show guide - Building Business Capability

NOVEMBER 11-15, 2013
The Official Conference of the
Alain Arseneault
Acting President and CEO,
Roger Burlton
BPTrends Associates
Ronald G. Ross
Co-Founder & Principal,
Business Rule Solutions, LLC
Executive Editor
Network: BBCLASVEGAS2013
Access Code: BBCVEGAS
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Dear Business Innovators and Practitioners,
Welcome to the 4th annual Building Business Capability (BBC) Conference. The BBC is all
about business! This year the BBC subsumes the Business Analysis Forum, official conference
of IIBA. The BBC also incorporates three subconferences:
• Business Rules & Decisions Forum
• Business Process Forum
• Business Architecture Summit
All of us involved in these and related areas face common and inter-related challenges.
Only by widening our vision can we achieve true business agility for our companies.
Building Business Capability delivers the business know-how, enabling you to refine your
organization’s day-to-day operations.
By making the commitment to attend, you will join an unsurpassed group of professionals
tasked with building more capable organizations. A “Forum” is a place for open exchange
of ideas. Whether you are deeply interested in one or more of our conference areas, or
simply want to make your organization more agile, responsive and effective, seize the
opportunity to share experiences with like-minded practitioners and managers, meet with
the exhibitors to take advantage of their wealth of insight, and see the whole picture.
Enjoy our premier keynotes, sessions, tutorials, exposition, expert panels, live demos,
networking coffee breaks, reception & IIBA 10th anniversary celebration.
Thank you for joining us and we look forward to meeting with you over the next few days.
The Building Business Capability Advisory Board
Alain Arseneault
Acting President and CEO
Kevin Brennan
CBAP, Chief Business Analyst
and Executive Vice President
Roger Burlton
BPTrends Associates
Matthew Finlay
Rising Media, Inc.
Gladys S.W. Lam
Co-Founder & Principal
Business Rule Solutions, LLC
Ronald G. Ross
Co-Founder & Principal,
Business Rule Solutions, LLC
Executive Editor
Themes & Trail Descriptions...............2
Facility Floor Plan................................4
Agenda Overview...............................6
Tutorial Sessions................................12
Conference Sessions
Day 1................................................22
Day 2................................................36
Day 3................................................52
Keynote Bios.....................................62
Exhibit Hall Floor Plan.......................64
Sponsor Profiles................................65
As a courtesy to our presenters
and fellow attendees, we
respectfully request that all
mobile devices be turned off
during all sessions.
- Conference Organizers
and Management
Building Business Capability
Stay Engaged
Celia Wolf
Publisher and Founder
Business Process Trends
Connect with your peers, the
latest conference news and
more on social media:
All tutorials (workshops) will count
for CDUs and PD hours.
BBC Conference is
an IIBA® Endorsed
Conference Producer
Table of Contents
Track sessions count towards CDUs.
Keep track of your registration
confirmation email for a record, and
visit the IIBA® booth to pick up a
reporting form.
Twitter: @BBCapability
Conference Hashtag #BBCCon
Linkedin Group Name:
Building Business Capability
International Institute of Business Analysis (IIBA) is the independent non-profit
professional association serving the growing field of business analysis. As the
global thought leader and voice for the business analysis profession, IIBA® has
created A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide),
the standard for the profession, and certification programs for the recognition of
practitioners. Established in 2003, and celebrating its 10th anniversary this year,
IIBA now has over 27,000 members in over 100 countries around the world.
©2013 Building Business Capability
Network: BBCLASVEGAS2013
Access Code: BBCVEGAS
Themes and Trails Descriptions
Building Business Capability (BBC) is excited to organize our
2013 conference program into dedicated “themes” and “trails.”
The BBC conference program has been designed with the IIBA to be relevant to all Business Analysts. All sessions are open to all
conference attendees.
• BBC Conference themes are topical areas of professional interest to all attendees.
• BBC Conference trails single out industry areas where there are concentrations of focused business opportunity, extensive vendor
toolsets, and specialized skills and experience.
BBC Conference Theme Descriptions:
Businesses and Governments face unprecedented challenges. Accelerating rates of change. Globalization and
Strategy &
massive connectivity. Volatility in supply chains and marketplaces. All too often organizations are shackled by
their existing capabilities and practices, which not only severely limit their options but also dull the creative spirit
of staff. This conference track helps you move your organization ahead confidently and define better ways of dealing with global
threats and opportunities.
Business architecture captures real world aspects of the business, along with how they interact, to help provide
a common understanding of an enterprise. This “blueprint” depicts business components – not technology
components – and can represent the entire enterprise, a subset, or a cross-organizational view. Business
architecture captures a sufficient level of detail to help management align strategic objectives against tactical
demands to best address business goals, and to plan for changes in business capabilities in a reliable, efficient and proactive manner.
Until a business capability becomes part of a business portfolio of organized work efforts in which the
organization has chosen to invest substantial financial and human resources, it will not become a reality. These
efforts range from broad initiatives – change some area of the business – to sustainment activities whose goal is
to ensure effective on-going operation of some existing capability. Many of these initiatives span many years despite the fact that the
normal scope of budgeting for the business portfolio is a single year at a time. This conference track provides advice and experiences
in how this essential set of activities can best be conducted.
Leadership comes in many forms. This conference track tackles all elements of leadership in establishing
business change, including: Organizational structures, individual leadership competencies, and specific
interpersonal competencies.

Over the years, some basic styles of methodology have emerged. Traditional waterfall, agile, and iterative
approaches predominate and all have their place. What is the latest experience of lead practitioners with each
& Design
style? What types of problems is each best suited for? When and how should you blend approaches to best
support your particular situation? This Conference track tackles a critical aspect of building business capability: the examination of
current state and the creation of possible designs of the future one; creating business solutions through projects or broader initiatives.
Agile business analysis – best thing since sliced bread or an oxymoron? What are the pros and cons? Is it right
for your organization? What preparation do you need? Can blended approaches work? Where will you come by
the skills? ©2013 Building Business Capability
Agile Analysis
& Design
Themes and Trails Descriptions
The BBC Conference covers the whole lifecycle of business change from strategy to rollout to ongoing
business improvement. This conference track engages delegates in the exploration of some usable and
reusable techniques that can be applied across all aspects of change.
Team dynamics often play an even larger role in successful initiatives than individual prowess. Teams that
produce excellent results in building business capability seldom happen by accident. When nurtured and
managed astutely, they can bring unparalleled insight and innovation to the business.
How do professional competencies evolve within an organization? Starting from a single role or initiative within
an organization, how do you grow the right culture and the right resources into a vital, indispensable part of
your organization?
Keeping an eye on the future and being well informed are critical success factors for every professional.
• What are the leading companies and government agencies doing now?
• What new developments are the experts talking about?
• What must-know trends and innovations are emerging?
• What kinds of successes are others having that can be leveraged for your company?
This conference track provides insights into what to look forward to in the coming months and years.
The Way
BBC Conference Trail Descriptions:
All BBC conference trails and sessions are designed with the IIBA to be relevant to all Business Analysts. All sessions are open to all
conference attendees.

Business Rules & Decisions Forum™ offers a unique opportunity to hear from real-world practitioners about what they have
accomplished and how they did it. All the foremost thought-leaders in the field will be there. Find out how your organization can come
to grips with rapid change, massive customization, and complex business logic in a truly scalable, traceable, and manageable manner.
Business Process Forum focuses on the bottom line issue of enhancing the capability of process practitioners and business managers
to better deliver improved business performance. With so much pent-up demand, the scope of the opportunities is growing. An
enterprise has lots of moving parts and the use of process models as alignment mechanisms is critical to any business improvement
While it seems that everyone has an interest in Business Architecture, there is a wide range of ideas about what it should look like. This
exciting trail emphasizes that Business drives Architecture and offers a unique opportunity to hear real-world practitioners discuss what
they have accomplished and how they did it.
©2013 Building Business Capability
Facility Floor Plan
South Convention
Center Level 3
& Design
Agile Analysis
& Design
Strategy &
The Way
Please Refer to Agenda Overview as Session Rooms will change
©2013 Building Business Capability
Pre-Conference Tutorials
Welcome to Building Business Capability
Dear Colleagues,
And do take time to visit the exhibits. Our BBC sponsors offer great tools
and services. I’d like to extend a personal thank-you to each and every one.
Without them BBC simply couldn’t happen.
Welcome all to BBC 2013! It’s truly an exciting time. We have record
attendance this year. As you can see, we continue to grow, adapt and excel
in meeting your evolving needs.
Finally, I’d like to congratulate IIBA on its 10th Anniversary. Join us in
celebrating Las Vegas style on Wednesday at 5:50 PM. BBC is definitely the
happening place for all Business Analysts!
Your BBC 2013 program Chairs have taken great care in designing a
program that integrates our 4 popular events – Business Analysis Forum,
Business Rules & Decision Forum, Business Process Forum, and Business
Architecture Summit – into 10 highly relevant themes. You can follow any
event, any theme, or any individual session of interest. The program is
packed with interesting case studies, insights from industry experts, and
interactive panel discussions. Learn, share and network!
Please come say hello. I look forward to meeting and chatting with you!
Gladys S.W. Lam
BBC Executive Director
Monday, November 11, 2013
Registration Open - Palm Foyer
Continental Breakfast - Palm Foyer
Analysis Techniques Part 1: How to
Capture and Analyze Business Rules
Ronald G. Ross, Business Rule Solutions, LLC
Gladys S.W. Lam, Business Rule Solutions, LLC
and - Palm C
Building a Pragmatic Business
Architecture: Using Business Processes
to Align Strategy with Capabilities and
Culture (Part 1)
Julian Sammy, IIBA®
- Palm B
Roger Burlton, BPTrends Associates
Sasha Aganova, MetaPower, Inc. - Banyan CD
Systems Thinking:
Problem Solving for
a Complex World
User Stories: Across
the 7 Product
Thinking like an
Analyst: Building
Mental Muscle
Agile Discovery
Collaborating to
Deliver Value
Steve Erlank,
Faculty Training Institute
- Palm D
Ellen Gottesdiener,
EBG Consulting, Inc.
Mary Gorman,
EBG Consulting, Inc.
- Banyan AB
Lunch - Palm Foyer
Analysis Techniques Part 2: How to
Model Decisions and Decision Logic
The Core Concepts:
6 Words to Redefine
Business Analysis
Ronald G. Ross, Business Rule Solutions, LLC
Gladys S.W. Lam, Business Rule Solutions, LLC
and - Palm C
Leveraging your Business Architecture
to Deliver Business Process and
Capability Improvement: Dealing with
the Hard and the Soft Sides of Change
(Part 2)
The Practical
BABOK® Guide:
Using v3 to Improve
Business Analysis
Roger Burlton, BPTrends Associates
Sasha Aganova, MetaPower, Inc. - Banyan CD
Kevin Brennan, IIBA®
- Palm B
Steve Erlank, Faculty
Training Institute
- Palm D
Ellen Gottesdiener, EBG
Consulting, Inc.
Mary Gorman,
EBG Consulting, Inc.
- Banyan AB
Tuesday, November 12, 2013
Registration Open - Palm Foyer
Continental Breakfast - Palm Foyer
Modeling Decisions
Running a Successful
to Put Big Data
Innovation in
Process Scoping and
What’s Really
Analytics to Work
Business Analysis
Mapping Session:
Angela Wick Garay,
Necessary for
Improving Business
Getting the Best
CBAP, PMP, BABusiness Strategy &
Results in the Least
Squared, LLC and IIBA®
James Taylor,
Alec Sharp,
Clariteq Systems
Consulting Ltd.
- Jasmine AB
Maureen McVey, CBAP,
Julian Sammy, IIBA®
- Palm B
John A. Zachman,
Zachman International
- Jasmine EF
How To Perform A
Business Capability
Assessment: A
Practical Approach
Sandy Kemsley,
Kemsley Design, Ltd.
- Palm D
Carol Scalice, Pfizer, Inc.
- Banyan AB
The Second Wave
of Lean
The Foundation for
Denise Owen, CGI
Kristen Seer, Business
Rule Solutions, LLC
- Banyan CD
Lunch - Palm Foyer
Decision Management
- Palm C
The Evolving
Business Process
What Business
Analysts and
Architects Need
to Know About
BPMN… and Why
Bruce Silver,
Bruce Silver Associates
- Jasmine AB
©2013 Building Business Capability
Innovation in Your
Business Analysis
Angela Wick Garay,
BA-Squared, LLC
and IIBA®
Maureen McVey, CBAP,
Julian Sammy, IIBA®
- Palm B
Driving Decisions
with Predictive
Analytics: The
Top 7 Business
Decision Modeling
and Analysis Using
Decision Table
Jan Vanthienen,
K.U. Leuven
- Palm D
Eric Siegel, Ph.D.,
Predictive Analytics
World and Prediction
Impact Inc.
- Palm C
Peter Matthijssen,
Joost Niehof,
- Banyan CD
Sandra Foster,
Capstone Ridge
Group and BPTrends
- Jasmine EF
Jeff Scott, Accelare
- Banyan AB
Agenda Overview
Wednesday, November 13, 2013 | Conference Schedule (Day 1)
7:30am- 6:00pm
Registration Open - Palm Foyer
Networking Breakfast - Exhibit Hall - South Seas CD
Conference Welcome & Opening Remarks - South Seas EGH
Keynote: Leadership Land Mines! Making Good Decisions Under Pressure - South Seas EGH
Marty Clarke, Martin Productions
Exhibits & Morning Coffee Break - Exhibit Hall - South Seas CD
Jasmine CD
10:25am-11:25am Role of Business
in Business
Parin Kothari,
TD Bank Group
South Seas GH
Jasmine AB
Banyan AB
Jasmine EF
South Seas A
Banyan CD
South Seas B
to Work: How
Use Capability
Models to
Create Value
Roadmaps at
Pfizer: A Case
Innovation by
for Measuring
Project Success:
Beyond Budget,
Scope, Schedule
and Quality
Breaking Out
of the Box:
Strategies for
Innovative Rule
and Process
Refining BRM
Policies and
Practices at
Design For
Disruption: Take
an Outside-In
Approach To
Peter Moon,
Gwen Bradshaw,
Assurant Specialty
Jamie Champagne,
Bank of Hawaii
Carol Scalice,
Pfizer, Inc.
Jeff Scott,
Clay Richardson,
Forrester Research
Room Change
Susan Connelly,
Angela Dillard,
The Process
of Continuous
on a Continuous
Ratios Connect
to Business
Marco Cesarino,
Embraer Defense &
Flavia Lorenzi,
Embraer Defense &
Scott Whitmire,
Nordstrom, Inc.
How to Scale
Capturing and
Business Rules
and Decisions
– The Smarts of
Your Business
Holly Green,
REI (Recreational
Equipment Inc.)
Gladys S.W. Lam,
Business Rule
Solutions, LLC and
The Business
Therapist: A
Approach to
Business Analysis
Plan for Re-Use
of Rules…
and Don’t be
Surprised when
it Happens
The Business
of Asking
Diana Cagle,
North Highland
Jack Heck,
Chris Garner, The
Church of Jesus
Christ of Latter-day
Lessons from
the World’s
Most Creatively
Doug Kirkpatrick,
Attendee Networking Lunch - Exhibit Hall - South Seas CD
IIBA® Lunch Session • IIBA® SIG Meetings
Carol Scalice, Pfizer, Inc.
Bill Nazzaro, IIBA® Pharma/Biotech Special Interest Group and Novo Nordisk
- South Seas GH
Enterprise Rules
to Transform
the Way We Do
Michelle Murray,
Inland Revenue New
Nick Vaughan,
Inland Revenue,
New Zealand
Frameworks to
Simplify Process
Jeffery Varney, PMP,
and Portfolio
in the Business
Analysis World
Rick Clare,
Flawed Thinking
in ProcessLand:
When “Doing
the Right Thing”
Alec Sharp, Clariteq
Systems Consulting
Christa Kirby,
Institute for Learning
A Practical
Using Decision
and Decision
Modeling at
The Principal
Financial Group
What’s in Your
Toolbox to Drive
Innovation and
Angela Wick Garay,
BA-Squared, LLC
and IIBA®
The State of
Business Process
Paul Harmon,
Don Perkins,
Doris Kimball, The
Principal Financial
Room Change
©2013 Building Business Capability
Unlock the
Secret to
and Maximize
Influence with
Agenda Overview
Wednesday, November 13, 2013 | Conference Schedule (Day 1)
3:10pm-4:10 pm
Jasmine CD
South Seas GH
Jasmine AB
Banyan AB
Jasmine EF
South Seas A
Banyan CD
South Seas B
The ValueMinded Business
Analyst: How
Business Value
Unlocking the
Silos: The Power
of Business
Resource and
Project Portfolio
Three Forms of
How to Use
Standards and
Patterns to
Write Wicked
Good Business
Get Interactive!
A Case Study
in Virtual
Trends and
Directions in
Randy Somermeyer,
Brian O’Reilly,
Accel Solutions
Kupe Kupersmith,
B2T Training
Tim Westbrock,
Steve Erlank, Faculty
Training Institute
Christopher Maple,
MMG Insurance
Grace O’Neal,
MMG Insurance
Carol Drew,
RG Performance
Jim Sinur,
Exhibits & Afternoon Break - Exhibit Hall - South Seas CD
Chris Ramias,
Design Lab
Rick Rummler,
Design Lab
of Predictive
Scorecards in
Forrest Breyfogle,
Smarter Solutions,
EA Journey
In a Global
Business Analysis
Vendor Panel
Run Your
Your Investment
vs. Incremental
Chapter Like a
Moderator: Bob “the - Avoid the Perils
BA” Prentiss
Kathy Long, Shell Oil
Karin Lehmann,
Curtis Michelson,
of Introducing
Business Rules and IIBA® Butterfly Business
Douglas Jackson,
Robbins Gioia
Elaine Lincoln, IIL
Cindy Scullion,
Business Rule
Solutions, LLC
Central Florida
Peter Johnson,
CBAP®, Peter
Johnson LLC and
IIBA® New New
Jersey Chapter
Kristy Brown, Koorb
End Well
to Begin
Well: Using
for Continual
Learning and
Ellen Gottesdiener,
EBG Consulting, Inc.
Where Rules
Meet Process
and Content
Sandy Kemsley,
Kemsley Design,
Networking Reception & IIBA® 10th Anniversary Celebration - Exhibit Hall - South Seas CD
You’re invited to
celebrate the IIBA’s
10th anniversary!
There will be a cake, music and fun!
Don’t miss the celebration!
Exhibit Hall South Seas CD
©2013 Building Business Capability
Congratulations to the IIBA
for 10 incredible years!
Agenda Overview
Thursday, November 14, 2013 | Conference Schedule (Day 2)
IIBA® Chapters Leadership Session
7:30am- 8:45am
Heather Mylan-Mains, IIBA®, Neil Bazley, SMS Management & Technology and IIBA® - Jasmine CD
Registration Open - Palm Foyer
Networking Breakfast - Exhibit Hall - South Seas CD
Roundtable Discussions
Topics listed in addendum - South Seas Foyer
Jasmine CD
South Seas GH
What Is It That Makes Your
Company Smart?
Ronald G. Ross, Business Rule Solutions,
LLC and
- South Seas GH
Jasmine AB
Banyan AB
Jasmine EF
and Applying
Strategies for
Resistance to
User Experience
into Business
Analysis for
Fire and Ice:
Blending Agile
and Waterfall
from a BA
Carla Fair-Wright,
Optimal Consulting
Anas Orwani, Elm
Joanne Carswell,
South Seas A
Banyan CD
Solutions, LLC and
Christina Harris,
South Seas GH
Standards and
Trends and
Selling BPM to
the C-Suite
Jim Sinur,
Andrew Guitarte,
Wells Fargo
Adam McClellan,
Using your
Vocabulary to
Build a Strong
Analysis in Agile:
There’s More
to it than User
Kent J. McDonald,
B2T Training
South Seas GH
Jan Vanthienen, K.U.
Collaboration: Business Analysis
Ashish Mehta,
NTT Data Americas
in a Global
Business Analyst
Christopher Gaffney,
AXA Equitable
Room Change
A Process Centric Approach to
Business Capability
Roger Burlton, BPTrends Associates
South Seas GH
Business Analysis
Practices at
National Bank of
Melanie Shatilla,
National Bank of
New Rules for
Better Health
David Jarmoluk,
Onlife Health Inc.
Matignon, Sparkling
Logic, Inc.
Adapting the
BA Role from
Waterfall to
Shawna Rego,
Mayo Clinic
Karen Powell,
Mayo Clinic
Connie Whitmore,
A Process
to Business
Stop, Start, Go:
Building a BA
Michael Augello,
UXC Consulting and
A Process
to Business
Roger Burlton,
BPTrends Associates
Roger Burlton,
BPTrends Associates
South Seas GH
South Seas GH
Lunch - Exhibit Hall - South Seas CD
12:50pm-2:10 pm
2:10 pm- 3:10 pm
and Analyzing
Decision Table
Models for
Miranda Shumaker,
Northern California
Power Agency
Solutions, LLC and
Exhibits & Morning Coffee Break - Room: Exhibit Hall - South Seas CD
South Seas B
What Is It That
What Is It That
an Engaged
Makes Your
Makes Your
Business Analyst
Company Smart?
Company Smart?
Ronald G. Ross,
Ronald G. Ross,
Business Analyst
Business Rule
Business Rule
Role Maturity
Michael McDermott,
MDM Consulting
Getting it
Right: Ensuring
Cheryl Wheeler,
Mejora Consulting Inc
Chris Jacques,
Mejora Consulting Inc
BA Jedi Master
Academy: Learn
How to Lead
with the BA
Heather MylanMains, IIBA®
Lessons Learned
Decisions in
Insurance and
James Taylor,
Cherifa Mansoura
Great Game of
Process - The
Cool Kid’s Guide
to Making
Process Stick
Carla Wolfe,
Elevations Credit
Can Anything
Ever Truly
Sandra Sears,
Financial Group
Acquiring Formal
Knowledge from
Paul Haley,
Automata, Inc.
Room Change
3:10pm-3:20 pm
©2013 Building Business Capability
Scale: Achieving
a Balance
Governance and
Agenda Overview
Thursday, November 14, 2013 | Conference Schedule (Day 2)
Jasmine CD
South Seas GH
Jasmine AB
Banyan AB
Jasmine EF
South Seas A
Banyan CD
South Seas B
of Strategy
and Process
How the
Bank Integrated
Practices to
Sustain Growth
in the Brazilian
Model and
(CMMN): An
The Business
Rules and
Jointly: A Fresh
of a Reluctant
Agilest: Why
BAs Should and
MUST Get on
The Top 7
Strategies for
Virtual Teams
3 Paths to
BABOK® Guide
Decisions from
the Business
Denis Gagné,
Business Process
Jennifer Battan,
Bob Prentiss,
Watermark Learning
Gladys S.W. Lam,
Business Rule
Solutions, LLC and
Roger Tregear,
Leonardo Consulting
Pedro Iootty,
BNDES - Brazilian
Development Bank
Rafael Paim,
Consulting and
Kevin Brennan,
Moderator: Kristen
Seer, Business Rule
Solutions, LLC
Jan Vanthienen, K.U.
Roger Burlton,
BPTrends Associates
James Taylor,
Ronald G. Ross,
Business Rule
Solutions, LLC and
Exhibits & Afternoon Break - Exhibit Hall - South Seas CD
4:20 pm-4:40pm
4:40pm- 5:40pm
Barbara Carkenord,
RMC Project
Houghton Mifflin
Governance as
a Strategic Tool
& Innovation
Aaron Lanzen,
Tom Willingham,
©2013 Building Business Capability
History, Known
Frameworks &
the 5 W’s
Joanne Dong,
7 Ways to Build
From Legislation
to Business
Elizabeth Larson,
Rules and from
Watermark Learning, Business Rules to
Mechteld de Hooge,
Dienst Uitvoering
Onderwijs Dutch
Ministery of
Gretha Bandstra,
Dienst Uitvoering
Onderwijs Dutch
Ministery of
How Did We
Add 3.8 Million
Dollars to the
Revenue with
a Single Agile
Burcu Buyuksar,
Turkcell Iletisim
Hizmetleri A.S.
Efficient Use
of BPMN:
Practices, and
Darius Silingas,
No Magic Europe
Have Used it
To Improve BA
Dave Bieg, IIBA®
Emily Iem, IIBA®
Lightning Round
Roger Burlton
Bassam Alkharashi,
ES Consulting
Sasha Aganova,
Metapower, Inc.
Gwen Bradshaw,
Assurant Specialty
Scott Whitmire,
Nordstrom Inc.
IIBA Members Reception - South Pacific ABC
Agenda Overview
Friday, November 15, 2013 | Conference Schedule (Day 3)
Registration Open - Palm Foyer
Networking Breakfast - South Seas Foyer
Jasmine CD
South Seas GH
What is the
Model (BMM)
for Business
Strategy? A
Q&A Session
for Complex,
Keri Anderson Healy,
Christine Hoyland,
Old Dominion
Jasmine AB
Banyan AB
Why Effective
Rules of the
Game: How to
Plans are
Play the Business
Rules Game and
Successful BPI
Kristen Seer,
John Bethke,
Bethke Consulting
South Seas A
Banyan CD
South Seas B
BPM CoE Panel
Practical Advice
Update on
& Methodology:
Climbing Your
Model &
Leonardo Consulting
First Steps
Notation (DMN)
on the BPM
Tim Evans, CIBC
Maturity Ladder Bassam AlKharashi, Jan Vanthienen, K.U.
Tom Einar Nyberg,
ES Consulting
Gilles Morin, Alithya
Hicham Jellab,
Banque Nationale
du Canada
Room Change
IIBA® Keynote:
The Past,
Present, and
Future of
Business Analysis
Chris Armstrong,
Kevin Brennan,
South Seas GH
IIBA® Keynote:
The Past,
Present, and
Future of
Business Analysis
Faster Way
to Enterprise
Impact Analysis
IIBA® Keynote:
The Past,
Present, and
Future of
Business Analysis
South Seas GH
Scott Svendsen, Blue
Cross Blue Shield
of North Carolina
South Seas GH
Kevin Brennan,
Jasmine CD
Decision Tables
Our Team into
Gwen Bradshaw,
Assurant Specialty
Kate Logan,
Assurant Specialty
Kevin Brennan,
IIBA® Keynote: The Past, Present,
and Future of Business Analysis
Kevin Brennan, IIBA®
South Seas GH
Room Change
Business Events
as a Focal Point
for Analysis
Business Rule
Solutions, LLC
Gina Abudi,
Abudi Consulting
Group, LLC
9:00am -10:00am
Jasmine EF
Innovation with
John Mansfield,
Fidelity Investments
The da Vinci
Using Business
The Key to Agile Principles: What
Rules to Increase
it Really Takes to
Jason Bloomberg,
Sandeep Johal,
be a Leader in
Sales by
ZapThink, A Dovel
Business Analysis Leonardo Consulting
Bob Prentiss,
Watermark Learning
Business Cases
Randy Radic,
Suncor Energy
Raising Your
BPM Maturity
Level: A Saudi
Arabian Case
Dr. Saleh Al-Tayyar,
Saudi Food and
Drug Authority
The ABCs of
Business Rules:
Putting SBVR to
Keri Anderson Healy,
Chris Adzima, eBay
Morning Coffee Break - South Seas Foyer
Closing Thoughts by the Chairs on
Building Business Capability
Moderator: Gladys S.W. Lam, Business Rule
Solutions, LLC
Roger Burlton, BPTrends Associates
Ronald G. Ross, Business Rule Solutions,
LLC and
Alain Arseneault, IIBA®
Being a Titleless
Leader: How
to Get Results
When You’re
Not in Charge
Guide to Six
Michael Thorn,
Nan Russell,
South Seas GH
Quality Checks
for Business
How Do You
Thoughts by
Keep Decisions
Thoughts by
the Chairs on
the Chairs on
Building Business Marching to the Building Business
Same Drummer?
Moderator: Gladys
S.W. Lam, Business
Rule Solutions, LLC
Roger Burlton,
BPTrends Associates
Ronald G. Ross,
Business Rule
Solutions, LLC and
Alain Arseneault,
South Seas GH
©2013 Building Business Capability
Robert Whyte, Unum
Moderator: Gladys
S.W. Lam, Business
Rule Solutions, LLC
Roger Burlton,
BPTrends Associates
Ronald G. Ross,
Business Rule
Solutions, LLC and
Alain Arseneault,
South Seas GH
Pre-Conference Half-Day Tutorials
Monday, November 11, 2013
Monday | 9:00 am - 12:00 pm | Palm C
Monday | 9:00 am - 12:00 pm | Banyan CD
Analysis Techniques Part 1: How to Capture and
Analyze Business Rules
Building a Pragmatic Business Architecture:
Using Business Processes to Align Strategy with
Capabilities and Culture (Part 1)
Ronald G. Ross
Co-Founder & Principal, Business Rule Solutions, LLC
Executive Editor,
Roger Burlton
BPTrends Associates
Gladys S.W. Lam
Principal & Co-Founder
Business Rule Solutions, LLC
Executive Director
Building Business Capability (BBC)
Sasha Aganova
BPM Practice Lead
MetaPower, Inc.
Does your business know its business rules? Do your business
processes always produce correct and consistent results? Are your
business rules embedded in your processes, use cases, or business
requirements documents? Learn in this workshop how you can
address these issues and achieve huge benefits for your organization.
There has been a lot of buzz about Business Architecture recently.
Ultimately it is about being able to clearly articulate what we strive to
accomplish as a business (the end game) and what we have to build,
connect and do to accomplish them (the means). Alignment among
many of the many moving parts is the keyword that characterizes
this emerging and converging practice. To attain unification of all
capability factors Business Processes will play a key role. Alignment
of a value added, practical and implementable Business Architecture
and Business Change Portfolio will be our payoff. Without Business
Process coordination the capabilities built will be too functionally
oriented, sub optimal and will remain misaligned and the behavior
of people day to day in the business will be unpredictable. In other
words nothing will change much.
Business Rules are criteria used to guide business behavior, make
judgments, and shape operational business decisions. They are
basic know-how of your organization.
This workshop discusses the why, what and who of business rules.
It explains step-by-step how to capture, express, analyze and
manage business rules. These techniques have proven invaluable
in improving business processes, developing better business
requirements, and creating more agile business solutions.
About this Workshop: This workshop features a fun, on-going,
interactive case study to thoroughly illustrate the ‘how-to’ of
business rules. Participants will capture and express business rules,
develop a business process model coordinated with those business
rules, and develop a supporting concept model (structured
business vocabulary). Hands-on involvement illustrates how each
deliverable enhances the other.
Find out what you need to know to be successful in your
organization on a step-by-step basis, amplified by far-ranging
professional experience. Come and learn what you need to know
from the world’s leading authorities in the field and find out how
you can put the business side back in charge of the business.
Participants will be given standard MS office templates that allow
a quick start in your business rule activities and a complimentary
copy of Ron’s popular handbook Business Rule Concepts (4th ed.).
Learning Objectives
• Be clear about what business rules are – and are not
• Know what pitfalls other organizations have encountered and
how can you avoid them
• Specify business rules effectively
• Capture, analyze and manage business rules following industry
best practices
• Communicate more effectively with both business people and
©2013 Building Business Capability
A useful Business Architecture will derive strategic goals and strategy
from external stakeholder expectations. The external stakeholder
interactions will define our end-to-end business processes boundaries
NOT the organization chart. Information requirements will be tied
to the processes that create or update data. The establishment of
supporting capabilities will also be based on our business processes
and stakeholder needs to ensure alignment to business objectives.
The human requirements of roles, competencies, incentives,
motivation and culture will be drawn to optimize process outcomes
and measurable performance. With all of these components defined
and aligned we can claim to have a Business Architecture that works
for business people.
Learning objectives:
• Stakeholder Analysis
• Strategic Intent
• Business Process Architecture
• Business Performance and Scorecards
• Enterprise-wide Capabilities
• Human Motivation and Culture
Pre-Conference Half-Day Tutorials
Monday, November 11, 2013
Monday | 9:00 am - 12:00 pm | Palm B
Monday | 9:00 am - 12:00 pm | Banyan AB
The Core Concepts: 6 Words to Redefine
Business Analysis
User Stories: Across the 7 Product Dimensions
Ellen Gottesdiener
Principal Consultant and Founder
EBG Consulting, Inc.
Julian Sammy
Head of Research & Innovation
Mary Gorman
Vice President, Quality and Design
EBG Consulting, Inc.
The Business Analysis Core Concept Model (BACCM) is system
built from just six Core Concepts - yet it is dynamic, recursive, and
complex. It is simple enough to memorize in a morning; deep
enough to yield years of insight; strong enough to revise the
BABOK® Guide; broad enough to encompass a profession. The
Core Concepts and the BACCM are tools, and like all tools, it takes
practice to develop expertise in their use. This session will introduce
you to the core concepts (change, context, needs, solutions, value,
stakeholders), explore the relationships among them, and teach you
practical techniques for using the BACCM.
User stories are a powerful technique agile teams use to communicate
requirements. Yet all too often, the stories are poorly written or even
incomprehensible. Some stories are too big and travel across delivery
cycles. Others are too small or don’t deliver sufficient details for
developers. Join Ellen Gottesdiener and Mary Gorman to learn the 7
Product Dimensions—the 7 D’s—which yield “just right” stories that
stakeholders can understand and deliver. With Ellen and Mary, you’ll
use structured conversations and the 7 D’s: User, Interface, Action,
Data, Control, Quality Attribute, and Environment. Learn to identify
options for high value requirements, and then assemble them into
cohesive user stories. Find out how to establish acceptance criteria
based on value considerations to make your stories more valuable.
Leave with a practical, lightweight framework for discovering “just
right” stories that deliver the right requirements.
Learning Objectives:
• Understand the high-level Business Analysis Core Concept
Model and Core Concepts
• Learn to perform several new techniques based on the BACCM
• Gain insights into your current business analysis work using
these new techniques
Monday | 9:00 am - 12:00 pm | Palm D
Learning Objectives:
• Using the 7 Product Dimensions to quickly yet holistically
discover and prepare user stories
• Conducting structured conversations to explore, evaluate, and
confirm high-value user stories
• Incorporating examples and low fidelity analysis models to
enrich structured conversations
• Writing acceptance criteria to verify and validate your stories
• Understanding how you can use these concepts and practices
for any agile planning horizon: Big-View (product or portfolio
roadmap), Pre-View (release), and Now-View (iteration, or workin-progress)
Systems Thinking: Problem Solving
for a Complex World
Steve Erlank
Faculty Training Institute
Systems thinking is not only great fun: it is fundamental to delivering
holistic integrated solutions that solve complex business problems.
In this highly practical and hands-on workshop, delegates will
develop a deeper understanding of systems thinking, and through
games, role-plays, practical exercises, and drills, begin to learn the
tools, techniques and habits of professional systems thinkers.
Key takeaways include:
12:00pm - 1:30pm | Lunch - Palm Foyer
• Learning to see the world through a “systems’ lens”
• Thinking with your whole brain: combining creative, analytical,
critical and systems thinking processes in your problem solving
• Learn to use systems thinking tools like causal loop diagrams
and behaviour-over-time models
• Understand the consequences of not using Systems Thinking,
such as real-world examples of the Law of Unintended
Consequences and the Tragedy of the Commons, and find out
how to avoid them
• Explore system archetypes and other problem solving patterns
and learn how recognizing them can avoid problems and speed
up problem solving efforts
• Gain insight into how a system thinking approach can improve
the way you perform your work
©2013 Building Business Capability
Pre-Conference Half-Day Tutorials
Monday, November 11, 2013
Monday | 1:30 pm - 4:30 pm | Palm C
| 1:30 pm - 4:30 pm | Banyan CD
Analysis Techniques Part 2: How to Model
Decisions and Decision Logic
Leveraging your Business Architecture to
Deliver Business Process and Capability
Improvement: Dealing with the Hard and the
Soft Sides of Change (Part 2)
Ronald G. Ross
Co-Founder & Principal, Business Rule Solutions, LLC
Executive Editor,
Roger Burlton
BPTrends Associates
Gladys S.W. Lam
Principal & Co-Founder
Business Rule Solutions, LLC
Executive Director
Building Business Capability (BBC)
Sasha Aganova
BPM Practice Lead
MetaPower, Inc.
Do your business processes make consistent decisions? Are your
business stakeholders and IT developers communicating effectively
about decision logic? Are your decision tables in a business
friendly form? Learn in this workshop how you can address these
issues and achieve huge benefits for your organization.
Decisions are choices made in day-to-day business operations.
Such decisions are highly repetitive – they might be taking place
100s or 1000s of times per day, per hour, or even per minute.
They are predictable and well-structured in terms of the outcomes
they produce. These outcomes are based on your organization’s
decision rules, one kind of business rule.
Capturing decision logic can be a daunting challenge, especially
for business stakeholders. One reason is simply because IT
techniques have always been too technical.
About this Workshop. This workshop features a fun, on-going,
interactive case study to thoroughly illustrate the ‘how-to’ of decision
analysis. Participants will identify and model several decisions.
Hands-on involvement shows how to analyze operational business
decisions using a top-down, business-oriented approach, capture
the decision logic, and develop business-friendly decision tables.
Find out what you need to know to be successful in your
organization on a step-by-step basis, amplified by far-ranging
professional experience. Come and learn what you need to know
from the world’s leading authorities in the field.
Participants will be given MS office templates that allow a quick start
for your decision analysis and decision table design. Participants
will also receive a complimentary copy of the instructors’ Building
Business Solutions book, an IIBA® Sponsored Handbook.
In Part 1 we will have laid out a business architecture that is
multidimensional and completely aligned with the strategic
intent of the business. In Part 2 we will tackle the challenge of
conducting Business Process and Capability Improvement. It will
start by establishing which processes should be candidates for
entry into the business change portfolio. It will reuse the relevant
subset of business architecture components, stakeholder analysis
and performance metrics as well as the cultural assessment
results to define competencies and behaviors that have to be
renewed or created. We will develop process and related models
decomposed from the architecture and gather information
more deeply for the projects in scope. We will then gather
measurement data and analyse it to find symptoms and causes
of poor performance. We will reconceptualise the processes and
capabilities and model the future state. These will be tested and
validated for feasibility. Implementation and change management
plans will be established and a cultural change program
established. The implementation program will be established,
executed and the progress towards cultural change will be
monitored and adapted as part of a coaching capability that will
have been designed.
Learning objectives:
• Establishing the enterprise change portfolio
• Process and project scoping
• Process Analysis, Modeling and Redesign
• Implementation – Specifying the capability solutions
• Implementation – Changing the people and the organization
• Operations – Monitoring, coaching and continuous
Learning Objectives
• Structure your thinking to ensure the optimal decision logic
• Develop pragmatic visualizations of decision structure
• Validate decision logic with business people
• Design decision tables effectively, find bugs, and correct them
• Know when to use decision tables and how to choose the best
©2013 Building Business Capability
Pre-Conference Half-Day Tutorials
Monday, November 11 & Tuesday, November 12
Monday | 1:30 pm - 4:30 pm | Palm B
skills, unlearn bad habits, and focus on those areas in their
problem-solving arsenal that are underdeveloped. Delegates will
tackle a variety of entertaining problems, games and practical
exercises designed to highlight specific analytical thinking skills.
The workshop ends with a brief diversion into creative problem
solving and lateral thinking as effective unblocking mechanisms for
analytical thinkers.
The Practical BABOK® Guide: Using v3 to
Improve Business Analysis
Kevin Brennan, CBAP
Chief Business Analyst and Executive Vice President
It has been almost a decade since work began on the very first
version of the BABOK® Guide. In that time, it has changed
business analysis, and been changed by it, as new methodologies
and trends alter the way we do our jobs. With version 3, a team
of expert volunteers have captured the latest trends in the
profession and updated the structure of the BABOK® Guide to
address business analysis at all different levels of the enterprise
and across a broad scope of perspectives. This session will
introduce you to the new structure of version 3, discuss how to
apply it to agile, business process management, and other types
of organizational change, and lead you through an interactive
workshop that will enable you to use those concepts to improve
your own business analysis process.
Learning Objectives:
• Understand the changes to knowledge areas and tasks in
• Apply business analysis knowledge and skills across many
different project types
• Use the BABOK® Guide as a basis for business analysis process
Key takeaways include:
• Understand the classical analytical problem solving approaches
(and how to apply them)
• Understand different thinking styles, and gain insight into how
to use these to tackle different types of problems
• Better information processing skills, including pattern
recognition, interpretation, summary, filtering, interpolation &
questioning techniques
• Understanding logical reasoning, argument and causality and
how to apply these in your current role
• Using lateral thinking techniques to unblock
Monday | 1:30 pm - 4:30 pm | Banyan AB
Agile Discovery Workshops:
Collaborating to Deliver Value
Ellen Gottesdiener
Principal Consultant and Founder
EBG Consulting, Inc.
Mary Gorman
Vice President, Quality and Design
EBG Consulting, Inc.
Monday | 1:30 pm - 4:30 pm | Palm D
Thinking like an Analyst:
Building Mental Muscle
Steve Erlank
Faculty Training Institute
Analytical thinking skills are required almost for every occupation in
our modern knowledge economy, and they form the backbone of
every educational system. But the term ‘analytical thinking’ covers
a wide range of cognitive approaches and skills, designed to cope
with a plethora of different problem types. We learn these different
approaches throughout our lifetimes, and sadly, we forget many.
Most people have preferred thinking styles, and job specialisation
and our own preferences can lead to us being quite good at
solving some kinds of problems, and positively dangerous when
we tackle others. As we know: if our favourite solution is a hammer,
very soon every problem starts looking like a nail!
This challenging, intensive, but fun workshop, unpacks analytical
thinking into a subset of skills, techniques and approaches that are
appropriate to today’s knowledge worker. While it is not possible
to teach someone to think analytically in a short workshop, its
metacognitive approach will help delegates reactivate dormant
©2013 Building Business Capability
On agile projects, planning and analysis converge. Requirements
unfold within the context and rhythm of agile planning horizons.
Collaborative discovery workshops are an effective venue for agile
teams to analyze product needs, build shared understanding and
mutual trust, and make complex planning decisions. Learn how
nimble, timely, well-facilitated discovery sessions enable product
stakeholders to act as partners to make just-in-time decisions
about what to deliver - and not deliver – throughout a product’s
lifecycle. Join Ellen Gottesdiener and Mary Gorman as they share
essentials you can use to discover and allocate high-value product
options to agile plans, for any planning horizon.
Learning Objectives:
• How to guide your planning for agile workshops using the “6
P’s”: purpose, participants, principles, products, place, process
• Essential ingredients for successful group collaborations and
key deliverables for agile planning workshops
• Learn collaboration patterns and activities that encourage
participation throughout any agile planning session
• Understand how to use a re-useable, adaptable agile discovery
workshop process to design, prepare and facilitate agile
discovery workshops
Pre-Conference Half-Day Tutorials
Tuesday, November 12, 2013
Tuesday, November 12, 2013
Tuesday | 9:00am - 12:00pm | Palm B
| 9:00am - 12:00pm | Jasmine AB
Fostering Innovation in Business Analysis
Angela Wick Garay, CBAP, PMP
Founder and Principal, BA-Squared, LLC
BABOK® v3 Committee - UCs and Techniques & Chair,
BA Competency Model Committee, IIBA®
Running a Successful Process Scoping and
Mapping Session: Getting the Best Results in
the Least Time
Alec Sharp
Clariteq Systems Consulting Ltd.
Whether you’re a Business Analyst who has settled on “process”
as a lens to understand a client’s situation and requirements, or
you’re a Business Process Architect designing a new process, you
will eventually have to bring the stakeholders together to work
through what the boundaries and contents of the process are, and
how it actually works (or should work.) In other words, you have
to facilitate a process scoping and mapping session. This is the
case whether you’re working with an existing business process, or
designing an all-new one.
This can be a daunting prospect. It’s harder than ever to get the
right people together, so sessions have to be highly productive.
But you’ve seen what can go wrong – some participants diving
into the weeds, some drifting into the ozone, and others just…
drifting. You need practical frameworks and techniques for quickly
scoping and modeling business processes in a group setting, and
that’s what this presentation will provide. It draws on over 30 years
of successful facilitation experience, and includes proven agendas,
practical tips, and real-life examples.
Topics include:
• Why the familiar “input-process-output” scoping framework
often fails in business settings
• How to clarify “what” before modeling “who and how,” and
why it’s essential to a successful session
• Completing a first pass through business process mapping
within your natural lifetime.
• Refining your process model while avoiding the abyss of detail
• Related session techniques – process identification (discovery)
and process assessment
Maureen McVey, CBAP
Head of Learning and
Development, IIBA®
Julian Sammy
Head of Research
and Innovation, IIBA®
This half day workshop is for business analysts and managers
of BAs who want to foster innovation in themselves and in their
stakeholders. You will learn and practice innovation techniques to
use and apply throughout the Tasks of A Guide to the Business
Analysis Body of Knowledge® (BABOK® Guide) and Agile
Extension to the BABOK® Guide. This workshop will also give
participants resources to continue to explore innovation in their BA
practices, gain buy in to leverage the innovation techniques, and
prepare for the increasing demand of innovation and complexity in
our work.
Learning Objectives
• Describe the innovation process for business analysts
• Experience and practice techniques that can be used in many
business analysis tasks to drive innovation innovation and
creativity in your stakeholders
• Understand the underlying group dynamics of innovation in
typical business analysis meetings
| 9:00am - 12:00pm | Jasmine EF
Business Architecture: What’s Really Necessary
for Business Strategy & Transformation
John A. Zachman
Chief Executive Officer
Zachman International
Business Architecture, Business Strategy and Business
Transformation presumes three things:
1. A precise definition of Business Architecture,
2. A Strategy specification of some future state and
3. An understanding of the current state that requires
Presently there does not seem to be a common understanding
(metamodel) for Business Architecture. This suggests that there
likely is more than one relevant, valid definition. Whatever
definition one selects should be derived from an objective
structure (an ontology) as opposed to somebody’s arbitrary
industry experience or “best practice”. The Strategy, or future
©2013 Building Business Capability
Pre-Conference Half-Day Tutorials
Tuesday, November 12, 2013
state would be the “To Be” manifestation of the Architectural
components and the current state would be their “As Is”
| 9:00am - 12:00pm | Palm D
Transformation implies some understanding of the Business impact
of changing the “As Is” configurations. The Zachman Ontology
(the Zachman Framework) constitutes a precise, holistic, Enterprise
metamodel from which any desired definition of Business
Architecture can be derived and the “Primitive” (single-variable)
models can be instantiated as “To Be” as well as “As Is”. The
impact of changing an “As Is” Primitive configuration is explicitly
depicted in the “As Is” “Composite” (multivariable) relationships
(e.g. Business Rules) with other, related “As Is” Primitives. Decisions can then be made for Transforming the “As Is” to the
“To Be” while minimizing disruption to the Business.
Learning Objectives:
• Precise definition of Business Architecture
• Translation of Business strategy into architectural descriptions
• Posing alternative target architectures
• Creating Enterprise Architecture supporting Business Strategy
• Identifying specific components for transformation
The Evolving Business Process Technology
Sandy Kemsley
BPM Analyst and System Architect
Kemsley Design
Do you have an understanding of business process management, but
want to learn about the new technologies and methodologies that
are starting to appear in BPM products and projects? This introduction
to emerging technologies in BPM will cover all the hot new topics to
whet your appetite for taking your BPM initiative to the next level.
You will learn about:
• Social BPM: enabling collaboration in process discovery and
• Dynamic/adaptive case management: letting knowledge
workers decide what the work should be
• Intelligent BPM and predictive analytics: making processes
smarter to avoid problems before they occur
• Process mining: discovering processes in a mountain of event
• Process simulation: understanding and optimizing processes
• This will include a look at some of the vendor products that are
implementing these technologies, as well as discussion of how
to use them in real-world projects.
Tuesday | 9:00am - 12:00pm | Palm C
Modeling Decisions to Put Big Data Analytics
to Work Improving Business Results
James Taylor
Decision Management Solutions
Tuesday | 9:00am - 12:00pm | Banyan AB
How To Perform A Business Capability
Assessment: A Practical Approach
As organizations invest in Big Data infrastructure they are looking
for ways to show a return on this investment. They need an
approach that will turn insights from that data into action and drive
better business results. In this workshop, James Taylor will discuss
a full lifecycle approach for succeeding with Big Data - Decision
Carol Scalice
Pfizer, Inc.
Learning Objectives:
• Discuss the importance of day-to-day decisions and show how
these are critical to business success
• Describe how to discover and model the requirements for these
decisions so Big Data can be effectively applied to improve
• Introduce the technologies, specifically business rules and
predictive analytics, needed
• Outline a framework for continuous improvement
Business capability assessments translate an organization’s vision
and mission to a tangible plan for prioritizing and delivering work. Capability assessments provide a framework for uncovering gaps
that must be filled in order to meet your strategic objectives,
enabling you to move beyond reactionary and tactical planning
to long-term strategic planning based on explicit business
goals. In this half day workshop you will learn what a capability
assessment is and how it can be used to develop your strategic
plan. Using real life examples, you will work as a team to build a
business capability map that is tailored to meet an organization’s
goals and learn how to create a strategic roadmap based on the
results of your analysis.
Learning Objectives:
• Identify business capabilities
• Prioritize capabilities based on business objectives and needs
• Develop a strategic plan using capability assessment results
©2013 Building Business Capability
Pre-Conference Half-Day Tutorials
Tuesday, November 12, 2013
Tuesday | 9:00am - 12:00pm | Banyan CD
but its ability to bridge the business-IT divide stems from the many
ways in which it differs from flowcharts. This in-depth tutorial
explains those similarities and differences, as well as what BPMN
really means by its most fundamental constructs, ‘process’ and
‘activity’. It’s not necessarily what you think, and that lies at the
heart of BPMN’s confusing role in BPM architecture. You’ll also
learn a bit of BPMN Method and Style - basic conventions that
ensure that your process models are not only correct according
to the rules of the spec but reveal the process logic clearly and
consistently from the printed diagram alone.
Facilitation Fundamentals Workshop
Denise Owen
Kristin Seer
Senior Consultant,
Business Rule Solutions, LLC
Learning Objectives:
• The 5 key differences between BPMN and traditional flowcharts
• Subprocesses and hierarchical modeling
• Gateways and end states, the key to Method and Style
• Critical concepts: process, activity, and instance
• Visualizing event-triggered behavior
• Messages and data flow – what’s the difference?
• What to look for in a BPMN tool
The art and craft of enabling individuals and groups to discuss
issues and opportunities around a shared objective; and to develop
agreed strategies for a common direction is generally referred to
as Facilitation. Facilitation also includes transfer of knowledge by
subject matter experts. The work that Facilitators do in creating
agendas, conducting research, and facilitating sessions to achieve
planned outputs is referred to as the Facilitation Process.
All professionals including Business Analysts and Architects,
Business Rules and Process Analysts--irrespective of the industry,
must facilitate solutions and strategies, as well as transfer
knowledge for their business clients. Facilitation competency,
when properly developed and applied enables the professionals to
excel in their functional and/or technical areas of responsibility.
Tuesday | 1:30pm - 4:30pm | Palm B
Implementing Innovation in Your Business
Analysis Practices
Angela Wick Garay, CBAP, PMP
Founder and Principal, BA-Squared, LLC
BABOK® v3 Committee - UCs and Techniques & Chair,
BA Competency Model Committee, IIBA®
In this highly interactive workshop, the participants will learn by
practicing the use of the following concepts and methods:
Maureen McVey, CBAP
Head of Learning and
Development, IIBA®
Julian Sammy
Head of Research
and Innovation, IIBA®
• Styles of Facilitation
• A Framework for effective engagement of participants
• Qualities of a good Facilitator/Session Leader; and creating an
effective Session Environment
• Designing session agendas for participants
• Applying facilitation techniques to eliciting business processes
and business rules
Business Analysis practices are evolving to include practices
to increase agility, facilitate innovation, and work with more
collaboration and flexibility. With increased speed demands
and more complex projects, we need to be able to introduce
innovative ways of performing the business analysis tasks.
Introducing new ways of working with stakeholders can be a
shock and met with much resistance.
12:00pm - 1:30pm | Lunch - Palm Foyer
Tuesday | 1:30pm - 4:30pm | Jasmine AB
What Business Analysts and Architects Need
to Know About BPMN…and Why
Bruce Silver
Bruce Silver Associates
The Business Analyst/Architect literature is surprisingly deficient
in good information about what should be a primary tool of the
trade: the Business Process Modeling Notation (BPMN). Not only
has BPMN become the nearly universal standard for documenting
manual processes and analyzing them for improvement, it is also
the language used by developers in almost all process automation
tools. BPMN is outwardly similar to traditional swimlane flowcharts,
©2013 Building Business Capability
Join us for a half day session to discover the factors that influence
adoption of new practices and behaviors and strategies to bring
new practices to your organization. We will explore barriers
and challenges to bringing new and innovative practices to the
team. We will look at where resistance comes from and proven
strategies to overcome the resistance and gain buy in.
Learning Objectives:
• Understand why resistance happens
• Discover types of resistance and strategies to overcome them
• Begin developing your plan to innovate the BA practices in
your organization
Pre-Conference Half-Day Tutorials
Tuesday, November 12, 2013
Tuesday | 1:30pm - 4:30pm | Palm C
Learning Objectives:
• The concepts, objectives and application areas of decision
tables for business analysis and business processes
• Proven principles for modeling, normalizing and factoring good
decision table systems
• Lessons from a long experience on how to build, analyze,
verify and optimize decision table models according to simple
Driving Decisions with Predictive Analytics:
The Top 7 Business Applications
Eric Siegel, Ph.D.
Founding Chair, Predictive Analytics World
President, Prediction Impact, Inc.
Tuesday | 1:30pm - 4:30pm | Banyan CD
The value proposition is straight-forward and proven: Predictive
analytics produces business rules that deliver. The customer
predictions generated by predictive analytics’ business rules
deliver more relevant content to each customer, improving
response rates, click rates, buying behavior, retention and overall
The Second Wave of Lean
Peter Matthijssen
Senior Business Consultant
Harnessing value with predictive analytics depends on some
careful choices: What kind of customer behavior you predict and
which operational decisions you automate with it. This workshop
will guide you in making these choices, and cover a healthy
dose of the core technology along the way – in a “user-friendly”
manner that makes the concepts intuitive, illustrating with
detailed case studies.
Joost Niehof
Senior Consultant,
Lean management is HOT! However, not all Lean
implementations are success stories. More and more we hear
people say “We tried Lean, but it doesn’t fit our organization…”.
Is there anything wrong with the Lean techniques?
What you will learn:
• How predictive analytics automatically derives rules for decision
automation by learning from experience
• The top seven business applications of analytically optimized
• What business rules produced by predictive analytics look like
and how they work
From ‘world class Lean’ organizations we can learn that Lean
is not primarily about cost cuts. It should be about customer
focus, about improving flow and about getting people involved.
Indirectly, working smarter could save money. So organizations
focusing on cost cuts took a false start with Lean.
It is time to do better. This interactive workshop will focus on ‘the
second wave of Lean.’
Tuesday | 1:30 pm - 4:30 pm | Palm D
Decision Modeling and Analysis Using Decision
Table Models
Jan Vanthienen
Professor in Information Management
K.U. Leuven
When modeling and analyzing business decisions, decision
tables and table networks have proven a powerful technique
to represent sets of related business rules and to model the
relations between the decision elements. Good decision table
models allow to model business decisions in a correct, complete
and consistent way, ensuring high quality and conciseness of the
decision logic, e.g. in the context of business processes.
It turns out that BPM plays a crucial role in successfully applying
Lean. So we have work to do!
All attendees to this workshop will receive a free copy of the
book ‘Working with Lean’.
Learning Objectives:
• Short introduction of Lean, Six Sigma and LSS
• Techniques vs culture: What is Lean really about?
• Customer focus: What is value for your customers?
• Lean Leadership: Working on management commitment
• Inspire for Lean: Getting the people involved ‘who do the real
• Many examples, pointers and exercises!
This workshop encompasses best practices and experiences
with different decision representations when modeling decision
rules by business experts in real business situations (insurance,
legislation, credit scoring, operating procedures).
©2013 Building Business Capability
Pre-Conference Half-Day Tutorials
Tuesday, November 12, 2013
Tuesday | 1:30pm - 4:30pm | Jasmine EF
Tuesday | 1:30pm - 4:30pm | Banyan AB
The Foundation for BPM
Kick-Starting Business Architecture
Jeff Scott
VP Business and Technology Strategy
Sandra Foster
Managing Partner, Capstone Ridge Group Partner,
BPTrends Associates
Experience has shown us that successful Business Process work
always honors a well-defined set of foundational principles and
practices. It also has shown us that unsuccessful efforts almost
always fail to respect these lessons learned. This workshop,
suitable for new process practitioners and also for experienced
veterans, will provide a simple and solid foundation for doing
Business Process work that you can apply immediately to your
Some of the things you will learn include:
• The inevitability of Business Processes; Why Business Processes
and BPM?
• The ubiquity of Business Processes: What is a Business Process?
• The standards for Business Processes; What are some standards
of Business Process modeling?
• The execution of Business processes: How do Business
Processes work in a functional organization?
• The fit of Business Process Management; Where does the BPM
Methodology fit with other approaches?
©2013 Building Business Capability
Interest in business architecture is accelerating but it is still a
hard sell to CIOs and business leaders. Roles are poorly defined
and best practices have yet to emerge. What does it take to
become a successful business architect and build a business
architecture practice in your company? How do you develop
the skills you need to become a sought after business architect?
Where do you begin and how do you gain momentum? How do
you create a compelling value proposition that resonates with
business leaders? This session will provide innovative yet practical
models for growing your business architecture skills and starting
a successful business architecture practice. We will illuminate the
hidden challenges that derail many programs, provide a six-step
model for selling business architecture, and identify the skills you
need to become a successful business architect with creative
approaches to start from where you are.
Learning Objectives:
• Understand the five business architecture myths
• A business architecture portfolio of services
• The skills you will need to become a successful business
• A model for selling business architecture to your organization
Wednesday, November 13, 2013
Wednesday, November 13, 2013
9:50am-10:25am | Exhibits & Morning Coffee Break
South Seas CD
7:30 am - 6:00 pm | Palm Foyer
10:25am - 11:25am | Jasmine CD
Registration Open
7:30 am - 8:30 am | South Seas CD
Role of Business Architecture in
Business Strategy
Parin Kothari
Senior Manager, Business Architecture & Insights
TD Bank Group
8:30 am - 8:50 am | South Seas EGH
Conference Welcome & Opening Remarks
8:50am - 9:50am | South Seas EGH
Leadership Land Mines! Making Good Decisions
Under Pressure
Marty Clarke
Speaker, Consultant, Author
Martin Productions
Get ready for a very fun, fast, and often hilarious experience as
Marty Clarke identifies the 8 specific behaviors that cripple your
ability to emerge as a true leader, and the real-world strategies you
can use to avoid them forever.
So many managers. So few leaders.
This popular class is appropriate for experienced managers and
those about to make the leap into managing a team. Real life
examples and highly substantive discussions center on strategies
that enable professionals to make a dramatic improvement in their
leadership capability immediately.
Get ready to defeat the 8 Leadership land mines:
• It’s All About Me
• Managing to the Exception
• The Super Doer
• The Blame Addiction
• Popularity Priority
• Cloudy Expectations
• Confrontation Phobia
• Managing by Committee
©2013 Building Business Capability
Large organizations are built organically or through acquisitions.
Knowing the business model, the capabilities and competencies
and the operational model helps in organizing and reorganizing
the building blocks as per changes in macro environment and
internal response to those forces. The presentation will take
you through the transformation of the car industry in the 80s
and 90s and the learnings that can be applied to the financial
industry. Coming to this century, the 2008 financial crisis and
the technology forces are further accelerating the need to
reorganize the building blocks and herald an era of innovation
and cultural change in the financial industry. Finally the
presentation will take the audience through a case study of how
data can be used leveraging old school information assets and
new age technologies as well as the opportunities to drive fresh
business value and build micro business models within the large
organization set up.
10:25am - 11:25am | South Seas GH
Putting Capabilities to Work: How
Organizations Use Capability Models to
Create Value
Jeff Scott
VP/ Business & Technology Strategy
Capability modeling is a powerful new tool that is rapidly
becoming the core element of business architecture initiatives.
Architects are finding that business leaders resonate with a
capability view of the organization and are applying them to a
wide array of business problems to provide deeper business
insights as well as create frameworks for decision making and
investment prioritization. This session will present best practice
examples of how business architecture innovators are applying
capability modeling to strategy development and alignment,
investment planning, project prioritization, and sourcing
Wednesday, November 13, 2013
10:25am - 11:25am | Jasmine AB
Case Study Presentation
10:25am - 11:25am | Jasmine EF
Implementing Strategic Roadmaps at Pfizer:
A Case Study
Framework for Measuring Project Success:
Beyond Budget, Scope, Schedule and Quality
Carol Scalice
Pfizer, Inc.
Peter Moon
Principal Program Manager,
Strategic roadmaps are a buzzword in corporate planning that can
be synonymous with politics, bureaucracy, and lots of time. We hear
about the benefits of strategic planning, but there aren’t enough
hours in the day to deliver on our commitments to our customers
and develop an intensive strategic plan. In this session, Carol Scalice
describes the important elements of a strategic roadmap and how
you can make your roadmap work for you as a practical, quick,
painless part of your everyday work. Carol will talk about ways to use
your roadmap to prioritize initiatives, increase transparency with your
stakeholders, and quickly come up with high quality business cases.
She will also discuss challenges she has experienced in implementing
strategic roadmaps as a deliverable in her organization, including tips
for overcoming some of those obstacles.
Learn how to help teams agree on a common set of business
goals, how they will measure success, the business capabilities
they will improve in order to reach those goals, a vision of a future
experience for key personas and a starting list of requirements or
abilities that a software project team will have to deliver in order
to realize that future vision. This framework allows teams to quickly
surface unarticulated assumptions, negotiate meaningful agreements
and evaluate the impact on the project of any changes to those
assumptions. This clarity helps teams work together towards common
goals, improves collaboration, reduces defect density and accelerates
Normally, building this sort of framework is one of the benefits of
building a strong business and technical architecture. In some cases,
it can take months or even years to develop a mature framework.
10:25am - 11:25am | Banyan AB
Innovation by Design
Jamie Champagne
Innovation Manager
Bank of Hawaii
Do you KNOW your customer? It’s easy to Conduct your
stakeholder analysis (2.2) and engage the users for User Stories
(9.33), but have you defined their need? Design Thinking,
a mindset taught today out of Stanford that has spread to
communities throughout the world, is a user-centric approach
based on empathy with your users. Learn the process that takes
you from Empathizing with the users, to gaining insights into their
needs as you Define and Ideate together. The process focuses on
‘showing’ solutions via Prototyping and Testing with your users and
you design WITH them. Based on success with Innovation at Bank
of Hawaii, Jamie will walk you through the Design Thinking process
to give you tools to take back and apply to your projects and with
your teams to not only better understand your customers’ needs,
but work together to ensure greater and faster project success.
©2013 Building Business Capability
I’d like to share an approach for developing a functioning framework.
It consists of roughly 10 questions and a specific approach to
facilitation. Business architects, project leads, requirements analysts,
process engineers and anyone else who wants to learn how to
establish a foundation for project success will benefit from attending.
While the attendees of this session won’t be full practitioners at the
end of it, they will be able to incorporate some of the practices and
approaches into their work.
Learning Objectives:
• Identify the 6 critical components of a common vision and how
they relate to each other
• Use 7 components of business value to measure success
• Quickly prioritize capabilities
• Describe the taxonomy of a requirement
• Describe the difference between a requirement and a feature
• Describe the relationship between two variables using causal
loop diagrams
Wednesday, November 13, 2013
10:25am - 11:25am | South Seas A
artifacts, and general application of rules management holistically
from requirements to delivery; identifying and reacting to those
areas that required attention.
Breaking Out of the Box: Strategies for
Innovative Rule and Process Design
This is a retrospective look at the challenges we have
encountered along the way in the following areas, and the action
steps we took to mitigate those challenges.
Gwen Bradshaw
Business Rule Architect
Assurant Specialty Property
• Tagging business rules in Use Cases
• Rule Inventory
• Governance
• Rule Versioning
• Rule Analysis & Design
• Design Documentation
• Testing
• Traceability
Thinking outside the box is a frequent directive, but how does
an analyst accomplish this, especially when regulations must be
complied with while meeting deadlines? This interactive session
will provide the participant with techniques and activities to drive
innovative solutions for rule and process design.
Through the use of effective analysis techniques and innovative
improvisational games the participant will learn and experience
effective techniques for thinking outside the box.
10:25am - 11:25am | South Seas B
Design For Disruption: Take an Outside-In
Approach To BPM
The first half of the session will cover techniques for discovering
the complete objective of a new or changing rule/process. The use
of decision tables, process flows, and improvisational games will
be reviewed for best practice and applicable situations.
Clay Richardson
Principal Analyst
Forrester Research
The second half of the session will allow the participates to use
the techniques to develop an innovative solution for a real world
rule set or process. For example selecting a contractor for home
repair or hosting a party. The interactive portion will enable
the participants to leave with a practical understanding of the
Fun and practical, this session will expand the participants ability to
discover and create outside the box solutions.
10:25am - 11:25am | Banyan CD
Study Presentation
Like building architects, process architects have traditionally
focused on designing durable business processes that can stand
the test of time. However, new technology disruptors such
as mobile and social are forcing teams to rethink process and
application design from an outside-in perspective. To deliver next
generation business process solutions, business architects and
business process professionals will need to shift from “systems
thinking” paradigms that emphasize process modeling, to “design
thinking” paradigms that emphasize creativity and customer
experience. This session will present emerging strategies and
practices for integrating design thinking principles into BPM.
Refining BRM Policies and Practices at Unum
11:25am - 11:35am | Room Change
Susan Connelly
Business System Architect
Angela Dillard
Systems Consultant
Maturing in any discipline requires continuous evaluation of
what’s working and what is not; and actively addressing those
things that are not. Rule Management is more than creating
and managing an inventory of rules; it’s the management of the
rule lifecycle; beginning with the initial expression to support
a business requirements through delivery, and any changes to
that rule thereafter. After incorporating Rule Management into
our SDLC, we continually assessed the processes, supporting
©2013 Building Business Capability
Wednesday, November 13, 2013
11:35am - 12:35pm | Jasmine CD
Study Presentation
• Business performance measures or outcomes can be financial
or non financial
• The strategic focus of the company determines which
outcomes are important
• The operating model connects inputs to outcomes
• Careful selection of performance measures and a bit of
experimentation are required to make the connections
meaningful and useful
• Efficiency ratios focus on inputs; productivity ratios focus on
outcomes; effectiveness is a form of productivity
The Process of Continuous Improvement on a
Continuous Improvement Journey
Marco Cesarino
Head of Excellence Center
Embraer Defense & Security
Flavia Lorenzi
Lean Consultant
Embraer Defense & Security
Excellence is a process, not a goal. From this statement, Embraer
Defense & Security continuously reinvents itself. Initially, set within
the context of the Entrepreneurial Excellence Program Embraer
(P3E), from 2011 adapted the principles and created a Strategic
Plan for Excellence, which involved:
• Identification of Value Streams with leadership involvement
and systematic actions of communication and involvement of
• Deployment of strategic goals: generating results on business
Value Streams
• Intensive Leadership Training, based on the concepts of BPM
- Business Process Management, Results Orientation and
Entrepreneurial Leadership.
This presentation will highlight the refining initiatives started in
2012, towards Management Execellence: based on conceptual
models of Excellence, Innovation and Knowledge Management,
Integration of Process Architecture and IT Business Process.
This is a case study that makes us think about continuous
improvement on a Continuous Improvement effort.
11:35am - 12:35pm | South Seas GH
11:35am - 12:35pm | Jasmine AB
Study Presentation
How to Scale Portfolio Management
Holly Green
Principal Business Analyst
REI (Recreational Equipment Inc.)
A Portfolio can quickly become unwieldy if your planning process
is not solidly linked to your organization and grounded by its
goals. The larger the organization, the greater the challenge to
maintain the appropriate level of partnership across all pertinent
REI’s Principal BA for Digital Retail will share how the company
inspected its Portfolio Planning process and made adjustments
to prioritize and deliver valuable features based on business
strategy. Holly will share the vision for leveraging Minimal
Marketable Features to release value quickly while still
maintaining a cadence for longer-term business investment
themes. She will discuss the approach taken to set portfolio
planning up for success in a scaled agile environment with a large
number of cross-divisional stakeholders and competing interests.
To consider whether a similar approach might be of value to
your organization, the room will examine best practices for
communication, partnering across the enterprise, assessing
process gaps, leveraging the right mix of skillsets to make quick
decisions, and addressing impediments to success.
Performance Ratios Connect Business
Architecture to Business Performance
Scott Whitmire
Enterprise Architect
Nordstrom, Inc.
All businesses want to increase sales, customer loyalty, and profits,
but these are not measures we can influence directly. To change
these outcomes, we need to move levers and push buttons that
are sometimes quite disconnected. Using business architecture and
business process management, we can connect inputs to outcomes
to determine which levers and buttons are most effective at helping
us achieve our specific goals as well as measure the financial and
non-financial performance of the business.
Learning Points:
©2013 Building Business Capability
Wednesday, November 13, 2013
11:35am - 12:35pm | Banyan AB
Capturing and Implementing Business Rules
and Decisions – The Smarts of Your Business
Gladys S.W. Lam
Principal & Co-Founder
Business Rule Solutions, LLC
Executive Director
Building Business Capability (BBC)
Every business initiative has business rules – usually a great
many. Business rules are an integral part of operational business
decisions, complex business logic, and guidance about how to
complete tasks correctly.
Undertaking a project from a business rules and decision
perspective requires a different mindset. Using a case study, this
presentation shows how to …
• Interpret business rules and identify decisions from regulations
and other sources
• Model decisions
• Express business rules clearly
• Group, organize and analyze the business rules and decisions
• Implement the business rules and decisions using different
business rule technologies
The presentation discusses the pros and cons of business rules
statements vs. decision tables, and shows how they differ during
the specification, validation, management and implementation
stages of the requirements life cycle.
It provides examples of …
• Business rules, decision structures, and decision tables
• Business vocabulary (concept model)
• Business-friendly business rules technologies
• Syntax for various implementation technologies
11:35am - 12:35pm | Jasmine EF
The Business Therapist: A Humanistic
Approach to Business Analysis
Chris Garner
Senior Business Analyst,
The Church of Jesus Christ of Latter-day Saints
To successfully lead business partners to the outcome they desire,
the business analyst must resist the tendency to use technology
to merely treat the symptoms of pain the business is feeling. True
analysis requires sifting through the content and noise of what
hurts to identify the root cause of the problem. Requirements
built on the foundation of the root cause lead to lasting technical
solutions that facilitate efficient processes.
What you will learn:
• Content vs. Process: Learn to cut through the noise and hear
what your business partner is really asking.
• Help your business partners identify root cause of process
• Master the art of the “5 Whys”
• Understand the importance of building relationships of trust
with your business partners.
11:35am - 12:35pm | South Seas A
Study Presentation
Plan for Re-Use of Rules…and Don’t be
Surprised when it Happens
Jack Heck
Business Consultant
Northwestern Mutual
One of the basic principles of Business Rules calls for planning to
reuse Rules whenever possible. However, sometimes, especially
during the initial start-up of a BRMS deployment, some Rules
development may be undertaken as more of a “learning curve
project” to understand the process and it is not really expected for
those Rules to be reused. As new ideas pop-up it is soon realized
planning for reuse needs to be done early and often.
This “ah-ha” moment came for Northwestern Mutual well after the
deployment of a couple of those initial “learning curve” projects
that were used to gain an understanding of Business Rules. When
a new project came forward that would reuse some of that existing
initial development, and provide an opportunity to showcase the
rapid development that can occur with Business Rules the idea of
looking for reuse became quite evident.
This session will cover how the Business Rules system was launched
at Northwestern Mutual, the use of “venture” funding in the
start-up process, some ideas on how we determined which Rules
applications to start learning with, and how two of those initial
Rules applications were leveraged for the rapid development of a
prototype for a new mobile app in a six week timeframe.
Much like successful therapists help their clients discover and
overcome breakdowns in emotional and relationship processes,
a successful business analyst helps business partners discover the
business process breakdowns that hinder an organization. While
the content being analyzed by these two professions couldn’t be
more different, the practice of process discovery is very similar.
©2013 Building Business Capability
Wednesday, November 13, 2013
11:35am - 12:35pm | Banyan CD
are fungible. The configuration of the organization itself, and the
freedom it gives people to innovate and execute are the true
frontiers of strategic business advantage.
The Business of Asking Questions
Learning Points
• Management is the Least Productive Activity of an Enterprise
• Learn How to Create a Highly Scalable Enterprise Without
Human Bosses
• The Process-Centric, Self-Managed, Networked Enterprise
Requires Both Philosophy and Structure
• The Self-Managed Enterprise is Durable and Resilient
• The Self-Managed Enterprise Creates Strategic Business
Diana Cagle
North Highland
Asking questions is the most fundamental part of a business
analyst’s job. We ask questions to define strategy, establish
scope, or elicit requirements that enable critical changes at the
organizations we support. But how do you know what questions
to ask? How do you tap into the information your project needs
but that stakeholders don’t know to share? And how do you ask
questions in a way that promotes the trust needed to start the
flow of communication? What prep work should you do before
you start asking questions?
12:35pm- 2:00pm | Attendee Networking Lunch
Exhibit Hall - South Seas CD
12:35pm - 2:00pm | South Seas GH
IIBA® Lunch Session
This session will provide the following key takeaways that you can
immediately implement to improve your questioning skills and
become a stronger BA:
• Prep work you should complete prior to asking questions
• Powerful questions every BA should ask on each project
• Steps to asking questions at the appropriate level at the
appropriate time
• Advanced techniques
IIBA® Pharma/Biotech Special
Interest Group: Annual Review
Carol Scalice
Pfizer, Inc.
11:35am - 12:35pm | South Seas B
Bill Nazzaro,
IIBA® Pharma/Biotech Special Interest Group
and Novo Nordisk
Lessons from the World’s Most Creatively
Managed Company
2:00pm - 3:00pm | Jasmine CD
Doug Kirkpatrick
Using Enterprise Rules Management to
Transform the Way We Do Business
This session will explore the lessons of The Morning Star Company,
highlighted on the cover of the Harvard Business Review in
December 2011 as The World’s Most Creatively Managed
Company. Morning Star has grown from zero at its inception
in 1990 to become the world’s largest tomato processor, with
products consumed by almost every person in North America
and millions more around the globe. Morning Star provides
an organizational model that links mission-critical processes to
individual stewardship without the need for supervision by bosses
or managers. An enterprise can create a framework of negotiated,
enforceable process stewardship agreements, which can drive
sustained business performance while giving every individual an
equal voice.
The enterprise business process stewardship model creates
a rigorous and sustained focus on superior execution and
performance measurement and management, and is also highly
conducive to continuous innovation. Patents expire, trade secrets
leak, competitors replicate best practices, systems and talent
©2013 Building Business Capability
Michelle Murray
Enterprise Rules Architect
Inland Revenue New Zealand
Nick Vaughan
Manager, Business Rules Centre
Inland Revenue New Zealand
For Inland Revenue (IR), New Zealand one of the contributing
factors to their 10 year transformational journey is to take a new
approach to managing business rules.
They’re moving away from hard coding/embedding business
rules directly into IT systems and are taking an enterprise rule
management approach (technology and rule management
capability). Business rules are centralized and reused across
channels, systems and applications.
Wednesday, November 13, 2013
Attendees will find out:
• How through one source of truth IR is able to respond to
legislation and policy changes quickly and efficiently
• Some of the challenges IR has faced in adopting an enterprise
rules management approach
• How IR intend on using their business rules to assess the impact
of change to customers
2:00pm - 3:00pm | South Seas GH
organization’s strategy, and an examination of the BA’s role in it can
clarify the entire concept of strategy.
We will look at leadership in general, the difference between
tactical and strategic leadership, and at how to define and detect
leadership in yourself and others. We will also take a close look
at PPM to see how it works, what it encompasses, and how the
BA is involved. Prepare for an exciting ride – this is your future!
Key Points:
• What is the difference between tactical and strategic
• What are the traits and skills of leaders?
• What is PPM and how is it conducted?
• What is the BA’s role in PPM?
Leveraging Process Frameworks to Simplify
Process Management
Jeffery Varney, PMP
Business Excellence Practice Lead
2:00pm - 3:00pm | Banyan AB
Many people inherently sense the value of a process framework
but struggle to realize the benefit within their organizations.
Just what is the framework used to be used for? How will it be
deployed? Who should be involved, who must be involved? Who
is ultimately impacted and what must they do to transform from
the old way business was done to a more structured, organized
and collaborative approach.
Flawed Thinking in ProcessLand: When “Doing
the Right Thing” Isn’t
This presentation will look at how several organizations have
overcome the barriers and achieved a cleaner, simpler path to endto-end process management leveraging the best that a process
framework has to offer. We will look at the key principles that make
a framework effective for identifying and organizing your processes
and the people that make them happen, alignment to what
leaders care about, and leveraging the power of past successes to
accelerate the journey to higher process-based performance.
Every year, BPM teams set out to energize their organizations around
becoming process-oriented. Some succeed, but others become
mired in conflict, paralyzed by approaches that just aren’t working
or struggling with some other disconnect. This happens globally, in
every type of enterprise, and the surprising cause is often following
what seems to be sensible, well-intentioned advice – the frameworks
to use, the standards to adhere to, or the methodologies to choose
from. The underlying problem? – much of the common advice is
based on commercial interests, sweeping generalizations, blind faith,
and, most of all, a lack of practical experience.
2:00pm - 3:00pm | Jasmine AB
Strategic Leadership and Portfolio
Management in the Business Analysis World
Rick Clare
BA Practice Director
Strategic Leadership is different - its focus is on leading the
organization through the change necessary for it to survive and
thrive, rather than on simply getting a job done. The Business
Analyst possesses many of the skills needed to move into this world,
but their thinking must change. Most BAs are focused on projects
and on satisfying the business needs that were decided for them
at a higher level. Strategic leadership will involve the BA in making
those decisions. An excellent way to visualize how this works at a
company is to look through the lens of Project Portfolio Management
(PPM), the process where the needs of the business are analyzed and
projects are created to satisfy those needs. PPM is a vital part of an
©2013 Building Business Capability
Alec Sharp
Clariteq Systems Consulting Ltd.
Save yourself the pain of getting off on the wrong track – attend
this session and learn what the common pitfalls are and how to
avoid them. Even better, bring your suggestions for “bad advice
and flawed thinking in BPM.”
The five main problem areas we’ll address are:
• What’s in a name? – “You say capability, I say business process.”
• Do we really need Social BPM, Emergent BPM, Adaptive Case
Management, and other schisms?
• If it’s the “de facto standard,” why isn’t anyone actually using it?
• The perils of process frameworks and off-the-shelf architectures.
• Named methodologies, certification, and other potential evils.
This is sure to be an entertaining (and controversial!) session – be
there to see who’s pleased and who’s not!
Wednesday, November 13, 2013
2:00pm - 3:00pm | Jasmine EF
Unlock the Secret to Powerful Communication
and Maximize Your Influence with
Christa Kirby
International Institute for Learning
Communication is often seen as a nice-to-have in Business
Analysis, when in reality all too many difficulties we encounter
in our work can be traced back to problems in communication.
Incorporating insights from the latest research in neuroscience,
this presentation will increase your understanding of how and
why people communicate the way they do. It will also help you
understand your communication blind spots and emotional
triggers, equipping you with the tools to communicate more
effectively with people you find most “difficult.”
In this presentation, you will learn:
• How to identify your communication strengths and challenges
• What your psychological preferences are in terms of
communication and why they exist
• How to recognize the communication preferences and styles of
• How to maintain the integrity of your message while tailoring it
to various audiences
• How to use these new tools to transform conflict into
connection and influence stakeholders across the business
2:00pm - 3:00pm | South Seas A
Study Presentation
A Practical Approach Using Decision
Management and Decision Modeling at The
Principal Financial Group
Topics include:
• Decision management fundamentals
• Decision modeling fundamentals
• Discovering high-level operational decisions within business
process models
• Eliciting decision characteristics
• Modeling decision dependencies
• Defining business logic in rule families
• Verbalizing key business rule statements
2:00pm - 3:00pm | Banyan CD
Study Presentation
What’s in Your Toolbox to Drive Innovation
and Creativity
Angela Wick Garay, CBAP, PMP
Founder and Principal, BA-Squared, LLC
BABOK® v3 Committee - UCs and Techniques & Chair
BA Competency Model Committee, IIBA®
In today’s business environment innovation and creativity are
becoming an increased focus. We are in key roles to facilitate
innovation and creativity within organizations with engaging and
collaborative meetings and techniques. Leaders are looking to
us to bring innovation and creativity to the strategic initiatives in
their organizations. This session explores the importance and ways
we can bring out innovation and creativity with our teams and
• Discover why innovation and creativity are important to our
• Discover ways we can facilitate innovation and creativity
• Learn about common and new techniques that inspire creativity
and innovation
2:00pm - 3:00pm | South Seas B
The State of Business Process Management
Don Perkins
Business Rule Consultant
Independent Consultant
Doris Kimball IT-Business Analyst Sr
The Principal Financial Group
This session will discuss how The Principal Financial Group is
developing a practical decision centric approach that applies
ideas from Decision Management and Decision Modeling
methodologies. We have initial experience from past and ongoing
business rule projects. We will discuss fundamentals, techniques,
lessons learned, and anticipated benefits as we continue to evolve
our approach.
©2013 Building Business Capability
Paul Harmon
Executive Editor
Business Process Management is rapidly emerging as the
synthesis that can pull together process improvement, Lean, Six
Sigma, Quality Management, Business Process Reengineering,
BPMS technology, Case Management, Decision Management,
Process Analytics, Business Architecture, and several other
approaches under a broad umbrella. This won’t happen if each
group proceeds to view the world from different perspectives
and not holistically. Nor will it happen if new approaches seek
to branch off and create independent disciplines. This talk
will describe the BPM approach as it exists today, consider
some major trends, and describe some companies who have
Wednesday, November 13, 2013
3:10pm - 4:10pm | South Seas GH
successfully used it to fundamentally transform how they do
business. The Business Process Management approach new
trends and directions bringing the various approaches together.
Companies that have benefited from BPM creating a BPM
Unlocking the Silos: The Power of Business
3:00pm - 3:10pm | Room Change
Tim Westbrock
Managing Director
3:10pm - 4:10pm | Jasmine CD
For decades, the discipline of Enterprise Architecture has
been practiced primarily within the Information Technology
organization, under the direction of and staffed by IT
professionals. Changing competitive landscapes, large-scale
transformations, and new business models are accelerating
change in every element of the enterprise, not just IT. Change
requires that leadership understand the broad impact of that
change on the enterprise’s moving parts, something that only
true “enterprise” architecture provides. However, one of the
challenges that has always existed is how to understand the
impact of change across the silos of an enterprise. Process and
functional models tend to mimic existing silos within a company.
Business capabilities are a mechanism that cuts across preexisting boundaries and expresses the organization in a way that
allows change to be examined differently.
The Value-Minded Business Analyst: How
Professional Business Analysts Generate
Measurable Business Value
Steve Erlank
Faculty Training Institute
Many Business Analysts bemoan the fact that they are
unappreciated and misunderstood. It is true that many
organisations have yet to recognise the benefits that a good BA
can deliver. But it is equally true that most Business Analysts fail
to demonstrate measurable value, both in the work products
they deliver, but also in the solutions they articulate. For many
BA’s their responsibilities begin and end with the documents they
produce in just “doing their job.” But this does not necessarily
deliver business value: in fact history has many examples where
“doing ones job” led to disastrous consequences!
This seminar explores ways in which business analysts can add
demonstrable business value. This requires a change of mindset, a widening of focus in projects, and the application and
adaptation of some business analysis techniques that are often
left undone.
This insightful seminar will challenge and inform, inviting business
analysts everywhere to lift their game.
The following topics will be covered:
• Understanding what “business value” means?
• 10 simple “value targets”: little things that deliver immediate
business value
• Exploring and using the BA tools and techniques that are valueoriented
• Approaches that are designed to unlock business value
• Defining the value proposition: making value demonstrable and
Join Tim Westbrock of EAdirections, experienced mentors to IT
and Business leaders, as he discusses and take your questions
on EA challenges and offer his perspective on how EA leaders
can unlock the silos of the enterprise though the use of business
capability modeling and analysis. Some of the topics he will
discuss include:
• The evolution of EA perspectives from Traditional to Transitional
to Transformative
• What are business capabilities?
• How do you get started with business capabilities?
• How are organizations using business capabilities for planning
and decision making?
3:10pm - 4:10pm | Jasmine AB
Study Presentation Maximize Resource and Investment: Project
Portfolio Management (PPM)
Randy Somermeyer
Managing Partner
Brian O’Reilly
Executive Consultant
Accel Solutions
This session will be co-presented to provide the systems and
analysis side of the design and implementation of a Project
Portfolio Management (PPM) solution in a multi-country
©2013 Building Business Capability
Wednesday, November 13, 2013
3:10pm - 4:10pm | Jasmine EF
setting. The session will define the main aspects of PPM
(Intake, Project Management and Portfolio Management) and
the typical problems and values of such implementations. The
co-presenters will provide an understanding of the business
issues and environmental challenges of a related case study that
was performed in 2012. A sample of the business issues and
environmental concerns include:
3 Forms of Analysis
Chris Ramias
Performance Design Lab
• No clear understanding of how work is currently being
performed at any of the locations
• All locations operating independently and the objective was
to have a common process, roles and terminology to enable
resource sharing and intellectual capital reuse
• Across all locations, there were 250+ distinct project artifacts
with 100 being mandatory and very little re-use
• Cultural, time zone and language differences
Rick Rummler
Performance Design Lab
The project strategy will be reviewed on getting the PPM solution
design to a common process for deployment. Key findings
from the initial analysis will be reviewed and the approach using
process design, leveraging Lean Concepts, in conjunction with
defining system requirements and just in time end user training
/ work instructions. All of this was accomplished in less than half
the time of a typical PPM solution, and with better adoption. The
session will close with key benefits, lessons learned and Q&A.
3:10pm - 4:10pm | Banyan AB
Improving Collaboration and Communication
through Improvisation
There is a vast array of tools and techniques available for process
analysis, and it can be bewildering to sift through the myriad
possible options to select the analysis approach that will be
most effective for a given improvement effort. This presentation
will look at Variation, Waste and Visual analysis approaches
and demonstrate a way to organize your understanding of the
different approaches and equip you with the information you
need to tailor your analysis approach to the specific needs of your
organization and improvement efforts.
3:10pm - 4:10pm | South Seas A
How to Use Standards and Patterns to Write
Wicked Good Business Rules
Christopher Maple
Senior Programmer/Analyst
MMG Insurance
Kupe Kupersmith
B2T Training
To accomplish anything you need the help of others and others
need your help. Successful teams have members that are
continually improving how they interact and communicate with
each other. Collaboration, creativity, and results grow out of an
environment that is positive and affirming.
In this highly interactive and fun session, Kupe, an improvisational
actor, focuses on key improvisation lessons that will help you
be a more attentive and flexible team member. You will walk
away with lessons to help you stay in the present, temporarily
suspend judgment, keep conversations moving forward and listen
generously. These skills are needed to build positive, trust based,
results oriented teams.
Grace O’Neal
Senior Programmer/Analyst
MMG Insurance
MMG Insurance has adopted rule standards and patterns to
ensure consistent delivery of high quality, explicit, declarative
business rules. We will discuss the value proposition of standards
in rule architecture and how fact modeling and SBVR provided a
foundation for business rule standards. We will demonstrate how
we address common patterns including
• Business Rule Considerations
• Business Rule Scope
• Permissive Restrictions
• Derived Calculations
• Identification
• Use of Decision Tables
• Single Instances of Reference Data
• Fully Formed (no exceptions)
• Numeric Comparisons
• Multiplicity
• Enforcement
• Guidance
Session objectives
• The ability to think on your feet and keep a conversation
moving forward
• Learn lessons that will make you a sought after team member
• Gain confidence and trust in yourself and others
©2013 Building Business Capability
Wednesday, November 13, 2013
4:10pm-4:50pm | Exhibits & Afternoon Break
South Seas CD
3:10pm - 4:10pm | Banyan CD
Case Study Presentation
4:50pm - 5:50pm | Jasmine CD
Get Interactive! A Case Study in Virtual
Requirements Facilitation
Integration of Predictive Scorecards in BPM
Carol Drew
Senior Business Analyst
RG Performance Group
Forrest Breyfogle
Smarter Solutions, Inc.
Despite Yahoo’s corporate move away from telecommuting, the
rest of the world is aggressively moving forward with a mobile
workforce that spans time zones, technology skills and meeting
styles. To keep up business analysts must learn new ways to not only
encourage stakeholders to attend, contribute, and stay on topic,
but now must master virtual facilitation strategies, employ mobile
meeting techniques and understand technology that allow people
to collaborate anytime and anywhere. But despite the necessity
and/or convenience, when BAs facilitate virtual meetings they have
plenty of hurdles. Without visual cues and feedback, for example,
the most passionate attendees often find it nearly impossible to stay
engaged. All too often, in fact, online participants avoid contributing
as traditional trust-building interventions are abandoned and
conversations become one sided.
Described is a business process management (BPM) system
which provides value chain linkage between a unique predictive
organizational performance reporting methodology and the
organization’s functional processes. The described BPM value
chain can be used for daily management and the determination of
targeted improvement projects so that the bottom-line benefits.
Companies can immediately benefit from this statistics-based predictive
scorecarding methodology through a reduction in organizational
firefighting; e.g., where stoplight scorecards often treat common-cause
variability as though it were special cause, which is no different from
what occurred in Edwards Deming’s red-bead experiment.
In addition, this Statistical Engineering approach to business
management contains a detailed roadmap that describes how to use
analytics for determining where improvement efforts should focus and
how these efforts should occur so that the enterprise as a whole benefits.
This interactive session offers how one organization addressed
these issues using techniques such as A View From the Future,
visualization, A Day in the Life and Buy a Feature. Attendees will:
This session will illustrate the application of these Statistical
Engineering methods to a hospital showing how not only mean
operational/financial responses can be improved and demonstrated,
but how a reduction in the metric’s variability can occur as well.
• Learn tips and strategies to make virtual facilitation sessions
fun, collaborative, and productive
• Hear about promising technologies that leverage social
networks and world time zones
• Leave with a proven approach to facing common online
business analysis facilitation challenges
4:50pm - 5:50pm | South Seas GH
Case Study Presentation
3:10pm - 4:10pm | South Seas B
EA Journey In a Global Organization
Kathy Long
BPM Lead
Shell Oil
Trends and Directions in Transformational
The America’s onshore business within Shell has embarked on
a multi-year journey to implement Enterprise Architecture. The
journey has begun with seven core processes and over time will
encompass all areas of the business.
Jim Sinur
Innovative and intelligent processes allow businesses to transform
incrementally. Even the most risk adverse business will need
to differentiate to increase its revenue per hour worked, but
the most innovative companies will deliver sparkling business
outcomes. This session will cover the following key issues:
• Why faster decisions and processes are essential in business
• How have organizations delivered tectonic results with
innovative rules driven processes?
• Why intelligent business operations, supported by process is a
key for future success?
©2013 Building Business Capability
The goal is to create a program that can be implemented locally
and replicated globally.
This session presents a very high level overview of the approach,
our successes so far, challenges we are facing some of the lessons
learned in the first year of the journey.
What You will Learn:
• Basic successes we’ve experienced and what contributed to
those successes
• The overall approach incorporating local into Global
• Our Lessons Learned and the path forward
Wednesday, November 13, 2013
4:50pm - 5:50pm | Jasmine AB
Business Analysis Vendor Panel
Bob “the BA” Prentiss
Client Solutions Director of Business Analysis,
Watermark Learning
Douglas Jackson
CBAP, Requirements and Business Analysis Practice
Director, Robbins Gioia
Elaine Lincoln
CBAP, Global Practice Director,
Join Bob the BA (Bob Prentiss), our moderator, who will engage
and challenge our panel of industry experts from IIL and Robbins
Gioia. At this session we will explore industry developments and
perspectives on business analysis and requirements. Bob the BA
is also going to engage you, our audience, so you can ask our
panel the difficult questions you need answers to. Participation is
not just encouraged, it is required. So come prepared with your
questions and Bob the BA will make sure they get answered!
©2013 Building Business Capability
4:50pm - 5:50pm | Banyan AB
CAPITALize on Your Investment: Avoid the
Perils of Introducing Business Rules
Cindy Scullion
Senior Consultant,
Business Rule Solutions, LLC
Have you ever been frustrated by a lack of enthusiasm within the
organization for adopting business rules as a means to manage the
know-how that makes your company smart? Usually there is some
resistance within an organization to basic changes in approach,
whether it arises from a business area, IT, or just the usual
organizational inertia.
This presentation will give insight into the types of the resistance
you may see in each area and how to effectively deal with the
perils before they occur.
What you will learn:
• Typical barriers you’ll face
• How to mitigate different barriers
• What to expect going forward
• 5 critical success factors
Wednesday, November 13, 2013
4:50pm - 5:50pm | Jasmine EF
4:50pm - 5:50pm | South Seas A
Run Your Chapter Like a Business
Transformational vs. Incremental Change
Curtis Michelson
VP Chapter Development,
Product Owner,
IIBA® Central Florida Chapter
Karin Lehmann
Butterfly Business Consultants
Kristy Brown
CRM Project Delivery Manager
Koorb Consulting
Peter Johnson, CBAP®
President, Peter Johnson LLC
VP Strategic Initiatives, IIBA® New Jersey Chapter
Change... Love it or hate it, it’s what we all do - whether a new
system, process or strategy, every project and initiative involves
Any non-profit organization faces similar challenges when it
comes to achieving and sustaining growth. The key is running the
chapter and its support organizations like a business.
As Co-Chairpersons for the Chapter Maturity Model, Curtis and
Peter will review three visualization tools introduced in 2013 to help
IIBA® officers and volunteers. The Member Experience (“Mx”)
drives behavior. The Executive Dashboard captures key indicators.
And SWOT Analysis helps prioritize strategies and actions. For
BBC2013, a new tool will be introduced to produce the overall
business plan. The “Chapter Maturity Canvas” has been adapted
from Business Model Generation (Osterwalder) to demonstrate
the path from the front end (market segments, channels, customer
relationships and revenue streams), through “products and services”
(value proposition) to the back end (partners, activities, resources
and costs). The canvas is a visual tool for guiding the discovery and
implementation of business-oriented outcomes.
This session is for chapter board members, ELT members, BAs
and all IT professionals who are interested in leading a non-profit
organization. It will be interactive and fun. Hear narratives from
current chapters using the tools. Network with those whose successes
(and failures) lead to learning. Tweet #IIBA_ChapterMaturity
Key learning points:
• Business planning is essential for non-profits
• Practical tools aid visualization and insight
• Experience, metrics and plans are all part of a system
• Success is measured by progress (not size)
Understanding the motivation for the change and choosing the
most effective change management tools and methodologies
is vital to success. Unless this critical element is appropriately
managed, your best laid plans and hard work could all be wasted
and outcomes and benefits never realized.
Using several case studies we will demonstrate the difference
between Transformational and Incremental change and why
it is so important that you are aware of which one you are
trying to achieve. We will share real-life examples of where
transformational and incremental change has been used
successfully, and also some examples of where the approach was
misaligned, and significant lessons were learned.
Instead of “letting change happen”, take control of the situation,
make informed decisions around the appropriate approach, and
ensure your initiative sees success!
4:50pm - 5:50pm | Banyan CD
End Well to Begin Well: Using Retrospectives
for Continual Learning and Improvement
Ellen Gottesdiener
Principal Consultant and Founder
EBG Consulting, Inc.
High performing teams are “learning machines.” They fuel
their ability to improve, adapt, and grow their capabilities with
retrospectives. Retrospectives provide a venue for honest and
transparent reflection and evaluation of team practices and
outcomes. Done well, retrospectives go beyond mere “lessons
learned,” contributing to successful products and enhancing the
quality of your team and organization. Ellen Gottesdiener shares
how you can use ongoing retrospectives to elicit and leverage
your project community’s collective wisdom, define and sustain
good practices, avoid faulty results, and adapt for success.
©2013 Building Business Capability
Wednesday, November 13, 2013
4:50pm - 5:50pm | South Seas B
Case Management: Where Rules Meet Process
and Content
Sandy Kemsley
BPM Architect and Industry Analyst,
Kemsley Design, Ltd.
Case management software – also known as advanced, adaptive
and dynamic case management – has gained visibility as a tool
for managing complex service requests related to a single case,
such as in chronic care management in healthcare scenarios.
Cases are highly dependent on content, including both
documents and structured data, and may also use predefined
processes to execute standard procedures, although much of the
“process” in a case is ad hoc tasks and actions defined by the
case manager. In this relatively unstructured world of content and
process, business rules can bring some necessary structure.
©2013 Building Business Capability
Rather than requiring non-technical case designers or case
managers to make explicit calls to rules engines, declarative rules
as part of the underlying case framework can enforce boundary
conditions and trigger events based on actions.
In this session, you will learn about the interaction of content,
process and rules within case management, and why declarative
rules are key to flexible yet robust, well-governed cases.
5:50 pm - 7:50 pm | Exhibit Hall - South Seas CD
Networking Reception
IIBA® 10th Anniversary Celebration
Thursday, November 14, 2013
Thursday, November 14, 2013
7:30am - 8:45am | Jasmine CD
9:00am - 10:00am
| South Seas GH
What Is It That Makes Your Company Smart?
IIBA® Chapters Leadership Session
Heather Mylan-Mains
Neil Bazley
Please join us for the IIBA® Chapters Leadership Session. This is
a session for chapter board members, BAs interesting in joining a
chapter board, and those interested leadership for not for profits.
Come learn about the healthy ways organizations change and
create growth. Visionaries and operational efficiencies are
gained through stages of organizational change. Chapters
are organizations that need both components with leaders to
embrace the changes. Learn why this is vital to the success of
Transitions are a vital change for chapters and tricky to manage.
Successful chapter transitions are stories worth telling. Panelists
will share their experiences navigating chapter transitions.
Bring all the questions and ideas you would like to share as we
discuss how to create strong chapters and embrace changes that
transitions bring!
8:00 am - 5:00 pm | Palm Foyer
Ronald G. Ross
Co-Founder & Principal, Business Rule Solutions, LLC
Executive Editor,
Is improving your company’s business processes enough? No!
Even more important may be improving the results of those
business processes. That’s not the same thing.
This presentation examines the five aspects of business
intellect, the techniques that make your business smart. The five
techniques are really just common sense, but unfortunately their
effective use is not all that common.
Gain exclusive insights about the five techniques, why they need
to be an integral part of your practices, and how you can put
them to pragmatic use. With the challenges your company faces
today should you be doing any less?!
• Where hidden opportunities lie for improving business
• What the software vendors won’t tell you.
• How you can ensure your business is making the right
decisions, acting in best ways, and always playing to win.
9:00am - 10:00am | Jasmine AB
Study Presentation
Identifying and Applying Strategies for
Overcoming Resistance to Change
Registration Open
Carla Fair-Wright
Senior Change Management Consultant
Optimal Consulting LLC
8:00 am - 9:00 am | South Seas CD
8:00 am - 9:00 am | South Seas GH
Roundtable Discussions
©2013 Building Business Capability
This case study discusses attitudes about change and resistance
to change in a management initiative within a large energy
company. Organizational change is something that occurs
throughout an organization’s life cycle and effects the organization
as a whole. Change is accelerating due to numerous forces
including globalization, cultural diversity, economic trends, and
environmental resources. Resistance to change may be an obstacle
to successful implementation of initiatives based on how individuals
and organizations perceive their goals are being affected by the
change. The ability to recognize the need for change as well as
implement change strategies effectively is essential to organizational
performance. This study suggests that improved identification and
understanding of the underlying factors of resistance may improve
business implementation outcomes.
Thursday, November 14, 2013
9:00am - 10:00am | Banyan AB
Study Presentation
Incorporating User Experience into Business
Analysis for Government E-Services
Anas Orwani
Lead Business Analyst
Business analysts are so eager to elicit and communicate
requirements that represent the business need. This is important since
it ensures alignment with the business strategy. However, what we, as
business analysts, might not give the time to is the user experience
requirements. In this presentation, I will present our foundation,
as BA team, in the impact of user experience requirements on
usually extremely classical e-services, namely government services.
Attendees will learn what techniques we have used and the mapping
between those techniques and phases into our Business Analysis
approach & plan (standardization). Personas were mapped into
Stakeholders Analysis, User Journeys fed the Business Process
Analysis and UI Design was a great finishing on the Prototype. User
experience targets not only the look & feel; rather, it is speaking
the user language, humanity and life style. The user satisfaction has
increased to the level that stimulates faster value realization of these
government services objectives since users are facing services that are
not only “requirements-intrinsic” but those that have sophisticated
usability, too. The objective to meet the user experience satisfaction is
now a shared objective among services delivery and governance is in
place to ensure adherence to user experience.
9:00am - 10:00am | Jasmine EF
Study Presentation Fire and Ice: Blending Agile and Waterfall
from a BA Perspective
Joanne Carswell
BA Team Lead; Sr Business Analyst
In today’s world of complex projects involving multiple companies
and methodologies, more and more hybrid solutions are being
created. This case study discusses a multi-year project between
two companies—one operating with waterfall methodology and
one utilizing Agile. Examining the project through the perspective
of a BA, the initial model followed will be discussed as well as
compromises and challenges that were discovered. The evolution
of the BA role throughout the project will be a focus. Whether you
are currently utilizing waterfall or agile or have the need for a blend
of the two, this presentation will give you ideas about the best role
for the BA. Following are the major topics to be discussed:
• The Basics of Agile and Waterfall
• Initial Model of Operation including Compromises and
• Evolution of the BA Role
• Lessons Learned
©2013 Building Business Capability
Thursday, November 14, 2013
9:00am - 10:00am | Banyan CD
10:40am - 11:40am | Jasmine CD
Study Presentation
Establishing an Engaged Business Analyst
Community: Business Analyst Role Maturity
Aligning Standards and Practitioners during
Large-Scale Organizational Change
Christina Harris
Sr Business Financial Analyst
Adam McClellan
Brightrope Consulting
Business Analyst Maturity: what does this mean and how can
we accomplish this? Patience, lots of listening and engaging
your employees. Collectively, the AmerisourceBergen Specialty
Group’s (ABSG) leadership team (including the CIO) recognized
the need to unite the BA’s. Through this maturity process, we’ve
embraced IIBA and each Knowledge Area outlined within the
Three key deliverables that the audience will gain from the
• Specifics on how to engage business architects and business
analysts during discovery
• Examples of how to create effective partnerships between
requirements standard bearers and practitioners
• Principles of sound analyst onboarding
1. Business Analysis Planning and Monitoring
2. Elicitation
3. Requirements Management and Communication
4. Enterprise Analysis
5. Requirements Analysis
6. Solution Assessment and Validation
The health care industry has gone through a phenomenal amount
of change over the past three years. This session will focus on how
one mid-sized payer seized this opportunity to move its standards,
analysis, and business architecture practices forward.
Utilizing the knowledge gained from IIBA, our ABSG employees
functioning within the business analyst role was able to come
together as a united front; eager to learn more about the practice
and learn from each other.
In order to evolve the BA Community, the IIBA Business Analyst
Maturity Model was designed to assess the link between the
organizations and BA initiatives. Mature business analysis
practices focus on alignment with the organizations strategies,
goals and objectives. Creating an engaged environment
between the business analysts’ community and the organizations
leadership group has encouraged teamwork, collaboration
and cross functional activities within our various business units.
Harnessing this high performance environment enabled us
to develop a Business Analyst Best Practices model and an
exceptional training curriculum.
We have already taken a few steps to accomplish this goal!
• Established a Business Analyst Community
• Defined Business Analyst Job Descriptions
• Identified a need for the new Enterprise Business Architect role
• Completed several rounds of the IIBA Self-Assessment
• Completed several training sessions with the help of B2T
• And much more…
10:00am-10:40am | Exhibits & Morning Coffee Break
South Seas CD
©2013 Building Business Capability
10:40am - 11:40am | South Seas GH
Business Architecture Trends and Methods
Andrew Guitarte, PMP, CBAP
AVP / Business Architect
Wells Fargo
Business Architecture is a key component of the Enterprise
Analysis Knowledge Area. Business analysts & Enterprise
business architects need to equip themselves with the tools,
techniques, and methods of building and analyzing business
capability maps, business domain models, and business process
models to excel in the field of business architecture. This session
explores the latest trends, value propositions, and methodologies
in business architecture, both from the practitioner and business
manager points of view.
10:40am - 11:40am | Jasmine AB
Selling BPM to the C-Suite
Jim Sinur
The C-Suite wants to increase sales, attract customers and reduce
costs. While BPM can help deliver these goals, it is often seen
as low level, tactical and not strategic in value. This session will
concentrate on what is important to C-level executives, how BPM
can help and how you can communicate the value of BPM to your
Thursday, November 14, 2013
senior team
• Why should the C-Suite care about BPM?
• How to communicate with the C-Suite about innovative process
based transformation
• How to close the gap between what the C-Suite want and what
BPM delivers
10:40am - 11:40am | Banyan AB
Using Your Business Vocabulary to Build a
Strong Document Management Solution
project he is working on and suggests ways you can apply these
techniques to your own projects.
Learning Objectives
• Learn how techniques such as Impact Mapping can help you
narrow your focus and test your assumptions
• Learn how to use analysis models to identify, and further
explain user stories
• Learn how to establish a definition of ready for your effort and
use it to determine “just enough” business analysis
10:40am - 11:40am | South Seas A
Constructing and Analyzing Decision Table
Models for Business
Miranda Shumaker
Power Settlements Business Analyst
Northern California Power Agency
How does an organization move beyond using the folder system
on network drives for storing, managing, and collaborating on
documents in this “paperless” age? We asked ourselves that
question and came up with a solution that features Business Rules
and an enterprise-wide business vocabulary.
In this presentation, attendees will learn how to:
• Harvest business rules
• Build an enterprise-wide business vocabulary
• Develop workflows from the business rules and vocabulary
Jan Vanthienen
Professor in Information Management
K.U. Leuven
When modeling and analyzing complex business decisions in real
business situations, decision table models have proven a powerful
technique to represent sets of related business rules in the form of
tables and to model relations between the decision elements.
What you will learn:
• The concepts, objectives and application areas of decision
tables for business analysis and business processes
• Modeling, normalization of decision table models
• But mainly: lessons from a long experience on how to build,
analyze, verify and optimize decision table models according to
simple guidelines
10:40am - 11:40am | Jasmine EF
Analysis in Agile: There’s More
to it than User Stories
10:40am - 11:40am | Baynan CD
Kent J. McDonald
Agile Practice Lead,
B2T Training
Global Collaboration: Working Successfully in
a Global Business Analyst Community
A common question asked by teams adopting agile is “what
does business analysis look like in agile?” The common answer is
“writing user stories”.
Christopher Gaffney
Senior Director - IT Operations Management
AXA Equitable
Globalization is common these days, and with that are
opportunities to work on international projects and collaborate
with peer Business Analysts from around the world.
Okay, maybe not wrong, but certainly not the whole story
(pardon the pun). Business analysis in agile is concerned with
understanding the problem and possible solutions in order to
ensure the team is building the right thing. User stories can be
helpful, but are certainly not sufficient for doing that.
In this session, Kent McDonald describes how you can perform
just enough business analysis to discover the right things to build.
This includes how to really use value to decide what to build first,
why process flows, data models, and mockups are still extremely
helpful, and why the function of user stories is more important
than their form.
Along the way, Kent shares examples from a system replacement
©2013 Building Business Capability
In this presentation we will discuss how a Global BA Community
improves the effectiveness and efficiency of BAs in an international
company through the sharing of ideas and best practices, and how
to take advantage of international opportunities and build longlasting relationships in this global environment.
Key Audience Takeaways:
• How to set up, lead and contribute to a successful international
BA community
Thursday, November 14, 2013
11:50am - 12:50pm
| South Seas GH
• Cultures, languages and time zones -- Overcoming the
challenges of working with an international community
• Mobility -- Taking advantage of international Business Analysis
job opportunities
A Process Centric Approach to
Business Capability
10:40am - 11:40am | South Seas B
Roger Burlton
BPTrends Associates
Next-Generation Business Analysis
Ashish Mehta
Vice President & Global Practice Head Business Analysis, NTT Data Americas
Through hand held smart devices, the world has come near us.
We also know for the fact that disruptive technologies like social
media, mobility, big data, cloud and gamification have changed
the way we interact with the world. Businesses are fast adopting
these technologies to become an “Intelligent Enterprise”, provide
innovative products and services at lightning speed and be
regarded as the innovators and market leaders.
These “Changes” have made it paramount for us BAs to “Change”
the way we perform Business Analysis and help us find answers to
questions like:
• What impact does disruptive technologies like social media,
mobility, big data, cloud and gamification have on Business
• How does Business Analysis deliver the value in such
• What “Changes” do we “Change Agents” need to adopt to
Learning Objectives
• How do we bring the Business Analysis “Mindset” together and
perform “Next Generation Business Analysis”
• What changes do we BAs need in our approach and
methodologies to make them work?
• Can we deliver “As of Yesterday”?
There has been a lot of buzz lately about where business
processes fit when it comes to the capability of organizations to
perform as they would like. Some say that business processes
are needed to support already defined capabilities at a detailed
level and some say that capabilities of various types are needed
to enable to business processes to execute. Others would even
say that your business processes and your capabilities are the
same. Do these varying points of view represent real differences
in practice or are they just ways of looking at the same thing?
This session will introduce some common sense into the debate
by taking a business performance (the ends) and business
process (the ways of reaching the ends) point of view. It will deal
with making sure we figure out the right ways of working are
established prior to building expensive and risky solutions to the
wrong problems.
• Business Outcomes as a basis
• Business Process Outcomes for traceability
• What you have to be capable of
• The Business Process Hexagon for capability alignment
• Prioritizing Process Centric and multi-domain capabilities
11:50am - 12:50pm | Jasmine AB
Transforming Business Analysis Practices at
National Bank of Canada
Background Information:
• This presentation talks about changes that the BAs need to
adopt to be successful in “Next Generation Business Analysis”.
• Some of the older methods like Use Cases may not be
applicable in such scenarios
Melanie Shatilla
Chief Analyst, Business Solutions Management and
Organizational Performance,
National Bank of Canada
Three Deliverables:
• Characteristics of such BA engagements
• What competencies need to be enhanced for BAs to perform
Next Generation Business Analysis
• What approach(s) can work better in such engagements
Connie Whitmore
Independent Management Consultant
11:40am - 11:50am | Room Change
©2013 Building Business Capability
In 2008, National Bank of Canada launched its “One Client,
One Bank” transformation program in order to better satisfy the
needs of its customers by realigning its distribution channels
and simplifying its operational model. With significant resources
invested in such a transformation and a culture focused on the
rapid delivery of increasingly complex projects, maturing a
business analysis practice was essential while presenting many
challenges.National Bank has successfully addressed some of
these challenges since it established its Business Analysis Center
Thursday, November 14, 2013
of Excellence (BACoE). The Center includes approximately
200 business analysts and organizational change management
advisors, as well as a team of senior professionals dedicated
to the implementation of best practices.Melanie Shatilla, Chief
Analyst at National Bank’s BACoE, will open the presentation with
a real-life case study describing how her organization assessed its
business analysis capabilities and how they are being improved
to ensure the efficient delivery of valuable business solutions.
Attendees will learn about the specific strategies and tactics
that they can leverage to increase the maturity of their business
analysis practice:
• Standardizing processes, practices and deliverables
• Offering a professional development program
• Deploying requirements management tools
• Managing organizational change
• Establishing key partnerships with industry thought leaders
Connie Whitmore, Requirements Management Maturity
Practice Lead at IAG Consulting, will conclude the presentation
by highlighting why the National Bank succeeded in rapidly
enhancing its capabilities, based on her experience in assisting
client organizations in implementing best practices.
11:50am - 12:50pm | Banyan AB
Study Presentation
New Rules for Better Health
David Jarmoluk
Vice President Enterprise Solutions
Onlife Health Inc.
Carole-Ann Matignon
Co-Founder & CEO
Sparkling Logic, Inc.
Skyrocketing healthcare costs and the shift of focus to quality
of care have given birth to new programs that complement the
traditional medical insurance plans. Wellness program adoption
is growing at an extremely fast pace, promoting and encouraging
better health behavior through education and incentives to
prevent higher costs down the road. Opportunities for business
rules are everywhere: from identifying the at-risk population to
recommending activities, as well as accounting for rewards. Onlife
Heath developed a leading-edge infrastructure, which includes
business rules management, to support the exponential growth of
members signing up for Wellness Programs.
In this session, attendees will learn:
• The motivation for adopting business rules technology
• The lessons learned on this first-time initiative
• The benefits / ROI achieved by Onlife
©2013 Building Business Capability
Thursday, November 14, 2013
11:50am - 12:50pm | Jasmine EF
Study Presentation
Adapting the BA Role from Waterfall to Agile
2:10pm - 3:10pm | Jasmine CD
Shawna Rego
Business Analyst
Mayo Clinic
Enterprise Resilience
Michael McDermott
Independent Consultant,
MDM Consulting
Karen Powell
Business Analyst
Mayo Clinic
Lessons learned from Lead BA’s working on agile software
development teams at Mayo Clinic. This presentation will include
advice for adapting BA process from Waterfall to Agile, defining
roles within the team (developers, testers, project managers,
business analyst and the sponsor), and managing team dynamics
and drama. We will also dispel the myths and legends surrounding
the Waterfall vs. Agile culture shift and provide insight on being
confident in the BA role and adding value within the Agile
environment. Participants will recognize and relate to the stories
shared and be able to apply these lessons learned to their own
Agile software development projects.
11:50am - 12:50pm | Banyan CD
Study Presentation
Stop, Start, Go: Building a BA Career
Michael Augello
National Practice Lead, Business Analysis, UXC
International Director, IIBA®
One of the first steps towards building a business analysis career
is self-awareness and how to best position oneself for the future.
Simple ? Why then do we not do it ?
From roles within large global companies, to roles within boutique
entrepreneurial start-up consulting firms. From practitioner roles
that delve deeply into the detail, to advisory roles dealing with
strategy. From subordinate employee to owner and director –
common threads to career development emerge.
This presentation leverages the personal experiences of the
presenter as he has developed his own career spanning 30 years.
Practical and personal examples are drawn from real experience.
Supplementing this are 10 years of formal and informal coaching
and mentoring of peers, colleagues and employees.
A Career Development Plan is essential. Commitment to the plan
is perhaps more important.
Irrespective of your years in the profession, from the new to
those very advanced in years...Learn about constructing a career
development plan and the simple practices to take away and
©2013 Building Business Capability
12:50pm- 2:10pm | Lunch South Seas CD
You’re using an Enterprise Framework. IT Systems realize
Enterprise Architectures (including a Business Architecture) which
enable the use of Information, Analytics, Business Processes,
Rules and Decisioning, all designed to support and align business
execution. You’ve even got roadmaps and strategies. All is well,
right? Of course... IF your business is Resilient.
Here we discuss Organizational Resilience its meaning,
implications and requirements. We introduce the Resilience
Maturity Model as well as some of the tools necessary to
understand, audit, and improve your Organizational Resilience.
What You Will Learn:
• What it means to be Resilient
• The Business Case for Organizational Resilience
• The Resilience Maturity Model
• Tools for improving Organizational Resilience
2:10pm - 3:10pm | South Seas GH
Getting it Right: Ensuring Business Capabilities
Achieve Strategic Outcomes
Cheryl Wheeler
Senior Consultant
Mejora Consulting Inc
Chris Jacques
Senior Business Analyst
Mejora Consulting Inc.
Ensuring the alignment of business capabilities to business
strategy is a key focus for most organizations. While many
are embracing the idea that the development of Business
Architecture can deliver results, ensuring that investments and
improvements in business capabilities truly align to business
strategies and achieve measureable outcomes, remains a
challenge. In many cases, investments in business capabilities
are focused around projects, processes, and applications, making
the effort very IT centric. While IT can be a critical enabler in the
achievement of strategic outcomes, an IT-focused approach too
often results in the creation of competing priorities that do not
enable strategic value.
Thursday, November 14, 2013
This session will illustrate via a case study, a top-down,
collaborative approach that examines those areas of the business
where there may be misalignment to strategic outcomes and
targets – and identifies and prioritizes the business capabilities
that deliver the greatest value. This approach ensures that
initiatives and investments in building and improving business
capabilities enable the organization to achieve its objectives.
Learning Objectives:
• Strategic outcomes drive the business intent and strategies.
• Business intent and strategies drive the business processes.
• Business processes identify the business capabilities needed to
achieve strategic outcomes.
2:10pm - 3:10pm | Jasmine AB
BA Jedi Master Leadership Academy: Learn
How to Lead with the BA Force!
Heather Mylan-Mains
Deputy VP Chapters
What makes a good leader? There are some people that we can’t
wait to work with and others that we dread working with. Do we
always know why that is? There are traits that make good leaders.
Some people are natural leaders that lead effortlessly. Most
people need to find mentors and teachers to become leaders.
©2013 Building Business Capability
Find out how networking, influencing and empowerment make
you a BA leader with the power of a Jedi master to take action
with confidence. During this presentation learn tools to be a
leader who inspires and motivates people to achieve more than
they thought possible. Learn techniques that will draw people to
you and create powerful relationships. Small changes in how we
interact with people provide powerful impacts in our ability to
influence and lead. BAs, like Jedi’s, wield powerful influence in
the smallest situations.
Learning Objectives:
• How to motivate and inspire as a leader
• Techniques for networking
• Tips for relationship building
2:10pm - 3:10pm | Banyan AB
Study Presentation
Lessons Learned Modeling Decisions in
Aerospace, Banking, Insurance and Healthcare
James Taylor
Decision Management Solutions
Companies across a broad range of industries are applying
business rule and analytic technology to improve the way their
systems make day to day decisions. Knowing where to start,
how to generate an ROI and how to effectively apply decision
Thursday, November 14, 2013
management technologies is critical. Four real-world case studies
from aerospace, banking, insurance and healthcare will show the
critical role of decision modeling in successful projects. This session
will show how a core set of techniques for decision modeling
can be applied across industries, how these techniques work for
business rules and analytics, and how modeling decisions explicitly
lets an organization tie its business strategy, business architecture
and business requirements together to maximize the value of
decision-making technologies.
2:10pm - 3:10pm | Jasmine EF
Study Presentation
2:10pm - 3:10pm | Banyan CD
Study Presentation
Transformation: Can Anything Ever Truly
Agile Requirements@Scale: Achieving a
balance Between Governance and Agility
Sandra Sears
Assistant Vice President
MassMutual Financial Group
Cherifa Mansoura
Freelance Senior Consultant
Development organizations, large and small, are striving for more
agility in their software delivery. Requirements definition and
management, a major factor for project success, is an essential
part of disciplined agile development. In this presentation, we
will discuss how to achieve requirements at scale for organizations
who are bound with a heavy governance and where compliance/
regulations is one of the scaling factors that you need to cater for:
There is a great variety of techniques and tools for requirements
elicitation and management. Should you capture requirements
up front or iteratively throughout the project? Should you write
detailed specifications, light weight specifications, or something
in between? Should you take a test first approach, a use-case
driven approach, a user story driven approach, or something
else? Do agile requirements strategies really work? Do they
scale? Come listen/meet with the speakers who have long
experiences around what really works in practice.
2:10pm - 3:10pm | South Seas A
“Special Forces” team is helping shape the BPM culture inch
by inch in order to make process stick. And, learn how the
BPM Methodology has now become the backbone of the new
Knowledge Management discipline including business Rules and
Definitions. This CEO endorsed endeavor, known as the BHAG
(Big Hairy Audacious Goal) has transformed performance and
tripled earnings in 4 years.
Customer expectations are changing. Customers interact on
a daily basis with brands that offer innovative and engaging
experiences. How does a traditional insurance company create an
experience that meets the changing desires of its customers and
compete with new, non-traditional rivals?
For an established company to change the customer experience
for external customers, it needs to start by changing its internal
experience. Given technology’s critical role in the success of
businesses, IT professionals are well-positioned to drive this change.
In 2010 MassMutual embarked on a multi-year IT transformation
effort. Rather than focus on a component of the IT value chain,
MassMutual took a holistic approach. The company reexamined
its processes, redefined every role, and repositioned IT to be
more efficient and add greater value to customers, both in and
outside of MassMutual. Key to this transformation was changing
the way that the company thinks about business analysis,
enabling business analysts to transform from “order takers” to
critical thinkers and true analysts of customer needs.
In this session, attendees will hear first-hand about MassMutual’s
transformational efforts and will learn:
Great Game of Process: The Cool Kid’s Guide
to Making Process Stick
• How to engage associates so they truly understand the
business value to the enterprise for changing the way that they
do business
• How to leverage a 10-point plan to grow professional
practitioners who are able to apply the right critical thinking
skills to ensure effective and efficient delivery and an optimum
customer experience
• How to implement measurement as a critical part of ensuring
• How to develop a blueprint for sustaining change
Carla Wolfe
Senior Business Analyst
Elevations Credit Union
Using APQC and Baldrige Frameworks, Elevations Credit Union
is transforming their organization from tribal knowledge to
process-centric. In 18 months they went from ZERO processes to
winning a Rocky Mountain Performance Excellence Quality award!
Learn how they quickly and collaboratively built an enterprise
process architecture supported by robust, user friendly process
development tools which will be shared during the session. Learn
how the transparent visibility of all processes using a collaborative
software tool helped propel a quick start and fast recovery
from unexpected pitfalls. Learn how training and supporting a
©2013 Building Business Capability
Thursday, November 14, 2013
2:10pm - 3:10pm | South Seas B
Study Presentation
of the Brazilian market
• How BNDES Process Governance was aligned to Strategy
• BNDES Process Management and Governance Implementation
• BNDES Process Management and Governance Framework
• The BNDES Operational Process Center of Competency Model
applied and adapted to Brazilian and BNDES Culture
• How the Change will move BNDES and the Brazilian Economy
Acquiring Formal Knowledge from Text
Paul Haley
Automata, Inc.
Guided interpretation of natural language sentences from
text produces sophisticated logical axioms, such as those
produced in the course of Project Sherlock for Vulcan’s Project
Halo. Project Sherlock translated several thousand sentences
about cellular biology into Vulcan’s SILK system for use in
answer questions. The technique is generally applicable
to any source documentation of a formal nature, including
legislation, regulations, and other forms of real-world knowledge,
broadly concerning science, education, and governance. The
interpretative process requires competence with English without
substantial skill in logic or rule-based technologies. Productivity
and workflow is such that substantial bodies of content have been
formalized quickly and collaboratively. The results of such formal
interpretation are suitable for most rule- or logic-based systems
and standards.
Learning objectives:
• The latest in facilitated translation of natural language into
formal logic
• Collaborative curation of corporate, legal, and other documents
into robust knowledge bases
• Coping with limitations of various rule-based and reasoning
technologies and standards exposed by natural language
3:10 pm - 3:20 pm | Room Change
3:20pm - 4:20pm | Jasmine CD
Study Presentation
3:20pm - 4:20pm | South Seas GH
Case Management Model and Notation
(CMMN): An Introduction
Denis Gagné
Business Process Incubator
Case Management is a well-established practice in many industries
(e.g. insurance claims, social work, judicial systems, etc.). Within
the BPM community, Case Management is more and more being
perceived as better empowerment framework for knowledge
workers than traditional prescribed process definition. Although
case management is a well-known and well-recognized practice
in many industries, there were no existing defined standards
for modeling and specifying Case Management environments.
In this presentation we will introduce and explore a new case
management standardization effort called Case Management
Model & Notation (CMMN) taking place at OMG. We present
the background and motivation behind this effort as well as
introduce the concepts and notations that are proposed.
CMMN is descriptive rather than prescriptive allowing for better
empowerment of knowledge workers in accomplishing there
Learning objectives:
• Understand what case management is
• Understand the difference between prescriptive and descriptive
• Introduce the CMMN notation
• Demonstrate examples of case management modeling
Alignment of Strategy and Process
Governance: How the Brazilian Development
Bank Integrated Managerial Practices to
Sustain Growth in the Brazilian Economy
Pedro Lootty
Business Process Management Chief
BNDES - Brazilian Development Bank
Rafael Paim
Founder / Partner
Enjourney Consulting and Education
This session describes how BNDES has designed and implemented
a process management and governance framework and roadmap
in order to increase results and foster Brazilian growth. This
presentation covers conceptual and practical topics, as follows:
• The Brazilian Market and BNDES Role in sustaining the growth
©2013 Building Business Capability
Thursday, November 14, 2013
3:20pm - 4:20pm | Jasmine AB
Study Presentation
modeled along with business rules, vocabulary and decisions.
Then, well-motivated business requirements are produced. Tips
and best practices based on real-life experience are suggested to
ensure your success.
The Business Analysis Leadership Challenge
In today’s world, business capabilities must be smart, competent
and highly agile. Find out how you can take your requirements
practices to the next level of capability.
Jennifer Battan
Business Analysis Discipline Expert
Learn How To:
• Simplify business process models by an order of magnitude or
• Create truly agile, reusable business logic.
• Engage your business stakeholders in a way that maximizes
their contributions and minimizes their time commitment.
• Create smart business solutions that leverages business knowhow to the fullest.
Bob Prentiss
Client Solutions Director of Business Analysis
Watermark Learning
What does it mean to be a Business Analysis leader? Business
Analysts are naturally whom many people turn to for direction
and guidance as our businesses become more complex, because
we’re uniquely positioned to influence clients, delivery teams
and our partners. To be truly effective we have to maximize our
influence with all of these stakeholders and channel it into decision
making roles. You’ve mastered the science of requirements
documentation, so now you need to focus on your art; which
includes influence, political savvy and the courage to challenge
appropriately. If you simply rely on being a good Business Analyst,
you’ll never inspire people to be their very best!
3:20pm - 4:20pm | Jasmine EF
Case Study Presentation
Confessions of a Reluctant Agilest: Why BAs
Should and MUST Get on Board
Barbara Carkenord
Director, Business Analysis
RMC Project Management
Do you want to become a highly effective leader in your domain?
Are you ready to develop the skills that will give you the selfconfidence to lead regardless of your role? Should you accept the
Business Analysis Leadership Challenge, this highly interactive and
dynamic session will give you the tools necessary to be successful
back on the job. Join Jen Battan and Bob Prentiss as we explore a
case study of the IIBA Minneapolis/St. Paul Chapter from inception
to IIBA’s Top Chapter in 2012 – they’ll provide practical and real life
examples of how leadership in your domain really works.
When a Business Analyst reads the second principle of the agile
manifesto: “We value working software over comprehensive
documentation”, he or she may be immediately turned off. Isn’t
comprehensive documentation the goal we’ve been working
towards for years? The fourth principle is almost as bad: “We
value responding to change over following a plan.” Don’t follow
a plan??!!! Even worst, most Agile approaches (e.g. SCRUM, XP)
don’t list a business analyst as a team member and few mention
business analysis work as part of the process. It is not surprising
that many Business Analysts put down the manifesto and never
learn anything else about agile. It is like a travel web site saying
you don’t need a Travel Agent anymore – if you were a travel
agent would you use that website?
3:20pm - 4:20pm | Banyan AB
Modeling Business Processes, Business Rules
and Requirements Jointly: A Fresh Approach
Gladys S.W. Lam
Co-Founder & Principal,
Business Rule Solutions, LLC
But, as this BA eventually learned, agile practices are sound and
valuable. Rather than trying to ignore the huge interest in agile
techniques and approaches, BAs must learn about them and be
able to use them when they will benefit the organization. Even if
you are convinced that agile is not for you or your organization,
an informed view of agile principles, tools and techniques allows
you to intelligently voice your opinion (and if you try them, you
might find out that you like them).
Roger Tregear
Consulting Director,
Leonardo Consulting
Do business processes, business rules and requirements overlap
or address distinct concerns? Where do business vocabulary and
decisions fit in? What benefits accrue by considering them all jointly?
This presentation illustrates hands-on, best-of-breed analysis
techniques that can work together seamlessly to produce superior
business solutions. To illustrate, a sample business process is
©2013 Building Business Capability
Thursday, November 14, 2013
3:20pm - 4:20pm | South Seas A
Study Presentation
The Top 7 Requirements
Strategies for Virtual Teams
Priyamvada Vijayaraghavan
Manager, Requirements Analysis
Houghton Mifflin Harcourt
Whether it is due to technological advancements, financial
reasons or social reasons, most teams are no longer working
on a project in a single building. As virtual teams are gaining
popularity it becomes imperative that we explore the unique
challenges analysts face with virtual requirements gathering.
A case study conducted using Lean Six Sigma methodologies
on Requirements Process Optimization in a geographically
distributed team explores some of the biggest challenges
analysts face in a virtual environment.
business analysis, and your future.
Learning Objectives:
• Understand the changes coming up in the next edition of the
global standard for business analysis
• Define the differences between projects, continuous
improvement, and exploratory changes and how they can be
combined in a change initiative
• See how to effectively perform business analysis in conditions
of rapid change and uncertainty
3:20pm - 4:20pm | South Seas B
Decisions from the Business Perspective
Kristin Seer
Senior Consultant,
Business Rule Solutions, LLC
This interactive session goes beyond the traditional methods
such as traceability to suggest practical methods during each
the different phases of a requirements process to systematically
unearth requirements and ensure they are not lost.
In this session, attendees will learn to:
Jan Vanthienen
Professor in Information Management
K.U. Leuven
Roger Burlton
BPTrends Associates
• Address some of the biggest challenges with requirements
gathering in a virtual setting
• Ensure requirements don’t get lost by using techniques such as
communication plan, standardization, clearly defined Roles and
Responsibilities etc.
• Use Lean Six Sigma methodologies to unearth optimization
areas in your requirements process
If you are wondering what those unique skills are that you and
your Requirements teams should possess to effectively and
efficiently manage the requirements phase of a project in a virtual
setting, your search ends here.
3:20pm - 4:20pm | Banyan CD
James Taylor
Decision Management Solutions
Ronald G. Ross
Co-Founder & Principal, Business Rule Solutions, LLC
Executive Editor,
This first-ever industry panel on decisions as part of business
capability will feature the foremost world experts in the field.
Each panelist will give a 5-minute position statement, followed by
questions from the floor.
3 Paths to Change: BABOK® Guide v3
• How should business analysts think about decisions?
• How do decisions fit with business rules, business processes,
and business architecture?
• What can decision techniques do for the business?
• What role can decisions play in smarter processes?
• What trends and techniques are emerging?
Kevin Brennan
Chief Business Analyst and Executive Vice President
Change - the controlled transformation of an organizational system
- can occur in many different ways. Prior versions of A Guide to
the Business Analysis Body of Knowledge® (BABOK® Guide)
focused on one: change through a project. In version 3, we will
address continuous improvement and exploratory change as well,
expanding the scope of the BABOK® Guide and the profession
of business analysis into BPM, strategy, agile methodologies, and
more. This session will give you insight into how these different
approaches are changing the BABOK® Guide, the profession of
©2013 Building Business Capability
4:20pm-4:40pm | Exhibits & Afternoon Break
South Seas CD
Thursday, November 14, 2013
4:40pm - 5:40pm | Jasmine CD
Study Presentation
4:40pm - 5:40pm | South Seas GH
Governance as a Strategic
Tool & Innovation Engine
Business Architecture: History, Known
Frameworks & the 5 W’s
Aaron Lanzen
Solutions Architect BRE
Joanne Dong
Senior Process Analyst
Infrastructure Ontario
Tom Willingham
Manager Global Technical Center: Routing Operations
Business architecture is a dynamic cross-field discipline that is in
the midst of some serious intellectual churn. Although there is no
universally accepted definitions, standards and tools, interests in
business architecture continue to grow. Questions often asked
Three years ago, while most of its competitors were cutting
people and projects, Cisco Services began to invest heavily in a
strategic vision. The stated goal was and still is to create service
offerings that Customers and Partners find indispensable, while
continually optimizing delivery at scale for all segments. In order
to realize this vision, Operations needed an agile, businessowned platform with 5 core capabilities:
• Globally-scalable governance process
• Robust simulation environment
• Direct authoring of business rules
• Flexible logging of each decision
• Ability to leverage “Ops Data” within platform
• What is business architecture?
• Why does business architecture matter?
• Who uses business architecture? Who participates in its
• Where to apply business architecture? Where does business
architecture fit in an organization? Business or IT? How does
business architecture relate to enterprise architecture?
• When to pursue business architecture?
Since May of 2011 Operations has owned the rules that
intelligently and strategically match millions of work items to
the correct engineer from a pool of 3000+ resources in a global,
24x7x365 environment.
Cisco’s investment of 3 years and $5 million in this solution
resulted in a platform that enables far more than just making a
real-time, best-match decision; It has fundamentally changed how
we develop ideas, leverage our resources, and plan for the future.
In this session, Joanne will lead you to the answers to those
questions by introducing the history of business architecture
and known approaches/frameworks from both business
standpoint (including Porter’s value chain, Rummler’s white space
management, Hammer’s reengineering manifesto, component
business model and business model canvas etc.) and IT standpoint
(including Zachman, TOGAF, OMG and IBM’s actionable business
architecture etc.). Then Joanne will explain the fundamentals of
business architecture. Examples from real work experience will
allow you to apply the thinking and the principles of business
architecture to your day-to-day work.
• The background of business architecture and the basics of
known approaches/frameworks.
• The five W’s and fundamentals of business architecture.
• How to apply the thinking and approach of business
architecture to your day-to-day work.
Our Governance process enables fact-based, data-driven
dialogue around, all key activities, from strategic planning
and opportunity ID & assess to the end-to-end business rule
development/delivery life cycle.
Lessons shared:
• Changing the perception of Governance from “impediment to
change” to “enabler of scalable change”
• Creating a business-owned platform to enable IT and the
Business to play to their core strengths
• Leveraging simulation to generate incredibly productive, fact
based conversations that lead to better solutions
• Transforming log data into a rich data set allowing Operations
to optimize the business
©2013 Building Business Capability
Thursday, November 14, 2013
4:40pm - 5:40pm | Jasmine AB
to support applications for study grants from Dutch students.
Translating legislation into business rules is a central aspect of the
solution. The focus of this presentation is on the development
cycle and the different roles and people needed to assure (and
be convinced) that IT is doing exactly what the related legislation
indicates it needs to do.
7 Ways to Build Trust
Elizabeth Larson
Watermark Learning, Inc.
One of the most difficult phases of the project is eliciting
requirements from stakeholders. Under the best circumstances
requirements are often vague, conflicting, and in flux. Even when
key stakeholders are involved in the requirements process, they are
not always fully engaged. Personal agendas, fear of change, and
comfort with the way things have always been done can create a
climate of apathy and mistrust, all of which make identifying the
true needs difficult. When the business customers and project
team have a relationship built on trust, however, they can more
quickly work together to build a solution to meet the business
Specifically this presentation describes:
• The barriers to building trust when eliciting requirements
• Common elicitation pitfalls that often bust trust
• Collaborative elicitation planning
• Facilitating techniques that build trust
• How effective scribes build trust and help ensure complete
Attendees will be able to:
• Discuss the nature of trust and why it’s key to successful
requirements elicitation
• List at least 5 barriers to effective requirements elicitation
related to trust
• Describe seven ways the business analyst can build and
maintain trust to ensure successful requirements elicitation
4:40pm - 5:40pm | Banyan AB
Study Presentation
From Legislation to Business Rules and from
Business Rules to Code
Mechteld de Hooge
Business Rules Analyst
Dienst Uitvoering Onderwijs
Dutch Ministery of Education
Gretha Bandstra
Business Analyst
Dienst Uitvoering Onderwijs
Dutch Ministery of Education
What problems are encountered when business rules are
introduced into an organization that has not used them in an IT
solution before? In this presentation we describe our experience
and share our solutions. DUO needed to build a new IT solution
©2013 Building Business Capability
Attendees will learn about:
• An approach to introducing business rules into the
development cycle including roles and responsibilities
• Means to subdivide and visualize legislation in rule groups
• Lessons learned in interacting with software developers
4:40pm - 5:40pm | Jasmine EF
How Did We Add 3.8 Million Dollars to the
Company’s Revenue with a Single Agile
Burcu Buyuksar
Expert Business Analyst
Turkcell Iletisim Hizmetleri A.S.
As an expert business analyst working at Turkcell for 8 years, I
would like to share one of my best projects that helped Turkcell
earn 3.8 million dollars in 2012. By the direction from our
Finance team, we created a new contract based campaign billing
model that saved 3.8 million dollars last year. We launched a
new contract based campaign that gave away mobile phones,
iPads and discounts on their bills to our corporate customers in
exchange for their promise to generate certain levels of income
during their contract. We made 16,500 new contracts with our
customers and this campaign increased the retention in corporate
customers by 52%. Since there was a time pressure from our
business department, we managed the project as an agile project
and launched the campaign with a new architecture in less than 3
months. Despite the time pressure, we did have fun at the project
with all 18 members. If you would like to listen to our success
story, please join my presentation.
4:40pm - 5:40pm | South Seas A
Efficient Use of BPMN: Principles,
Practices, and Patterns
Darius Silingas
Head of Solutions Department
No Magic Europe
Business Process Model and Notation (BPMN) is already
acknowledged as de facto standard for business process modeling.
However, it is often applied in inefficient ways, which results in
BPMN diagrams that are complex, difficult to understand and
nightmare to maintain. In this workshop, we will learn how to
Thursday, November 14, 2013
4:40pm - 5:40pm | South Seas B
Rounds make the most efficient use of BPMN by applying principles,
practices, and patterns. Covered principles include a clear
definition of a business process concept, using a small subset of
BPMN elements, adhering to naming conventions, creating simple
diagrams with multiple layers of detail, and choosing appropriate
abstraction level. Covered practices include model ownership,
collaborative modeling, and model reviews. Covered patterns
include fundamental workflow patterns and process blueprints
of Reservation and Competition. The workshop includes real-life
example analysis and practical assignments.
Business Innovation Lightning Round
Roger Burlton
BPTrends Associates
4:40pm - 5:40pm | Banyan CD
Bassam AlKharashi
ES Consulting
The IIBA® Competency: How Organizations
Have Used it To Improve BA Practices
Sasha Aganova
BPM Practice Lead
MetaPower, Inc.
Dave Bieg
Chief Operating Officer,
Gwen Bradshaw
Business Rule Architect,
Assurant Specialty Property
Emily Iem
Head of Client Development & Delivery,
Scott Whitmire
Enterprise Architect
Nordstrom, Inc.
The IIBA® Competency Model v3 describes the knowledge, skills,
abilities and other personal characteristics required for a person
to be successful and perform effectively in a business analyst
role. The model provides a method for identifying what behaviors
and results make a business analyst successful in performing the
activities outlined in A Guide to the Business Analysis Body of
Knowledge® (BABOK® Guide) .
Bassam AlKarashi - Topic: Why do organizations need to
establish a Business Innovation Lab?
Sasha Aganova - Topic: A Culture of Innovation
Gwen Bradshaw - Topic: Freedom to Fail: Creating a safe
environment for innovation
Scott Whitmire - Topic: Always Start With the Customer
Learn how IIBA® Corporate Members have used the IIBA®
Competency Model to improve business analysis in their
organization. From individual competency self-assessment,
manager feedback integrated into the self-assessment, and
alignment of job descriptions to the competency model profiles
and skills, discover actions that organizations have taken and you
can take to advance their practice with this valuable IIBA® product.
Every organization knows that there are times when a new product,
service or way of working is essential to gain or sustain business
advantage. For some this means periodic and disruptive innovation
that changes the playing field. For others it means continuously
bringing new ideas to market in a never ending cycle. Failing
to think and behave differently could risk the business but the
idea and timing must be right and the willingness to act must be
present. This lighting round will rapidly explore examples, patterns,
challenges and methods of becoming innovative.
Key Points:
• Understand the key concepts within the IIBA® Competency
• Discover what organizations have done to integrate the product
and improve business analysis
• Learn how your organization can take action to get started
• Learn how IIBA® can support your organization in BA maturity
©2013 Building Business Capability
Friday, November 15, 2013
Friday, November 15, 2013
visionary company toward dynamic change.
The presentation: A synopsis and demonstration of the revolutionary
RQ-Tech concept can inspire any organization fully understand their
complex organization. RQ-Tech:
7:00am - 11:20am | Palm Foyer
• Creates a reusable, non-proprietary, holistic Semantic Web
framework of authoritative, linked organizational descriptions
• Uses the organization’s terminology and encourages userconstructed mission threads that can quickly, and cost
effectively, generate all the business environment descriptions,
rules, and requirements required for enterprise change
• Conforms to W3C XML standards, so no model translation
is required to map to technology models currently used by
software engineers
7:00am - 8:00am | South Seas Foyer
Networking Breakfast
8:00am - 8:50am | Jasmine CD
What is the Business Motivation Model (BMM)
for Business Strategy? A Q&A Session
If you are intrigued by an opportunity to think about your
organization in an entirely new, outside-the-box manner, this is the
new concept to see.
Keri Anderson Healy
8:00am - 8:50am | Jasmine AB
The Business Motivation Model (BMM) is the industry standard for
structured business strategy. It provides a scheme for developing,
communicating, and managing business plans in an organized
manner. Get your questions about the BMM answered in this
interactive Q&A session.
Why Effective Communications Plans are
CRITICAL for Successful BPI Projects
• What is the Business Motivation Model?
• What is it for? Where did it come from?
• How should I think about the BMM vis-à-vis business
architecture, business processes, and business rules?
Gina Abudi
Abudi Consulting Group, LLC
8:00am - 8:50am | South Seas GH
Study Presentation
Business Architectures for Complex, Innovative
Christine Hoyland
System of Systems Engineer
Old Dominion University
Complex, multifaceted organizations, such as the US Department
of Defense, defy representation using current business process
modeling techniques because these types of organizations require
their workers to innovate creative solutions to non-standard events.
Facilitators who observe business functions to find repetitive patterns
risk changing workers’ behaviors, while surveying users may only
unearth individual pet peeves. Using obsolete business modeling
techniques limits the strategic vision, confuses enterprise managers
with technical jargon, and inevitably results in singular, stove-piped
The solution: Reusable, quality, technical architectures (RQ-Tech) is
a balanced methodology poised uniquely between the structure of
systems engineering, the standards of the Semantic Web, and the
quest for precise articulation of organizational structure and rules.
It is an approach that reveals the most comprehensive enterprise
view, that is, the strategically-oriented should-be view that powers a
©2013 Building Business Capability
Regardless of the type of project you are involved in, an effective
communication plan is a critical component of a successful
outcome. There are many individuals involved in most all projects,
and they all respond to different forms of communication in
different ways. Additionally, communications requirements
vary depending on the role of the communicator, other project
participants and the phase of the project. Regardless of the
communicator’s role, all communicators must learn how to
effectively engage all stakeholders throughout the life-cycle of the
project. And, they need to do so without burdening the project
stakeholders with unnecessary communications that are confusing,
time consuming and non-value add. A strong and effective
communications plan will:
• Engage stakeholders
• Improve requirements gathering
• Increase understanding around project goals and objectives
• Improve working relationships
• Improve management of stakeholders and their expectations
• Improve overall management of the project
Participants will learn best practices for communicating in
small and simple project environments (a Project impacting or
involvement with a single department or business unit) as well as
in larger and more complex project environments(cross-functional
initiatives or global initiatives). Specifically, participants will learn:
• Best practices for developing effective communications plan
Friday, November 15, 2013
• How to engage stakeholders to assure participation, buy-in and
commitment to the program
• How to effectively structure communications to reach all
stakeholders - from staff employees to senior executives
• The consequences of poor communications on projects
• How to address communications challenges such as multiple
points of communication
• The need for a variety of communication modes, and
determining what to communicate to stakeholders and when
8:00am - 8:50am | Banyan AB
Rules of the Game: How to Play the Business
Rules Game and Win!
are the big mistakes to avoid? And what is your role in all of this?
This presentation is highly interactive and fun, using a board game
to illustrate the ups and downs of implementing the business rules
What you will learn:
• The definition of a business rule
• The principles of the business rules approach
• Best Practices from major organizations
• Mistakes to avoid (learned from real experience!)
8:00am - 8:50am | Jasmine EF
Business Events as a Focal Point for Analysis
Kristen Seer
Senior Consultant
Business Rule Solutions, LLC
Many organizations are applying the business rules approach with
great success. It is a proven approach with an outstanding track
record. Are you leveraging the methods, techniques and tools
associated with this approach?
Whether your organization is new to business rules or an old pro,
there is always something to learn. What are the best practices? What
©2013 Building Business Capability
John Bethke
Management Consutant
Bethke Consulting LLC
An analysis approach based on business events defines the who,
what and when of an enterprise or business unit. You ask: What is
the triggering business event? What causes a customer or business
person to do something? Who or what does it? You also want to
address work flow state – When does it happen? What business
objects are created or consumed? What is happening and why?
Friday, November 15, 2013
8:00am - 8:50am | Banyan CD
The approach of defining business events has helped major
organizations define business architecture and product vision.
The approach has also fed efforts for solution scoping, business
process analysis, and user story definitions. It is well-received
both by business and technology stakeholders and provides a
starting point for translating higher-level goals into capabilities
and detailed requirements.
BPM CoE Panel
Roger Tregear
Consulting Director
Leonardo Consulting
This presentation discusses how to identify:
• Events, prioritize them, and provide engineers with business
• Areas for improvement
• Capabilities for business architecture
• Business objects and glossary terms, and to promote a
common vocabulary
• Business rule authoring context and business rules
Bassam AlKharashi
ES Consulting
Hicham Jellab, SOA / BPM / IAM
Shared Service Manager,
Banque Nationale du Canada
Gilles Morin
BPM Center of Expertise International
8:00am - 8:50am | South Seas A
Practical Advice & Methodology: Climbing
Your First Steps on the BPM Maturity Ladder
Tim Evans
Executive Director, Enterprise Process Strategy &
Services, Technology & Operations, CIBC
Tom Einar Nyberg
BPM Team Lead - Managing Consultant
Many organizations are contemplating venturing into the BPM
sphere but don’t know how to get started. Their strategic
objectives are typically related to either: Customer focus,
Compliance, Efficiency, Business agility or Innovation. The
varying information available and the width of the subject field
make it a “process-jungle” for someone who is looking for handson advice on building a BPM initiative and organization. This
presentation will focus on concrete steps on how to get started
on this journey with practical advice from real case studies and
will try to deliver you – as a participant – some real insight that
you can discuss, take home with you and start working on.
Center of Excellence? Center of Expertise? Office of BPM? BPM
Group? Whatever it is called, it is increasingly common to find a
centralized group “in charge” of BPM in organizations with, or at
least with aspirations for, higher levels of BPM Maturity. However,
there is very little agreement about how such an entity should be
designed and operated. This panel session will draw on practical
experience from around the world to address the key design and
management issues for a BPM CoE. Panelists, and others in the
room, will debate issues such as:
• How should we measure the success of a BPM CoE?
• Should the CoE be project funded?
• To whom should a BPM CoE report?
• How many staff should be in a BPM CoE?
• How does a BPM CoE relate to other internal service support
entities, e.g. Project Office, Office of Strategy Management?
8:00am - 8:50am | South Seas B
Update on Decision Model & Notation (DMN)
Jan Vanthienen
Professor in Information Management
K.U. Leuven
Decision management and automation are critical tasks for many
organizations, alongside business process management and
automation. Yet no formal standards are applied by the business
analysts and subject matter experts defining and developing
©2013 Building Business Capability
Friday, November 15, 2013
respectively these decisions. This is in complete contrast to
the business process world where BPMN was defined by BPMI
in 2004 and it has now become the lingua franca of business
process analysts. DMN is being developed by a similar set of
vendors to those involved in BPMN to address the parallel
problem of decision modeling – under the banner of the OMG
standards organization – to provide a methodology-neutral
common notation for the main types of decision models in use
8:50am - 9:00am | Room Change
9:00am - 10:00am | South Seas GH
IIBA® Keynote: The Past, Present, and Future
of Business Analysis
will find themselves focusing less on technology and detailed
specifications and more on business value, strategy, and
delivering results. The demand for business analysts with these
skills is only going to increase in the years to come. Business
analysts must learn to look beyond project scope to understand
why the business needs to change, and to help the business
realize the benefits of change. If companies are going to survive
and thrive in an increasingly competitive and globalized world,
they will need business analysts to move beyond facilitation and
requirements management and embrace architecture and design.
The future for the business analysis profession is very, very bright
- as long as we are willing to grasp it.
9:00am - 10:00am | Jasmine CD
Developing Business Architectures Using
Kevin Brennan
Chief Business Analyst and Executive Vice President
Business analysis is growing beyond its roots in software
requirements engineering and process performance
measurement to become a true profession focused on
organizational change. To be successful, business analysts
©2013 Building Business Capability
Chris Armstrong
One of the distinctive features of The Open Group Architecture
Framework (TOGAF) is its Architecture Development Method
(ADM). This session will provide an overview of the activities
in Phase B: Business Architecture and how to employ them for
Friday, November 15, 2013
describing a baseline (or as-is) and target (or to-be) business
architecture. A key step in this process is identifying business
architecture stakeholders, understanding the concerns they have,
and which business architecture viewpoints (and in which forms)
will be used to demonstrate their concerns have been addressed.
Another key aspect of this session will be reviewing the TOGAF
Architecture Content Metamodel and discussing those elements
that are used for describing the business architecture (organization
units, business processes, functions, actors, business services,
etc). The speaker will also share examples of business architecture
deliverables built using commercially available modeling tools.
project was failing, delivery dates were behind schedule, errors
were commonplace, and frustration was a daily sentiment.
Decision Tables transformed this project, resulting in early delivery
dates, accurate implementations, and an ROI over 2 million.
This transformation is now spreading throughout the company. The
results for both large and small efforts are revolutionary!
This presentation will show how Decision Tables transformed the
project and our team through:
• Clarified Requirements
• Reduced Implementation Times
• Improved Quality of Results
• Decision Table Training / Acceptance
9:00am - 10:00am | Banyan AB
Business Interaction Modeling: Faster Way to
Enterprise Impact Analysis
All participants will receive our Getting Started with Decision
Tables guide.
Scott Svendsen
Business Solutions Architect
Blue Cross Blue Shield of North Carolina (BCBSNC)
10:00am - 10:10am | Room Change
10:10am - 11:10am | Jasmine CD
This situation sound familiar? An executive makes a statement
along the lines of “Getting rid of system X is easy,” or “Not many
people or processes support business capability Y so we can get
rid of it.” Work commences to make it happen without realizing
how big the impact (time, money, resources) to the organization
will be. How do we, as Business Architects, get the potential
impacts of those decisions to the executives before those projects
are launched?
Destroying Innovation with Process
John Mansfield
SVP, Business Architecture
Fidelity Investments
Odds are, if you’ve “streamlined” a process, you’ve also
destroyed innovation. But how and why? This presentation takes
a provocative stance on why “truly” innovative companies don’t
embrace process efficiency or process leadership.
Blue Cross and Blue Shield of NC (BCBSNC) is using a newly
created Business Interaction Modeling (BIM) Methodology to
quickly identify and communicate the impacts of decisions back to
the executives. The BIM approach is different in that it highlights
the total impacts an organization will feel (customers, systems,
vendors, internal organizational units) while avoiding the detailed
process and technical discussions, that while important, tend to
cloud executive level discussions with too many details . This
presentation will focus on 1) what is the BIM, 2) how it is used, 3)
organizational hurdles, and 4) tooling and maintenance challenges.
• Approach — getting started with the Business Rules Approach
• Business — understanding the business
• Capture — crafting the business rules
10:10am - 11:10am | South Seas GH
9:00am - 10:00am | South Seas A
Study Presentation
Governance: The Key to Agile Architecture
Jason Bloomberg
ZapThink, A Dovel Technologies Company
Decision Tables Transformed Our Team into
So many of today’s enterprise IT initiatives are intended to make
the organization more agile, but instead lead to layers of legacy
that actually reduce business agility rather than increase it.
Enterprise architects must ask themselves: how can we architect
better in order to avoid the endless cycle of IT expenditure
leading to agility-killing layers of legacy? In particular, how do
we build business agility into our IT systems, what we call Agile
Gwen Bradshaw
Business Rule Architect
Assurant Specialty Property
Kate Logan
Business Unit Systems Analyst II
Assurant Specialty Property
Decision Tables were introduced at a time when our team’s primary
©2013 Building Business Capability
Friday, November 15, 2013
The problem is, no individual system or application or component
exhibits business agility. Instead, business agility is an emergent
property of the enterprise as a whole, which means the enterprise
must be treated as a complex system consisting of both people
and technology. We know how to architect technology. But what
does it mean to architect the people in the organization?
The answer: governance. The more powerful and flexible
the technology, the more important establishing policies and
processes for ensuring proper use of the technology. This isn’t a
traditional view of governance. The governance that is the key
to Agile Architecture both supports and leverages technology to
deliver the business agility benefit that drives organizations today.
Note: one audience member selected at random will receive a
free copy of the book The Agile Architecture Revolution by Jason
10:10am - 11:10am | Jasmine AB
when practiced, will help you be a leader and visionary in your
chosen field of business analysis. In this dynamic and interactive
session we will explore da Vinci’s key principles, and how to
implement strategies to transform your business analysis career.
Are you ready to become the da Vinci of business analysis?
Attendees will learn in this session:
• The seven key da Vinci principles.
• Key strategies to employ the seven principles in your business
analysis profession.
• How to focus your long-term business analysis career.
• What it means to influence and be a trusted advisor.
• What it means to be a leader and visionary in the profession of
business analysis.
10:10am - 11:10am | Banyan AB
Process Modelling Excellence
Sandeep Johal
Senior Consultant
Leonardo Consulting
The da Vinci Principles: What it Really Takes to
be a Leader in Business Analysis
Bob Prentiss
Client Solutions Director of Business Analysis
Watermark Learning
Imagine what it might be like to be the Leonardo da Vinci of
business analysis! Leonardo has been described as the archetype
renaissance man. He was a man of unquenchable curiosity,
unmatchable imagination, and who is
arguably the most diversely talented person
who has ever lived. He was a painter,
sculptor, mathematician, inventor, writer,
and musician to name a few of his talents,
and believe it or not, he was also a business
An educational seminar that will significantly improve your Return
on Modelling.
Does your organization get maximum benefit from the significant
time and money invested in business process modelling?
Do process models have a positive impact on the performance of
your organization, or are they just expensive artwork of dubious value?
Leonardo da Vinci was a master in the art of
progress and promoting change. We must
be forward thinking in both our approach to
business, and how we do business analysis.
No longer can the business analyst sit on
the side, they must be leaders! The key
to success in business today is horizontal
leadership – leadership across peers.
Inherently, leadership is about changing
people’s behaviors. Who is at the center
of all that change and has more horizontal
access than any other role? You, the business
analyst: change agent, influencer, and trusted
Leonardo lived by seven key principles that
made him the great leader and visionary he
was. These same seven key principles, that
©2013 Building Business Capability
Friday, November 15, 2013
Do you wonder if there are better ways to consistently develop
‘good’ process models?
10:10am - 11:10am | South Seas A
Study Presentation
This tool-neutral seminar is a breakthrough experience for all
process modellers and those who manage them. Developed by
experienced modellers, this seminar gives practical advice and
guidance on contemporary modelling best practice. Organizations
invest a lot of time and money in business process modelling. How
can the maximum benefit be returned from that investment?
Building Believable Business Cases
Those who attend this seminar will take away clear, practical
guidelines that can be applied immediately for effective process
modelling. They will receive the answers to the questions most
frequently asked by modellers. They will also learn The 10
Things that organizations should do to enable successful process
modelling initiatives.
Some of the challenges in developing strong business cases
are most often centered around quantifiable and believable
business benefits. Getting key stakeholders consensus around
which business benefits should be included in a business case is
another challenge. This presentation is a case study in building a
multi-million dollar business case to justify 5-year IS Program. This
presentation will focus practical tools and techniques of eliciting
business case benefits, gaining a consensus around business case
benefits and selling the business case to the executives.
10:10am - 11:10am | Jasmine EF
Using Business Rules to Increase eCommerce
Sales by Managing Customer-to-Customer
Chris Adzima
Rules Analyst
eBay has over 105 million active members. These customers
communicate with each other using our platform by sending over
2 million messages a day. In some cases this communication is
used to drive business away from eBay and to other platforms
and companies. We call this activity Grey Market member to
member communications. Not only does this grey market activity
hurt eBay’s revenue, it leaves buyers without the protection that
transacting through eBay provides.
With so many messages sent through the eBay message system
each day, we needed quick analysis and turnaround to ensure
we had a product in production as soon as possible. Using an
agile business rules approach, I created rules that would detect
and prevent these grey market transactions from being initiated.
This agility significantly reduced our cost to implement and has
provided an amazing ROI. My rule set has increased site Gross
Merchandise Sold (GMS) by $200 million a year. With the success
of this initial phase, I am now creating more rules to increase
detection and provide more revenue for the company.
Randy Radic
IS Business Advisor
Suncor Energy
Learning objectives:
• The importance of elicitation technique when gathering
business case benefits
• The importance of building key stakeholder consensus around
business case benefits
• How to tell the business case story to the executives approving
the business case
10:10am - 11:10am | Banyan CD
Study Presentation
Raising Your BPM Maturity Level: A Saudi
Arabian Case Study
Dr. Saleh Al-Tayyar
Medical Device Sector VP
Saudi Food and Drug Authority
Interest in BPM is arguably higher in the Kingdom of Saudi
Arabia than anywhere else on the planet. Increasingly, this is
being realized in Saudi organizations taking a process-based
management approach. One such organization is the Saudi
Food & Drug Authority (SFDA). The SFDA division charged with
ensuring the safety, effectiveness and quality of medical devices
deals with the most complex issues: life, death, health, safety,
public good, commercial interests, and personal choices. These
challenges are being met with a comprehensive focus on quality
management and process improvement.
Attend this presentation to learn how SFDA Medical Devices has:
• Achieved total executive buy-in
• Used BPM to increase inspection rates by 500% with no
increase in resources
• Made the Quality Management Office a key player in BPM
maturity development
• Created a value-driven organization chart that puts the value in
“value chain”
©2013 Building Business Capability
Friday, November 15, 2013
10:10am - 11:10am | South Seas B
11:30am - 12:30pm | Jasmine AB
The ABCs of Business Rules: Putting SBVR to Work
Being a Titleless Leader: How to Get Results
When You’re Not in Charge
Keri Anderson Healy
Business rules are central to every business. Rules provide the
control and guidance essential to keeping operations on course
and the business profitable. The OMG’s SBVR (“Semantics of
Business Vocabulary and Business Rules”) provides a standard
way to approach the rules of the business and the concept model
that is the basis for those rules. But where to begin?!? ... with an
understanding of the ABCs of business rules:
• Architecting for vocabulary+rules — getting started
• Browsing vocabularies — the role of the concept model
• Crafting business rules — successful capture and management
of rules
Get your questions answered about the 2013 release of SBVR.
11:10am-11:30am | Morning Coffee Break
South Seas Foyer
11:30am - 12:30pm | South Seas GH
Nan Russell
MountainWorks Communications, LLC
How people work, communicate, collaborate, and manage
responsibilities has changed. Knowing how to create natural
followership, build influence, and lead others with or without title
or authority, no matter your role, is a workplace necessity. To do
that effectively requires a new kind of leadership: the titleless
kind. No one needs to appoint you, promote you, or nominate
you. You decide. It’s not rank that gets you results, it’s actions.
Discover uncommon behaviors that enable you to lead initiatives,
work with ad hoc teams, and influence diverse people, from your
current position. Disregard myths from past decades of what
works at work, apply actions grounded in today’s psychology that
achieve results, and differentiate yourself as a professional who
can get results even if you’re not in charge.
11:30am - 12:30pm | Banyan AB
An EFFECTIVE Guide to Six Sigma
Michael Thorn
Senior Project Manager
Closing Thoughts by the Chairs on Building
Business Capability
Gladys S.W. Lam
Principal & Co-Founder
Business Rule Solutions, LLC
Executive Director
Building Business Capability (BBC)
Alain Arseneault
President and CEO
Roger Burlton
BPTrends Associates
Ronald G. Ross
Co-Founder & Principal, Business Rule Solutions, LLC
Executive Editor,
Closing Thoughts by the Chairs on Building Business Capability
• What new insights have we gained?
• Are we seeing synergy across the disciples?
• What should business analysts and architects be watching for in
2014 and beyond?
©2013 Building Business Capability
As the pressures for success on business continue to mount,
efforts to become more productive and effective have increased
as well. One of the key elements in this pressure has been the
related needs for quality, continuous improvement, and significant
upgrades of business processes. Each of these needs is specifically
addressed through the discipline of Six Sigma. In fact, Six Sigma
has been recognized as one of the most effective problem solving
methodologies for the improvement of business and organizational
performance. As a consequence, much has been written on the
topic of Six Sigma, but few of those writings are tailored to the needs
of business analysis and project management. Instead, the typical
BA/PM tends to view the tenets of Six Sigma as being little more
than a set of arcane practices and tools that are difficult to learn
and challenging to apply. This is an unfortunate state of affairs as
the principles of the Six Sigma approach are directly applicable to
the growth and enhancement of business and project management
practices. Fundamentally, Six Sigma is really nothing more than
a proven structured approach for the improvement of business
processes. There is really no reason why it cannot be used for the
subset of those processes termed organizational development. This
presentation will address the key elements of the Six Sigma approach
and show how they can, in fact, be effectively applied by the BA/PM.
Friday, November 15, 2013
11:30am - 12:30pm | Jasmine EF
Quality Checks for Business Rules
Silvie Spreeuwenberg
Before you pass on new rules you want to make sure they are
consistent and complete. It’s so embarrasing if mistakes are
catched during implementation or even worse, during production.
Embarrasing and costly!
What can you do to prevent such problems except being
extremely concise and precise? And what if you are just not
the person that sees all those details? Is there help? Are there
checklists? Yes there is help: there are techniques and there are
checklists. In this tutorial you will learn about those techniques
that support your validation and verification process. Because
there is no such thing as a free lunch. You do need to work it out.
After this session you will be able to use a checklist for common
quality problems in business rules, have a better understanding of
different rule-representation techniques and learned about best
practices founded in psychological research on human validation.
11:30am - 12:30pm | Banyan CD
How Do You Keep Decisions Developers
Marching to the Same Drummer
Robert Whyte
Systems Consultant,
Enterprise Architecture, Unum
Between 2007 and 2010 implementation of automated Business
Rules and Decisions at Unum was done by a centralized specialist
team and since 2011 by a distributed decentralized virtual team.
For many reasons it is important that business rules and decisions
are automated in a consistent way that reflects collective specialist
knowledge, maintains specialist skills, follows common standards,
and supports agile change. This presentation is on the various
challenges of managing this function under both organizational
models & how we are meeting them, opportunities & rewards in both
models, and lessons learned. Attendee will learn:
• Challenges and advantages of working in each type of organization
• Techniques that work in each type of organization, for quality,
skill development, agility, consistency
• How to keep the best of each type of organization
• How to respond when team structure is driven by wider organization
©2013 Building Business Capability
Keynote Bios
Marty Clarke
Speaker, Consultant, Author
Martin Productions
For more information, please visit
Leadership Land Mines! Making Good Decisions Under
Ronald G. Ross
Co-Founder & Principal
Business Rule Solutions, LLC
Executive Editor,
Ronald G. Ross is Principal and Co-Founder of Business Rule
Solutions, LLC, where he actively develops and applies the
IPSpeak™ methodology including RuleSpeak®, DecisionSpeak™
and TableSpeak™.
Ron is recognized internationally as the “father of business
rules.” He is the author of ten professional books including the
groundbreaking first book on business rules The Business Rule
Book in 1994. His newest are:
Roger Burlton
BPTrends Associates
Roger T. Burlton, P. Eng, is a co-founder of the BPTrends
Associates and the Process Renewal Group. He is considered
a global leader, recognized internationally for his no nonsense
insights and pioneering contributions in Business Process
Management since 1991.
Roger has conceived and chaired over thirty high profile BPM
conferences in North and South America, Europe, Middle East
and Australia including Knowledge and Process Management
Europe and the BPM Conferences for Shared Insights in the US.
His pragmatic BPM seminar series has been running globally
since 1992 and is the longest continuous series of their kind in
the world.
Roger’s highly acclaimed book “Business Process Management:
Profiting from Process” is regarded as a reference book for
process professionals who want to conduct process architecture
initiatives, process renewal projects as well as those who wish to
entrench process governance across the enterprise.
A Process Centric Approach to Business Capability
Kevin Brennan
Chief Business Analyst and Executive
Vice President
• Business Rule Concepts: Getting to the Point of Knowledge
(4th edition, 2013)
• Building Business Solutions: Business Analysis with Business
Rules with Gladys S.W. Lam (2011, An IIBA® Sponsored
Ron serves as Executive Editor of and its
flagship publication, Business Rules Journal. He is a sought-after
speaker at conferences world-wide. More than 50,000 people
have heard him speak; many more have attended his seminars
and read his books.
Ron has served as Chair of the annual International Business
Rules & Decisions Forum conference since 1997, now part of the
Building Business Capability (BBC) conference. He was a charter
member of the Business Rules Group (BRG) in the 1980s, and
an editor of its Business Motivation Model (BMM) standard and
the Business Rules Manifesto. He is active in OMG standards
development, with core involvement in SBVR.
Ron holds a BA from Rice University and an MS in information
science from Illinois Institute of Technology. For more information
about Mr. Ross, visit, which hosts his blog.
Tweets: @Ronald_G_Ross
What Is It That Makes Your Company Smart?
Kevin Brennan, CBAP, PMP, is the Chief Business Analyst and
Executive Vice President for IIBA®. He led the development
of Version 2.0 of The Business Analysis Body of Knowledge®
(BABOK® Guide) and was also one of the authors of the
CBAP exam. He is a frequent speaker on business analysis,
project management, and software quality assurance topics at
Kevin has over a decade of experience as a business analyst
and project manager across several industry sectors, including
regulated professions, utilities, automobile manufacturing,
courier services, and mortgage banking. During this time he
has performed just about every task a business analyst could
be expected to do, from developing corporate and product
strategies to being paged by end-users looking for technical
Kevin has taught project management and requirements analysis
at Humber College, and has a B.A. degree in History and Political
Science from the University of Toronto. He is also a graduate of
Second City’s improv comedy program.
The Past, Present, and Future of Business Analysis
©2013 Building Business Capability
Thank you to our Sponsors
Exhibit Hall Floor Plan
400 301
300 201
©2013 Building Business Capability
Robbins-Gioia, LLC.................................................... 101
Business Genetics...................................................... 105
Blueprint.................................................................... 107
BiZZdesign................................................................. 109
K2.............................................................................. 111
ESI International........................................................ 113
BonitaSoft.................................................................. 117
Sapiens...................................................................... 119
Villanova University.................................................... 121
Mega International.................................................... 123
RuleArts..................................................................... 125
Requirements Experts............................................... 127
Intelli3........................................................................ 129
IIL............................................................................... 201
Wartermark Learning, Inc.......................................... 300
Fujitsu........................................................................ 301
Rising Media Sales Office.......................................... 331
Rising Media Feedback Lounge................................ 332
The Official BBC 2013 Bookstore.............................. 400
Business Rule Solutions............................................. 401
IIBA............................................................................ 501
iGrafx......................................................................... 505
Sparx Systems........................................................... 507
Requirements Quest.................................................. 509
eDev Technologies.................................................... 511
B2T Training.............................................................. 519
Signavio..................................................................... 521
Troux.......................................................................... 523
Performance Design Lab........................................... 527
Adaptable Enterprise Solutions (AES)....................... 529
Metadata Management
Corporation (MMC)................................................... 529
Sparkling Logic Inc...................................................... P1
APG............................................................................. P2
Ivar Jacobson Consulting............................................ P3
Accelare....................................................................... P4
BCS-The Chartered Institute for IT.............................. P5
Rulesmatix................................................................... P6
Borland, a Micro Focus Company............................... P7
Decision Management Solutions................................. P8
BP Trends Associates................................................... P9
APQC........................................................................ P10
OpenRules................................................................... T1
Seilevel........................................................................ T2
RMC Business Analysis
Learning Solutions....................................................... T3
Business Process Incubator......................................... T4
BA Times..................................................................... T5
No Magic..................................................................... T6
BlackBoxIT Inc............................................................. T7
PM Centers.................................................................. T8
TopTeam Analyst......................................................... T9
WfMC and Future Strategies Inc.................... T11 & T12
Chrysalis Educational Services.................................. T13
Future Tech Systems, Inc........................................... T14
Sponsor Profiles
The Official Association Sponsor the world. Membership is FREE.
Booth 501
Booth 401
International Institute of Business Analysis (IIBA) is the
independent non-profit professional association serving the
growing field of business analysis. As the global thought leader
and voice for the business analysis profession, IIBA® has created
A Guide to the Business Analysis Body of Knowledge® (BABOK®
Guide), the standard for the profession, and certification
programs for the recognition of practitioners. Established in 2003,
and celebrating its 10th anniversary this year, IIBA now has over
27,000 members in over 100 countries around the world.
Business Rule Solutions, LLC (BRS) is the international leader in
business analysis, business rule and decision analysis techniques.
BRS provides training, consulting and mentoring grounded in
the business connection and focused on each company’s rich
operational business know-how, its core intellectual property (IP).
The BRS methodology, IPSpeak®, provides a structured approach
to capture what makes your company smart and achieve a
winning, durable business solution. It encourages you to Think
Why, Ask Why, Know Why™ and shows you how to engage
business stakeholders proactively in your projects. Our instructorled interactive on-line training is convenient, effective and always
highly rated. With 20 years’ experience in practical application
for clients around the world, as well as extensive involvement
in innovation, research and standardization, BRS is the worldrecognized leader in the space.
Platinum Sponsor
Booth 201
With a wholly-owned network of operating companies all over
the world and clients in more than 150 countries, IIL is a global
leader in training, consulting, coaching and customized course
development. Our core competencies include: Project, Program
and Portfolio Management; Business Analysis; Microsoft(r) Project
and Project Server; Lean Six Sigma; PRINCE2(r); ITIL(r); Leadership
and Interpersonal Skills. A PMI(r) Charter Global Registered
Education Provider, a member of PMI’s Global Executive Council,
an ATO for PRINCE2 and ITIL and a Microsoft Partner (with a Gold
Project and Portfolio Management competency) IIL is the training
solution partner of choice for many top global companies.
Gold Sponsors
Booth P9
BPTrends Associates is an affiliate of BPTrends.
com was founded in 2002 and is the most comprehensive,
in-depth business process management resource available.
Industry thought leaders provide analysis and opinion on trends,
directions and best practices relating to all aspects of business
process management. All publications are archived, available
and searchable by topic. With over 20,000 members world-wide, is the largest community of BPM professionals in
©2013 Building Business Capability
Booth 301
Fujitsu is the leading global information and communication
technology (ICT) company offering a full range of technology
products, solutions and services. Over 170,000 Fujitsu people
support customers in more than 100 countries. We use our
experience and the power of ICT to shape the future of society
with our customers. Fujitsu Interstage software group provides
software and services to help companies continuously optimize
their business processes and applications to improve and
innovate while creating agile, more efficient operations
Booth 101
Robbins-Gioia, LLC, (RG) uses proprietary methods, tools
and professional skills to help clients implement innovative,
customized solutions to achieve business goals. Headquartered
in Washington DC, RG is a corporate member of the International
Institute of Business Analysis (IIBA) and an IIBA® Endorsed
Education Provider. With the acquisition of an industry leader
in Business Analysis excellence Doreen Evans Associates, Inc.,
in late 2012, RG added requirements and business analysis
expertise to its list of professional services offerings and continues
its commitment to bringing people, processes and technology
together to create innovative, results-focused solutions for highrisk, complex initiatives across industries.
Sponsor Profiles
Booth 125
RuleXpress by RuleArts is a software tool aimed toward the
business-level capture, analysis and management of business
rules, including the terms and facts that support them. It is
intended to be a business-friendly tool for business workers to
use directly in developing guidance (business rules and/or other
elements of governance) for the business in business terms, as
well as the business glossaries to support them.
enduring results that enable people to analyze and deliver
solutions to business problems. With our academic partner,
Auburn University, Watermark Learning provides Certificate
Programs to help organizations be more productive, and assist
individuals in their professional growth. Watermark is a PMI®
Registered Education Provider, and an IIBA® Endorsed Education
Provider. Watermark Learning principals and associates have
contributed to the PMBOK® Guide, 4th and 5th Editions and to
the BABOK® Guide versions 1.6 and 2.0, providing you intimate
knowledge of these resources. They have developed the bestselling CBAP® Certification Study Guide and the CBAP/CCBA®
Online Study Exam. Contact us at 800-646-9362, or visit www.
Silver Sponsors
Booth 300
Watermark Learning delivers expert Business Analysis, Project
Management, and Business Process Management training and
certification preparation. Since 1992, we’ve fostered results
through our unique blend of industry best practices, practical
approach, and engaging delivery. We teach real-world skills
that motivate and enhance staff performance, adding up to
Booth 519
Since 2000, B2T Training has focused solely on providing business
analysis professional development. We deliver right sized training
Visit the Feedback Lounge!
Stop by, have a seat, relax, grab a snack or drink and share how your day is going.
We will also be giving away some
awesome prizes! It's easy, here's
how you can participate:
• Share your thoughts about the event
either by writing on our whiteboards or
by recording a video testimonial.
• See our attendant in Booth #332 and
have your passport stamped for a
chance to win additional prizes.
Come see us at booth #332 and
enter to win some great prizes!
©2013 Building Business Capability
Sponsor Profiles
and development whether you’re looking for help with a particular
technique or problem area, an approach to level setting your
Business Analysts, setting up consistent business analysis practices,
or help with certification. As experts in the field, we continue
to shape the Business Analysis discipline and the careers of BA
professionals in major corporations across the globe through our
high impact training sessions and valuable resources.
Booth 521
Signavio is the leading collaborative BPA software solution
provider – helping your organization achieve operational
Our approach to Business Analysis development provides you
the ability to perform “just enough”• analysis and deliver value
to your organization. Those seeking to improve Business Analysis
performance and increase customer satisfaction rely on B2T
Training. We get it. We’ll help you get it too.
B2T Training is an endorsed education provider for the IIBA® and
a registered education provider for PMI®.
Booth 105
At BusinessGenetics we pride ourselves in taking what is chaotic
and complex in the business requirements world and transforming it
into something that is clear and predictable. Both our methodology
and tools help get our clients to that end goal—a set of precise and
calculated business models that inform and auto-generate business
requirement documents that are clear and concise. We work with
customers across many industry sectors to include manufacturing,
energy and utilities, telecommunications and Federal organizations.
Our solutions and methodology correlate the complex relationships
between the business, its processes, resources, personnel and
information and technology. With our unique visual representation,
companies can quickly perform gap analysis and identify process
improvement and automation opportunities. Our software suite
of applications is designed from the ground up to provide BML
Practitioners a comprehensive set of powerful and intuitive business
analysis tools.
©2013 Building Business Capability
The Signavio Process Editor leads the BPA solution world with
technical innovations ranging from customizable modeling
conventions to easy EA integration. The truly collaborative
solution engages everyone in process design & analysis. Project
participants benefit from easy-to-use features like the Simulation
module, and the Signavio QuickModel iOS app – the simplest
way to begin process modeling.
Today, more than 450 companies worldwide have trusted
Signavio to help improve the performance of their businesses,
and the number continues growing. All of our customers
– including companies like BMW M3®, Cisco Systems®,
Comcast®, Headstrong® by Genpact, and Union Investment® use our tool to optimize their business operations.
Start with our free 30-day trial when you’re ready to achieve
similar success for your organization. What’s there to lose, except
a little inefficiency?
Register now @
Sponsor Profiles
Bronze Sponsors
The result? More predictable budgets and schedules, better
visibility throughout the organization, faster-time-to market, and
higher quality outcomes with far less rework along the way.
Blueprint is a proven enterprise-scale solution that can be
deployed on-premise or in the cloud.
Booth 529
Adaptable Enterprise Solutions, Inc. (AES) provides unique
Portfolio Intelligence to support decision making for building an
alignment between Business and Information Technology.
Booth 117
Leveraging over a decade of professional services to Fortune
500, Federal and State government and proven Adaptable
Portfolio Intelligence Framework (APIF™) the Adaptable Business
Excellence (ABE™) software enables Enterprise Resource
Planning for the Information Technology as a line of business.
BonitaSoft democratizes business process management (BPM) by
bringing a flexible yet powerful BPM suite to organizations of all
sizes and industries. BonitaSoft and its open source community
delivers an unmatched ecosystem of connectors for nearly
any application and/or system. With BonitaSoft, organizations
can model, automate, and optimize process workflows in
Finance, Human Resources, Sales, Marketing, Supply Chain,
E-Government, and more. As the world’s fastest-growing BPM
provider, BonitaSoft has more than 2,000,000 downloads, 600
customers, and a community of over 60,000 contributors.
Booth 109
BiZZdesign’s core competencies include: enterprise architecture
management, business requirements management, business
process design and improvement, business process management
and structured implementation and governance.
Numerous customers worldwide gain competitive advantage
by using our specialists’ consultancy, training and software
tools. BiZZdesign has a proven international track record with
successful customers and effective solutions. Learn more at: www. or email Brenda Cowie - Director Client Services,
BiZZdesign North America at
Booth 511
inteGREAT is a Requirements Lifecycle Management platform
that enables users to elicit, analyze, validate, review and
manage requirements more efficiently. It allows stakeholders to
collaborate on a common understanding of requirements, while
automatically generating all documents, diagrams, simulations
and test cases required.
Booth 107
inteGREAT supports common software development
methodologies, including Agile, Scrum, Iterative and Waterfall.
Blueprint develops requirements definition and management
software that is purpose-built to resolve virtually every problem
encountered in requirements definition and management
today. Designed specifically for use by Business Analysts and
Requirements Authors, Blueprint automates the time-consuming,
costly, error-prone nature of requirements.
inteGREAT provides bi-directional integration with Microsoft
Excel and Word; allowing business users to author requirements
in tools that are familiar to them. It embeds Visio within the tool
to facilitate the creation of many types of diagrams. Users can
publish documents to SharePoint, and then version and manage
their workflow appropriately. inteGREAT also integrates with
manyother 3rd party tools, making adoption much easier.
With Blueprint, all the key players collaborate in real time.
Through extensive use of visuals and simulation, everyone gets
a common vision of what’s to be built – way before anything hits
Created by eDev Technologies (, inteGREAT
is available in the Professional, Premium and Ultimate versions.
Each version has a desktop client and optional Team Access for
web collaboration.
Blueprint transforms the business-IT relationship into a visual,
engaging collaboration – reducing ambiguity, miscommunication
and mass confusion. For Blueprint customers, the requirements
lifecycle becomes a process where clear strategy, sound
decisions, and quality outcomes are the new norm.
©2013 Building Business Capability
Sponsor Profiles
Booth 113
MEGA offers a sustainable way to improve business performance
and facilitate informed decision making. Based on the powerful
MEGA Suite, its enterprise and business architecture, business
process analysis, and governance, risk management &
compliance solutions empower users to achieve an enterprisewide view and understanding of how the company operates, its
resources, and potential effects of change.
ESI is a global project-focused training company, helping
people around the world improve the way they manage
projects, contracts, requirements and vendors through
innovative training in project management, business analysis
andcontract management. In addition to ESI’s more than 100
courses delivered in more than a dozen languages at hundreds
of locations worldwide, ESI offers several certificate programs
through our educational partner, The George Washington
University in Washington, D.C. Founded in 1981, ESI’s worldwide
headquarters are in Arlington, Va., USA. To date, ESI’s programs
have benefited more than 1.35 million professionals worldwide.
Used by more than 75,000 business and IT professionals around
the globe, MEGA’s solutions have been successfully implemented
in several Fortune 500 organizations to help optimize, transform,
and govern information consistently. Clients include Aetna,
Choice Hotels, GeoEye, JCPenney, Medco Health Solutions,
Procter & Gamble, Universal Music Group, Zions Bancorporation,
and many US federal agencies.
Booth 505
iGrafx process management solutions empower people across
organizations to contribute to business optimization and achieve
operational excellence. The only solution that effectively aligns
the activities of both IT and Business roles, iGrafx unites the entire
organization around a single platform for process knowledge and
analysis. iGrafx focuses on delivering the most comprehensive
yet easy-to-use tools for organizations at any level of process
maturity to become and remain world class competitors.
Booth 111
We power the people who build great companies.
For more than a decade, K2 has been helping customers rapidly
transform their companies with applications that connect the right
people to the right information and work.
With offices and distributors all over the globe and a powerful
partner network, more than a million users in 40 countries rely on
K2 to streamline operations, save money and reduce risk.
Dispute impossible.
Booth 123
Booth 529
Capability Based Planning is fast becoming a sustained and
enduring planning technique for businesses. With multiple
business units and geographically distributed resources how
does an enterprise identify, concentrate and direct Capabilities?
How do these Capabilities get related to their organization,
locations, rules, processes and services? Metadata Management
Corporation (MMC) has an easily implementable architecting
solution using the cloud-based, browser-accessible Enterprise
Vocabulary Manager (EVM) in MMC’s DesignBank suite of
architecture tools.
EVM allows you to adopt capability based planning in an
evolutionary and discrete manner. It leverages decades of
military experience and investments that has enabled complex
global missions and operations. EVM also leverages the use
of ontology to integrate multiple methodologies, vocabularies,
terminologies and usages to provide an enterprise asset that is
concise, clear and unambiguous.
The common architecture elements that are managed in EVM
are the building blocks for integrated capability planning
models such as the Capability Taxonomy, Development Phasing,
Mappings to Organizations, Processes and Services to map out
your roadmap and implementations.
©2013 Building Business Capability
Sponsor Profiles
Booth 527
Booth 509
Performance Design Lab (PDL) is a consulting, training and
coaching company founded by the late Dr. Geary Rummler,
recognized as a pioneer in BPM and performance improvement.
PDL specializes in organization, process, job and management
system design or improvement. They have worked with
companies, non-profit groups and government agencies around
the world. With Dr. Rummler, PDL partners Rick Rummler,
Cherie Wilkins and Alan Ramias were co-authors of the books
White Space Revisited: Creating Value through Process and
Rediscovering Value: Leading the 3-D Enterprise to Sustainable
Success. Their pioneering techniques and tools can be learned
through the Academy for Total Performance Improvement, their
coach-based certification program for performance consulting.
The Academy is a competency-based program available virtually
or in classroom format to companies or individuals who need to
develop or increase their knowledge and skills in performance
improvement. Academy contents allow you access to all the
tools, methods and project examples accumulated by Dr.
Rummler and PDL from 35 years of performance improvement
As an IIBA® Endorsed Education Provider, Requirements Quest
delivers world-class, role-based requirements management
and business analysis training. With an emphasis on process
improvement and metrics, Requirements Quest brings industry
best practices into your business so that you achieve better
project results. Requirements Quest’s consulting services include
current-state practice assessments, building capability maturity
and BACOE (center of excellence) frameworks, and requirements
management process implementation and support. Requirements
Quest is committed to bringing your business into focus. Are
you? Call 608-850-6377 to get started.
Booth 119
Sapiens DECISION is the first enterprise-scale Business Decision
Management System (BDMS) by which business professionals can
design, simulate, implement, change, analyze, test, and deploy
rules that drive operations and compliance, in a business-friendly
format, independent of IT.
Booth 127
For over 23 years, Requirements Experts has focused exclusively
on the requirements management process and the people
involved in the process. We excel at helping our clients build
the requisite skills within their organizations so that their projects
are completed successfully. Whether a BA, project manager,
product marketing, contract administrator, developer, tester,
or end user, our wide array of requirements seminars teach the
latest techniques and best practices for requirements elicitation,
validation and management. In addition to teaching, we also
“do”. Through our consulting services, our clients have a partner
that helps them define their scope, document their requirements,
review and assess their requirements for quality. At Requirements
Experts, we focus on requirements and people and it is our
mission to help our customers and their people do requirements
and do requirements very well. Requirements Experts is a
PMI® Registered Education Provider, IBA® Endorsed Education
Provider, GSA Contract Holder.
Sapiens DECISION supports end-to-end management of
enterprise business policy logic from source documents to
execution of the rules, while maintaining full governance and
traceability and integrating seamlessly with BPM and rule
engines, or other execution technologies.
In developing Sapiens DECISION, the company partnered with
Knowledge Partners International, LLC (KPI), creators of The
Decision Model - a business logic framework that is simple to
create, interpret, modify, and automate. The Decision Model was
first publicly introduced in Barbara von Halle and Larry Goldberg’s
The Decision Model: A Business Logic Framework Linking
Business and Technology.
Sapiens DECISION is a part of Sapiens International Corporation,
For more information visit ;;
©2013 Building Business Capability
Sponsor Profiles
• Information Systems Security
• Business Analysis
• Software Testing
• IT Service Management / ITIL®
• Business Intelligence
• Human Resources
• ROI Methodology
• Leadership
Booth 507
Sparx Systems specializes in high performance and scalable visual
modeling tools for Business, IT and Systems.
Sparx Systems™ flagship product, Enterprise Architect, is
a comprehensive modeling environment supporting UML,
BPMN, BPEL and related standards that support business. With
collaborative tools to optimize business processes, document
business rules, model and trace requirements, as well as simplify
software design, Enterprise Architect is a complete solution from
strategic business modeling through to product delivery and
Since its commercial release in August 2000, Enterprise Architect
has become the modeling tool of choice to over 300,000 users
in industries ranging from finance, government and medicine
through to entertainment and utilities.
Undergraduate and Graduate Degree Programs:
• RN to BSN
• Master of Public Administration (MPA)
• Master of Science in Human Resource Development
Turnkey Sponsors
Pod P4
Booth 523
Troux’s mission is to change the way businesses make decisions.
Enterprise Portfolio Management solutions from Troux help
companies make more informed strategy decisions by connecting
business context to IT. The result: enterprises gain clear line-ofsight and can instantly see how current and future technology
strategy decisions impact an organization before they are
Booth 121
Villanova University - ranked by U.S. News & World Report as the
#1 Regional University in the North for 20 consecutive years - is
widely recognized as a leader in online professional education,
with tens of thousands of enrollments - including leaders from top
organizations - and unparalleled academic and technical support.
In collaboration with University Alliance, Villanova offers online
certificate programs through the Division of Part-Time and
Continuing Studies, online graduate degrees through the
Department of Graduate Studies, and an online undergraduate
degree through the College of Nursing, building upon the
University’s tradition of academic excellence.
Career-Building Master Certificate Programs:
• Project Management
• Six Sigma
• Contract Management
©2013 Building Business Capability
Accelare is the leading strategy-to-execution enablement
company. Through a unique blend of thought leading business
architects, innovative process design, and our award-winning
WhatFirst™ business architecture tool, we help organizations
discover what is truly important to their success and execute on
it. We guide organizations through implementing the strategy-toexecution process which clarifies business strategy, defines and
assesses business capabilities, builds the strategy execution plan,
and monitors performance against the plan. The result is a focused
agenda, high levels of employee collaboration, and targeted
investments leading to dramatic performance improvement.
Our services include: strategy development, capability
management, project portfolio construction and management,
business performance assessment, business architecture practice
design, enterprise architecture design, process reengineering,
and change management.
Pod P10
APQC is a member-based nonprofit and one of the world’s
leading proponents of benchmarking, best practices, and
knowledge management business research. Working with more
than 550 member organizations worldwide in all industries,
APQC provides organizations with the information they need
to work smarter, faster, and with greater confidence. As one
of the world’s leading proponents of process and performance
improvement, we follow our mission to help organizations around
the world improve productivity and quality by:
Sponsor Profiles
• discovering effective methods of improvement,
• broadly disseminating findingss, and
• connecting individuals with one another and with the
knowledge they need to improve.
From foundation certificates through to the internationally
recognized Business Analysis Diploma, our portfolio is structured
to deliver long-term advantages for individuals and organizations.
Member organizations have access to the world’s largest
database of actionable knowledge including benchmarks, best
practices, case studies, tools, and templates—based on more
than 8,500 benchmarking and beest-practice studies. We conduct
research to discover and document world-class practices, share
proven methodologies and processes, and assist organizations in
adapting them.
Come and find out more about how we are setting the standards
that create the outstanding or visit us at Pod P5.
Pod P7
Borland Solutions from Micro Focus embed quality assurance
throughout the development lifecycle and deliver value across:
• Requirements: Caliber combines requirements definition,
visualization, and management into a single ‘3-dimensional’
solution to clarify the direction for development and QA teams.
• Change: StarTeam provides development teams with a single
‘source of truth’ to control change and increase the quality of
outputs. • Quality: Silk testing solutions automate the quality process,
synchronize testing with business goals and even take testing
to the cloud.
Pod P2
Armstrong Process Group (APG) is committed to aligning
information technology and systems engineering capabilities with
business strategy using proven, practical processes delivering
world-class results. APG is an industry thought leader in business
architecture, business analysis, requirements management, UML/
BPMN, and agile development. APG is a partner with IBM and
Sparx Systems.
Borland Solutions align business priorities and quality
expectations with project requirements, development and testing
to deliver better software, faster.
Pod P5
BCS Certification is used by the world’s top IT, Finance and
Business consulting firms.
We are the partner of choice for global companies such as
Microsoft, Allianz and Deloitte.
We’ve delivered over 70,000 Business Analysis certifications
worldwide and are passionate about providing development and
career support for professionals across IT and Business.
We will be hosting 3 workshops during the conference that will
showcase our capability.
Continuing Professional Development - Your portable record of
professional aspirations and activities. Identify, plan and maintain
your continuing professional development
BCS Agile Certification - Professionals across business and IT
can master the how and the why of Agile – and deliver greater
value from their projects
Pod P8
Decision Management Solutions provides a complete set of
consulting, training and software support for decision management
to position you for short and long term success with business rules.
We are experts in helping companies adopt the proven decision
management approach for their business rules projects.
Decision Management improves business rules design and
implementation through the process of decision discovery and
decision modeling, making it easier to get the requirements
right, easier to draw the automation boundaries and easier to
re-use, evolve and mange rules beyond the first project. Decision
management is also a framework for using big data analytics to
improve your rules. Our approach is supported by our cloud-based,
collaborative decision modeling software DecisionsFirst Modeler.
Look for our CEO James Taylor and our VP Consulting Gagan
Saxena. Stop by our booth at P8 or just stop us in the hall. We
look forward to meeting you at BBC 2013.
BCS Business Analysis - With the BCS BA you can make real
progress and build for a better future, no matter where you are in
your career
©2013 Building Business Capability
Sponsor Profiles
Pod P3
Ivar Jacobson International is a global services company
providing high quality consulting, coaching and training solutions
for customers implementing enterprise-scale agile software
development. Founded in 2004, the company was established by
Ivar Jacobson, the “father” of use-case driven requirements, and
many other innovative software engineering solutions.
We work with customers across many industry sectors, including
government, finance, telecoms and manufacturing. Our Agile
Transformation Approach focuses on the key imperatives for
successful agile transformation of enterprise-scale application
development organizations: Scalable Delivery, Sustainable
Change, and Supportable Solutions
in the decisioning strategy. SMARTS uniquely enables business
analysts to combine decision logic based on business policies
and expertise with decision logic revealed in historical data.
SMARTS also helps the team of experts collaborate so that
conversations can take place and be kept in the context of the
decision logic. SMARTS’ deployment capabilities allow your IT
organization to invoke the decision logic from your systems or
business processes.
SMARTS combines business rules management, predictive
analytics, simulation and business intelligence dashboards for a
well-integrated view on the business.
Table Top Display Sponsors
Table T7
Pod P6
Rulesmatix specializes in implementing business rules solutions
using innovative development techniques. Our consultants have
extensive experience in the architecture, design, development
and implementation of complex business systems using business
rules. Our experience and exemplary track record of delivering
business-critical systems using business rules using commercial
and open source rules engines is a key asset. We have in depth
knowledge of commercial engines internals and their APIs which
we consistently use to develop reusable templates and numerous
utilities around rules repositories reducing the development time
and increased productivity.
With our extensive hand-on experience, we have successfully
mentored clients’ staff primarily focusing on Business Rules
“Best Practices” for Business Rules design, development,
testing and troubleshooting. Our services include helping select
business rules engine, design and development of business
rules repositories, creating proof of concept, automating rules
development and testing processes, setting up “best practices”
and mentoring and reviewing business rules repositories.
Pod P1
Sparkling Logic SMARTS™ is a decision management system
for business users and business analysts that need to automate
and improve business decisions. SMARTS’ primary focus is to
facilitate the capture of business rules in the context of use
cases and/or data samples that provide context to the business
expert, and can be leveraged to assess the impact of changes
©2013 Building Business Capability
blackboxIT provides customers with a unique set of tools that
automates “business rules” extraction from existing legacy systems.
The proprietary business processes captured in legacy
applications are dispersed throughout millions of lines of code. In
addition, expert knowledge of these legacy applications is limited
and often poorly documented. blackboxIT business rules mining
technology identifies the specific source code paths that are
relevant to the business process being researched while filtering
out the non-essential information.
Whether looking to capture existing business rules as
requirements for rewriting the system in a new technology, GAP
analysis to a third party package or to populate a business rules
engine, blackboxIT will ensure that critical business rules are
accurately identified.
Table T13
We offer a broad range of Training’s in IT for candidates that
are starting from scratch, in transition or are already well
established in their IT careers. The candidates can benefit from
any of the trainings we offer to not only enhance their careers
but also enhance their skills. Some of the Training’s we offer are
Fundamentals of Business Analysis, Agile BSA, CBAP® & CCBA®
Prep Courses, Fundamentals of Project Management, PMP® /
CAPM® Prep Courses
Our in-class and online interactive training covers most relevant
topics to help the candidates keep pace in today’s dynamic and
Sponsor Profiles
development company, specializing in the field of Spatial BI. The
Intelli3 team has forged over the last 20 years a unique vision
based on the study and development of fundamental geomatics
and decisional concepts, and on the experimentation of available
technologies and specific development. This unique expertise is
reflected, among other places, in Intelli3’s Map4Decision software
solution (based on the Spatial OLAP or SOLAP technologies), as
well as in several interventions in mandates for our clients.
demanding business environment. Our instructors have diverse
industry experience and are certified experts in the areas they
teach. They keep up to date with industry standards as well as
creative teaching formats to keep the training current, informative
and exciting.
We believe that training should be relevant, immediately
applicable, and fun. The candidates will experience our unique
combination of best practices, practical approach, and engaging
delivery and you’ll discover why many people prefer Chrysalis
Educational Services to change or enhance their careers.
Table T6
No Magic is one of the most respected global providers of
standards-compliant modeling, simulation and analysis solutions
in the industry. The company is positioned by Gartner in
the Magic Quadrant for Business Process Analysis Tools. No
Magic is recognized for its award-wining modeling platform,
MagicDraw™. Its Cameo Business Modeler is deesigned for
business architects and analysts and supports major modeling
standards such as Business Motivation Model (BMM), Business
Process Model and Notation (BPMN), and Unified Modeling
Language (UML). Cameo Business Modeler enables users to
develop integrated models, which provide enterprise architecture
views including business vocabulary, strategy, process
architecture, organization structure, and software applications.
Cameo Business Modeler also enables collaborative modeling
in teams as well as rapid publishing of business architecture and
analysis models. In addition, No Magic offers a broad range of
professional services including training, consulting, and custom
software development. For more information please see us online
Table T14
Are you restricted by your current toolsets? Are your business &
technical stakeholders synergistically working together? We can help.
Future Tech’s Envision® VIP is more than just a modeling tool;
solutions are intuitive and agile. Strategic plans, goals/objectives,
KPI’s and metrics can be linked to appropriate stakeholder
organizations, capabilities, services, processes, procedures,
systems, technologies, rules, etc. Envision® makes it possible
for all business capabilities and related information to be fully
leveraged and analyzed.
Envision® offers decision-makers unlimited modeling with
dynamic dashboards and customizable heat maps for viewing
‘real-time business vitals’. Current information is securely
leveraged between all stakeholders through its adaptable and
collaborative “Business Object Oriented” SQL Server based
Founded in 1985, Future Tech Systems, Inc. has been helping
organizations Spelunk through their enterprise information
for many years. Our Envision® Visual Information Portal (VIP)
software can help you create your ultimate CAVE (Computer
Aided Visual Enterprise) experience.
Table T1
Booth 129
Intelli3 improves the productivity of its client’s decision makers
and data analysts, by lowers the level of uncertainty in their
decisions, through a quick to deploy and easy to use solutions,
involving on-demand maps production intended for non IT/non
geomatics specialists. Intelli3 explodes the data visualization
capabilities. Intelli3 Spatial BI services and solutions exponentially
increases an organization data analysis potential while protecting
its past investments in data acquisition and technologies.
OpenRules, Inc. is a NJ-based corporation that develops,
supports, and provides consulting and training services around
its highly popular Open Source Business Decision Management
System commonly known as “OpenRules”. OpenRules is
oriented to business analysts allowing them to work in concert
with developers to create and maintain enterprise-level Business
Rules Repositories for complex Decision Management Systems.
It utilizes the power of MS Excel, Google Docs, and Eclipse IDE.
OpenRules support Executable Decision Models. OpenRules is in
production for major international corporations such as Thomson
Reuters, RBS and Commerzbank, insurers such as Blue Shield of
California, healthcare providers such as the Children Hospital of
Philadelphia, and large government agencies such as IRS and
European Patent Office. OpenRules also includes:
Intelli3 is a strategic advice, BI consulting and a software
©2013 Building Business Capability
Sponsor Profiles
• Rule Dialog allows non-programmers to create intelligent Webbased questionnaires
• Rule Solver integrates Business Rules with Constraint
Programming and other Optimization technologies.
• Rule Learner utilizes different Machine Learning tools for rules
discovery and predictive analytics
Table T2
Seilevel is a professional services company that creates software
requirements for Fortune 1000 businesses. These organizations,
and their business analysts, turn to Seilevel to identify what their
software must do, drastically cutting features from scope and still
delivering the needed business value. Seilevel gets the software
requirements right, so our customers get their software (and
business outcomes) right. The Seilevel mission is simple: we will
revolutionize the way our customers create software requirements.
Table T8
PMCentersUSA provides Total Project Life Cycle Training and
Consulting Services in business analysis, project management,
agile and interpersonal skills. We provide individuals, teams and
companies with organizational assessments, consulting, training
and mentoring to help ensure that projects are completed
successfully. PMCentersUSA offers several different training
delivery method options:
Table T9
• Virtual Classroom (Live Instructor-Led)
• Traditional Classroom through our University Alliance (Live
• Private and Custom Training (Live On-site or Live Virtual)
PMCentersUSA is an Endorsed Education Provider TM (EEP) TM for
the International Institute of Business Analysis and a Charter Global
Registered Education Provider (R.E.P.) for the Project Management
Institute. PMCentersUSA was named the PMI® Professional
Development Provider of the Year (2006-2007) beating out 1,100
competing training providers vying for the award.
With over 500 organizations in 51 countries using TopTeam
Analyst and Visual Use Case, TechnoSolutions is a leading
provider of Requirements Definition and Requirements
Management tool that help you leverage industry best practices
such as - Use Case Scenarios, User Stories, Automatic Text-toDiagram Conversion, Automatic Test Case Generation, Business
Process Modeling, Screen Mockups, Application Simulation and
End-to-End Traceability.
Free Trial at: www.TechnoSolutions.
Table T3
Founded in 1991, RMC is the innovator in professional
development and training for business analysts, project managers
and agile practitioners. Over the last 20 years, hundreds of
thousands of professionals in over 50 countries have utilized
an RMC resource, class or e-Learning courses to expand their
skills and further their careers. Today, RMC offers a wide range
of innovative classes and products for beginning and advanced
practitioners—as well as those seeking a professional certification.
RMC is an Endorsed Education Provider (EEP) for the IIBA®, and
our Business Analysis Practice Director Barbara A. Carkenord is one
of the original founders of the business analysis training industry.
Barbara is also a best-selling business analysis author, speaker and
©2013 Building Business Capability
TopTeam Analyst is a unique Requirements Definition and
Requirements Management tool that empowers you with industry
leading techniques to help you bridge the communication gap
between business and IT; and that helps cut project costs by
reducing project rework.
Media Sponsors
BPTrends ( is the primary source of business
intelligence for business executives and process change
practitioners around the globe. Industry thought leaders provide
analysis and opinion on trends, directions and best practices
relating to all aspects of business process management.
BPTrends is the most comprehensive, in-depth business process
management resource devoted to educating and informing the
market. The BPTrends BP Tools Reports are the most widely read
reports on BP software tools available and our BPTrends Surveys
are widely quoted. With over 20,000 members, BPTrends is the
largest community of BP Professionals in the world. BPTrends
Associates provides BPM professional services to organizations,
assisting them in the planning, architecting, designing, measuring
and managing of their business processes.
Sponsor Profiles
Business Rules Community, sponsored by Business Rule
Solutions, LLC (BRS), is a vertical, non-commercial community
for business rule professionals. BRCommunity provides articles,
commentary, discussion areas, and a variety of other valuable
hands-on resources, and is home to the Business Rules Journal,
which appears there free-of-charge. is much
more than simply an on-line publication. With the help of a
talented staff and generous supporters, it has grown into the
place to be for business rules. Join today free-of-charge!
IT Briefcase is a focused online publication that attracts business
and IT professionals who are actively researching business
integration solutions.
Our growing audience can expect to view the most up to date
industry news, articles, whitepapers, webcasts, and blogs in
additional to IT Briefcase original editorial content showcased in
the “Fresh Ink” and “IT Analyst Blog” sections of our website.
Some of the topics we cover include Data and Analytics, Cloud
Computing, Application Integration, Health IT and Open Source.
Table T5
Business Analyst Times (BA Times) is the only online BA portal
and eNewsletter dedicated to the total Business Analysis
community. Featuring articles, tips and tricks, industry links,
blogs, discussion forums, eLibrary, job postings and more.
Our industry portal and weekly eNewsletter are full of great
information for business analysts of all levels… and it’s free! Visit for a free subscription. is the premier online community for Business
Analysts, Systems Analysts and related professionals. The site
boasts a vibrant community and offers Articles, Blog, Humor,
Templates, Interview Questions, and more.
Table T4
Business Process Incubator is the online resource for all things
related to process. Free membership provides access to BPM,
Change Management, Process Improvement, Lean and Six Sigma
resources. Whether your challenge is to assess your organization’s
readiness-to-change, prepare to participate in a process related
project or obtain process modeling tools, we have the solution.
The Object Management Group® (OMG®) is an international,
open membership, not-for-profit computer industry standards
consortium. OMG Task Forces develop enterprise integration
standards for a wide range of technologies and an even wider
range of industries. OMG’s modeling standards, including
the Unified Modeling Language® (UML®) and Model Driven
Architecture® (MDA®), enable powerful visual design, execution
and maintenance of software and other processes, including IT
Systems Modeling and Business Process Management. OMG’s
middleware standards and profiles are based on the Common
Object Request Broker Architecture (CORBA®) and support
a wide variety of industries. OMG has offices at 140 Kendrick
Street, Building A, Suite 300, Needham, MA 02494 USA. For
more information about OMG, please visit, or call
Ken Berk at +1-781-444-0404.
Future Strategies Inc. ( publishes
unique books and papers on business process management and
workflow, specializing in dissemination of information about BPM,
workflow and electronic commerce.
As such, the company contracts and works closely with individual
authors and corporations worldwide and also manages the
renowned annual Global Awards for Excellence in BPM and
Workflow and the new annual Adaptive Case Management Awards.
Future Strategies Inc., is the publisher of the business book series
New Tools for New Times, the annual Excellence in Practice series
of award-winning case studies and the annual BPM and Workflow
Handbook series, published in collaboration with the WfMC.
©2013 Building Business Capability
Sponsor Profiles
Association Sponsors
A blog, podcast and learning portal run by BAs for BAs. is a premier business analysis blog, podcast
and learning portal. It is currently the fastest growing BA blog
and podcast with over 10,000 monthly listener, readers and
followers. It is the most sought after blog and podcast in the BA
community. Apple Inc. currently ranks it as #1 business analysis
podcast on iTunes directory of podcasts.
The ABPMP is a non-profit, vendor independent organization
dedicated to the advancement of BPM concepts and practices.
ABPMP is practitioner-oriented and practitioner-led. Visit us at is also an Endorsed Education Provider™ with
the International Institute of Business Analysis (IIBAA®), providing
top-notch training and educational services to business analysts.
Bookstore Sponsor
ABPMP International is continually working on a series of
professional educational programs to support the recognition
of BPM as a professional discipline. This includes our recently
released Guide to the Business Process Management Common
Body of Knowledge (BPM CBOK®), the BPM Model Curriculum,
and the only international Certification program for BPM
practitioners (CBPP®) released in January 2010. There are over
600 CBPP®’s certified worldwide as of February 2012.
Booth 400
Be sure to stop by the official BBC 2013 Conference Bookstore
for some of the best—and most popular—Business Analysis
books in existence! Browse a wide range of titles in all areas
of Business Analysis including Fundamentals, Requirements,
Certification Preparation, Communication, Leadership, Risk
Management, Real-World Tools, and much more.
We will also host book signings for a number of conference
presenters and speakers, and all books will be available at a
significant discount from List Price. Please watch for book signing
announcements during the conference, or stop by the bookstore
for a complete schedule. We look forward to seeing you at the
For more information, please contact:
Phone:952-846-4484 x 405
©2013 Building Business Capability
Founded in 1993, the Workflow Management Coalition (www.WfMC.
org) is a global organization of adopters, architects, analysts and
academics engaged in Workflow and Business Process Management.
The only standards organization focused purely on process, the
WfMC is the creator of XPDL, used in over 80 BPM solutions, as
well as Wf-XML, Workcast, and Business Process Analytics Format
(BPAF). WfMC produces books and articles on BPM and Workflow,
notably the BPM Handbook Series, BPMN Handbook Series and the
Excellence in Practice Series through Future Strategies Inc. WfMC
also sponsors the annual Global Awards for Excellence in BPM
and Workflow, plus the Global Awards for Excellence in Adaptive
Case Management. Future Strategies Inc. (
publishes unique books specializing in all areas of business process
management, BPMN, workflow and electronic commerce.
Event Calendar 2013/2014
San Francisco • March 16 - 20, 2014
Toronto • May 12 - 15, 2014
Chicago • June 16 - 19, 2014
Boston • October 5-9, 2014
Stockholm • October, 2014
London • October, 2014
Berlin • November, 2014
San Francisco • March 17-19
Chicago • June 17-19
Boston • October 6-8
Munich • March 25, 2014
Berlin • November 6, 2014
Berlin • March 25, 2014
Fort Lauderdale • Nov 2-6, 2014
Sydney • September, 2014
San Francisco • March 16 - 21, 2014
Toronto • May 12 - 15, 2014
Chicago • June 16 - 19, 2014
Manufacturing • June 17-18, 2014
Boston • October 5-9, 2014
Healthcare • October 6-7, 2014
London • October 2014, 2014
Government • Sept 15 - 16, 2014
Berlin • Nov, 2014
Amsterdam • June, 2014
London • November 21, 2013
Berlin • May 12-13, 2014
London • November 22, 2013
Berlin • September, 2014
Berlin • March 10 - 11, 2014
Munich • March 25 - 26, 2014
London • May 13 - 14, 2014
Paris • June 16 - 17, 2014
Stockholm • October, 2014
San Francisco • March 19 - 20, 2014
London • May 13-14, 2014
San Francisco • March 17 - 19, 2014
June 2014
London • November 19, 2013
Berlin • February 12 - 13, 2014
Special Savings
for BBC Alumni!
DECEMBER 7, 2013
& SAVE UP TO $900!
Use discount Code: ALUM14