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Tuesday, April 22, 2008
9:40 am - 10:25 am

Track 1: Room 11

A Discipline for Improving Enterprise Performance

Charles Popelka
Director, Systems Management Center
Federal Acquisition Service of the GSA

Today’s executives are looking for rapid results from IT – with a proven benefit to the organization’s bottom line. Enterprise Modeling and Business Process Management answer this demand by providing a mechanism for quickly implementing process change and executing on a Service-Oriented Architecture. This session will share techniques to successfully implement a faster, less expensive and more effective solution for implementing process oriented applications. Using an integrated approach and Six Sigma practices, this session will demonstrate how the speaker’s team supported the process improvement program, better aligned IT with customer requirements, shortened the app development life-cycle, and provided a platform for strategic and tactical issues.

Track 2: Room 12

The Art & Science of Obtaining SOA Buy-In

Guillermo Perez, Integration Architect
Royal Caribbean Cruises LTD

This session explores the art and science of getting business managers and external partners to buy into SOA and business process management initiatives. Discussion will use real-life scenarios in successful projects in applying these techniques: establishing your game plan prior to proposing new solutions; understanding your target audience (stakeholders and any potential partners); and knowing what to fight for in technology negotiations.

Track 4: Room 14

Properly Defining Enterprise-wide Entities:
The Critical Step

Tom Valva, Senior Director
Automatic Data Processing, Inc.

Too often architects begin the definition of enterprise-wide entities without truly understanding the complexity inherent in the organization. Multiple organizat ional “sleeves” may define the same entities, but with customized attributes. Missing these subtleties in the rush to deliver the architecture often leads to inflexible designs simply because the problem space was not conceived of broadly enough. Failing in this task results in partial implementations of dubious efficacy.  Political implications result as well. Architecture groups making this error often attempt to mandate compliance to a flawed design, which denigrates the groups’ credibility thereby making further change much more difficult.

Track 5: Room 15

Workforce Management & BPM Integration

Robert Shapiro, Senior Vice President
Global 360, Inc.

BPM Systems have promised the capability of managing business process improvement for the enterprise. Yet they have failed to offer an integrated solution to resource management, despite the fact that this is critical to the profitability of many businesses. A typical use case for such integration is as follows: a large Bank has a Wholesale Lock Box division. The overall staff utilization for this division seems low in comparison with benchmark studies of similar banks. The work load by position (role) and time period (e.g. every fifteen minutes) is exported from the BPM audit trail/analytics to the workforce management scheduler (WFM scheduler). The scheduler, using the staff database which contains skill set, availability preferences and minimum/maximum hours per day and week, generates an optimum staff schedule. This schedule may shift the work load and have negative effect on critical KPIs. The schedule is imported to the BPM simulator. A new set of statistics for staff utilization is generated (along with other KPIs such as end-to-end cycle time and cost). The process is repeated, by exporting the new work load information to the WFM scheduler, generating a new schedule which is then fed back to the simulator. The process stops when staff utilization cannot be improved further.

Tuesday, April 22, 2008
10:35 am - 11:20 am

Track 1: Room 11

What Every Enterprise Architect Needs to
Know About BPM

Michael zur Muehlen, Director, SAP/IDS Scheer Center of Excellence in Business Process Innovation
Stevens Institute of Technology

This session presents BPM in a business context, providing an understanding of both operational and infrastructure issues surrouding business process modeling and optimization. Presented by one of the world’s foremost experts on BPM and process innovation, participants will learn how to incorporate BPM into EA initiatives.

Track 2: Room 12

Best Practices in Enabling Agile Net-Centric Operations in the US Federal Government  

Linus Chow,  Co-Chair WfMC Public Sector
Rob Jett, CTO, Red Buffalo
Peter Bostrom, Federal CTO, BEA Systems
Irene Chang, MITRE, Air Force Net-centric Operations
Ron Gupta, DISA SOA-F Implementation, CSC

This is 90-minute panel session providing lessons learned and real-world insights on applying best practices in net-centric operations from actual initiatives deployed within the U.S. federdal government and defense agencies.

Track 3: Room 13

Optimizing Value to the Enterprise with Integrated Enterprise Architecture  

Brian James, Metastorm
Despite the fact that Enterprise Architecture (EA) concepts have been around for decades, their critical mission of defining and linking business, systems and technology architectures is rarely achieved. All too often, EA projects consist of elaborate exercises to inventory systems and technologies, with little or no effort put into documenting and analyzing the organization’s strategic direction and business processes -- the very strategic direction and business processes which should be the driving force for IT initiatives. 

Successful alignment of business and IT will maximize enterprise performance. This can be achieved when organizations understand how to develop and maintain an accurate model of their business and strategy architectures, as well as provide value to the business through the introduction of automation solutions. As such, an EA framework must support the integration aspects between Business, System and Technology Architectures, while maintaining support for the enterprise’s Strategic Direction.  In this session, Brian will share guiding principles for integrating business and IT architectures, as well as provide six steps for optimizing the enterprise. Brian brings over 30 years of industry experience and international acclaim as a conference speaker on Enterprise Architecture, Business Process Analysis, and business object modeling. Brian is involved in a number of industry groups including the OMG and Open Group. While working with these organizations, Brian participated in the development of the BPMN.

Track 4: Room 14

Realizing Successful Transformation Within Politically Charged Environments

Robin Cody, Chief Information Officer                   
San Francisco Bay Area Rapid Transit District

The San Francisco Bay Area Rapid Transit District (BART) is responsible for the management and operation of one of the preeminent regional commuter rail lines in the country. In an effort to upgrade our information systems, BART began a Business Advancement Program (BAP) in September of 2001. BAP is a multi-year, $40M large and complex initiative facing a number of challenges: changes in business practices; cultural readiness for change; timely and effective communication amongst stakeholders, project team members, and the BART user community; appropriate and effectual training; and knowledge transfer. This project focuses heavily on people, process, and technology rather than solely software implementation. Our discussion will identify obstacles, reasons projects fail, key strategies, and lessons learned.

Tuesday, April 22, 2008
9:40 am - 10:25 am (con't)

Track 5: Room 15

Delivering Process-Driven,
Dynamic Applications   

Dr. David Webber, SOA Architect, IntegrityOne

Presented by one of the world's most respected authorities on the architecture of composite applications, this session will examine new innovations in emerging standards and applied techniques for building dynamic and agile applications.  Examined will be WSCAF (Web Services Composite Application Framework) and other approaches for rapid delivery of dynamic application environments.

Tuesday, April 22, 2008
11:30 am - 12:15 pm

Track 1: Room 11

Wining the BPM Implementation War:  How Lessons Learned in Iraq Can Help You in the Trenches of American Business

Jon Tigges, Senior Manager, Grant Thornton

This presentation  address how a real-world approach to implementing BPM in a combat zone actually illustrates a transformational way of thinking about how to implement a BPM solution in the States. 

The presenter will demonstrate that maneuver warfare strategy and tactics are just as applicable to US implementations as they are to one in a war zone.  Examined will be  how approaches to limited infrastructure, corruption, and physical security can be comparable to technology, political, and cultural hurdles here in the US. 

Participants can expect to gain the courage to think differently and boldly about how they can and should plan for and execute a BPM initiative.

Track 3: Room 13

Why Enterprises Should Invest Money in EA Transformation Frameworks

Wolf Rivkin, Chief Technologist
Intercontinental Hotel Group

Why should Enterprises invest money in Enterprise Architecture Transformation Frameworks (EATF)/Roadmaps? What is an Enterprise and how does it differ from other kinds of organizations? This session will discuss common Enterprise IT business and architectural issues that must be addressed by an EATF. Topics will also include Enterprise Service Orchestration Architecture Framework (ESOAF), initial investments in ESOAF implementation, when and how much of ROI an Enterprise should expect, and what is the time frame for the whole effort.

Track 4: Room 14

Transitioning Enterprise Architectures to Service Oriented Architectures

Woody Woods,
Chief Enterprise Architecture Technologist
SI International, Inc.

This session will provide the attendees with a comprehensive object oriented model of an enterprise business process model that traces directly to service oriented architecture solutions.

Track 5: Room 15

Delivering BAM & BPM With
Run-Time Integration
Shane Gabie, Director, Technology Research
Unisys Corporation
This session will provide a case study approach to how business process analytics can be leveraged
with business process management initiatives.  Examined will be the role of open standards such as XPDL and Business Process Analytics Format (BPAF), and emerging specification developed by
the Workflow Management Coalition for the
purpose for enabling open architecture BAM
and BPM run-time integration.

Tuesday, April 22, 2008
1:30 pm - 2:15 pm

Track 1: Room 11

An Introduction to BPMN Process Modeling

Derek Miers, BPM Focus

This session will provide a practitioner's introduction to the the BPMN modeling method.  Participants will learn the basic contructs of BPMN and differentiation with other approaches.  This session also serves as a primer for the 2-day seminar held April 23-24.

Track 2: Room 12

Governance and Business Participation: The Key Requirements for Effective SOA Deployment

Stephen Lowe, Senior Enterprise Architect, SRA International

This discussion explores the linkage between BPM and SOA - specifically the two key requirements for effective SOA deployment - Governance and Business Participation. Governance ensures SOA consistency and helps control the only constant in enterprise management -- Change. Business participation is critical for an effective SOA. Business Process Management is the principle means of achieving technology independence and cross domain communication. This includes tightly defined links between business requirements, business rules, logical business and data models, and physical component designs.

Track 3: Room 13

Is There a Role for Patterns in Enterprise Architecture?

Dr Robert Cloutier, Stevens Institute of Technology

This session examines the topic of patterns for the enterprise architect. It is believed that Christopher Alexander was the first to truly explore what it meant for an architect to utilize patterns - in civil architecture. Later, software engineers adopted the approach. Dr. Cloutier's research looks at what constitutes architecture patterns for complex systems architecture and enterprise architecture. Practical advice for getting started with patterns, documenting and managing patterns. This is real information on what constitutes a pattern, and goes beyond the fluffy "if that happens, then do this" patterns that seem to abound today.

Track 4: Room 14

Occam’s Razor Needs a New Blade: On the Social Limits to Enterprise SOA

Frank Klink, Vice President, Global Financial Institutions and Trade Systems, Wachovia Corporation

Enterprise SOA promises reuse maximization of software assets on an enterprise scale. Anyone who has spent time building enterprise-class business applications already has a good grasp of the real problem: Enterprise business applications are complex ensembles of business rules, exceptions to business rules, and exceptions to exceptions. This kind of complexity makes it difficult to achieve the level of abstraction and generalization needed to leverage fully the promise of software reusability.

Track 5: Room 15

Applying Agile Development Strategies to
BPM Initiatives

Clay Richardson, Business Process Improvement Practice Leader, Project Performance Corporation

Over the past five years the primary driver for BPM has been performance and process improvement. However, many leading organizations are also beginning to use BPM to realize 60% – 70% reductions in time-to-market for deploying mission-critical business solutions. Technical teams are using the modeling and prototyping capabilities of BPM as effective tools for quickly eliciting solution requirements and facilitating constructive dialogue with business stakeholders.
In addition, many of the features of BPM suites
keep business stakeholders in the driver’s seat to ensure the final solution delivers on the business vision. In this new paradigm, these leading organizations are driving to push solutions out in 60 to 90 days, instead of the 6 to 12 months associated with traditional approaches.  In order to leverage BPM as a “Rapid Solution Development” platform, the enterprise must standardize on an implementation methodology that strikes a balance between agile development and business control. This session will focus on presenting key methodologies and case studies for applying agile development strategies to BPM initiatives. The session will provide a brief primer on agile development and how it aligns with the benefits delivered by BPM.

Wednesday, April 23, 2008
9:40 am - 10:25 am

Track 1: Room 11

The Future of BPM: Six Trends Shaping Process Management

Jason Adolf, BPM Practice Lead

SRA International

This discussion explores the linkage between BPM and SOA – specifically the two key requirements for effective SOA deployment - Governance and Business Participation. Governance ensures SOA consistency and helps control the only constant in enterprise management – Change. Business participation is critical for an effective SOA. Business Process Management is the principle means of achieving technology independence and cross domain communication. This includes tightly defined links between business requirements, business rules, logical business and data models, and physical component designs.

Track 2: Room 12

Connecting BPM, EA, and SOA for Enterprise Transformation  

Robert Pillar, Senior Engagement Manager, Borland

Tushar Hazra, CTO, EpitomiOne

In today’s transformational business world, process innovation and improvements are keys to the successful delivery of tangible business values, agility, and performance. Many companies start their BPM, EA, and SOA initiatives independently to achieve such goals. However, when BPM, EA, and SOA projects are connected early, significantly higher business benefits can be achieved than the outcome of their individual completions. Practitioners can gain a deep understanding of processes from BPM. This knowledge can be utilized to establish a roadmap for building a transformational enterprise through EA and or SOA projects concurrently.

Tushar K. Hazra, PhD, is the president, founder and CTO of EpitomiOne, a strategic consulting company specializing in enterprise architecture (EA), service-oriented architecture (SOA) deployment, portals, and Web services development, model-driven solution delivery, IT governance and service delivery management, and global sourcing strategy facilitation. Dr. Hazra is an entrepreneur, educator, mentor, technical leader, and recognized speaker. Robert Pillar is a process evangelist, mentor, educator, entrepreneur, and senior consultant.  He has worked with numerous Fortune 500 organizations in these capacities. He has managed multiple enterprise- PMOs and advised on the implementation of many others. Mr. Pillar has spoken in numerous conferences in the Process and Requirement’s Management space as well as having written numerous articles.

Track 3: Room 13

Architecting Enterprise BPM Systems for Optimal Agility

Dr. Alexander Samarin, Enterrpise Solutions Architect, SAMARIN.BIZ

Experience shows that business wants separate requests for change to be implemented quickly. These changes are typically small from the point of view of the business, but unpredictable from the point of view of the IT. To be able to handle easily such a flow of requests for change, a BPM system has to be properly architected so that it can address all concerns, from those of traditional enterprise architecture right through to those of execution. 

With a Ph.D. in information technology (design, implementation and practical use of an innovative software-intensive system), Dr. Alexander Samarin has always worked in the provision of information technology (IT) services, following a career progression from programmer to developer, business analyst, project manager, IT coordinator, enterprise solutions architect, enterprise architect and, most recently, to practical adviser for the delivery of coherent enterprise-wide solutions involving BPM, SOA and EA.

 This session will share Dr. Samarin’s experience with a practical architectural framework for the improvement of complex business systems. This framework provides recommendations on how to implement agile (i.e. easy-to-evolve) enterprise BPM systems.

 

Track 4: Room 14

Department of the Interior’s Methodology for Business Transformation (MBT)

Diane Reeves, Interior Business Architect
US Department of the Interior

Business process management (BPM) provides a detailed understanding of business needs at a level where the greatest impact can be made. By focusing on targeted improvements to business processes, greater efficiency and responsiveness to customers can be seen. Conducting these activities in a collaborative business setting and with a strategic focus results in performance gains for programs and the ability to achieve enterprise-wide benefits.

This convergence of disciplines delivers ingredients necessary for a “silver bullet” and positions the organization to achieve more with less. The Department of the Interior’s Methodology for Business Transformation (MBT) has key components necessary to lay the groundwork, positioning the Department to achieve a greater return on architecture investments.

Track 5: Room 15

BPM & Workflow in the New Enterprise Architecture

Keith Swenson, VP of R&D, Fujitsu
Vice Chair, Workflow Management Coalition

This session explores how to enable adaptable processes and architectures, how to distribute tasks based on roles and skill sets, as well as standards needed to ensure flexibility and interoperability. Examined will be both the benefits and business impact of BPM, as well as differentiating people-processes from system-processes, understanding human BPM and taking advantage of workflow automation.

Wednesday, April 23, 2008
10:35 am - 12:05 pm

This set of sessions are "Panel Talks," position-oriented sessions introducing emerging or advanced concepts, short case studies, and postion papers, presented by multiple speakers back-to-back.

Track 1: Room 11

What is Possible vs What is Useful: Finding the Right Balance in Process Modeling Constructs

Denis Gagnè, CEO & CTO, Trisotech
Michael zur Muehlen, Director, Stevens Institute of Technology Center of Excellence in Business Process Innovation

This session presents and contrasts the findings from two of the most comprehensive studies on the effective number and composition of "constructs" in business process modeling.  With a particular focus on the BPMN modeling notation, this session will provide clear direction on what to include in successful and understandable business process models.

Track 3: Room 13

BPM, SOA, and Web 2.0: Business Transformation or Train Wreck

Linus Chow, Co-Chair WfMC Public Sector;
Principal Systems Engineer & Architect,
BEA Systems, Inc.

This presentation follows recent research and an accompanying report (available during the session) examining the convergence of emerging "Web 2.0" technologies, BPM and SOA within the context of business transformation. 

Presented will be finding on recent Web 2.0 research and the issues that must be understood when introducing Web 2.0 to the enterprise, as well as the promise these innovations hold for accelerating transformation initiatives.

Track 3: Room 13

Understanding Business Process Architecture
to Enable Operational Efficiency

Jaakko Riihinen, Head of Enterprise Architecture, Nokia Siemens Networks

 The way that we model business process architecture has an influence on its usability for various purposes. Without proper modeling method and discipline, one cannot tell from an architecture model, whether it is a bad picture of a good architecture, or a good picture of a bad architecture. Moreover, if you put different teams to independently develop a model of the same actual organization’s as-is processes, you get as many different models as you have teams. So there is a need to have a process architecture normalization method that produces similar architecture models, even if applied independently by different teams.

This enables the discovery of true similarities and differences across different organizations and processes, as opposed to virtual ones produced by ambiguous modeling methods. This session introduces the UNA process modeling method, developed over the last couple of decades and applied in Nokia and Nokia Siemens Networks. It not only produces normalized models, but also has other desirable characteristics, like simplifying the usage of various engineering methods used for analysis and improvement of process architecture, in order to achieve higher operational efficiency for the organization as a whole.

Track 5: Room 15

Bridging the Limitations of SOA and Net-Centricity
Ken McDonald,  NuParadigm Government Systems
(panel leader)

At the intersection of policy, technology, and performance, critical data often stands at an impasse.  SOA and net-centricity make enticing claims but efforts to deploy fully capable systems often bring to light the problems (and liability) of securing transactions and arbitrating policy requirements at high volumes, without tearing out old systems. Some of the intrinsic technical limitations of current approaches to net-centricity and SOA include a stovepipe focus and central hub, platform dependencies extending beyond the interface, non-trusted platforms, and last mile bandwidth challenges.

What is required to get past these limitations?
This panel session presents a series of lessons learned and answers found in overcoming the inherent challenges of net-centricity, achieving mission requirements such as transaction level trust, vertical and horizontal scaling and fully distributed systems.  Discussed will be realizing throughput optimization and delivering on a hub-less environment, as well as leveraging unique approaches such as rapid modeling, prototyping and development support, asynchronous patterns and a cross-domain focus.  An experienced panel of experts will offer insight on ways to SOA-enable existing systems or create a net-centric environment, and offer real-world examples of effective techniques and solutions from the field.

Wednesday, April 23, 2008
1:30 pm - 2:15 pm

Track 1: Room 11

Getting from EA to Implemented Processes

Elizabeth Erwin, RP International

This session is about answering and asking your questions about “How to get There from Here”. Engineers understand how to design and build components for reuse. In this sessions participants will learn how to apply those fundamentals to make the business run like a well designed and maintained machine. Attendess will learn why businesses need an Enterprise Architecture, what are the objectives of EA, and how to assemble a solution.

Track 2: Room 12

Critical Success Factors in a BPM Implementation

Doug Reynolds, President
AgilityPlus Solutions

This session focuses on the lessons learned during Work Management (BPI/BPM/BPA and more) projects between 1989 and the present. Work Management projects require effort and change in three distinct areas:
   a) business processes,
  b) technology, and
  c) people and organization.
The presentations begins with a discussion of process and use the appropriate technology and organizational structures as enablers to the process. It’s typical that when technology is involved that it becomes a technology project, but in work management projects, you do not just change a system, you change the way people work. When benefit is maximized, approaches and solutions are driven across the enterprise via a Work Management Strategy and Architecture.

Track 3: Room 13

Beyond a Product View of Architecture

Tim Hunnicutt, Senior Associate
Booz Allen Hamilton

This session will discuss the application of presentation and visualization techniques to break out of the product-centric focus of most architecture (examples are primarily within the Department of Defense). The challenges facing a product-only architecture in gaining acceptance and application will be addressed. Additionally, it will be discussed how to leverage presentation/visualization techniques such as dashboards, graphical depictions, reference models, fusion products and composite products.  The session will focus on a common example, centering around a BMPN-based process model and how a set of well-formed information-rich visualizations can be developed to enhance the application of architecture for business problems.

Track 4: Room 14

The Construction of Emergency Interoperable Communications Architecture

Christine Robinson, Computer Sciences Corporation Paula Smith, Catastrophic Planning and Management Institute

Some difficulties continue to be encountered in the process of making sure that communications can be inter- and intra-operable and reliable – particularly if partial systems fail. In many cases, architecture is random and there are many add-ons where integration comes much later and sometimes there really isn’t a fit. This session presents an examination of what components may be necessary, the order in which they can be used pending system failures, security issues, and an outline for architectural integrity of communications – the necessities for alerts and continuation of operations. Interoperable communications is a key component of any COOP structure and is the singly least reliable or well defined component of most. Prioritizing strategy for use and integration into IT operations and security concerns is key. This presentation will provide an overview and an outline for system uses and architectural integration options using several different systems and applications.

Track 5: Room 15

Getting From Understanding to Execution: Making Implicit Processes Actionable & Measurable

Angelo Baratta, President
Performance Innovation

In the end organizations are not constrained by capital or labor or technology. They are limited by the way they think and feel. Current models are focused on either understanding processes at the task level or creating an automatic executable product. What is truly needed is a tool that raises our ability to understand the organization as a network of interdependent processes.

This session will present a framework for understanding and visualizing processes, exploring the often seemingly impossible task of understanding an entire organization into manageable chunks of knowledge. Examined will be strategies for enabling sustainable growth through the transformation of tacit knowledge of individuals into formal knowledge that can be shared across people, across time and across organizational space.

Wednesday, April 23, 2008
2:30 pm - 3:15 pm

Track 1, Room 11

BPeX: A New Approach to BPMN Model Portability

Michele Chinosi, Universita’ degli Studi dell’Insubria

One of the most recent proposal for a new business process modeling technique is Business Process Modeling Notation (BPMN). Around BPMN has grown a huge amount of standards and notations, such as BPEL, XPDL, BPML, BPSS.  Each approach presents its own set of benefits and limitation, requiring process analysts to prioritize or in some cases (such as with BPEL) significantly de-scope the richness of the process model based on the serialization standard they chose to use.  As a result, despite the emergence of BPMN as a de-facto standard to represent business processes, misunderstandings about portability and round-trip design have result in many disappointed on the delivery of true process interoperability. This session explores a new meta model for BPMN and a corresponding XML-based representation (called BPeX) which we employ in order to write methodologies to model, analyze, execute, evaluate processes. We started developing a syntax-aided BPMN Processes Editor based on the BPeX meta model and its XML-Schema representation. Using BPeX we plan to enrich BPMN with some helpful features like metrics or privacy policies.

Track 2, Room 12

Open Philosophies for Associative
Autopoietic Digital Ecosystems

Paul Krause, Professor of Software Engineering,
University of Surrey

This session presents an overview of the work of OPAALS (Open Philosophies for Associative Autopoietic Digital Ecosystems), a multi-disciplinary network for developing the science and technology behind Digital Ecosystems.

OPAALS is an intensely multi-disciplinary project, with contributions from the Computer, Social and Natural Sciences. Examined will be the development of a fully distributed P2P and transaction management architecture to support open and trusted collaborations between SMEs to ensure their sustainability within a pan-European Digital Ecosystem. “Pan-European” is indeed a little parochial, as our trials are now inclusive of South America and Asia. More correctly, we are aiming to support a global pool of innovation.

Explored will be a model for describing the behavior of the underlying service executions involved in a long-running transaction, a design that allows their coordination in a fully distributed manner. A key feature of our model is that it supports the emergence of a supporting P2P network infrastructure that is free of critical points of failure, control or vulnerability to attack.

This is in contrast to all the existing models for orchestration of web-services, which involve strongly centralized coordination – leaving participating
SMEs vulnerable to some element of business control by the coordinator.

Track 3, Room 13

Making SOA a Reality for Federal Government Agencies

Melvin Greer, Senior Research Engineer,
Lockheed Martin

This session will explore the potential benefits that SOA promises to deliver for the Federal Government and the significant change and inherent risks it carries for Federal Government agencies. The speaker / panel will develop the rationale and business case elements required to make SOA a reality. Mr. Greer functions as a principal investigator in advanced state-of-the-art research studies. In this capacity he creates new concepts, applications, process, and/or designs or identifies new areas of research, as well as plans research and development programs and recommends to the highest managerial authority in the company, technological applications to accomplish long-range objectives.  He is recognized by peers, customer and industry as one of the most outstanding technical innovators in his field, and is the author of “The Web Services and Service Oriented Architecture Revolution: Using Web Services to Deliver Business Value” (published in 2006) rated by Amazon.com as one of most popular texts on Service-Oriented Architecture.

Track 4: Room 14

The “Predictive” Battlespace:  Leveraging the Power of Event-Driven Architecture in Defense

Don Adams, Chief Technology Officer, Worldwide Public Sector, TIBCO Software, Inc.

The Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR) community has learned much from the study and advocacy of Network Centric Warfare (NCW) and Network Enabled Capabilities (NEC), in particular from the intelligence made available through an awe-inspiring array of sensors at every echelon,
(e.g. specialized analytical processors, including  imagery, facial recognition, license plate readers, thermal imaging, signal processing, and classic
multi-intelligence sources).

Yet sensors are largely localized to a specific unit, or
at best within one combat echelon.  Unfortunately, this means that the information assets in the Battlespace remain largely reactive to immediate local sensor triggers. This session will explore how Predictive Business – i.e., the practice of aligning historical knowledge with real-time information to predict future threats and opportunities – can benefit the C4ISR community, specifically looking at how open, event-driven architecture can drive more proactive intelligence and warfare strategies.

In this session you learn how to evolve the basic precepts of Predictive Business into a Predictive Battlespace environment, which combines data-at-rest with real-time data-in-motion to predict threats with greater accuracy.  Examined will be the role of Complex Event Processing (CEP) and service oriented architecture (SOA) in correlating and finding meaningful patterns among the countless Battlespace “events” generated by sensors of every description.  The session will concluded with a demonstration of the Predictive Battlespace within the context of a counter terrorism scenario.

Track 5, Room 15

Workflows, Identity 2.0 & Delegated Authorization using REST

Pat Cappelaere, President/CEO, Vightel Corporation

Your users have access to private data on many secured web services.  Other private web services provided by various partners are required to further process or mash the data in a particular way (Web 2.0).  You do not necessarily want to use basic authentication which amounts to releasing a user name and password in the clear, do not want to require users to provide your actual password to a third party service that could automate this process.  So what can you do?

I forgot to mention that you want to keep it simple.  Your partners’ capability is limited and your IT staff is already committed to many other projects so an Enterprise SOAP/WS-* stack approach is out of question. You really want a simple RESTful Workflow Engine (and Rules Engine).

You want to authenticate users of those workflows but not really manage their identities.

Users will need to delegate their authority to the Workflow Engine in order to successfully access the various web services on their behalf.

Is this doable using existing standards?  Find out new innovations, strategies and approaches making this a reality.