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BEA AquaLogic BPM

March 12, 2008


Andrew Hawthorn
BPM Product Marketing

BEA Confidential. | 1
In 20 minutes, you will…

Appreciate the BPM market opportunity


Understand BEA’s differentiated value
 Uniquely providing best-of-breed and Enterprise Scale
 Support for structured and unstructured processes
 BPM & SOA – business and IT collaborating together.

How to convince skeptics


Where to find more information
A Promising Future

AquaLogic BPM is BEA’s Fastest-Growing Product


Fastest growing segment of deployed software
All Analysts point to massive growth
 IDC estimated 45% growth in 2006
 CAGR 25% through 2011 to $5.5 B (IDC)
 $3.1B in 2011 (Gartner), $6.1B in 2011 (Forrester)

BPM solutions being budgeted from LOBs and IT


Business Process Improvement Ranks as
a Top Business Priority in 2008

CFOs were asked, "In the next two years, which of the
following initiatives is your company most likely to pursue?"
Business Process Improvement 65%

Technology Upgrade 62%

New Product or Service Line Expansion 38%

Geographic Expansion 34%

Merger or Acquisition 25%

*Source: Robert Half Managem ent Res ources s urvey of over 1400 CFOs in the US, Novem ber 2007. Data s hown for CFOs of
com panies with 1000+ em ployees . CFOs were allowed m ore than one res pons e
And as an Top IT Priority, 3 Years Running

*Source: “The 2007 Gartner Scenario: An Annual Report on the Current State and Future
Directions of the IT Industry,” Gartner, September 15 2007
Traditional Enterprise Applications Fall Short
My software applications
13 allow me to quickly adapt to
most customer requirements
15
My software applications offer
little or no flexibility to meet
21
individual customer service
requirements

My software applications
force me to put limits on
services I can offer

My software applications
force me to employ some
manual processes to meet
51 customer requirements
*Source: Aberdeen Survey of 125 enterprises, “Aligning IT to Business Processes: How BPM is
Complementing ERP and Custom Applications”, Aberdeen Group, May 2007.
BPM Customers
Process – The Perception
Challenge: Execute Processes That Span Multiple
Departments, Companies And Applications
D
D
E
e
P
p
A
a
R
r
T
t
M
m
E
e
N
n
Tt

PROCESS

ERP
The Process Truth
Reality: “White space” between departments and systems
causes breakdowns in execution and efficiency
Organizational Units
Customer Sales and Production Manufact- Inventory & Finance
Process Service Marketing Planning uring Logistics

Disconnects
Product Configuration
Processes

Missed
Exceptions Order Management

Escalating Warranty & Returns Management


Costs

LMS
CRM SFA ERP PMS SCM MES SCM ERP
Custom B2B FMS
ERP

Enterprise Infrastructure Services


(Portal, SOA, LDAP, EAI, E-mail, IT Operations)
Why BEA?

No Compromise
BEA
Proven Enterprise Class

Enterprise-class quality and


delivery
Leading-edge product
innovation

Product Innovation
AquaLogic BPM Differentiators

Single BPM platform Enterprise-Class Support structured


for Business and IT Built for Scale and ad-hoc processes

Single comprehensive Multi-Platform Support


solution for end-to-end Flexible, collaborative
business process Connects to a Variety BPM tools bridge
of Backend Systems people, processes and
Fully integrated – not a systems
patchwork quilt – for all Pre-Integrated SOA
types of processes
Product and Mirrors real work and
Organization Scale captures the “out-of-
Facilitates Rapid
Application band” processes
Global Reach
Development
AquaLogic BPM Differentiators

Single BPM platform Enterprise-Class


Enterprise-Class Support structured
for Business and IT Built
Built for
for Scale
Scale and ad-hoc processes

“AquaLogic
Single BPM was
comprehensive “We’re processing “Our engine repair
Multi-Platform Support
our choice,
solution forin great part
end-to-end more than 30 million projects involve a lot of
Flexible, collaborative
becauseprocess
business it lets updates per
Connects to amonth
Variety discussions, emails
BPM tools bridge
business users with
of BPM and
Backend have
Systems and decisions – work
people, processes and
effectively model and reduced eligibility outside of systems. We
Fully integrated – not a systems
communicate their exceptions by more
Pre-Integrated SOA had to capture the real
patchwork quilt – for all
processes with IT in than 91% – we needed collaborative work to
types of processes
one intuitive, unified Product
a vendor and trust
we could optimize end-to-end
Mirrors real work and
tool.” Organization Scale
with that scale.” processes.”
Facilitates Rapid captures the “out-of-
-Option One Mortgage - United -band”
Pratt & Whitney
processes
Application GlobalHealthcare
Reach
Development
BEA AquaLogic BPM
A Comprehensive Solution for the Entire
Process Lifecycle

Business Process
Analyst Developer

Process modeling, simulation Process development


and documentation and systems integration

Process
execution and
management
Business
Owner
Business User Process
Interaction Participants

Enterprise
applications
Business dashboards and and
historical & trend analysis tools databases
Customers Report More Success with
BPM with SOA

Strategic ability to deliver rapid


Strategic ability to deliver rapid process improvement
process improvement
Commonly shares, links and reuses processes across
Commonly shares, links and reuses
departments
BPM With SOA
processes across departments
IT control over business processes is "central" or
BPM Without SOA
"optimal"
IT control over business processes is
0% 10% 20% 30% 40% 50% 60% 70% 80%
“central” or “optimal”

Source: BEA Survey of over 1000 customers and prospects, BPM Lifecycle
Assessment Survey 2006-2007
Process View of SOA
Easy Access to Managed, Reusable Services

Design time discovery Runtime Binding, Access

Service Service Network


Repository Service
Registry
What is a Dynamic Business Application?

Traditional Application Dynamic Business App

Built for Permanence Built for Constant Change

Designed for Systems Designed for People

Strict Page-flow Sequence Interactive and Dynamic

App Drives Biz Process Biz Processes Drive Apps

Collaboration is Rare Collaboration is Ingrained

UI driven by context, role,


Same Experience for All process expertise

16
Convincing Skeptics

“How to Find Process in Your Accounts”


Talk Business Process to Business Analysts
 58% are in IT; 42% are report to a business manager
 One of the fastest growing segment of work
Move away from TLAs (CRM, ERP) toward processes (order-
to-cash)
Stress the willingness to prove-it
 Custom demos
 POC
 RFI/RFPs
Paths to success
Understand Customer Processes & Gaps
Maturity Assessment

Establish Credibility & Validate


Leverage Technical Ecosystem
Industry Packs Sold!
Custom Demo
Process Templates
State of the BPM market
RFP/RFI tools

Differentiate with Value


Master Deck -> Custom Presentation
BPM+SOA / Collaboration
POC
Service Offerings
Additional Resources
(Salesportal.bea.com > ALBPM)
Industry-Specific Bundles
 Financial Services, Telco, Public Sector
Customer Materials
 Cornerstone Customer References, Customer Decks, Win sheets, Case Studies
Prospecting
 ALBPM Prospecting Guide – Sales Training, Business Integration and Process Optimization
Prospecting Guides
White Papers
 Extend and Enhance SAP, BPM – SOA, ALBPM Collaborative Edition, State of the BPM Market
Delivering the Message
 ALBPM External Master Deck, ALBPM CE Sales Preso
Competitive Information (through the competitive Wiki)
 CSO, Competitive Selling Kits, Get Smart: BPM Competition
Additional Sales Training
 Get Smart: FKO - Solution Selling ALBPM (Jesper Jorgenson)
 Product updates and roadmap recordings
Questions?