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Monday
13:55-14:55 | | |
| As BPM moves from being just a project to becoming a program in enterprises, there is a need to examine key differentiators that will drive competitive advantages. One such differentiator is dynamic BPM. The ability to change processes in real time will lead to greater agility moving forward. This presentation will examine the difference between agility and dynamism and how they both relate to making your business success more vibrant. | |
Tuesday
08:30-09:30 | | |
| The day after the collection of several SOA horror stories, it is good to enumerate and catalogue the most common SOA mistakes, search for early indicating signs that they might come, and suggest corrective actions BPM experts can take not to fall in the same trap that has caught others before you. This session will cover 7 mistakes and 7 antidotes. | |
Tuesday
10:40-11:40 | | |
| Business process improvement is an ethereal subject – even without bringing "cloud" into the equation. Until now, business processes supported by cloud computing have been a "black box,a Bermuda Triangle”, within an organization's end-to-end processes. The use of business process management technologies (BPMTs) by providers of cloud computing makes these hidden processes visible to stakeholders and allows for holistic process optimization. This session looks at the adoption of BPMTs in cloud computing. | |
Tuesday
14:10-15:10 | | |
| Many BPM disciplines (i.e. discovery, analysis, and performance management) are best supported by BPM technology. Competence in these skills must become ingrained in the work habits of business professionals. Today’s BPMS represents state-of-the-art technology for business managers to explicitly manage daily operations, leveraging an enterprise business process platform. It is our expectation that we will be able to unveil the new 2009 BPMS Magic Quadrant and we will analyze the current and future state of the BPM market. | |
Tuesday
15:40-16:40 | | |
| Most people think of optimization and simulation as hardcore tools that are used to fine tune processes. There is much more to both than just “stone polishing” implied in popular BPM methods. Simulation and optimization can be used to in tandem with sandbox techniques to test out changes in policies and the resulting business rule changes. Optimization techniques can be used to project the effects of process change, the best uses of resources in lean times and the identification of evolving best practices. | |