As Day 2 of Appian World 2012 drew to a close, it started to sink in just how much had been accomplished in a short 48 hours span! Apparently, the adrenaline had been keeping me going (and the endless stream of caffeine may have played a small part). We were all pretty exhausted after some 30 odd sessions, but the enthusiasm about Appian's tool and all the potential partnerships involved was extremely contagious.

Even as the conferenced closed, folks were still buzzing – and for good reason, as the ending of the conference marked the beginning for many on a path towards improving operational processes and adding value throughout the chain. Without further ado…

Keynote Presentation: Taming Big Process - Clay Richardson, Senior Analyst, Forrester Research

  • Big Process Thinking occurs when business and technology leaders shift BPM from isolated process improvement projects to a sustainable enterprise-wide business transformation program
  • The Four C's of Big Process
    • Customer: way to transform the experience is to focus on the underlying processes
    • Chaos: dynamic case management embraces the chaos
    • Context: consider how clients are implementing "big data"
    • Cloud: accelerate delivery and minimize risk in the cloud
    • Steps to Taming Big Process
      • Embrace big process methods and techniques
      • Build new skills that connect process and data
      • Adopt new tools and architectures

"VA for Vets": Transformative Program for Veteran Job Placement

Chanel Bankston-Carter, Veterans Employment Service Office; and Jason Adolf, Serco NA

  • Their Appian tool, CMS, incorporates CRM, Case Management, and an Integration platform
  • Solution architecture relies on a number of partner connections
  • Online Career Center and Dashboard: Appian DataStore in the primary clearing house for partner application information
  • Mobile Business Card (Tempo) used to capture veterans' contact information

Confessions of a Federal CIO: Ken Percell, Former CIO, US Air Force Materiel Command

  • Problem: IT Cost of Ownership
  • Solution: Integration of Applications
  • BPM is not ERP, but it is a path to enterprise integration around data and process
  • Execution Success Factors
    • Start with end vision of business - Evolve to it
    • Business leaders manage this move to BPM, not IT department
    • Business system Integration is really Cross Enterprise Process
    • Remember, "Any technology sufficiently advanced will appear as magic to the uninformed observer"

Appian 7 Product Demo: Malcolm Ross, VP of Product Marketing, Appian

  • Enterprise IT: Events, Process, Data, Systems, Interfaces, Social
  • Goals of Appian 7: Seamless interaction, tight integration, one intuitive interface, accessible from any device
  • Social for the sake of being social: Collaboration + Content
  • Social BPM: Collaboration + Content + Context

Best practices in Mobile BPM: Christine Hutchison, Appian

  • Identifying and defining Mobile Opportunities
    • Look for strategic value
    • Consider what is best for the target audience
    • Success is measured by participation & involvement
    • Mobile applications empower users to work anywhere
    • Introducing Mobile to Your Organization: Fostering Collaboration and Garnering Acceptance
      • Post positive metrics about business processes that would interest application users
      • Post links to content within tempo messages rather than sending mass emails for users to collaborate
      • Use tempo to provide enterprise visibility and accountability
      • Brand your application to give it that unique and personalized feel

Customer Engagement through Process Improvement: Nick Schiller & Duncan MacDonald, Archant

  • Business Challenges
    • Inconsistent customer experience
    • Ten discrete distributed production units
    • All processes driven by paperwork
    • No Key Performance Indicators
    • No focus at a senior level on excellence in design and customer experience
    • No clear responsibility for collecting advertising copy
  • Requirements for Change
  • Customer focus
  • Cost savings through elimination of waste
  • Quantitative and qualitative management information
  • Consistent and collaborative working practices
  • Structured workflow integrating legacy systems
  • Need to reduce paperwork
  • Rapid implementation cycles
  • Forms a backbone to existing distributed systems
  • Flexibility to react to business change
  • Procured with a view to use Appian across a much broader range of business processes
  • Scope for future mobile and social use
  • Credible structured BPM system
  • Broad and knowledgeable on-line user community
  • Reasons we chose Appian

Enabling Your Enterprise BPM Project for Success: Medhat Galal, Appian

  • Obtain Appian Skills
    1. Identify Key BPM Team Members & roles
    2. Train team members for their various roles
    3. Mentor throughout project lifecycle
  • Organization Capabilities and Buy-in
  • Empower governance team representing key stakeholders
  • Adopt and implement process that plays to Appian platform strength
  • Play to the platform strength and ensure functionality suits the purpose
  • Use a methodology that plays to the platform's strength
  • Utilize existing infrastructure, Change Management, and technical capabilities that plays to the people and platform strengths
  • Adopt the proper level support to complement your traned people
  • Training, Certification, and Center of Excellence/ Principal Consultant
  • Elite Services team, Cloud & Community Services team, and Appian Forum community
  • Execution Methodology Done Right
  • How can Appian help

Keynote Presentation: The New Way We Work - Adaptive Case Management

Neil Ward-Dutton, Research Director, MWD Advisors

  • Three Business Challenges: Globalization; Transparency; and Smart, connected markets
  • Digital transformation is dissolving organizational and industry structures
  • In knowledge work, exceptions are the rule! Processes are not the center of gravity.
  • Adaptive Case Management
    • Provides a support environment for the optimal performance of knowledge work cases in line with stated goals, together with management tools that enable analysis-based improvement of work effectiveness
    • In an ACM environment, work is not carried out according to prescribed process definitions; instead, it's guided by teams of case workers
  • Mobile and Social supercharge ACM's value
  • Social and Mobile engagement models and technologies are deeply complimentary
  • True customer-first thinking means changing your operational posture to embrace both exceptions and change
  • Agility is at its best when control is given to those closest to the process – those doing the actual work!

Matt Calkins, Appian CEO, concluded the conference with some "closing remarks", though admitting it was a bit strange doing so while many (including CapTech's Julie Kriedel) were returning the following day for the in-depth training sessions. In doing so, Matt kept it short and sweet – the enthusiasm and confidence in the Appian tool amongst the conference participants was off the charts, and the best thing about Appian, above all else, is the customer service they provide. Oh yeah, almost forgot about the part where he gave some shout-outs to all involved in the conference…including the sponsors! We at CapTech enjoyed our 1st year as a Silver Sponsor, and hope it opened the door to many new fruitful relationships for years to come!