Thursday Jul 17, 2014

IDC Releases the MarketScape Worldwide Business Process Platforms Vendor Assessment 2014 report

soa-infra Workflow PropertiesThis IDC MarketScape focuses on 10 choices for business process (BP) platforms, which are product suites or portfolios that support the design and runtime environments for business process automation. BP platforms support the most sophisticated requirements of enterprises focused on a variety of initiatives that range from operational excellence to strategic growth through the delivery of innovative digital services.
Oracle is a leader with Oracle BPM Suite 11g
Other leaders include IBM, Tibco, Pegasystems and OpenText

Report Findings

Note: Pegasystems is an important vendor in business process platforms and was invited to participate in our assessment, although we were unable to do a full product evaluation of the company's current release. For that reason, we marked Pegasystems' position on the IDC MarketScape graphic in flat gray.
IDC also created another group of leaders called disruptive innovators. These vendors have
products and product strategies that demonstrate innovation leadership by pushing the
envelope of process automation in ways that broaden adoption and change the types of
projects enterprises are able to do. The disruptive innovators, identifiable by their right-most
position in Figure 1, are TIBCO, K2, Bosch Software Innovations, and Bizagi.
IDC classifies the hundreds of features of BP platforms into 13 categories:

  • Discovery and design
  • Process modeling
  • Mobile
  • User interface and standard runtime workspace
  • Work management
  • Task management
  • Social/collaboration environment
  • Case management
  • Search
  • Data access and integration
  • Decision automation
  • Visibility and reporting
  • Life-cycle management

This IDC MarketScape looks at offerings that support midrange to complex deployment patterns.
Complexity is found in many different elements of process automation.

Oracle is a Leader in our IDC MarketScape for BP platforms. Its product balances between traditional
BPM offerings and some of the more disruptive approaches offered by newer entrants in this market.
Where Oracle's portfolio stands out is in the sophistication of its capabilities to extend the use of BPM
beyond an employee-only focus as well as its mobile capabilities. Customers of Oracle applications are likely candidates to use the BPM features to extend capabilities. Oracle BPM Suite is also successfully used as a standalone platform for custom process automation.
Product capabilities were scored for developer capabilities, business capabilities, overall architecture,
and value per feature delivered. The BP platform vendors are all high-quality offerings, and Oracle
scored at the top of all measures in aggregate. Oracle had top scores for mobile capabilities, process
modeling, work management, and social features. It also had high architecture scores in multiple

Key product strengths include:
-Oracle provides support of mobile devices from within the development environment.
Customers have multiple ways to handle mobile, such as a responsive style of viewing forms
and support of hybrid mobile environments through ADF.
-Oracle has made significant improvements in work management, especially with the
integration of federated identity to extend process participation in processes to nonemployees,
such as business partners and customers.
-With the introduction of case management, Oracle provides a well-rounded portfolio of
products used for business process automation covering most deployment scenarios.

Key product challenges include:
-Oracle BPM Suite is dependent on the Oracle stack. To get the richness Oracle showed in its
demo, users are required to implement WebLogic. In addition, BPM Suite 11g requires Oracle
Database. While Oracle offers open source alternatives, such as Glassfish as an application
server and MySQL as a database, its BPM product doesn't support these alternatives. Non-
Oracle customers will find it challenging to adopt Oracle BPM because of its dependency on
the underlying infrastructure.
-Oracle does not have a BPM cloud offering yet, but it is on Oracle's road map.
-While an increasing number of elements can be configured onscreen, Oracle is a complex
product portfolio to master. In a market where business stakeholders influence deals, Oracle's
developer orientation makes it more difficult to sell than other business-focused offerings.

Guidance Summary
Oracle has a strong and comprehensive portfolio of BPM offerings. Oracle is well suited for enterprises
that need to:
-Extend the functionality of packaged applications, particularly those offered by Oracle
-Improve management of end-to-end processes using operational intelligence techniques
-Create reusable business services and composite applications
-Employ a strategic business platform for transformation and business process reengineering initiatives
[Source: IDC MarketScape: Worldwide Business Process Platforms 2014 Vendor Assessment - Maureen Fleming, Jeff Silverstein – April 2014] Get the full report from IDC

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Friday Jun 06, 2014

Capgemini Global Business Process Management Report

Welcome to the Capgemini Global Business Process Management (BPM) Report. This report is an exploration of key trends in BPM as seen by CXOs across a broad selection of sectors and geographies.

BPM is perhaps at a tipping point - it’s certainly at an exciting stage in its evolution. As both an engineer and an Operational Research practitioner in my early career, and subsequently as a consultant, I have seen BPM through its development over the last 26 years. BPM has its roots in management practices such as Total Quality Management, Business Process Reengineering & Model Based Development; but the advent of the new generation of sophisticated modelling and process execution technologies has greatly enhanced BPM’s power to truly transform businesses. This has created one of the most rapidly growing and attractive market sectors for both services and technology. We see BPM as a critical management discipline that when executed against clear, cross organizational business objectives, can deliver exceptional value to that organization.

However, we also see that the potential for BPM is not well understood. Our decision to conduct this global survey stemmed from discussions with our clients. We sought to gain a better impression of their understanding of BPM, how they measure its value, and how far it is prioritized within their Business and Technology Transformation efforts. This research confirms our belief that BPM needs to be a jointly owned Business and IT discipline. It also demonstrates that it is starting to gain significant traction in the market and investments are starting to pay dividends to the early adopters. At Capgemini we are being asked by our clients to help them simplify and improve their business models and the technology that supports them and we are already seeing BPM become an integral and key part of this proposition. Business Process Management is becoming ever more relevant to both large and small organizations in the current economic climate. At a time when many different market sectors are facing slow revenue growth, customer churn and increased pressures on costs, BPM becomes a critical weapon in the battle for efficiency and effectiveness in processes.

Furthermore, in a challenging and changing business environment that is characterized by uncertainty, it allows organizations to adapt, be more agile and fleet of foot. Capgemini is seeing strong demand for BPM services in markets such as the USA, the UK, the Netherlands and France; and there are clear signs of increased interest in other geographies such as, Germany, Sweden, Spain, Italy and Australia. In sector terms, the financial services industry has led the way in BPM adoption over the recent past, driven by increased focus on customer- centricity and regulatory compliance. Other sectors, public sector, utilities, telco, retail and manufacturing are now not only catching up, but are starting o use BPM in new ways to create new business models to serve customers and outsmart the competition. The research findings also show however that this is a complex landscape, and we are not seeing adoption of BPM in a clear and consistent way. This report also looks at some of the barriers to adoption, with organizational silos being a major obstacle. Waters are further muddied by fragmented budgets, lack of clear governance and ownership and internal politics.

The objective of our investment in this research project was to shed some light on these elements with a view to assisting organizations to create strategies that avoid or at least mitigate some of these barriers to success. Management of change in such endea vours is a key part in enabling the appropriate alignment of business and technology to support their transformation efforts. I hope that you find this report of benefit in the further adoption of Business Process Management. Get the full report here.

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