Business Process Management: Building End-to-end Process Solutions for the Agile Business

Most technology systems continue to be viewed by the business community as inhibitors of progress, rather than as innovative solutions capable of delivering agile operations, Business Process Management is being actively positioned as the exception to this rule.

Business professionals continue to struggle with business and technology alignment issues, and are actively searching for business-enhancing technology solutions that are fit-for-purpose and come without the need to undertake major time-constraining redevelopments whenever operational changes occur. BPM, in its various forms, has been available since before the millennium, and in Butler Group’s opinion today’s leading solutions comprise of a mature set of tools, products, and services that are fit for mainstream business use.

Report Highlights
KEY FINDINGS
• Business Process Management (BPM), as a product in its own right, has emerged from the competitive influences of the diverse workflow, integration, and re-engineering camps to deliver solutions that allow the intellect of business users to be a key driver of success.
• During the last two years solutions that operate under the BPM banner have become more functionally inclusive.
• When used to its best advantage, high-calibre BPM provides a systematic approach to improving business and operational processes.
• Cost-saving benefits may provide an initial attraction, but it is product quality and persistent usage that will drive the ongoing benefits of BPM.
• There remains a requirement to address the functional divide between what the BPM software vendors are delivering and what business services users really need from core BPM products.
• A Business Rules Management System (BRMS) approach to development will reduce the inefficiencies that exist within current development methodologies.
• The emergence of rules as a subset of BPM is an indication of the growing maturity of the market.
• Possibly the most important aspect of a rules repository, certainly in respect of the stated promise of BPM, Service Oriented Architecture (SOA), and BRMS, is the ability for the developer to re-use rules within multiple process deployments.
• Butler Group positions SOA and its associated integration services as having a crucial role to play in the BPM service delivery picture.
• Business Activity Monitoring (BAM) promises to keep processes running smoothly, but information overload could end up being counter-productive.
• BPM continues to struggle with standards and their agreed usage. Fundamentally if the sector cannot reach a consensus on the use of headline standards such as Business Process Execution Language (BPEL) and Business Process Modelling Notation (BPMN), there is little chance of it progressing further down the scale.
[Studien Infos ausblenden]

Contents – December 2007Section 1: Management Summary 9
1.1 Management Summary 11
Section 2: Introduction and Business Perspective 19
2.1 Report Introduction and Objectives 21
2.2 The Not-so-brief History of Business Process Management 22
2.3 The Emergence of a Business Process Management Intellect 27
2.4 Why Choose Business Process Management? 31
2.5 Identifying the True Value-to-business Proposition 34
2.6 Usage Scenarios – BPM in Business Use 38
Section 3: Technology, Strategy, and Services 45
3.1 Business Process Management – The Infrastructure Stack 47
3.2 The Core Components of an Enterprise Business Process Management System 50
3.3 Business Process Management Languages and Standards 55
3.4 Business Rules Management 60
3.5 Service Oriented Architecture and Systems Integration 64
3.6 The Importance of Business Activity Monitoring 67
3.7 Aligning BPM to a SOA Culture 71
Section 4: Architectures and Models 75
4.1 The Key Components of an Enterprise BPM Strategy 77
4.2 Extending BPM Across the Enterprise 79
4.3 The Butler Group Roadmap for BPM 82
Section 5: Market Perspective and Vendor Comparisons 85
5.1 Market Analysis 87
5.2 Market Drivers 90
5.3 Future Perspective 92
5.4 Product Comparisons and Vendor Strategies 95
Section 6: Tables 101
6.1 Butler Group Business Process Management Features Matrix 103
6.2 Butler Group Business Process Management Product Capability Diagrams 148
6.3 Butler Group Business Process Management Market Lifecycle Ratings 155
Section 7: Technology Audits 159
BEA Systems – AquaLogic BPM v6 161
Cordys – Cordys 4.2 169
Graham Technology – ciboodle v2.6 177
IBM – IBM BPM Portfolio 187
Lombardi Software – Teamworks Enterprise BPM Suite 197
Metastorm – Metastorm BPM v7 209
Microsoft – Microsoft Business Process Management Platform 217
Oracle – Oracle BPM 227
Pegasystems – PegaRULES Process Commander 237
SAP – NetWeaver BPM 247
Software AG – webMethods BPMS v7.1 257
TIBCO Software – TIBCO iProcess Suite 267
Ultimus – Ultimus Adaptive BPM Suite v8 277
Section 8: Vendor and Product Profiles 285
Adobe Systems Incorporated 287
Appian 288
Axway 289
BISIL 290
Casewise 292
Chordiant Software 293
Corticon Technologies 294
Fair Isaac Corporation 296
Fujitsu Software Corporation 297
Global 360 298
IDS Scheer 300
ILOG 302
Intalio 303
InterSystems Corporation 304
iWay Software 305
JBoss 307
Microgen plc 308
Plexus 309
Progress Software Corporation 310
Savvion, Inc. 311
Sun Microsystems 312
Section 9: Glossary 315
[Inhaltsverzeichnis ausblenden]