Leveraging IBM:
Products, Technology
and Services
Business Performance
Optimization
Ljubljana, Slovenia
Kevin Maier, Business Development Manager
Business Performance Service Optimization team
IBM Software Group
Agenda
Defining the Business and IT landscape
Customer scenario
Aligning Business and IT
Why IBM?
Beyond SOA, why and how
Questions and Answers
• Business driven project
–
–
–
–
Driven by validate business goals
Increase market share, revenue, new function, etc.
Increased flexibility to respond quicker
Considered cornerstone of SOA
• IT driven project
–
–
–
–
Cost reduction, HW, SW, footprint
Technology refresh, skills, standards, compliance
Spending the budget, maintenance
Sandbox studies
• POTs, POCs, Pilot Projects, Production
Customer Scenario
Over the years, evolving business needs had caused this customer to gradually
construct a complex, inflexible application architecture which resulted in the
inability to have access to an enterprise wide view of products and customer data,
and new projects often taking more time and resources than were necessary
IBM engaged on consulting and services to implement ESB and related
technologies
To begin unifying its disparate applications and data, the customer embarked on an
SOA initiative to implement an enterprise service bus (ESB).
To further streamline its business processes, the customer implemented Business
Modeler software which delivers a centralized view that helps them identify
inefficiencies in existing processes and create improvements through new
models.
WebSphere Registry and Repository (WSRR) product created thru field based
development with Ad Tech team to fill a void in the product portfolio.
Accelerated product availability, early skills and integration into new solution.
Deployment was incident free
The Situation
Over the years, evolving business needs had caused Toyota Motor Sales (TMS) to gradually construct
a complex application architecture comprising disparate sets of Common Business Oriented
Language (COBOL) applications, BEA WebLogic servers and portal applications, and other software
products.
The applications and their corresponding data sets had been configured to act independently, meaning
that TMS didn't have access to an enterprise wide view of vehicle and customer data.
The architecture had a low level of flexibility, and new projects often took more time and resources than
were necessary to complete.
To resolve these issues, TMS needed a solution that would improve the way it managed information and
promote stronger integration between its applications and processes.
The Solution
To begin unifying its disparate applications and data sets, TMS embarked on an initiative to implement an enterprise service bus (ESB) .
At the heart of the ESB solution is WebSphere MQ software, which acts as the reliable backbone that establishes universal connectivity between
the applications, routing a staggering total of 6,000 messages per minute.
Information and data sets flow seamlessly between applications and systems, thanks to the WebSphere Message Broker for Multiplatforms
software, which translates messages into a common language and routes them to the intended system.
Tivoli OMEGAMON XE for Messaging software bolsters the reliability of the solution by monitoring all messages delivered through the ESB.
To further streamline business processes, TMS implemented IBM WebSphere Business Modeler V6 software. The application delivers a
centralized view that helps TMS identify inefficiencies in existing processes and create improvements through new models. The client plans to
use the WebSphere Business Modeler software to increase business process efficiency in distribution, port management and dealer
management.
The Business Benefits
By implementing a robust ESB built with IBM WebSphere and IBM Tivoli software, TMS has enabled a unified view of its enterprise that will facilitate
fast, efficient access to critical business information, and help streamline business processes. With near-real-time access to information, the client
can provide quick and accurate responses to customer inquiries. And the solution's flexibility will allow TMS to quickly integrate partners and
dealerships, enabling better access to information across the extended enterprise. No longer hindered by an inflexible application architecture, the
client can respond to market changes and new business opportunities with speed and agility.
The IBM WebSphere software provides a reliable, available platform that effectively establishes integration and can be used in the future to act as
the framework for a service-oriented architecture (SOA), which will allow the client to establish reusable Web services. Using IBM Tivoli
OMEGAMON software, TMS can make adjustments to the ESB to ensure that systems are communicating seamlessly.
In addition to being highly satisfied with the robustness and effectiveness of the WebSphere and Tivoli software, the client was also pleased that
IBM was able to deliver an end-to-end solution that will effectively lead the company into the future.
SOA Driving Success for customers….
SOA
Business and IT
Success
Thialand Bank
Aligning Business with IT
SOA
BPW Delivery flow & recommended roles & participants
Day 1
Welcome, set
expectations &
Technology overview
Participants Day 1
Day 2
Methodology overview
& Business overview
Day 3
Final select, the target
Business process &
Technology & Business
match
Participants Day 2
Participants Day 3
Day 4
IBM internal day,
analyze the first results
and compile first
conclusions
Participants Day 4
Day 5
Checkpoint on gathered
data, present first results
and define next steps
Participants Day 5
Next 2 weeks
Report Writing and Reviewing
Participants Day 6
PDW closure
Customer formally accepts
the BPW Report and agrees
on next steps
Participants Day 7
IBM
IBM
IBM
IBM
IBM
IBM
IBM
BD/EM
Architect
Local representative’s
BD/EM
Architect
Local representative’s
BD/EM
Architect
Local representative’s
BD/EM
PM
Architect
Local representative’s
BD/EM
PM
Architect
Local representative’s
BD/EM
PM
Architect
Local representative’s
Draft Report Reviewer’s
BD/EM
PM
Architect
Local representative’s
Customer
Project Sponsor
Business Mgr.
Technical lead
Customer
Customer
Customer
Project Sponsor
Business LOB
Business Mgr.
Technical lead
Technical team
Business LOB
Business Mgr.
Business Team
Technical lead
Business LOB
Business Mgr.
Business Team
Technical lead
Technical Team
Business Partner
Technical lead
Business lead
Business Partner
Technical lead
Business lead
Business Partner
Technical lead
Business lead
Customer
Customer
Business Partner
Project Sponsor
Business Mgr.
Technical lead
Technical lead
Business lead
Business Partner
Technical lead
Business lead
Customer
Draft Report Reviewer
Business Partner
Technical lead
Business lead
Draft Report Reviewer
Business Partner
Note: The above is a sample Business Pilot Workshop outline.
This is a preferred workshop for aligning Business and IT.
Project Sponsor
Why IBM?
Over the past 15 years IBM has made a major transformation
from a hardware company to a services led business
2005
1993
3% Finance
7% Other
17% Services
49% Hardware
27% Software
$62 Billion Revenue
27% Hardware
1% Other
52% Services
17% Software
$91.1 Billion Revenue
IBM is Truly a Provider of Enterprise Solutions
98 years in business
Over $91B in sales, 52% from Services
3%
20%
Over 320,000 employees
52%
Full service provider of Business and IT solutions
Global Services
Hardware
Software
Global Financing
25%
World leader in IT services and consulting, with 198,000 services professionals worldwide
World leader in patents for the past seventeen years
Major supporter of Open Standards
Significant leadership in IT Standards Organizations
Incorporates standards in software and as part of consulting engagements
IBM Research – with eight labs worldwide, we have more than 3600 Researchers
Almaden
computer science,
database, user interface,
web software, storage
systems software &
technology, physical
sciences, materials
science, nanotechnology,
life sciences, services
research
Watson
semiconductors, physical &
computer sciences, Life
sciences and mathematics
Zürich
communication systems,
computer science, selected
science and technology
projects, and industry
solutions and services
research
Beijing
language processing,
speech & handwriting
recognition, pervasive
computing, mobile
computing, multimedia,
and e-business
technologies & solutions
Haifa
Austin
high performance/low
power VLSI design and
tools, system-level power
analysis, and new system
architectures
VLSI design, verification
technology, storage
subsystems, e-business
and security, computer
systems, programming
languages and
environments, advanced
applications, applied
mathematics, multimedia,
and service technologies
Delhi
electronic commerce, media
mining, fingerprint matching,
speech recognition, weather
forecasting and wireless
networks
Tokyo
software technology,
systems technology,
pervasive computing,
Internet technology and
applications
Why IBM…our key differentiators
• On Demand Services
• Reach-back – Behind every
IBMer there are thousands
of resources available
• Open Architectures & Open
Standards - “we are
agnostic to solutions”
• Largest Integrator of ERP &
COTS
• We transformed ourselves
– SCM & Distribution
– Workforce & Knowledge Management
– Lean Six Sigma & Component Business
Model
• Our solutions are built on
innovation & best commercial
practices; supported by
Services Oriented
Architectures
IBM – “We want to solve your
most difficult problems”
Beyond SOA, why and how
In 2010 we will continue our focus on business agility which is
the top priority of business leaders
“We have seen more change in the last
ten years than in the previous 90.”
- Ad J. Scheepbouwer, CEO of KPN Telecom
“The key to successful transformation is
changing our mind-set. For large
companies, it is easy to be complacentwe have to change this. Our company
culture must have a built-in change
mechanism.”
- Masao Yamazaki, President and CEO, West Japan
Railway Company
*Eight out of ten CEOs said their organizations will be facing substantial or
very substantial change over the next three years.
*Source: IBM, 2008 Global CEO Study
17
To do that we are bringing a new level of intelligence to our clients targeted at their
existing business processes and integrating new capabilities like business rules,
events, monitoring, and simulation to drive an increased level of Business
Performance
Business Performance & Service Optimization
+
BPM
SOA
• The latest market opportunity is based on the complete convergence of SOA and BPM
• We will execute against this opportunity in tight lockstep with GBS and will focus our efforts on
driving references, building skills, and the creation of hardened solution assets
• Key to this execution is the creation of a Business Performance and Service Optimization
Center of Excellence, which will reside in GBS and be strongly supported by SWG
By design SWG has acquired new capabilities on top of our BPM and SOA foundation that
when snapped together drive new levels of capability positioning us for immediate leadership
Software
BPM Foundation
SOA Foundation
Skills &
Support
ILOG
Business Rule Management,
Optimization, Visualization, SCM
Jan 2009
Business
Performance
and Service
Optimization
FileNet
Enterprise Content Management
Oct 2006
Webify
Composite Business Service Delivery
Aug 2006
Trigo
Information Integration
April 2004
CrossWorlds
Process Automation & Integration
Jan 2002
Lombardi
Businesses User-centric BPM
Jan 2010
Cognos
Business Intelligence
& Performance Management
Jan 2008
AptSoft
Business Event Processing
Jan 2008
Cyanea
Problem Determination
& Performance Monitoring
July 2004
Holosofx
Business Process Modeling and
Monitoring
Sept 2002
But our clients will require a clear execution roadmap to be successful as we
continue advancing the art of the possible
Level 5
Dynamic
Business
Value
Level 4
Agile
Level 3
Standardized
Level 2
Awareness
Level 1
Initial
Agile operating model in place that responds to changing business
strategy. Business and IT can make frequent changes as IT model
represents how business works. Dynamic and context aware processes
and services leveraging rules and event processing. Digital simulation
of business models.
Business users can make frequent and regular business changes
(processes, information, rules, or events). Agile operating model in place
that responds to changing business strategy. Business can make frequent
changes. Business performance is measured and updated for continuous
improvement.
Business Processes are standardized, visible, accessible, and reusable.
Business performance metrics are monitored and measured. Governance
models in place for process improvement.
Some level of documentation and automation of human tasks. Execution
is not traceable to strategic objectives.
Business is ad-hoc and variable. Success depends on individual and
heroic efforts. Metrics are not available or ignored.
Maturity
Hvala!
Questions ?