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  • Main Point: Innovation is a priority; Business Model Innovation differentiates the outperformers from the underperformers by 2X’s “ Constant reinvention is the central necessity at GE… We’re all just a moment away from commodity hell.” – Jeffrey Immelt, Chairman and CEO, GE CEOs are under intense pressure to innovate There’s a “glass half full/half empty” dichotomy at work here: 65 percent of CEOs recognize that their organizations must make fundamental changes to respond to external forces in the next two years. Yet fewer than half believe they have managed this kind of change successfully in the past. Business model innovation is the new strategic differentiator This is an important departure from the 2004 survey, and reflects a growing sophistication and understanding about how and where innovation occurs. While a lot of the current buzz about innovation begins — and ends — with product and service innovation, the survey findings make it very clear that that view is too limited: Companies that were most successful at growing their profitability had a much stronger focus on business model innovation than others. Said one CEO, "Products and services can be copied. The business model is the differentiator." The study shows that market outperformers are the ones who put the twice the emphasis on business model innovation than the market underperformers . Fully 65 percent of chief executives and other leaders say they will have to make fundamental changes in their businesses over the next two years
  • Main Point – This is a recent study done by CMP Media which asked companies what their top IT priorities were. As you can see, the top two priorities involved improving business processes and providing better visibility into the business. Clearly these are BPM priorities. However, I would also argue that the remaining priorities – improving customer service, worker productivity, business agility, imrpoved ROI on IT investments, and customer collaboration – are also all BPM projects.
  • Main Point: Processes, or the inefficient or inflexible nature of them, and the inability of companies to adapt, evolve, and innovate, will spell the demise of their exist Example 1: Jet Blue – Had 9 planes on tarmac, customers trapped in sweltering cabins, with virtually no food and stinking toilets. Company failed to cancel flights but planes kept landing. Causing a traffic jam on the ground. Same lean organization was ill-prepared for a single anomoly. Crew members couldn’t get through an overwhelmed communication system. Reservations system could not handle flood of calls from passengers trying to figure out if they should go to the airport… Quotes from InformationWeek and CIO: “So when the ice storms hit they had no flexibility in their operations; they had no way to respond effectively; they couldn't be agile. They had no Plan B (and winners always have Plan B).” Quotes from CEO: “In our high-change, real time world, responsive-ness trumps efficiency. Companies ignore this at their own risk.” On May 11, 2007, Jet Blue corporation asks their founder, David Neeleman to step down from his role as CEO (he will continue as chariman) but the move signifies the company’s falling confidence in his ability to manage them through the winter-storm crisis Example 2: Nokia / Erricson: IT BEGAN on a stormy evening in New Mexico in March 2000 when a bolt of lightning hit a power line. The temporary loss of electricity knocked out the cooling fans in a furnace at a Philips semiconductor plant in Albuquerque. A fire started, but was put out by staff within minutes. By the time the fire brigade arrived, there was nothing for them to do but inspect the building and fill out a report. The damage seemed to be minor: eight trays of wafers containing the miniature circuitry to make several thousand chips for mobile phones had been destroyed. After a good clean-up, the company expected to resume production within a week. That is what the plant told its two biggest customers, Sweden's Ericsson and Finland's Nokia, who were vying for leadership in the booming mobile-handset market. Nokia's supply-chain managers had realised within two days that there was a problem when their computer systems showed some shipments were being held up. Delays of a few days are not uncommon in manufacturing and a limited number of back-up components are usually held to cope with such eventualities. But whereas Ericsson was content to let the delay take its course, Nokia immediately put the Philips plant on a watchlist to be closely monitored in case things got worse. They did. Semiconductor fabrication plants have to be kept spotlessly clean, but on the night of the fire, when staff were rushing around and firemen were tramping in and out, smoke and soot had contaminated a much larger area of the plant than had first been thought. Production could be halted for months. By the time the full extent of the disruption became clear, Nokia had already started locking up all the alternative sources for the chips. That left Ericsson with a serious parts shortage. The company, having decided some time earlier to simplify its supply chain by single-sourcing some of its components, including the Philips chips, had no plan B. This severely limited its ability to launch a new generation of handsets, which in turn contributed to huge losses in the Swedish company's mobile-phone division. In 2001 Ericsson decided to quit making handsets on its own. Instead, it put that part of its business into a joint venture with Sony. This has become a classic case study for supply-chain experts and risk consultants. The version above is taken from "The Resilient Enterprise" by MIT's Mr Sheffi and "Logistics and Supply Chain Management" by Cranfield's Mr Christopher. It illustrates the value of speed and flexibility in a supply chain. As Mr Sheffi puts it: "Nokia's heightened awareness allowed it to identify the severity of the disruption faster, leading it to take timely actions and lock up the resources for recovery." Other examples Example 3: In 1998, Netflix opens for business with an online video rental business model. Flat fee plus shipping per DVD. It begins to build out it’s infrastructure of supply chain and distribution centers. By 1999, they launch their monthly subscription for ‘all-you-can-it’ service. At the sametime Blockbuster launches its rewarded program – a paid membership program to encourage customers to rent more frequently. Through the next 3 years Netflix continues to build its customer base and infrastructure while Blockbuster focuses on its traditional business. In 2002, Netflix goes public and by 2003 they are profitable. In 2002, Walmart also enters in the online DVD market. This is probably when the “Oh Crap” moment happened at Blockbuster. 2 years later Blockbuster launches it’s online business to compete with Netflix – it’s a ‘me-too’ replica of the Netflix model although many of Blockbuster’s processes are duplicated and separate from the processes it uses for it’s bricks and mortar business. Also, many processes are still manual in order to get up and running quickly. In early 2006, Netflix files patent infringement suits against Blockbuster alleging that Blockbuster infringed on it’s ‘dynamic queueing’ process and its communication and delivery processes. In late 2006, Blockbuster relaunches its online business with a hybrid offering that combines online and instore rentals. It hopes that this will help differentiate its service and combat Netflix. So how could Blockbuster have avoided this? Gotten earlier warning? Reacted faster? Let’s see how BPM could have helped…. Example 4: Montgomery Ward / Woolworth’s / K-Mart /  A&P, Safeway, others…all succumbing to Wal-Mart’s efficincy, logistical mastery, and innovative use of technology.
  • Main Point: So let’s define what IBM means by BPM and what we mean by “BPM Enabled by SOA”. First, what is BPM: Business Process Management is a discipline combining software capabilities and business expertise to accelerate process improvement and facilitate business innovation Next, What is Business Process Management Enabled by SOA? ... BPM enabled by SOA provides a flexible architectural style in support of efficient process change and rapid process deployment Point 1: IBM’s leadership in the BPM market is established (Gartner/Forrester have recognized as much). We define BPM is a “discipline” and requires both software and expertise to deliver full value. Point 2: The other main point of this chart is to associate SOA with BPM and describe how SOA makes BPM better, stronger, faster…preparing the company for the inevitable future change in process activity AND the future change in supporting IT. BPM ENABLED BY SOA means you can change the process w/o affecting the IT OR change the IT with out affecting the process. For success in BPM projects, it is critical to utilize not only SOA-enabled software, but also the expertise to deliver and fulfill the promise of BPM. The combination of software and expertise is what IBM is calling “Higher Value BPM”. First, let’s define BPM: Business process management (BPM) governs an organization’s cross-functional, core business processes. It achieves strategic business objectives by directing the deployment of resources from across the organization into efficient processes that create customer value. This focus on driving overall bottom line success by integrating verticals and optimizing core work (e.g. order-to-cash, integrated product development, integrated supply chain) differentiates BPM from traditional functional management disciplines. In addition, intrinsic to BPM is the principle of continuous improvement, perpetually increasing value generation and sustaining market competitiveness (or dominance) of the organization. The benefits to a customer of higher-value bpm include: Process insight and optimization – According to Gartner, the first step in many engagements is to simply monitor what is happening. Having the ability to truly understand what is happening inside the business will then cement and facilitate the ability to enhance the most important and impactful parts of an organization. . Accelerated process improvement - It’s not just about “improvement and optimization”…it’s about “how fast you can identify the parts of the business that will drive change and how fast you can implement and deploy those changes to make the improvement happen Flexible design for future change – Finally, it’s critical to not only make the changes once, but to be prepared for the inevitable future changes that every organization faces. Using an SOA complimented by best practices, will ensure the deployed and optimized processes are First, let’s discuss expertise : “Expertise” does not equate simply to “implementation services”. Sure, expertise can be in the form of services…but today, it’s much, much more than that. Expertise is the knowledge about the BPM engagement…but it can be packaged in different forms. Expertise can be packaged as services but also as “pre-built” components based on best practices. “pre-built process models, and agreed-to methods. For software , we based the set of capabilities that we bring to market on discussions with hundreds of customers, and in-depth reviews with leading industry analysts, such as Gartner’s David McCoy, Jim Sinur, and Janelle Hill, Forrester’s Connie Moore and Ken Vollmer, and independent analysts such as Bruce Silver, Paul Harmon, and others. The key capabilities include modeling tools with simulation and analysis, policies and rules, integrated development environment, run-times, and a management environment that includes dashboards and monitoring. Repositories such as service repositories to register and house SOA based business services help accelerate projects. Bringing together the most advanced SOA based software capabilities along with broad expertise will provide a higher-value BPM solution.
  • 05/06/10 Main Point: This is a Forrester view of the BPM Value Proposition As companies go down their BPM journey they have evolving goals and evolving levels of maturity. This is a view from Forrester Research which shows the different levels of value as well as who in the organization is a stakeholder in realizing that value. As we go through the BPM value chain, we’ll see how these levels of maturity are achieved.
  • Main Point: Gartner publishes paper “SOA and BPM are Better together” Feb 2007. In February 2007, Gartner Research published a report tauting the synergies between BPM and SOA and citing how the benefits are compounded when BPM and SOA are used together. Of course, we at IBM have been saying that all along but we were happy to see the finally agreed with us. BPM and SOA are becoming business and IT imperatives for companies that want to become and maintain leadership in their industry. Companies that start early will be ahead of the pack.
  • Main Point: Business processes and the underlying IT infrastructure treated as standardized components (services) to be reused and combined to address changing business priorities BPM Enabled by SOA Builds Flexibility on Your Current Investments Probably all of you have already invested in critical IT systems and applications. At the same time as these systems and applications serve a business purpose they also, typically, tie you down to a specific way of running the business. It takes too long or is impossible to change the way the business runs because of the nature of the systems you have built or bought. There are two very important criteria for success as you move to a BPM and SOA way of doing business: First , don’t rip and replace – i.e. continue to use existing IT investments wherever possible; Second, leverage existing I/T investments in new flexible ways for new advantage in the market. BPM and SOA allow you to do both and this is fundamental to why companies are getting excited about the approach. SOA is the next stage on the “integration” continuum. The approach is generating excitement because, done right, it allows you to leverage what you have already done in a cost effective manner
  • Main Point: Customers can start from any number of places depending on their type of BPM project. There is no “required” starting point because the software offerings are interchangeable, and can be deployed independently, or in combination. The components are comprised of modeling and simulation, business activity monitoring, process execution, rules and pre-built frameworks, and content. IBM is a leader in providing a combination of the 5 core software components.
  • Main Point: Processes are important to not only understand, but it is also important to know how they will impact the business. Quote: Business process simulation and analysis is a critical component of BPM. Predicating your business outcomes is invaluable, it can determine the go or no go of a project, justify your resource investments, help you determine what will yield the best bang for your buck. Once you have determined the best project investment, you can better plan and budget. After deployment you can continue to optimize your business by examining bottlenecks or workload imbalances, and stop any issues while the process executes in production and before problems arise. Its important to understand what makes your business special, or in other words, what differentiates your business from your competitions. First you must identify those core processes that make you stand out from the competition. Once you have identified those, you should now either import any Visio model you may have already started, or create the new model. Once you have the model of your process, you will need to identify the tasks that will have the greatest impact to your process performance. This can be done by running a simulation based on the criteria you provide that reflects your processes environment. If you believe that this process is not running at an optimal level, or if you find bottle necks or workload imbalances, you can modify the model to create what if or “to-be” scenarios.
  • Industry-specific process models for 17 industries built to APQC process classification framework Provides a reference template to accelerate business process analysis Rapid process application development built with industry context and standards BPMN standard based process modeling using Visio with ability to map it to XPDL for execution Business analyst and other non-IT staff can model their process, document them, and communicate them to other organizations including IT Rapid process application development; high-fidelity mapping business requirements to IT
  • Newly Automated System Running on WebSphere SOA Foundation Increases Productivity and Reduces Errors for SELEX About SELEX: SELEX Sistemi Integrati (SELEX), located in Rome, Italy, is a world leader in the design, manufacture, supply, and integration of defense systems. SELEX also creates sensors, radars, mission critical command and control and management systems, and supplies them to defense forces as well as civil air and sea traffic authorities worldwide. The company plays a key role as Systems Integrator both for its parent company, Finmeccanica, and in the international arena. With over 3,000 dedicated personnel, mainly employed in the design and development of high technology, SELEX systems are in service in over 100 countries. The company has been a key supplier to NATO for over 30 years. Business Challenge: SELEX uses a central SAP administration system to submit information to the top management of parent company Finmeccanica. Previously, the company used manual processes to synchronize the SAP system with its Primavera Enterprise plant production software, which is software used to manage the production of goods. Gathering, inserting and assessing the data manually was time consuming and error prone, so SELEX sought to implement an automated solution that would speed the integration process and avoid the potential for human error. Our Solution : SELEX considered different vendors and options, evaluating functionality, transactions per second and strategic future visions. Though the defense technology business sought a point-to-point solution, IBM endorsed a service-oriented architecture (SOA) that would enable the company to develop and modify integration applications to meet its future needs. Ultimately, SELEX implemented IBM WebSphere products and services because the company was impressed with their functionality and with IBM's forward-looking vision. IBM WebSphere Lab Services modeled the processes for the client using IBM WebSphere Business Modeler version 6. With the concept developed, lab services specialists used IBM WebSphere Integration Developer version 6 to create the solution, including integration flows, mapped data and mediation flows. To create the integrated solution, the IBM team deployed IBM WebSphere Business Integration Adapter for mySAP version 6 to integrate with the SAP system and developed custom-coded software to integrate with the Primavera application. The newly developed solution runs on an IBM WebSphere Process Server version 6 platform. The integrated solution, called SDGA, enables individual SELEX plants to update the parent company's central system and the central system to send data directly to each SELEX plant. The solution was deployed in four short months. The project began in February 2006 and SELEX went live with the solution in July 2006. Value to SELEX: By achieving systems integration using WebSphere Integration Developer and WebSphere Business Integration Adapter for mySAP, SELEX now enjoys automatic updates between systems, eliminating the need for human intervention and thereby significantly reducing errors. Employee productivity will also increase with the new system since the automation makes data available almost real-time. As a SOA foundation, the WebSphere Process Server platform offered better functionality than its competitors, allowed SELEX to customize their environment and positions them to meet future needs for integration with additional systems and applications. SELEX also values the IBM team for its in-depth knowledge and professionalism: -- the team produced a successful solution that allowed the client to go live in just four short months. Value to IBM: Due to the success of the SDGA project, there are now significant opportunities for follow-on business with this client. IBM and SELEX are currently in pre-contract negotiations for the second phase of the project called SDGA2. SDGA2 is an extension of the first project and will include a number of significant additions such as SOA governance, modeling, monitoring and high performance. Additionally, due in large part to the efforts of the WebSphere Services Sales team, Alenia Aeronautica, a sister company to SELEX, was encouraged by the success of the SELEX project and has now accelerated the exploration of IBM Business Integration Software. Similarly, MBDA, another sister company, is also looking at IBM's success at SELEX and considering a future partnership with IBM. In short, the initial project, which originally drove150K Euro in revenue, is playing a significant role in building confidence and fostering other opportunities.
  • WebSphere Business Monitor provides users with the capability to monitor and optimize their business processes in real time. Through very visual dashboards, they can receive immediate notification based upon triggers and alerts they’ve set, and take appropriate actions. Detailed reports are provided for more in-dept analysis. And from the Key Performance Indicators and metrics that have been defined in the WebSphere Business Modeler, customers can pro-actively monitor those critical aspects of their enterprise wide processes.
  • Extended business activity monitoring to monitor other 3 rd party systems. Access to more sources of information to use for calculating Key Performance Indicators and Metrics Sample code built on top of existing WBI Adapters that provide patterns for integrating into databases and packaged applications such as SAP Industry dashboards Access to actionable information that is delivered in industry specific dashbaords Faster time to value to provide dashboards to the line of business Business activity monitoring for human tasks Manage performance and workload of people participating in business activities with pre-defined dashboards Faster time to value for providing human task management to the line of business users
  • Main Point: This is an excellent example of a best in class, industry leader utilizing IBM’s WebSphere portfolio to deliver high volume BAM and BPM functionality. Note: Brian Digman, CIO of NY State Tax and Finance, will speak to anlaysts in a 1:many meeting. Customer background: The New York State Department of Taxation and Finance (NYSDTF) is the revenue-generating arm of the New York state government and manages all of the state's taxation processes. Its responsibilities include managing the state's personal income tax, corporate tax, and sales and use taxes. The agency aims to provide a fair system of tax administration, to be accessible and responsive to taxpayers, and to contribute to a favorable economic climate. Summary: NYSDTF was looking for a way to accelerate the processing of tax returns while reducing the risk of losing paper files. The department had been using a rather cumbersome method of receiving and processing large batch files from banks and other customers in the financial industry. The files would be received by NYSDTF and kept in storage until they were scanned into the system and manually integrated with an e-MPIRE tax-processing application. Not only was this process time-consuming, but often the batch files didn't translate correctly into the system, resulting in data errors on tax returns. Furthermore, the files had the potential to be lost while in storage. To remedy the issue, NYSDTF contracted IBM to deliver a new solution that automates many of the tax process tasks, while enabling the client to efficiently process batch files. To maximize the benefit of the new solution, NYSDTF further engaged IBM to provide skills transfer to its core team of systems engineers and developers. The client started by implementing a robust suite of WebSphere process integration tools, including IBM WebSphere Business Modeler V6, IBM WebSphere Integration Developer V6 and IBM WebSphere Process Server V6 software. By using powerful IBM WebSphere software to automate its tax-processing workflow and streamline the way it handles large batch files, NYSDTF can now process tax returns in a timelier manner. Furthermore, now that batch files are being sent electronically, the risk of losing the files in storage has been substantially reduced. Business need NYSDTF was looking for a way to accelerate the processing of tax returns while reducing the risk of losing paper files. The department had been using a rather cumbersome method of receiving and processing large batch files from banks and other customers in the financial industry. The files would be received by NYSDTF and kept in storage until they were scanned into the system and manually integrated with an e-MPIRE tax-processing application. Not only was this process time-consuming, but often the batch files didn't translate correctly into the system, resulting in data errors on tax returns. Furthermore, the files had the potential to be lost while in storage. Recognizing the serious nature of this issue, NYSDTF set about the task of transforming the way it received and processed batch files. But like many government agencies, NYSDTF had difficulty changing its internal functions because of budget, time and resource constraints. Back to top Solution implementation To remedy the issue, NYSDTF contracted IBM to deliver a new solution that enables the client to efficiently process batch files. To maximize the benefit of the new solution, NYSDTF further engaged IBM to provide skills transfer to its core team of systems engineers and developers. The client started by implementing a robust suite of WebSphere process integration tools, including IBM WebSphere Business Modeler V6, IBM WebSphere Integration Developer V6 and IBM WebSphere Process Server V6 software. Thus properly equipped to achieve tight process integration, the client leveraged the expertise of IBM WebSphere Software Services to teach two classes at its headquarters in Albany. The first course - WebSphere Business Modeler for Business Practice Management - provided the client with a comprehensive understanding of how its previous business processes worked and how they could be streamlined and improved upon. The client learned how to gather requirements, set goals, create and analyze reports, and update business process models. In addition, the class taught NYSDTF staff how to best use the WebSphere Business Modeler software for performance modeling and Web publishing purposes. In the second course - Integration Using WebSphere Integration Developer and WebSphere Process Server - the client learned how to use the WebSphere Integration Developer platform to integrate various business applications and technologies for optimal processing efficiency. Specifically, NYSDTF used the training to integrate its e-MPIRE application with the WebSphere Process Server application and a J2EE Connector Architecture (JCA) adapter, which will receive the large batch files. Under the new process, banks and the client's external load-processing vendor send large batch files electronically. When the JCA adapter receives the files, it breaks them down into smaller, more manageable data "chunks." These chunks are then passed on to the WebSphere Process Server software, which maps the input of the files into special fields and seamlessly delivers the data to the e-MPIRE application for processing. Back to top Benefit of the solution By using powerful IBM WebSphere software to automate its tax-processing workflow and streamline the way it handles large batch files, NYSDTF can now process tax returns in a timelier manner. The seamless, tight integration facilitated by the WebSphere Integration Developer software helps to promote error-free data transfer between the WebSphere Process Server platform and the client's e-MPIRE application. Furthermore, now that batch files are being sent electronically, the risk of losing the files in storage has been substantially reduced. NYSDTF credits a large portion of this project's success to the efficient, insightful onsite courses taught by IBM WebSphere Software Services. As a result of its training, the client's core group of systems engineers and developers was easily able to foster the integration needed to promote quick, efficient processing of batch files. Solutions/Offerings Software: WebSphere: WebSphere Process Server, WebSphere Business Modeler, WebSphere Integration Developer, WebSphere Business Monitor WebSphere Software Services: WTTE - WebSphere Training and Technical Enablement
  • WebSphere Process Server is the single unified Process engine for all your process needs. It provides an integrated runtime for all SOA-based process automation. It is built upon and leverages the capabilities and common services of the world class WebSphere Application Server, providing tried and tested reliability, scalability and security. Many of our competitors expect you to redesigning your solution as your business grows. With IBM WebSphere you get all this out of the box. As well as being built on WAS, WebSphere Process Server contains a fully integrated ESB. This provides seamless access to all your services so that they can be choreographed into the higher level process. SOA is really about enabling all your assets to be turned into reusable services - both technology AND HUMAN assets. Process Server leverages SOA principles and uses BPEL to choreograph the flow of services, applying business rules at each point in the process. People are your key asset, representing the “corporate knowledge” in terms of skills and expertise. WebSphere Process Server captures this knowledge and expertise and can manage simple and very complex human tasks whether they are human to human interactions or human to system. Human tasks can be fed to individual people, groups of people, substitutes and back up workers. It can also be used to reflect organisational changes and policies, enable email escalations and much more. Of course being able to leverage all these capabilities requires a very flexible tool. WebSphere Integration Developer is the common tool for building SOA-based integration solutions across WebSphere Process Server, WebSphere ESB and Adapters. Users can construct process and integration solutions using drag and drop technology without having a working knowledge of Java and can rapidly generate business user interfaces at any point in the process using simplified wizards. It simplifies integration with rich features that accelerate the adoption of SOA by rendering existing IT assets as service components, encouraging reuse and efficiency. WebSphere Integration Developer ships with built-in e-mail, FTP, Flat File, and JDBC adapters for development and production use. It also bundles packaged application adapters (SAP, PeopleSoft, Oracle E-business, JD Edwards) for development use. Governance underpins SOA and BPM implementations. WebSphere Service Registry and Repository integration with WebSphere Process Server provides true end-to-end governance for all services, dynamically discovering and invoking services and service metadata information at runtime. This allows real-time process behavior adaptation. Last of all, if WebSphere Process Server is the engine at the heart of your business process management and process automation solutions then z/OS is the ultimate platform to run your mission critical processes on, providing the highest levels of availability and 24x7 business continuity. WPS, WESB, WID v 6.0.2 for z/OS Gad March 2007.
  • Main Point: Fireman's Fund objective was to create a flexible and dynamic platform to support its call center and its agents. Using the WebSphere Business Services Fabric it was able to rapidly deploy new business solutions by reusing many of the components of its existing IT infrastructure and leveraging industry standards. Founded in San Francisco in 1863, Fireman's Fund is one of the nation’s oldest insurance companies and a leading provider of commercial, personal, and specialty insurance. Through the years Fireman’s Fund has been involved in insuring some of the landmark events of American history including the California gold rush, the construction of the Golden Gate Bridge, and the construction of Charles Lindbergh’s Spirit of St. Louis. In 1991, Fireman’s Fund was purchased by German insurer Allianz who saw close affinity between the two companies who both value financial strength, traditional values, and a philosophy that honors loyalty and service to their customers. Allianz writes more than $53 billion in worldwide property/casualty and life insurance premiums. Allianz is represented in 70 countries by subsidiaries, branch offices or agencies. Fireman’s Fund Insurance - High-level Business goals for this project: Enable game changing business models Improve top line growth Improve time to market Incremental adoption of SOA Fireman’s Fund had many agency facing applications that could be accessed via a Web Browser. Problem – Requires partner to remember web site, user name, password, and data entry to retrieve information. Agencies deal with many carrier Web sites, so this becomes cumbersome. Resolution – Started Enterprise Partner Integration program to allow agents to access these applications via their agency management system with a few clicks. Key Goal – Increase loyalty and market share by making it easier for agents to do business with Fireman’s Fund Summary - Fireman’s Fund Case Study 1st Project - Billing Inquiry CBS Automated billing inquiry service for agents and CSRs Consolidated multi-channel access across multiple mainframe billing systems RESULT: Delivered in 3 months, 40% reduction in call center volume Key Enablers: Multi-channel services delivery, rapid time-to-market 2nd Project - Property Quote CBS Automated and synchronized quotes between web and AMS Multi-channel access, leverage mainframe rating system Delivered in 6 months, increased NPW, 52% IT asset reuse Key Enablers: Adaptive services, multi-channel, reusable assets, rapid TTM END RESULT - Enterprise SOA Adoption Webify and IBM multi-year program using SOA to transform core processes across multiple lines of business Expected over $200m savings over 5 years Key Enablers: Fully integrated platform, ACORD and WS-I stds, all of the above
  • 05/06/10 Main Point: The IBM FileNet P8 BPM product rounds out our BPM portfolio by providing strong content centric processing capabilities. The IBM FileNet product has strong linkage between the process and content – combining enterprise content management (ECM) with process design and execution. This combination is especially effective in areas such as compliance where advanced eForm capabilities allow the system to capture, record, and maintain content related to the process.
  • Main Point: To expand and grow capabilities across the full spectrum of BPM opportunities, IBM is continuing to invest in enhancements in the integration of content-centric BPM offered through IBM FileNet with the broader set of BPM offerings. Key highlights include: Phase 1 Interoperability Run time WebSphere v6.02 Run Time: Strengthening of the interoperability between the run-times. Certainly, when we look at customers today, there are many BPM engagements that require the combined capabilities of FileNet and WebSphere. Addressing a full-spectrum of process improvement challenges requires the ability to manage content, integrate applications, deliver end-to-end process orchestration and choreography, and do so in an enterprise, value-chain ecosystem environment. Only IBM can offer the full set of capabilities to address the most sophisticated and robust BPM requirements Phase 2 Integration Design Time, Monitoring, Runtime Design Time : News here is that Modeler will be able to export XPDL to be consumed by FileNet Process Designer. -Design Time Integration between FileNet P8 Process Designer v4.0 and WebSphere Business Modeler v6.02 Support Pack Monitoring : CBEs (Common Base Event, format) emitted from FileNet Business Process Manager (run-time) will allow WebSphere Business Monitor ability to manage events and monitor performance - Monitoring of both Process Engines by WebSphere Business Monitor v6.02 Support Pack WSRR: This supports IBMs BPM enabled by SOA story…giving FileNet greater SOA capabilities and furthering the governance advantages, as well . -Common Service Registry and Repository : FileNet P8 BPM v4.0 interface to WebSphere Service Registry & Repository v6.02 Bottom Line: Progress is being made to tighten linkage and, where the business demands, prioritize offerings across the portfolio Phase 3 Innovation—Investment protection Business Process Platform WebSphere + FileNet P8 Facilitate easier upgrade preserve current investments isolate customers from changes to run time environment Strategic Direction: Continued investment in WebSphere and FileNet P8 BPM portfolio to address the entire spectrum of customers’ BPM requirements Increased focus on industry expertise that matters – BPM practitioners, best practices, methodology and frameworks WebSphere Business Modeler: Will be the common modeling and simulation tool for combined deployments WebSphere Business Monitor: Will be the common BAM tool for combined deployments WebSphere Service Registry and Repository: Will be Common Services Registry & Repository across the BPM portfolio
  • Main Point: As you can see, we are heavily investing in all aspects of BPM enabled by SOA across the IBM company in both software and services. We are committed to this market and committed to provide continuing value to our customers.
  • Main Point:
  • WBI Server V6 is built on robust J2EE Runtime provided by WebSphere Application Server. This runtime also offers Qualities of Service that WBIS exploits – clustering, failover, scalability, security, … J2EE also includes a built-in messaging provider, pure Java based JMS implementation – which can be configured to connect to an existing MQSeries network – to MQ it looks just like another queue manager – thus enabling interoperability with every MQ-based application. Also in the infrastructure is the Common Event Infrastructure – which is the foundation for monitoring applications. IBM uses this infrastructure throughout its product portfolio and Monitoring Products from Tivoli as well as WebSphere (WBI Monitor) exploit it. The event definition (CBE – Common Business Event) is being standardized through the OASIS standards body – so that other companies as well as customers can use the same infrastructure to monitor their environment. On top of this infrastructure we implement a layer called the SOA Core. IBM will use this layer in WBIServer v6 and other future software offerings. To do integration in an SOA properly it is necessary to have a single invocation model and a single data model. Service Component Architecture is this invocation model – every integration component is described through an interface. These services can then be assembled in a Component Assembly editor thus enabling a very flexible and encapsulated solution. Business Objects are the universal data description. They are being used as data going in and out of services – and are based on the Service Data Object (SDO) standard. On top of this SOA Core WBI Server implements a number of components/services that can be used in an integration solution. Finally transformation happens quite frequently in any given integration project. WBI Server supports 4 kinds of mediations: Maps: These transform one kind of business object into another Relationships: Key management for same objects in different data stores (e.g. a customer record has a different identifier in SAP then in Siebel) Interface Mediation: to translate between semantically identical but syntactically different services – e.g. updateCustomer (Customer) to updateCustomerInSAP (SAPCustomer). Selector: This allows the invocation of a different component (with the same interface) based on business rules. Of course it still includes the business process engine that WBISF included. It has been updated to support the full WS-BPEL 1.1 specification as well as most of the WS-BPEL 2.0 draft items. Human Tasks have been greatly improved over WMQWF and WBISF. We now have a separate component – the Human Task Manager – that deals with Human Tasks. Note that previously we had to extend the WS-BPEL specification to do human tasks – now as far as a business process is concerned, a human task is just another component. BTW: the SCA architecture allows replacing a human task (for approval for example) with a business rule for example without changing anything else in the entire solution. This is an extremely powerful and valuable benefit. Additionally we now support Originating Tasks (e.g. have a list of possible tasks on someone’s desktop – when they start a new task and fill in a new form a service gets invoked – this could be a business process). And finally we have purely human tasks – which allows for AdHoc Staff flows – a functionality we never had before that had been highly requested. Business State Machines are another way of modeling a business process. There are some processes that are highly event driven – e.g. an order could be cancelled at any point during the order process. It has been very difficult to model these kinds of processes in a “traditional, sequential” business process. Therefore we have another service where UML state machine diagrams can be used to describe such event driven business processes. Note that under the covers these are still being implemented as WS-BPEL flows. We are including Business Rules capabilities in WBIS v6. This includes Rule Sets (If/Then rules) as well as Decision tables. We also include a web client where the parameters of these rules can be changed by a business user – we allow a natural language specification of these rules (e.g. If the car is size <xxx> then the prices is <yyy>). So the business person doesn’t have to understand the language that the rules are implemented in. For more complex rules requirements we still have partnerships with major rule vendors like iLog… So you see that WBI Server V6 includes all the functions and services necessary in any given integration solution. =============================== Additional Speaker Notes: Main Point: BPM and SOA together will help you accelerate your projects and also prepare you for long-term change that will happen. Our entire BPM portfolio and especially our run-time was built with SOA principles in mind…it is as much an SOA engine as a BPM run-time. Process Automation and Choreography World class support for Information and Content Management capabilities True Governance of services Faster authoring of BPM solutions with easier integration to external services Human-centric support: Rich admin for managing adhoc staff tasks Rich tracking and observation of processes plus detailed query processing Staff workload balancing and Server fed task flows Full integration of human workflow into SOA Full flexibility to adapt business processes quickly to changing requirements: With a few mouse clicks, replace human tasks by unattended services, and vice versa Human tasks can directly be imbedded into BPEL processes as inline tasks Human tasks can be used fully independently from BPEL processes as standalone tasks Rich task assignment capabilities Staff queries/verbs to assign the right task to the right person at the right time Real-time access to staff/organization directories through LDAP Ability for fully dynamic task assignment at runtime (through task input message, through custom properties, or through BPEL variables for inline tasks) Multi-level escalation mechanisms Time/priority based aging of tasks Notification through e-mail and notification work items Support for ad-hoc human collaboration Create human tasks dynamically, independently from pre-defined process models Customizable user interface support Tasks allow to specify client settings that contain information used at runtime to properly render a task, depending on user role and client used What’s new in WebSphere Process Server and WebSphere Integration Developer version 6.0.2 for multi platforms (1) Integrate more into the process with enterprise-wide reach and connectivity - out-of-the box integration with web services, application adapters and advanced messaging capabilities (2) True governance of service s -Supports service governance with dynamic run-time discovery and invocation of services. WebSphere Service Registry and Repository integration with WebSphere Process Server provides true end-to-end governance for all services, dynamically discovering and invoking services and service metadata information at runtime. (3) Faster authoring of BPM solutions and easier integration to external services (WID Tools) - Refactoring: (making changes in one place gets reflected in other places that are dependent) Reduces complexity to resolve errors and dependencies - WID integration of Monitor: WID can feed Monitor - before it was just Modeller input. - Built-in e-mail, FTP, Flatfile, JDBC adapters for development and production (Built into the tools experience) - Bundle packaged application adapters (SAP, PeopleSoft, Oracle E-business, JD Edwards) for development use - Event sequencing previously available in WICS - now in Process Server - Rapid web client generation tool (see above re human-centric processes) - Ease-of-integration - WSDL / XSD integration improvements - industry schemas for data models (industry defined and customer defined patterns). - MS web services - sync with RAD - etc, eg WS-I, - Ability to interact with WMQWF UPES programs (MQ/wfXML) (4) World class support for and tight integration between information services and business processes Introduces an Information Service Activity which provides direct access to relational database systems with the support of full SQL and interaction with other information management services, e.g. Extract, Transform, Load (ETL) and federated access to heterogeneous information sources such as ECM systems. WebSphere Integration Developer tooling plug-in support for information management activities (5) Easy-to-use comprehensive human-centric business process management (BPM) scenarios: Provides a rapid web client generation tool for business users to generate user interfaces and task lists. Has a customizable out-of-the-box administration and configuration client for administrators. Enhanced support for customers to easily build business user clients from powerful JSF components, for both web-based and Portal clients. Supports a web services interface for workflow client applications on any platform, including .NET and J2SE (which means easier access for remote clients to interact with the process). Provides a remote client install option, which can install clients transparently using the WebSphere Process Server APIs (not just on the same system as WebSphere Process Server). Allows work to be assigned to a group, or team, of individuals who all share the same job or responsibility, in shifts or in parallel. Handles ad hoc tasks: gives line of business users the flexibility to create additional tasks (insert additional tasks into a task-list), schedule follow-on work for the same user or follow-up tasks for coworkers and handle events that were not planned for in advance Allows a customized e-mail message for human task escalations (for example, to alert a manager that a task has not been processed Post-processing of staff query results allows to plug in customer-specific workforce management policies, such as staff workload balancing, substitute when absent or prefer active users, and supports the integration of additional custom staff repositories. Automatically transition directly from one human task to the next within the same business process using the server-controlled page flow capability Query and filter lists of business processes based on process variables containing customer-specific data, such as order ID or customer name; and store those queries and filters as private views. Provides users with a graphical view for processes, allowing to track the status of process instances and each individual activity as shown in graphic #2. (6) Run-time administration improvements (dynamic reconfiguration, with no need to rebuild or redeploy). OPTIONAL as a talking point if pressed for time. Administration configuration of mediation properties and end points Dynamic end-point selection: the administrator can intervene to get part of the process to interface to a different system (for example, to change from Oracle to Siebel dynamically for future process instances) Ability to handle unmodeled faults from Web service invocations Ability to add mediation modules after deployment without going into WebSphere Integration Developer Flexibility for managing the BPM solution, without having to redeploy or re-author the process Cleanup service for completed business processes Automatic staff query refresh via timer-controlled daemon Delivers new IT-level observation, reporting and statistic capabilities, offering graphical charts and flexible drill-down capabilities for historical and accumulated data such as average process duration or actual work time Summary - Great thing is that WPS is built using a common platform and tools inheriting the capabilities of WESB and App Server which provides a very rich capability. It also exploits technology from other IBM brands like DB2 , Tivoli, Lotus and Rational, as well as 3 rd party patforms such as .NET, Java,….
  • What is a Framework? Vertical industry or business model-specific platform, based on SOA principles, comprising the core use cases for the specific business problems of the domain, the middleware, SOA assets, business services, and ISV/Business Partner offerings to implement the core use cases. IBM Industry Studies & Thoughts: Are IBM’s points of view… Are based on addressing key business problems in an industry… Are targeted to establish an extendable SOA based solution Include Component Business Models, SOA Thought Leadership, SOA Strategy, SOA Diagnosis Domain Models: Represent the unique processes that make up this industry… Represent the unique services that support this industry… Represent the data models managed in this industry… Can Include Business Fabric An End-to-end platform for these Composite Business Services Provides modeling, assembly, deployment, management, and governance of Composite Business Services Can include Industry Content Packs IBM & Partner Assets: Are C omposite Business Services & ISV Solutions Flexible, adaptable, loosely coupled business solutions Available through GBS, SIs, Partners, and ISVs Architecture, Methods, Tooling & Runtime A cross-industry platform representing… A common reference architecture The engine and language used within the Framework More detail on this in a subsequent session ( Composite Business Services & Business Fabric Breakout )
  • Main Point – The Content Centric Processing capability now available to IBM’s customers is second to none. Forrester even goes so far as too say that it is “Unbeatable at the intersection of Content and Process” Content is the information that drives your business and enables better, faster decision-making. Typically, this is unstructured information, both “static” and “dynamic”, from simple emails and instant messages to complex forms, contracts, reports, and manuals. When you combine Process and Content– organizations can realize significant production and cycle time improvements. With P8 BPM, content is not merely passive, it is fully integrated with ECM to produce exciting results. This integration allows the system to recognize events associated with content changes such as version changes, additions, deletions or changes to metadata, a term referring to information that describes another set of data . In this way content and/or transactions can be made “Active”. As organizations realize the tremendous impact by automating and integrating business processes – IT developers desire a way to develop and deploy these applications or processes more quickly. To allow customers faster deployment and encourage self sufficiency, IBM ECM has developed a Business Process Framework, or BPF. This framework enables greater efficiency, primarily speeding the Development and Deployment of BPM applications. With its consistent application development framework, BPF provides a quality, highly configurable base to dramatically reduce the amount of new, unproven code required to complete a project. Code can be made consistent and reused, therefore easing maintenance burdens. Additionally, because it already integrates content and process, many common work management features are already built into the base code. This case-based framework is able to adapt to most application requirements without significant coding. Furthermore, Configuration Tools provide a way for a properly trained developers to easily modify and tailor the application to changing business and application requirements. These items significantly reduce costs compared to an application written from scratch for a custom project. P8 BPM is also tightly integrated with electronic forms or “eForms”. eForms go beyond merely capturing information, but become what is known as an “intelligent’ form. Database integration makes this possible by allowing the form interface to access data and even validate the manner in which information is gathered. eForms improve productivity, minimizes error and ensures proper security and compliance precautions. Allowing built-in digital signatures is another instance that demonstrates eForms ability to integrate successfully to create intelligent forms – that can substantially accelerate business processes. With eForms unique and easy to use ”drag and drop” features – organizations can create electronic forms that look and feel just like the paper originals – increasing their adoption and use. This integration between BPM and electronic forms enhances productivity, reduces costs and supports security and compliance initiatives.
  • Main Point: What we’ve found is that many companies are doing BPM projects but they aren’t necessarily calling them BPM. Looking at this list of projects, I’m sure you will find some if not all going on in your company and many of these line with the priorities from the CMP study. These are all BPM related projects. For e
  • UniGroup Inc. is a transportation provider that operates primarily under the brands of United Van Lines and Mayflower Transit. They are a $2.3 billion transportation company, and employee approximately 1200 full time staff on a year round basis. They move individuals, including individuals working for national accounts, throughout the world. Their focus is on business moves throughout the domestic United States. UniGroup moves approximately 250,000 households a year. In their special products divisions they move another 250,000 shipments annually of high value products. The business problem they needed to address was how to be an effective 'move' network manager - they have many different constituents that are involved in a moving process, and that requires them to be really flexible in the way they manage that network, including effective and concise communications. They use WebSphere Business Modeler Advanced. This gave them the ability to document and analyze the discrete components of a move process, who the various stake holders are, what types of information are being communicated, and what the critical move checkpoints are. And in developing this process model, they were able to evaluate the most cost and time effective communications means available (ie: Mobile, GPS, etc). With the emerging mobile technologies that are now available, they embarked on a methodology of developing a comprehensive business process model. And Business Modeler helped them identify and develop the roles and responsibilities of their constituents throughout a move process, including the best ways to communicate throughout the move lifecycle.
  • toms bpm madrid.ppt

    1. 1. Paul Brunet Director, SOA Marketing Business Process Management Enabled by SOA
    2. 2. CEO’s Cite Innovation as Top Priority for Business Source: IBM 2006 Global CEO Study <ul><li>Results of 765 CEO interviews worldwide: </li></ul><ul><li>Out Performers place 2X emphasis on Business Model innovation than under performers </li></ul><ul><ul><li>CEOs are under intense pressure to innovate </li></ul></ul><ul><ul><li>Corporate culture is critical to sustained innovation </li></ul></ul><ul><ul><li>Business model innovation is the new strategic differentiator </li></ul></ul>Business Model Innovation delivers the greatest returns
    3. 3. Which key business priorities will your IT organization implement or support in 2007? Note: Multiple responses allowed. Data: InformationWeek Research Outlook 2007 study of 300 business technology professionals
    4. 4. Inflexible and Outdated Processes Are the Root Cause of Many Corporate Disasters Major Airline strands passengers on runway for 10 hours – no food, overflowing toilets Market-leading cell-phone provider exits market after small fire Why? Inability to modify processes on the fly.
    5. 5. Business Process Management is a Discipline… BPM Solves: BPM governs organizational and operational activities Processes aren’t documented Bottlenecks prevent efficiency Limited visibility into performance Complex integration across multiple processes Process change is cumbersome KPIs not defined Expertise that Delivers BPM Software that Enables BPM BPM Includes: Rules Engine Policies Business Logic Workflow Models Integration Modeling Monitoring Forms Methodology Process Knowledge Metrics
    6. 6. Optimizing the business is the ultimate goal Value to shareholders and competitiveness Stakeholders Knowledge Efficiency IT agility Compliance & consistency Business insight BPM adoption maturity Transformation Workers, supervisors and managers CIO CFO CXO CEO lower higher higher lower Customers and partners <ul><ul><li>Entire contents © 2007  Forrester Research, Inc. All rights reserved. </li></ul></ul>Process modeling Process execution Process monitoring Process optimization SOA
    7. 7. BPM and SOA – Better Together Source: BPM and SOA, Better Together, Paolo Malinverno, Janelle B. Hill, Gartner, Feb 2007. “ Organizations that align their BPM and SOA initiatives in 2007 will double their likelihood of becoming an industry leader by 2011” “… SOA and BPM initiatives…are more successful and the benefits are compounded when they are united”
    8. 8. ….and here’s why <ul><li>SOA improves how you design, manage, and optimize your business </li></ul><ul><li>processes by enabling: </li></ul><ul><ul><li>Solution Building Efficiency </li></ul></ul><ul><ul><li>Reuse of existing assets </li></ul></ul><ul><ul><li>Flexibility in change </li></ul></ul>SOA at the core of BPM: Services (Application & Information) Operational Systems (Application & Information Assets) Business Processes Data Registry Application Application Content External
    9. 9. Customers can start BPM in different ways Business Process Management Process Automation Modeling & Simulation Content Centric Processing Rules and Pre-built Frameworks Business Activity Monitoring Design and simulate business processes Choreograph processes across applications and systems Manage processes where content is used as input for a decision or produced as the output Manage process rules and accelerate design and implementation time Track performance, gain insight, and take action Five Flexible Starting Points for BPM
    10. 10. Business Level Modeling and Simulation <ul><li>Model “what if” scenarios </li></ul><ul><li>Use simulation capabilities to: </li></ul><ul><ul><li>Assess risk mitigation </li></ul></ul><ul><ul><li>Make investment decisions </li></ul></ul><ul><ul><li>Calculate value of improvements </li></ul></ul>Iterative and continuous improvement <ul><li>Import Visio Models </li></ul><ul><li>Use ROI reports to compare and analyze Results </li></ul>WebSphere Business Modeler
    11. 11. <ul><li>Both Modeling tools support leveraging existing Visio documents </li></ul><ul><li>WebSphere Business Modeler can import Visio drawings </li></ul><ul><li>FileNet P8 Process Designer contains Visio BPMN palette </li></ul><ul><li>17 Industry-Specific Process Maps and Models based on IBM best practices and the Standards-Based Process Classification Framework </li></ul><ul><li>Helps clients kick-start process-optimization engagements. </li></ul>Modeling & Simulation IBM Process Models <ul><li>University of Southern California uses WebSphere Business Modeler in its Information Systems curriculum </li></ul>Modeling in the Classroom Support for Visio Documentation
    12. 12. Identify activities and areas for improvement <ul><li>Driving force behind BPM Adoption </li></ul><ul><ul><li>Synchronize SAP ERP system with various production plant software systems </li></ul></ul><ul><ul><li>Manual processes requiring data gathering, was time consuming and error prone </li></ul></ul>Product Lifecycle Management (Plant Operations) Supply Chain (Inventory Management) Modeled processes for visibility Aligned business and technology priorities Used adaptors to integrate custom apps with SAP Deployed improved processes on an SOA BPM Disguised as: Rapid Solution Deployment - 4 Months from Concept to Implementation Reduced potential human error with process-controlled automation
    13. 13. Business Activity Monitoring WebSphere Business Monitor Business Alerts Notification of situations that require response External Information Information affecting performance Scorecards Key Performance Indicators for business units Reports & Analyses Understanding trends by combining real-time performance and historical information Collaboration Work with teams to resolve situations
    14. 14. Business Activity Monitoring Expanded BAM <ul><li>Monitoring Third Party Systems </li></ul><ul><li>Providing adapters and support for pulling information from a variety of sources. </li></ul>Industry Dashboards <ul><li>Templates for industry verticals including key methodologies </li></ul><ul><li>Predefined, full configurable dashboard templates </li></ul>Human Task Mgmt. <ul><li>BPM Dashboards for human task monitoring and management </li></ul><ul><li>Monitor human tasks in process </li></ul><ul><li>BPM Dashboards will provide an optimized experience for those roles responsible for managing the people side of process. </li></ul>
    15. 15. NYS Dept of Taxation and Finance Solution: Leveraging SOA and BPM, NYS DTF is rapidly transforming their systems, data, people, and business processes to be more functional, flexible and responsive to citizens, users and legislation. Traditional mainframe batch processing is shifting to transactional. Manual processes are transforming to automated business processes. Real-time business activity monitoring is replacing daily printed run reports. Results: Rapid modernization of legacy batch systems to transactional. More channels to enhance voluntary compliance. Web services and XML linkage to IRS for corporate taxes. High component reuse, lowered costs. Reduced errors and business exceptions. Higher value business metrics. Implementation Details: WebSphere Business Modeler, Business Monitor, Process Server, Integration Developer, Application Server, Flat File Adapter, Commerce, DB2 V9 pureXML, DataStage, Workplace Forms, CICS Transaction Gateway, Rational Suite, Tivoli Composite Application Monitor. Business Challenge: N Y State Dept of Taxation and Finance (NYS DTF) processes 11 million personal and 2 million corporate returns annually using aging technology that can’t keep up with the demands of citizens and users. NYS DTF needs systems and tools that are flexible, permit faster change and reduce overall costs.
    16. 16. Process Choreography and Automation <ul><li>Runtime for end-to-end SOA-based process automation </li></ul><ul><ul><li>Flexible, reliable, scaleable, secure </li></ul></ul><ul><li>Integrated ESB for Range and Reach </li></ul><ul><ul><li>Seamless access to all available services </li></ul></ul><ul><li>Robust Human and System-centric BPM Capabilities: </li></ul><ul><ul><li>Human to Human; Human to System; System to System </li></ul></ul>BPM for the Mainframe Transform your business from this… … to this
    17. 17. Process Automation BPM for the Mainframe <ul><li>High powered process engine on a high powered platform </li></ul><ul><li>New business user client generation in WebSphere Integration Developer for processes deployed on z/OS </li></ul><ul><li>New Adapters for z/OS: e-mail, JDBC, FTP, Flat File, SAP </li></ul><ul><li>BPM and SOA governance on the Mainframe through WebSphere Service Registry and Repository </li></ul><ul><li>IBM Content Manager with Process Server added content-centric capabilities </li></ul>
    18. 18. Rules and Pre-built Frameworks Industry Content Packs <ul><li>Business Service Templates to accelerate deployments </li></ul><ul><li>Expanded industry coverage for Banking and Telecommunications </li></ul>Industry Frameworks <ul><li>Service-Oriented Business Solutions Frameworks </li></ul><ul><li>Based on Industry Standards </li></ul><ul><li>Combination of IBM and Business Partner Assets </li></ul>WebSphere Business Services Fabric <ul><li>National Language Support </li></ul><ul><li>Alignment with IBM SOA Foundation </li></ul><ul><li>Additional Standard Operation Environments </li></ul>
    19. 19. Solution : Service-oriented Business Solution enabled Straight-through-processing of personal property quotes and billing inquiries via web and Agency Management systems with self-service tools for Agents to deliver real-time quote functionality. Results: Personal Property Quote (PPQ) achieved a multi-fold increase in quote volumes. PPQ rolled out to 32 states in 7 months with a 52% reuse of business services between inquiry and quote. Implementation Details : WebSphere Business Services Fabric was implemented as the SOA solution platform during the initial Billing Inquiry project. <ul><li>Business Challenges: </li></ul><ul><li>Make it easy for Independent Agents to do business with FFIC in a highly competitive landscape </li></ul><ul><li>Improve Agent experience with ease of use and effective business processes to enhance brand loyalty </li></ul>
    20. 20. Content Centric Processing <ul><ul><li>Process </li></ul></ul><ul><ul><li>Dev Framework </li></ul></ul><ul><ul><li>Doc Routing </li></ul></ul><ul><ul><li>Workflow </li></ul></ul>Compliance Records Mgt. Email Mgt. Discovery Content Imaging/Capture Doc Mgmt Web Content Mgt.
    21. 21. WebSphere & FileNet Roadmap BPM Enhancements Q4 2006 3Q 2007 2008 <ul><li>Interoperability </li></ul><ul><li>WebSphere & FileNet Processes can invoke each other </li></ul><ul><li>Integration </li></ul><ul><li>Common Service Registry and Repository </li></ul><ul><li>Common Modeling, Monitoring Tool </li></ul><ul><li>Enhanced run-time integration </li></ul>Innovation Investment Protection
    22. 22. Summary of BPM Announcements <ul><li>Expanded BAM </li></ul><ul><li>New Industry Dashboards </li></ul><ul><li>WebSphere / FileNet BPM Roadmap </li></ul><ul><li>FileNet P8 4.0 </li></ul><ul><li>Expertise </li></ul><ul><li>Enhanced BPM Methodology </li></ul><ul><li>GBS Offering: “BPM Enabled by SOA” </li></ul><ul><li>Standards Based Process Models </li></ul><ul><li>Academic Initiative </li></ul><ul><li>BPM on Mainframe </li></ul><ul><li>Industry Content Packs, Industry Frameworks, </li></ul><ul><li>WebSphere Bus Services Fabric </li></ul>
    23. 23. IBM has a complete BPMS “ IBM is the first and so far the only infrastructure software supplier to offer a complete BPMS supporting the end-to-end lifecycle from analytical modeling to performance management and optimization – based entirely on service oriented architecture. ” Bruce Silver, Bruce Silver Associates – The 2006 BPMS Report
    24. 24. IBM Leads in BPM Enabled by SOA <ul><li>Technical Leadership </li></ul><ul><ul><li>Breadth of Offerings from Tooling to Runtime; From Dashboards to BAM; Modeling, Simulation, Choreography, Frameworks, and ECM </li></ul></ul><ul><ul><li>All supported by SOA </li></ul></ul><ul><li>Market Recognition: </li></ul><ul><ul><li>Leader in Gartner BPA MQ </li></ul></ul><ul><ul><li>Leader in Forrester Integration, Human, and Content centric BPM WAVES </li></ul></ul><ul><li>Vibrant Ecosystem </li></ul><ul><ul><li>300+ BPM Business Partners </li></ul></ul><ul><ul><li>4000+ pre-builts assets in the SOA Business Catalog </li></ul></ul><ul><li>Business Expertise: </li></ul><ul><ul><li>BPM Enabled by SOA Readiness Assessment </li></ul></ul><ul><ul><li>1000+ consultants trained in BPM Methodology and BPM Enabled by SOA Engagement </li></ul></ul><ul><ul><li>20 BPM Training and Education classes available </li></ul></ul>
    25. 25. © IBM Corporation 2007. All Rights Reserved. The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. The following are trademarks of the International Business Machines Corporation in the United States and/or other countries. For a complete list of IBM trademarks, see AIX, CICS, CICSPlex, DB2, DB2 Universal Database, i5/OS, IBM, the IBM logo, IMS, iSeries, Lotus, OMEGAMON, OS/390, Parallel Sysplex, pureXML, Rational, RCAF, Redbooks, Sametime, System i, System i5, System z , Tivoli, WebSphere, and z/OS. Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both. Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. Intel and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. UNIX is a registered trademark of The Open Group in the United States and other countries. Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both. Other company, product, or service names may be trademarks or service marks of others.
    26. 26. WebSphere Process Server 6.0.2 Component Architecture WebSphere Application Server ND (J2EE Runtime) Dynamic Service Selection Mediation Flows (ESB) Supporting Services Human Tasks Business State Machines Business Rules *1Q 2007 ..also on z/OS* SOA Core Service Component Architecture Business Objects Common Event Infrastructure Interface Maps Business Object Maps Relation-ships Business Processes Service Components
    27. 27. IBM Industry Frameworks accelerate your ability to leverage SOA The Blueprint IBM Industry Studies IBM and Partner Assets SOA Industry Framework Made up of SOA Industry Roadmap Architecture SOA Industry Foundation Domain Models Methods Tooling and Runtime
    28. 28. Content Centric Processing Enterprise Content Management (ECM) <ul><li>Seamlessly serve content within business processes </li></ul><ul><li>Activate your content </li></ul><ul><li>Declare, retain, and destroy records automatically </li></ul>Business Process Framework <ul><li>Rapidly deploy BPM applications </li></ul><ul><li>Tightly integrated with ECM and BPM </li></ul><ul><li>Configurable Web Based UI Designer </li></ul><ul><li>Complete eForms Integration </li></ul>eForms <ul><li>Point and click UI customization </li></ul><ul><li>Eliminate processing errors </li></ul><ul><li>Fill in eForms offline </li></ul><ul><li>Present information intuitively </li></ul>Content Centric Processing Content Centric Processing
    29. 29. BPM Projects are Disguised in Various Ways Marketing, sales, and services (Contact Center Optimization) Supply Chain (Inventory Management) Human Capital Management (Employee Self-Service) Product Lifecycle Management (Category Line Extension) Financial Management (SOX Compliance)
    30. 30. Unigroup Inc. Solution: Use business process modeling to document and analyze their critical business processes, yielding more effective communications, cost savings, and improved tracking of both their equipment and customer assets. Results: 70% reduction in communications cost for van operators. Realtime visibility into shipping resources and location information, and increased customer satisfaction given the ability of letting them know the exact status of their shipments in route. Implementation Details: WebSphere Business Modeler Business Challenge: Leverage emerging wireless communications technology to maximize the effectiveness of their Transportation Processes, leading to continuous cost and time optimization of their shipping resources.
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