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BPM & SOA Product Vision

BPM & SOA Product Vision. Catherine Lynch Product Marketing EMEA. Agenda. The TIBCO vision Unified BPM & SOA framework How TIBCO customers are adopting the technology Model driven approach to composing applications Responding to change through events Roadmap and major initiatives.

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BPM & SOA Product Vision

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  1. BPM & SOA Product Vision Catherine Lynch Product Marketing EMEA

  2. Agenda • The TIBCO vision • Unified BPM & SOA framework • How TIBCO customers are adopting the technology • Model driven approach to composing applications • Responding to change through events • Roadmap and major initiatives

  3. Unified BPM & SOA Framework Why adopt a unified BPM & SOA approach? • Strategic value to the organization • Innovation and more flexible business models • Shift of emphasis from “execution” to supporting strategy • Alignment with business priorities

  4. Carphone Warehouse

  5. Change in IT to Meet New Challenges • People And Process • Get closer to the business • Process is the key • Technology • Adopt SOA Approach - services, not applications • Architect solutions for change and scale • Leverage legacy but aim to replace rather than extend • Base the solutions on standards for interoperability and swap out • Build for competitive advantage. Buy for competitive parity

  6. Technology Roadmap • Step 1: Replace home-brew point-to-point application integration, build basic services • Build a solid, scalable integration platform • Better operational visibility • Step 2: Externalise Business Rules - build process services • Event processing • Business Process Management • Step 3: Replace proprietary external integration - build enterprise services • External partners connected securely with flexible OOTB protocols

  7. Streamlined fulfillment processing processing & increased efficiency deliver competitive advantage Carphone Warehouse “TIBCO's software created an opportunity to re-organise a lot of the application middleware landscape we had built for ourselves. We can find, fix and debug problems much more quickly. Plus we've been able to use our outsourcing partner a lot more effectively” David ByrneArchitecture Director • Responsiveness to change • Business expansion

  8. LCL : transformation of back office processes • Mortgage Approval • 48 hr response time • 200€ penalty> 48hr

  9. LCL : transformation of back office processes • Modernisation of Back Office driven by business • Combined BPM & ECM project • Improved value to Front Office • Rolled out to over 3000 end users • Rolling out Enterprise Service Bus and Events Processing

  10. LCL: transformation of back office processes • Benefits • Productivity • Standardisation of processes • Visibility • Improved resourcemanagement • Traceability & compliance • Enabled multi channel approach

  11. Unified BPM & SOA Framework TIBCO Business Studio 3.0 • TIBCO ONE • Multiple personas • Collaboration between business and IT • Built on industry standards

  12. Service Reference Model Clients / Suppliers B2B Value Chain Interaction Layer Interactions (F2F, Phone, Mail, etc) Browser Business Process Int. Enterprise Services Channel Control & Role Layer Access Control Enterprise Service Repository Employees Portal Page Engines Manual Automated Process Services Business Process (Manual Activities) Business Process Engine (Automated Activities) Business Process Layer Processes Business Services Specific Services Common Services Business Service Repository Business Services Layer Services COTS Core Systems / Legacy Business Object & Components IT Systems Layer

  13. Select services from repository : model driven approach Composite application assembly Service repositories can be introspected and service definition brought into BPM project In-task service binding and parameter mapping

  14. CustomerCross-selling Supply ChainExecution Service Management Ordermanagement SOA SAP IBM, BEA (Java EE) Mainframe (COBOL) Oracle Microsoft (.NET) Java(POJO) Packaged Apps Custom Legacy Packaged Apps Custom Custom Deploy processes on an SOA platform Business Needs Lower Costs Greater Agility ? IT Applications

  15. Responding to change through events • Dynamic BPM enabled by capturing events • Analysis of events reveals trends • Examples • Customer cross-selling • Dynamic resource management • Supply chain visibility / optimization

  16. Product Roadmap – The Next Year • Business Process and Data Virtualization • Integral Dynamic, Goal-Oriented BPM • Work Management and Workforce Optimization • BPMS as a Managed Enterprise Service

  17. BPM & SOA Resource Centers

  18. Thank you

  19. Carphone Warehouse – key facts • Historically: Retailer of Mobile Phones and Complimentary Services • 2007 revenues over £3.9 bn • Growth rate over 30% year on year • Operations Today Include: • Reseller of voice (fixed & mobile) • Mobile Virtual Network Operator (MVNO) Provider • Broadband Provider & Reseller • Fixed Line voice & data services • European Outlets (11 countries) • Partnership with retailer Best Buy in US, UK in 2007

  20. Unified BPM & SOA Framework Why deploy business processes on an SOA architecture? • SOA architecture facilitates deployment of end to end processes through Enterprise Service Bus • SOA architecture eliminates need for point to point integration with legacy systems • Service discovery mechanisms

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