IBM Business Process Manager 18. Mai 2011

2. Agenda Implementing BPM Solutions with IBM Business Process Manager High Level Technical Overview the key capabilities Value Proposition Business Perspective IT View

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4. Reduce rework by eliminating hidden work [No build] In order to make this improvement, we have to move past the silo�d applications and reporting that�s been created so far. When computing was young, we built process oriented applications� we automated routine processes and generally speaking our processes were embodied in the systems. But over the past 30 years we�ve added and added to our legacy infrastructure. Because of new products we built new systems. As we entered new lines of business, or bought other companies, or moved to newer architectures, but left some old applications for deprecated products in place. The very systems that allowed us to scale to where we are today are now inhibiting further growth. The technology of BPM, then, is middleware that is specifically designed to not only ease execution across these disparate systems, but more importantly it allows us to �reassemble� our process oriented view of ourselves so that we can, once again, measure common processes across the enterprise, from end to end, with common metrics - even though the tactical execution of a given process may vary slightly. These variations may occur at any given point in time because of local polivcies and regulations (in the case of multi-national organizations) or maybe because the underlying systems that support a given product may be separate. The execution benefit of this approach is that dealing with exceptions - a real problem with most legacy applications still in use - can be centralized on a single platform. (anecdote: Proctor and Gamble is one of the biggest SAP user in the world, and it estimates about 30% of its transactions are handled by SAP� so even in �homogenous� environments, the problem of end-to-end visibility and exception handling is huge).[No build] In order to make this improvement, we have to move past the silo�d applications and reporting that�s been created so far. When computing was young, we built process oriented applications� we automated routine processes and generally speaking our processes were embodied in the systems. But over the past 30 years we�ve added and added to our legacy infrastructure. Because of new products we built new systems. As we entered new lines of business, or bought other companies, or moved to newer architectures, but left some old applications for deprecated products in place. The very systems that allowed us to scale to where we are today are now inhibiting further growth. The technology of BPM, then, is middleware that is specifically designed to not only ease execution across these disparate systems, but more importantly it allows us to �reassemble� our process oriented view of ourselves so that we can, once again, measure common processes across the enterprise, from end to end, with common metrics - even though the tactical execution of a given process may vary slightly. These variations may occur at any given point in time because of local polivcies and regulations (in the case of multi-national organizations) or maybe because the underlying systems that support a given product may be separate. The execution benefit of this approach is that dealing with exceptions - a real problem with most legacy applications still in use - can be centralized on a single platform. (anecdote: Proctor and Gamble is one of the biggest SAP user in the world, and it estimates about 30% of its transactions are handled by SAP� so even in �homogenous� environments, the problem of end-to-end visibility and exception handling is huge).

5. Reduce rework by eliminating hidden work [No build] In order to make this improvement, we have to move past the silo�d applications and reporting that�s been created so far. When computing was young, we built process oriented applications� we automated routine processes and generally speaking our processes were embodied in the systems. But over the past 30 years we�ve added and added to our legacy infrastructure. Because of new products we built new systems. As we entered new lines of business, or bought other companies, or moved to newer architectures, but left some old applications for deprecated products in place. The very systems that allowed us to scale to where we are today are now inhibiting further growth. The technology of BPM, then, is middleware that is specifically designed to not only ease execution across these disparate systems, but more importantly it allows us to �reassemble� our process oriented view of ourselves so that we can, once again, measure common processes across the enterprise, from end to end, with common metrics - even though the tactical execution of a given process may vary slightly. These variations may occur at any given point in time because of local polivcies and regulations (in the case of multi-national organizations) or maybe because the underlying systems that support a given product may be separate. The execution benefit of this approach is that dealing with exceptions - a real problem with most legacy applications still in use - can be centralized on a single platform. (anecdote: Proctor and Gamble is one of the biggest SAP user in the world, and it estimates about 30% of its transactions are handled by SAP� so even in �homogenous� environments, the problem of end-to-end visibility and exception handling is huge).[No build] In order to make this improvement, we have to move past the silo�d applications and reporting that�s been created so far. When computing was young, we built process oriented applications� we automated routine processes and generally speaking our processes were embodied in the systems. But over the past 30 years we�ve added and added to our legacy infrastructure. Because of new products we built new systems. As we entered new lines of business, or bought other companies, or moved to newer architectures, but left some old applications for deprecated products in place. The very systems that allowed us to scale to where we are today are now inhibiting further growth. The technology of BPM, then, is middleware that is specifically designed to not only ease execution across these disparate systems, but more importantly it allows us to �reassemble� our process oriented view of ourselves so that we can, once again, measure common processes across the enterprise, from end to end, with common metrics - even though the tactical execution of a given process may vary slightly. These variations may occur at any given point in time because of local polivcies and regulations (in the case of multi-national organizations) or maybe because the underlying systems that support a given product may be separate. The execution benefit of this approach is that dealing with exceptions - a real problem with most legacy applications still in use - can be centralized on a single platform. (anecdote: Proctor and Gamble is one of the biggest SAP user in the world, and it estimates about 30% of its transactions are handled by SAP� so even in �homogenous� environments, the problem of end-to-end visibility and exception handling is huge).

6. Broadest Coverage Simplest to Use Deepest Business Engagement Quickest Time-to-Value Fastest Path to Self-Sufficiency Protects Your IBM Investments Broadest Coverage Simplest to Use Deepest Business Engagement Quickest Time-to-Value Fastest Path to Self-Sufficiency Protects Your IBM Investments

7. Need a bitter quote on the left. Maybe move this to the back. SOA � all this C&I is the foundation for your SOA effort.Need a bitter quote on the left. Maybe move this to the back. SOA � all this C&I is the foundation for your SOA effort.

8. IBM Business Process Manager V7.5

9. IBM Business Process Manager: Configurations

10. Agenda Implementing BPM Solutions with IBM Business Process Manager High Level Technical Overview the key capabilities Value Proposition Business Perspective IT View

11. IBM Business Process Manager - Shared Model Architecture The cornerstone of our technology approach to BPM is the concept of the �shared model�: all parties involved in the effort to define, model, implement, measure, and improve the process are working from a common shared platform that encapsulates all of the various components. The analyst modeling the process, the developers constructing the detailed implementation of it, the participants executing the process, and the process owner and analysts who monitor and identify improvements are all using the same tool, which uses the same definition of the process. The model of the process built by the analysts and developers is the same one that executes at run time, and is the same one used to create reports on the current performance and status of the process, and is the same one used to model and simulate potential improvements. Project management is re-aligned when using Lombardi. You can certainly use a traditional approach to deploy your solution, but it won�t be as efficient as when you leverage the facilities in the technology to streamline your delivery. The key to all this is the shared model and requirements capture directly in Lombardi.The cornerstone of our technology approach to BPM is the concept of the �shared model�: all parties involved in the effort to define, model, implement, measure, and improve the process are working from a common shared platform that encapsulates all of the various components. The analyst modeling the process, the developers constructing the detailed implementation of it, the participants executing the process, and the process owner and analysts who monitor and identify improvements are all using the same tool, which uses the same definition of the process. The model of the process built by the analysts and developers is the same one that executes at run time, and is the same one used to create reports on the current performance and status of the process, and is the same one used to model and simulate potential improvements. Project management is re-aligned when using Lombardi. You can certainly use a traditional approach to deploy your solution, but it won�t be as efficient as when you leverage the facilities in the technology to streamline your delivery. The key to all this is the shared model and requirements capture directly in Lombardi.

12. IBM Process Manager Removes Obstacles to Scaling Up BPM Success �

13. Process Center performance

14. Process Center Repository for all BPM assets Process applications, reusable toolkits, monitor models, etc. Life-cycle management and deployment of all applications Manage dependencies, versions, deployment to servers Includes execution environment for development and testing Equally accessible from Process Designer and from Integration Designer Provides a central development environment and Repository for multiple process authors Includes a Process Center Server and a Performance Data Warehouse, allowing you to build and run process applications and also store Both Integration Designer and Process Designer source code is stored and executedProvides a central development environment and Repository for multiple process authors Includes a Process Center Server and a Performance Data Warehouse, allowing you to build and run process applications and also store Both Integration Designer and Process Designer source code is stored and executed

15. Process Designer Single Interface that enable business process authors and analysts to Model and implement Simulate Inspect and debug Examine process performance Automatically optimize

16. Integration Designer - Simplify Authoring of complex integrations and fully automated Straight Through Processes in supporting role of Process Apps authored in Process Designer Eclipse based Integration Designer makes it easier for service and integration developers to build reusable SOA services, orchestrating services, access backend systems

17. Roles & Responsibilities Process Designer Business Author builds a fully executable human-centric BPMN process in the Process Designer Business-led human-centric BPM process improvement projects. Human Interaction Playbacks for Engagement Visual Analysis & Optimization Rapid Change Deployment Integration Designer IT Developer builds integrations and straight-through BPEL processes with Integration Designer Integration and System-centric process orchestration Access to backbend systems Straight-Through Processing with transactions and Recovery Security Runtime governance Complex schema support Scenario 1 � Business Author requires back-end integration for an expense reporting process that he is building Scenario 2 � IT Developer is building a straight-through credit check process that has a business exception path that requires human interaction Scenario 1 � Business Author requires back-end integration for an expense reporting process that he is building Scenario 2 � IT Developer is building a straight-through credit check process that has a business exception path that requires human interaction

18. Seamless Collaboration Across Roles

19. Running BPM Solutions: Process Server Process Server Single BPM runtime Supports execution of Business Processes Service Orchestrations and Integration modules Mediations for connectivity Power: Transaction Integrity Scalability Security Failover Includes capabilities from both WebSphere Process Server v7.0 and WebSphere Lombardi Edition v7.2 100% compatible with existing WPS and WLE solutions

20. Accessing BPM Solutions - End User Experience �Process Portal�, Coaches, Out-of-the-box BAM Classic Lombardi Edition BPM UI features Process Portal provides out-of-box visibility of process performance giving users a consolidated view of all outstanding tasks and process performance Process coach user interfaces Real-time scoreboards provides out-of-box visibility into work-in-progress New powerful UI options IBM Business Space UI framework - for creating an integrated and customized user experience Can run coaches too now! Federated task view - for performing tasks, managing work items, tracking performance and responding to events-all in real time

21. Process Task List and Coaches in Business Space

22. Federated Task List

23. Agenda Implementing BPM Solutions with IBM Business Process Manager High Level Technical Overview the key capabilities Value Proposition Business Perspective IT View

24. Business Value from Process from BPM Program Adoption Improved Process Efficiency 98% time reduction in HR on-boarding 77% time reduction in sales compensation processing time 80% elimination of manual work in invoice exception handling Improved Operational Effectiveness $2M quarterly saved through proper handling of distressed shipments Informed Decisions $Millions saved with more accurate billing disputes Consistent Process Execution 92% client satisfaction with correct first time home loan processing Adapt to Market and Regulatory Change 90 days to comply with new regulations 10 minutes to modify shipping process Improved process efficiency Eliminate manual data entry - Time required to add new employee data into underlying HR systems was reduced from nine hours to 10 minutes Reduce process cycle time - Compensation processing duration for 12,000 sales representatives was reduced from 30 days to seven days Reduce manual work - 80% of manual work required to handle invoice exceptions by the appropriate resolution teams was eliminated Improved operational effectiveness Handled exceptions promptly, increasing rescue rate of distressed shipments from 5% to 70%, yielding $2M per quarter in saved revenues Making better more informed decisions Reduced invalid and incorrect billing disputes by 10%, saving millions of dollars of credits that would have been written-off -- achieving project payback in six months Consistent process execution Improved client satisfaction to 92% based on proactive tasks to ensure home loans are processed correctly the first time Agility in handling process related changes Faster regulatory compliance - Changed customs-related processes after September 11, 2001, to comply with new federal regulations within 90 days Support new business models - Enabled manufacturer to add, monitor, and change shipping partners as needed, in under 10 minutes Improved process efficiency Eliminate manual data entry - Time required to add new employee data into underlying HR systems was reduced from nine hours to 10 minutes Reduce process cycle time - Compensation processing duration for 12,000 sales representatives was reduced from 30 days to seven days Reduce manual work - 80% of manual work required to handle invoice exceptions by the appropriate resolution teams was eliminated Improved operational effectiveness Handled exceptions promptly, increasing rescue rate of distressed shipments from 5% to 70%, yielding $2M per quarter in saved revenues Making better more informed decisions Reduced invalid and incorrect billing disputes by 10%, saving millions of dollars of credits that would have been written-off -- achieving project payback in six months Consistent process execution Improved client satisfaction to 92% based on proactive tasks to ensure home loans are processed correctly the first time Agility in handling process related changes Faster regulatory compliance - Changed customs-related processes after September 11, 2001, to comply with new federal regulations within 90 days Support new business models - Enabled manufacturer to add, monitor, and change shipping partners as needed, in under 10 minutes

25. Summary

26. Thank You !Thank You !