Gartner Business Process Management Summit · PDF file2 Gartner Business Process Management...

Gartner Business Process Management Summit 2013April 2 – 4National Harbor, MDgartner.com/us/bpm

• MAKING THE BUSINESS CASE FOR BPM

• NAVIGATING ORGANIZATIONAL POLITICS

• BUILDING ORGANIZATIONAL CAPABILITIES FOR BPM

• REALIZING INTELLIGENT BUSINESS OPERATIONS (IBO)

• BUILDING A BUSINESS PROCESS COMPETENCY CENTER (BPCC) THAT DRIVES RESULTS

HOT TOPICS

EARLY-BIRD DISCOUNT Register by February 1 and save $300

Gartner Business Process Management Summit 20132

Aspire, Challenge, Transform: Driving Breakthrough Business Performance

The next generation of BPM The pace of business change has accelerated to a point where extreme volatility might be considered the norm, not the exception. Are you ready to confront this new normal?Changing customer buying habits, stronger competition, compliance and regulatory risks, shrinking margins, pressure to roll out new offerings — Savvy business and IT leaders know that to compete in today’s marketplace, business processes must become smarter and more agile to effectively respond to constantly shifting operational and customer dynamics. The next generation of business process management (BPM) is making this possible — and practical.

Change creates challenges, but it also creates opportunity for those who aspire to greater things. Gartner Business Process Management Summit 2013 gives you the knowledge and tools to challenge the status quo and transform your enterprise to drive breakthrough performance.

Learn how to:

•MakeacompellingbusinesscaseforBPMinvestment

• Driveresultsinanenvironmentresistanttochange;navigate organizational politics

• Identifyright-fittechnologyenablersforyourenterprise

• MeasureBPM’simpactonyourbusiness’s performance results

•Reducecostswhileimprovingbusinessperformance

• ClosethegapbetweenwhattheCEOwantsandwhatBPM delivers

•Drivetointelligentbusinessoperations(IBO)

What’s new for 2013:

• TheGartnerBPMExcellenceAwardsshowcaserealsuccess stories and best practices

• Morenewandhands-onworkshopstohelpyouadvanceBPM capability

• PracticalguidanceforbuildingthebusinesscaseforBPM—andsellingittotheC-suite

•BPMcertificationexamon-site

•Newcontent:socialBPM,IBO,organizationalpolitics

• Newinteractiveformatsincluding:TothePointandAskthe Analyst

Visit gartner.com/us/bpm for agenda updates and to register 3

Aspire, Challenge, Transform: Driving Breakthrough Business Performance

From incremental improvement to game-changing business transformationSuccess in today’s dynamic marketplace is a function of your ability to proactively raisethebarandout-executeyourcompetition.AtGartner Business Process Management Summit 2013, you’ll see how the next generation of BPM goes beyondincrementalefficiencygainsandenablesyoutovisualizeandanalyzebusiness operations in real time and take immediate, intelligent actions to better execute on key business strategies.

RegardlessofwhereyouareinyourBPMjourney,you’llfindactionableadviceand recommendations for overcoming challenges and driving real business transformation. Tracks are designed to map to your individual level (foundational, intermediate or advanced), so you can choose content appropriate for you needs.

New to BPM?

• EstablishwheretoinitiateaBPMprogram,whattodofirstandhowto deliver value right from the start

•Understandhowtogetbuy-inforBPMinvestment

• LearnwhatskillsandrolesarenecessarytoadvanceyourBPMefforts, as well as how to build them

•Plantoovercomepoliticalchallengesandacceleratechange

• UnderstandhowBPM-enablingtechnologiescanchangethewayyoumanage and work

Meet the Analysts page 4

Keynote Sessions page 5

Agenda Tracks page 6

Summit Features page 7

Agenda at a Glance page 8

Session Descriptions page 10

Registration and Pricing page 15

insideWhat’s


MEET THE ANALYSTS

Bruce RobertsonVice President and Distinguished Analyst

FOCUSAREAS:ITassetmanagement; ITprocurement;bestpracticesinnegotiating,licensing and audit protection for software provider relationships and contracts

JoAnn RosenbergerDirector

FOCUSAREAS:StrategiesforBIandanalytics;platformselectionforBIandanalytics;organiza-tional models for BI and analytics

Kurt SchlegelVice President

Gartneranalystsdrawonthereal-lifechallengesandsolutionsexperiencedbyclientsfrom12,400distinct organizations worldwide.

Betsy BurtonVice President and Distinguished Analyst

FOCUSAREAS:Businessprocessmanagementsoftwaremarkets;BPMconsulting;BPMandcloud;BPMandoutsourcing

Michele CantaraVice President

FOCUSAREAS:GettingstartedwithBPM; BPMrolesandorganization;BPMmethodologies(ITIL,SixSigma,lean);gainingBPMbuy-in;valueand performance management/metrics

John DixonManaging Vice President

FOCUSAREAS:Businessarchitecture,enterprisearchitecture;businesscapabilitymodelingandintegratingEAwithbusinessstrategy

Nicholas GallVice President and Distinguished Analyst

FOCUSAREAS:Enterprisecontentmanagement;Webcontentmanagement;documentmanagementanddocumentimagingtechnologies;contentandprocessfusion;SharePointbestpractices

Mark R. GilbertVice President

FOCUSAREAS:Businessprocessmanagementdisciplines;BPM-enablingtechnologiesandmarketdynamics;casemanagement;socialBPM;IBO,iBPMS and advancing BPM maturity

Janelle B. HillVice President and Distinguished Analyst

FOCUSAREAS:BPMandenterprisearchitecture;SocialBPM;solutionarchitecture;BPMandthenexus of forces

Teresa Jones Principal Analyst

FOCUSAREAS:Customerrelationship management;collaborativecustomerstrategies,socialmediastrategies;cloud-basedCRMapplications and analytics

Michael MaozVice President and Distinguished Analyst

FOCUSAREAS:Applicationdevelopmentandintegration;BPAtools;processmodeling;analysisandbenchmarking;agilemethods

David NortonDirector

FOCUSAREAS:BPM-enablingtechnologies;BPMSselectionandBPMmarketdynamics; BPMtrendsinEMEA;businessrules

Tina NunnoVice President and Distinguished Analyst

FOCUSAREAS:Organizationalchange;communi-cation;employeeengagement;businessprocesscompetencycenter(BPCC);gamification;BPMprogram/projectmanagement;practitionerday-to-daychallenges

Elise OldingDirector

FOCUSAREAS:Emergingtrendsand technologies;cloudcomputing,BPM,SOA andWebtechnologies;BPMandthenexusofforces;mobilityandextremecollaboration

Daryl C. PlummerManaging Vice President andGartnerFellow

FOCUSAREAS:Organizationalpolitics;boardandexecutivecommunications;ITgovernance;ITstrategicplanning;businessvalueofIT;programand portfolio management

FOCUSAREAS:BPMbusinesscasesandmetrics;BPM roles and business process competency centers(BPCCs);businessandprocessarchitec-ture;BPMbestpractices

FOCUSAREAS:OrganizationalandITimpactsofsocial networks and collaboration

Mike GottaVice President

FOCUSAREAS:Strategyplanningwithnewcybersecurityregulations;governancewithstakeholdermanagementalignment;trustedprivateclouds;brokerand shared services using agile IT acquisitions

Steve HawaldDirector

FOCUSAREAS:Domesticallyandinternationallyonhelping governments and their corporate and nonprofit partners with issues of strategic planning, work process innovation and implementation, governance, and information management and analysis

Jerry MechlingVice President


KEYNOTE SESSIONS

Gartner keynotesTina NunnoVice President and Distinguished Analyst

Daryl C. Plummer Managing Vice President and Gartner Fellow

Gartner Opening Keynote: Overcoming Political LandminesThose who seek to lead, and accelerate, change will encounter political challenges.Often,thesuccessofaprojectorinitiativeisdependentupontheability of the leader to navigate the political landmines. This keynote focuses on defining politics, the key political landmines and providing BPM leaders with specific tactics for dealing with each landmine.

W. Roy SchulteVice President and Distinguished Analyst

FOCUSAREAS:GettingstartedwithBPM;BPMrolesandorganization;businessprocessgovernance;advancingBPMmaturity

Samantha SearleAnalyst

FOCUSAREAS:Businessprocessmanagementtechnologies;businessmodeling;businessrules;automatedprocessdiscovery;processoptimization;intelligentdecisionmanagement;IBOandiBPMS

Jim SinurVice President

Andrew WhiteVice President

FOCUSAREAS:Continuous-intelligencesystems;complex-eventprocessing(CEP);real-timedecision management and dashboards for situation awareness;IBOandiBPMS

FOCUSAREAS:Masterdatamanagement andrelationshiptoprocessmanagement;information governance

Guest keynotesDr. David RockFounder and CEO, NeuroLeadership Group

The Neuroscience of Organizational ChangeChangeisaconstant.Organizationswithagreatercapacitytoadapthavetheadvantage.Untilrecently,wehadonly“descriptive”modelsofchange,whichexplained the stages that occur when change happens. New research suggests therearemore“active”modelsleaderscanusetobetterenablechange.Neuroscience and other disciplines are uncovering how organizational change is tied to neural changes in the brain. In this inspiring session, Dr. David Rock discusseswhathecallstheemergingscienceof“NeuralLeadership.”

Finding Balance: Have You Bitten Off More Than You Can Chew with BPM?Is your BPM progress not what you would like it to be? Are major trends in IT affecting your BPM direction and maturity? Do you simply need advice on how to prioritize? This presentation examines the depth of change necessary to makeBPMprojectsprogressmoresmoothlyandasksthefinalquestion,“WhatcanyoudotomakeBPMmoresuccessfultoday?”JoinusforadiscussionofIT trends as they affect BPM planning, direction and success.


Aspire: Building a Strong BPM Foundation Targeted at those in the early stages of their BPM journey, this track answers:WhereshouldIstart?WhatrolesandskillsdoIneed?WhatshouldIdofirst?HowcanIensureIdeliverdemonstrablevaluerightfrom the beginning? These sessions introduce the core BPM disciplines — modeling, analysis and measurement of operational processes — as well as key roles, skills and concepts. With a strong foundation, you will beabletoapplythislearningtoyourfirstprocessimprovementprojectsand immediately demonstrate business value.

•SellingBPMtotheC-suite

•Enablingtechnologyoptions

• Processmodeling,analysis andmeasurement

•Organizationaldevelopment

Challenge: Growing Key Capabilities to Enable Change This track focuses on establishing the key capabilities needed to drive transformationalchangewithinandacrossyourorganization.Learnhowtoapplyproventechniques,frameworksandapproaches;learnhowtowin political battles without engaging in process warfare and develop a culture of accountability, flexibility and collaboration across your value chain. Whether you are focused on cost reduction, product innovation, revenuegrowthorsignificantorganizationalchange,thistrackprovidespragmaticinsights,basedonreal-worldexamplesthatwillenableyoutoovercome the status quo and deliver breakthrough results.

• Businessarchitecture(BA)andtransformation

•Governanceandownership

• BPMandcustomerexperiencemanagement

•PowerpoliticsforBPMleaders

Transform: Planning for the Nexus of Disruptive Forces This track is designed to help you move beyond traditional BPM, which has largely focused on incremental improvements, to next generation BPM, which aims to transform the way your business operates. The nexus of forces — cloud, mobile, social and information — is fundamental to transforming how business operations will run and how people can better collaborate to drive higher business performance. Tomorrow’s processes will provide more visibility, be more dynamic and bealotsmarter.Learnhowtoselectandadoptthesetechnologiestotransform organizational culture and behavior and dramatically differentiate your company.

•BPMinthecloud

•Actionableinsightsthroughanalytics

•BPMandMDM

•Engagementthroughgamification

• Intelligentbusinessoperations(IBO)

How-To Track: BPM in PracticeThis highly interactive track enables you to talk to and engage with peers andanalystsinpracticallearningsessionsthataddressreal-worldchallenges. Step out of the theory and engage in lively debate.

• Selectingconsultingandsystemintegration partners

•TheGartnerBPMmaturitymodel

•SocialBPM

•EffectiveuseofBPMtechnology

AGENDA TRACKS

Hot topics by track

D


EXPERIENCE THE POWER OF GARTNER RESEARCH — LIVE!

SUMMIT FEATURES

ByattendingaGartnereventyouwillimmerseyourselfinnewthinkingonthehottestissuesshapingboththecurrentandfuturedirectionofyourorganization.Butthat’snotall.You’llexperienceaseriesof“aha”momentsthatdeepenyourunderstandingandtakeyoutothenextlevelofinsight.Getreadytogainawealthofpracticalguidanceyouwon’tfindanywhereelse.

Thesetopic-drivenend-userforums aremoderatedbyGartneranalysts.Learnwhatyourpeersaredoingaroundparticular issues and across industries (preregistration required).

Sampletopics:•HandlingYourBiggestBPMRisk:The

Politics of Implementation Failure•SocialBPM:PurposeorPointless?•BPM,MDMandApplication

Architecture •GettingITandGeneralManagersinGovernmentontheSameBPMPage

Please visit gartner.com/us/bpm for more details and a complete list of session titles.

Gaintargetedadviceonyourtoughestchallenges. Discover the best way to move forward on critical work issues you’recurrentlyfacingataone-on-onemeetingwithaGartneranalyst.Yourtake-away:actionablesolutionsthatspeakspecificallytoyoursituation. AsaGartnerconferenceattendee,youareentitledtotwoprivate,30-minuteconsultations with an analyst of your choice. These sessions are a great way to reinforce lessons learned and how-torecommendationspresentedthroughout the conference. As our event attendees tell us, analyst one-on-onesessionsareworththeprice of admission, all by themselves(preregistration required).

ASK THE ANALYST AND ANALYST-USER ROUNDTABLES

MEET ONE-ON-ONE WITH A GARTNER ANALYST

In addition to our comprehensive tracks, our agenda features several special sessions, providing opportunities to learn from andinteractwithGartneranalysts,industryexpertsandpeers,andtopsolutionproviders:

KEYNOTE SESSIONSTypicallypresentedbynon-Gartnerindustryleaders,theseplenarysessionsaredesignedtobeentertainingandthought-provoking.

GARTNER ANALYST SESSIONSListentoinsightfulandactionableadvicedirectlyfromasubjectmatterexpert, with allotted time for Q&A.

WORKSHOPSPresentedbyGartnerorguestexperts,theseintimateworkshopsprovide anopportunitytodrilldownonspecifichow-totopicsinanextended,small-groupenvironment.Sessionsaredesignedforendusersonly.Registration is required.

END-USER CASE STUDIESGartnerinvitesanumberofenduserstopersonallypresentleading-edgecase studies and answer questions.

SOLUTION PROVIDER SESSIONSIn these moderated panels, vendors and end users share experiences and lessons learned from real implementations.

FACE-TO-FACE SPONSOR MEETINGSTheseprivate,prearranged30-minutemeetingswilladvance your projects and relationships, regardless of where you are in the buying cycle.


AGENDA AT A GLANCE

MONDAY, APRIL 13:00p.m. Registration4:00p.m. Ice Breaker Sessions

5:30p.m. AppianLearningLab5:30p.m. OpenTextLearningLab

TUESDAY, APRIL 27:00a.m. Networking Breakfast8:00a.m. T1.90SecondsorBust:SummitSolutionProviderSnapshots8:30a.m. Networking Break8:45a.m. K1. Gartner Opening Keynote Overcoming Political Landmines to Accelerate Change Tina Nunno9:45a.m. OpeningComments/WelcomeJanelle B. Hill

10:00a.m. P1. PanelDiscussion:DrivingBreakthroughBusinessPerformance10:30a.m. K2. Gartner Keynote Gartner BPM Excellence Awards10:45a.m. Networking Break

Track AAspire: Building a Strong BPM Foundation

Track BChallenge: Growing Key Capabilities to Enable Change

Track CTransform: Planning for the Nexus of Disruptive Forces

Track D: How-To TrackBPM in Practice

11:00a.m. A1.BPM:TheManagementDiscipline—TheBigPicture John Dixon

B1.BridgetheGapBetweenStrategicVisionandOperationalExecutionWithBusinessArchitectureBetsy Burton

C1. Bringing Analytics Insights to Business Processes Kurt Schlegel

W1. Building the Business Case for BPM Bruce Robertson, Jim Sinur (90 mins)

12:00p.m. AttendeeLunchandSolutionShowcaseDessertReception

1:00p.m. GartnerTheaterPresentation:Who’sWhoinC&SIMichele Cantara

2:00p.m. A2.GettingStartedWithModeling,AnalysisandMeasurementDavid Norton

B2. Stop Tinkering, Start Innovating Elise Olding C2.FiveWaysCloudCanHelpYouTransformYourBusiness Michele Cantara

W2. SoftwareNegotiationClinic:FollowTheseStepstoProtectYourInvestment Moderator:JoAnn Rosenberger (90 mins)

3:00p.m. Networking Break3:15p.m. Solution Provider Sessions4:15p.m. Networking Break

4:30p.m. TTP1.TothePoint:IntroductiontoBPM-EnablingTechnologiesJanelle B. Hill

TTP2.TothePoint:MakingProcessGovernanceand OwnershipWorkSamantha Searle

TTP3.TothePoint:SuccessfullyMarketingYourBPM Program Michele Cantara

TTP4.TothePoint:SheddingLightonYourDarkProcessesforProfitandCompliance Jim Sinur

5:15p.m. ExcellenceAwardsCaseStudies

5:45p.m. Solution Showcase Reception

6:05p.m. GartnerTheaterSession:BPAToolsMarketScopeDavid Norton

WEDNESDAY, APRIL 37:00a.m. Networking Breakfast Networking Breakfast8:00a.m. A3. BuildingTheSkillsandRolesNecessarytoAdvanceYourBPM

EffortsBruce Robertson B3. CustomerExperienceManagement:HowBPMFitsIntotheBigger Picture Michael Maoz

C3. Manage [BPM] Software Acquisitions as a Process JoAnn Rosenberger

W3. UsingtheGartnerBusinessMaturityModelto Accelerate Business Results Janelle B. Hill(90 mins)

9:00a.m. Networking Break9:15a.m. Solution Provider Sessions

10:15a.m. Networking Break10:30a.m. A4.GettingMoreValueFromSharePointMark Gilbert

B4.MakingYourCentersofExcellenceWorkTogetherforaBigger“BangPerBuck”Bruce Robertson

C4.BPMandMDM:APowerfulForceinBusinessPerformance Improvement Andrew White

W4. BestPracticesinEvaluatingandSelectingConsulting and System Integration Vendors for BPM Michele Cantara (90 mins)

11:30a.m. AttendeeLuncheonandSolutionShowcaseDessertReception12:30p.m. GartnerTheaterPresentation:iBPMSMQW. Roy Schulte, Janelle B. Hill1:30p.m. Solution Provider Sessions2:30p.m. Networking Break2:45p.m. UE1.Gartner-InvitedEnd-UserCaseStudy UE2. Gartner-InvitedEnd-UserCaseStudy UE3. Gartner-InvitedEnd-UserCaseStudy

3:30p.m. Networking Break3:45p.m. K3. Gartner Keynote Maverick Thinking: Automated Competition Using Scenario-Based BPM Jim Sinur 4:15p.m. Networking Break4:30p.m. TTP5.TothePoint:TechnologiesforToday’sandTomorrow’sBPM

UsageScenariosJim Sinur TTP6.TothePoint:EmpoweringBusinessRolesfor Dynamic BPM Janelle B. Hill

TTP7.TothePoint:BusinessProcessAnalysis:Pictures or Decisioning? David Norton

W5. Making Metrics Work Moderators:John Dixon, Kurt Schlegel (90 mins)

5:00p.m. Networking Break5:15p.m. K4. Guest Keynote The Neuroscience of Organizational Change Dr. David Rock, Founder and CEO, NeuroLeadership Group

THURSDAY, APRIL 47:00a.m. Networking Breakfast Continental Breakfast8:00a.m. A5.SelectingandScopingYourFirstBPMProjectTeresa Jones

B5.IsProcessDrivingContentorContentEnablingProcess?ExploringtheECMAngletoBusinessProcessMark R. Gilbert

C5.TheQuestforEngagement:AGamificationChallenge Elise Olding

W6.UsingBusinessCapabilityModeling (BCM) for Performance and Process Change Betsy Burton (90 mins)


10:15a.m. Networking Break10:30a.m. A6.SellingBPMtotheC-SuiteJim Sinur

B6.PowerPoliticsforBusinessProcessImprovementLeadersTina Nunno

C6.GetSmartWithIntelligentBusinessOperationsW. Roy Schulte

W7. CreatingYourSocialMediaVisionandStrategy Nicholas Gall, Mike Gotta

11:30a.m. Networking Break11:40a.m. K5. Gartner Keynote Finding Balance: Have You Bitten Off More Than You Can Chew With BPM? Daryl C. Plummer


EachGartnersessionhasbeen identified with icons to help you locate the sessions that give you the most value.

MATURITYLEVEL

Foundational:Offersthenecessary understanding and first steps to those in the early stages of initiatives

Advanced:Usescomplexconcepts requiring foundational knowledge and prior experience to take initiatives to the next level

FOCUS

Tactical: Provides tactical information that can be used straightaway, with a focus on how-to’s,do’sanddon’tsandbest practices

Strategic: Focuses on the strategic insight supporting the development and implementation of an action plan

PERSPECTIVE

Business: Targets business leaders or IT professionals who need to understand the challenges and opportunities from a business, organizational or cultural perspective

Technology: Aids IT professionals who need to understand the challenges and opportunities from a technology perspective

CUSTOMIZE YOUR AGENDA

MONDAY, APRIL 13:00p.m. Registration4:00p.m. Ice Breaker Sessions

5:30p.m. AppianLearningLab5:30p.m. OpenTextLearningLab

TUESDAY, APRIL 27:00a.m. Networking Breakfast8:00a.m. T1.90SecondsorBust:SummitSolutionProviderSnapshots8:30a.m. Networking Break8:45a.m. K1. Gartner Opening Keynote Overcoming Political Landmines to Accelerate Change Tina Nunno9:45a.m. OpeningComments/WelcomeJanelle B. Hill

10:00a.m. P1. PanelDiscussion:DrivingBreakthroughBusinessPerformance10:30a.m. K2. Gartner Keynote Gartner BPM Excellence Awards10:45a.m. Networking Break

Track AAspire: Building a Strong BPM Foundation

Track BChallenge: Growing Key Capabilities to Enable Change

Track CTransform: Planning for the Nexus of Disruptive Forces

Track D: How-To TrackBPM in Practice

11:00a.m. A1.BPM:TheManagementDiscipline—TheBigPicture John Dixon

B1.BridgetheGapBetweenStrategicVisionandOperationalExecutionWithBusinessArchitectureBetsy Burton

C1. Bringing Analytics Insights to Business Processes Kurt Schlegel

W1. Building the Business Case for BPM Bruce Robertson, Jim Sinur (90 mins)

12:00p.m. AttendeeLunchandSolutionShowcaseDessertReception

1:00p.m. GartnerTheaterPresentation:Who’sWhoinC&SIMichele Cantara

2:00p.m. A2.GettingStartedWithModeling,AnalysisandMeasurementDavid Norton

B2. Stop Tinkering, Start Innovating Elise Olding C2.FiveWaysCloudCanHelpYouTransformYourBusiness Michele Cantara

W2. SoftwareNegotiationClinic:FollowTheseStepstoProtectYourInvestment Moderator:JoAnn Rosenberger (90 mins)

3:00p.m. Networking Break3:15p.m. Solution Provider Sessions4:15p.m. Networking Break

4:30p.m. TTP1.TothePoint:IntroductiontoBPM-EnablingTechnologiesJanelle B. Hill

TTP2.TothePoint:MakingProcessGovernanceand OwnershipWorkSamantha Searle

TTP3.TothePoint:SuccessfullyMarketingYourBPM Program Michele Cantara

TTP4.TothePoint:SheddingLightonYourDarkProcessesforProfitandCompliance Jim Sinur

5:15p.m. ExcellenceAwardsCaseStudies

5:45p.m. Solution Showcase Reception

6:05p.m. GartnerTheaterSession:BPAToolsMarketScopeDavid Norton

WEDNESDAY, APRIL 37:00a.m. Networking Breakfast Networking Breakfast8:00a.m. A3. BuildingTheSkillsandRolesNecessarytoAdvanceYourBPM

EffortsBruce Robertson B3. CustomerExperienceManagement:HowBPMFitsIntotheBigger Picture Michael Maoz

C3. Manage [BPM] Software Acquisitions as a Process JoAnn Rosenberger

W3. UsingtheGartnerBusinessMaturityModelto Accelerate Business Results Janelle B. Hill(90 mins)


10:15a.m. Networking Break10:30a.m. A4.GettingMoreValueFromSharePointMark Gilbert

B4.MakingYourCentersofExcellenceWorkTogetherforaBigger“BangPerBuck”Bruce Robertson

C4.BPMandMDM:APowerfulForceinBusinessPerformance Improvement Andrew White

W4. BestPracticesinEvaluatingandSelectingConsulting and System Integration Vendors for BPM Michele Cantara (90 mins)

11:30a.m. AttendeeLuncheonandSolutionShowcaseDessertReception12:30p.m. GartnerTheaterPresentation:iBPMSMQW. Roy Schulte, Janelle B. Hill1:30p.m. Solution Provider Sessions2:30p.m. Networking Break2:45p.m. UE1.Gartner-InvitedEnd-UserCaseStudy UE2. Gartner-InvitedEnd-UserCaseStudy UE3. Gartner-InvitedEnd-UserCaseStudy

3:30p.m. Networking Break3:45p.m. K3. Gartner Keynote Maverick Thinking: Automated Competition Using Scenario-Based BPM Jim Sinur 4:15p.m. Networking Break4:30p.m. TTP5.TothePoint:TechnologiesforToday’sandTomorrow’sBPM

UsageScenariosJim Sinur TTP6.TothePoint:EmpoweringBusinessRolesfor Dynamic BPM Janelle B. Hill

TTP7.TothePoint:BusinessProcessAnalysis:Pictures or Decisioning? David Norton

W5. Making Metrics Work Moderators:John Dixon, Kurt Schlegel (90 mins)

5:00p.m. Networking Break5:15p.m. K4. Guest Keynote The Neuroscience of Organizational Change Dr. David Rock, Founder and CEO, NeuroLeadership Group

THURSDAY, APRIL 47:00a.m. Networking Breakfast Continental Breakfast8:00a.m. A5.SelectingandScopingYourFirstBPMProjectTeresa Jones

B5.IsProcessDrivingContentorContentEnablingProcess?ExploringtheECMAngletoBusinessProcessMark R. Gilbert

C5.TheQuestforEngagement:AGamificationChallenge Elise Olding

W6.UsingBusinessCapabilityModeling (BCM) for Performance and Process Change Betsy Burton (90 mins)


10:15a.m. Networking Break10:30a.m. A6.SellingBPMtotheC-SuiteJim Sinur

B6.PowerPoliticsforBusinessProcessImprovementLeadersTina Nunno

C6.GetSmartWithIntelligentBusinessOperationsW. Roy Schulte

W7. CreatingYourSocialMediaVisionandStrategy Nicholas Gall, Mike Gotta

11:30a.m. Networking Break11:40a.m. K5. Gartner Keynote Finding Balance: Have You Bitten Off More Than You Can Chew With BPM? Daryl C. Plummer

AgendaasofJanuary10,2013,andsubjecttochange


TRACK A

Aspire: Building a Strong BPM Foundation

A1. BPM: The Management Discipline — The Big PictureGettingagripontheterminology and approaches for BPM can be achallenge.Understandingthefundamentals is critical to success. This session introduces you to what BPM can do, the key terms and approaches, the role of metrics and the importance of change management.

John Dixon

A2. Getting Started With Modeling, Analysis and MeasurementUnderstandinghowtomodelandanalyze processes and behaviors, as well as collect and measure data before, during and after the project to deploy the right improvements for the problembeingsolved,isaminefieldfor the uninitiated. This session explains these core disciplines, the relevant tools and the cost/revenue benefitsofBPMasanoverallapproach to driving higher business outcomes.

David Norton

A3. Building the Skills and Roles Necessary to Advance Your BPM EffortsFollowing a few quick wins, expect to be asked to expand your efforts and take on larger process challenges. This is the time to formalize BPM roles and skills, considering which are appropriate to hire versus contract,

and whether to establish a business process competency center (BPCC).

Bruce Robertson

A4. Getting More Value From SharePointMicrosoft SharePoint is an incredibly popular platform, but enterprises often struggle to get the value they expect fromit.Learnbestpracticestohelpdrive business success with SharePoint, if it is a key part of your strategy. With SharePoint 2013 having been just released, it is critical to understand best practices to get the most out of SharePoint.

Mark Gilbert

A5. Selecting and Scoping Your First BPM ProjectChoosingtherightfirstprojectforBPM is often critical to success. Much is based on your current level of competence and credibility with the business. Attend this session to get insight into making the right choices based on your capabilities and what the business really wants.

Teresa Jones

A6. Selling BPM to the C-SuiteTheC-suitewantstoincreasesales,attract customers and reduce costs. While BPM can help deliver these goals,itisoftenseenaslow-level, tactical and not strategic in value. This session concentrates on what is importanttoC-levelexecutives,howBPM can help and how you can communicate the value of BPM to your senior team.

Jim Sinur

TRACK B

Challenge: Growing Key Capabilities to Enable Change

B1. Bridge the Gap Between Strategic Vision and Operational Execution With Business ArchitectureBusiness architecture (BA) is critical to successfully driving business process change and delivering innovation. Learnhowleadingorganizationsusebusiness architecture by focusing on strategy, costs, people, process and investmenttodeliverhigh-impactbusiness results.

Betsy Burton

B2. Stop Tinkering, Start InnovatingBPMisNOTaboutdoingone-offimprovement projects. It’s a capability that needs to permeate every corner of yourenterprise.Learnwhatyouneedto do to lead a revolution that delivers value, transparency and accountability thatwillbenefityourbusinessforyears.

Elise Olding

B3. Customer Experience Management: How BPM Fits Into the Bigger PictureThe customer experience is one of the few differentiators that are still hard to imitate.Executivesseeitasacriticalcompetitive battleground. Customers have more choice and power than ever before. This presentation examines the importance and future of customer experience management, while outlining the many possible project types.

Michael Maoz

SESSION DESCRIPTIONS


B4. Making Your Centers of Excellence Work Together for a Bigger “Bang Per Buck”Business process competency centers (BPCCs) cannot be successful withoutmutuallybeneficialplanning,governing and project execution relationships with other centers of excellence(CoEs).Toimprovebusinessoutcomes, BPCCs must integrate with otherCoEs,definingspecificactivities,models and technologies to be shared and skills to leverage.

Bruce Robertson

B5. Is Process Driving Content or Content Enabling Process? Exploring the ECM Angle to Business Process

Information content is the third critical resource (in addition to people and systems) to be managed in many business processes. New forms of content are especially of interest in many collaborative and unstructured processes. This session helps attendees understand how best to leveragethetrendsinECMwithintheir BPM efforts to improve productivity.

Mark R. Gilbert

B6. Power Politics for Business Process Improvement LeadersDriving BPM across an organization requires a sophisticated understanding of the role of power in leadership. Many roles come with a certain amount of power;however,businessprocessimprovement (BPI) leaders must deal with stakeholders across the enterprise who are equal if not superior in power and standing. This presentation shares theperspectivesofover30CIOsand

other BPI leaders on managing power, politics and executive relationships.

Tina Nunno

TRACK C

Transform: Planning for the Nexus of Disruptive Forces

C1. Bringing Analytics Insights to Business ProcessesAnalytics are needed to align organizations with consistent and insightful measurement and decision support systems (DCS) that enable business roles to answer questions suchas:Whathappened,whydid it happen and what will happen? This session examines how IT and business leaders can lead transformational analytics programs anddeliverrealbusinessbenefit.

Kurt Schlegel

C2. Five Ways Cloud Can Help You Transform Your BusinessCloud computing provides business process directors and business process improvement practitioners with a bewilderingarrayofoptions:SaaS,BPaaS, PaaS, hybrid cloud, cloud servicebrokerage.Thissessionidentifiesthe most critical cloud concepts and best practices for successfully using cloud services to achieve business process improvement outcomes.

Michele Cantara

C3. Manage [BPM] Software Acquisitions as a Process

This session introduces a new best practice – SNAP – for managing the strategic negotiation and acquisition process. Too often, we see BPM projects delayed because of prolonged contract negotiations. SNAP helps organizations select the optimal financial and business solution, helps buyers make more informed decisions earlier in their software evaluation efforts, and reduces the time necessary for final negotiations and contract execution.

JoAnn Rosenberger

C4. BPM and MDM: A Powerful Force in Business Performance ImprovementFor too long, application and information architecture have been loosely coupled. Theresult:inconsistentprocessesanddata spanning the business. Improved business outcomes are the goal of BPM, yet without a strong MDM focus, benefitswillbelimited.Thissessionexplains how to leverage BPM and MDM across complex application landscapes.

Andrew White

C5. The Quest for Engagement: A Gamification ChallengeGamificationhypeisrampant,andtheuses inside the enterprise are still emerging. This presentation highlights opportunities and pitfalls when using gamificationtomakeemployees’workmore interesting, deliver continuous improvement and contribute to bottom-lineresults.

Elise Olding

Foundational Advanced Tactical Strategic Business Technology


C6. Get Smart With Intelligent Business OperationsOrganizationsarelookingbeyondefficiencyandtowardimprovingoperational effectiveness. Intelligent businessoperations(IBO)isaboutmaking processes smarter. It is where real-timeanalyticanddecision-management technologies are integrated into activities that run the business, closing the loop between operational insight and action.

W. Roy Schulte

l

To the Point sessions

TTP1. To the Point: Introduction to BPM-Enabling TechnologiesBusiness pressures in a global economy are increasing, making it critical for managers and employees to have better visibility and control over daily operations. Adjusting work based on yesterday’s reports isn’t goodenough.BPM-enablingtechnologies (BPMT) enable a proactive approach to achieving desired results.

Janelle B. Hill

TTP2. To the Point: Making Process Governance and Ownership WorkIneffective business process governance and process ownership reduce business performance results and can cause BPM programs to fail. This can be avoided through understanding how business process governanceshouldfitwithintheorganization, better education about the role of the process owner and ongoing process analysis support to business process owners.

Samantha Searle

TTP3. To The Point: Successfully Marketing Your BPM ProgramInevitably, questions arise about the roles, responsibilities and mission of the business process competency center relative to other organizational groups(suchasthePMO).Often,thesegroups,andevenline-of-business managers, don’t know how and when to engage with the BPCC. This session helps you learn how to publicize the services of a new BPCC or reinvigorate interest in an established BPCC.

Michele Cantara

TTP4. To the Point: Shedding Light on Your Dark Processes for Profit and ComplianceOrganizationsthinktheyaredeliveringthe most revenue for the least amount of effort. This session focuses on how toidentifythe“darkprocesses”thatprevent this from being true, yielding better and more compliant practices andprofits.

Jim Sinur

TTP5. To the Point: Technologies for Today’s and Tomorrow’s BPM Usage ScenariosBPM-enablingtechnologiescanbevery effective throughout the process creation and execution life cycle. This session concentrates on both today’s and tomorrow’s usage scenarios, and highlights what features of a BPMS/iBPMS are needed to support each scenario. Eachcasewillbeexplainedinlightoftypical business outcomes.

Jim Sinur

TTP6. To the Point: Empowering Business Roles for Dynamic BPMTBA

Janelle B. Hill

TTP7. To the Point: Business Process Analysis — Pictures or Decisioning?Business process analysis (BPA) is oftenthefirststepinaBPMprogram.The need for analysis morphs over time and with the maturity of the BPM initiative — from simple pictorial representations of the process, through analysisandfinallytofulldecisionsupport. This session will explain the

SESSION DESCRIPTIONS


roleofBPAusingthenewGartnerBPAMagic Quadrant as a guide.

David Norton

TRACK D

W1. Building the Business Case for BPM (90 mins)Putting together a business case for buying technology is very different from building one that establishes a new organizational capability like BPM. Understandingwhatneedstobeincluded and the ways of structuring this can be a challenge. This workshop providesyoutoolsandhelpsyoudefinethebusinesscasefor“doingBPM.”

Bruce Robertson, Jim Sinur

W2. Software Negotiation Clinic: Follow These Steps to Protect Your Investment (90 mins)This workshop provides steps and processes to negotiate software license and maintenance deals governed by protective terms and conditions. It also provides best practices to track and manage these licenses for compliance. Participants work on activities that illustrate how to analyze an actual software proposal and create asoftwareterms-and-conditionschecklist to use for future negotiations.

Moderator: JoAnn Rosenberger

W3. Using the Gartner Business Maturity Model to Accelerate Business Results (90 mins)Havingrealizedclearbenefitsfrominitial BPM projects, many BPM leaders are challenged to expand their efforts and establish a comprehensive, strategic BPM program to accelerate business performance results. Gartner’sITScoreforBPMMaturityisan online diagnostic tool to help guide BPM efforts. Workshop attendees use the tool to assess their organization’s BPM maturity and then work with peers to identify appropriate next investments to advance their BPM program. (Please note that this session is available to end users only and that preregistrationisrequired.Limitedto30 people.)

Janelle B. Hill

W4. Best Practices in Evaluating and Selecting Consulting and System Integration Vendors for BPM (90 mins) Many organizations lack the skills and resources to staff BPM projects and programs.Usingcasesmodeledoncommon BPM scenarios, participants identify the roles and skills needed, do a skills gap analysis and select one or more consulting or systems integration of vendors (C&SIs).

Michele Cantara

W5. Making Metrics Work (90 mins)Oneofthemostsignificantreasons for BPM project failure is a lack of demonstrable evidence to show value delivered. Metrics are fundamental to

showing success but are often poorly thought through and executed. This workshop explores the pitfalls and success of metrics design, and shows how to establish a meaningful metrics framework.

Moderators: John Dixon, Kurt Schlegel

W6. Using Business Capability Modeling (BCM) for Performance and Process Change (90 mins)Integrating business strategy and vision is critical for driving business performance and transformation. In this workshop, we’ll help you advance your BPM maturity by creating and exploringspecificbusinessscenarios,introducing the business capability map and understanding the implications and actions of using business capability modeling.

Betsy Burton

W7. Creating Your Social Media Vision and Strategy Organizationsaregainingcompetitiveadvantage by using social media to amplify the power of people — their experiences, passions and genius — to achieve unprecedented business results that transcend the walls of the organization. In this workshop, attendees collectively work and explore ways to amplify their organization’s capabilities through a highly collaborative culture.

Nicholas Gall, Mike Gotta

Foundational Advanced Tactical Strategic Business Technology

How-to track: BPM in Practice


With Enterprise BPM, Software AG is the first company to offer full lifecycle support for all stakeholders and process scenarios across an enterprise. We unite BPA and BPMS, deliver an integrated Process Intelligence suite, and back it up with enterprise-strength integration and SOA. Our industry-leading brands—ARIS, webMethods, Terracotta, Adabas, Natural and IDS Scheer Consulting create a unique portfolio covering: Enterprise BPM; process-driven MDM, IT modernization and SAP implementation; SOA-based integration; data management; application development; and strategic consulting.

AgilePoint, Inc.

BP Logix

DST

Eccentex

Fujitsu America

HandySoft Global Corp.

iGrafx

ISIS Papyrus

Kofax

Newgen Software

Oracle

Red Hat, Inc.

XMPro

Appian delivers everything needed to drive better business decisions, actions and results. All the data, all the processes, all the documents and all the collaborations – in one environment, on any device, through a simple social interface. The Appian BPM Suite is available on-premise and in the cloud, with complete portability. More than 3.5 million users, from Fortune 100 companies to the mid-market and small businesses worldwide, trust Appian to power their critical business processes. For more information, visit www.appian.com.

Business Process Management (BPM) by OpenText unleashes the power of information to give employees, customers, and partners what they need to quickly and consistently deliver exceptional results. As part of Enterprise Information Management by OpenText, BPM helps organizations work more efficiently, improve the optimization of complex processes, and outperform their business goals with real-time business insight. Through process-based applications, BPM by OpenText is able to accelerate deployments and deliver value faster. To learn more, visit www.opentext.com.

Pegasystems revolutionizes how leading organizations optimize the customer experience and automate operations. Our patented Build for Change® technology empowers business people to create and evolve their critical business systems. Pegasystems is the recognized leader in business process management (BPM) and is also ranked as a leader in customer relationship management (CRM) software by leading industry analysts.

IBM Business Process and Operational Decision Management empower organizations to achieve better business outcomes with improved processes and intelligent decision-making in a collaborative and agile way. IBM’s market-leading offerings combined with industry expertise and services help organizations exceed customer expectations, increase productivity, and get complete visibility into business operations. www.ibm.com/bpm

Develop a shortlist of technology providers who can meet your particular needs. We offer you exclusive access to some of the world’s leading technology and service solution providers in a variety of settings.

SOLUTION SHOWCASE

PREMIER SPONSORS

PLATINUM SPONSORS

SILVER SPONSORS

Bosch Software Innovations is internationally recognized for its innovative industry solutions and middleware products. The combination of BPM, BRM and M2M with device management and industry know-how is the ideal foundation for supporting new business models in the Internet of Things.

Accenture is a global management consulting, technology services and outsourcing company, with more than 257,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments.

Microsoft introduces flexible online PPM and client subscription services to achieve strategic priorities as well as manage tactical project execution and everyday work. Built on SharePoint, Project provides new choices for teams, departments, and large organizations to adopt lightweight or rigorous approaches to PPM.

The entellitrak unified BPM platform for Case and Business Process Management streamlines application development, enabling organizations to get to work quickly while keeping costs low. Built to open standards, with open architecture and platform independence, entellitrak can be hosted on-premises or in the cloud, and is used by more federal agencies than any other BPM product.

Sponsors as of January 7, 2013, and subject to change

MEDIA PARTNERS

As market leader in enterprise application software, SAP helps companies of all sizes and industries run better. From back office to boardroom, warehouse to storefront, desktop to mobile device – SAP empowers people and organizations to work together more efficiently and use business insight more effectively to stay ahead of the competition. SAP applications and services enable more than 197,000 customers to operate profitably, adapt continuously, and grow sustainably.

Technology Evaluation Centers


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Gartner Business Process Management Summit 2013April 2 – 4 | National Harbor, MD | gartner.com/us/bpm

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By 2016, 60% of BPM initiatives will fail unless they can demonstrate direct positive impact on the organizational strategy.

Gartner Predicts

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