Speakers information & presentation outlines

OPENING KEYNOTE

Managing Change in Business Processes and the Information Systems that support them

It’s an all too familiar story: Your organisation spends a great deal of time and money redesigning business processes and enterprise systems only to encounter massive resistance during implementation - or else people revert to their old ways of working at the first signs of stress. The key to avoiding such problems and to achieving success is to manage the people side of business process and systems change - ideally before problems arise. This presentation describes how to build implementability into business process and systems change projects.

M. Lynne Markus

Professor, Bentley University (US)

M. Lynne Markus has an ideal background for business process change management - industrial engineering, organisational development, and information systems. She is the John W. Poduska, Sr. Professor of Information and Process Management at Bentley University and a Research Affiliate of MITSloan’s Center for Information Systems Research. Professor Markus’s teaching, research, and consulting interests include enterprise and inter-enterprise systems, IT governance, and IT-enabled organisation change. She is the author/editor of five books and over one hundred articles; her research has been supported by numerous government and industry grants. She was named Fellow of the Association for Information Systems in 2004 and received the AIS LEO Award for Exceptional Lifetime Achievement in Information Systems in 2008. 

CLOSING KEYNOTE

Operational Performance Management to serve a "Zero Latency Organisation"

A zero latency organisation is an organisation where the decision to action latency is aligned with the operational business processes, thanks to a mixte of operational BI (event driven BI, uses to capture real time events ...) and decisional BI (analytical BI, uses for the modelisation & forecast ...) and the appropriate business processes, to optimise the operational performance of the company.

Fernando Iafrate

Senior Business Intelligence Manager, Disneyland Paris (FR)

Fernando Iafrate has 10 year of experience within Business Intelligence: making business ideas happen. His field of action includes Business Intelligence (operational & decisional) for a "zero latency organisation" to optimise in real time the performance of the enterprise, Yield Management (forecast & optimisation of perishables goods under constraint).

Finalist of the Gartner Business Intelligence Awards (2006), winner of the annual Business Objects BI Trophy (2005 & 2007), Teacher at Paris Dauphine University & Grenoble GEM (Master,  DESS & MBA): Business Intelligence / Market Intelligence / Knowledge Management, International experience (2 year at the NASA Cap Canaveral working on simulation systems...).

1A. PRACTITIONER CASE

A Practical Approach to selecting and evaluating Customer Projects

With a fully booked engineering team at Barco Defense Division, the sales team continues to push new projects into the pipeline. The abundance of available projects calls for careful evaluation of both new and existing projects. A new approach to selection and monitoring was installed to manage the Barco Defense project portfolio. This included the introduction of a simple tool providing benefits such as self assessment of projects, transparency of the portfolio, reviewing criteria including NPV, strategic fit, and market value, smarter decision making with regards to the portfolio, etc. In the future project managers will be trained to focus on healthy projects by means of tools to identify issues and potential solutions.

Peter Pauwels

Managing Director, BarcoView Texen (Toulouse)

Director of Product & Program Management, Barco Defense

Peter Pauwels has over 15 years of experience in the Defense & Avionics market. Operating from both Toulouse (FR) and Kortrijk (BE) he is currently managing the Barco portfolio of products and projects for the Defense industry (>60M€ sales per year). Peter has an engineering degree in Electro-Mechanics and holds an International MBA from Vlerick Leuven Gent Management School.

1B. PRACTITIONER CASE

How to successfully combine IT, Process & Business Change and avoid becoming part of the 70%

An industry wisdom proclaims that roughly 70% of IT projects typically tend fo fail. Cisco is not immune to the challenges encountered during large IT projects, however has learned how to keep the percentage of unsuccessful projects below 10%. During this presentation Roosens will review a case study that spotlights a very large multi-year IT project within Cisco that experienced almost every possible challenge along its way to final launch and completion, including underestimated adoption challenges, poor code, mismatches between what was built and what was required, sponsorship issues and process change hurdles.

Over a period of two years, the team was able to turn the project around. Their learnings and best practices have been documented and culminated into a unique set of new methodologies, templates, change management processes and communication strategies. Today, Cisco has taken these learnings and actively applies them on its new large and small projects.

Program management literature often provides descriptions of these methodologies. This case study focuses on the pragmatic application of the textbook theory. How were these best practices made to work on the day to day project? Specific attention is given to the approach of governing IT programs using business balanced scorecards, to managing culture in a global organization with a globally spread out project team and to mechanisms for driving sponsorship and change on a large scale.

David Roosens

Senior Manager of Service Sales Productivity, Cisco

David Roosens has been at Cisco since 2000. During that time, he has held a number of leadership positions managing business processes in the service productivity area.  In his current role as Senior Manager of Service Sales Productivity, he drives sales operationalisation of Cisco’s $8B services business.  Prior to joining Cisco, David held positions in the business intelligence and financial reporting practices of Computer Sciences Corporation. David has a Masters of Science degree in Applied Economics and a postgraduate diploma in Business Informatics from KU Leuven University. David additionally holds an MBA from Vlerick Leuven Gent Management School.

1C. ACADEMIC PRESENTATION

Baseline or Opportunity?

Typically, at project level, in presenting the “justification” for the project, the business case explores the necessary information to support decisions to commit to the achievement of the outputs. At program level, the business case needs to present the necessary information to support decisions that will, over time, increasingly commit an organization to the achievement of its outcomes or benefits. 

This presentation takes you behind the scene to look at the major differences between the decision-making processes in a time limited project environment and the decision-making processes in the program environment. Are these two different planets?

It is too often commonplace that the classic decision making theory and practice of breaking down big decisions into smaller decisions used in a project approach is exported to the program approach. In this approach, players are taking for granted that the sum of many small decisions leads to one good mega decision and that people think in a rational manner and use probabilistic facts in a constructive way.

Our goal is to travel a new path that examines the differences between project and program decisions, exploring recent trends to help program managers when the volume and complexity of information limits or precludes the use of a traditional decision making approach.

Manon Deguire

Professor, Lille Graduate School of Management

Managing Partner & Founder, Valense Ltd.

Manon Deguire is a Managing Partner and founder of Valense Ltd., a PMI Global Registered Education Provider, which offers consultancy, training and research services in value, project, program, portfolio and governance management. Her ongoing involvement in academia and her experience as a practitioner with local and multinational organisations, have led her to speak and publish regularly both at academic and professional level in international forums. Manon is a member of the PMI^® UK Chapter’s Board of Directors, was a member of the Registered Education Provider Advisory Group, past Director-at-Large (Professional Development) of the PMI^® EdSIG, and a member of the Decision Sciences Institute (DSI).

1D. PREMIUM SPONSOR

Strategic Portfolio and Business Planning

Today numerous organisations struggle to get value from their strategic investments. The main reason is that many investment decisions - 85%! - are not fact based, but are decibel driven. Good ideas are lost along the [lacking] process, while budgets and resources are allocated to the wrong initiatives. Today’s economic tide and market dynamics force organisations to optimally plan and align their investments to the Corporate Strategy. Illustrated with real life references, this session will explain how a PPM solution will increase the ability to plan and execute on strategic initiatives.

Marc Leijten

Senior Principal Consultant, CA

Marc Leijten has been with CA for over 15 years and during that period he held various positions with regard to CA’s (IT) Management and Governance portfolio.  The last 4 years Marc focused on Project and Portfolio management and peripheral processes. In that role he was involved with multiple large enterprises that needed to optimise and support their Portfolio management process.

1E. PRACTITIONER CASE

The Implementation of an eCommerce Platform: turning Failure into Success

Since the launch of a new e-commerce platform, Thomas Cook Belgium’s online turnover had grown by 54%, the number of online bookings has increased by 37%, and the look-to-book ratio by 26%. The ambitious e-commerce project set up in 2006 could easily have failed, but didn’t.

The TC e-com project illustrates the importance of good organisational and project governance. It also shows that some problems can be anticipated, whereas others, such as management and scope changes, can’t. But they can be managed.

In his presentation, Wim Vermaesen will elaborate on how all these actions finally led to a gradual implementation of the new solution that today is one of the core sales system for both Belgium and The Netherlands, and that keeps on evolving in an agile way.

Wim Vermaesen

Process Manager, Thomas Cook

Wim Vermaesen has been responsible for Business Process Management at Thomas Cook Belgium since 2008. Before that, Wim held various IT management roles, starting as Head of IT for Neckermann Belgium and ending as Regional CIO responsible for the IT operations from Thomas Cook Belgium, The Netherlands and France.

Prior to joining Thomas Cook, Wim worked as an IT consultant in the area of IT strategy and processes and as IT Director for the Flemish Public Broadcasting Company. Wim started his career in 1979 doing research in the area of physical electronics and semi conductor technology after finishing his studies as a Civil Engineer at Ghent University.

2A. PRACTITIONER CASE

Process Reengineering and Business-IT Alignment as Cornerstones of Business Transformation

Belgacom, the incumbent Belgian Telecom operator, is running a transformation program to provide an answer to the ever changing environment. Next to innovative and reliable telecom services, today's customers expect to be able to interact with the operator at its most easy convenience. All interactions via shops, call centers or the web should offer a similar customer experience and should be integrated with back-end systems to enable instant fulfillment. Further integration of products and services require the replacement of legacy networks and service platforms. And of course, on top of all these changes, we continuously improve efficiency. The case will demonstrate how process management, enterprise architecture and business-IT alignment are fundamentals of this change program.

Wouter Depoortere

Head of Architecture, Belgacom

Wouter Depoortere is a business person 1st and an architect 2nd. The Head of Architecture faces outwards into the business and into the management organization, driving architecture to deliver for the business and creating the space for architecture to be effective. It is a political role. As Enterprise Architect, he likes to refer to himself as the gardener of Belgacom Group's IT and Network. If you think about how Enterprise Architecture really works, it starts with planting seeds (ideas), pulling weeds (eliminating inefficiency), spreading fertilizer (gaining buy-in) and eventually harvesting (competitive advantage).

Wim Bouckenooghe

Director Business Transformation, Belgacom

Wim Bouckenooghe holds a Master degree in Civil Engineering and Industrial Management. Wim started his career in Belgacom and gained a solid Telecom experience through operational responsibilities, project management and several years as financial controller. In 2007 he joined the new Business Transformation Team of Belgacom that manages a transformation program aiming to bring a new customer interaction model and higher operational efficiencies. The transformation program will also contribute to the further fixed-mobile-media convergence by replacing legacy networks and service platforms.

2B. ACADEMIC PRESENTATION

Continuous (Process) Innovation: the Future of BPM

Maturity models indicate that continuous innovation is the ultimate destination of Business Process Management.  Currently, BPM is still too much focused on ad-hoc improvement rather than on continuous innovation. 'Taking what you already have and making it just a little bit better' or 'doing more of the same but better' is not sufficient anymore. Innovation is about discovering a new service concept, a new business model, new customer segments ... Today's organisations need to leverage on these ingredients of innovation. This contribution will elaborate on a process based methodology leading to opportunities for continuous innovation.

Hendrik Vanmaele

Professor, Ghent University and Vlerick Leuven Gent Management School

Prof Dr Hendrik Vanmaele is Chief Executive Officer of Möbius, a consulting company, and a part-time professor at Ghent University and Vlerick Leuven Gent Management School. He specialises in the domain of strategic management of process-driven organisations. His unique experience as an academic - combined with relevant business experience - makes Prof. Vanmaele a compelling speaker on an international level. He has also authored several publications in the field.

2C. PREMIUM SPONSOR

Dimitri Van Hecke

CIO, Infrabel

2D. PRACTITIONER CASE

From an Internal Improvement Approach to the Implementation of an International Agreement

BTC (Belgian Technical Cooperation) is the Belgian development agency. It is operating in some twenty countries and has seen its activities grow significantly over its 10 years of existence. 
BTC bases its quality management on the EFQM model. The process approach to which it committed in 2005 enables BTC not just to meet the challenges related to its growth, but also to make the application of the Paris Declaration principles concrete. The Paris Declaration (2005) is a partnership agreement signed by both developed countries and developing countries to jointly increase aid effectiveness.
BTC has recently been certified to the ISO 9001:2008 Standard. 

Christophe Maréchal

Quality Management Coordinator, BTC

2E. PRACTITIONER CASE

Getting BP Professionals out of their Silo

One of the fundamental goals when working with business processes is to break down organisational barriers – the famous “functional silos” – to enable optimal processes.

It is strange, then, that so many BPx professionals (where “x” =  Management, Innovation, Improvement, Redesign, …)  are themselves in a functional silo, and often aren’t aware of it. Other disciplines within an enterprise are also focused on improving performance, including Business Intelligence, Business Performance Management (“the other BPM,”) and Organization Development (OD.) Viewing BPx as a process itself, each of these is a potential silo that could be a participant in the process. OD in particular offers skills and techniques that can offset some of the common weaknesses in BPx approaches. This presentation will look at those weaknesses, how OD can help, and what steps are necessary to get BPx and OD working together.

Key points include:

• The goals and methods of OD
• Why business process work needs OD
• Why OD might not want to work with BPx
• Factoring OD into a BPx methodology

Alec Sharp

Senior Consultant, Clariteq Systems Consulting (Canada)

Alec Sharp has managed his consulting and education business, Clariteq Systems Consulting Ltd., for close to 30 years. Serving clients from Ireland to India, and Washington to Wellington, Alec’s expertise includes facilitation, business analysis, data management, and, of course, business process improvement. In addition to his consulting practice, he conducts top-rated workshops and conference presentations on these topics globally. Alec is the author of “Workflow Modeling, second edition” (Artech House, 2009) which is widely used as a consulting guide and university text, and is a best-seller in the field.

3A. ACADEMIC PRESENTATION

Enterprise Architecture Essentials

To overcome the danger of short term and project bound decisions that could be detrimental to achieving long term optimisation, organisations should adopt an Enterprise Architecture approach. In this presentation we'll define what should be understood by an "EA approach", and investigate benefits, dangers and misconception.  Putting EA in practice requires the creation of architectural description and a governance process to manage  architecture evolution.  We introduce the Zachman Framework,  an example framework for architectural descriptions and TOGAF, a framework for EA governance. We conclude with a brief review of the current state of practice of EA in Belgium.

Monique Snoeck

Professor, K.U.Leuven

Monique Snoeck is full professor in the Management Information Systems Group of the Faculty of Business and Economics at KULeuven and visiting professor at the FUNDP. Her research focuses on requirements engineering, conceptual modeling, UML, model-driven engineering, enterprise architecture, and service oriented architecture. She received her PhD in computer science from K.U. Leuven.

3B. PRACTITIONER CASE

Bringing Business Value thru Enterprise Architecture

Current practices of bringing enterprise architecture live will be presented, highlighting the challenges, benefits and pitfalls of such an implementation. How EA fits into the overall organisation will be addressed as well, covering the governance needed to get the benefits of EA.

Hernan Cordova

Director of Strategy, Enterprise Architecture and Portfolio, Philips NL

Hernan Cordova is Director of Strategy, Enterprise Architecture and Portfolio since January 2009. During 2008, he was working as business development and portfolio solution director at Telindus International (Belgacom). From 2005 till 2008, he was working as a senior business and technological consultant at De Valck Consultants (Altran Group). From 2004 till 2005 he was working for a spin-off of the Vrije Universiteit Brussel as Market intelligence manager. From 2000 till 2004 he was working as Program Director at an international consortium in South-America . From 1999 to 2002 he was technical innovative director for impsat fiber networks (nowadays known as globalcrossing). From 1997 to 1999 he was product and account manager for a small financial software firm.

3C. PRACTITIONER CASE

The Role of Enterprise Architecture for Business-IT Alignment

Edwin D'Hondt

Senior Vice President Information Systems, Umicore

Edwin D’Hondt has been the Senior Vice President Information Systems at Umicore S.A. since 2003 heading group wide IT. Before this he was Vice President I.S. as of 1998 implementing year 2000 and supporting growth of Umicore businesses. As Manager of Application Projects he headed the implementation of the I.S. SAP master plan until 1997. He has worked for Umicore since 1980 in various positions within IT. The I.S. department is divided into 3 area's: Expertise Centers that steer the Application platform (e.g. SAP),  Operations structured by Region with teams responsible for infrastructure and local application support and Governance comprising Financial Control, Common Data Management and Risk Management. The I.S. internal headcount amounts to 125. The I.S. team is supporting an environment of about 6500 users in 35 countries and 110 locations.

3D. PRACTITIONER CASE

Business and IT Alignment with EA: How to create Value for the Business?

Enterprise Architecture (EA) is a management tool whose real value results in making better business and IT investment decisions to help our customers manage their financial future. Initially, EA frameworks were used merely as a classification mechanism to organise and relate information about our business, information, IS services, applications and technology aspects, but it proved to be insufficient. This presentation will highlight practical alignment experiences from ING projects where EA frameworks are used not only as a common language with the business management, but most notably to foster our reasoning and investment decision processes.

Tomasz Tomkowicz

Business Architect, ING

Mr. Tomasz M. Tomkowicz is a business architect of Commercial Banking Services at ING Operations & IT, a department of Strategy & Support / Enterprise Architecture. Mr. Tomkowicz specialises in value investments resulting from the business and IT alignment and supports various ING departments in the Netherlands and Belgium. His focus is on value creation analysis using the business architecture as well as EA frameworks and BPM. Prior to this position, he had served as a management consultant at ING Management Consulting Services in Belgium and before as a consultant / research associate at SAP Business Consulting in Germany. He studied economics, information management at universities in Poland, Germany, and Switzerland.

3E. PREMIUM SPONSOR

Driving Business Transformation with Enterprise Architecture

Roger James

TRS (NL)

4A. PREMIUM SPONSOR

Risk Analysis for Large Projects

In today's dynamic market risk management is a vital necessity. The analysis of risks and uncertainty, which have impact on a projects duration and/or cost has a huge impact in the way that a project is procured. Mitigation strategies can become more of a focal point within early contract negotiation. Using Primavera Risk Analysis a project team can have more insight into the priorities around risks. In order to have a project finished on time, within budget and scope.

Michel Molenaar

Primavera Risk Analysis Specialist, Primavera Nederland

As Primavera Risk Analysis Specialist, Michel has a lot of experience and knowledge of the Primavera Risk Analysis software.
Besides the implementation and execution of the software tool Risk Analysis, he is also experienced in Enterprise Project Portfolio Management.
These implementations are based on Prince2 and/or PMI Bok methodologies.

Stijn van de Vonder

Project Scheduling & Risk Management Expert, Sequentis

Stijn has been working as visiting professor at the European University College Brussels. He has teached project management in the Master in Business Engineering progream and in the Master in Environment & Prevention Management Program.
His teaching is based on the PMI Bok and his own experiences. At this moment he is working at Sequentis. A university spin-off that simulates the correct usage of quatitative risk Management in the Belgian construction industry.

4B. PRACTITIONER CASE

How is your volcano ?

The data volcanoes have not ceased to erupt and will probably not do so in the foreseeable future. Since the Eyjafjallajokull we know how powerful and harmful a volcano can be, if you are not able to manage it. But if your company finds a way to harness the power of the data volcano it faces, it might be a winning strategy. Learn how companies are taking advantage of the data eruption and successfully execute on their strategy. 

Jeroen Van Godtsenhoven

Head of Business Development, SAS Belux

Jeroen has a wide background of business analytics covering many areas from marketing to supply chain.  His focus is value creation through better use of the analytical assets of a company, this makes working for SAS a natural thing.  He holds degrees in communication and management from the Vrije Universiteit Brussel and Harvard Business School. In his spare time he advices start-ups in Belgium and abroad.

4C. PRACTITIONER CASE

IT as a Tool to link Technology Intelligence to Open Innovation

Open innovation strategies allow organisations to be more innovative by tapping into outside knowledge and ideas. The increase in publicly available data sources on new markets, technologies and competitors has increased the importance of technology intelligence to make sense of all that information. We show how appropriate implementation of IT-tools to gather and analyse external data can create actionable intelligence to enable open innovation, leading to competitive advantage.

Mark Veugelers

Integration Manager, VIB

Mark Veugelers is Integration Manager at VIB, the Flanders Institute for Biotechnology, since 2004. In this position, he is responsible for stimulating knowledge and technology diffusion throughout VIB. He has a Ph.D. in medical sciences from the K.U.Leuven and an MBA from Vlerick Leuven Gent Management School.

4D. ACADEMIC PRESENTATION

Business Concept Discovery as the Cornerstone for Process Innovation

Many case studies and reviews on Process innovation reveal the lack of method-logical support for guiding the Innovative Design Process. Concept Discovery is the combination of Data Discovery and Process Discovery. This lecture will demonstrate the complementary nature of both in Business Process Innovation. Case studies from Healthcare Administration, Government, Finance and Clinical Pathways are presented and discussed.

Guido Dedene

Professor, K.U.Leuven

Guido Dedene is Professor in Management Information Systems at the Department of Applied Economics at the Katholieke Universiteit Leuven. His lecturing and research activities concentrate on formal methods for system development and quantitative system-management techniques.

4E. ACADEMIC PRESENTATION

Innovative Benefits Management for Business Analytics Projects

Companies are more and more conscious of the precious information that is hidden in the masses of data they produce every day. They can choose out of a wide range of Business Intelligence (BI) applications to transform the rough data into valuable information. Business Analytics is part of BI that contains the advanced techniques for knowledge discovery like statistical methods, data mining et al. We investigated (innovative) best practices of successful BA project managers that preserve the planned benefits throughout the whole implementation.

Friederike Schröder-Pander

Lecturer, Vlerick Leuven Gent Management School

Dr. Friederike Schröder-Pander is post-doctoral research associate at the Management & ICT cell and Academic Chairman of the BPMNetwork at Vlerick Leuven Gent Management School. Before joining Vlerick, she worked several years in IT where she got varied experience in project management, analysis, coaching, change and process management. Her main research interests are situated in the field of Business Process Management, Business Intelligence, and Business-IT alignment.

A. MORNING WORKSHOP

The People Side of Business Process Change: Assessment, Participation, Communication, and Training

Why do people sometimes resist change, and what can be done about it? In this workshop, the key sources of risk in business process change projects are examined along with effective risk avoidance and mitigation strategies. In addition, the workshop covers the various reasons for resistance to change (and what to do about each): human psychology, the process of change, the characteristics of redesigned processes, and the relationship between change agents and change targets. Although change management should never be tackled with a cookbook approach, some useful change management concepts and techniques will be discussed, including how to: assess business processes for change readiness, identify cultural change drivers, choose an appropriate change agent role, craft communication and training programs, and give participation a chance to succeed.

M. Lynne Markus

Professor, Bentley University (US)

M. Lynne Markus has an ideal background for business process change management - industrial engineering, organisational development, and information systems. She is the John W. Poduska, Sr. Professor of Information and Process Management at Bentley University and a Research Affiliate of MITSloan’s Center for Information Systems Research. Professor Markus’s teaching, research, and consulting interests include enterprise and inter-enterprise systems, IT governance, and IT-enabled organisation change. She is the author/editor of five books and over one hundred articles; her research has been supported by numerous government and industry grants. She was named Fellow of the Association for Information Systems in 2004 and received the AIS LEO Award for Exceptional Lifetime Achievement in Information Systems in 2008.

B. AFTERNOON WORKSHOP

Process Architecture on a Budget - Trials, Tribulations, and Lessons learned

Business processes are a critical element of an Enterprise Architecture because they depict the essence of what an enterprise does to deliver value. They provide a powerful and relevant framework for getting attention, especially executive attention, when they are used to reveal the hidden factors that support or impede the creation of value. The difficulty is that it usually takes a lot of time and effort from multiple resources to develop a credible product.

This presentation traces the recent development of an enterprise process architecture that was completed with minimum time, expense, and disruption. It describes what was developed, how it is being used, why the executive was supportive, and the techniques that were used. The focus is on achieving more with less, but there will be useful lessons for anyone undertaking a process architecture initiative.

Key points and questions include:

• Engaging the executive – what worked, what didn’t
• How useful (or not) were off-the-shelf frameworks and reference models?
• Why “core process” is a dangerous term and other lessons learned.
• Architecture through archaeology – sifting through the artifacts
• Applying the architecture on a project – a case study

Alec Sharp

Senior Consultant, Clariteq Systems Consulting (Canada)

Alec Sharp has managed his consulting and education business, Clariteq Systems Consulting Ltd., for close to 30 years. Serving clients from Ireland to India, and Washington to Wellington, Alec’s expertise includes facilitation, business analysis, data management, and, of course, business process improvement. In addition to his consulting practice, he conducts top-rated workshops and conference presentations on these topics globally. Alec is the author of “Workflow Modeling, second edition” (Artech House, 2009) which is widely used as a consulting guide and university text, and is a best-seller in the field.