Example of Sales Pitch Slide Library

BEA AquaLogic® BPM

Master DeckCustomer Facing Slides

BEA Confidential. | 2

Table of Contents

How to use this document: What’s in a typical ALBPM Sales Deck Approaches

Business Challenges, BPM Definition, Solution Lifecycle

Feature Overview

ALBPM Differentiators

Evolution of BPM

BPM and SOA

Collaborative BPM

BPM Roadmap

How to get Started

Appendix

How to Build a Powerful Customer Presentation

The following section is for the benefit of the Sales person, and should be removed prior to presenting to a customer.


Commentary and Notes

Mix and match slides as needed

Use in combination with the Cornerstone Customer examples Customer examples sell the product better than any other tool. Often best to lead with the Customer examples, and use these

materials to explain the product, approach and

Judge the audience – technical or business-oriented This presentation is primarily business-benefit oriented. Detailed Feature descriptions can be found in the Feature Overview

Presentation and incorporated where needed.

Many Slides Contain Many Slides Contain

Speakers NotesSpeakers Notes

BelowBelow

Remove thisslide beforepresenting


Consider the Sales Approach

Three general ALBPM content “styles” can be used separately or in combination Traditional BPM:

Business value of process management

“Collaborative Selling” reflects customer needs

Top-down vs. bottom-up Collaborative BPM:

Benefit–focused: user experience, user-empowerment, rapid app dev.

Inspirational in nature SOA & BPM

(general) solution-focused “stack” selling, where discrete components can be snapped together: 1+1=3.

More focused on IT or BEA installed-base. Remove thisslide beforepresenting

Andrew Hawthorn

each item would be linked


A typical sales presentation consists of…

Introduction – describe your background, relate to the audience, establish credibility, give them a reason to listen to you. Optional – describe the company Optional – describe where you came from (Fuego, Plumtree, BEA)

Agenda – tell them what they are about to hear, tell it to them, and then remind them what they just heard.

Problem description: Relate the problem in terms of the audience using customer examples from the

same vertical or using similar processes. If describing the problem in macro terms (such as , be sure to weave in personal

anecdotes and make it “real” for the customer

Solution introduction and overview – Define BPM – how it solves business problems Describe the solution “life cycle” Sometimes: repeat (or rephrase) problem attributes, drill into product details,



…and sometimes includes:

The various types of BPM

The growth of the BPM market – what’s making it grow so suddenly now?

The history of the BPM market – BPM has been around for decades; what’s different now?

Differentiation; Key Value Messages – what makes AquaLogic BPM different?

Analyst validation – BEA is a leader in every segment.



Elevator PitchBusiness processes can be a key to success……or an albatross around your neck. Streamline workflow and automate routine tasks Embrace new technical initiatives: online customer tools, SOA, enterprise

consolidation. Improve customer service with better coordination and exception handling Increase agility to turn the battleship like a speedboat Comply with regulations: AML, Sox, FDA

AquaLogic® BPM allows organizations to analyze, orchestrate, optimize & innovate their business processes, coordinating systems, people, documents and teams. Delivering real value through shorter cycle times, increased productivity and satisfied

customers. Empowering business users and back in front of the business process by enabling

collaboration with IT and agility. Leveraging existing IT assets and SOA investments.



Tips and techniques

Business-oriented pitch should last no longer than 30 minutes More time if detailed Customer examples are used

Always use the BEA Style Library and follow the BEA style guide Consistency helps deliver the messages Branding ensures your audience stays focused on the messages

Don’t kill them with PowerPoint Slides are meant to encourage discussion, not dominate it. Use your sales skills: some can run through the entire ALBPM pitch

using only one slide.


Remember: many slides build on each clickRemember: many slides build on each click

Business Challenges What is BPMThe Solution Lifecycle

Remove or alter this slide before

presenting


PROCESSPROCESS

Department

Challenge: Execute Processes That Span Multiple Departments, Companies And Applications

Process – The Perception

D

E

P

A

R

T

M

E

N

T

ERP


Customer Service

Sales and Marketing

Production Planning

Manufact-uring

Inventory & Logistics

Finance

SFA ERPLMS

SCMB2B

Enterprise Infrastructure Services

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

PMS SCMCustom

ERPCRM

Organizational Units

ERP

MESFMS

The Process Truth

Pro

cess

es

Product ConfigurationProduct Configuration

Order ManagementOrder Management

Warranty & Returns ManagementWarranty & Returns Management

MissedExceptions

EscalatingCosts

ProcessDisconnects

Reality: “White space” between departments and systems causes breakdowns in execution and efficiency


What is Business Process Management?

Business Process Management

…is a strategy for managing and improving the performance of the business through continuous optimization of business processes in a closed-loop cycle of modeling, execution and measurement.


Order Management Process



Customer Relationship Management

Sales and Marketing

Production Planning Manufacturing

Inventory & Logistics Finance & HR

SFA Prodict LMS

Inv MGMT

B2Bproduct

ERP.

SCMproducti

nfo.

MES

DB ERPCRM

BPM models, simulates, executes, manages, monitors, & optimizes those Business Processes.

How BPM Addresses Business Challenges

Customer Relationship Management

Sales and Marketing

Production Planning

Manufacturing Inventory & Logistics

Finance & HR

SFA Product LMS

Inv MGMT

B2B



product

ERP

SCM product

MES

DB ERPCRM

Organizational Units

Real-World Business Processes span organizations, systems, and applications.

Product ConfigurationProduct Configuration

Order ManagementOrder Management

Warranty & Returns ManagementWarranty & Returns Management

Pro

cess

es


Business dashboards and historical & trend analysis tools

BEA AquaLogic BPM

A Comprehensive Solution for the Entire Process Lifecycle

Process modeling, simulation and documentation

BusinessAnalyst

Process developmentand systems integration

Process Developer

BusinessOwner

Process execution and management

Business User Interaction

ProcessParticipants

Enterprise applications and databases

What Differentiates AquaLogic BPM?



Analysts Agree: ALBPM is a Leader

“This infrastructure company is committing considerable resources to providing a compelling BPM and SOA

product portfolio.”

Forrester Wave: Human-Centric BPMS 2007

“…AquaLogic BPM empowers business users to collaborate with IT during all

phases of the business process lifecycle….”

Magic Quadrant for BPM – November, 2007


Analysts Agree: ALBPM is a LeaderLeaders Quadrant in Gartner’s 2007 Magic Quadrant“AquaLogic BPM empowers business

users to collaborate with IT during all phases of the business process

lifecycle….”

Leader in Forrester’s Integration-Centric BPMS Wave

Leader in Forrester’s Human-Centric BPMS Wave“This infrastructure company is committing considerable resources to providing a compelling BPM and SOA product portfolio.”



Why BEA?

No CompromiseEnterprise-class quality and delivery

Leading-edge product innovation

Pro

ven

Ent

erpr

ise

Cla

ss

Product Innovation

BEA


Flexible, collaborative BPM tools bridge

people, processes and systems

Mirrors real work and captures the “out-of-

band” processes

Support structured and ad-hoc processes

AquaLogic BPM Differentiators

Multi-Platform Support

Connects to a Variety of Backend Systems

Pre-Integrated SOA

Product and Organization Scale

Global Reach

Enterprise-Class Built for Scale

Single comprehensive solution for end-to-end

business process

Fully integrated – not a patchwork quilt – for all

types of processes

Facilitates Rapid Application

Development

Single BPM platform for Business and IT




Flexible, collaborative BPM tools bridge

people, processes and systems

Mirrors real work and captures the “out-of-

band” processes

AquaLogic BPM Differentiators

Multi-Platform Support

Connects to a Variety of Backend Systems

Pre-Integrated SOA

Product and Organization Scale

Global Reach

Single comprehensive solution for end-to-end

business process

Fully integrated – not a patchwork quilt – for all

types of processes

Facilitates Rapid Application

Development

“Our engine repair projects involve a lot of

discussions, emails and decisions – work

outside of systems. We had to capture the real collaborative work to optimize end-to-end

processes.”

- Pratt & Whitney

“We’re processing more than 30 million updates per month with BPM and have reduced eligibility

exceptions by more than 91% – we needed a vendor we could trust

with that scale.”

- United Healthcare

“AquaLogic BPM was our choice, in great part

because it lets business users

effectively model and communicate their

processes with IT in one intuitive, unified

tool.”

-Option One Mortgage



Single BPM platform for Business and IT

Market GrowthEvolution of BPM


presenting

Some of these slides can be used to set-up the solution slides


A Promising Future

AquaLogic BPM is BEA’s fastest growing product

BPM is the fastest growing segment of deployed software

Analysts predict massive growth over the next 5 years:

0

1

2

3

4

5

6

7

2005 2006 2007 2008 2009 2010 2011

IDC

Forrester

Gartner

Billion USD


BPM Customers


Business Process Improvement Ranks as a Top Business Priority in 2008

25%

34%

38%

62%

65%

Merger or Acquisition

Geographic Expansion

New Product or Service Line Expansion

Technology Upgrade

Business Process Improvement

*Source: Robert Half Management Resources survey of over 1400 CFOs in the US, November 2007. Data shown for CFOs of companies with 1000+ employees. CFOs were allowed more than one response

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


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

15

13

21

51

*Source: Aberdeen Survey of 125 enterprises, “Aligning IT to Business Processes: How BPM is Complementing ERP and Custom Applications”, Aberdeen Group, May 2007.

My software applications allow me to quickly adapt to most customer 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 customer requirements

My software applications offer little or no flexibility to meet individual customer service requirements

Business userdashboards

Define Execute Monitor

Standards-basedgraphical modeling,

business rules,simulation

Implement

Optimize

Assemble,configure,

codegeneration

Integration, automation, and workflow

What’s different this time? Integrated Suites


Evolution towards BPM and SOABuying Patterns

Workflow

Modeling

EAI

BPM

BAM..

Governance

SOA

Standards

Business Process Solutions

Integration Solutions

SOA Strategy

BPM Strategy

BPM+SOA Strategy

Business

IT


Ser

vice

-en

able

d c

apab

iliti

es

Value to Customer

From SOA to Dynamic Business Apps

Shared Web Services —Exposing data and actions1

SOA

Process Agility —Improving visibility, control, and productivity

2BPMSOA

Dynamic Business Apps —Empowering business-user change and effectiveness

3Web2.0BPMSOASaaSVirtualization

BEA Confidential. | 31•BEA Confidential | 31

What is a Dynamic Business Application?

Traditional App

Built for permanence

Collaboration is rare

Strict page-flow sequence

Designed for systems

App drives business process

The same experience for all

Built for constant change

Collaboration is ingrained

Interactive and dynamic

Designed for people

UI driven by context: role, process expertise

Dynamic Business App

Business process drive app


Why are Dynamic Business Applications Different?

Commodity processes

Differentiated processes

Hard toChange

Built for Change

Traditional Packaged

Applications

Custom Applications

Dynamic Business

Applications

Service-enabledPackaged

Applications


Application Platforms: Stuck in the 90sWhile new technologies have emerged …

… application platforms have not kept up

Web 2.0 Social Computing

Business ProcessManagement

Service Oriented Architecture

Collaboration

Existing platforms are designed for coding paradigms, not rapid assembly and change

Unable to use new business models, e.g. pay-per-use, SaaS

New technologies are disjoint solutions to point problems

Testing and deployment are not integrated

Governance and management are “after the fact” bolt-ons

Real-time, event-driven applications are not supported

Virtualization

Real-Time Events


What is Needed: A Simplified Platform for Dynamic Business Applications

BEA Differentiators:

Social computing and user-composed composite applications

BPM and SOA assets at the core for change-ready applications

Unified compose, test & deploy experience

Virtualization for scale-out and performance

Integrated governance, management and administration

Multi-tenant

Billing via configurable “units of use”

Per user Per transactionPer resource (e.g. CPU)Customer defined

Enabling Faster Time to Market Through Convergence & Simplification

Web 2.0 CollaborationPortal

Business Process &Rules Management

Services & Event Management

Virtualization FabricG

ov

ern

an

ce

, M

an

ag

em

en

t &

Ad

min

istr

ati

on

Inte

gra

ted

As

se

mb

ly,

Te

sti

ng

&

De

plo

ym

en

t

Feature/Function Overview


presenting

Note the first slide hyperlinks to the other slides; floating over the lower right corner produces an image which will return you to the Suite Overview slide.


BEA AquaLogic® BPM Suite

Process Modeler End-user Workspace Manager Dashboards

Developer Studio Enterprise Server

Application ServerClustering

HA DatabasePosture

Process Server

Workspace

Process Database

Horizontal Scaling

Active

DB

PassiveDB

Active

Repository

ProductionRepository


AquaLogic® BPM Process Modeling

Process modeling with full support for BPMN

Multi-process simulation

Multi-language modeling and documentation

Process template repository

Master role directory


AquaLogic® BPM Studio

Integrated modeling and implementation supporting BPMN, XPDL and BPEL

Multi-language scripting

Drag-and-drop forms builder

Browse and discover external services with UDDI

Advanced component model for optimal reuse

Introspection based connectivity

Version control

Multi-level testing

Embedded runtime for solution testing


AquaLogic® BPM Workspace

Localized in 9 languages

Embeddable in portals using JSR 168

Fully customizable using stylesheets and template customization

Role basedaccess

Built-in collaboration

Attachment and remark support

Custom views


AquaLogic® BPM Dashboards

Real-time monitoring

Historical reporting of process activity and KPIs

Integrated in Workspace

Pre-built dashboards for most common scenarios

Automatic drill-down


AquaLogic® BPM Enterprise Server

Multi-platform support

Native execution of XPDL and BPEL

Multi-version process instances

Dynamic binding to external services

Web based console with full control over process deployments


HA DatabasePosture

Process Server

Workspace

Process Database

Horizontal Scaling

ActiveDB Back-

upDB

ProductionRepository


External Systems

AquaLogic® BPM Server

AquaLogic® BPM Logical ArchitectureBPM Studio for

Business Analysts

BPM Studio for Developers

AquaLogic® BPM Server

J2EE Container

Standalone JVM

Partner/Customer

Employee

RepositoryLDAP/

RDBMS

TCP/IP

Development Repository

Runtime Database

AquaLogic® BPM Database Details

Runtime Schema

Monitoring Schema

Analytical Schema


Firewall

or


J2EE Container: BEA WebLogic

Process A (EJB)

AquaLogic® BPM Running in WebLogic

AquaLogic® BPM Enterprise Server

AquaLogic® BPM Server Datasource

AquaLogic® BPM Directory Datasource


ServerDB

Real-time &Historical

LDAP orRDBMS

JNDI JDBC JDBC

JDBC Database

Enterprise Applications

Web Services

Java/.NetCORBA

COM/DCOM

Process Participants

Process B (EJB)

Process n (EJB)Process C (EJB)

Business Process Developers

AquaLogic® BPM

Studio

WL Portal

or

ALUI

AquaLogic® BPM runs in Weblogic J2EE Container

AquaLogic® BPM

Studio

Business Process Analysts


AquaLogic BPMJ2EE HA Architecture


HA DatabasePosture

AquaLogic BPM ServerJ2EE Edition

AquaLogic BPMWorkspace

(any Servlet Engine)

AquaLogic BPM Process Database

Horizontal Scaling

ActiveDB Passive

DB

ActiveRepository

AquaLogic BPM ProductionRepository


AquaLogic BPMStandalone HA Architecture

HA DatabasePosture

AquaLogic BPM ServerJava Edition

AquaLogic BPMWorkspace

(any Servlet Engine)

AquaLogic BPM Process Database

Horizontal Scaling

ActiveDB Passive

DB

ActiveRepository

AquaLogic BPM ProductionRepository

BPM and SOA: Selling the Stack


BPM and SOA – Better Together

Optimizes business processes

Provides insight

Driven directly by business goals

Does not require SOA but SOA greatly simplifies BPM implementations

Simplifies IT infrastructure

Provides encapsulation

Driven indirectly by business goals, translated to a need for flexibility and IT agility

Provides a layer of control and governance for IT underneath BPM

BPM SOA


Customers Report More Success with BPM with SOA

0% 10% 20% 30% 40% 50% 60% 70% 80%

IT control over business processes is "central" or"optimal"

Commonly shares, links and reuses processes acrossdepartments

Strategic ability to deliver rapid process improvement

BPM With SOA

BPM Without SOA

Source: BEA Survey of over 1000 customers and prospects, BPM Lifecycle Assessment Survey 2006-2007

Strategic ability to deliver rapid process improvement

Commonly shares, links and reuses processes across departments

IT control over business processes is “central” or “optimal”


Process View of SOAEasy Access to Managed, Reusable Services

Service NetworkServiceRepository

Design time discovery Runtime Binding, Access

ServiceRegistry


SOA View of ProcessesManage Business Processes as Services

Service Bus

ServiceRegistry

Routing

Security

Data Mapping

TransportBridging

Management


BPM and SOA TogetherInteracting but independent lifecycles

Implement

Model

Execute

Measure

Manage

Architect

Execute

Implement

Business

IT

Process Lifecycle

Service Lifecycle

Discover ServicesConsume Services


BPM

Delivers the ability to model, execute & optimize dynamic business processes

Spans organizations, systems & applications

Integrates seamlessly with Enterprise Integration capabilities for 360° integration

Eclipse based modeling and development

Comprehensive Standards Support: BPMN 1.0, XPDL 2.0,UDDI 3.0, BPEL 2.0

AquaLogic BPM

Comprehensive BPM & SOA Integration


Delivers scalable service mediation

Provides insulation from change

Streamlines communication between disparate services

Bridges multiple protocols, message styles, security and data formats

Provide service transformation, validation, enrichment and routing

Delivers operational service visibility, management and control

AquaLogic Service Bus

Enterprise Service Bus

BPM



SOA Based Payment solution

Out of the box SWIFT/SEPA compliance

SOA, Product Leadership in ESB and Market Leadership in Financial Services

ESB-based connectivity for the SWIFT Network as well as ERP, MQ, File, and custom transports

Extensibility of financial message formats including SWIFT and SEPA

AquaLogic Service BusFinancial Services Edition

Enterprise Service Bus for SOA Based Payments

BPM



Single tool for complex integration use cases involving stateful and stateless processing

Exposes integrated processes as a Web Service in “three clicks”

Extends and integrates applications into enterprise-class services (web and legacy)

Single optimized solution that scales with organizational need

AquaLogic Integrator


Process Integration

BPM



Provides an aggregated, business-ready view of real-time data across numerous sources

Simplifies and optimizes access to and updates to distributed data

Transforms data into consistent, actionable and reusable information

AquaLogic Data Services Platform


Process Integration

Data Services

BPM



SOA Based ERP Integration

Manage, monitor and scale last mile connectivity

Eliminates Adapters

Supports Big 4 packaged apps: PeopleSoft, Oracle, SAP, Siebel

Performance throttling of ERP connections

Legacy or custom applications

Smart Connect

Connectivity


Process Integration

Data Services

BPM



Putting it All TogetherSOA-Integration Connected To BPM Flexibility

DatabaseLegacy

ApplicationsCustom

Applications

PackagedApplications

LegacyApplications

Database

XML DataSource

BEA AquaLogic® Service Bus Service Integration

BEA AquaLogic® BPM Suite BPM

BEA WebLogic® Integration IT Application & Process Integration

BEA AquaLogic® Data Services PlatformData Services

BEA Smart Connect

BEA Confidential. | 59BEA Confidential. | 59


Database

XML DataSource

LegacyApplications

CustomApplications




DatabaseLegacy

Applications

Process Integration

BEA delivers a unifying solution …

Data Services

Use

r In

tera

ctio

n

En

terp

rise

Reg

istr

y &

Rep

osi

tory



Database

XML DataSource

LegacyApplications

CustomApplications

Service Integration

Data Access(Data Service Enablement)



DatabaseLegacy

Applications

Process Integration (Integration Service Enablement)

PortalsPortalsWeb applicationsWeb applications

MashupsMashups

User InteractionUser InteractionWeb 2.0Web 2.0RunnerGraffiti

WLPALUI

ALBPM

WLI

ALSB

ALDSP

WLS

Tux

SOA

BPM

Web 2.0

Tying it All Together -

Collaborative BPM


The BPM Suite

ModelSimulate

ImplementIntegrate

Execute

Measure

ProcessDeveloper

BusinessAnalyst

BusinessOwner

Shared process model enables seamless iterations between modeling and implementation

Process repository and engine manages and executes multiple versions of processes

Process data is monitored by the business owners

Business owners work with business analysts to define and optimize the process


Meanwhile, outside the formal process…

Can you meet with me on this?

Do you think we should change the

way we _____

We’ve never seen this exception before… how should I ___

Can you make edits to this before I

distribute?

BEA Confidential. | 64BEA Confidential. | 64BEA Confidential. | 64

People and systems work differently

How People Work

Creative

Never the same

Ad-hoc

Collaborative

Adaptable

Shades of Grey

How Systems Work

Transactional

Standardized

Programmed

Processes

Rigid

Black or White

BEA Confidential. | 65BEA Confidential. | 65BEA Confidential. | 65

The challenge: People and system silos

Personal Productivity SFA

Email

Local shares, Wikis

Blogs, discussions

Manufacturing, R&D

ERP

CRM


The reality todayInteraction not coordinated

Assign Task

Complete Task


The reality todayPeople fill gaps between processes and systems

Assign Task

Complete TaskCollaborate


The reality todayInformation and knowledge not easily leveraged

Assign Task


LeverageKnowledge


The reality todayInformation and knowledge not easily leveraged

Assign Task


LeverageKnowledge


People still manage to get work done

Collaborate

LeverageKnowledge

Assign Task

Complete Task


Enter Collaborative BPM

Assign Task


LeverageKnowledge

BPM Suite

Contextual Collaboration

Knowledge Management


BPM Suite

Shared modeling environment for business and IT

Integrated, full lifecycle process management: modeling, execution and monitoring

Best-of-breed SOA integration for easy connection to back-end services

Integrated, role based human workflow

BEA’s Sweet Spot

Contextual Collaboration

Document versioning

Discussion forums

Shared calendar

Role based security

Knowledge Management

Unification of diverse content across the org

Extensive search

Enterprise Social Computing


Pratt & Whitney

AquaLogic BPM manages engine maintenance process worldwide 24/7

Allows for better preventative maintenance – avoiding higher-cost repairs

Eliminates extensive paperwork, manual effort and tracking

Allows for real-time updates and comprehensive fleet-wide status tracking, organizes information around

unique engine numbers.

Cradle-to-grave visibility into performance and maintenance of each engine

Better manage inventory on engine repair and overhaul

Automate tracking of engine maintenance milestones

Bridge engineering, support, operations and finance to ensure better customer

support and satisfaction

Opportunities & Challenges

Grew after-market maintenance business 50-100% each year the last 3 years

Tripled customer satisfaction with largest customers (spending hundreds of millions $$ per year)

Better engine performance tracking and comparison allows Pratt to repair engines before failure – a $500,000

savings per failure event - saving hundreds of millions $$ per year

Allows for fleet-wide issue tracking – ID bad parts or processes holistically

Results

Solution Powered by AquaLogic BPM


“ By the turn of the 21st century, only 15 percent of US employees undertook transformational work such as mining coal, running heavy machinery, or operating production lines [...]. The rest of the workforce now consists of people who largely or wholly spend their time interacting.”

- McKinsey 2005, “The Next Evolution in Interactions”


Job Growth & Top Dollar for Tacit Jobs

Source: McKinsey 2005,“The next evolution in Interactions”


“We cannot solve our problems with the same thinking we used when we created them.” - Albert Einstein


“Collaborative BPM has the potential to change knowledge worker’s lives

as much as email has. People just don’t realize it yet.”

~ Pratt & Whitney

BEA Confidential. | 78BEA Confidential. | 78BEA Confidential | 78

Dynamic User Experience Management

Dynamic User Experiences

Features UI framework: template engine

for personal, community pages Experience management:

control branding, navigation at user or “experience” level

Application framework: unifies security, identity management

Search infrastructure

Benefits Build richer, more interactive

applications Reduce TCO for application

development and management Complement process-integration

with GUI-integration


Enterprise Knowledge Integration

Features Assemble links to enterprise

knowledge (documents, email, Web)

Universal search: people, content, projects, applications

Content contextualized to applications and experiences

Attach assembled content to process instances

Benefits Enterprise knowledge aggregation Reduce time searching Broaden enterprise peripheral

vision and improve decision-making

Knowledge Directory


Collaboration at every level for every step

Project Workspaces: Integrated, Web-based workspaces unite users around projects Moderated announcements,

discussions Document sharing Advanced task management Unified calendaring

Powerful notification and subscription services Users notified when colleagues

contribute or make changes Keep track of collaborative work

on-the-fly

Work in your environment:Desktop, Office, Emailintegration

Collaborative workspaces

Roadmap


AquaLogic BPM Roadmap

In addition to this product-specific roadmap, AquaLogic BPM is a key part of BEA’s dynamic business applications initiative (project Genesis)

1H2008: Minor

Ease of use

Improved integration

Expanded deployment options

1H2009: Major

Process Intelligence

End user empowerment

Expanded governance support

How to get Started


Business Process Improvement Plan

Identify and Map Critical Business Processes Define Current State of the Processes Define Desired State of the Processes Prioritize Processes targeted for Improvement by:

Value/Impact to the Enterprise

Urgency/Need

Complexity

Identify Key Metrics and Success Criteria for each Develop cost models around traditional approaches to business process

improvement (buy/build vertical applications vs. horizontal BPM platform) Maintain cross-functional Sponsorship

Focus on Iterative Phases of Improvement driven by Value


Identify and Map Business Processes

Process Impact

• Revenue

• Cost

• Customer Service

• Cycle Time

Process Complexity

# of Process Steps

# of Integration Points

# of Process Exceptions

# of Process Participants

# of Transactions

# of Organizations

• Customer Support/Help Desk• Claims Eligibility

• Sarbanes-Oxley

• Inventory Management

• HR Management

• Transportation Management

• Claims Repricing

• Automated Expense

• Report Management

• Claims Adjudication • Order-to-Cash

• Customer Provisioning & Activation

• Customer Credit Management

• Order Management

• Field Service Management

• Loan Origination

• Procurement & Sourcing

• Benefits Administration

• Product Lifecycle Management

• Risk Management

• Service Billing

• Employee On Boarding

• Revenue Recovery

• HIPAA Compliance

• Reverse Logistics

Low High

High

Identify and Tackle Identify and Tackle

High-Value, Low-ComplexityHigh-Value, Low-Complexity

Projects FirstProjects First

Address the Address the

High-Value, High-ComplexityHigh-Value, High-Complexity

Projects SecondProjects Second


4 Stages of Improvement and Value

Simplicity• As Is…To Be

• Document/Simulate

• Best Practices Analyze Automate

OptimizeInnovate

Accuracy• Manual Activities

• Integrate

• Control/Compliance

Alignment• Agility

• Synchronize

• Oppty/Change Mgmt

Transparency• Monitor/Audit

• Real-Time Metrics

• Efficiency


Business Process ImprovementOpportunity Life Cycle

Analyze

Automate

Optimize

Innovate

Co

mp

etit

ive

Ad

van

tag

e

Time


BPM Readiness Assessment

Examination Detailed survey focused on four key

process domains

Analyze

Orchestration

Optimization

Innovation

Diagnosis Based on complex analytics results Compared vs. peer group

Prescription Go forward plan based on results Best practices identified and utilized

bpm.bea.com

Appendix


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


BEA at a Glance

CEO

Founded

Mission

Employees

Customers

Partners

FY07

Product Families

1995

4,200

BEA AquaLogic™, WebLogic™, Tuxedo™

18,000

2,000 - Accenture, Adobe, Capgemini, CSC, Deloitte, HP, Intel, Sun, VMWare…

Alfred Chuang

Revenue $1.4B, R&D Spend $214M

Simplify enterprise computing by inventing software that enables customers to innovate


18,000 Customers Around the Globe Depend on BEA

http://www.accredhome.com/

http://www.airnet.com/

http://www.telecomitalia.com/

http://www.covad.com/

http://www.virginmobile.com/mobile/index.html

http://www.deutschepost.de/dpag?lang=de_DE&xmlFile=828

http://www.vw.com/index.htm

http://www.citibank.com/domain/redirect/logo/citi.htm?BVE=http://web.da-us.citibank.com&BVP=/cgi-bin/citifi/scripts/&BV_UseBVCookie=no&US&_u=visitor

http://www.usps.com/welcome.htm?from=global&page=0001home1

http://www.capgroup.com/

http://www.cia.gov/cia/publications/factbook/flags/fi-flag.html

http://www.cia.gov/cia/publications/factbook/flags/uk-flag.html

http://www.cia.gov/cia/publications/factbook/flags/sn-flag.html

http://www.cia.gov/cia/publications/factbook/flags/ja-flag.html

http://www.cia.gov/cia/publications/factbook/flags/as-flag.html


Business Drivers for CIO Agenda

Cost ReductionProcess Efficiency

Systems Consolidation

Outsourcing

Growth StrategiesMergers & Acquisitions

Organic Growth

New & Better Product/Service

New & Better Process

Innovation

CompetitionEstablished Players

New Entrants

CIOAgenda


CIO Challenges – Lack of Business Agility

Diverse platforms Java application servers Windows Proprietary systems Mainframes

Stovepipe investments ERP, CRM, HRMS Portals, CMS RDBMS, BI

Demanding stakeholders Employees Customers Partners Vendors

$27New

$73Maintain

IT Economics

Documents

Example of Sales Pitch Slide Library