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IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
IBM BPM 7.5 Competitive Overview and Strategy
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IBM BPM 7.5 Competitive Overview and Strategy

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  • 1. IBM BPM 7.5 Competitive Overview and Strategy Richard Naszcyniec Executive Architect1
  • 2. 2 Warning – The Following Material May Be Thought Provoking All conclusions are based on publically available information I hope this material contributes to the collective material you use to select a BPM technology vendor – My goal is not to just “sling mud” at other companies… even though the opposite is not always true We only have a short time together so I can only present a summary of the total competitive knowledge at my disposal!
  • 3. BPM from IBM delivers unrivaled customervalue in BPMS market share Over 5000 BPM customers worldwide and growing • IBM identified as market share leader in middleware software for seventh consecutive year • The Business Process Management Suite (BPMS) segment grew at 9.2 percent in 2010. IBM was again named the number one vendor in BPMS with a 24.7 percent share growing at 19.9 percent • Our closest named competitor was Oracle with less than half of IBM’s market share and growing at less than half the rate of IBM Source: Gartner, Inc., "Market Share: Application Infrastructure and Middleware Software, 3 Worldwide, 2010“
  • 4. IBM Business Process Manager V7.5 Process End-Users Process Owners Business & IT Authors IT Developers Authors & Admins Process Integration Designer Designer Process Center Governance of Entire BPM Life Cycle Versioned Assets Shared Assets Server Registry BPM Repository Design IBM BPM Improve Deploy Backwardwidgets work Measure compatibility, with IBM easy migration WebSphere Process Server from WLE & Portal WPS BPMN Rules Monitoring BPEL ESB Out-of-box Configurable Optional Process Portal Business Space Microsoft Add-ons
  • 5. Seamless Collaboration Across Roles Business Integration Business Process Owner Developer Process OwnerAuthors a Process Application Imports the Process Application Wires the Implemented Services toDefines Service Interfaces for Generates Service the ProcessImplementation by Integration Implementations Unit Test the ProcessDeveloper Unit Tests Services Delivers Services to Repository Versioned Assets Shared Assets Server Registry BPM Repository
  • 6. IBM BPM V7.5 – Configurations & Components Advanced Process Integration Designer Designer Standard Express Process Center Process 200 end-user limit Designer Process Designer (3 authors) Process Center Process Server Process Center (Unified Runtime with 100% (2 cores, no HA) support for existing WLE and WPS models) Process Server (100% support for Process Server existing WLE models) (4 cores, no HA, no WPS)Complete set of advanced Configured for typical BPM Configured for first BPM capabilities projects, programs BPM projectsFour independent part numbers for total flexibility For multi-project improvement programs, For small numbers of users –Extended support for high-volume process with high business involvement single server, no clusteringautomation, with high quality-of-service Focus on improved workflow, productivity Low entry priceBuilt-in SOA components for extensive Includes basic system integration support A few clicks to installenterprise-wide service integration, orchestration Rapid time-to-value6
  • 7. Lets Start By Talking About UpgradesSince I started by discussing a newly released version of IBM BPM it only seemsfair to start the competitive with a focus on upgrades and backwards compatibility
  • 8. Important Characteristics for a BPMPlatform in the Next Decade Reduce effort to improve productivity Simplicity Enable stakeholders to collaborate … fully Scale from single projects to enterprise programs Power Trust in integrity, security, performance Maximize sharing and reuse of BPM assets Centralize visibility and control of Governance operations Visualize process behavior in crystal clear detail Visibility Use insights to improve outcomes … even in-flight
  • 9. IBM BPM Assessment SummaryProcess CenterProcess Center ONLY product-based ONLY product-basedgovernance mechanism in the world of BPMgovernance mechanism in the world of BPMThe BIGGEST, single advance in BPMThe BIGGEST, single advance in BPMMoving governance and lifecycle managementMoving governance and lifecycle managementto the Business User is REVOLUTIONARYto the Business User is REVOLUTIONARY – Best of breed human-centric & system-centric process – Best of breed human-centric & system-centric process management capabilities (WPS, WLE) into a single management capabilities (WPS, WLE) into a single BPMS platform BPMS platform – Single BPM Repository, User-Experience, Run-Time – Single BPM Repository, User-Experience, Run-Time Platform Platform – Full business user participation with Business & IT – Full business user participation with Business & IT collaboration collaboration – Fine-grained process visibility with high-integrity – Fine-grained process visibility with high-integrity orchestration & integration orchestration & integration – High scalability, availability, and protection of – High scalability, availability, and protection of investments in IBM BPM investments in IBM BPM
  • 10. IBM BPM 7.5 Combines Best of WLE & WPSMost powerful BPM platform on the planet • Simplified, easy-to-use tooling enables full business participation & IT collaboration. Simplicity • Single model-driven design environment enables rapid playback, deploy, time-to-value. • High scalability and availability enabled by the embedded WebSphere Application Server. Power • Exploits proven power of SOA-based process automation, integration, and reliability. • Unified tools & repository support large-scale sharing, versioning, and reuse of assets. Governance • Process Center centralizes process deployment visibility and control across all environments. • Built-in process monitoring and analytics simplify effort of process optimization. Visibility • Real-time control of tasks allows you to improve process outcomes while in-flight.
  • 11. IBM BPM 7.5 Differentiation Differentiation Business Value … Enabled By … Specific Functionality Built-in process monitoring Process Optimizer Fine-grained process visibility Performance Data Warehouse and analytics Visibility Federated task viewInsight and Control into Process portal Process Operations Efficient, effective user task Dynamic, helpful user Process coach user interfaces management interfaces Graphical end-user view of process status Real-time scoreboards Process Center Complete BPM lifecycle Unified BPM asset repository Toolkits / Snapshots governance & control center Process Server Registry Governance Shared library of all process assetsCentralized Governance Across Entire Process Concurrent editing with merge-less development Lifecycle IT control &with Business Unified model-driven design Simplified snapshot versioning collaboration environment Back-in-time views. Process Designer Full business user Simplified, easy-to-use Model-driven execution Simplicity participation tooling Built-in playback feature Ease of Use / Time to Business rule authoring Value / Speed of Deployment Protection of investments in Backward compatibility with Proven technology inherited from WPS & WLE IBM BPM WPS, WLE Process Server High-integrity orchestration & Built-in SOA components: Integration Designer Power integration BPEL, ESB Integration adapters High Scalability / HighQuality of Service / High High scalability and Embedded WebSphere Proven WAS ND platform Integrity availability Application Server
  • 12. Competitive Scorecard Summary SIMPLICITY POWER GOVERNANCE VISIBILITY = V Strong = Strong = Average = Weak = V Weak
  • 13. The Details - SIMPLICITY Comparison SIMPLICITY Simplified, easy-to-use & install tooling enables full business participation & IT collaboration Single model-driven design environment, Common User Experience, Rapid playback &deploy Business-User friendly Process Center deploys WLE & WPS assets Real time collaboration tooling for large groups of Business & IT Separate process design modeling tools requiring different skills. SOA/BPM tools are developer centric and Only BPMN modeling is WYSIWYE. No direct deployment of BPMN or BPEL process. Rigid check in/out process limits collaboration between business analyst and developer Many 3rd party OEMs included in TIBCO’s solution, thereby providing a disjointed solution and complicated, expensive upgrade and maintenance support U/I Designer tool is not for Business Analysts so additional IT/programmer skills required ARIS process models use EPC (Event-driven Process Chains standard) and require export to BPMN, creating a potential disconnect between the original model and execution ARISAlign cloud based modeling does not leverage EPC based process content and lacks key modeling concepts such as roles Typically deployed as a stand-alone application with limited integration – results in end users having to deal with multiple applications to accomplish their work A process analyst can use Visio, but rules can overly complicate the implementation process Complex development lifecycle across multiple tools inhibits collaboration (DCO, Application Profiler, custom coding, etc) = V Strong = Strong = Average = Weak = V Weak
  • 14. The Details - POWER Comparison POWER High scalability and availability enabled by the embedded WebSphere Application Server Exploits proven power of SOA-based process automation, integration, and reliability and Built-in SOA components: BPEL, ESB Backward compatibility with WPS, WLE and Protection of investments BPM functionality is over 3 different prerequisite suites; BPA Suite, BPM Suite and SOA Suite Fails to match WPS for high-scale, high process-integrity, dynamic process integration & automation across the enterprise. Oracle BPM capabilities are broad but shallow when compared to WebSphere BPM Can use BPMN or BPEL engine but no documentation guiding the choice between usage of them No upgrade from iProcess to AMX BPM, only coexistence – but no forms-based user interface designer so basically a re-write except for process models Limited service composition capability in AMX BPM, most done by BusinessWorks and does not support BPEL but does support BPMNS and XPDL Unknown as BPM AMX is new solution; production deployments are unknown and TIBCO AMX BPM not ranked by Forrester in 3Q10 BPMS Wave wM V8.0 has few production-level deployments (Gartner 3Q10, BPMS MQ report) The authoring environment for process modeling, rule authoring and UI design is oriented towards IT Users and not as business-role friendly Software AG does not have a mature customer reference program Option available for running on IBM WAS and System z Pega claims linear scalability only when they run on system z on WAS = V Strong = Strong = Average = Weak = V Weak
  • 15. The Details - GOVERNANCE Comparison GOVERNANCE Process Center is the ONLY product-based governance mechanism in the world of BPM Complete BPM Lifecycle Governance and One shared model architecture Centralized / Shared BPM Repository and unified tools to support large-scale sharing, versioning, and reuse of assets Process Center centralizes process deployment visibility and control across all environments No common repository. Relies on a pseudo-governance product (MDS) to keep SOA artifacts available and versioned. MDS doesn’t store “code” requiring source code control to revise a process version. High risk of getting out of sync Lack of MDS repository browser/editor - not easy to track who/when did customizations – Risky! MDS must be hosted in a database that is not included with purchase of the BPM or SOA suite and is not well documented leading to confusion on how to properly configure and administer AMX service governance and management tools share common components with AMX SOA, but are not included in AMX BPM AMX BPM doesn’t support Dynamic BPM (change business process on the fly by business users) Multiple standards formats (EPC, BPMN) for models presents governance challenges The business can lose data when converting EPC models to BPMN format for runtime Complex solution requires a dedicated team of experts to govern and make and changes Pega applications are often stand-alone and do not fit into an enterprise-wide governance scheme Custom code elements that are usually required (example, UI customization) are not managed as part of the Pega governance architecture = V Strong = Strong = Average = Weak = V Weak
  • 16. The Details - VISIBILITY Comparison VISIBILITY Built-in process monitoring and analytics simplify effort of process optimization with fine-grained process visibility Real-time control of tasks allows you to improve process outcomes while in-flight Process Optimizer detects bottlenecks and displays them with visual heat map overlays Built-in playback allows instant step through and review the current process design Lacks process walkthroughs other than displaying a process diagram for everyone to see Limited simulation capabilities and a complete lack of visual tools such as heat maps No business users tools for business rules, human workflow, BPEL, and other solution elements Multiple tooling and workflow engines required for complete end-to-end lifecycle that limits collaboration effectiveness Full BAM solution requires additional TIBCO iProcess Spotfire Analytics product, which can provide a reporting and analytics dashboard – this drives costs and complexity for the client ARIS uses EPC (Event Process Chains standard) format instead of BPMN, requiring a translation framework currently under development. This disconnect creates a risk that the process definition will be out of sync between that technical teams and business teams Software AG does include Optimize, its BAM tooling, as part of their BPM suite Typically requires 3rd party BI tooling for dashboards No equivalent to “process playback” to enable business/IT collaboration = V Strong = Strong = Average = Weak = V Weak
  • 17. 18
  • 18. 19 Appendix BACKUP SLIDES
  • 19. 20 Oracle BPM Weaknesses Oracle BPM Suite relies on capabilities, stability, and scalability of SOA Suite 11g Oracle BPM Suite is an unproven re-write of many BEA Aqualogic BPM components and new SCA capabilities Upgrades from Oracle BPM Suite 10g to 11g are not supported Tools for business users and analysts are limited to BPMN design Inconsistent environments for developers to work in impacts productivity Developers need to choose to use BPMN or BPEL engine for each process Oracle BPMN suffers from lack of integration with their SOA governance 20
  • 20. 21 “Unified” Oracle BPM? BPM Studio: JDeveloper- BPM Studio: JDeveloper- Process Composer: web- Process Composer: web- based, full function based, full function based, limited modeling based, limited modeling “Unified” run time still based “Unified” run time still based upon multiple engines upon multiple engines Separate engine for human Separate engine for human workflow, with Java-based UIs workflow, with Java-based UIs SOA Suite is a prerequisite SOA Suite is a prerequisite WebLogic Suite is a prerequisite WebLogic Suite is a prerequisite for BPM Suite – not an option for BPM Suite – not an option for BPM Suite – not an option for BPM Suite – not an option
  • 21. 22 TIBCO BPM Weaknesses Company size can limit their global growth - Global presence lags – TIBCO must carefully pick and choose their account base BPM market share steadily declining – Gartner 2009 BPMS: 2007 (4.8%), 2008 (4.3%), 2009 (3.4%) OEM content relatively high in SOA stack New BPM offering unproven in marketplace – References will be lacking in the immediate future – Migration from iProcess to new BPM stack is somewhat unclear Take-over rumors continue to “nag” TIBCO and can cause customer questions – Creates doubt in some customer’s mind Limited skilled resources – Ability to deploy BPM AMX projects comes into question – AMX BPM shares common components with the AMX SOA product line – BUT does not include AMX Service Grid or AMX Service Bus – this means more cost for integration! Industry solution will need retro-fit – For new product direction
  • 22. 23 Software AGs BPM Weaknesses Relies heavily on OEM relationship to fill critical portfolio gaps – Has to OEM Layer 7 for a security appliance – Has to OEM Actional for monitoring of web services – SwAG rules engine is an OEM from Fair Issac (resell) – ARIS Performance Monitoring is an OEM from Systar – webMethods Insight, used for discovering “rogue” services, is actually from Progress Software No tools to build new web services, only high-level process models and governance – Most ARIS customers have never actually executed the processes they’ve modeled CentraSite is focused on web services – Can not easily govern services that aren’t web services Software AG does not provide a prescriptive approach to service versioning Lacks a true asset repository
  • 23. 24 Pegasystems BPM Weaknesses So far, Clients aren’t buying the Pega/Chordiant combination – New license revenue from Chordiant products is low in 2011 Most new features do not address previous weaknesses of Pega – Difficult to learn, expensive to maintain and make changes, hard to make it scale, and weak integration Solution Frameworks are essentially monolithic applications – Many dependencies / upgrades are painful – Not all frameworks on the latest version of PRPC (released 4 mo. ago) – Customization is difficult and expensive to maintain Upgrades of PRPC have historically been very challenging – Existing PRPC customers may face expensive services projects, especially if data model has been heavily customized BAM capabilities still do not scale Rules engine still does not scale – Must bring up a process instance to execute a rule – Tuning caching does not solve this issue UI still very cluttered – Do clients want a facebook-style UI? – Contrast with Business Space or Lombardi coaches

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