The 6th annual Business Process Management Forum, held on October 16-17, 2012 in Melbourne, focuses on improving organizational performance through business process management (BPM). It features case studies, workshops, and networking opportunities aimed at addressing BPM challenges and enhancing efficiency and effectiveness. Key themes include gaining senior management support, managing change, and aligning BPM methodologies with business objectives.

1. 6th Annual Business Process Management Forum
16 - 17 October 2012
One-day connected forum and
two post-forum workshops
Melbourne
Improving Performance through
Business Process
Management
Maximise, strategise and save through case studies, theories and vision
(Separately bookable)
POST FORUM WORKSHOPS CONNECTED FORUM
Wednesday, 17 October 2012 Tuesday, 16 October 2012
Imre Hegedus Consulting
WORKSHOP A The University of Queensland
Improving performance: practices and
perspectives on process and systems Metcash Trading Limited
Facilitated by:
Imre Hegedus, Managing Director,
CSIRO
Imre Hegedus Consulting; Director, BPM Link
ANZ
WORKSHOP B The Emotional Economy at Work
Measuring process performance
and interpreting variation DAFF
Facilitated by:
Robert Lamb, Associate, Imre Hegedus Consulting; Lean Six
Sigma Facilitator, AGSM Executive Programs; Director and Deutsche Bank (Philippines)
Principal consultant, Process Management International
IAIDQ Asia Pacific
BPM LInk
SUPPORTED BY:
www.bpmasiapacific.com

2. Connected Forum – Wednesday, 16 October 2012
Business Process Management (BPM) is about improving a particular This interactive forum is for all professionals working to improve business
business process and making it as efficient as possible to reduce any processes and overcome challenges associated with it. There will
unnecessary re-work. A robust BPM within the organisation promotes be opportunities to hear practical case studies and network with
efficiency and effectiveness by optimising value-adding activities and professionals who have achieved BPM success, to help you tackle
eliminating stagnant ones. It provides a platform for continuous process challenges such as:
improvement and excellence ensuring that the organisation is at the
forefront of market innovation, creating a sustainable competitive • Gaining senior management buy-in and demonstrating business value
advantage. • Breaking down the barriers of successful BPM implementation
• Dealing with change resistors and getting support
BPM practitioners across all departments face the ongoing challenges • Effectively aligning BPM methodologies with business objectives
of educating senior management of the value and benefits of BPM and
successfully managing the change in business processes to achieve
effective results.
8:30 Registration and refreshments 1:15 BPM and managing change within the organisation: Optimising
BPM through effective change management
9:00 Chairperson’s opening remarks óó Creating the best environment for BPM through effective key
sponsorship, project management and change management
Imre Hegedus, Managing Director, Imre Hegedus
strategies
Consulting; Director, BPM Link
óó Building effective communication strategies for BPM success as
part of the change strategy
9:15 Opening Keynote presentation: Breaking down the silo mentality to óó Identifying and managing key stakeholders (advocates and
promote enterprise-wide BPM adversaries) for successful change
óó Effective visualisation insights for process professionals óó Maintaining stakeholder support and acceptance post-
óó Communicating the value of BPM to different department implementation
executives Simon Lynch, Executive Manager, HR & Organisational
óó Enterprise Architecture (EA) as an organising construct Development; Robert Holland, Manager, Project Improvement and
Change, CSIRO
Imre Hegedus, Managing Director, Imre Hegedus Consulting;
Director, BPM Link
2:00 Understanding the role of BPM for managing regulatory
compliance
óó Aligning business processes with compliance obligations
9:45 Best practice models for creating a BPM Centre of Excellence
óó Overcoming the evident disconnect between business and
óó Best practice framework for creating a BPM Centre of
compliance functions
Excellence
óó How shared understanding can promote synergy between the
óó Change management functional hierarchy and the 'four pillars'
two functions
of BPM (people, process, governance and technology)
Shazia Sadiq, Associate Professor, School of Information
óó Assessing the success factors as well as some of the more
Technology and Electrical Engineering, The University of
common pitfalls to avoid
Queensland; Director Communications, IAIDQ Asia Pacific
Theodore Panagacos, Senior Manager, Business Architecture team,
ANZ
2:45 Afternoon refreshments and networking
10:30 Morning refreshments and networking
3.15 Practical application of process model in DAFF
11:00 Successfully aligning Agile, Lean, Six-Sigma methodologies: óó Examining the Enterprise-Wide Business Model
International case study óó Analysing and improving processes
óó Examining the multiple methods or frameworks available to óó Improving process efficiency and managing change
steer change practitioners towards meeting their business Chris Miller, Director, Process Improvement,
objectives Department of Agriculture, Fisheries and Forestry
óó Managing conflict of methodologies and implementation
process for best result
4.00 It Is Time We Reframed Our BPM Lens from Diagnosing
óó Reviewing the experience gained in a large BPM
& Eradicating Waste to Discovering & Extending Strengths
implementation and discussing how the key methodologies
- process engineering, organisational development, Lean, óó Engaging people on the BPM Journey
six-sigma and agile software development techniques can co- óó The emergence of strengths based management (SBM) - what
exist and compliment each other can we learn from SBM in our efforts to engage people in BPM?
David Bell, uPraxis Global Limited, former Head of BPM Technology óó Mapping what works in our processes and organisation systems,
at Deutsche Bank (Philippines) not what is broken or wasteful
óó The story of Big Mountain Shire
11:45 Making BPM relevant and incorporating it in to the fabric of the Jeremy Scrivens, Director, The Emotional Economy at work
organisation: a Metcash Trading Limited case
óó Understanding what’s relevant and why – the importance of 4.45 Concluding interactive discussion and closing remarks
‘Values’ óó eflecting on what you’ve learnt during the forum
R
óó Connecting what you do and how you do it, to why you do it, óó Discussing and summarising the best practices in BPM
what you value, and how you measure it
óó Sharing practical take-away tips and tools to apply in your own
óó Effective ways to model and capture what’s relevant that the organisation
foundation for value creation
Facilitated by: Imre Hegedus, Managing Director, Imre Hegedus
óó Value-adding BPM - moving beyond process definition and Consulting; Director, BPM Link
documentation
Russell Parker, Enterprise Solutions Manager, Metcash Trading
Limited 5:15 End of Forum
Business value of the intranet expert: Andrew Wright, Manager,
12.30 Business networking lunch

3. Post-forum workshops – Thursday, 17 October 2012
(Separately bookable)
Improving performance: practices and
A perspectives on process and systems
Registration and refreshments: 9.00 am
Workshop time: 9.30am - 12.30 pm
Facilitated by: Imre Hegedus, Managing Director, Imre Hegedus Consulting; Director, BPM Link
About the workshop:
This workshop complements the new Ark Group Industry Report "Improving Performance - Managing the Enterprise as a Dynamic System" published
in July 2012. Taking a systems thinking (process) approach to visualising, managing, and improving an organisation is a significant undertaking and
many of today's process professionals (BPM and PI) are not aware of the complex foundations upon which today's process improvement and
management practices are based. This workshop will provide an engaging overview of some select concepts and methods including:
• Introduction to Visualisation - concepts and implications
• Systems theory - principles and their application to BPM
•
Pre-forum workshops: Wednesday, 26 August 2011
How the Enterprise Maturity Cycle influences change interventions - improvement, management and transformation
• BPM, BPI, and Enterprise Architecture
• How cultural perspectives impact upon BPM and change initiatives
The workshop will be highly interactive and engaging providing new and innovative content and building upon foundational improvement principles
in insightful ways. For those who have a role in change management, process management, process improvement, and enterprise architecture.
About the workshop leader:
Imre is an internationally recognised process professional; he is passionate about improving business performance. He has assisted some
of Australasia’s largest companies including Toyota, Australia Post, Telecom NZ, BHP Billiton, Fonterra, and University of Sydney in their
process endeavours, has led the development of a number of Australian and international quality/process forums and is the founder and
convenor of BPM Link – Australia’s largest network of process and change management professionals.
Fifteen years of corporate experience as a Business Process Management (BPM) practitioner and senior executive has seen Imre successfully influence
at the most senior organisational levels on the case for process focused transformational change.
Imre has authored two industry reports: ‘Improving Performance - Managing the Enterprise as a Dynamic System’ (2012) and ‘Business Process Man-
agement- Insights and Practices for Sustained Transformation’ (2008)
Measuring process performance and interpreting variation
B Registration: 1.00pm
Workshop time: 1.30pm - 4.30pm
Facilitated by: Robert Lamb, Associate, Imre Hegedus Consulting; Lean Six Sigma Facilitator, AGSM
Executive Programs; Director and Principal Consultant, Process Management International (Australia)
About the workshop:
BPM is set out to synthesise ideas from IT development, process improvement, and change management. However, many BPM practitioners have had
limited exposure to process improvement thinking and methodologies. In this workshop, Robert will discuss topics including:
• Building the chain from process to data analysis
• Exploring what and how to measure
• Effectively interpreting the variations
This workshop is highly interactive and will include case studies and participative exercises including Dr Deming’s famous "the red beads experiment".
About the workshop:
Robert is an independent consultant and management trainer, primarily using a Deming based process improvement approach that
has evolved over time to cover various related fields including quality management, TQM, systems thinking, six sigma, Lean, and Business
Performance Management.
Robert is a co-author of the ArkGroup Industry Report "Improving Performance - Managing the enterprise as a dynamic system".

4. 5 way s t o b o o k yo u r p l a c e AT t h i s e v e n t
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16 - 17 October 2012, Melbourne
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