Operational Responsiveness

Transcription

1 Operational Responsiveness The Progress Responsive Process Management suite (Progress RPM) Christian Droux Sr Solution Consultant Progress Software Galeos Event Prague - October 26th 2010

2 One Step Forward for the Business and Users Often Leads to One Step Backwards for IT Users IT Business 2

3 Users Strive for Simplicity 60s 70s 80s 90s 2000s Today The mainframe opened new opportunities for specialist users but to get the benefit they were constrained to one location Client/server applications meant location was no longer as big an issue for specialist users 3 Life became simpler for the specialists

4 Users Strive for Simplicity 60s 70s 80s 90s 2000s Today The mainframe opened new opportunities for specialist users but to get the benefit they were constrained to one location Client/server Until was good the advent for of the specialists, but Web what browser. about The other users? browser opened They had to applications channel all up to any their requirements business through user inside the specialists an organization 4 Life became simpler for the business user

5 Users Strive for Simplicity 60s 70s 80s 90s 2000s Today Client/server was good for specialists, but what about other users? They had to channel all their requirements through the specialists The Web browser wasn t enough to involve every We had userto wait for Google 5 Life became simpler for every user

6 Users Strive for Simplicity 60s 70s 80s 90s 2000s Today The smart phone changed that for The web browser business users. wasn t enough With to the internet, Now all types they of could users be involve every user could interact with We anywhere applications had to wait and for interact Google with Unless they were on anyone. the move 6 Life became simpler for the remote user

7 Users Strive for Simplicity 60s 70s 80s 90s 2000s Today With the internet, all types of users could interact with applications Unless they were on the move Social Mobile computing computing connected users is making but collaboration collaboration was still an issue easier 7 Life became simpler for groups

8 Where Do We Go Next for Users? We need to move from passive to active connections Find the best way to connect to the right person We need to move from static to dynamic interactions Agility is not just about being better; Leverage social computing to seek patterns across like users it s and about optimize survival the interactions We need to move from exclusive to inclusive Any information to any user at any time via any channel 8

9 Where Do We Go Next for Users? To achieve agility, your business must be responsive 9

10 Business Strives for Responsiveness Source: mail express fax Document transfer Responsiveness is the key to surviving the pace of competition 100 ms 20 ms 20 min 30 sec 8 hr 10 sec 1 day 5 min 1 day 15 min 3 days 1 min Algorithmic trading Airline operations Call center inquiries Track financial position Supply chain updates Phone activation 1 week 5 days 2 hrs. 0.5 hour Refresh data warehouse Trade settlement 4 weeks 1 day Build-to-order PC Typical Business SLAs weeks days hours minutes seconds 10

11 So What s the Problem? Agility of Enterprise IT 60s 70s 80s 90s 2000s 2010s Source: 2020s Era of Mainframe Era of the Server Era of the Web Era of Context The desire for simplicity for users and agility for the business have led to IT complexity Two Tier Three Tier SOA Advanced SOA CoDA Batch Mainframe OLTP S/360 SNA PC LAN Server Internet XTP CEP Web Web Services Multichannel Presence Mobility Web 2.0 Social Computing With complexity every change becomes a risk 11

12 What Does This Mean to the CIO? Change is risky Change disrupts stability Instability directly impacts the top line Business makes the change but the CIO takes the heat Change is costly Change impacts capacity New/idle capacity directly impacts the bottom line Business makes the change but the CIO pays the price As the rate of change increases, 67% of organizations have seen transaction failures increase by almost a third (even though volume increased by only 12%) Vanson Bourne study 12

13 The Net Impact on the Business Poor time-to-value Much longer to roll out successfully than expected Lack of visibility Change processes are a black box Lack of alignment Costs and benefit to the business are often misaligned Unexpected side effects Business rarely end up with what they need, with the trade-offs they can accept Today s expectation: Change requires sacrifice Something always has to give: time to value, quality of service, reliability, performance, cost, net benefit 13

14 Critical Need for Operational Responsiveness Responding to real-time information is critical to the business Need to get closer to customers and offer a more personalized service 94% 91% Need to price products dynamically, based on competitor activity Immediacy of response can result in competitive advantage 70% 78% October 2009 Survey of 400 major companies in North America and Western Europe 14

15 The Reality: Operational Responsiveness Is Hard to Achieve Business currently responds to information in real-time 8% Business hears about problems in customer service from customers themselves 67% Business struggling from information deluge caused by Web, mobile and social media channels 74% Business cannot get a single view of process performance due to environment complexity 89% October 2009 Survey of 400 major companies in North America and Western Europe 15

16 What is RPM?

17 Delivering Operational Responsiveness Real-time Business Visibility Immediate Senseand-Respond Continuous Business Process Improvement 17

18 Responsive Process Management Solution Map YOUR SOLUTION UNIFIED INTERACTIVE INTERFACE Transaction Visibility Event Capture Complex Event Processing Business Rules Business Process Management Process Discovery Analytics 18

19 Analyst Perspective of Progress Leadership Leaders in all capabilities needed to deliver RPM Visibility BEP BPM Forrester Wave: SOA Management strategic visibility into business operations Forrester Wave: CEP Platforms How can we react to what is happening in the business right now Forrester Wave: BPM the next big thing, not just in IT but also in corporate management. 19

20 How Business Makes Progress Progress enables partners to deliver the highest level of business performance We call this Operational Responsiveness Highest level of business visibility, responsiveness and business process improvement The most complete and accurate data without disrupting the current infrastructure 20

21 Progress RPM: What s in the Box? BTM BEP BPM Real-time Visibility Immediate Sense-and- Respond Continuous Process Improvement 21

22 Progress RPM Components

23 Progress Control Tower A Single, Integrated Interface Single, role-based interface providing: Complete visibility into processes, transactions and events Immediate sense-and-respond controls to raise alerts and trigger responses Ability to improve business processes without IT involvement Pre-built, industry-specific monitoring and process controls for faster time-to-value. Complete control to become more operationally responsive 23

24 Unique Capabilities of Progress RPM Real-time Business Visibility Gain visibility into your processes, whether modeled or not Discover, track, and audit transactions that would otherwise go unmonitored Detect events that impact your business Immediate Sense-and-Respond Detect patterns to identify threats and opportunities in real-time Notify responsible parties or trigger automatic actions Assist users in responding to situations or opportunities Continuous Process Improvement Discover and optimize processes that are embedded within applications Optimize within and across your current processes Automate or update new and existing processes 24

25 Components of Progress RPM Solution Map Walkthrough Solution Accelerators Solution Accelerators Solution Accelerators UNIFIED INTERACTIVE INTERFACE Transaction Visibility Event Capture Complex Event Processing Business Rules Business Process Management Process Discovery Analytics 25

26 Components of Progress RPM Event Capture Event Capture An event is an occurrence or happening of significance within a business process or transaction Sonic, Actional, Shadow and DXSI all provide a means of event enablement All events can be processed through Apama Dashboard materials equipment inventories competitors RFID GPS Monitor changes in: people systems news Sensors Feeds -state -status Process environment resources Tx s -location -value 26

27 Components of Progress RPM Process Discovery Process Discovery Actional automatically discovers and monitors app-driven steps that the process depends on with no custom coding or configuration 27

28 Components of Progress RPM Complex Event Processing Complex Event Processing technology enables applications to monitor, analyze and act on data in motion. Progress offers Business Event Processing to specifically focus on events that affect the business Complex Event Processing Monitor: Analyze: Act: Track multiple streams of event data Identify any number of meaningful patterns Act on opportunities and threats in real-time 28

29 Components of Progress RPM Business Process Management Usage Patterns Business Process Management 29

30 Components of Progress RPM Business Rules Business Rules Data Event Decision Validation User Interface 30

31 Progress Responsive Process Management Suite Market Surveillance Order Management Smart Airlines 31

32 Progress Control Tower A Single, Integrated Interface Phase Monitor (Apama, moving to Savvion) Web Pages (Savvion) Transaction Visibility (Actional) OLAP Data (Savvion Business Expert) Real-time Maps (Apama) 32 Process Heat Map (Savvion) Custom Panels (Apama)

33

34

35 How the FSA Makes Progress: Preventing Loss with Fraud Surveillance Pain: Market abuse Solution: Observing and responding to fraudulent patterns in real-time Value: $100m loss from rogue traders averted 37

36 How 3Italia Makes Progress: Maximizing Profit with Revenue Assurance Pain: Revenue leakage from pre-paid calling cards Solution: Real-time credit checks Value: $10m saved per year 38

37 How Royal Dirkzwager Makes Progress Pain: Optimize the complex maritime logistics Solution: Monitoring and analysis of real-time shipping information Value: Potential to save millions of dollars in fuel costs and timely delivery of goods 39

38 How Sallie Mae Makes Progress: Preventing Loss with Fraud Surveillance Pain: No real-time decision making Solution: Integrated loans administration including, visibility analyze capabilities Value: Visibility to likelihood of fraud and cross sell opportunities 40

39 How National Airways Makes Progress: Maximizing Profit with Smart Airlines Pain: Not focusing on high value customers; Unable to respond intelligently to flight delays Solution: Event-driven capacity planning; Context-aware customer management Value: Increased customer satisfaction; Maximizing revenue 41