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Business Process Management: Building End-to-end Process Solutions for the Agile Business

Published by: Butler Group

Published: Dec. 1, 2007 - 324 Pages


Table of Contents


Section 1: Management Summary

1.1 Management Summary

Section 2: Introduction and Business Perspective

2.1 Report Introduction and Objectives

2.2 The Not-so-brief History of Business Process Management

2.3 The Emergence of a Business Process Management Intellect

2.4 Why Choose Business Process Management?

2.5 Identifying the True Value-to-business Proposition

2.6 Usage Scenarios - BPM in Business Use

Section 3: Technology, Strategy, and Services

3.1 Business Process Management - The Infrastructure Stack

3.2 The Core Components of an Enterprise Business Process Management System

3.3 Business Process Management Languages and Standards

3.4 Business Rules Management

3.5 Service Oriented Architecture and Systems Integration

3.6 The Importance of Business Activity Monitoring

3.7 Aligning BPM to a SOA Culture

Section 4: Architectures and Models

4.1 The Key Components of an Enterprise BPM Strategy

4.2 Extending BPM Across the Enterprise

4.3 The Butler Group Roadmap for BPM

Section 5: Market Perspective and Vendor Comparisons

5.1 Market Analysis

5.2 Market Drivers

5.3 Future Perspective

5.4 Product Comparisons and Vendor Strategies

Section 6: Tables

6.1 Butler Group Business Process Management Features Matrix

6.2 Butler Group Business Process Management Product Capability Diagrams

6.3 Butler Group Business Process Management Market Lifecycle Ratings

Section 7: Technology Audits

BEA Systems - AquaLogic BPM v6

Cordys - Cordys 4.2

Graham Technology - ciboodle v2.6

IBM - IBM BPM Portfolio

Lombardi Software - Teamworks Enterprise BPM Suite

Metastorm - Metastorm BPM v7

Microsoft - Microsoft Business Process Management Platform

Oracle - Oracle BPM

Pegasystems - PegaRULES Process Commander

SAP - NetWeaver BPM

Software AG - webMethods BPMS v7.1

TIBCO Software - TIBCO iProcess Suite

Ultimus - Ultimus Adaptive BPM Suite v8

Section 8: Vendor and Product Profiles

Adobe Systems Incorporated

Appian

Axway

BISIL

Casewise

Chordiant Software

Corticon Technologies

Fair Isaac Corporation

Fujitsu Software Corporation

Global 360

IDS Scheer

ILOG

Intalio

InterSystems Corporation

iWay Software

JBoss

Microgen plc

Plexus

Progress Software Corporation

Savvion, Inc.

Sun Microsystems

Section 9: Glossary

Abstract

Most technology systems continue to be viewed by the business community as inhibitors of progress, rather than as innovative solutions capable of delivering agile operations, Business Process Management is being actively positioned as the exception to this rule.

Business professionals continue to struggle with business and technology alignment issues, and are actively searching for business-enhancing technology solutions that are fit-for-purpose and come without the need to undertake major time-constraining redevelopments whenever operational changes occur. BPM, in its various forms, has been available since before the millennium, and in Butler Group’s opinion today’s leading solutions comprise of a mature set of tools, products, and services that are fit for mainstream business use.

KEY FINDINGS
  • Business Process Management (BPM), as a product in its own right, has emerged from the competitive influences of the diverse workflow, integration, and re-engineering camps to deliver solutions that allow the intellect of business users to be a key driver of success.
  • During the last two years solutions that operate under the BPM banner have become more functionally inclusive.
  • When used to its best advantage, high-calibre BPM provides a systematic approach to improving business and operational processes.
  • Cost-saving benefits may provide an initial attraction, but it is product quality and persistent usage that will drive the ongoing benefits of BPM.
  • There remains a requirement to address the functional divide between what the BPM software vendors are delivering and what business services users really need from core BPM products.
  • A Business Rules Management System (BRMS) approach to development will reduce the inefficiencies that exist within current development methodologies.
  • The emergence of rules as a subset of BPM is an indication of the growing maturity of the market.
  • Possibly the most important aspect of a rules repository, certainly in respect of the stated promise of BPM, Service Oriented Architecture (SOA), and BRMS, is the ability for the developer to re-use rules within multiple process deployments.
  • Butler Group positions SOA and its associated integration services as having a crucial role to play in the BPM service delivery picture.
  • Business Activity Monitoring (BAM) promises to keep processes running smoothly, but information overload could end up being counter-productive.
  • BPM continues to struggle with standards and their agreed usage. Fundamentally if the sector cannot reach a consensus on the use of headline standards such as Business Process Execution Language (BPEL) and Business Process Modelling Notation (BPMN), there is little chance of it progressing further down the scale.


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