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© 2010 IBM Corporation
IBM Software Group
Business Process Management 2010
Ing. Federico Senese
WebSphere Technical Specialist
IBM Southwest Europe
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
About me: Federico Senese
Joined IBM in 2000 after earning an University degree in Electronic Engineering
[2000 – 2005] - Worked as technical specialist supporting IBM software product Application and Integration middleware product
[2006 – present date] – Helping clients implement new business solutions based on best-practices for Business Process Management
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
Agenda
BPM 2010: trends and emerging patterns
BPM project experiences in Italy
IBM BPM product portfolio
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
CIOs confirm the dynamic business process priority
CIOs expect process improvement demand to increase
2009 InformationWeek Survey
Demand for IT to improve processes during the downturn0% 50% 100%
44% Rising; Business units need help to automate and improve business processes
16% Decreasing
40% Staying the same
Process improvement is the #1 business priority
2010 Gartner CIO Study
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Business Process Management @ © 2010 IBM Corporation
Improving Business Processes: #1 Priority for CIO in 2010 and for Four Years in a Row!!
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
Procurement
Technology Development
Human Resource Management
Firm Infrastructure
Inbound Logistics
MarketingOperations
SalesOutbound Logistics
Service
Primary Activities
Support Activities
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4 765
BPM: Why does it matter to Line of Business?
A
B
C
Source: Porter (1985) - Competitive Advantage: Creating and Sustaining Superior Performance.
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Business Process Management @ © 2010 IBM Corporation
BPM: Why does it matter to IT?
IT resources and Human Activities
Existing Applications and
PlatformsBackend Application
Custom Application
Human Activities
Web app
Business Services(Check balance, Check credit)
Enterprise Service BusServices to expose data
and functions
Business Process
Choreography
BPM Engine
Presentation UI engine
Employee Users
Manager Director
Busin
ess A
ctivity
Monito
ring
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
Business Process types: some examples
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Structured UnstructuredPeople Activities Information
Automated, Straight Through Processing
Coordinated,Scheduled
(Payments, Trade Settlement)
(Integrated Supply-Chain,Case Management)
ContentIntensive
(Paper processes, Account Origination, Claims)
Non-Deterministic,Event-Driven
Collaborative,Artful
(Fraud Detection,Merchandising)
(Contract Negotiation, Collateral Creation)
Compliance
(Automated Records & Process Management )
Low
High
High
Low
Process flexibility
Process automation
Predefined process structure (Flows)
Ad hoc collaboration (Tasks)Mix of human interaction with automation
Fully automated processExclusively human interaction based process
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
Emerging BPM Patterns
A way to group BPM capabilities and their associated value
Are not mutually exclusive
Do not represent the entire set of potential BPM solutions
BPM
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Business Process Management @ © 2010 IBM Corporation10
Process Automation helps streamline processes across existing assets and infrastructure
Automates manual tasks, IT systems, and information
Helps complement and extend current applications
Leverages reusable process components
IT Systems
Automated Process
InformationManual Tasks
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Business Process Management @ © 2010 IBM Corporation11
Real-time process visibility consolidated into customizable, role-based dashboards
Transform Insight Into Action to capitalize on opportunities and mitigate risks of chaos
Business leaders monitor Key Performance Indicators (KPIs) and receive alerts
PowerPoint
Excel
ARIS
Others…
Visio
Business-level process modeling rapidly converts business user expertise into execution
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Business Process Management @ © 2010 IBM Corporation
Adapt and Respond DynamicallyLeverage BPM for agility and deliver faster response to change
Events PoliciesRules
“Close the gap” between changes
and the time it takes to implement them
Heterogeneoussources
Modify ruleset configuration
Change in-flight processes
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
Agenda
BPM 2010: trends and emerging patterns
BPM project experiences in Italy
IBM BPM product portfolio
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
What we’re seeing• Small scale workflow projects, characterized
by limited process scope, short timeframe, and ‘fit for purpose’
Small-scale Large Scale
- <100 users- Dozens of human task templates- 100s of running instances
- 10,000+ users- 100+ human task templates- 100,000 running instances
• Large scale projects, characterized by a blend of human & integration-centric needs, 100+ human tasks, sophistacated HA & Disaster recovery, large user bases (10,000+ users)
All leveraging capability across the spectrum of needs
BPM projects and programs, large and small
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
Potential BPM projects: Prioritization matrix
BPM Pattern #1
End to EndProcess
Automation
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
BPM suites: To Be or Not to be? Gartner’s view
The Four Corners Framework uses two parameters to identify where the use of a BPMS is most appropriate. The two parameters are:
1. Frequency of process change
2. Responsibility for making changes to the underlying solution that supports the business process
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
BPM Project #1: Italian Public Administration agency
Objectives
– LOBs– Automate the acceptance and control of electronic invoice documents coming from
different sources (citizens, corporations, public administration offices) and dispatch towards target purchasing organization (public administration offices)
– IT– Exploit new middleware products to support new generation of applications based
on leading-edge BPM technologies– Re-use of exising services already available within IT infrastructure– Enable new applications to expose new services candidate for re-use
Business needs– Automation and tracking of electronic invoice
documents sent by different parties
– Cooperation between different LOBs during e-invoice processing
BPM Pattern #1
End to EndProcess
Automation
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
BPM Project #1: System Context
HUB
Agency System (Dematerialization)
Internal Public Administration
Systems
WEBApplications
Services
Acceptance
ExternalPublic
Administration
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
BPM Project #1: Components and requirements
Middleware software components– HUB , DEM and IPA systems
implemented using WebSphere Process Server and WebSphere ESB products
– Acceptance system, Services and Web applications are deployed on WebSphere Application Server
– Oracle DBMS
Main architectural reqs– Security
– Each subsystem has to use a different LDAP
– Secure communications between different layers (WAS, WPS, W-ESB)
– High Availability– Service have to be available 24x7
– Scalability– System have to be able to scale in its
components to support increasing and variable workload
– Message size >10Mb– HUB system will have the major
workload compared with the other systems
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Business Process Management @ © 2010 IBM Corporation
BPM Project #1: Main architectural decisions
WebSphere cells vs LDAP vs available hardware resources
Golden topology pattern to address high availability and scalability requirements and future business monitoring requirement
– Multi-cluster configuration to separate responsibilities
Usage of AIX Workload Partition (WPAR) vs Logical Partition (LPAR)– WPAR provides operating system virtualization; each machine has its own host
name, process list, and so on.
– LPAR selected due to extensive knowledge of such configuration compared to WPAR
32 vs 64 bit platform 64 bit to address memory requirements
Hybrid cell containing BPEL/Mediation and J2EE components– Simplification (one DM, one Admin Console, configuration of JMS communications)
Including low-end servers to deploy J2EE components
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
BPM Project #1: Conclusions
Objectives met / strong points– Demonstrate the capabilities of WebSphere BPM products to support new application
architecture.
– Leverage WID & WPS capabilities to integrate different back-end systems
– Visual development of complex integration application and business processes
Objectives not met / weak points / pain points– Perceived complexity around WPS deployment architecture
– Inherent complexity in managing large applications spanning across multiple modules
– Project-specific “best practices” discovered during the architectural review phase led to partial application re-design
Lessons learned– First BPM initiatives require a strong partnership among client’s IT department and
LOBs and vendor.
– Despite the product was mature for production use, WPS complexity can be overwhelming
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
Agenda
BPM 2010: trends and emerging patterns
BPM project experiences in Italy
IBM BPM product portfolio
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
Leverage “Fit-for-Purpose” capabilities that scale with
your needs
Foundational Offerings
Extended Value Offerings
IBM business process management suiteAn unmatched set of capabilities to drive business agility
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
IBM business process management suiteFoundational offerings
High-scale, high-integritydynamic process integration
& automation across the enterprise.
Rapid process implementation, with focus on project team
collaboration.
Content management, workflow & collaboration capabilities
between departments and across the enterprise.
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
2008
2010
IBM BPM Suite featuring Human, Integration, Document Centric BPM
SOA-enabled BPM
Extended Value Offerings orderable separately
IBM BPM Product Portfolio and Roadmap
WebSphere ILOG JRulesBPM Blueworks
2009
WebSphere Dynamic Process Edition
Filenet P8 BPM
Business Rules and Role-Based BPM Empowering Business Users
BPM Community Collaboration to Align LOB and IT
BPM in the Cloud introduction
WebSphere Lombardi EditionBPM Blueprint
IBM Case Manager
Rapid BPM Solution Implementation
Enhanced BPM in the Cloud
Advanced Case Management (ACM) Introduction
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IBM Software Group
Business Process Management @ © 2010 IBM Corporation
ITRequirements
BusinessRequirements
WebSphere BPM and Lombardi Edition: comparison
WebSphere BPM
WebSphere Lombardi Edition
Integration
Scalability / System
throughput
Business Involved Change
Human Interaction
Development Skill
Transactional Integrity
Rapid Implementation / Change Cycle
Business Process Breadth
OS Platform Coverage
Ad-hoc Tasks
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Business Process Management @ © 2010 IBM Corporation
Open discussion
