Tracks
10 Tracks
| Maturity Level: Advanced | If you are an advanced practitioner of BPM these sessions will enable you to integrate BPM into the fabric of your organization. | A |
| Orientation: Business | These sessions focus on BPM from the business perspective. | B |
| Maturity Level: Essentials | If you are at the early stages of your BPM initiatives or your BPM efforts have stalled, the Essentials sessions will focus on getting your BPM program off to a good start. | E |
| Maturity Level: Intermediate | The sessions identifi ed as Intermediate will focus on building capabilities that sustain BPM efforts while improving key processes. | I |
| Orientation: IT | These sessions will focus on BPM from the IT perspective. | IT |
| Focus: Practical Guidance | Sessions marked with a “P” icon focus on how to, dos and don'ts and best practices. The content is geared towards tactical information you can action straight away. | P |
| Focus: Strategic Framework | Sessions that support strategic decision-making are marked with an “S” icon. | S |
| Track 1: Best Practices for BPM Success | This track illuminates best practices in applying BPM disciplines and technologies to successful BPM efforts. You will learn how to get started with BPM, justify BPM efforts, use BPM methodologies, and incorporate those methodologies into your organization’s own Business Process Improvement (BPI) methods and Software Development Life Cycle (SDLC). This session also includes How To’s for staffing and sourcing the skills necessary for BPM competencies and how to use BPM to improve collaborative knowledge based processes as well as structured processes. | T1 |
| Track 2: Organizational Engagement | BPM adoption inevitably forces cultural change and triggers resistance to improving processes coming from inertia, the politics of power, and fear – all of which must be subdued to achieve real BPM success. The key to acceptance of change is organizational engagement – getting all parties to see the positive net benefits and even originate changes that will be seen as desirable. This track is about how to do that – from sound change management and communications methods through to the creation of the BPM business case. Methods of stimulating business user interest include visible metrics, user friendly process modeling, and simulation of the expected results. | T2 |
| Track 3: Consuming BPM Technologies | While BPM is a management discipline that is enabled by technology, not all BPM technologies support BPM management disciplines equally. Moving your BPM effort to a higher level of maturity requires the use of the right BPM technologies. Understanding which technology to choose to begin or expand a BPM effort can be daunting. Sessions in this track delve into the following technologies: Business Process Analysis (BPA), Business Activity Monitoring (BAM), flow management, B2B networks, Business Intelligence (BI), Business Rule Engine (BRE), Business Rule Management System (BRMS), Business Process Management Suites (BPMS), Complex Event Processing (CEP), and packaged applications, and identify which technologies are appropriate for BPM usage scenarios and maturity levels. | T3 |
