Darius Šilingas

No Magic Europe, UAB


Dr. Darius Silingas works at No Magic Europe since 1998. Currently he acts as a Head of Solutions Department and a Product Manager for Cameo Business Modeler, a modeling platform for business architects and analysts. At No Magic Europe, Darius has built an impressive experience of professional education – he has delivered hundreds of training / consulting sessions in more than 20 countries. Darius is one the leaders of Lithuanian BPM practitioners community. He is active in academic education and research and regularly writes and speaks about business process modeling. He also acts as a Head of Business Process Management program in Master of Management studies at ISM Executive School. Darius holds Ph.D. in Informatics and is OMG Certified Expert in BPM.

Process Improvement in Public Administration: Trends in Worldwide and Lithuanian Context

The session will review the global trends in transforming public administration sector towards providing more effective and more efficient services to citizens and businesses. We will review initiatives such as e-government, Lean government, one stop shop services, knowledge management and learning, standardizing public administration operations across countries, e.g. customs administration in European Union. We will also discuss about typical obstacles in implementing process improvement projects and continuous improvement culture in public administration and share some cases studies of successfull process improvement projects and process management initiatives from public administration sector.



Remigijus Šimašius

Mayor of Vilnius


Born in 1974, Remigijus is a lawyer by background, with a Master’s degree gained at Vilnius University and a PhD from Vilnius Law University. An active member of the Liberal Party since his student days, he has quickly ascended its ranks, spurred on by a desire to create a more transparent business and political environment for his native country. This was also a driving factor in the work he conducted for the Lithuanian Free Market Institute of which he was appointed President in 2006. During his tenure, he was able to push through liberalisation of the Labor Code which stimulated Lithunania’s now burgeoning SSC sector. His truly cosmopolitan perspective has been informed by his programs of study at the Central European University in Budapest, Mises Institute in Alabama, and his internship at the Heritage Foundation in the US.



Process Improvement Initiatives in Vilnius Municipality





Juozas Mikulis



Results driven executive and specialist with more than 15 years of experience in Consulting and business development. 
Autonomous expert and leader with continuous focus on client service, value creation, quality and business development. Structured decision maker, experienced system's developer passionate on continuous improvement. Proven capability of acting in undefined and changing environment, getting new knowledge and solving unknown complex problems.



Business Process Management: Comparing Experiences of Private and Public Sectors


Management as a tool to ensure competitiveness of an organization and a country.​ State of the art of management in private and public sectors. The beginning is the incentive to improve processes. Evolutionary approach - increasing maturity of business process management, maturity levels. Implementing business process improvement projects: public vs. private sector. Methods and tools: pragmatics, dangers, and challenges. Evolving from tools to projects, systems, and culture.



Mindaugas Sinkevičius



Mindaugas Sinkevičius is the director of State Social Security Fund Board under the Ministry of Social Security and Labour since 2010. In the same year M. Sinkevičius defended his Master of Public Administration degree at M. Romeris University.
In 2005 M. Sinkevičius graduated from the Faculty of Medicine at Vilnius University and acquired a medical specialty.



Implementing LEAN at SODRA: Challenges, Lessons Learned, Achievements


Like any organization, the State Social Insurance Fund Board under the Ministry of Social Security and Labour (hereinafter the Fund Board) is continuously introducing a variety of operational efficiency improvement measures. Its aim of improving the performance has led the Foundation Board to take advantage of the invitation of joining the implementation of the project developed by the Government of the Republic of Lithuania in February 2014 “Dissemination of Lean Government principles and feasibility analysis for their application in Lithuanian public institutions and the non-governmental sector”. While accepting the invitation, the Fund's Board has agreed to participate in the pilot implementation process and analysis of the LEAN methodology aimed at determining whether the application of the LEAN Government principles is possible in the field of state social insurance and might help the Fund Board to achieve its strategic operational objectives. Anyone who is familiar with the LEAN system knows what great efforts are needed to generate greater customer value and increase their competitive advantage by using fewer resources. The experience of the Fund Board – challenges, lessons learned and achievements – in implementing the LEAN methods – will be presented in this report.



Rimantas Kasperavičius

Police Department


In September 2015 Police Department (PD) under the Ministry of Interior finished the project “Development of Police Strategic Management by Introduction of Balanced Scorecard (BSC)” which was funded by EU. 
The main aims of the project were:
- to create the BSC, including the police Strategy Map and Performance Management; 
- to automate created BSC and ensure integration with the police and Ministry of Interior information systems, registers and subsystems. 
In this presentation PD will share experiences of implementation BSC, as well as of using QlikView Buisiness Discovery platform for KPI's management and data analysis.



Development of Police Strategic Management by Introduction of Balanced Scorecard


Head of the Strategic Planning Division of the Organisation Development and Planning Board of the Police Department under the MoI (Since 2008 – Present). 
Head of the EU funded project “Development of Police Strategic Management by Introduction of Balanced Scorecard” (Since 2014 – August 2015) 
Doctoral studies - PhD program in Social Sciences, Management & Leadership (Since 2013 – Present, Mykolas Romeris University).
Regularly exchanges best practices with EU police institutions and Lithuanian public and private sector employees, responsible for the strategic management and quality management systems (models) introduction (during seminars and conferences, organizing meetings and workshops, etc.).




Jürgen Pitschke



Juergen Pitschke is Partner and Managing Director at Process Renewal Group Deutschland.
Juergen has more than 25 years industrial experience about enterprise modelling and the realization of Business and IT Architectures. He is recognized for his deep knowledge and the systematic use of visual standard notations and of different frameworks für the design of an Enterpirse Architecture. His knowledge is often sought in the field of Business Process Management and Decision Management.
His focus are model-based approaches for enterprise design and their practical use. Clients value his abilities to explain concepts, to help teams to adopt and successfully apply such methods, and to guide projects successfully.
He is author of the book "Unternehmensmodellierung für die Praxis". He translated the Business Process Manifesto, the Decision Management Manifesto, and the RuleSpeak® - approach into German.
His customers include companies as Kuehne+Nagel (AG & Co.) KG, Boehler Edelstahl or organizations like the Federal Office of Police in Switzerland.



Getting Business Processes Documented - Integrating BPMN & DMN 


Business Processes need to be documented by different reasons: regulatory and compliance requirements, keep knowledge in the organization, communicate about business processes to customers and other business purposes.
But there is no business problem called “We don’t have enough models.” Models need to be goal oriented.
Processes in service-oriented industries and the public administration are often decision intense. We show how a combination of BPMN and DMN helps to develop process models which are maintainable and extensible.
Using such combined models in practice can be challenging for users. Models need to be worked up. We have to compile different outputs and produce situation specific support materials to make this usable for a wide range of users.






Akmis Lomsargis



For the last seven years Akmis was working as a Business Process Analyst in intergovernmental organizations (United Nations and NATO). Previously, he has been a Functional Consultant in ERP implementation projects at SEB bank, Orlen Lietuva oil refinery and Kaunas University of Technology. He holds MA in Public Administration from the College of Europe, MA in Sociology from CEU and BSc in Business Administration from SSE Riga. Akmis has also been active member in NGOs such as Rotary/Rotaract, AIESEC and university alumni organizations.


Towards KPIs: Business Process Granularity for Result Based Management


Adoption of the Results Based Managements (RBM) approach by an increasing number of intergovernmental organizations requires more thorough definition of their expected deliverables. 
Hierarchical activity composition within Business Process Models provides a source for structured result definition. 
The presentation will explore the issues related to arriving at Business Process Granularity for the result definition based on examples from international public administration.




Barbara Thoenssen




Barbara Thönssen is a full professor and senior researcher with the Business Information Systems Department at the University of Applied Sciences and Arts - Northwestern Switzerland (FHNW). She did her PhD at the University of Camerino in the Dipartmento di Matematica e Informatica, where her thesis focused on automatic, format-independent generation of metadata for documents based on semantically enriched context information.  She worked for a number of large Swiss banks, leading projects in electronic archiving, document management and workflow management before she became Head of Department for E-Government and electronic archiving solutions for the Zurich City Council. In 2004 she joined FHNW in Olten, Switzerland where she lectured on Business Information Systems and was responsible for their Certificate of Advanced Studies for Information and Records Management. She is currently engaged in several national and international research projects. Her current research focuses on bringing semantic technologies into practice.



All for One - One for All: Process Platform for Sharing and Collaborating Today and Tomorrow


Last year the Swiss eCH BPM process platform for E-Government (http://www.ech-bpm.ch/de) went life! The platform allows for sharing - ideas, models, opinions and collaborating to help on E-Government in Switzerland. A  process library is offered in which platform members can publish process models they create or (re-)use models others provided. Standards and guidelines are made available developed within the eCH association and a professional discourse is conducted. In my talk I will present work of the eCH association's expert group for BPMN, some standard they developed and make a brief demo of the process platform.
Within the LearnPAd project funded by the European Commission the next generation of collaboration and learning in Public Administration is researched. I will show the basic idea and provide a vision how this future could become true for the Swiss platform.



Reilika Lall

Working in ARIB since 2003, first in Financial department as business analyst of the new payments and accounting system, from 2006 until 2012 in IT department, first as an analyst, then as project manager. Since 2012 working as an advisor in Developments department. Author of Project Management Handbook; one of the initiators to implement process management in ARIB; one of the process owners, leading the process of how to create and manage processes; one of the internal trainers, teaching also process management in ARIB.

Mariell Jõesalu

Working in ARIB since 2006, first in Control department as head inspector of the area based measures, then head of bureau of on the spot control at Direct payments department. Since 2013 working as head of Development department. Coordinating CAP 2014+ projects, project manager of new IT system, owner of several support schemes in new IT system. 





Business Process Management in Estonian Agricultural Registers and Information Board (ARIB)

Estonian Agricultural Registers and Information Board (ARIB) was established in summer 2000 as a government agency working in the area of administration of the Ministry of Rural Affairs. The number of ARIB employees is about 370, from whom 2/3 are working in the main office in Tartu and the rest in 15 service-offices in all Estonian counties.

ARIB has two kind of major processes – administrating support schemes from different EU funds focused on the development of rural life and maintain national registers. Looking from the process side, our aim is to standardize all the functions as much as we can, so that our services can be put together from standardized components like lego pieces. 

ARIB has been dealing with process mapping and analysis for three years now and moving  towards process-oriented organization in small steps. At the present, the main processes and  closely associated support processes are mapped and also in use as working procedures. We have launched a number of smaller pilot projects and the biggest one is in the process right now including also our regional offices. We just received from the ongoing pilot in general very positive feedback to the full concept but, of course, a large number of improvement ideas also. At the same time we are developing new IT system for all support measures. It is essential to have standardized processes to develop cost-effective automaticated business processes. 

Therefore, we are altogether only in the beginning of transforming from function-oriented to process-oriented organization, but nevertheless, we have already a number of gains and losses to share with others.



2016 January 21
CALL for SPEAKERS announced

2016 January 20
Conference date is announced! We are getting ready for an exciting BPM in Practice 2016!

Organized by:

Learn PAd