Training Courses: by Practitioners, For Practitioners

TRAINING
COURSES
By Practitioners, For Practitioners
CHICAGO • April 9-12 WASHINGTON DC • September 10-13

The Drake Hotel Hyatt Regency Reston, VA
SAN FRANCISCO • June 18-21 NEW YORK • November 6-9

Grand Hyatt San Francisco The Roosevelt Hotel
BPMInstitute.org has partnered with

the industry’s foremost authorities
in the fields of Business Process
Management, Service-Oriented
TAMMY ADAMS BRETT CHAMPLIN Architecture, Business Architecture, TOM DEBEVOISE MAX DOLGICER
Business Rules and Organizational

Performance to develop a unique
Certificate of Training Program.
Our Training Courses

TOM DWYER JOSEPH FRANCIS are specifically designed for forward JACK R. HILTY DANIEL J. MADISON
thinking Business and Technology

Professionals charged with leading
their company’s transformation to
a process-centric organization.
KEN ORR ALAN RAMIAS Join the hundreds ALEX ROSEN MIKE ROSEN
of leading practitioners
currently enrolled.
BRUCE SILVER ANDREW SPANYI WILLIAM ULRICH BARBARA VON HALLE
CERTIFICATE OF TRAINING
RALPH WHITTLE MARVIN WURTZEL
The Peer-to-Peer Exchange for Business

Process Management Professionals
Custom Training is also available, visit www.BPMInstitute.org/custom-training.html

or call 508-475-0475 x15
BPMInstitute.org Members
Add SOAInstitute.org to your existing profile!
Visit www.BPMInstitute.org/topics/soa.html
www.BPMInstitute.org/training.html • 508-475-0475 x15
2007 SCHEDULE
Why choose BPMInstitute.org’s
TRAINING Training Courses?
COURSES • EXPERIENCE: Our Instructors average over 12

years experience in process innovation and
improvement initiatives
Dear Colleague, • FLEXIBILITY: Courses may be taken individually
Since the launch of our Certificate of Training Program, we have hosted over 1,000 Business or for certificate credits
and Technology Professionals from over 300 organizations. Whether you’re just starting, or
• CONVENIENCE: Held concurrently with
you’ve already begun the process of becoming a certified BPM Professional, make plans to
join us in 2007 at the following venues: BPMInstitute.org and SOAInstitute.org’s
Co-Produced events, including our Business
Chicago • Apr. 9-12 • The Drake Hotel Process Management Conference Series
San Francisco • June 18-21 • Grand Hyatt San Francisco
• ACCESSIBILITY: Courses regularly scheduled
DC • Sept. 10-13 • Hyatt Regency Reston, VA across the nation
New York • Nov. 6-9 • The Roosevelt Hotel
• GUARANTEE: Satisfaction is guaranteed – our
Our Certificate of Training Program offers a comprehensive curriculum of full day training
“no questions asked” policy provides a full
courses, featuring the expertise of the industry’s most prominent experts. You may create
your own curriculum by registering for individual classes, credits may be applied towards the credit if we don’t meet your expectations
Certificate of Training Program. • CREDIBILITY: Developed in cooperation with
OUR PREMIUM QUALITY TRAINING IS DELIVERED BPMInstitute.org – over 20,000 members
BY PRACTITIONERS, FOR PRACTITIONERS • VALUE ADD: Receive complimentary books, white
BPMInstitute.org has partnered with the industry’s foremost authorities in the fields of papers and research written by our instructors
Business Process Management, Service-Oriented Architecture, Business Architecture, Business • CUSTOMIZED: On-site and customized training
Rules, Organizational Performance and more, to develop a unique training and certification
also available
program. Our best-in-class instructors are internationally recognized authorities committed to
bringing you the most current BPM ideologies, strategies, and actionable advice that you can
apply to real-life situations! Here’s a partial list of the organizations who have
In 2007, these Courses will be held in conjunction with BPMInstitute.org and SOAInstitute.org participated in BPMInstitute.org’s Training Programs:
Co-Produced events, allowing you the ability to optimize your time away from the office. Attend AARP Dept. of Defense Pfizer, Inc.
BPMInstitute.org & SOAInstitute.org’s Training Courses and Industry Leading Conference/ ABN AMRO Devon Canada Physicians Mutual
Symposium Sessions in one location, including: Aflac Devon Energy Corporation PMI Mortgage Insurance
AGF Trust Fannie Mae Progressive Insurance
• Business Process Management Conference • Service-Oriented Architecture Conference Allstate Insurance Farmers Insurance Raytheon
• Business Architecture Conference • Business Rules Symposium Series American Family Federal Aviation SAIC
• Organizational Performance Symposium Series Insurance Administration Siemens
AstraZeneca Federated Mutual Siemens Medical
For additional details on our Certificate of Training Program and to enroll in individual courses, BCBS of Michigan Insurance Solutions
visit www.BPMInstitute.org/training.html or call your Training Advisor at 508-475-0475 x15. BISYS Retirement First Financial Equities Standard & Poor’s
Services Ford Motor Credit Standard Insurance
For more information on our Co-Produced events, please visit www.BPMInstitute.org/events.html. Blue Cross Blue Shield Genentech, Inc. Company
of Kansas General Services State Compensation
I look forward to the opportunity to host you at an upcoming venue! Boise Cascade Administration Insurance Fund
Bonneville Power Goldman Sachs State Farm Insurance
Best regards, Administration Intel Corp. Companies
Bristol Myers-Squibb International Truck and StubHub
GREGG V. ROCK • Editor & Founder • BPMInstitute.org California State Engine Co. SunTrust Mortgage
grock@bpminstitute.org Automobile Assoc. Investor’s Bank & Trust T. Rowe Price
Canadian Pacific Iron Mountain The Hartford
Railway John Wiley & Sons The MITRE Corporation
Capital Group JPMorganChase The Rand Corporation
TRAINING RATES & DEADLINES Companies
Centric Health Finance
Key Bank
Lifeway Christian
The Standard Insurance
Toronto Stock Exchange
CITY Super Early Bird Early Bird Late/On-Site Church of Jesus
Christ-LDS
Resources
Manitoba Lotteries Corp.
Turner Broadcasting
U.S. FDA
DEADLINES $495 $595 $695 Cigna Group Manulife Financial Inc. Verizon Business
Circuit City Stores McKinsey & Company Wachovia
Chicago 3/2 3/3-3/23 3/24-4/9 Citigroup Corporate Merck & Co. We Energies
San Francisco 5/11 5/12-6/1 6/2-6/18 Investment Bank MetLife Wells Fargo
Clear Choice Health Meyer West Jet Airlines
Washington DC 8/3 8/4-8/24 8/25-9/10 Plans Modine Manufacturing Wright Express
Commerce Bank National Geospatial- Corporation
New York 9/28 9/29-10/19 10/20-11/6 Commonwealth of Intelligence Agency Wyeth
Pennsylvania Nationwide
These rates reflect 1-full day of training, see pages 21-22 for 2-day course prices. CSX NY State & Local
Defense Acquisition Retirement System
University Office of Naval Intelligence
Professional Members Receive a 15% Discount Department of Justice Option One Mortgage
Criminal Division Companies
Call your Training Advisor at 508-475-0475, x15
www.BPMInstitute.org/training.html • 508-475-0475 x15 BPMInstitute.org Training Courses 3
2007 SCHEDULE
TRAINING
COURSES
CH SF DC NY
APRIL 9 JUNE 18 SEPT. 10 NOV. 6
Instructor BPM 101: An Introduction to Business

Brett Champlin is the Process Management and Business Process
President of the Association for Management Systems
Business Process Management Get up to speed on BPM in one day. In order to get the most out of the BPM
Professionals (ABPMP.org) and BRETT CHAMPLIN conference, come to this course to learn the key terms, concepts, methodologies,
Manager of Business Performance CCP, CDMP techniques, and technologies in the BPM arena. What is a process? What is
Improvement with a Fortune 100 President
ABPMP.org
process management? What is Business Process Management? What is a
company. Brett has led business Business Process Management System? What are the pros and cons of the
process transformation projects for the last different approaches to implementing BPM? Learn about the practices and the
15 years. Brett is on the adjunct faculty at technologies that are making BPM the most exciting new approach to solving
the University of Chicago where he teaches business problems with new technologies today.
a class in BPM. He contributes a regular
ABPMP, the Association of Business Process Management Professionals, is a
column to BPM Strategies Magazine and
non-profit, vendor neutral, practitioner led and practitioner oriented professional
is internationally recognized as a keynote association whose mission is to promote the practice of BPM and increase the
presenter and seminar leader. recognition of its practice as a professional discipline. The instructor brings over
15 years of experience in leading process management and systems projects.
This course will help you quickly become familiar with what you need to know to
understand vendor offerings and to start formulating strategies for implementing a
BPM practice and BPM systems.
COURSE OUTLINE:
• A Brief History of Process

• The Process Perspective
• Process Management
• Process Modeling Analysis & Design
• Business Process Management Framework
• Business Process Management Systems
• Business Process Architecture
• BPM Implementation Strategies
• BPM Value Proposition
• The BPM Community
COURSE OBJECTIVES:
• Understand the key terms and concepts in BPM

• Learn the major methodologies and techniques for implementing BPM
A LU M N I F E E D B AC K • Discover the various technologies that support BPM
“Brett was outstanding. He delivered an TARGET AUDIENCE/WHO SHOULD ATTEND:

excellent overview of what BPM is and a • Those who are new to BPM or have only had a limited exposure
vision for what it can become.” • Those who want to learn about the scope and breadth of BPM
UNIQUE VALUE OF COURSE:

• Get the most out of the BPM Conference
“Brett clearly embraces BPM with emotion • Be prepared to understand the conference presentations in the overall context of BPM
and brings that to his presentation.” • Understand how each presentation fits into an overall framework for BPM
“Great class- enjoyable and certainly

enlightening.”
Produced in Cooperation with:
4 BPMInstitute.org Training Courses www.BPMInstitute.org/training.html • 508-475-0475 x15

2007 SCHEDULE
TRAINING
COURSES CH
APRIL 9
SF
JUNE 18
DC
SEPT. 10
NY
NOV. 6
Business Rules 101: Business Rules with BPM Instructor

This intensive business rule (BR) tutorial is specifically targeted at both non- Barbara von Halle is the
technical and technical audiences and is excellent for entire project teams. Founder of Knowledge Partners
Attendees may be those involved in purely business-oriented BR projects or projects International, a company leading
targeted for system development. Aimed at project managers and key project clients through successful BARBARA VON HALLE
people, this tutorial is the fastest and simplest way to get started on a business business rule projects for Founder
rules project, following KPI’s acclaimed STEP TM approach to business rules. It many years. As a pioneer in Knowledge Partners
is the only BR course supported by a step-by-step reference book and based on Business Rules, Barb received
International
the industry standard KPI Rule Maturity Model (RMMTM). Organizations need the Outstanding Individual Achievement Award
not purchase any new software (rule repository software or business rule engine in 1995 from the International Data Management
software) to produce the deliverables in this course. This course is deliberately
Association. As a journalist, she was a regular
integrated with and references a course taught by Tom Debevoise.
columnist Database Programming and Design
This tutorial introduces the attendee to motivations for BR projects, relationship magazine for over 5 years and co-authored several
between BPM/BRM, and the various levels of Business Rule maturity, so as to books. Her latest book (co-edited with Larry
determine the appropriate approach for a specific project. It starts with what is Goldberg) is The Business Rule Revolution, an
possible on a first-time business rule project and leads to discussion of some of the anthology of real-world success stories and lessons
most mature BR success stories. learned. The best selling methodology book,
The tutorial focuses mostly on selecting a BR project, determining the BR benefits Business Rules Applied (co-authored with a KPI
and metrics, followed by scoping and planning it. It then proceeds to an overview of business rule team) was an unexpected finalist for
the six steps of the KPI STEP TM approach, with insights into enhanced techniques the Software Development Jolt Award and continues
and deliverables that have evolved since publication of the book, Business Rules to serve as the premier reference book for hundreds
Applied (von Halle, Barbara, 2002: John Wiley & Sons) including the connection of organizations! The evolving KPI BR Approach is
of BRs to BPMN and Use Cases. Workshops lead the attendee through scoping a offered commercially as a licensed product through
BR project, role descriptions, and linking BRs to process or use case deliverables. Knowledge Partners International, under Barbara’s
Workshop solutions are illustrated using MS/Word TM templates and, MS/Excel TM guidance.
templates, along with a preview of the solutions in a source rule repository (KPI’s
STEPTM Workbench). PREREQUISITES:
An interest in learning more about a Business Rules
COURSE OUTLINE: COURSE OBJECTIVES: Approach from a business perspective with insights into
related automation technology.
• Important Concepts Behind Business Rules You will learn how to:
Business Strategies and BRs • Determine when a BR Approach is right TARGET AUDIENCE/WHO SHOULD ATTEND:
Motivations for BRs for your project
Definition of BR Approach This uniquely practical workshop is valuable for
• Scope the rules in your project before
Rule Maturity Model (KPI RMMTM) managers on the business or technical side, involved
really getting started
KPI STEPTM Principles and Approach in planning, leading, or participating in a business rules
• Plan the project for a BR advantage
• Scoping, Planning a BR Project project, be it business-only project or a full systems
through iterative development
How to Start Scoping the Rules Part of a Project development project. The attendee gains practical
• Attach business rules to process models experience applying useful scoping, planning, and rule
Why Do a Pilot or PoC and use cases
The BR Project Plan (at a glance) discovery techniques that are part of the KPI STEPTM
• Craft a roadmap from your first BR
Workshop: Scope License Program.
project to advanced successes
• Capturing Business Process and Motivation • Creating a unique and powerful link Relevant attendees include those in the following roles:
Business Process and Business Rules between business and I/T through • Project manager – leading a BR project
Relationship of BPM/BRM business rules • Business SME or BR steward – providing input to rules
BPMN and BRs or actually authoring initial rules prior to turning them
Use Cases and Business Rules over to IT
Focusing on Business Motivations • Business analyst – documenting or evolving rules or
Workshop: Process and Rule Anchor Points creating supporting documentation
• Capturing Rules • Use case writer – authoring “BR-lite” use cases
Where Does Rule Harvesting Fit? • Requirements analyst – integrating requirements and
Authoring Rules (natural language form only) models with BRS
Workshop: Rules (and Glossary) • Business process analyst – designing processes
• Business Rule Governance powered by BRs
Roles and tasks • Business process owner/steward – providing expertise
Organization Chart in processes and rules
The Source Rule Repository
The BR Track at the Business Rules Symposium Conference
A LU M N I F E E D B AC K
“Excellent course!”
“Put basics of BR into language/format that’s
Produced in Cooperation with: easy to understand.”

2007 SCHEDULE
TRAINING
CH
APRIL 9
SF
JUNE 18
DC
SEPT. 10
NY
NOV. 6 COURSES
Instructor SOA 101: Understanding SOA
Recent tactical success in the utilization of Web services has brought renewed
Tom Dwyer is the VP of attention to a strategic commitment to Service Oriented Architectures (SOA).
Research for BrainStorm Early adopters have been investing in SOA for the past five years but now the
Group, the Editorial Director development of more rigorous methodologies and technologies, and the maturing
TOM DWYER
of BPMInstitute.org, an Vice President, Research, of standards, are making SOA accessible to everyone. SOA can be defined as a
Editorial Board Member for BrainStorm Group software design and implementation methodology for creating loosely coupled,
Editorial Board Member,
SOAInstitute.org and a co- SOAInstitute.org coarse-grained business services. These business services can be independently
chair of BrainStorm Group’s developed and combined into higher value business processes.
SOAI conference series. He writes, presents and This seminar will explain the basic concepts of SOA, including a service contract,
consults on topics that include Service-Oriented a service registry and an enterprise service bus. It will explain the business drivers
Architecture, Business-to-Business, Enterprise for SOA, how to structure service oriented integration, and how to design service
Application Integration, and Business Process oriented applications. It will explain organizational, governance and policy issues
Management. Mr. Dwyer has conducted primary associated with the roll out of SOA. Lastly, it will provide a variety of examples of
research and published extensive reports on the SOA deployments.
Application Software Infrastructure markets. Before
becoming an industry analyst in 1998, Mr. Dwyer COURSE OUTLINE:
spent 28 years in the computer industry in various
• Business drivers for SOA
engineering, marketing, professional services, and • SOA Concepts
sales functions. He was a co-founder and general - Web Services and SOA
manager of a new software venture at Xerox, which - Enterprise Service Bus
became a wholly owned subsidiary. Mr. Dwyer has - Role of the Registry/Repository
held senior management positions in marketing - SOA Governance
- Service-oriented Development
and engineering at Wang Laboratories and Prime - SOA Security
Computer and has developed and launched more - SOA Management
than 15 software products. • Expanding SOA Throughout the Enterprise
• Strategies for Deploying SOA
• SOA Examples
COURSE OBJECTIVES:
• Introduce the broad concepts of SOA

• Understand the value, opportunities and challenges of SOA adoption
• Understand how SOA, BRM and BPM can work together
• Explore the best practices for designing and deploying SOA
TARGET AUDIENCE/WHO SHOULD ATTEND:
“The instructor demonstrated a lot of depth in
Architects, Managers, Business Analysts, Executives
all of the areas touched by this course.”

“Good intro course to SOA, well organized.” Attendees will learn a phased approach to adopting SOA including business process and strategy,
SOA readiness assessment, service roadmap planning, designing shared services, and deploying
SOA. This workshop is based on case studies from real-world experience of early adopters of SOA.
SOAInstitute.org
Produced in Cooperation with: The Peer-to-Peer Exchange for
Service-Oriented Architecture Professionals

2007 SCHEDULE
TRAINING
COURSES
CH SF DC NY
Business Architecture 101: An Introduction to Instructor

Business Architecture
Ralph Whittle is co-
The BA 101 Business Architecture class describes an approach and method for building author of a book titled,
an architecture of the business by integrating your defined business processes. It
is a new approach, one that demonstrates how to integrate your enterprise with the
Enterprise Business
knowledge you have using disciplined techniques. It formally captures your intellectual Architecture: The Formal RALPH WHITTLE
Co-Author of Enterprise
capital in an “architectural type” blueprint or model of the enterprise that is available Link between Strategy and Business Architecture:
for strategic and tactical analysis. Consequently, the business and IT teams can work in Results, (CRC Press 2004). The Formal Link between
Strategy and Results
harmony with the insight from the Business Architecture creating higher profits, superior He is a subject matter
customer service and a competitive advantage for their enterprise.
expert in Enterprise
This BA 101 fundamentals class is supported with a high level case study, illustrating all Business Architecture development and
of the BA models needed to derive and engineer the other enterprise architectures. The implementation. He has built Enterprise
dominant theme of the BA is a customer centric focus coupled with a holistic view of the
enterprise, to deliver a value creating system.
Business Architectures in various industries,
such as manufacturing, healthcare, financial,
The Business Architecture is the parent logical architecture and nexus from which one and technology. He has conducted
can unite, derive and integrate all of the architectures of the enterprise in a formal and
disciplined manner. These include the IT, security and organization architectures. One
engagements in enterprise business process
can also use the very same BA to direct and guide process design/improvement, software modeling, strategic/tactical business planning,
development, and package configuration initiatives, resulting in higher levels of efficiency enterprise business requirements analysis,
and lower levels of rework in any software or systems life cycle. enterprise business architecture and IT
The IT community is certainly no stranger to architecture development and engineering architecture integration.
disciplines. Perhaps it will seem strange to the business community that they too have a
formal architecture that can be engineered as well; the Business Architecture. However, TARGET AUDIENCE/WHO SHOULD ATTEND:
almost every business enterprise today lacks a formal architecture, similar in concept to
the blueprint of a house or office building. No one will ever consider building a complex • C-level Executives, VP/Director Executives, Strategic
structure without a blueprint and a complete set of integrated architecture models. Planners
Nevertheless experience shows that managers consistently build, merge, reorganize, and • Business/IT Consultants, BPM Consultants, BPR
Consultants
run enterprises without a set of equivalent blueprints or architectures. In almost every
• Business Managers, Operational Managers,
case these architectures are not formal, disciplined, detailed, integrated, nor adaptive Technology Managers
enough to respond to ever changing market forces and opportunities. The results • Business Analysts, Systems Analysts, UML/RUP
are enterprises built with inherent architectural design flaws which create enormous Analysts, Process Analysts
inefficiencies, missed opportunities, and inevitably cause havoc within the enterprise. • Business Designers, Business Architects, Technology
Designers, IT Architects, Security Architects
Strategic Planners, C-level executives, Business/IT consultants, Operational managers • Software Developers, Packaged Software Developers
and Technology managers will find the Business Architecture a practical alternative to a
“seat of the pants” approach for engineering their business and implementing its enabling
technologies. UNIQUE VALUE OF COURSE:
An opportunity to review an actual Business

COURSE OUTLINE: Architecture case study model
• Integrating the Business Architecture with the Strategy

• Business Architecture Innovation
• Enterprise Business Architecture –Modeling Language (EBA-ML) A LU M N I F E E D B AC K
• Understanding Value Streams
• EA, BPM and SOA Convergence
• Balancing and Leveling Business Architecture Models “Best course at this year’s conference.”
• Business Architecture Case Study and Model Review
COURSE OBJECTIVES: “Mr. Whittle is an outstanding instructor with

a wealth of knowledge and a unique way of
• To understand the concepts of integrating enterprise architectures, specifically the Business
Architecture
connecting with his class. Very enthusiastic and
• To understand the formal links and relationships of the Business Architecture translates info to all levels of understanding
• To get exposure to innovative thinking using the Business Architecture and knowledge from the class attendees. Best
• To articulate the benefits of integrating enterprise architectures
• To review the Business Architecture models from a case study instructor I’ve had in years.”
“Fantastic Instructor!”

2007 SCHEDULE
TRAINING
CH
APRIL 9
SF
JUNE 18
DC
SEPT. 10
NY
NOV. 6 COURSES
Instructor From Strategy to Action: Step-by-Step BPM for
Sales, Manufacturing and Design Processes
Joseph Francis is Managing
Director of Process Core This one-day course takes a group through translation of company top-level metrics
Group. He has worked with and strategy into effective process execution using 10 Exercises and 20 Templates.
Fortune 1000 companies JOSEPH FRANCIS From clear, unambiguous selection of company strategic metrics using open
Managing Director source tools, to mapping company high-level processes, identifying key process
in different industries Process Core Group
(high tech, chemical, retail, threads, benchmarking process threads with open-source data the first part of the
transportation, government, class creates the strategic framework for process transformation. Next, translating
manufacturing, automotive). strategy to process, identification and analysis of process performance gaps leads
to isolation of key focus areas – and avoiding “boiling the ocean”. Third, process
Joe has 12 years experience in supply chain mapping at the geographic (“level 2”), plant (“level 3”) and task (“Level 4”) level,
automation and processes. He directed the supply combined with off-the shelf analysis techniques for identify root-cause issues, and
chain information systems merger planning in to-be process states to resolve issues. Finally, the last stage shows how to create,
the HP/Compaq merger. Joe has been a valuable manage, and prioritize strategic programs for creating ongoing improvement.
advisor to supply chain, automation and consulting
executives around the globe. Be the first to leverage a combined enterprise approach from experts who have
created world-class training programs in supply-chain, sales, and product design
Joe was a member of the board of directors of individually, and who have created or fostered global standards for business process
the supply-chain council from 2001 to 2004 and measurement, description, and best practices. Use combined techniques of classic
served as the chair of the board in 2003. He is the BP mapping, Six-Sigma Analysis, Value-stream mapping, and Operational Reference
author of the PCOR process reference model, the strategic context prioritization.
reference model describing how to manage process.
He has published articles and speaks frequently
on the benefits and application of process
management. COURSE OUTLINE:
• Section 1: Major Process Definitions, Process Priorities, Program Charter

• Section 2: Scorecard processes, benchmark using open source data, ascertain process strategic
requirements
UNIQUE VALUE OF COURSE: • Section 3: Create Material and information flow maps, thread diagrams, and perform high-level
• First exposure to a combined approach (enterprise disconnect analysis, along with high-level to-be models
BPM) validated with thousands of participants in the • Section 4: Perform Level 3, Level 4 process as-is mapping, transaction flows, root-cause issue
supply-chain domain. resolution, and best practices analysis using open-source data, and create preliminary to-be
detail models
• Vastly demystified approach to BPM using standard • Section 5: Finalize opportunity analysis, project definition, and deployment program organization
(open source) templates, frameworks, and metrics
(SCC framework and Roadmap, AQPC Benchmark
data, Six-Sigma and Lean analytics). COURSE OBJECTIVES:
• Standardized 10 Workshop / 20 Template off-the-shelf
approach • Understand how to map strategy to process
• Understand how to map process at multiple levels to identify root-cause issues around strategic
gaps
• Use open source frameworks, practices, metrics and benchmarks to solve problems
• Execute 10 exercises and understand 20 key templates for the process
• Understand how to build business sponsorship for these types of programs
A LU M N I F E E D B AC K TARGET AUDIENCE/WHO SHOULD ATTEND:
• First-time BPM practitioners who which to experience an end-to-end training from strategy to
“Joe was a very good presenter. I implementation of an enterprise-scale BPM program
like how he constantly checked for • Executives in charge of operating or improving supply-chains, sales operations, support
or product engineering interested in developing Process Management capabilities in their
comprehension & reviewed what we had organizations.
learned in the wrap up.” • Managers and consultants that are building an internal BPM organization or consulting practice.
“Joe interjected real-world experiences

and welcomed students to share their
experiences.”

2007 SCHEDULE
TRAINING
COURSES CH
APRIL 10
SF
JUNE 19
DC
SEPT. 11
NY
NOV. 7
Facilitating Process Improvement: Instructors

A Framework and Techniques Ms. Adams specializes in Project
This 1-day interactive workshop focuses on teaching you facilitation techniques Facilitation and Business Process
that will accelerate the progress of your process improvement effort while building Analysis. Using collaborative
ownership of the results. These techniques are set within the context of a repeatable, techniques she elicits, captures TAMMY ADAMS
Managing Partner
collaborative improvement approach so you’ll know when best to use them. and translates team knowledge Chaosity LLC
Drawing on over 20 years of experience, Tammy & Michael will share their real- about processes, products and
world knowledge and experience of facilitating process improvement and project services into project and design deliverables. Ms.
teams. Adams background includes extensive experience
Tammy is the co-author of the book Facilitating the Project Lifecycle: Skills & Tools to in project management, operations management,
Accelerate Progress for Project Managers, Facilitators, and Six Sigma Project Teams and, the consulting, training, and facilitation. Ms. Adams
upcoming book The Project Meeting Facilitator, due to be published in October 2007. is a Certified Professional Facilitator with the
International Association of Facilitators and a
Certified Quality Manager with the American
COURSE OUTLINE: Society for Quality. She is co-author of the book
• An Introduction to Collaborative Process Improvement
Facilitating the Project Lifecycle and a regular speaker
• The Role of the Facilitator
at International Facilitator, Quality, Business Process
• Key Models for Process Improvement
and Project Management Conferences.
• Facilitation Techniques to Improve Your Team Meetings
_____________________
Working as an operations
COURSE OBJECTIVES: manager, project manager,
facilitator and consultant over
• Learn the difference between doing the work and facilitating a team a 20 year career in the financial
• Get hands-on practice with key models used in process improvement efforts services industry, Mr. Spivey
• Get an introduction to other meeting management techchniques that will make your team has a wide range of experience MICHAEL S. SPIVEY
meetings more effective Senior Consultant & Facilitator
from front-line management Resource Advantage
• Get “Do’s and Don’ts” on how to use these techniques from companies successfully using
this approach to managing enterprise wide
change initiatives. His special expertise focuses on the
UNIQUE VALUE OF THE COURSE: facilitation of work sessions which bring business and
technical resources together to focus on improving
It if often (and unfortunately) assumed that Business Analysts, Project Managers and Team overall business performance, often in a Six Sigma
Leaders have the necessary facilitation skills to lead a group to an objective. However, those environment.
skills are usually just assumed – not taught. The unique value of this course is the opportunity
to learn about facilitation in the context of Process Improvement and practice it in a safe
Mr. Spivey holds a Master of Arts degree in Human
environment with experienced facilitators. Resource Development from The George Washington
University. He is a Certified Professional Facilitator
PREREQUISITES: (CPF) and a Certified Assessor with the International
Association of Facilitators, and a certified Project
• A basic working knowledge of the concepts of process analysis
• Familiarity with the technique of process mapping. Management Professional (PMP®) with the Project
• Experience with the basics of group and meeting management Management Institute. He is co-author of the
book The Project Meeting Facilitator: Facilitation
TARGET AUDIENCE/WHO SHOULD ATTEND: Skills to Make the Most of Project Meetings to be
Anyone working with a project team to facilitate process improvement or redesign. This may published in the fall of 2007 and is a regular speaker
include people in such roles as: at International Facilitator, Quality and Project
• Project Managers
• Business Analysts
Management conferences.
• Quality Professionals (Green Belts, Black Belts, Quality Managers)
• Team Leads
• Process Engineers A LU M N I F E E D B AC K
• Facilitators
“This was excellent. Presenters worked
well together.”

2007 SCHEDULE
TRAINING
CH
APRIL 10
SF
JUNE 19
DC
SEPT. 11
NY
NOV. 7 COURSES
Instructor Analyzing the “As Is” and Creating the
Daniel J. Madison is a principal
“To Be” Process
in Value Creation Partners, Process mapping and analysis can be an extremely powerful diagnostic tool for your
an organizational consulting organization. By analyzing the flow of work and information you will not only find
and training firm. He focuses DANIEL J. MADISON process issues, but also uncover structural problems, poor controls, and people issues.
on helping clients increase
Owner You will learn to tap into employee frustration to fix processes and get to the root cause
Value Creation Parnters
of quality and timeliness issues.
value through operational
improvement, organizational In analyzing the “as is” process, five lenses of analysis are used. The five lenses of
redesign, lean six sigma facilitation, and strategic analysis are customer satisfaction, worker frustration, time, cost, and quality. Each lens
planning. Dan regularly teaches courses on Process reveals aspects of the process that are either working or not. Each lens is linked to a
Mapping and Analyzing and Improving Operations specific improvement methodology such as lean, six sigma, activity based costing, and
through the University of Chicago, University reengineering. You will learn to use the appropriate tool based on the goal of your effort.
of Tulsa, University of Calgary, and California Often people are unaware that process design principles exist. Design principles are
State University, East Bay. He is the author of distilled best practices from world-class organizations. The author has identified 38
Process Mapping, Process Improvement, and Process design principles from the past 15 years of research. These design principles apply to
Management, which is the text for this program. work flow, information flow, and job design. By using these powerful design principles,
you will be able to create processes that are exceptionally fast, dramatically cheaper,
and that produce very high quality products or services. Instead of automating a bad
process, use the tools and techniques to dramatically improve a process. Learn to
optimally combine process design principles and information technology.
This workshop is designed for professionals that want
“hands-on” experience in process mapping, improvement,
and management such as: COURSE OUTLINE:
• IT professionals What are organizations?
• Process improvement teams or task forces • People
• Department heads • Process
• Quality professionals • Controls
• Operations professionals • Structure
• Managers and supervisors Where do most organizational problems originate?
Customer Lens: Creating the Customer Report Card
• Your process evaluation
• Breakthroughs
Flow charting symbols and how to use them
Process maps and the level of detail
• Macro level flow chart
• Functional-activity level flow chart
• Task and procedural level
A LU M N I F E E D B AC K Procedure for making a functional-activity flow chart
Using the Frustration Lens
• The five main advantages to the Frustration Lens
“Provided actionable techniques Using the Time Lens
for process modeling.” • Gathering cycle time, process time, and wait time
• Identifying value-adding activities
“Outstanding instructor! It was also great to Using the Cost Lens: Costing out a process using Activity Based Costing
• Calculating true profitability by customer or product
have the author supply his book & use it as a Using the Quality Lens
training tool.” • Basic Six Sigma Tools
Case studies of the use of process design principles
“Excellent in every way. Will recommend • Grading Permit
Explanation of the 38 design principles
to our clients who are pursing process • Creating a “clean sheet” redesign
improvement.” • Linking automation and information technology to your process improvement effort
“Outstanding! This is of great value in COURSE OBJECTIVES:

working with my clients.” At the end of the seminar you will know how to:
• Analyze processes through five lenses of analysis
• Turn staff frustration into ideas to improve processes, people, and systems
• Gather metrics on cost, quality, and time
• Familiarize attendees with design principles
• Be able to create a dramatically improved process

2007 SCHEDULE
TRAINING
COURSES CH
APRIL 10
SF
JUNE 19
DC
SEPT. 11
NY
NOV. 7
Metrics and Process Management Instructors

This workshop is designed to provide participants with a practical and time-tested Alan Ramias is a Partner of
methodology and toolset for creating and implementing a successful measurement the Performance Design Lab
and management system. Starting with a review of the many things that can (PDL). As a member of the
go wrong in creating metrics, dashboards and the other popular artifacts of the team that founded Motorola
measurement industry, these PDL partners share their hard-earned knowledge of how University, he was the first ALAN RAMIAS
Partner
to design metrics that measure what they’re supposed to, link process performance person to introduce Geary Performance Design Lab
to organizational goals, and provide useful information for guiding executive decision- Rummler’s pioneering concepts
making, troubleshooting and continuous improvement. They then show how to in process improvement and management to
create a well-defined process management system in which the metrics operate as a business units within Motorola, which led to
continuous window on organizational performance at all levels and enable managers several groundbreaking projects that contributed
to make coherent, quick and effective decisions. Participants are given opportunities to to Motorola’s winning of the first Malcolm
apply the templates and tools to case examples and to their own organizations. Baldrige Award in 1988. Joining The Rummler-
Brache Group in 1991, Alan led major successful
COURSE OUTLINE: performance improvement engagements within
Fortune 500 companies, then became a partner and
• An overview of the pitfall of metrics and measurement systems Managing Director of Consulting Services. Upon
• Definitions: Metrics, process, performance management, process management, metrics vs.
measurement systems leaving RBG, Alan founded his own consulting
• Why Measure? company, where he continued to practice in the field
• Metrics in a Vacuum of performance consulting, before joining PDL.
• The context of organizational performance
• What makes a good metric _____________________
• Measurement strategy
• Measurement & management hierarchy Cherie Wilkins is a Partner of
• Process management: More than measurements the Performance Design Lab
• Metrics within processes
• Measurement tactics & tools (PDL), where she specializes in
• Measures chain the design of Measurement and
• What makes a good metric Management Systems and the CHERIE WILKINS
Partner
• Measures chain application of the Performance Performance Design Lab
• The hunt for variability
• Trackers & dashboards
Logic methodology to strategy
• Metrics inventories formulation and performance improvement. She
• Developing the process management system has extensive consulting experience in implementing
• Management roles in measurement measurement and management systems in the
• Management questions to be answered financial services, retail, chemical, petroleum and
• Pitfalls of process management efforts
• Performance managed manufacturing industries. Prior to joining PDL,
• Management domains Cherie was involved in Technology Development
• Management calendars and process improvement consulting with the
• Performance planned Rummler-Brache Group. Before joining RBG,
• The lone process in a functional world
• Summary: Where to start
she consulted in the area of communications,
specializing in internal communications for
COURSE OBJECTIVES: organizations undergoing large scale change efforts.
• Identify the key variables that make a measurement system effective
Prior to that, Cherie worked eight years in the
• Apply the PDL measurement and management hierarchy to defining an organizational metrics television industry, five of those with the McNeil/
system Lehrer Newshour.
• Design sound metrics in a process context
• Define an effective process management system
• Use variability tracking to identify where and how to make performance corrections
• Link performance planning to performance management
• Define and select the key components of a measurement and management system A LU M N I F E E D B AC K
“Excellent course!”
• System architects and CIO staff
• IT and business analysts “I especially enjoyed how the “mappings”
• BPM project managers
• BPM solution developers were easy to follow & exercises well related to
these concepts.”

2007 SCHEDULE
TRAINING
CH
APRIL 10
SF
JUNE 19
DC
SEPT. 11
NY
NOV. 7 COURSES
Instructor SOA for Architects
Alex Rosen is the manager of the Defining a Service Oriented Architecture (SOA) is the current challenge of many
SOA practice at MomentumSI. enterprise IT organizations. The emergent popularity of Web services, and the ease
of implementation, has muddied the waters, as many have adopted an incremental
In his more than a decade approach to SOA via Web services, without first thinking through the larger architectural
of IT consulting, Alex has ALEX ROSEN
issues. This course sets the context for describing an SOA from an architectural
Principal
provided architectural strategy SOA Practice perspective, coming to grips with the reality of this emerging technology, and providing
and led implementation teams MomentumSI
a detailed understanding of the elements that comprise SOA, as well as techniques
on projects for CNN, Time and practices for creating organization-wide software integration solutions using SOA
Warner, Bank One, Sprint, and others. Prior to concepts.
focusing on SOA Alex developed significant subject
matter expertise in content management and online COURSE OUTLINE:
commerce. In his role at MomentumSI Alex focuses • What is Service Oriented Architecture (SOA)
on assisting customers with the practice of enterprise • The Business Impact of SOA
architecture, specifically as it relates to SOA initiatives. • Service Enablement
Alex and his team provide SOA transformation • Distributing Services Across a Network
• Process Driven Services
services including SOA program strategy and • A Service Oriented Reference Model/Architecture
governance, SOA infrastructure selection and
implementation, service architecture and construction, COURSE OBJECTIVES:
and role-specific SOA education and mentoring. • Understand the basic concepts of SOA
• Learn the different paths to implementing SOA
• Understand the roles and processes used to create Service Oriented Architectures
• Understand a SOA reference architecture
• Application Architects
• Enterprise Architects
• Technical Leads

SOA for Architects focuses on the needs of enterprise
and project architects. The course creates a common
understanding of SOA ideas, patterns, and technologies to
enable architects to make informed decisions about their
SOA projects.
“Best SOA instructor this week. Great job!”
“Real world knowledge of products and

implementations was huge.”
Produced in Cooperation with: MOMENTUMSI

2007 SCHEDULE
TRAINING
COURSES SF
JUNE 20
DC
SEPT. 12
NY
NOV. 8
Service Oriented Application Integration: Instructor

Standards, Technologies, and Best Practices
Max Dolgicer is an internationally
SOA has rapidly seized the momentum and center stage because it is seen as the key recognized expert and Managing
for enterprises to achieve business agility, improved quality of service, lowered total
Director at International System
cost of ownership and to align business objectives with technology. Over the past two MAX DOLGICER
years, many Fortune 1000 companies have started to embrace a SOA approach for initial Group (ISG), Inc (www.isg-inc. Managing Director
development and integration projects. Many analysts predict that companies are now com), a leading consulting firm International System Group
(ISG)
ready to take the next step – a more systematic adoption of service-oriented practices. that specializes in IT Strategy,
development and integration of large-scale
SOA represents a unique and rare opportunity to bring IT and Business together. distributed applications using Service-Oriented
However, this opportunity requires that he current IT culture evolves, looking beyond
Architectures.
the scope of purely departmental goals to the requirements of the enterprise as a whole.
IT must also change its support of the business – moving from the delivery of line of Mr. Dolgicer has been involved in leading
business applications to the encapsulation of business functions as services that can management and technical roles in many of the
be used to compose ever-changing business processes. Finally, the traditional divide of major engagements for ISG’s clients including 3M,
application development and integration must give way to a much more holistic approach Carey International, United States Patent Office
– development with integration in mind (i.e. “development for integration”). (USPTO), New York Stock Exchange (NYSE),
Service Oriented Architectures promise to improve every aspect of IT including CSFB, Federal Reserve, Allstate Insurance,
Application Integration. Seamless B2B interactions, allowing companies to establish Financial Times Interactive, MetLife, Principal
new business relationships and processes without the tedious grunt work that is usually Financial Group, Cigna, CitiGroup, Morgan
involved when incompatible applications need to exchange information. The same Stanley, Delta Airlines and Goldman Sachs.
should be true for integration behind the firewall, where legacy systems and packaged
applications can now interoperate using standardized interfaces and protocols. And Mr. Dolgicer has more than 24 years of
finally, new applications can be developed with less effort since much of their required management and technical experience in
functionality is already available to developers through an inventory of business services. development and support of mission-critical
business applications and software products.
XML and Web Services provide a standards-based approach to implementing a Service
Oriented Architecture, but it should not be overlooked that a complete B2B or EAI
solution requires a Middleware Integration platform that provides a host of integration
capabilities. This seminar will provide you with an in-depth understanding of the TARGET AUDIENCE/WHO SHOULD ATTEND:
concepts of Service Oriented Architectures, how they relate to Web Service technologies,
• Architects
and how SOA can be applied to integration initiatives within your company. You will also • Designers
get an overview of today’s predominant platforms for service oriented integration and see
how the concepts taught in the seminar have been applied in a real world project. UNIQUE VALUE OF COURSE:
COURSE OUTLINE:
There has been a great deal of confusion between
• Introduction to Service Oriented Architecture concepts, standards, and technologies (SOA, Web
• From Client/Server SOA to Event and Service Oriented Architecture (e-SOA) Services, ESB, etc). This seminar helps you to clearly
• Guiding Principles for Service Oriented Integration distinguish between the hype and the reality and teaches
- Integration requirements (connectivity, transformation, routing, process flow, business you on how apply a practical and proven architecture
and atomic transactions, security, legacy encapsulation, special B2B Integration driven approach to service oriented integration.
requirements, etc.)
- Multi-step Process vs. Composite Application COURSE OBJECTIVES:
- Loosely coupled architectures
- Integration with the data architecture • Understand how to employ a Service-Oriented
- Leveraging and Migrating legacy systems using SOA Architecture for integration of your application
• Utilizing core Web Services technologies for integration portfolio.
- Schemas, SOAP, WSDL, UDDI, BPEL/BPMN
• Utilizing extended Web Services technologies for integration • Be able to define practical guidelines that can help
- Notification, Reliable Messaging, Security, Transactions different project teams make the best architecture and
• Overview of the Key SOA Integration Platforms technology choices.
- Integration Brokers
- Enterprise Service Buses (ESB) • Learn how services can enable and facilitate
- J2EE Application Servers integration of applications within your enterprise and
- Microsoft BizTalk across a B2B value chain.
- Open Source Software (OSS)
• How to select SOA Integration Middleware • Distinguish between hype and reality so that you
• Best practices and case study can put the technology to its optimal use in your
• Summary and Conclusions organization.
Produced in Cooperation with: International System Group

2007 SCHEDULE
TRAINING
COURSES
CH SF DC NY
Instructor BPM and Six Sigma

Business Process Management builds the framework to create strategic alignment, measure
Marvin Wurtzel is the business processes using metrics aligned with business goals, and identify performance gaps that
Principal Consultant of have a major impact on the customer experience and on achieving desired business results. Six
Marvin M. Wurtzel & MARVIN WURTZEL Sigma will implement the methodology to prioritize these projects and close the gaps.
Associates, Inc., and a Principal Consultant
Marvin M. Wurtzel Business Process Management is an enterprise-wide, structured approach to providing the
consulting and training & Associates products and services your customer’s value most. By understanding the key business processes
firm that specializes your company uses to meet these needs, the gap between customer expectations and your
in quality, process and productivity ability to perform begins to emerge. Processes that are inefficient or ineffective in delivering what
customers require are clearly identified and targeted for improvement. As the entire organization
improvement. Marvin has extensive begins to measure performance in terms of critical, customer-driven requirements, employees
management experience at leading companies no longer think of themselves as functional managers responsible for functional outputs. Instead,
in financial services, information technology, they see their roles in the context of a greater, more important goal — satisfying and creating loyal
electronic manufacturing, and consumer customers. As process thinkers, they consider the potential impact of their actions and decisions
products. He has implemented Six Sigma upstream and downstream and ultimately on the company’s ability to deliver what it promises
its customers. One vision, one purpose, and a meaningful way to measure everyone’s progress.
and Process Management strategies resulting Business Process Management transforms reactive organizations into innovative leaders - with the
in, cost reduction, as well as, customer speed and agility to anticipate change before the market demands change.
satisfaction, productivity, quality and cycle In theory, Six Sigma is based on business process principles. This is clearly articulated in the book
time improvements. He is a Fellow of the ‘The Six Sigma Way’, which is arguably one of the most articulate texts on Six Sigma.
American Society for Quality, a three time Yet, Six Sigma is frequently implemented in a traditional, departmental paradigm without much
Malcolm Baldrige National Quality Award reliance on business process thinking. Executives and a number of Black Belts are trained. Black
(MBNQA) Examiner and a Master Black Belts are assigned to various functions or departments in the enterprise. Additional Black Belts and
Belt. Green Belts are trained in each of these departments and then the race is on to identify areas where
Six Sigma can be deployed to realize cost savings using the traditional DMAIC [define, measure,
analyze, improve, control] methodology. What’s even worse is that in many firms, one of the key
measures of Six Sigma program success is the number of projects completed. That’s reminiscent
PREREQUISITES: of the old HR paradigm where the success of training programs was assessed by the number of
Basic knowledge of BPM or Six Sigma participants trained.

It is little wonder that many thoughtful Six Sigma practitioners complain of the difficulty in
identifying the best opportunities to apply Six Sigma techniques, and of the fact that there are
• Professionals interested in BPM and Six Sigma. frequently overlapping and redundant Six Sigma projects. By structuring the entire improvement
• Master Black belts who want to rejuvenate their Six initiative according to business processes there would be fewer overlapping initiatives and more
Sigma initiative.
cross-departmental collaboration. Because this would create a big picture view, leadership could
UNIQUE VALUE OF COURSE: decide, based on the size of the performance gap to deploy the Six Sigma methodology and
its rigor. The application of measurements, statistical analysis and the disciplined approach to
• Solve the ongoing battle between BPM and Six resolving the problem.
Sigma organizations
• Apply the synergy of BPM and Six Sigma to create
significant improvement to your business COURSE OUTLINE: COURSE OBJECTIVES:
• Accelerate returns on Six Sigma
• Select improvement projects based upon • Overview BPM • Implement Business Process management to
performance gaps - Building strategy create strategic alignment
• Provide impact on delivering customer value and - Organizational capability - Identify critical success factors
generating business results. - Focus - Identify key business objectives, strategies
- Alignment and goals
- Discipline - Identify success metrics
- Building the business model - Identify key business processes
• Overview Six Sigma - Create a process management system
- Brief history - Identify performance gaps
A LU M N I F E E D B AC K - Basic concepts • Implement Six Sigma: to close the
- Tools performance gaps
- Improvement Methodology - Prioritize projects based upon performance gaps
“Best learning experience in years!” • Combining BPM and Six Sigma - Generate business results
- Enabling execution
“The graft software was extremely useful.” - Breaking the traditional mindset
- Examples of combining the tools of BPM and Six Sigma:
Process simulation using statistical techniques
“Summary of BPM and where Six Sigma fits Case study of the applied techniques
in was very helpful.”
Produced in Cooperation with: Marvin M. Wurtzel & Associates

2007 SCHEDULE
TRAINING
COURSES
CH SF DC NY
Business Transformation Methodologies: Instructor

Process Change Management
Brett Champlin is the
How do you manage process change? Is there a one-size fits all approach President of the Association for
or do you really need a whole set of tools? What is a best-practice approach Business Process Management
to managing process change today? This course will cover the major Professionals (ABPMP.org) BRETT CHAMPLIN
methodologies used to implement process transformation and examine the and Manager of Business CCP, CDMP
President
challenges, benefits and risks of each approach. A strategic framework for Performance Improvement ABPMP.org
developing a business transformation roadmap and planning process change with a Fortune 100 company.
will help students be prepared to manage change efforts in their businesses. Brett has led business process
transformation projects for the last 15 years.
Brett is on the adjunct faculty at the University
The Process Transformation Continuum:
of Chicago where he teaches a class in BPM. He
• From Improvement to Innovation; from Reactionary Change to contributes a regular column to BPM Strategies
Revolutionary Change to Continuous Change Magazine and is internationally recognized as a
• Process Improvement keynote presenter and seminar leader.
• Process Redesign
• Business Process Reengineering
• Business Process Management
COURSE OUTLINE:
• Process Portfolio Management
• Process Maturity Assessment
• Developing the Roadmap for Business Transformation “Great course!”
• Planning Process Change
• Designing Process Change “Great instructor!
• Managing Process Change
Change Management - just right.”
COURSE OBJECTIVES:
• Understand the opportunities and options for business process transformation

• Learn the major methodologies and techniques for managing business process change
• Learn a framework for process assessment, transformation and continual change management
• Those who are responsible for managing change in their organization

• Those who want to learn a set of complimentary approaches to business transformation
• Those who want to understand best practice approaches to process management
• Learn best practices in process change management

• Be prepared to lead process transformation efforts in your organization
• Understand how to match your process transformation approach to your business strategy

2007 SCHEDULE
TRAINING
COURSES
CH DC NY
APRIL 12 SEPT. 13 NOV. 9
Instructor Advanced Process Management Principles

Andrew Spanyi is the
& Practices
Managing Director of What do senior leaders want? In a word – RESULTS! And that is precisely what process
Spanyi International Inc. management can deliver when practiced at the enterprise level.
and the Director, Education ANDREW SPANYI
Managing Director The executive team needs to understand that BPM is not simply about technology
at the Association of BPM Spanyi International and that it is first and foremost about improving organizational performance. Major
Professionals. He is the
initiatives will only be optimized if senior leaders are engaged in applying process
author of the recently
management principles and practices at the enterprise level. To make this happen, as
released book More for Less: The Power of
many practitioners have learned, requires transforming the executive team’s traditional
Process Management and the popular business
thought models and behaviors to look at the business systemically. This is easier said
novel Business Process Management is a Team
than done.
Sport, Play It to Win!
This session will emphasize that organizational capability can only be truly optimized
once the leadership team appreciates that systemic business process thinking in the
boardroom is significantly different than systematic thinking at a technical or process
level. It will illustrate that the effective implementation of Enterprise Business Process
This session is designed for senior managers
contemplating or involved in customer-centric, process- Management [EBPM] requires that executives apply eight essential principles and
based change and the establishment of process-managed cascade these throughout the organization to assure that the end-to-end business
organizations. It will be of particularly interest to the process are understood, improved and managed.
senior manager who is – or soon expects to be - named
a ‘process owner’ and assume responsibility for the This interactive workshop presents the essential principles of process management
performance of a major cross-functional process. from a non-technical perspective. The session will go beyond key principles and
address specific business practices needed to optimize results in the definition,
UNIQUE VALUE OF COURSE: analysis, design and implementation of process improvements as well as for ongoing
process management. It will examine what is needed to create executive engagement
You will learn:
and enthusiasm around the application of these essential principles and practices, and
• The debilitating impact of traditional functional thinking
on enterprise business process management (EBPM) illustrate what actions are needed by the senior team to truly leverage organizational
• The major strategic and operational components in an capability through business process thinking.
enterprise framework
• Tips and techniques on engaging senior leaders in
COURSE OUTLINE:
adopting process management practices
• The key changes needed in executive roles and The Enterprise View
behaviors to assure process management success
• Key Behaviors – Aptitude and Attitude
• The major issues and roadblocks that need to be
• The Enterprise Process View
addressed and overcome
• Core and Support or Enabling Processes
• The key types of decisions which need to be made to
fully leverage organizational capability • Looking at the business form the outside-in
• Building an enterprise business process management [EBPM] plan
• Process Ownership
The Project View

A LU M N I F E E D B AC K • Why Methodology Matters
• Critical success factors in project planning
“The instructor is extremely talented and • Key considerations in definition, analysis and design
gifted to be able to teach the material.” • Planning is easy – implementation is harder
• Managing for sustainability
“Instructor’s personality drove the enjoyment
of this session.” COURSE OBJECTIVES:
• Understand how to depict the enterprise process view

“Excellent instruction, hands-on participation, • Understand the key elements in the development of process measures
provided valuable insights based on past • Be able to describe the key components in an enterprise business process management plan
• Be able to articulate the critical success factors in project definition, analysis, and design
experiences, reviewed a real-life case study.” • Understand the essence of managing processes for sustainable performance improvement
“Excellent - Best course I’ve had in years!”

Produced in Cooperation with: SPANYI INTERNATIONAL

2007 SCHEDULE
TRAINING
COURSES
CH SF DC NY
Business Process Management with a Business Instructor

Rules Approach
Mr. Debevoise is a practitioner
This course is a one-day introduction to the composite methods of Business Process Management in the development of
with a Business Rules approach. It provides a comprehensive examination of how these critical
management technologies create strategic and tactical flexibility. Described are the characteristics
enterprise information TOM DEBEVOISE
and motivations for changes including competitive processes and regulatory forces. Beginning systems using Business Process Author of Business Process
Management with a
with business strategy, the material will cover the role of process, rules and business intelligence Management, Business Rules, Business Rules Approach
in developing agile business architectures. The material describes how BPM and Business Rules ERP and data warehousing.
support consistent management metrics. The BPM and Business Rules is a critical portion of the Mr. Debevoise is the author of
Service Oriented Architecture (SOA) strategy. A service in SOA is a piece of a computer system the 2005 text: Business Process Management with a
packaged as a reusable ingredient for use in a business process. Within this framework, the class Business Rules Approach. He is also the author of
will cover the role of the SOA in business tactics and operations from the perspective of process, the 1999 text, The Data Warehouse Method. Mr.
rules and business intelligence. Debevoise has over twenty years of progressive
Next, the course will cover the basics of BPM and Business Rules Approach, their interrelationships experience provides visionary roles in many
and unique characteristics. The course will develop a simple approach to assigning requirements to complex projects for a diverse group of clients.
the correct architectural component. The class will examine a written business case and transform
and align its requirement into rulesets and process outlines. With a clear definition of the process
the instructor will cover business process modeling notation and teach how to refine, simplify the COURSE OBJECTIVES:
process and discover more process decisions for future rulesets. BPMN provides many choices for • Learn to discriminate between process and rules
describing processes; however, adding business and rules simplifies and reduces the technical requirements
complexity. Alternative methods of process modeling, including collaborative and written designs • Map written business cases into process areas and
will be covered. The course material will describe how BPM with business rules offers different rulesets
approaches to data, event or message driven styles of process design. • Incorporate business agility from process description
and rulesets
Having covered the different approaches to process design, the instructor will detail approaches to • Define rules interfaces in the SOA that are truly flexible
process integration that create the most flexibility in rules changes. The course will cover improved • Re-engineer existing system and data process for
ways to set up rules and process flexibility at the point where these services connect. increased IT productivity
• Understanding agility metrics
The course will cover this use of BPM and rules to improve the consistency and operation of IT
operations. This subject is known as process convergence. BPM and Business Rules offer a powerful
way to improve operational productivity by merging conventional processes through the control and TARGET AUDIENCE/WHO SHOULD ATTEND:
flexibility of BPM and rules. With the earlier foundations of the course material, students will be This uniquely practical workshop is valuable for
provided with the tools to Standardize IT processes. Process control and scheduling will be covered managers on the business or technical side, involved in
in-depth. The course will cover standards for control, error handling and process scheduling. planning, leading, or participating in a business process
management project, be it business-only project or a
The course will finish with coverage of the influence of BPM and Business Rules on Business full systems development project. The attendee gains
Intelligence. Process and business rules influence business intelligence in several ways. The practical experience applying useful planning, design and
instructor will define how process values and Business Rules parameters affect data structures in process/ discovery and rule implementation techniques.
the data warehouse. Material on the business area monitoring will be covered. If agility is a goal, While all the material in this class is self-contained, this
then it should be measurable. Course material will cover cause and effect relationships and their workshop is a particularity powerful follow-on to Barbra
measurement in the agile enterprise. von Halle’s class: “Business Rules with BPM 101”.
The rules material has been tailored to incorporate key
elements of KPI’s STEPTM approach to business rules.
COURSE OUTLINE:
The attendee that attends both classed with be presented
• Background with a solid foundation for the most powerful approach to
• Business Process, Business Rules the development of business systems.
• Basic Concepts: Business Process Management and Business Rules Approach
• Business Rules/Business Process Maturity UNIQUE VALUE OF COURSE:
• Agility Theory Business Strategies: motivation for flexibility and agility
• Develop a clear understanding of BPM, Rules and the
• Cause-and-effect relationships and the nature of business agility
relationship to Business Intelligence and Business Area
• Aligning requirement with techniques: Semantic Approaches Monitoring
• Activities, Events, Validation and Transformations
• Expand your understanding of the role of Business
• Case Study: Transforming a Business Case into BPM/Business Rules Rules in Workflow
• BPM/Business Rules Architecture, Technologies, and Standards
• Develop a management level, or top-down
• Business Process Modeling Notation understanding of the role of the service oriented
• Collaborative Process Definitions architecture
• Process Modeling with BPMN • Extend your process modeling capabilities with a BPM/
• Using Workflow Patterns to Decide Process Designs Business Rules approach
• Work Flow Modeling • Extend these methods into IT processes for dramatic
• Data Management for Process Control productivity improvements
• Service Orchestration • Develop and measure agility
• BPM/Business Rules impacts on Business Intelligence and Business Area Monitoring

2007 SCHEDULE
SF DC NY
TRAINING
COURSES
CH
Instructor Developing Business Process Models in the

Ken Orr is a Principal
Real-World
Researcher with the This seminar is intended to provide the student with a clear understanding of the
Ken Orr Institute, a nature of business process modeling in real-world situations. The seminar itself
business technology KEN ORR deals with real-world problems and how to express/document them so that users,
Founder and Chief Scientist
research organization. He The Ken Orr Institute business analysts and IT developers can all come to a similar understanding of
currently serves as a Cutter what both the as-is and the to-be business process models are. Following such
Consortium Businesses/IT leaders in business process modeling as Rummler-Brache, Mr. Orr provides the
Trends Council Fellow. Previously, he was an student with hands-on experience in developing a series of models (diagrams,
Affiliate Professor and Director of the Center prototypes) from specifically developed case study information. In the seminar,
for the Innovative Application of Technology Mr. Orr takes the basic business process diagramming techniques and shows how
with the School of Technology and Information they can best be used in working with end-users and managers in a step-by-step
Management at Washington University. He is approach. Mr. Orr also provides simple guidelines that dramatically enhance the
an internationally recognized expert on business readability and understandability of business process models. Finally, Mr. Orr will
process management, technology transfer, share with the students his view of how business process management fits with
enterprise architecture, software engineering, business architecture , data architecture and application architecture (Service
information architecture, and data warehousing. Oriented Architecture).
Mr. Orr is the author of three books and hundreds
of articles. Mr. Orr is currently directing research
on a new technology called eXecutable Business
Processes (eXecutable business process).

• Senior managers COURSE OUTLINE:
• CIOs and CTOs
• Project managers • Basic Business/Systems Models
• End-users and end-user managers • An Introduction to Business Process Modeling
• Business process analysts • Doing Business Process Modeling
• IT analysts and developers • Business (Re)modeling: A Methodology of Doing Business Process Innovation
• Business Process Modeling Tools
• Automating Business Processes
• Managing Business Process Innovation
• Future Developments
COURSE OBJECTIVES:
• Provide a clear understanding of what Business Process Modeling is and is not
“So glad I could attend.” • Provide with an understanding of the basic systems framework for Business Process
Modeling
“Ken is an enthusiastic instructor and great at • Provide an understanding with hands-on experience developing the most important BP
modeling diagramming techniques
communicating materials through story telling.” • Provide an understanding of a basic BP framework (methodology) for developing BP
requirements
“Info taught was very applicable to the current • Provide an understanding of the role that BPM tools and standards play
situations occurring in my organization. I would • Provide an understanding of the future trends in BP Modeling
recommend all managers go through similar
training.”
“Best class of the week! I would have loved to have

spent the 4 days with Ken Orr as an instructor.”
Produced in Cooperation with: THE KEN ORR INSTITUTE

2007 SCHEDULE
TRAINING SF DC NY
COURSES
CH
Business / IT Architecture Alignment: Turning Instructor

Business Strategy into Actionable Results
Executives have mandated deployment of new strategies and the need to get more
William Ulrich is President
productivity from their workforce. This translates into new product and service of Tactical Strategy Group,
deployment, business unit consolidation, new market exploration and a myriad of Inc. and strategic IT planning
WILLIAM ULRICH
other actions. These activities, in turn, spawn a demand for infrastructure upgrades consultant. He currently President
and technology redeployment. Unfortunately, the gap between business strategy and serves as Co-Chair of the Tactical Strategy Group
delivery of actionable results is growing. OMG Architecture-Driven
Business architecture provides a way to close this gap and enable cross-functional, Modernization Task Force, which is working
cross-discipline collaboration essential to articulating and implementing strategic to set industry standards on modernization.
business requirements. Actionable results require the ability of business and IT to Mr. Ulrich’s latest book is entitled Legacy
expose and align business and IT architectures in new and unique ways. This training Systems: Transformation Strategies (Prentice Hall).
session provides an overall approach to delivering business-driven solutions and His Transformation Portal can be accessed at
bottom line value. www.systemtransformation.com.
COURSE OUTLINE:
COURSE OBJECTIVES:
I. Business Strategy vs. Reality: The Actionable Results Gap • Understand the vital impacts of poorly aligned
Executive demands do not always translate into real results when a strategic plan begins to ripple business/IT architectures
through the management ranks. This is particularly true when executive demands transition from • Introduce the concept and essential value of
business units into IT. This module discusses how business strategy and project results have business/IT architecture realignment
historically failed to align. It examines how business and IT have attempted to respond to strategic • Learn how to turn executive mandates into real
directives in the past and discusses real world examples showing how organizations have missed solutions
the mark. • Reevaluate ways in which business units and IT
can develop collaborative solutions to real business
II. Formal Business Requirements Drive Business/IT Alignment challenges
Business must set the pace and agenda for change. While this may seem apparent, it is not so
obvious in practice because business may not have the tools to meet this challenge. This module
defines how business architects and analysts can articulate and drive business change and IT PREREQUISITES:
architecture alignment. It includes modeling paradigms that the business can own and use to • A desire to think of new and unique ways to address
communicate requirements to IT as well as other ideas to support requirements articulation. business / IT architectural challenges
III. Business / IT Collaboration Model for Architecture Alignment TARGET AUDIENCE/WHO SHOULD ATTEND:
Turf battles, lack of communication, inadequate communication chains and poorly defined roles
and responsibilities can sideline the best alignment plans. Business and IT must be collaborative • Business Architects and Analysts
partners in identifying challenges and crafting solutions to meet those challenges. This module • IT Architects and Analysts
discusses collaborative models for business and IT, including the concept of rapid response teams • Managers / Executives
for surfacing requirements and delivering results. • Consultants
IV. Modernization Based Approach to Business/IT Architecture Alignment UNIQUE VALUE OF COURSE:
Redundant, inconsistently defined functions, processes, data and systems across organizational Attendees will learn to recognize the root cause of
stovepipes are a major roadblock to the delivery of strategic requirements. Identifying these issues business / IT architectural alignment challenges and
and related impacts is the joint responsibility of business and IT, but aligning IT architectures ways to address those challenges using a pragmatic,
with business strategy is largely an IT responsibility. This module outlines a proven, customizable phased approach.
framework that supports scenario-driven, phased modernization and alignment of IT architectures.
V. Using SOA to Achieve Business/IT Architecture Alignment

Services are a useful way of thinking about aligning business and IT architecture. One way to view
SOA is that the journey to achieving SOA may generate as much value as the SOA destination itself.
This module extends the discussion from the prior module by showing how business and IT can A LU M N I F E E D B AC K
use SOA to align business and IT architectures through a phased approach.
VI. Architecture Alignment Strategy: Tying it all Together

“Bill was a wealth of knowledge.
Selling these concepts to management involves communicating a phased approach to aligning Very good at explaining with examples to
business and IT architectures to meet business requirements. Such an effort must reach beyond assist with the slides.”
many of the organizational slogans and poorly articulated 10-year plans that have limited basis in
reality. This module provides attendees with a starting point and an overall approach to creating a “Good course info to take back to the office.
business / IT architecture alignment strategy delivers real solutions and actionable results.
Good approach to system replacement
& improvement.”
“Very personable instructor.”

2007 SCHEDULE
CH SF DC NY
TRAINING
APRIL 12 JUNE 21 SEPT. 13 NOV. 9 COURSES
Instructor Designing Service Oriented Applications
Mike Rosen is an independent Service Oriented Architecture (SOA) has emerged as the next major architectural
consultant providing advice style, especially for enterprise applications. The potential benefits of SOA in terms of
and assistance on the design flexibility, agility, cost, and time to market have swept it into the limelight and most
and implementation of MIKE ROSEN
software organizations are planning to or are currently adopting SOA technologies.
SOA, business, application Editorial Director But is the marketing hype just setting up SOA to deliver another major disappointment
SOAInstitute.org (remember ERP, BPR, Objects, Components)? Not if we can help it!
and enterprise architecture.
Last, but not least, Mr. Rosen Most of the organizations that we see are struggling with three major questions
is Co-chair of the BrainStorm’s SOA Conference regarding SOA. First, what is an SOA? How is an SOA different from Web Services?
series and Editorial Director of SOAInstitute.org. Secondly, what is the relationship between BPM and SOA? Where does one leave off
His current emphasis is on the implementation and the other one begin? And, third and most importantly, how do you design service
of flexible SOA applications that support EA and interfaces? What makes a good services? How big should a service be? What are the
important characteristics of a service? What are the different types of services and the
BPM. He has years of experience in the architecture relationships between them?
and design of applications for global corporations
and 20+ years of product development experience This tutorial starts with the basis concepts of SOA: architecture; services, business
for distributed technologies. processes and semantics. We will explain the difference between simply building
services, and a true service-oriented architecture that addresses how to build services
that can be combined together to support enterprise processes. In addition, we will
address the organizational issues of independent producer and consumer groups and
TARGET AUDIENCE/WHO SHOULD ATTEND: SOA governance. Then, we will go into details of the design of an SOA application,
Architects, Designers from business analysis to service design, including how to drive service design from
business process models. We will present a service hierarchy and taxonomy that
defines addresses the important questions of granularity, scope, and ownership. Finally,
UNIQUE VALUE OF COURSE: the workshop will address service implementation and information processing, showing
This seminar describes a proven design methodology how to design services and applications that deliver the value that SOA promises.
for going from business requirements through to Students will gain an overall understanding of SOA and an appreciation for the criteria
implementation of services and the applications that
they support. It provides answers to the most common
and tradeoffs of application and service design. The tutorial is structured as a mix of
questions about SOA design including: presentation, interactive discussion and group based exercises, so the students get
the chance to apply the techniques learned to example scenarios during the facilitated
• What makes a good service? exercises.
• How do I identify services?
• How big should a service be?
• How do I structure services to support BPM systems? COURSE OUTLINE:
• How do you expose existing applications as services? • SOA Concept Review
• Architecture and Design Considerations for SOA Applications
• Conceptual Architecture
• Business Model for SOA
• Information Model for SOA
• Identifying Service Candidates
• Service Interface Design
• Service Document Design
• Factoring granularity, scope, ownership, implementation into service types
• Service Implementation Design
A LU M N I F E E D B AC K • Service Composition
• Information Transformation Techniques
“I have a better understanding of SOA • Case Study
• Conclusion
and how to use it.”
COURSE OBJECTIVES:
“The instructor had the ability to effectively
address a wide range of questions from • Understand the architectural and design considerations that are critical to SOA success
• Learn a methodology for designing SOA applications and how to apply it to different types of
a diverse class. Useful best practices and applications
justification for SOA.” • Understand the relationship between the business and information models and service design
• Be able to factor size, scope, ownership and other issues into proper service interface design
• Get practical experience in applying these techniques during the workshops
• Be exposed to examples of best practices in SOA design and where to get additional information
SOAInstitute.org
Produced in Cooperation with: The Peer-to-Peer Exchange for

2007 SCHEDULE
ENABLEMENT
SF DC
JUNE 20-21 SEPT. 12-13
NY
NOV. 8-9
TRAINING
2-DAY TRAINING COURSE
Instructor Process Modeling With BPMN
Traditionally, process modeling has relied on proprietary tools and methodologies,
Dr. Silver is an independent raising the cost and limiting shared understanding. Today we have a powerful new
industry analyst and consultant process modeling standard, the Business Process Modeling Notation (BPMN) from
specializing in BPM technology. OMG, and an ever-increasing variety of modeling tools that support it. BPMN looks
BRUCE SILVER
He is the author of the 2007 Principal
a bit like traditional swimlane diagrams, but adds powerful new features that allow
BPMS Report available at Bruce Silver Associates exception handling – the hidden cost of real-world business processes – to be modeled
BPMInstitute.org, as well explicitly in the diagram.
as numerous reports on BPM and content This course shows you how to use BPMN to document existing processes,
management, available from www.brsilver.com/ propose new and improved processes, and quantify the expected benefits of those
wordpress. In addition, he writes the monthly improvements using simulation analysis. We will discuss using BPMN at three different
BPMS Watch column on BPMInstitute.org levels for distinct purposes: Level 1 for basic documentation and discussion; Level 2 for
and the Change Agent column for Intelligent simulation analysis and detailed specification; and Level 3 as a front end for executable
Enterprise magazine. He was formerly Vice implementation. The major focus on the training will be Level 2.
President and Service Director at BIS Strategic BPMN itself provides no standard methodology, but the training will provide a best
Decisions, which became Giga Information Group practices approach to “top-down” process modeling using BPMN subprocesses,
(now part of Forrester Research). including basic principles that will help you determine the boundaries of a single
subprocess or task.
You will also learn the complete set of BPMN elements, including all the various
TARGET AUDIENCE/WHO SHOULD ATTEND: types of gateways and events, but we will focus on a manageable core working set
that greatly simplifies the learning process, without sacrificing descriptive power.
• Business analysts, process analysts These include intermediate events, the key difference between BPMN and traditional
• Business architects flowcharting. You will not only learn how to use them correctly, but why they are
• BPM project teams
• BPM center of excellence members
critical to analyzing process performance... and how to do that as well. You will
learn best practices for using all the BPMN elements to maximize understanding by
untrained users, without losing the precise semantics required for simulation analysis.
While simulation analysis is not standardized by BPMN, it is a feature of most process
modeling tools, and we will demonstrate how to use it effectively to optimize your
process model.
COURSE OUTLINE: COURSE OBJECTIVES:
• What is Process Modeling? • Understand the 3 different levels of modeling

The 2007 BPMS Report is • BPMN Background possible with BPMN
• The Basics: Activities, Gateways, and • Understand a best practices methodology for
available exclusively through Events translating process knowledge into BPMN
• Hands-on with Process Modeler tool • Understand the rules and best practices for
BPMInstitute.org. Visit • Subprocesses and Top-Down all BPMN elements, and which elements
Methodology constitute a practical working set.
www.BPMInstitute.org • The Complete Notation and a Practical • Learn how to use events to model delays,
to request your copy! Working Set exception handling, and business transactions.
• Flow Control with Gateways • Understand how to apply simulation
• Exception Handling With Events parameters to the diagram and use the
• Performance Optimization Using simulation outputs of the Process Modeler
Simulation Analysis tool to project process performance.
Produced in Cooperation with: BRUCE SILVER ASSOCIATES
2-DAY TRAINING RATES & DEADLINES

CITY Super Early Bird Early Bird Late/On-Site
DEADLINES $1,095 $1,295 $1,495
San Francisco 5/11 5/12-6/1 6/2-6/18
Washington DC 8/3 8/4-8/24 8/25-9/10
New York 9/28 9/29-10/19 10/20-11/6

2007 SCHEDULE
ENABLEMENT
TRAINING CH SF DC NY
2-DAY TRAINING COURSE APRIL 12-13 JUNE 21-22 SEPT. 13-14 NOV. 9-10
Process Modeling through Use Cases with Instructor

Facilitation Techniques Jack is Managing
This in-depth course presents process centric business requirements, business process Principal and Founder of
modeling and use case concepts along with facilitation techniques, which will enhance SentientPoint, Inc. and has
and extend the capabilities of analysts, facilitators, subject matter experts and design over 25 years of experience JACK R. HILTY
professionals. leading IT departments in Managing Principal
SentientPoint
Participants learn and practice how to develop detailed, business-driven process- the design and development
centric business requirement, process models and use cases using a step-by-step of and transition to Service
approach. They are introduced to new concepts and taught specific techniques that Oriented Enterprise Architecture environments
can immediately enhance their requirements and design skills. Participants will leave and model driven business solutions. He specializes
the course with tools and techniques that can be applied to existing as well as future in Organizational SOA Readiness, SOA Best
projects. Practices, Enterprise Architecture and Business
This course was developed and is taught by seasoned facilitators and designers who Process Management.
have extensive first-hand experience developing business-driven process-centric
requirements and process models through use cases. Years of lessons learned are
incorporated into this course, providing an innovative way of developing designs based
on actual business situations.
• Business Analysts
COURSE OUTLINE:
• Systems Analysts
• Business Requirements driven by the Process Centric Perspective • Facilitators
• Process Modeling Analysis & Design • Subject Matter Experts
• Use Cases driven by Process Models
• Business Process Architecture • Architects
• Facilitation techniques that will drive the process driven design sessions
COURSE OBJECTIVES: • Presents concepts that define the what and why, and
techniques that show the how. The course includes
• Process Modeling Analysis & Design and understand the key terms and concepts in BPM exercises where participants practice facilitation
• Identify the appropriate levels of detail needed to develop a business process model. techniques and apply them as they would in real-life
• Understand Key Skills, Roles and Responsibilities to implement BPM design sessions. Each section builds upon the skills
• Understand the impact process-centric business requirements, process models and Use Cases addressed in previous sections.
have on a design project.
• Allows for rapid design because all steps are
• Learn multiple facilitation techniques.
structured and produce tangible deliverables, naturally
• Define business rules and learn why they are essential.
transitioning to the next step.
• Makes it possible to design highly adaptive, flexible
systems through iterative design techniques.
Produced in Cooperation with: SentientPoint • Provides concepts and techniques that can be used
with any technology by both technical and non-
technical people.
• Upon completion of this course, participants will be
able to immediately employ the knowledge they have
obtained; knowing where to start, how to proceed, and
how to know when they are done.
2-DAY TRAINING RATES & DEADLINES

CITY Super Early Bird Early Bird Late/On-Site
DEADLINES $1,095 $1,295 $1,495
Chicago 3/2 3/3-3/23 3/24-4/9
San Francisco 5/11 5/12-6/1 6/2-6/18
Washington DC 8/3 8/4-8/24 8/25-9/10
New York 9/28 9/29-10/19 10/20-11/6
The Official CONFERENCE CO-CHAIRS BrainStorm 2007 Series
Meeting Place of Tom Dwyer
Vice President, Research, BrainStorm Group &
Editorial Director, BPMInstitute.org
& SOAInstitute.org SM
“Enterprises are seeking to transform themselves into customer-focused, process-centric organizations and consider
The Peer-to-Peer Exchange for Business
The Peer-to-Peer Exchange for
STRATEGIES & this transformation to be critical to their future success. Effectively architecting and managing a process-driven
A BrainStorm Community A BrainStorm Community TECHNIQUES FOR enterprise requires strategic planning of business goals, identification of mission-critical business processes,
SUCCESSFUL PROCESS specification of desired process improvement outcomes and application of innovative enabling technology.”
BrainStorm Chicago INNOVATION
Brett Champlin
April 9-12, 2007 - The Drake Hotel CCP, CDMP, President, ABPMP.org
“BPM is going to be the dominant management discipline in the 21st Century and is
BrainStorm San Francisco already the way that leading companies manage their businesses. The convergence
June 18-21 - Grand Hyatt San Francisco of BPM as a management discipline and the continually increasing capabilities
of BPM software enable organizations to manage and execute change in an increasingly
BrainStorm DC a BrainStorm Event dynamic hypercompetitive environment – to adapt, survive and thrive. ABPMP is
pleased to once again be a Premier Program Partner of BPMInstitute.orgʼs
September 10-13 - Hyatt Regency Reston, VA
SYMPOSIUM CHAIR BPM Conference Series and I am especially delighted to have the
opportunity to co-chair this best-in-class event.”
BrainStorm New York Barbara von Halle
Founder, Knowledge Partners International
November 6-9 - The Roosevelt Hotel
“No matter how you look at it, the Business SYMPOSIUM CHAIR
Rule Revolution is happening. If you look
The BrainStorm 2007 series features five highly acclaimed closely, it is changing the crust of the business
BPMInstitute.org & SOAInstitute.org events, including: Geary Rummler
world as we know it. New, business-empowered products Author and Founding Partner
and features are emerging as organizations embark on their Performance Design Lab
• Business Process Management Conference
business rule journey.....we see evidence of a revolution in a
• Service Oriented Architecture Conference “What distinguishes this
• Business Architecture Conference
most unlikely place: the intriguing discrepancies and their
impact on businesses...the major discrepancy...who ought to Enabling the important new track is not
just its varied and valuable input topics, but
• Business Rules Symposium be the operational managers and authors of business rules as
those rules are to operate in the business and in its systems?”
Process-Driven its objective–to explore, develop and align
• Organizational Performance Symposium methodologies and practices for systematically
Our research shows that companies are trying to marshal
(from The Business Rule Revolution, 2006). The convergence
of BPM initiatives, BPMN as a standard, SOA as a goal, and
Agile Enterprise achieving sustainable organization results.”
these technologies and methodologies together into a BR as a business lever and technology keeps that revolution
comprehensive strategy, program and platform. Making on the fast track.
these selection decisions in a timely manner requires
the rapid collection and assimilation of information from
different members of the community (i.e. suppliers,
consultants, and experienced practitioners). Having all
these synergistic conferences together allows you to raise
important questions and get answers in real time. STRATEGIES AND DISCIPLINES
Our Certificate of Training Program and Individual FOR ESTABLISHING AND ALIGNING
STRATEGIES FOR
Training Courses will further enhance your participation. BUSINESS ARCHITECTURE
CONFERENCE CO-CHAIRS DEVELOPING,
These courses are specifically designed for forward CONFERENCE CO-CHAIRS
thinking Business and Technology Professionals charged
MANAGING &
Tom Dwyer Mike Rosen GOVERNING Ken Orr
with leading their company’s transformation to a process- Vice President, Research, Editorial Director William Ulrich Founder and Chief Scientist
centric organization. BrainStorm Group & Editorial SOAInstitute.org SERVICE-ORIENTED President The Ken Orr Institute
Board Member, SOAInstitute.org
Join us for Conference/Symposium Sessions, World-
ARCHITECTURES Tactical Strategy Group
Class Training, Process Innovation Workshops, Member

Receptions, One-on-One Meetings, Networking and “Companies are transforming their business models to become more
much more! responsive to customers and a key part of that transformation is “As organizations struggle to keep up with increasingly complex challenges, they require a
to reorganize information resources as substantially independent, business architecture to tie seemingly disparate business units, processes and technologies into a
Visit: www.BPMInstitute.org/events.html for more reusable services. A Service-Oriented Architecture (SOA) embraces set of cohesive disciplines and strategies. Business users, executives and information technology
information on these events. this concept of reusable services and represents the next major step in organizations must collaborate in new and unique ways to formalize business architectures and
the evolution of IT strategies.” align these architectures with in-house and external processes, technologies and entities.”
Members are eligible for Exclusive Rates Enter Priority Code TRAINBROCH to receive an Official BPMInstitute.org Pullover* (a $60 value)
Visit www.BPMInstitute.org/events.html or call 508-475-0475 x15 when you purchase a 2-day Conference Package or enroll in 2 Individual Training Courses in any one city.
*While supplies last
CUSTOM
TRAINING
By Practitioners, For Practitioners
CUSTOM TRAINING COURSES

BROUGHT TO YOUR OFFICE
Value of BPMInstitute.org Training

BPMInstitute.org offers a comprehensive custom training program designed to meet the needs of enterprise business
and IT organizations. Our curriculum—attended by over 1,000 business and technology professionals from over
300 organizations—focuses on five areas: Business Process Management, Service Oriented Architecture, Business
Architecture, Organizational Performance and Business Rules, and spans a broad spectrum of roles within the
enterprise (both business and IT). BPMInstitute.org and SOAInstitute.org Training courses are key to establishing a
common vocabulary, within your enterprise, developing necessary skill sets and creating executive awareness.
Importance of Custom Training

BPMInstitute.org provides 2-, 3-, and 4-day custom training courses to ensure that employees become immediately
productive. The introduction of new architectures, new methodologies, and best practices require a “hands-on” training
approach to ensure that employees properly adapt. We can also define a complete multi-course training curriculum.
CUSTOM TRAINING OFFERINGS INCLUDE:

> BPM Overview > BPM Essentials
> Process Modeling > SOA Concepts > SOA Essentials
> Executive Overview of BPM, BR and SOA
Customized Needs
We can customize courses to meet your specific requirements including, lab CERTIFICATE OF TRAINING
exercises and training modules. Mentoring and coaching engagements can

also be structured to include specific training modules. The Peer-to-Peer Exchange for Business
Custom Training Courses will be credited towards our Certificate of Training Program
Call 508-475-0475, x15 or visit www.BPMInstitute.org/custom-training.html

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TRAINING

CHICAGO • April 9-12 WASHINGTON DC • September 10-13

SAN FRANCISCO • June 18-21 NEW YORK • November 6-9

BPMInstitute.org has partnered with

Business Rules and Organizational

Our Training Courses

thinking Business and Technology

BRUCE SILVER ANDREW SPANYI WILLIAM ULRICH BARBARA VON HALLE

RALPH WHITTLE MARVIN WURTZEL

The Peer-to-Peer Exchange for Business

Custom Training is also available, visit www.BPMInstitute.org/custom-training.html

COURSES • EXPERIENCE: Our Instructors average over 12

Instructor BPM 101: An Introduction to Business

• A Brief History of Process

• Understand the key terms and concepts in BPM

“Brett was outstanding. He delivered an TARGET AUDIENCE/WHO SHOULD ATTEND:

UNIQUE VALUE OF COURSE:

“Great class- enjoyable and certainly

Produced in Cooperation with:

4 BPMInstitute.org Training Courses www.BPMInstitute.org/training.html • 508-475-0475 x15

Business Rules 101: Business Rules with BPM Instructor

www.BPMInstitute.org/training.html • 508-475-0475 x15 BPMInstitute.org Training Courses 5

• Introduce the broad concepts of SOA

UNIQUE VALUE OF COURSE:

6 BPMInstitute.org Training Courses www.BPMInstitute.org/training.html • 508-475-0475 x15

Business Architecture 101: An Introduction to Instructor

An opportunity to review an actual Business

• Integrating the Business Architecture with the Strategy

COURSE OBJECTIVES: “Mr. Whittle is an outstanding instructor with

www.BPMInstitute.org/training.html • 508-475-0475 x15 BPMInstitute.org Training Courses 7

• Section 1: Major Process Definitions, Process Priorities, Program Charter

A LU M N I F E E D B AC K TARGET AUDIENCE/WHO SHOULD ATTEND:

“Joe interjected real-world experiences

Produced in Cooperation with:

8 BPMInstitute.org Training Courses www.BPMInstitute.org/training.html • 508-475-0475 x15

Facilitating Process Improvement: Instructors

Produced in Cooperation with:

www.BPMInstitute.org/training.html • 508-475-0475 x15 BPMInstitute.org Training Courses 9

“Outstanding! This is of great value in COURSE OBJECTIVES:

Produced in Cooperation with:

Metrics and Process Management Instructors

www.BPMInstitute.org/training.html • 508-475-0475 x15 BPMInstitute.org Training Courses 11

UNIQUE VALUE OF COURSE:

“Best SOA instructor this week. Great job!”

“Real world knowledge of products and

Produced in Cooperation with: MOMENTUMSI

12 BPMInstitute.org Training Courses www.BPMInstitute.org/training.html • 508-475-0475 x15

Service Oriented Application Integration: Instructor

Produced in Cooperation with: International System Group

www.BPMInstitute.org/training.html • 508-475-0475 x15 BPMInstitute.org Training Courses 13

Instructor BPM and Six Sigma

TARGET AUDIENCE/WHO SHOULD ATTEND:

14 BPMInstitute.org Training Courses www.BPMInstitute.org/training.html • 508-475-0475 x15

Business Transformation Methodologies: Instructor

• Understand the opportunities and options for business process transformation

TARGET AUDIENCE/WHO SHOULD ATTEND:

• Those who are responsible for managing change in their organization

UNIQUE VALUE OF COURSE:

• Learn best practices in process change management

Produced in Cooperation with:

www.BPMInstitute.org/training.html • 508-475-0475 x15 BPMInstitute.org Training Courses 15

Instructor Advanced Process Management Principles