWhy Embraer decided to use BPM to improve and sustain performanceHow BPM was used to leverage results and to establish a process oriented management system.The importance of aligning process architecture and process governance as foundations to deploying consistent KPIsPlans for continuous improvement and sustainability in the future


Process Mining: BPM Upside-Down

Anne RozinatCo-founder, Fluxicon

The improvement of business processes starts with understanding the actual processes. Instead of manually drawing process models, process mining technology can generate visualizations that show how the processes actually work in reality.

This new capability completely changes the way in which process analysts will work in the future.

In this vendor-agnostic presentation you will learn:Which problems process mining addresses.What the concrete benefits of process mining are.In which phases of your BPM project you can best leverage process mining.Who you need to involve in a process mining project.What the concrete data requirements are and which IT systems are best suited for application.

We will illustrate how a typical project looks like based on our analysis of the ITIL change process at Ana Airports in Portugal.

Thursday | 12:30pm - 1:50pm Attendee Box Lunch

LegalRuleML: Fill the Gap

Monica PalmiraniAssociate Professor, Computer Science and Law¸CIRSFID, University of Bologna

Dr. Adrian PaschkeProfessor, Freie Universitaet Berlin (FUB)

Part 1: LegalRuleML: Fill the Gap

A Concrete Case Study in Copyright Law

The LegalRuleML OASIS Technical Committee is developing XML standards for legal texts, based on Semantic Web experience, particularly legal ontologies combined with semantic extraction.

Objectives include:An integrated representation of legal resources available on the Web, essential for exploiting Semantic Web capabilities.An expressive XML standard for legal rules, to enable legal reasoning on top of the ontological layer.A Linked Open Data approach for semantics of both data and rules. Without rules, legal concepts simply constitute a taxonomy.

Copyright law case study (Title 17 US Code) on the eXist database is presented.

Part 2: LegalRuleML: for Legal Reasoning in Patent Law

IES Fact Screening and Transformation Project (FSTP)

This talk will introduce the use of Legal RuleML for the representation of semantic patent claims as formal ontological statements and for the representation of patent law systems and their case law decisions as legal rules. This semantic model is used in an AI expert system - the IES (Innovation Expert System) FSTP (Fact Screening and Transformation Project) - for legal reasoning which resolves complex legal questions and automates the analysis of a large number of patent claims with respect to their logical coherence in a given patent law system.

Objectives include:Legal RuleML for representing patent law systemsApplications in the IES FSTP to find logical inconsistencies in case law decisions and to evaluate compliance of patent claims with case law and positive lawExamples from the European patent law system (e.g. guidelines from the European Patent Office, case law decisions (such as decisions of the (Enlarged) Boards of Appeal), positive law (e.g. from the European Patent Convention).




SBVR: What and Why

Keri Anderson HealyEditor, BRCommunity.com

John HallPrincipal, Model Systems

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.

What is a ‘better business rule’?How can SBVR help get to that ‘better business rule’?How do you develop “just enough vocabulary” to support business rules?

Get your questions answered about the 2012 release of SBVR.


IIBA® Lunch Session and IIBA® Certification

Michael GladstoneCBAP, CIO, and EVP, IIBA®

Join us to find out more about “IIBA® Certifications” - Certification of Competency in Business AnalysisTM (CCBATM) and Certified Business Analysis ProfessionalTM (CBAP®) Designations.

Michael Gladstone, CIO, and EVP of IIBA® will be presenting this session. This is your opportunity to learn more about certification and to pose questions to IIBA®.


IIBA® BABOK® Guide

Kevin BrennanExecutive Vice President, Community Development, IIBA®

Join us to find out about the upcoming release of “BABOK® Guide v3.” Kevin Brennan,CBAP, Chief Business Analyst and EVP, IIBA® will be discussing this upcoming release and also responding to your questions.


IIBA® What Is the Chapter Maturity Model - What Do We See as Worldwide Trends

Curtis MichelsonSole Proprietor, Curtis Michelson LLC

Peter Johnson, CBAP®President, Peter Johnson LLC

Neil BazleyPrincipal Consultant, Caerus Strateg

Chapters form the backbone of the IIBA®. When they are strong, the organization and the profession will continue to grow and thrive. So how can chapter leadership teams measure their chapter’s performance? How do chapters improve? How does my chapter compare to other chapters worldwide?

The Chapter Maturity Model defines levels of performance across five key practice areas (KPAs). It defines maturity in a way that does not depend on size or age. Indicators within each KPA highlight the plans, actions and results that influence performance and the direction of change. The Chapter Maturity Survey conducted for BBC 2012 not only accumulated data about the IIBA® as a whole, it serves as a self-assessment tool for office holders in every chapter.

In this interactive session, you will learn about:

“The Chapter Maturity Model” what is it and why is it important“The Chapter Survey” what are the significant findings from 2011-2012“The Chapter Maturity Practice Kit” how can chapter leadership teams use the model and survey to improve performance




WWTT: What Were They Thinking? Business Processes Gone Bad

Moderator: Roger Burlton, BPTrends Associates

Thursday | 1:50pm - 2:50pm Presentation

Enabling Cloud Jurisdictional Plurality and Automated Obligations using LegalRuleML-based SL

Dr. Said TabetSenior Technologist and GRC Strategist, EMC Corporation

As Cloud computing matures, the issue of national Sovereignty begins to take center stage in the commoditization of computing resources. The use of semantic languages and machine-readable legal databases with knowledge-based data centers provides business leaders and technical architects leverage to address multiple legal requirements and service level contracts with a single technology platform. This talk will introduce Cloud computing and its challenges. We will explore the importance of semantic technologies and trusted computing principles as enablers of a balanced implementation of automated service level measurement and contractual monitoring, preserving the needs of nation states and their jurisdictional requirements.


Incorporating Traceability Features in a Business Rules Management System

Mukundan AgaramEnterprise Architect, Delta Dental

Sharon MartinBusiness Rules Liaison, Delta Dental of Michigan

With a fast changing legislative and regulatory landscape insurance and financial companies are relying on Business Rule solutions to deliver the needed agility. Furthermore, there is a growing requirement for traceability and auditability in these solutions to satisfy stringent compliance stipulations. This presentation attempts to tease out these complex traceability requirements and how they can be accommodated into an

Enterprise Business Rules Architecture.

The attendee will learn how to - Identify the different traceability requirements.Define features that address the requirement.Incorporate the features into the Business Rules solution.


Integrating Enterprise Risk Management with Enterprise Architecture

Terry MerrimanChief Architect, OAD Consulting, Inc.

Enterprise Architecture is typically used to drive a project portfolio to address modifications to or introduction of new business processes or the introduction of new technologies. However, this does not directly address operations, compliance, or reporting risks faced by the enterprise.

This session will discuss how the COSO framework for Enterprise Risk Management can be incorporated into Enterprise Architecture. It will illustrate how to manage objectives, risks, risk responses, controls, and the processes and automation that realize the controls, in order to provide continuous monitoring of the enterprise. Gaps in the controls provide an additional influence on project portfolio.

Key points include:Using the COSO Enterprise Risk Management (ERM) framework to determine the best course of action for mitigating risksMapping the ERM controls to the architectural elements (business activities and/or applications) to ensure continuous monitoringUsing gaps in the controls to drive the development project portfolio


Building a BA Culture in your Organization

Stephen G. Johann, CBAPFounder and Principal, Evolve, LLC

Joe Mancuso Manager Business Analysis Competency Cente, MVP Healthcare

Through a real-world case study, this session will address a timely question organizations face as they investigate implementing best practices for Business Analysis activities - how do you effectively develop and articulate the value of the role of Business Analyst and the practice of Business Analysis to the organization?

The focus of the session will be to highlight key steps MVP Healthcare took to raise awareness through base lining current



processes, escalating gaps and selling a vision of “true” business analysis to Senior Management. The nature of partnerships with both Learning Tree and the IIBA will be examined in terms of tangible offerings and collaboration.

Attendees will walk away with:

An actionable “game plan”Real life examples of how to leverage training partners and the IIBAAn opportunity to ask questions of a manager/creator of a Business Analysis Competency Center and Licensed Instructor / industry BA expert.


What Defines Effective Business Analyst Teams?

Mark TonseticPractice Manager, Information Technology Practice, Applications Executive Council

In a period of rapid IT change, business analyst teams face several challenges to “business as usual”: ambiguous requirements, demands for new and different technologies, and a new generation of tech-savvy business partners willing and capable of managing their own IT projects. This sets a new standard for business analyst effectiveness, but are teams up to the challenge? In this presentation, the Applications Executive Council will review the findings of its Business Analyst Effectiveness Diagnostic, the largest benchmark of its kind measuring the performance and maturity of business analyst teams across nine core competencies.


How to Measure Anything - Finding the Value of Intangibles in Business

Eric R. DayalSenior Business Process Analyst , National Instruments

Misty AllenBusiness Solutions Manager, National Instruments

This session explores the fascinating techniques for discovering the value of intangibles in business, as described in the book “How to Measure Anything” by Douglas Hubbard. Businesses leaders may find their organizations paralyzed when trying to measure the value of things considered subjective, intangible or soft. How much should we invest in IT Security? Is this project too risky to take on? What does it mean to increase employee empowerment?

Challenge your organization to reach a new level of sophistication in decision-making while harnessing the knowledge of your subject matter experts. This session will demonstrate techniques to:

Improve your IT team’s ability to estimate project duration and your Sales Force’s ability to estimate opportunity closure through Calibrated EstimationLeverage simple statistical methods, such as The Rule of 5, to lower the costs of getting measurementsDemonstrate the value of additional analysis and research to reduce potential project risk

This session will also review some more sophisticated statistical techniques at a high level. No previous statistical background is necessary, but be ready to put on your thinking cap!


Starting and Growing a BPM CoE

Gilles MorinVice-President, BPM Center of Expertise, CIA Canada

Is there a good or bad time to build a BPM CoE? Is there only one road and one model? Some say that organization should wait until they reach BPM Maturity Level 4 before implementing a CoE? How then do you leverage existing organizational capabilities? Which levers do you need to action first to maximize results? These few questions show clearly that creating a BPM CoE is a major strategic play, or can be simply a waste of energy and resources when organizations improvise their way in. We will use a wide variety of examples to illustrate what works and what does not work. Sorry, no magic recipe will work. Our objective is to provide you with a thinking and action framework you can adapt to your organization.

Key points we will cover:Different models of BPM CoE and key drivers.The evolution of the BPM CoE Service Offering.Aligning critical capabilities.Implementation and timing paths.Recommended navigation plan.




Ensuring Quality and Long-term Maintenance of Wawa’s Process Models

Diane SchadeLead Process Architect, Wawa, Inc.

Mark McClure, CBPPSenior Process Architect, Wawa, Inc.

Companies struggle with achieving process model consistency across the enterprise and with maintaining the accuracy of their models over time.

The final steps in Wawa’s Process Methodology include the Process Improvement team working along with the process owner to guarantee structural and content quality prior to publication. The peer-review process ensures compliance of the process model to Wawa’s established methods and conventions. Process-owner signoff validates the content of the model, transfers ownership of the model, and establishes an audit schedule. After publication, the process owner reviews their models according to the agreed upon schedule and the models are updated by either a Process Improvement team member or an enterprise power user.

Peer-review and sign-off metrics are monitored to measure modeler performance, quality output, and duration. This case study will include discussion on:

Peer-review process and templatesProcess-owner signoff process and templatesOn-going audit processModel maintenance including power-user strategyPerformance metrics for peer-review and process-owner signoff


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

The Direction Forward - Chairs’ Panel Discussion

Moderator:


Panelists:





Peter Fingar Author and Business-Technology Advisor Executive Partner, Meghan-Kiffer Research

Peter Fingar, Executive Partner in the business strategy firm, Meghan-Kiffer Research, is an internationally recognized thought leader on business process management and business strategy. As a former CIO, college professor and practitioner he has over thirty years of hands-on leadership experience at the intersection of business and technology. Peter has taught graduate computing studies and has held management, technical and advisory positions with GTE Data Services, American Software and Computer Services, Saudi Aramco, EC Cubed, the Technical Resource Connection division of Perot Systems and IBM Global Services. In addition to numerous articles and professional papers, he is an author of nine best-selling books including the just released Business Innovation in the Cloud: Executing on Innovation with Cloud Computing, Enterprise Cloud Computing; Dot Cloud: The 21st Century Business Platform Based on Cloud Computing and the seminal book, Business Process Management: The Third Wave. Peter has delivered keynote talks and papers to professional conferences across the globe. (www.peterfingar.com)

Back to the Future: Business Innovation in the Cloud Powered by BPM

James Taylor CEO / Principal Consultant, Decision Management Solutions

James Taylor is the CEO of Decision Management Solutions. James is the leading expert in Decision Management and technologies for Decision Management Systems – business rules, predictive analytics and data mining. James is passionate helping companies improve decision making and develop smarter and more agile processes and systems. James has over 20 years developing software and solutions for clients and has led Decision Management efforts for leading companies in insurance, banking, health management and telecommunications.

In addition to strategy and implementation consulting, James is an experienced keynote and speaker at conferences such as the IBM’s CIO Leadership Exchange, CIO Network’s Leadership Forum, BI 2010, Business Rules Forum, Predictive Analytics World and IBM’s Business Analytics Forum. James also regularly runs webinars for clients, and as educational outreach for Decision Management Solutions.

James’ most recent book is “Decision Management Systems: A practical guide to business rules and predictive analytics” (IBM Press, 2012). He wrote “Smart (Enough) Systems” (Prentice Hall, 2007) with Neil Raden, and has contributed chapters to several books on business rules and business intelligence. James is a faculty member of the International Institute for Analytics.

Beyond Business Agility: Becoming Analytic and Adaptive

Sandy Kemsley BPM Analyst and System Architect, Kemsley Design

Sandy Kemsley is an independent analyst, architect and blogger, specializing in business process management and related technologies. During her career of 20+ years, she founded both a desktop workflow and content management product company, and a 40-person services firm specializing in BPM and e-commerce. She also worked for FileNet (now IBM) as Director of eBusiness Evangelism during 2000-1, and was a featured speaker on BPM and its impact on business at conferences and customer sites in 14 countries during that time. In 2002 she returned to independent practice, and writes the popular “Column 2” blog on ebizQ at http://www.column2.com.

Emerging Technologies in BPM: A Primer

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).

Who Cares? Stakeholder Analysis in BPM

Keynote Bios


Keynote BiosRonald 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 Forum Conference since 1997. He was a charter member of 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 Rules: Putting the Business Back in Control

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.

Experiences and recommendations in tabular decision modeling and analysis

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.

From Requirements to Business Value: The Transformation of Business Analysis


Exhibitor Profiles

Platinum Sponsors Bosch Software Innovationswww.bosch-si.com

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 long-term competitive advantage. InRulewww.inrule.com

InRule®: Simplicating Complexity ... Many business decisions and events involve complex logic. Creating and managing that logic can get overly complicated. InRule simplifies it – turning effective processing of complex decisions and events into competitive advantage. Stop by our booth to see why InRule is the premier .NET solution for authoring, managing and executing business rules: Leverage Investments in Microsoft Skills and Technologies: Optimized for .NET, integrated with Microsoft Word and Visual Studio. Configurable, Extensible Rule Authoring Environment: InRule’s deep functionality is coupled with a flexible, extensible interface allowing developers to easily customize authoring functionality. The Right Tools for the Right Users: InRule’s intuitive interface guides users through the authoring process. With Business Language Authoring, Decision Tables, Syntax Language, and over 130 out-of-the-box actions, InRule enables easy rule authoring for a variety of users, from business users and analysts to architects and developers.

Gold Sponsors B2T Trainingwww.b2ttraining.com

Since 2000, B2T Training has focused solely on providing business analysis professional development. The company developed the first comprehensive business analysis training program in North America and has been a model for other training organizations. As experts in the field, B2T Training continues to shape the Business Analysis discipline and the careers of BA professionals in major corporations across the globe through its high impact training sessions and valuable resources. B2T Training provides direct access to expert instructors who are also practicing BA professionals, well known and highly respected in the field.

Business Analysts looking to increase knowledge, improve performance, and enhance their value; and BA Managers seeking to improve BA performance and increase customer satisfaction rely on B2T Training. We get it. We’ll help you get it too.

B2T Training is an endorsed education provider for the IIBA® and a registered education provider for PMI®.

BPTrends Associateswww.bptrendsassociates.com

BPTrends Associates (http://www.bptrendsassociates.com) is an affiliate of BPTrends.com. BPTrends.com was founded in 2002 and is the most comprehensive, in-depth business process management resource available. Industry thought leaders provide analysis and opinion on trends, directions and best practices relating to all aspects of business process management. All publications are archived, available and searchable by topic. With over 20,000 members world-wide, BPTrends.com is the largest community of BPM professionals in the world. Membership is FREE.

Business Rule Solutions, LLCwww.brsolutions.com

Business Rule Solutions, LLC (BRS) is the recognized world leader in the advancement of the Business Rule Approach. Our principal, Ronald G. Ross is acknowledged globally as the “father” of business rules. BRS provides the complete set of services and the expertise that enable organizations to apply the business rule approach effectively, quickly, and successfully. BRS offers public seminars, in-house training, publications, tools, and Proteus®, the internationally acclaimed and proven business rule methodology.


Exhibitor Profiles International Institute for Learning, Inc. (IIL)www.iil.com

IIL is a global leader in training, consulting, coaching and customized course development. Our core competencies include: Project, Program and Portfolio Management; Business Analysis; Microsoft® Project and Project Server; Lean Six Sigma; PRINCE2®; ITIL®; Leadership and Interpersonal Skills. Using our proprietary Many Methods of Learning™, IIL delivers innovative, effective and consistent training solutions through a variety of learning approaches, including Traditional Classroom, Virtual Classroom, simulation training and interactive, on-demand learning.

Leverage the power of our wholly-owned network of IIL companies, strategically located all over the world. We have deep experience working in different languages, cultures, countries and industries and are proud to be the training solution partner of choice for many top global companies. Find out what we can do together! Contact your local IIL company below or email us at [email protected]. RuleArtswww.rulearts.com

RuleXpress by RuleArts is a software tool aimed toward the business-level capture, analysis and management of business rules, including the terms and facts that support them. It is intended to be a business-friendly tool for business workers to use directly in developing guidance (business rules and/or other elements of governance) for the business in business terms, as well as the business glossaries to support them. Watermark Learningwww.watermarklearning.com

Watermark Learning helps improve project success with expert business analysis, project management, and business process management training and certification preparation. Since 1992, we’ve fostered results through our unique blend of industry best practices, practical approach, and engaging delivery. We convey retainable real-world skills, motivating and enhancing staff performance, adding up to enduring results. With our academic partner, Auburn University, Watermark Learning provides Associate and Masters Certificate Programs to help organizations be more productive, and assist individuals in their professional growth. Watermark is a PMI Global Registered Education Provider, and a charter IIBA Endorsed Education Provider. Watermark Learning principals and associates have contributed to the PMBOK® Guide, 4th and 5th Editions and to the BABOK® Guide version 1.6 and 2.0, providing you intimate knowledge of these two resources. They have also developed the best-selling CBAP® Certification Study Guide and the CBAP®/CCBA™ Online Study Exam. Contact us at 800-646-9362, or visit http://www.WatermarkLearning.com

Silver Sponsors JBoss by Red Hatwww.jboss.com

JBoss® Enterprise BRMS from Red Hat is a comprehensive business automation platform that combines business rules management, business process management, and complex event processing into a single standards-based open source distribution. With a choice of modeling tools, including a web-based authoring environment for business experts and an Eclipse plugin for developers, project stakeholders can collaborate effectively to build sophisticated and agile business solutions. Processes, rules and events can be modeled together, without the need to learn multiple tools or develop custom integrations between disparate runtime environments. JBoss Enterprise BRMS benefits from the many innovative developers worldwide who contribute their work to the open source community, including those from the Drools and jBPM JBoss Community projects. Red Hat delivers award-winning enterprise grade support, platform certifications, patches and updates, so that organizations can confidently deploy open source solutions in critical production environments at a fraction of the cost of proprietary alternatives.

Bronze Sponsors ASPE-SDLCwww.aspe-sdlc.com/ba

ASPE-SDLC is a training firm committed to providing the best skills, tools, knowledge and methods to successfully transform complex business challenges into strategic systems capabilities. We provide real-world, unbiased, pragmatic training and consulting on all aspects of the software development life cycle.

ASPE-SDLC’ss business analysis curriculum offers professionals the opportunity to practice and fine-tune their skills in the best real-world environment available in the classroom.

We ensure IIBA BABOK best practices are discussed and remain a foundation for your training, but we also reach beyond the book to look at the real world of business analysis.

For a full list of ASPE-SDLC courses, including Business Analyst Boot Camp, CBAP/CCBA Certification Prep, Developing Requirements with Use Cases, Prototyping Workshop for Business Analysts and more, visit http://www.aspe-sdlc.com/ba.


Exhibitor Profiles

Be Informedwww.beinformed.com/BeInformed/ website/en?init=true#

Be Informed is an internationally operating, independent software vendor based in the Netherlands. The Be Informed business process platform is based on the principles of dynamic case management and supports administrative processes, that are increasingly becoming knowledge-intensive.

Be Informed provides a breakthrough in organizational business operations by strictly separating the “know” from the “flow”. “The flow” consists of all services required for reliable and high-performing processes and is managed by a company’s IT department. “The know” is managed by business users themselves and consists of all business rules, organized in a unique “ontological” structure.

Organizations using the Be Informed software often report cost savings of tens of percents, dramatically improved productivity because of a much higher straight-through processing rate and a time to change reduced from months to days. IT professionals experience deployments up to seven times faster and up to 90% more cost-efficient.

BiZZdesignwww.bizzdesign.com

BiZZdesign’s core competencies include: enterprise architecture management, business requirements management, business process design and improvement, business process management and structured implementation and governance.

Numerous customers worldwide gain competitive advantage by using our specialists’ consultancy, training and software tools. BiZZdesign has a proven international track record with successful customers and effective solutions. Learn more at: http://www.bizzdesign.com or email Brenda Cowie - Director Client Services, BiZZdesign North America at [email protected] inteGREAT www.edevtech.com

inteGREAT is a Requirements Lifecycle Management platform that enables users to elicit, analyze, validate, review and manage requirements more efficiently. It allows stakeholders to collaborate on a common understanding of requirements, while automatically generating all documents, diagrams, simulations and test cases required.

inteGREAT supports common software development methodologies, including Agile, Scrum, Iterative and Waterfall.

inteGREAT provides bi-directional integration with Microsoft Excel and Word; allowing business users to author requirements in tools that are familiar to them. It embeds Visio within the tool

to facilitate the creation of many types of diagrams. Users can publish documents to SharePoint, and then version and manage their workflow appropriately. inteGREAT also integrates with manyother 3rd party tools, making adoption much easier.

Created by eDev Technologies (http://www.edevtech.com), inteGREAT is available in the Professional, Premium and Ultimate versions. Each version has a desktop client and optional Team Access for web collaboration. ESIwww.esi-intl.com

ESI helps people around the world improve the way they manage projects, contracts, requirements and vendors through innovative project management training, business analysis training and contract management training. In addition to ESI’s more than 100 courses delivered in more than a dozen languages at hundreds of locations worldwide, ESI offers several certificate programs through our educational partner, The George Washington University in Washington, D.C. ESI is also an International Institute of Business Analysis (IIBA®) Endorsed Education Provider (EEPTM). Founded in 1981, ESI’s worldwide headquarters are in Arlington, VA, USA. To date, ESI’s programs have benefited more than 1.35 million professionals worldwide. To learn more, visit www.esi-intl.com or contact us at [email protected]. IDIOMwww.idiomsoftware.com

IDIOM develops and licenses the Idiom Decision Manager™, Idiom Forms, and the Data Management Workbench™. These decision centric tools give business owners a “hands-on” ability to manage decision making within their systems, making the systems far more agile and responsive to business needs. IDIOM is a pioneer and leading player in the development of decision oriented concepts, and in the application of these concepts to the automation of “intelligent processes”. IDIOM’s Decision Centric Development Approach™ (see http://bit.ly/aNBNdj)) brings unparalleled speed and simplicity to the development of the many systems which benefit from automated decision making. The IDIOM products and approach combine to reduce development cost, risk, and time to market on a massive scale. And these advantages are amplified in larger and more complex systems, as demonstrated by our many customers around the globe in insurance, finance, superannuation, enterprise billing, clinical health, loyalty schemes, and local, state, and national government.


Exhibitor Profiles K2 www.k2.com

K2 provides enterprise software products for automating enterprise business processes (K2 blackpearl), building SharePoint workflow solutions (K2 blackpoint) and integrating your solutions into SAP (K2 connect). K2 enables these process driven applications to be visually designed and assembled from reusable entities with no code, minimizing developer cycles, improving application lifecycle management and maximizing agility in application change. K2 has over 2000 customers in more than 50 countries Knowledge Partners International, LLCwww.kpiusa.com

The Decision Model is a technology independent framework based on the inherent structure of business logic. It was recently introduced with Barbara von Halle’s and Larry Goldberg’s bestselling book The Decision Model: A Business Logic Framework Linking Business and Technology (Taylor and Francis, LLC, 2009).

Today The Decision Model is becoming the new standard for in particular industries with a high volume of complex business rules such as Financial Institutions, Health Care and Insurances. The Decision Model is used as an integral part of Requirements, Data Quality and Business Transformation projects.

Knowledge Partners International, LLC, the originator of The Decision Model provides Training, Mentoring and Certification for this emerging new Business Logic Framework. A growing number of software and consulting companies have discovered the enormous benefits of The Decision Model for their clients and are now incorporating it in their product and service offerings.

MEGA www.mega.com

MEGA provides analyst-recognized, industry-leading software solutions for enterprise and business architecture, business process analysis, and governance, risk & compliance. Based on the powerful MEGA Suite, its solutions are used by more than 75,000 people worldwide. MEGA’s software solutions, complemented by specialized consulting services, offer a sustainable way to improve business performance by providing the means for organizations to optimize, transform, and govern consistently. Clients include Aetna, BAE Systems, Cardinal Health, Choice Hotels, Cox Enterprises, Fannie Mae, GeoEye, JCPenney, Medco Health Solutions, Nissan, Procter & Gamble, Zions Bancorporation, and the US Departments of Agriculture, Transportation, and Defense.

Revelytix www.revelytix.com

Revelytix provides a semantic-based analytical fabric capable of operating over vastly distributed enterprise data stores with ease. Revelytix can also be deployed inside Hadoop, providing data transformations and analysis at scale. This new paradigm in knowledge management, a Distributed Information Management System (DIMS), provides a comprehensive ability to locate, attach meaning, relate, access, and manage all enterprise data stores. DIMS enables companies to retrieve and analyze any combination of data, regardless of location or native format - functionality desired for nearly 20 years and now available from Revelytix.

Rulemanagement Corpwww.rulemanagement.com

Bio forthcoming

Sparx Systemswww.sparxsystems.com

Sparx Systems specializes in high performance and scalable visual modeling tools for Business, IT and Systems.

Sparx Systems™ flagship product, Enterprise Architect, is a comprehensive modeling environment supporting UML, BPMN, BPEL and related standards that support business. With collaborative tools to optimize business processes, document business rules, model and trace requirements, as well as simplify software design, Enterprise Architect is a complete solution from strategic business modeling through to product delivery and maintenance. Since its commercial release in August 2000, Enterprise Architect has become the modeling tool of choice to over 300,000 users in industries ranging from finance, government and medicine through to entertainment and utilities. Spry, Inc. www.spryinc.com

Spry, Inc. provides innovative information management solutions to enable next generation business agility. Spry is the innovator of the Agile Analytics approach. Agile Analytics is a method, and the result, of applying agile development and semantic technologies to the implementation of distributed information management solutions. Agile Analytics provides the flexibility and scalability necessary to achieve enterprise integration, interoperability, enterprise analytics, knowledge management, and portfolio management.

Spry has been implementing this process within the US Department of Defense and Fortune 100 pharmaceutical companies.


Exhibitor Profiles

Newcomers Pavilion Sponsors eaDocXwww.eaDocX.com

eaDocX, developed by Ability Engineering, generates Microsoft Word documents from the popular Enterprise Architect (Sparx Systems) tool. eaDocX makes project documents that readers want to read. It transforms communications between the EA team and stakeholders by putting EA model data into tailored, high quality, ready-to-publish Microsoft Word documents in a couple of clicks. No more struggling with “copy and paste” from EA into Word. Instead, with eaDocX taking care of the documents, the project team can use EA as its single knowledge repository and concentrate on the project. And there’s no need to be an EA RTF document expert - anyone who can use EA and Word can use eaDocX. Ability Engineering is a UK-based approved Sparx Systems Training Partner and Reseller, offering bespoke on-site training and remote mentoring in UML, Enterprise Architect and eaDocX. Accelarewww.accelare.com

Accelare is the leading Strategy-to-Execution Process enablement company. Through a combination of our award-winning WhatFirst™ Sharepoint™ based collaboration tool and expert Business and Technical Architects, we work in close partnership with our client’s Leaders to design and institutionalize the Strategy-to-Execution Processes for their business. The result is better collaboration with employees, customers and trading partners, new business models, a more focused agenda and dramatic performance improvement. APQCwww.apqc.org

APQC is a member-based nonprofit and one of the world’s leading proponents of benchmarking, best practices, and knowledge management business research. Working with more than 550 member organizations worldwide in all industries, APQC provides organizations with the information they need to work smarter, faster, and with greater confidence. As one of the world’s leading proponents of process and performance improvement, we follow our mission to help organizations around the world improve productivity and quality by:

discovering effective methods of improvement,broadly disseminating findings, and

connecting individuals with one another and with the knowledge they need to improve.

Member organizations have access to the world’s largest database of actionable knowledge including benchmarks, best practices, case studies, tools, and templates—based on more than 8,500 benchmarking and best-practice studies. We conduct research to discover and document world-class practices, share proven methodologies and processes, and assist organizations in adapting them. Ivar Jacobsonwww.ivarjacobson.com

IJI is a global services company providing high quality consulting, coaching and training solutions for customers implementing enterprise-scale agile systems delivery. We improve the performance of business and IT change teams by introducing agile practices, and removing barriers to their wider adoption. Our areas of expertise include agile for large programs and distributed teams, agile outsourcing and off-shoring, agile governance, and sustainable approaches to agile transformation. Our industry experience covers many vertical sectors, with particularly strong focus in finance, government, telecommunications and manufacturing. Customers include HSBC, MunichRe, the US and UK governments, KPN Telecom, Ericsson and the Ford Motor Company. Through the provision of high calibre people, innovative practices, and proven solutions, we ensure that our customers achieve strong business/IT alignment, high performing teams, and projects that deliver. Prolificswww.prolifics.com

Prolifics is the largest systems integrator specializing exclusively in IBM technologies. A Premier Business Partner, Prolifics has garnered multiple awards for technical excellence and its BPM solutions, including the 2012 IBM Beacon Award for Outstanding Business Agility Solution. We provide expert services around the architectural advisement, design, development and deployment of secure end-to-end SOA, BPM and Portal solutions. Prolifics has serviced over 3,000 customers globally across a range of industries including Finance, Healthcare, Utilities, Insurance and more. Leveraging decades of experience and leading IBM technologies, our experts ensure that companies get the right start with business process and business rules management and successfully extend initiatives across their enterprise. Prolifics’ innovative solutions help customers improve and automate business rules and processes through modeling, process choreography and optimization. Combining business flexibility, cost competitiveness, excellence in technical skill, professionalism and a commitment to customers, Prolifics’ solutions build agility into businesses around the world.


Exhibitor Profiles

Signaviowww.signavio.com

Collaborative Process Design using Signavio The Signavio Process Editor is a collaborative business process modeling tool that allows all business stakeholders to get involved in the discussion. It enables you to quickly identify process improvement opportunities that add to the bottom line. Signavio is based on BPMN 2.0. That way process models are a good starting point for process automation projects, once you are ready for it. The tool comes as a cloud service - no software installation, no CAPEX. Signavio is German engineered and serves more than 250 customers around the world, including BMW, Siemens, Cisco and US Federal Agencies. A strong partner network for trainings and consulting guarantees BPM project success across a wide range of industry segments.

Table Top Display Sponsors Inquestrawww.inquestra.com

InQuestra is the world’s first and finest e-learning company focused exclusively on courses for Business and Systems Analysts. Our online Business Systems Analysis Certificate (BSAC) program offers high quality interactive courses with video, audio, quizzes and resources that maximize your learning experience. It’s the simple, affordable way for you to learn the latest best practices, hone your analysis or requirements gathering skills, and to keep current with the latest developments.

In addition, to your BSAC you will earn:21-IIBA CDUs16-PMI PDUs8-IEEE CEUs

Are you preparing for the IIBA® CBAP® Exam? Be absolutely sure that all your hard work will pay off by taking our practice (simulation) exam. This is a practice exam that tests your knowledge of the IIBA® Body of Knowledge (BABOK® ) v2.0 with the same number of questions, the same weightings as the actual IIBA® CBAP® Exam and the same time duration.

Learning Tree Internationalwww.learningtree.com

Learning Tree International is a leading global provider of hands-on IT and Management training. Learning Tree develops and delivers a broad, proprietary library of instructor-led courses focused on people and project management; leadership and

business skills; Web development; operating systems; databases; networking; IT security; and software development. Courses are presented at Learning Tree Education Centers, at client facilities, and via Learning Tree AnyWare™, our live, online instructor-led training delivery solution. Since 1974, over 65,000 organizations have relied on Learning Tree to enhance the professional skills of more than 2 million employees. For more information, call 1-888-THE-TREE (1-888-843-8733), or visit http://www.learningtree.com.

The Official Bookstore of Building Business Capability 2012! www.projectmanagementbookstore.com

Be sure to stop by the official BBC 2012 Conference Bookstore for some of the best—and most popular—Business Analysis books is in existence. Browse a wide range of titles in all areas of Business Analysis including Fundamentals, Requirements, Certification Preparation, Communication, Leadership, Risk Management, Real-World Tools, and much more. We will also be hosting book signings for a number of conference presenters and speakers, and all books will be available at a significant discount from List Price. Please watch for book signing announcements during the conference, or stop by the bookstore for a complete schedule! For more information, please contact:Phone:952-846-4484 x 405Email:[email protected] OpenRuleswww.openrules.com

OpenRules, Inc. is a NJ-based corporation that develops, supports, and provides consulting and training services around its highly popular Open Source Business Decision Management System commonly known as “OpenRules”. OpenRules is oriented to business analysts allowing them to work in concert with developers to create and maintain enterprise-level Business Rules Repositories for complex Decision Management Systems. It utilizes the power of MS Excel, Google Docs, and Eclipse IDE. OpenRules support Executable Decision Models. OpenRules is in production for major international corporations such as Thomson Reuters, RBS and Commerzbank, insurers such as Blue Shield of California, healthcare providers such as the Children Hospital of Philadelphia, and large government agencies such as IRS and European Patent Office. OpenRules also includes:

Rule Dialog allows non-programmers to create intelligent Web-based questionnairesRule Solver integrates Business Rules with Constraint Programming and other Optimization technologies.Rule Learner utilizes different Machine Learning tools for rules discovery and predictive analytics.


Exhibitor Profiles

PMCentersUSAwww.pmcentersusa.com

At PMCentersUSA, our mission is to deliver complete solutions in project management, business analysis, and business process improvement. We empower individuals and companies to turn projects and challenges into opportunities for growth and productivity. We provide organizations with training and consulting services to help ensure that their projects are delivered on time, within budget, and within scope. We deliver the consulting, training and mentoring that organizations need by offering a framework that helps you excel in project delivery. PMCentersUSA offers several training options:

Live Virtual Instructor-Led TrainingPublic University-Affiliated TrainingCustomized Private Training

PMCentersUSA is an Endorsed Education Provider (EEPTM) for the International Institute of Business Analysis and a Charter Global Registered Education Provider (R.E.P.) for the Project Management Institute. PMCentersUSA was named PMI’s 2006 Professional Development Provider of the Year for our dedication to quality and commitment to high standards in delivering training to corporations and individuals. TopTeam Analystwww.TechnoSolutions.com

TopTeam Analyst is a unique Requirements Definition and Requirements Management tool that empowers you with industry leading techniques to help you bridge the communication gap between business and IT; and that helps cut project costs by reducing project rework. With over 500 organizations in 51 countries using TopTeam Analyst and Visual Use Case, TechnoSolutions is a leading provider of Requirements Definition and Requirements Management tool that help you leverage industry best practices such as - Use Case Scenarios, User Stories, Automatic Text-to-Diagram Conversion, Automatic Test Case Generation, Business Process Modeling, Screen Mockups, Application Simulation and End-to-End Traceability. Free Trial at: www.TechnoSolutions.com or Call: +1-360-260-0710.

Media Sponsors IT Briefcasewww.ITBriefcase.net

IT Briefcase is a focused online publication that attracts business and IT professionals who are actively researching business integration solutions.

Our growing audience can expect to view the most up to date industry news, articles, whitepapers, webcasts, and blogs in additional to IT Briefcase original editorial content showcased in the “Fresh Ink” and “IT Analyst Blog” sections of our website. Some of the topics we cover include Data and Analytics, Cloud Computing, Application Integration, Health IT and Open Source.

Visit: http://www.ITBriefcase.net BPM.comwww.pmcentersusa.com

For over eight years, BPM.com has been the Internet’s leading destination for articles, news, research and white papers on Business Process Management, Process Modeling, Business Rules, and Case Management. Our registered user group of 40,000 practitioners and process professionals represents over $1 Billion of identified annual investment in BPM. BPTrendswww.bptrends.com

BPTrends (http://www.bptrends.com) is the primary source of business intelligence for business executives and process change practitioners around the globe. Industry thought leaders provide analysis and opinion on trends, directions and best practices relating to all aspects of business process management. BPTrends is the most comprehensive, in-depth business process management resource devoted to educating and informing the market. The BPTrends BP Tools Reports are the most widely read reports on BP software tools available and our BPTrends Surveys are widely quoted. With over 20,000 members, BPTrends is the largest community of BP Professionals in the world. BPTrends Associates provides BPM professional services to organizations, assisting them in the planning, architecting, designing, measuring and managing of their business processes.


Exhibitor Profiles

BRCommunitywww.brcommunity.com

Business Rules Community, sponsored by Business Rule Solutions, LLC (BRS), is a vertical, non-commercial community for business rule professionals. BRCommunity provides articles, commentary, discussion areas, and a variety of other valuable hands-on resources, and is home to the Business Rules Journal, which appears there free-of-charge. BRCommunity.com is much more than simply an on-line publication. With the help of a talented staff and generous supporters, it has grown into the place to be for business rules. Join today free-of-charge! ModernAnalyst.comwww.modernanalyst.com

ModernAnalyst.com is the premier community and resource portal for business analysts, systems analysts, and other IT professionals involved in business systems analysis.

Find what you need, when you need it. The ModernAnalyst.com community provides Articles, Forums, Templates, Interview Questions, Career Advice, Personalized Profiles, a Resource Directory, and much more, to allow you to excel at your work.

From junior analysts to analysis managers, whether you integrate off-the-shelf products, perform systems analysis for custom software development, or re-engineer business processes, ModernAnalyst.com has what you need to take your career to the next level. Workflow Management Coalition www.WfMC.org

Founded in 1993, the Workflow Management Coalition (www.WfMC.org) is a global organization of adopters, architects, analysts and academics engaged in Workflow and Business Process Management. The only standards organization focused purely on process, the WfMC is the creator of XPDL, used in over 80 BPM solutions, as well as Wf-XML, Workcast, and Business Process Analytics Format (BPAF). WfMC produces books and articles on BPM and Workflow, notably the BPM Handbook Series, BPMN Handbook Series and the Excellence in Practice Series through Future Strategies Inc. WfMC also sponsors the annual Global Awards for Excellence in BPM and Workflow, plus the Global Awards for Excellence in Adaptive Case Management. Future Strategies Inc. (www.FutStrat.com) publishes unique books specializing in all areas of business process management, BPMN, workflow and electronic commerce.

Association Sponsor IIBAwww.theiiba.org/am

IIBA® is the independent non-profit professional association serving the growing field of Business Analysis. Whatever your role requirements management, systems analysis, business analysis, requirements analysis, project management, or consulting IIBA® can help you do your job better.

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Sponsors

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platinum sponsors - bpf | business process · pdf file01/11/2012 · bptrends...

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