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Business Process Modeling Business Process Modeling Document Transcript

  • TECH CHOICES September 29, 2006 The Forrester Wave™: Business Process Modeling Tools, Q3 2006 by Henry Peyret and Colin Teubner Helping Business Thrive On Technology Change
  • TECH CHOICES Includes a Forrester Wave™ September 29, 2006 The Forrester Wave™: Business Process Modeling Tools, Q3 2006 IDS Scheer Clearly Leads, With Proforma And MEGA Close Behind by Henry Peyret and Colin Teubner with Connie Moore, Eric Kim, and Lucy Fossner EXECUT I V E S U M MA RY Forrester evaluated leading business process modeling tool products based on 121 criteria and found that IDS Scheer clearly leads the market — thanks to good functional coverage, templates, and Web- based architecture. Proforma, another Leader, has better functional coverage but falls behind on strategy and market presence compared with IDS Scheer. MEGA also leads with a homogeneous offering that has no major shortcomings. Casewise, EMC, IBM, iGrafx, and Telelogic are all Strong Performers. iGrafx provides a good, well-integrated product but lacks strategic vision and market positioning relative to the other products. EMC just acquired ProActivity and will need to enhance templates and life-cycle management to better fit EMC’s Documentum product. IBM’s product suffers from poor architecture, lack of templates, no process-specific repository, and overlap with IBM’s Rational modeling tools. Telelogic is still integrating Popkin System Architect (acquired last year), and must improve life- cycle management. Casewise is kept out of the Leaders by product strategy. TABLE O F CO N T E N TS N OT E S & R E S O U R C E S 2 Modeling: Not Just Drawing Flowcharts Forrester conducted product evaluations in Q1 and Q2 2006 and interviewed 16 vendor 5 Business Process Modeling Tools Evaluation and user companies including Casewise, EMC, Overview IBM, IDS Scheer, iGrafx, MEGA, Proforma, and 7 All Vendors Are Mature Telelogic. 9 Vendor Profiles 11 Supplemental Material Related Research Documents “The Forrester Wave™: Human-Centric Business Process Management Suites, Q1 2006 February 24, 2006, Tech Choices “Demand For Business Process Management Suites Will Accelerate Through 2009” January 26, 2006, Market Overview “IT Trends 2006: BP And Enterprise Architecture Modeling Tools” November 9, 2005, Trends “IDS Scheer Advances Business Process Modeling Democratization” September 20, 2005, Quick Take © 2006, Forrester Research, Inc. All rights reserved. Forrester, Forrester Wave, Forrester’s Ultimate Consumer Panel, WholeView 2, Technographics, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. Forrester clients may make one attributed copy or slide of each figure contained herein. Additional reproduction is strictly prohibited. For additional reproduction rights and usage information, go to www.forrester.com. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. To purchase reprints of this document, please email resourcecenter@forrester.com.
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 2 TARGET AUDIENCE Application development professional, business process professional, enterprise architect professional MODELING: NOT JUST DRAWING FLOWCHARTS The current enterprise focus on business processes — whether for productivity, quality improvement, or regulatory compliance — tends to develop a process culture even in business users’ eyes. And the first thing business users want to see is a graphical representation of their business process or processes. Where a piece of paper or a whiteboard is enough to represent simple processes, these traditional tools have been replaced by computer drawing tools with dedicated shapes to ease the standardization, storage, and sharing of diagrams. At the forefront of these process drawing tools is undoubtedly Microsoft’s Visio, but after an initial uptick in Visio adoption, many customers turn to more powerful products. Why? Because of the complexity of end-to-end processes: 1) capturing knowledge of several processes from different experts (requiring versioning or even parallel interpretations); 2) sharing and/or publishing business processes while still restricting access (for confidentiality reasons, for example); and 3) decreasing risk and optimizing processes by simulating the results after change. These requirements and others have forced business analysts to adopt more powerful products than simple drawing tools. Standalone Modeling Tools Versus Modeling In A Business Process Management Suite Business analysts and business architects are now turning toward dedicated business process modeling tools, which add additional dimensions to the simple process models — information like constraints on both human and physical resources or service-level agreements on, for example, the time to complete one cycle of the process. In other cases, business analysts use a business process management suite (BPMS) platform to model, simulate (when available), execute, measure, and complete the roundtrip within a single platform — often a more efficient approach. But several reasons exist for enterprises to adopt BP modeling capabilities independently from execution platforms: · BP modeling tools provide more flexibility for business users. Not all processes are automated or supported by IT. In manufacturing, for example, plants are automated by machines or a robotic line. For some other industries, processes remain mainly manual and poorly tracked by IT. But more importantly, large firms often have several process platforms — such as a human-centric BPMS and integration-centric BPMS (Forrester predicts these two technologies will converge but have not yet done so at this time), and packaged applications, from which business processes are finally surfacing.1 Most of these process platforms include some modeling capabilities, but these are mainly linked to their execution environments, not © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 3 allowing business users to model independently of the implementation or independently of the execution platform’s constraints. · BP modeling supports enhanced analysis capabilities. Usually BP execution platforms come with their own methodology for process modeling that’s oriented to the dimension they’re good at — productivity. But some processes are automated more for quality, or for minimizing risk, while maintaining a sustainable level of productivity. In these cases, dedicated process modeling tools are more adaptable to the quality, risks, or productivity metrics and methodologies required to solve the specific business problem at hand. The leaders — IDS Scheer, Proforma, and MEGA — support additional capture and modeling techniques, and also best-of-breed simulation capabilities. · BP modeling eases the publishing and sharing of the processes already in place. Due to compliance regulations, existing process knowledge must be more broadly shared among employees; current process practices must be published to employees, accounting auditors, and regulatory auditors alike. But most BPM execution platforms do not let users manage several versions of a process or publish the graphical model to the Web. Additionally, the best of the BP modeling tools allow administrators to hide individual, confidential parts of a process depending on login rights. Several Types Of Vendors Provide BP Modeling Capabilities In 2001, more than 350 vendors provided some level of process modeling capabilities, whether standalone or as part of a broader offering.2 Even aside from consolidation in the modeling tools market, the number of vendors has not significantly decreased. Some vendors have disappeared or been acquired, but business process modeling as a feature has also commoditized and joined additional product categories like BPM suites, enterprise applications, and document workflow as a must-have, if only in its most simple form. So why do so many process modeling products remain? The main reason is that modeling often has different objectives, from productivity improvement to quality improvement, risk assessment, bottleneck determination, and generating applications within development environments. Even for a single objective, there are different modeling techniques or methodologies, and the various tools are adapted to these different approaches. As a result, the business process modeling market remains crowded and scattered across several categories of products with different histories: · Process modeling products. These products started out specifically focused on modeling business processes, although some of the vendors with process modeling products — like Business Genetics, IBM, IDS Scheer, and Interfacing Technologies — have moved from supporting one modeling technique to full coverage. © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 4 · Enterprise architecture modeling products. This product category refers to business process modeling tools that have enhanced process analysis capabilities. Exemplary vendors in this category are Casewise, IDS Scheer, MEGA, Proforma, and Telelogic. · Drawing tools. Vendors that started out in the drawing tools market have added analysis and publishing capabilities to provide what is now considered process modeling. Vendors providing these products include iGrafx and SmartDraw. · BPMS business-focused modeling capabilities. These vendors added modeling features, usually homegrown, to support the creation of processes meant to be executed on their BPM suite. Vendors providing these types of products include BEA, Fujitsu, Global 360, IBM, Lombardi Software, Pegasystems, Savvion, and TIBCO Software.3 · Development tools. These products include modeling to help IT generate better-aligned applications. Vendor and product examples are Cecima Win’Design, CA AllFusion, IBM Rational, MagicDraw, Select, SILVERRUN, Sparx Systems, Sybase PowerDesigner, and Visual-Paradigm. · Business activity monitoring tools. The vendors in this space added modeling so products could capture metrics against objectives: BOC Adonis, Meta Software, Nimbus Control-ES, QPR Software, and Qualigram. · Packaged applications. Some of the leading enterprise application vendors now distinguish business processes from the business application. Examples of vendors that now offer business process modeling tools with their applications include Siebel (acquired by Oracle), which licenses iGrafx; JD Edwards, which licenses Proforma; and Oracle, which recently signed a partnership agreement with IDS Scheer. BP Modeling Will Become Key To Capturing Metadata For Digital Business Architecture What is the future for BP modeling tools? Metadata management is becoming key for SOA governance and the Digital Business Architecture (DBA). But this metadata must be shared or exchanged between planning, development, and deployment environments. So process modeling tools — particularly for buyers who already own an extensible repository — will participate in the shared metadata repository infrastructure required by the DBA.4 The BP modeling products best- suited for life-cycle management — supported by a repository with features such as data model exchange, version management, model collaboration features, and impact analysis on imported changes — are well-prepared to take the next step of supporting the DBA. © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 5 BUSINESS PROCESS MODELING TOOLS EVALUATION OVERVIEW To assess the state of the business process modeling tools market and see how the vendors stack up, Forrester evaluated the strengths and weaknesses of top business process modeling tools vendors. Simulation And Life-Cycle Management Differentiate BP Modeling From Drawing Tools After examining past research, user need assessments, and vendor and expert interviews, Forrester developed a comprehensive set of evaluation criteria (see Figure 1). Forrester evaluated vendors against approximately 120 criteria, which were grouped into three high-level buckets: · Current offering. This section evaluated the vendor’s features and functions for design, simulation, life-cycle management, templates, and product architecture. · Strategy. This section was evaluated based on the vendors’ product strategy and vision; the scope and strength of any strategic alliances among systems integrators, application partners, and resellers; overall corporate strategy; and solution cost. · Market presence. To evaluate each vendor’s market presence, Forrester looked at its installed base, number of new customers, the scope and size of its sales and implementation organizations, and its financial viability. Evaluated Vendors Focus On Analysis Usability Today And Life-Cycle Criteria For The Future Forrester included eight vendors in the assessment: Casewise, EMC, IBM, IDS Scheer, iGrafx, MEGA, Proforma, and Telelogic. Each of these vendors were evaluated based on: · Ease of analysis criteria — key for business user adoption. To clearly differentiate standalone business process modeling tools from BPMS and application package execution platforms’ embedded modeling capabilities, the criteria that aid business user adoption — like templates, modeling wizards, and simulation power — are emphasized in this evaluation category. · Extended life-cycle management— key for metadata change and control. Publishing capabilities are important differentiators from BPM suites, but all vendors evaluated in this Forrester Wave provide this functionality. But the extended life-cycle management criteria, including repository and collaborative development features, were also evaluated as important key criteria as BP modeling becomes an integral part of SOA governance. © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 6 Figure 1 Evaluation Criteria CURRENT OFFERING Design How sophisticated is the product’s development environment for designing processes? Simulation What features does the product provide for simulating process designs? Life-cycle management What features does the product provide for life-cycle management? Templates How extensive is the product’s set of prebuilt process models for general and industry-specific business processes? Product architecture How robust is the product’s runtime integration environment in terms of high performance, reliability, and scalability? What measures have been taken to localize the product for multiple regions? STRATEGY Product strategy How strong is the vendor’s product strategy? Corporate strategy How strong is the vendor’s corporate strategy? Product cost What is the cost of this product? MARKET PRESENCE Installed base How large is the vendor’s installed base of customers for this product and for all products? Revenue What is the vendor’s revenue over the past four quarters? License versus service What is the percentage split between license versus service revenue? Revenue growth What is the vendor’s year-over-year revenue growth over the past four quarters? Systems integrators How many integrator partners have completed three or more deployments of any version of this product in the past 18 months? Services How strong are the vendor’s implementation and training services? Employees How many engineers does the vendor have dedicated to this product? How big is the vendor’s sales presence? Technology partners How strongly do technology partners support this product? Source: Forrester Research, Inc. © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 7 ALL VENDORS ARE MATURE The evaluation uncovered a market in which (see Figure 2): · IDS Scheer — no longer the sole leader — is now challenged by Proforma and MEGA. IDS Scheer was long seen as the undisputed leader in business process modeling. But Proforma has an even better score for its current offering; and with MEGA and iGrafx not far behind, IDS Scheer now has serious challengers. These vendors offer products that the business users or analysts will likely want. · iGrafx, EMC (ProActivity), IBM, Telelogic, and Casewise offer competitive options. Within this midtier group of Strong Performers, there is no real laggard. All provide respectable design capabilities and broad functionality; either strategy, templates, or life-cycle management features kept them out of the Leaders category. · Proforma, iGrafx, and MEGA (in that order) are best prepared for SOA governance. Products from these vendors provide a strong repository infrastructure, offer extensive import/export functions, and some early collaborative development features. Proforma is best positioned to move into SOA governance; iGrafx follows but currently lacks BPEL import; and MEGA is recognized for its extensive — though complex — metamodel. IDS Scheer is the vendor best prepared for the move to SOA in terms of partnerships (like Oracle, SAP, and WebMethods), but that does not fully compensate for its relatively poor repository versioning features. · Template selections show wide variation, but that alone should not dictate your choice. Despite good industry template coverage, IBM has the poorest overall complement of templates, with relatively few horizontal processes and process frameworks supported — and no direct support for any process methodologies like IDEF. Proforma has the broadest coverage of industries, horizontal business processes, methodologies, and frameworks. But most important for enterprises is not the overall coverage but whether the frameworks and vertical process templates included in the modeling tool align with the processes you plan to improve. · Simulation criteria differentiate BP modeling environments. This functionality is the most important difference between business process analysis and drawing tools. But in many companies and government agencies, simulation is still a feature rarely used. for two main reasons: 1) It’s often seen as complex by business analysts, 2) it requires not only specialized skills but also a collection of additional process information to ensure accurate simulation results. Still, simulation is an important capability because usage will increase as the current trend toward process analysis ramps up. This evaluation of the business process modeling tools market is intended to be a starting point only. Readers are encouraged to view detailed product evaluations and adapt the criteria weightings to fit their individual needs through the Forrester Wave Excel-based vendor comparison tool. © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 8 Figure 2 Forrester Wave™: Business Process Modeling Tools, Q3 ’06 Risky Strong Bets Contenders Performers Leaders Strong Proforma Go online to download IDS Scheer MEGA the Forrester Wave tool iGrafx for more detailed product evaluations, feature Telelogic EMC comparisons, and Casewise customizable rankings. IBM Current offering Market presence Full vendor participation Weak Weak Strategy Strong Source: Forrester Research, Inc. © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 9 Figure 2 Forrester Wave™: Business Process Modeling Tools, Q3 ’06 (Cont.) IDS Scheer Weighting Forrester’s Proforma Casewise Telelogic MEGA iGrafx EMC IBM CURRENT OFFERING 3.10 3.38 3.01 4.19 3.84 3.97 4.47 3.20 Design 30% 2.37 3.88 3.16 4.84 4.28 4.41 4.37 3.93 Simulation 20% 4.00 3.75 3.95 3.75 4.55 4.40 4.25 2.70 Life-cycle management 20% 3.33 3.08 3.48 3.54 4.22 3.93 4.60 2.65 Templates 20% 3.20 2.60 1.60 4.40 2.20 3.40 5.00 3.00 Product architecture 10% 2.80 3.30 2.60 4.00 3.65 3.00 3.90 3.50 STRATEGY 2.38 3.05 3.31 4.66 3.01 3.56 3.47 2.80 Product strategy 45% 2.40 2.30 2.40 5.00 2.30 3.70 3.60 3.10 Corporate strategy 40% 2.50 3.60 4.60 4.45 3.05 3.45 3.35 3.20 Product cost 15% 2.00 3.80 2.60 4.20 5.00 3.40 3.40 0.80 MARKET PRESENCE 2.78 2.55 2.96 4.30 3.84 3.44 3.91 3.69 Installed base 40% 2.55 1.65 1.80 5.00 4.55 3.40 4.65 4.10 Revenue 5% 2.00 5.00 5.00 5.00 1.00 2.00 1.00 3.00 License versus service 5% 5.00 4.00 2.00 1.00 5.00 2.00 4.00 5.00 Revenue growth 10% 3.00 3.00 3.00 3.00 5.00 5.00 5.00 5.00 Systems integrators 10% 5.00 3.00 5.00 3.00 1.00 3.00 5.00 3.00 Services 10% 2.00 2.40 4.00 4.00 3.40 4.00 2.40 3.20 Employees 10% 1.60 3.00 4.40 5.00 2.80 3.80 1.60 2.80 Technology partners 10% 2.50 3.00 2.50 5.00 5.00 3.00 4.00 2.50 All scores are based on a scale of 0 �wea�� to 5 �strong�. Source: Forrester Research, Inc. VENDOR PROFILES Leaders: IDS Scheer, Proforma, and MEGA · IDS Scheer’s strong partnership with SAP, and more recently, Oracle, together with comprehensive business process analysis (design and simulation) functionality and an impressive blue-chip installed base, make its business process modeling offering an ideal solution for industrial-sized companies wanting deep experience in integration with current business solutions.5 · Proforma offers a functionally rich leading business process modeling tool for enterprise deployments. Coupled with strong template, model, and graphical functionality, ProVision is a blessing for business users wanting an easy to use but truly comprehensive package that can lead companies to true SOA governance. Proforma is one of the enterprise architecture environments that enhanced its process analysis capabilities (BP design and simulation) and is now able to compete with specialist BP modeling tools. Proforma must now expand its geographical sales presence to compete against IDS Scheer and MEGA.6 © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 10 · MEGA offers a comprehensive module-based business process modeling (BP modeling) tool set, enhanced by strong simulation functionality and usability. A well-staffed consulting arm makes the company’s offering ideal for enterprises not wanting to be left high and dry without comprehensive training, backup, and support.7 Strong Performers: iGrafx, EMC, IBM, Telelogic, And Casewise · iGrafx’s strong simulation and life-cycle management capabilities and dedicated versions for quality improvement provide good functionality that fits particularly well for manufacturing companies. Its large indirect sales approach (which reaches beyond the common reseller channels all the way to Amazon.com) will benefit customers looking for the best performance/ price ratio. iGrafx’s low entry point and modularity — the central repository server is not mandatory — allow a progressive adoption for enterprises wanting to start small with a limited project.8 · EMC has diversified in the software space over the past several years by acquiring, among many others, Documentum in 2003 and ProActivity in June 2006. Before its acquisition, ProActivity was a small and private, but rapidly growing, business process modeling company. Now that the company has been acquired, the product will join EMC/Documentum’s BPMS product line. ProActivity’s main downside is weak life-cycle management features. Market presence had been a major issue due to ProActivity’s very small size, but no doubt the product will now benefit from EMC’s worldwide presence. Potential buyers should pay attention to EMC’s product road map for BPMS and monitor investments and development as the company pursues its goal of integrating ProActivity with EMC’s existing BPMS execution engine, while ensuring that it remains independent — and is not sold exclusively to the Documentum installed base.9 · IBM is a Strong Performer in the business process modeling tools space, based on the strength of its modeling product, acquired when IBM bought Holosofx in 2002. These tools have been rolled into IBM’s WebSphere product line as WebSphere Business Modeler, part of the company’s business process management suite (BPMS). Business Modeler is now focused directly on providing models eventually executed within IBM’s BPMS environment, though it is available for use as a standalone environment. Despite its execution focus, the product has strong simulation features, and WebSphere Publishing Server provides good features for users to collaborate on the process models.10 · Telelogic acquired Popkin Software to become a cornerstone of software development governance tools — with products such as Doors, FocalPoint, Synergi, and TAU. The product represents an impressive potential for the future, but its full potential has not yet been demonstrated in reality. Telelogic has not made all the investments to turn enterprise architecture modeling into BP modeling except to OEM and integrate a simulation product from Lanner. 11 © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 11 · Casewise is a Strong Performer in the BP modeling tools Forrester Wave, shining particularly with life-cycle management capabilities and support for multiple templates. But the lack of design usability and an old product architecture prevent Casewise from competing with the Leaders. Its flexibility in metadata management makes Casewise a good candidate for enterprises in changing environments (for example, fresh from a merger and acquisition) that want to start a business process initiative. For the same reason, Casewise could also be good candidate to support SOA, but the vendor has not yet established a clear strategy toward SOA.12 SUPPLEMENTAL MATERIAL Online Resource The online version of Figure 3 is an Excel-based vendor comparison tool that provides detailed product evaluations and customizable rankings. Data Sources Used In This Forrester Wave Forrester used a combination of two data sources to assess the strengths and weaknesses of each solution: · Vendor surveys. Forrester surveyed vendors on their capabilities as they relate to the evaluation criteria. Once we analyzed the completed vendor surveys, we conducted vendor calls where necessary to gather details of vendor qualifications. · Customer reference calls. To validate product and vendor qualifications, Forrester also conducted reference calls with at least one of each vendor’s current customers. The Forrester Wave Methodology We conduct primary research to develop a list of vendors that meet our criteria to be evaluated in this market. From that initial pool of vendors, we then narrow our final list. We choose these vendors based on: 1) product fit; 2) customer success; and 3) Forrester client demand. We eliminate vendors that have limited customer references and products that don’t fit the scope of our evaluation. After examining past research, user need assessments, and vendor and expert interviews, we develop the initial evaluation criteria. To evaluate the vendors and their products against our set of criteria, we gather details of product qualifications through a combination of lab evaluations, questionnaires, demos, and/or discussions with client references. We send evaluations to the vendors for their review, and we adjust the evaluations to provide the most accurate view of vendor offerings and strategies. We set default weightings to reflect our analysis of the needs of large user companies — and/or other scenarios as outlined in the Forrester Wave document — and then score the vendors based on a © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 12 clearly defined scale. These default weightings are intended only as a starting point, and readers are encouraged to adapt the weightings to fit their individual needs through the Excel-based tool. The final scores generate the graphical depiction of the market based on current offering, strategy, and market presence. Forrester intends to update vendor evaluations regularly as product capabilities and vendor strategies evolve. ENDNOTES Since processes span a wide range of requirements, it’s no surprise that BPMS products provide varying 1 degrees of support for human interactions, system and application integration, document processing, and complex decision-making. Although products increasingly overlap, until human and integration-centric products converge, enterprises may need more than one BPMS to address all types of business processes. See the January 26, 2006, Market Overview “Demand For Business Process Management Suites Will Accelerate Through 2009.” See the overview of business process modeling tools published in 1999 and last reviewed in 2001 by Bart- 2 Jan Hommes. Source: Delft University of Technology (http://www.isa.its.tudelft.nl/~hommes/toolabc.html). Business process management suite vendors have modeling capabilities included that are generally oriented 3 toward creating models executable on their automation engines. See the February 24, 2006, Tech Choices “The Forrester Wave™: Human-Centric Business Process Management Suites, Q1 2006.” Building a Digital Business Architecture means capturing business processes and policies as metadata and 4 combining diverse trends like business process management (BPM), service-oriented architecture (SOA), unified communications, and utility computing into a coherent model. And it’s not a pipe dream: You can get started today by using joint business/IT teams to simultaneously design business processes and the IT solutions that embody those processes and connect them to the physical world. See the November 7, 2005, Forrester Big Idea “Digital Business Architecture: IT Foundation For Business Flexibility.” View the vendor summary for more detailed analysis on how IDS Scheer fared in this evaluation. See the 5 September 29, 2006, Tech Choices “IDS Scheer Leads BPM Tool Vendors With An Added Boost From Partners.” View the vendor summary for more detailed analysis on how Proforma fared in this evaluation. See the 6 September 29, 2006, Tech Choices “Proforma Leads BP Modeling On Features But Must Develop Sales To Compete Effectively.” View the vendor summary for more detailed analysis on how MEGA fared in this evaluation. See the 7 September 29, 2006, Tech Choices “MEGA’s Solid BP Modeling Suite Is Boosted By Strong Service Support.” View the vendor summary for more detailed analysis on how iGrafx fared in this evaluation. See the 8 September 29, 2006,Tech Choices “iGrafx: The Business Process Modeling Tool For Manufacturing Companies.” © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
  • Tech Choices | The Forrester Wave™: Business Process Modeling Tools, Q3 2006 13 View the vendor summary for more detailed analysis on how EMC fared in this evaluation. See the 9 September 29, 2006, Tech Choices “EMC Buys ProActivity And Becomes A Strong Performer In Business Process Modeling.” View the vendor summary for more detailed analysis on how IBM fared in this evaluation. See the 10 September 29, 2006, Tech Choices “IBM Is A Strong Performer With Its Execution-Oriented Process Modeling Tool.” View the vendor summary for more detailed analysis on how Telelogic fared in this evaluation. See the 11 September 29, 2006, Tech Choices “Telelogic: A Strong Performer When Modeling Business Processes For Development.” View the vendor summary for more detailed analysis on how Casewise fared in this evaluation. See the 12 September 29, 2006, Tech Choices “Casewise Turns BP Modeling Into Flexible Metadata Management.” © 2006, Forrester Research, Inc. Reproduction Prohibited September 29, 2006
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