Roundtable Issues Selection

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EXECUTIVE DAY
Roundtable Issues:
Executive Roundtable Issues (PDF Format)

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Roundtable A: BPM & Corporate Governance

Tools and techniques are most needed to help a company control its assets, report its operations, meet regulatory requirements and manage its business. What should BPM provide to support better corporate governance? Or perhaps more appropriately, how does BPM technology need to adapt to reflect the needs of corporate governance? Are these technology issues at all, but more focused on achieving cultural change in the enterprise?

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Table B: Security Issues in Process Collaboration

Often safety and flexibility are at odds in business process design.  How can organizations conduct business securely while still obtaining the most benefit from information and process sharing?  Who should be allowed to change processes?  What does it mean to own a process? What security concerns must be addressed? What are the security risks and how might better tools and techniques mitigate these risks?

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Roundtable  C: Adaptive processes for the agile enterprise

Tools and techniques (such as business rules, modular/reusable designs, just-in-time practices) that help an organization avoid BPM failure scenarios (such as analysis paralysis, the static process straightjacket, perpetuating the idiosyncrasies of past designs, and bottom-up IT-driven architectural spaghetti) and promote continuous innovation in an environment of continuous change. How do you balance efficiency/control with the agility and adaptability dimension? How could you model degrees of empowerment? What BPM tools, techniques and standards are needed to enable an enterprise to become more agile?

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Roundtable D: Collaborative BPM across trading communities

What challenges and opportunities face the extension of business processes beyond the organization firewall? Who owns the process and how can partners synchronize their process adaptations? What is needed to meet the challenges and opportunities?

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Roundtable E: Executing BPM across the global enterprise

What tools and techniques should be standardized across the enterprise and which can be left to “local flavor”?  What is needed to integrate processes across the enterprise and still allow for local optimization of processes? How does the process architecture find a balance?

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Roundtable F: Costs of BPM

Sustaining BPM initiatives requires investments in technology and organization infrastructure. What is needed to reduce the costs of BPM? On the other hand, BPM initiatives are perceived as being costly, yet the real cost of technology ownership has dramatically reduced over recent years. Moreover, the central aim of most BPM initiatives is to create a high performance business. So it could be viewed in terms of what is the cost of not adopting BPM as a core management discipline? If BPM initiatives involve long term cultural change, how can the traditional, project-based funding paradigm be adapted?

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Roundtable G:  Business Process Design: Improving collaboration between business and IT

How do business analysts and IT interact in modeling and implementing BPM solutions?  Are there distinct handoff events, or is it an extended collaboration?  How does the "cycle of continuous process improvement" really work in practice?  What are the appropriate business and IT roles and responsibilities, and do today's process modeling and design tools help or hinder this interaction?

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Roundtable H: Technology Investments in a Challenging Financial Market: Balancing Tactical and Strategic Issues

Investing profits in technology has increased revenue and lowered operating expenses. However, the current market climate has produced a challenge: It's not as easy as it used to be to justify the expense, but in many ways it is more important. How do firms justify technology investments when market challenges impede revenue growth and increase costs?

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Roundtable J: Sustaining BPM momentum: Metrics to measure BPM success

What elements of past successes (or failures) can be leveraged to repeat and scale project successes? Focusing on continuous process improvement and optimization, what performance measures are most important to determine the success and value of a BPM initiative? How can production management disciplines be adopted to enhance performance of teams?

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Roundtable K: BPM in a mobile world

Machines conduct their business with each other in short bursts over a live connection. People don't. What are the unique challenges facing participants who are disconnected from one-another and engaged in long-running processes?  What best practices are particularly relevant for business that is conducted with multiple people engaged in multiple conversations?  What is needed to support these practices? What are the implications for process models and execution engines.

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Roundtable L: Outsourcing BPM

Outsourcing now goes far beyond software development or call centers and BPO. Some argue the next wave will be outsourced execution of BPM. What issues/barriers exist to the adoption of “Process-On-Demand” – including legal, data protection, integration, processes such as electronic agreements, agents, signatures and privacy? What issues are associated with transparency and management control over outsourced processes?
 

Select your topics of choice in order of preference
1 being favorite.

TECHNOLOGY DAY
Roundtable Issues:
 

Roundtable A : Transactions – TBC

Roundtable B : Business Rules – Paul Vincent (Fair Isaac)

Roundtable C : Human Collaboration – Justin Brunt (TIBCO)

Roundtable D : Mobility – Jukka Riivari (Meridea)

Roundtable E : Process Runtime Interactions – Setrag Khoshafian (Pegasystems)

Roundtable F : XPDL – Robert Shapiro (Global 360)

Roundtable G : BPQL – TBC

Roundtable H : Web Services/SOA – Jean-Jacques Dubray (Attachmate)

Roundtable J : BPMN, BPDM & UML – Fred Cummins (EDS)

Roundtable K : ebXML – Monica Martin (Sun and co-chair of the OASIS ebXML Business Process Technical Committee)