© 2013 IBM Corporation
Good Design is Good Business (5:50 time mark)
Industry Models Accelerate SoftwareFeatured Speakers: Jim Amsden, STSM, Government Industry Solutions, RationalNick Norris, Rational WW FSS Solution Architect
Roger Snook IBM Software, RationalWorldWide Enablement Leader, Mobile, SOA, Design +1.703.943.1170, [email protected]
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AgendaGood Design is Good Business - Industry Models Accelerate Software
1. Introductions, Motivation
2. Examples:
• Municipal Reference Model
• Financial Sector Models
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Large Government Agency:– Productivity gains from 3 days to 10 minutes
Vendor of SOA-based ERP Applications– 50% reduction in development time and cost for new services
Major Media Company– 30%-50% saving for architects translating to millions in development
savings
Large Telecommunications Service Provider– Invested 68 hours to realize reduction of 1016 hours
Good Design is Good Business!
Major Financial Services firm 30 day tasks now done in 1 day
65% of code automatically generated from the design – uniform and well structured
“RSA allows developers to model a solution utilizing UML, which is usually easily understood by developers as well as business”
“RSA saves development time and time spent on documentation, and enhances understanding of the system being built.”
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…And Proven Worldwide Customer
Success
IBM Industry Models Success
Speed, Agility & Flexibility
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Blueprinting is a standard approach in Engineering & Construction to
– Manage Complexity
– Mitigate Risk
– Gain Agreement
– Lower Cost of Remanufacturing
Blueprinting (commonly referred as Modeling) for IT Solutions also reduces complexity, risk, costs and helps gain agreement in the development and deployment of IT Solutions.
Models / Blueprints – A valuable asset for engineering projects
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Modeling IT solutions reduces organizational and technical complexity
Technical Drivers
ComplianceGovernance
Application Complexity
Organizational DriversTeam Size
Geographical DistributionOrganization Distribution
Documentation and White-boarding Collaborating on whiteboard sketches Spreadsheets, Word Docs
Code + Integrated DocumentationCode + Some Documentation“Code Only”
Informal modeling Presentations and Drawing tools Quick capturing of ideas for analysis Capable of analyzing simple problems
Modeling Leveraging industry standards (UML, BPMN, Architecture
frameworks) to analyze the industry specific complex problems Industry recognized notations Underlying meta-data facilitates easier collaboration on model
dependencies, with automated change propagation. Easy impact analysis reports Simulation for early problem determination
Modeling, Automation, Governance Automated task Execution and code generation
from Model (Model-Driven) Versioning with your standard CM system Extensibility to integrate with automation Ability to enhance with governance
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Vision: IBM’s CEO – A Business Motivation Model built with Rational Software Architect – models are NOT limited to just SOLUTIONS!
© 2013 IBM Corporation
Municipal Reference Model
An Industry Reference Model for Managing the Business of Government
Jim Amsden ([email protected]), STSM, Government Industry Solutions, Rational
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The root causes seem very disparate, hard to understand and hard to quantify the impact of with current approaches.
Policy Changes and Regulatory Mandates
Solutions must focus limited resources to address the root cause of challenges and provide long term solutions
Surging demand for services
Continual Service Innovation
Economic Downturn Aging Infrastructure
Reduced Revenues
IT Saturation
Globalization
Differentiation
Transparency, Regulatory Compliance
Shifts from Operational to Strategic IT
Environmental DisastersDevelop
Strategic Plans
Develop and Deliver
Solutions for Outcomes
Govern for the Future
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No matter the variable forces at play, often the core issue is the lack of a cohesive and inclusive process
1. Do the right things: through results-based budgeting and policy analysis
2. Do things right: through performance assessment and management aligned with policy initiatives
3. Manage change: for continuous refinement of delivered services through process optimization to deliver the results citizens want at a price they are willing to pay
Careful and proper information management helps you:Careful and proper information management helps you:
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MRM can be used in a number of ways to facilitate results-based government
Strategic Planning - Determining results you wish to achieve and the strategies for achieving them
Municipal Business Architecture – Designing the programs and services that deliver the outcomes that address citizens’ needs
Budgeting for Outcomes - Determining the services and service levels that provide the outcomes citizens want at a price they are willing to pay
Performance Management - Assessments of performance indicator actual vs. target values to drive operational improvements and inform future strategic planning activities to close the right performance gaps
Identify opportunities to exploit Information Systems solutions – Define the associated applications, data sources and platform technical architectures in support of the efficient, cost effective realization of municipal services – delivering more with less through IT exploitation
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An example of an organizing framework is the Municipal Reference Model
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Government Reference Models Provide: A Common Language and Structure for Describing the business of Government from the
perspective of the citizens it serves
Government Reference Models Provide: A Common Language and Structure for Describing the business of Government from the
perspective of the citizens it serves
CommunityTarget Groups
GovernmentOrganization Units ProgramProgram
ServiceService
ProcessProcess
ResourceResourceProjects
PerformanceIndicators
Accountable
Authorize
Responsible
ExperiencedOutcome
Accountable
Output
Administers
Implemented By
Consumes
AssessTransit
ion
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Program Public Health
Target Group Municipal Residents and visitors
Need Health
Outcome Improved Health (How to measure? Can we define this more precisely?)
Service 1 Service 2
Service Food Premise Inspection H1N1 Immunization
Service Output Inspection Report (permission to continue operation)
Immunization
Direct Client Food premise owner / operator Resident (H1N1 at-risk) receiving immunization
Indirect Client Food premise patron Others in the community (residents and visitors)
Service Value Reduced illness resulting from improper food preparation
Reduced illness resulting from fewer residents contracting H1N1
Process Schedule inspection, conduct inspection, produce report, schedule follow-up
Establish clinic, prepare public communication, operate clinic, decommission clinic
Example: Public health programs and services
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Manage your Municipal Business Architecture Gives municipalities the means to create a standard business model of their
municipality, and apply it to produce better business and IT plans and results!
– Based on a proven common language, usable by all stakeholders
– Can be tailored in scope and level of detail to the size, needs and capabilities of your organization
– Backed by a community of your peers providing governance, support, comparisons and best practices
– Includes tools, training and support
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Your “Live”
BusinessModel
OrganizationImprovements
Information& AutomationImprovements
Task & JobImprovements
Process& Quality
Improvements
Leadership &Management
Improvements
Resource & Financing
Improvements
Strategy& Policy
Improvements
Customize & ExtendMRM
ReferenceModel
Transition InitiativesTo-be
MunicipalModel
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Government by design allows you to address pressing concerns in an open, transparent, and effective manner
Citizen centered prioritizationCitizen centered prioritization Cost-cutting optimizationCost-cutting optimization
Government AccountabilityGovernment Accountability Results-Based PlanningResults-Based Planning
Evaluate investments against the priorities of citizens, communities and businesses in order to maximize value while minimizing trade-offs
Evaluate investments against the priorities of citizens, communities and businesses in order to maximize value while minimizing trade-offs
Manage, monitor, analyze and report on key initiatives and the value created for constituents and stakeholders, drive measurable outcomes
Manage, monitor, analyze and report on key initiatives and the value created for constituents and stakeholders, drive measurable outcomes
Meet cost-cutting targets by re-evaluating existing investments and projects based on performance, budgets, and public popularity
Meet cost-cutting targets by re-evaluating existing investments and projects based on performance, budgets, and public popularity
Provide a clear and visual illustration of the selection process, the decision criteria, and the trade-offs needed to balance supply-side strategic goals with demand-side citizen needs,
Provide a clear and visual illustration of the selection process, the decision criteria, and the trade-offs needed to balance supply-side strategic goals with demand-side citizen needs,
Make the right decisions for the right reasons, and at the right time with appropriate support and backing. Make the right decisions for the right reasons, and at the right time with appropriate support and backing.
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Benefits
Manage uncertainty of budget estimates
Provide accurate, timely, stable information to inform the process
Effective service evaluation criteria
Document services and service levels
Objective, quantified prioritization and tradeoff analysis
Communicate results to all stakeholders
Relevant performance indicators and levels
Performance assessments drive operational efficiency and future plans
Leverage experience of others to improve and compete
Iterate to refine plans
More equitable public spending
Higher quality of life
Increased satisfaction of core needs
Greater government transparency and accountability
Increased levels of public participation
Informed citizens for a more democratic process
To Government Organizations: To Citizens:
© 2013 IBM Corporation
Accelerating Transformation Projects with IBM’s Banking Industry Models
Nick Norris, Rational WW FSS Solution Architect
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Banking BPM & SOA Models Overview
Agenda
4
5
IBM Industry Models Overview
Banking BPM & SOA Models - Worked Example
Value Proposition & Customer Stories
Modeling within a broader Application Lifecycle Management context
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Banking Industry Models Overview
Data Model used provides a structured data dictionary that defines the business terms and phrases used within a given industry
IBM IndustryData Model
Process Models provide pre-defined analysis-level processes, used to ensure consistency and reuse of processes and activities within the Financial Institution
IBM IndustryProcess Models
Service Models provide the pre-defined analysis and design level structures to enable more consistency and reuse in the creation of Services
IBM IndustryService Models
Open platform
Industry expertise
Business structured
Easily customized
Standards compliant
Integrated tooling
Key Capabilities
Enables business users to easily scope and customize their own requirements
Facilitates step-by-step business focused development and roll-out
Delivers regularly updated business, technical and regulatory content
Creates open technology platform for any application or integration solution
Manages definitions and standards in complex IT environments
Key Value Propositions
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Improved efficiency and
cost reduction
Improved customer
experience
Agile & flexible models that are
easily extendable
BPM & SOA project
accelerator
Improved regulatory compliance
Aligned with industry
standards
STRATEGY•501 business functions•202 business components
BPM•530 business processes•2050 business activities•3000 business events
SOA•600 Use Cases•41 Components•348 Interfaces•3998 Operations
Banking BPM & SOA Model Metrics
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Trade Finance
Savings, Investments and Deposits
Cash Management
Corporate Actions
Trade Processing
Best Execution / MiFID
Regulatory & Compliance
Card Products Administration
Product & Marketing
Management
Consumer Lending
Commercial Lending
Mortgages Payments
Commercial Lending
Sales & Relationship Management
KYC/Account Opening
Wealth Management
Asset & Liability Management
Banking BPM & SOA Model Content
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Overall tooling landscape for Models
Design-Time Repositories
BPM Repository
IBM Business Process Manager
PD
Blueworks Live
Rational Team Concert SCM
Service Models
ServiceDesign Model
Interface Design Model
Business ObjectModel
SupportiveContent
OrchestrationProcess
Model
AnalysisProcessModel
Process Models
Business Terms
Vocabulary
Process Designer
Metadata Server
Infosphere Business Glossary
Run-Time Repositories
WSRR
RationalSoftwareArchitect
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Apply AML Policy
23
Fulfill & ActivateActivateOfferProposal
4 Refine Class Model, to support the logical data
6Analyze &
Modify Collaboration
Diagram
7
Refine Class Model, to support the physical data
I1 I2 I3 I4 I5
PackagedApplication
ServiceComponent
1
ServiceComponent
2
5 Analyze & Modify Service Components & Interfaces
CustomApplication
1 Analyze & Modify Process
Apply KYC Policy
Administer Operational
Risk
Administer Credit Risk
Comprehensive SOA templates that accelerate straight through processing efficiency…
Summary Steps for customizing BPM & SOA Models
3 Analyze & ModifyUse Cases
Apply AML Policy
Input Data A Input Data B
Output Data C
2 Identify AutomatableTasks
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IDENTIFICATION OF PROJECT SCOPE
SCOPING OF BUSINESS PROCESSES
PROCESS ANALYSIS
SERVICE ANALYSIS
SERVICE DESIGN
PROCESS DESIGN
PROCESS IMPLEMENTATION
SERVICE IMPLEMENTATION
Step 4 – Model Driven Development ExampleClear traceability between automated business process requirements and downstream SOA IT analysis representation using UML methodologies
Apply KYC Policy
Comprehensive SOA templates that accelerate straight through processing efficiency…
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Step 5 – Model Driven Development ExampleClear traceability between automated business process requirements and downstream SOA IT design representation using UML methodologies…
IDENTIFICATION OF PROJECT SCOPE
SCOPING OF BUSINESS PROCESSES
PROCESS ANALYSIS
SERVICE ANALYSIS
SERVICE DESIGN
PROCESS DESIGN
PROCESS IMPLEMENTATION
SERVICE IMPLEMENTATION
Apply KYC Policy
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APM (RSA)
Process Identified
Initial Scope of Data
Process customized to meet requirements
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BOM
Define Capabilities and ensure operations are mapped back to APM for the Activity/Process they are representing as a Candidate Service
Define Inputs/Output Types – extending class model for attribution needs - ensure data is consistent with process flow
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IDM
Start defining Transfer Objects and mapping back to IDM – TO’s give complete control over message creation (ability to control Message Size)
Flow BOM Changes into IDM
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SDM
Define the parameters for the services – their types are the TO’s defined in the IDM
Define the Services
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Creating the OPM
Having started in the APM and modelling down to the SDM – the Orchestration Process (OPM) Model Can be created
"Industry Models > Migrate..." menu, choose "Transform Banking APM to OPM":
Select project with customized APM, BOM and service design models:
Select target project. You can choose the source project as the target or a separate project
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OPM
The Provide Arrangement Proposal process and associated artefacts (sub-processes, Wsdl + XSDs) can now be exported to IBM BPM
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Benefits of a Model Driven Approach
Accelerate Time to Value– 30 to 40 percent decrease in time spent in the modelling phase
– 20 to 25 percent decrease in the time spent in the design phase
– 15 percent decrease in the time spent in the deployment phase
Improve Productivity – An average of a 70 percent increase in developer productivity (sixty seven percent of the respondents said that their
developer productivity increased as a result of using the Models)
Reduce Costs– Cost savings extending from 5 percent to greater than 25 percent (75 percent of respondents reported that use of the
Models helped decrease costs)
– Many companies observed that cost savings would increase as the team became more familiar with the Models and used them on multiple initiatives
Strengthen Business/Technology Linkage– Use of the Models helped to directly align with business needs
Improve Operational Efficiency and Effectiveness– Models help identify and eliminate duplications of processing across line of business silos
Source: Hurwitz & Associates reviewed IBM’s approach to leveraging data models. In-depth interviews with customers of IBM’s Insurance and Banking Data Models provided the basis for this research. The companies interviewed found these tangible and business benefits. Source: Hurwitz & Associates reviewed IBM’s approach to leveraging data models. In-depth interviews with customers of IBM’s Insurance and Banking Data Models provided the basis for this research. The companies interviewed found these tangible and business benefits.
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Top Drivers for Deploying Models
2.8 2.9 3 3.1 3.2 3.3 3.4
Business process reuse
New SOA architecture
Core system(s) needed modernization
Reduce time to market
Integrate systems more effectively
SOA front end/ flexibility and agility
Streamline business processes
Score (1-4)Source: Hurwitz & Associates(n=10)
Drivers for deploying IBM’s Information Framework Process and Service Models
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Value of a model driven approach to development
0
10
20
30
40
50
60
70
80
90
100
Pro
ject
Ma
na
gem
ent
Re
qu
irem
ents
Gat
he
rin
g
Pro
ces
s A
nal
ys
is
Us
e C
as
e A
nal
ysis
Se
rvic
es
De
sig
n
Pro
gra
mm
ing
Te
sti
ng
De
bu
g &
Co
de
Fix
De
plo
ym
ent
Standard
IFW based
Phase Reduction*
Requirements gathering - pre-existing models focus the requirements discussion and facilitate scope refinement
20%
Process analysis - starts in modification rather than creation mode
40%
Use case analysis - benefits from requirements being drafted using IFW
50%
Services design - benefits from completeness & accuracy, many ‘mechanical’ decisions
50%
Implementation - partial generation, completeness, accuracy
20%
Debug - clear formal requirements obtained early on
20%
Deployment 10%
*These are estimates calculated by IBM Industry Models & Assets Lab clients from post implementation audits conducted in Tier 1 IFW banking model users
Value grows exponentially in the future as opportunities for reuse are identified
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Challenge
• Business / IT alignment – challenge aligning goals of both organizations
• Duplication – resulting from each business unit defining and developing requirements independently
• Complexity – in IT portfolio, as well as complexity to end users and customers
• Cost – driven from duplication and complexity
• Lack of agility – to: drive common processes across products and
channels eliminating variance leverage assets to realize time and cost savings in
automation projects
• Purchased models in 2006
• IBM Foundation, Process and Service Models
23% reduction in project costs and time to deliver - objective is to reach 41% savings
Improved project scope – US$24M cost saving and 72% of initial project scope
Improved business requirement – 80% reduction in change control and US$575k save over traditional requirements gathering on credit card project
Business process re-use – US$16MM in technology re-use; 20% – 80% effort saved; eliminated 33% – 44% of cross channel and product variance
91% of executive enterprise architecture council members have started business architecture
Solution
Wells Fargo - Wachovia
Business Benefits
APPROVED FOR EXTERNAL USE
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Challenge
• Inconsistency in analyzing business capabilities, business processes, and application functions
• Lack of agility of business to respond to market opportunities and compliance and regulatory requirements
• Challenge controlling costs through rationalization of product and application portfolios
• Difficult to rationalize and integrate new capabilities, products and customers during mergers and acquisitions
• Difficult transition from business strategy to execution
• Using Models in a ‘progressive transformation’ approach to deliver ROI
• IBM Foundation, Process and Service Models
Enabled consistent methodology for strategy, business and IT analysis
Drove a disciplined approach to operational planning and execution across the enterprise
Improved business / IT alignment based on common business language
Increased re-use which promotes process and operational efficiency
Improved scalability in terms of one component serving the needs of many
Context:
140 implemented services in total
E-Commerce Project: 98 service operations and 18 service interfaces implemented
Countrywide Merger: 44 service operations and 18 service interfaces implemented
Solution
Bank of America
Business Benefits
APPROVED FOR EXTERNAL USE
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Challenge
• Inconsistency in analyzing business capabilities, business processes, and application functions
• Lack of Scoping Mechanism for projects being managed across the Group
•Lack of Standardization across projects impacting on consistency and quality of project deliverables
•Challenge controlling costs through rationalization of product and application portfolios
• Difficult transition from business strategy to execution
• IBM Foundation, Process and Service Models
Solution Accelerator – Time and cost benefit to managing projects
Scoping Change – consistent mechanism to scoping business and IT projects and provides a framework for managing change
Standardization, Consistency and Quality – Consistent language within and across projects
Knowledge Transfer – Change and/or direction is consistently communicated and understood
Impact Analysis - Change across the Group can be clearly assessed and communicated
Enterprise Reference Model – Enterprise knowledge and direction classification
Service Models used as an input to the Internet Banking solution and as foundation of channel architecture
Solution
Lloyds Banking Group
Business Benefits
APPROVED FOR EXTERNAL USE
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Challenge
• Ineffective infrastructure - Similar business processes supported by many different developed applications, all requiring support and SOX controls
• Lack of agility for the business to respond flexibly and quickly to internal and external changes
• High running costs for both business and IT, including very high project costs to enable changes
• Difficult to manage / control processes – lack of a comprehensive and transparent method of documentation
• Inability to continuously improve the products, and the efficiency and competitiveness of the processes to keep pace with the competition
• Models adopted as part of the BPM Global Corporate Methodology and ‘One Bank’ strategy
Decreased process change time to < 1 month
Achieved productivity benefits in requirements gathering, planning and analysis phases
Ensured consistency and coordination with standard repeatable, flexible processes
Enabled transparent ownership and accountability - SoX Compliant
Created a culture of collaboration, leverage and re-use as part of ‘One Bank’ strategy
Improved products and services supplied to internal and external customers
Improved understanding and communication and accuracy in requirements definition
Context: 35 projects have been executed based on BPM methodology delivered on schedule
Solution
ABN - Amro
Business Benefits
APPROVED FOR EXTERNAL USE
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Challenge
• Standardization – inability to drive standardization and eliminate duplication
• Project execution – challenges in implementing a project and estimating the time and resources required
• Scalability – challenges in terms of scaling to a factory approach once the first project was delivered
• Maintainability, challenges in terms of governance of projects
• Cost / Inefficiency – Expensive human resources compensate for what IT hasn’t solved, switching screens throughout a process and re-entering same data.
• Current approach made multi-channel impossible
Achieved a 20% time / cost benefit based on initial business lending project
Developed a common ground for cross domain and cross country harmonization
Enforced consistency, eliminated duplication and aligned business and IT projects
Intellectual property contained in process model exceeded expectations in terms of accelerator value
Context:
ING identified 23 processes required to support business lending project
Proof of concept around loan origination successfully delivered
Solution
ING
Business Benefits
APPROVED FOR EXTERNAL USE
• Models successfully adopted on initial proof of concept lending project
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RRC
Rational Software Architect
Overall Tooling Landscape – Separate Process and Services Activities
Value Chains
Business Object Model
Interface Design Model
Business Process Manager
Rational Team
Concert
Assumed Tooling Landscape, to be used as underpinning for overall CoE environment
BlueWorks Live
Discovered Processes
Requirements
Run Time environments
Via URL link
Integrated task tracking, source control and planning
Asset Management Rational Asset Manager
Deployed Services
Service Library
Process Server
Process designer & Integration Designer
Subset of OPM
Modeling Environments
BP
MN
20
Exp
orts
Deployed Process Applications
Service Design Model
Manual link or Via URL link
Discovered Processes
Lifecycle Mgt Environment
Analysis Process Model
Orchestration Process ModelSubset of
APM
APM/OPM only in RSA for initial population to BPM
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RTC
Lifecycle Management – Requirements & Planning (RRC, RTC)
Life
cycl
e M
gt T
oolin
g
RRC
Requirements
3
1. Requirements are organized in RRC according to Value Chain structure in Industry Models
2. Requirements are developed and written up in RRC3. When requirements are analysed and approved, Development Plans
are created in RTC, with traceability back to the Requirements4. Test Plans should be developed at this time in RQM (see later)
RTC Development
Plan
Development Stories
1
2
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Lifecycle Management and Model Artifacts – RSA & RTC
Mod
el T
oolin
gLi
fecy
cle
Mgt
Too
ling
RTC
RS
A
RTC Development Plan
Dev Stream
Development Story
SERVICE DESIGN
Jazz Source Control
SDM
SDM
IDM
IDM
1
2
3
4
1. Stories and Tasks are created on plan2. Modelers check out stream into a
repository workspace3. Changes to models in RSA generate
Change Sets for RTC4. Plan tasks are associated with Change
Sets, all delivery to stream is traceable
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Lifecycle Management – Building & Test (RSA, RTC & RQM)
Mod
el T
oolin
gLi
fecy
cle
Mgt
Too
ling
RRC
RQM
RS
A
Test Plans
SDMIDM
TstAnalysis
TstSvcDsgn
TstPrcDsgn
TstSvcImpl
Requirements
RTC
RTC Builds
Build
12
3
4
1. RTC Build publishes a version of the models - visible across tools
2. A Test phase is planned in RTC and executed in RQM
3. Test Execution Records are linked to an RTC build
4. Execution records link to an iteration in the RTC plan, and can be linked to the Test task
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Link
URL Link
BPMN 2 import
Link
44
DEPLOYMENT
SERVICEDESIGN
PROCESSIMPLEMENTATION
PROCESSDESIGN
PROCESS ANALYSIS
MODEL REPOSITORY
Rational Software Architect
IBMIntegration Designer
IBMBusiness Monitor
Rational Application Developer
WebsphereApplication Server
Checkin/Checkout
UML to WSDL
UML to JAVA
IBM Banking Process and Service Models
IBM Process Server
BUSINESS ANALYST
INTEGRATION DEVELOPER
SERVICEDEVELOPER
SOLUTION ARCHITECT
MODELMANAGER
DEPLOYMENTENGINEER
SERVICEIMPLEMENTATION
Overall model, development and deployment lifecycle with tools
Rational Team Concert
WebsphereService Registry & Repository
Process Designer
BPM Repository
Business GlossaryBlueworks Live
SERVICEANALYSIS
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www.ibm.com/software/rational
Roger Snook IBM Software, RationalWorldWide Enablement Leader, +1.703.943.1170, [email protected]
Jim Amsden, STSM, Government Industry Solutions, RationalNick Norris, Rational WW FSS Solution Architect
© 2013 IBM Corporation46
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Good Design is Good Business Webcast series featuring some IBM Distinguished Engineers and thought leaders.
Webcast Title (CLICK to register) - 12:15-1:15PM Dates
The Big Picture (Roger Snook) 2/8/2013
IBM and Design (IBM Director UX Design, Karel Vredenburg) 3/7/2013
SOA - Still Going Strong (IBM Distinguished Engineer, Claus Jensen) 4/4/2013
Design Management: Pictures are Worth….(WW Enablement, Jean-Louis Marechaux) 5/2/2013
DevOps: Design and Deliver Your Production Code Faster (Product Manager, Maneesh Goyal) 6/13/2013
Mobile and Smartphone Apps (Roger Snook) 7/11/2013
Rational Software Architect (Roger Snook) 8/8/2013
Industry Models Accelerate Software (Solution Architect Nick Norris) 9/12/2013
Business Design: SA and RSA (dW author, Steve Arnold) 9/19/2013
Smarter Devices with Model Driven Development (Specialty Architect, Manohar Rao) 10/4/2013
SysML, Industry Compliance (Standards Leader, Irv Badr) 11/14/2013
Rational Rhapsody (Specialty Architect, Manohar Rao) 12/5/2013
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© Copyright IBM Corporation 2011. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.
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