2012 Process Conference Breakout Sessions

APQC’s Seven Tenets of Process Management will provide the framework for the breakout and round table sessions offered at the 2012 Process Conference. To help guide you through the descriptions below, they are blocked by the times offered and include seven tenets tags that apply to the topics covered in that session.

Breakout Session Tags

  • Strategic Alignment (SA)
  • Governance (GOV)
  • Process models (PM)
  • Change Management (CM)
  • Performance and maturity (PERF)
  • Process improvement (PI)
  • Tools and technology (TECH)

Thursday, October 25

Breakout Sessions Block 1, 9:30 - 10:30 A.M.

The Learning Loop: Successfully Supporting Organizational Learning with Processes and Standards

Presented by: Wendy Valot, Global Organizational Learning Specialist, BP

There is no doubt that Organizational Learning (OL)/Knowledge Management will fail without an effective vision, strategy, and culture. Acknowledging the criticality of a foundational learning process with supporting standard procedures, templates, and tools can help protect against failure. The success of a global organizational learning effort lies not in the ability of the OL personnel in carrying out processes, but rather in the empowerment of the thousands of non-OL personnel on teams around the world to carry out processes. BP’s Global Projects Organization uses a six-step learning process called the Learning Loop.

This presentation will include:

  • BP’s Learning Loop and the six corresponding steps;
  • the standard procedures, templates, and tools for each of the steps;
  • and the “seventh” step which is the coaching and training program that ensures personnel outside the OL group are equipped and understand expectations.

Sustainable Cost Transformation in BT 


Presented by: Shahzad Saleem, Group Cost Transformation Director, BT Group and Andy Wells, Head of Cost Transformation & Benchmarking, BT Group

BT has a team of 30 internal cost transformation consultants who work to deliver savings projects using Six Sigma and Lean techniques. To date the team has delivered over £1bn in annualized savings and aim to achieve a further £400m in the current year.

The presenters will outline the three phases of the cost transformation journey within BT, the processes and methodologies used to obtain these savings, the team recruitment, and the member achievements. Examples will review two projects that radically reduced process complexity thereby enhancing customer experience—each delivering over £50m in annualized savings.

Microsoft Case Study:  Development and Practical Use of an Industry Process Classification Framework

(SA, PM)

Presented by: Ron Lamb, Enterprise Strategy and Architecture, Vic Miles, Industry Technology Strategist, and Damir Vrankic, Consultant, Microsoft

Learn how to improve your organization’s approaches to adopting frameworks by traveling on Microsoft and APQC’s journey to developing a new industry Process Classification Framework. Hear how Microsoft is planning on leveraging this new framework with clients and how your organization can benefit. 

Using Metrics that Drive Bottom Line Value


Presented by: Darcy Lemons, Senior Project Manager, Knowledge Management and Chris Gardner, Director, Performance Improvement, APQC

Leading organizations understand that in order to thrive in an ever-changing business environment, they must have timely and actionable information for identifying key risks and opportunities. Measurement is vital in helping business leaders uncover risks and opportunities to ensure management strategies are in place to drive business success. Hear some of the results of an APQC best practices study focused on discovering leading-edge practices and approaches associated with successful performance measurement systems. These practices support breakthrough improvement at the enterprise, operating unit, and individual staff levels. 

Breakout Sessions Block 2, 1:10 - 2:10 P.M.

A New Approach to Process Management in a Rapidly Changing Industry


Presented by: Stephan Blasilli, Corporate Development Manager and Chris Goldsberry, Corporate Development Analyst, EDP Renewables

Unlike mature industries, performance issues of renewable assets change as rapidly as technology evolves. To accommodate the need for flexibility and speedy reaction, EDP Renewables has designed an in-house case management application to accomplish the following tasks:

  • Prioritize—understand which problems are the most critical to address and solve first;
  • Collaborate in a structured way—with assets throughout the U.S., the company must use a technical service department that can assist multiple wind farms from a centralized location; and
  • Learn and retain knowledge—given the pace of technological advancement, there is a need to document maintenance techniques, technical solutions, and best practices.

The presenters will share the real-life examples from EDP Renewables about how they discovered and addressed the challenges they faced, and how they learned lessons and created best practices as a result of this experience.

Using Enterprise Quality Measurement to Create Business Value, an APQC/ASQ Best Practices Study

Presented by: Laurel Nelson-Rowe, Managing Director, ASQ and Travis Colton, Senior Project Manager, APQC

In 2011, APQC set out to learn how organizations are applying quality principles enterprise-wide in its best practices study Using Enterprise Quality Measurement to Drive Business Value. After a series of conversations with organizations already leveraging effective quality measurement practices and with others in search of those practices, the study team identified eight imperatives for an enterprise quality function. Without these practices in place, organizations typically struggle to arrive at any defined and replicable way to increase quality throughout the business. The study identified specific practices that enable organizations to achieve each imperative. It uncovered both the solid, foundational practices that most organizations are using to measure quality and the emerging practices that a few organizations are just starting to employ.

Liability Management


Presented by: Bryan Tiessen, Senior Advisor, Innovation & Continuous Improvement, Cenovus Energy   

Cenovus Energy commenced the Liability Management project in 2011 to review current practices and processes as they pertain to the decommissioning and reclamation of Oil and Gas well site leases. The project identified numerous gaps throughout the process starting with a lack of strategic alignment and corporate governance, resistance to change and inadequate resources to execute and manage abandonment activities. Analysis of gathered data indicated several initiatives would need to be implemented in concert to create an efficient process.  This session will focus on these initiatives and how Cenovus Energy was able to successfully implement them.

Real World BPM: Accelerating Through the Maturity Lifecycle


Presented by: Zach Bennett, CEO and Chief Enterprise Architect, Visual Enterprise Architecture

Different strategic objectives, methodologies, frameworks, benchmarks, business unit perspectives and organizational politics, vendors, toolsets, metrics and process intelligence dashboards represent many of the challenges you encounter when you are truly “Changing the Business”.  Successful BPM Programs are strategic, well-defined, measureable and long-term.  Along this journey we have delivered key advice on accelerating BPM maturity within the organization:

  • Facilitate Corporate Process Management Strategic Objectives
  • Identify Enterprise Process Frameworks, Business Perspectives and Visualize the Business for Success
  • Define Governance Structures Short and Long-Term
  • Enhance and Accelerate Platform Adoption, Management, and Deployment
  • Provide Qualitative Methodology for Identifying and Comparing Processes
  • Maximize Value Delivery with Enterprise Architecture Support
  • Manage Projects, Content Development and Assessments
  • Manage Final Delivery for Stakeholders and Business Process Owners
  • Organize and Manage Process Repository Libraries and Key Assets
  • Communicate Process Across the Global Enterprise

Breakout Sessions Block 3, 2:30 - 3:30 P.M.

The Blame Report


Presented by: Tom Sheffrey, Quality Expert and Ninja Hogenbirk, Process Improvement Coach, Q

There are three types of reports when something goes wrong. The first is the Blame Report, which is a result of the question, "What happened?" The second is called the Explain Report, which is a result of the question, "How did this happen?" The last is the Process Improvement Report, which is a result of the question "What can we learn from this?" The presenter will discuss the three types of reports and the five different tools to achieve process improvement and organizational learning that can lead to a higher assurance of not repeating an incident that went wrong.

Building Strong Process Management Capabilities: U.S. Department of Veterans Affairs Case Study


Presented by: Stanley Johnson, Chief, Quality Control, U.S. Department of Veterans Affairs and John Tesmer, Senior Program Manager, Open Standards Benchmarking, APQC

Process management capabilities are beneficial to organizations, but knowing when, where, and how to apply them to an organization’s unique needs can be challenging. In this session, presenters will discuss the case study of one of APQC’s best-practice organizations, the U.S Department of Veterans Affairs Clinical Research Pharmacy Coordinating Center and how it uses process management to deliver superior products and services to customers. 

Establishing a BPM Culture


Presented by:  Dave Correia, Manager, Global Business Processes, Hewlett-Packard

It’s one thing to understand the concepts of business process management, but it’s another thing to put those concepts into practice in a large, global organization. This session will focus on the critical elements in implementing a BPM practice to achieve strong business results.

Topics covered will include:

  • BPM culture,
  •  structure for success,
  • process design to methodology deployment,
  • importance of measurement,
  • mechanisms for continuous feedback, and
  • service & support to focus on the client experience.

The Power of Financial Management Process Improvement


Presented by: Mary Driscoll, Senior Research Director, Financial Management, APQC

Financial management (FM) process improvement, done properly, can lead to a significant boost in staff productivity and better cycle time. And doing more—and going faster—can slash finance’s operating budget. But some CFOs hesitate because FM process improvement can mean a hefty up-front investment.  Process owners must develop a clear picture of the hard-dollar savings possible. In this session, you’ll learn how to model the economic benefit of improving a variety of FM processes, from payables processing to invoicing and remittance processes. 

Friday, October 26

Round Tables, 9:30 - 11:00 A.M.

Creating and Managing an Accountable Process Management Infrastructure


Presented by: Christina Royalty, Associate Technical Fellow, Process Management, Boeing Commercial Airplanes

How do you design and maintain a process management infrastructure to actively manage process issues?  Boeing Commercial Airplane Systems has designed and now maintains a process management infrastructure that enables process stabilization and allows for future improvement. This presentation will detail the case study and real-life example from Boeing Commercial Airplane Systems as it wrestled with establishing process management within a long-standing, well-established organization. In addition, participants will be led through a preliminary analysis for their situation, on whatever scale, within their organization.

A Strategic Alignment Process


Presented by: Paul Wayne, Senior Advisor, Organization Design and Paul Waddams, Senior Advisor, Organization Design, Chevron

Chevron views organization design as a strategic alignment process. Business units around the globe are focused on delivering predictable, sustainable results and clearly defined, effective processes with constructive behaviors that are the foundation for achievement. Both processes and behaviors are in the scope of Chevron’s approach to organization design and as "form follows function", structures that support the core processes are crafted first, then governance is put into place to reinforce behavior.

The presentation will include the Chevron approach, an overview of its organization design, highlights of the “Chevron toolkit”, and the project management foundation used to drive business unit initiatives. Two case studies, one upstream and one downstream, will be presented. They will show the design criteria and the initial vision of success, the issues that arose during the project, and the results of lookbacks. Attendees will also actively participate in a group activity straight out of the “Chevron toolkit” that has been used globally as a diagnostic tool. It includes five discussion focus areas: strategy, processes, organization design, job design, and culture.

BPM Lifecycle Case Study: Concept to ROI


Presented by: Steve Edinger, Executive Director, BPM/PMO and Tricia Stelges, Senior Vice President, Client Operations, Catalina Marketing

This presentation will detail the evolution of BPM from a whiteboard concept into a multi-year, multi-million dollar strategic process initiative across multiple business units. Presenters will speak to the three pillars of people, process, and technology that were utilized to complete, and measure the ROI for, a business process transformation project for a 27-year-old company with data on purchase histories of more than 75% of U.S. shoppers and 130 million health consumers from 50,000 locations. Presenters will explore the role of process models, change management, process improvement, and technology. Attendees will gain practical knowledge and advice from Catalina’s real world experience, and they are encouraged to ask specific questions about their unique BPM projects in order to leverage the learnings, best practices, and “do’s and don’ts” in all phases of the BPM lifecycle. 

The Journey to Process-Centric:  The National Grid Story


Presented by: Mallik Angalakudati, Director Operations Performance and Sue DiRoma. Manager, Operations Performance, National Grid

National Grid, one of the largest investor-owned energy companies in the world, began a journey in 2011 to become a process-centric organization to achieve significantly better results in the areas of safety and reliability, customer responsiveness, cost competitiveness, and stewardship. To accomplish this, National Grid is pursuing a structured approach leveraging tenets of APQC process management, specifically strategic alignment, governance, process models, change management, and process improvement. The journey was staged into two waves to ensure the pace of transition was manageable and to maximize the chances of success. In addition, National Grid partnered with leading academic institutions including MIT and the University of Michigan to bring innovative new thinking to the journey. The presenters will highlight the high level process model and process-specific roadmaps. They will provide a deep dive into a specific improvement project in the billing process that they are pursuing in partnership with the University of Michigan Tauber Institute for Global Operations.