BEA AquaLogic® BPM

Master Deck
Customer Facing Slides
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

BEA Confidential. | 2
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

Speakers Notes Remove this
Below slide before
BEA Confidential. | 4
presenting
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 this
slide before
BEA Confidential. | 5
presenting
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,

Remove this
slide before
BEA Confidential. | 6
presenting
…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.

Remove this
slide before
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Elevator Pitch
Business 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.

Remove this
slide before
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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.

Remove this
Remember: many slides build on each click slide before
BEA Confidential. | 9
presenting
Business Challenges
What is BPM
The Solution Lifecycle

Remove or alter
this slide
before
presenting
Process – The Perception
Challenge: Execute Processes That Span Multiple
Departments, Companies And Applications
D
D
E
e
P
p
A
a
R
r
T
t
M
m
E
e
N
n
Tt

PROCESS

ERP

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 The Process Truth
Reality: “White space” between departments and systems
causes breakdowns in execution and efficiency
Organizational Units
Customer Sales and Production Manufact- Inventory & Finance
Process Service Marketing Planning uring Logistics

Disconnects
Product Configuration
Processes

Missed
Exceptions Order Management

Escalating Warranty & Returns Management

Costs

LMS
CRM SFA ERP PMS SCM MES SCM ERP
Custom B2B FMS
ERP

Enterprise Infrastructure Services

(Portal, SOA, LDAP, EAI, E-mail, IT Operations)
BEA Confidential. | 12
What is Business Process Management?

…is a strategy for managing

and improving the
performance of the business
Business Process through continuous
Management optimization of business
processes in a closed-loop
cycle of modeling, execution
and measurement.

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 How BPM Addresses Business Challenges

Organizational Units Order Management Process

Customer Sales and Production Manufacturing Inventory & Finance & HR
Relationship Marketing Planning Logistics
Management

Product Configuration
Processes

Order Management

Warranty & Returns Management

Customer
Relationship Sales and Production Inventory &
Management Marketing Planning Manufacturing Logistics Finance & HR

producti
CRM SFA Product product SCM product DB LMS B2B ERP CRM SFA Prodict product SCM DB LMS B2B ERP
nfo.
Inv Inv
ERP MES ERP. MES
MGMT MGMT

Enterprise Infrastructure Services Enterprise Infrastructure Services

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

Real-World Business Processes span BPM models, simulates, executes, manages,

organizations, systems, and applications. monitors, & optimizes those Business Processes.

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 BEA AquaLogic BPM
A Comprehensive Solution for the Entire
Process Lifecycle

Business Process
Analyst Developer

Process modeling, simulation Process development

and documentation and systems integration

Process
execution and
management
Business
Owner
Business User Process
Interaction Participants

Enterprise
applications
Business dashboards and and
historical & trend analysis tools databases
BEA Confidential. | 15
What Differentiates
AquaLogic BPM?

Remove this
slide before
presenting
Analysts Agree: ALBPM is a Leader

Magic Quadrant for BPM – November, 2007 Forrester Wave: Human-Centric BPMS 2007

“…AquaLogic BPM empowers business “This infrastructure company is

users to collaborate with IT during all committing considerable resources to
phases of the business process providing a compelling BPM and SOA
lifecycle….” product portfolio.”
BEA Confidential. | 17
Analysts Agree: ALBPM is a Leader
Leaders 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.”

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Why BEA?

No Compromise
BEA
Proven Enterprise Class

Enterprise-class quality and

delivery
Leading-edge product
innovation

Product Innovation

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AquaLogic BPM Differentiators

Single BPM platform Enterprise-Class Support structured

for Business and IT Built for Scale and ad-hoc processes

Single comprehensive Multi-Platform Support

solution for end-to-end Flexible, collaborative
business process Connects to a Variety BPM tools bridge
of Backend Systems people, processes and
Fully integrated – not a systems
patchwork quilt – for all Pre-Integrated SOA
types of processes
Product and Mirrors real work and
Organization Scale captures the “out-of-
Facilitates Rapid
Application band” processes
Global Reach
Development

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AquaLogic BPM Differentiators

Single BPM platform Enterprise-Class

Enterprise-Class Support structured
for Business and IT Built
Built for
for Scale
Scale and ad-hoc processes

“AquaLogic
Single BPM was
comprehensive “We’re processing “Our engine repair
Multi-Platform Support
our choice,
solution forin great part
end-to-end more than 30 million projects involve a lot of
Flexible, collaborative
becauseprocess
business it lets updates per
Connects to amonth
Variety discussions, emails
BPM tools bridge
business users with
of BPM and
Backend have
Systems and decisions – work
people, processes and
effectively model and reduced eligibility outside of systems. We
Fully integrated – not a systems
communicate their exceptions by more
Pre-Integrated SOA had to capture the real
patchwork quilt – for all
processes with IT in than 91% – we needed collaborative work to
types of processes
one intuitive, unified Product
a vendor and trust
we could optimize end-to-end
Mirrors real work and
tool.” Organization Scale
with that scale.” processes.”
Facilitates Rapid captures the “out-of-
-Option One Mortgage - United -band”
Pratt & Whitney
processes
Application GlobalHealthcare
Reach
Development

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Market Growth
Evolution of BPM
Some of these slides can be
used to set-up the solution
slides

Remove or alter
this slide
before
presenting
 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:
7

6 IDC
Forrester
5
Gartner
4
Billion USD

1
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BPM Customers

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 Business Process Improvement Ranks as
a Top Business Priority in 2008

CFOs were asked, "In the next two years, which of the
following initiatives is your company most likely to pursue?"
Business Process Improvement 65%

Technology Upgrade 62%

New Product or Service Line Expansion 38%

Geographic Expansion 34%

Merger or Acquisition 25%

*Source: Robert Half Managem ent Res ources s urvey of over 1400 CFOs in the US, Novem ber 2007. Data s hown for CFOs of
com panies with 1000+ em ployees . CFOs were allowed m ore than one res pons e

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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

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Traditional Enterprise Applications Fall Short
My software applications
13 allow me to quickly adapt to
most customer requirements
15
My software applications offer
little or no flexibility to meet
21
individual customer service
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
51 customer requirements
*Source: Aberdeen Survey of 125 enterprises, “Aligning IT to Business Processes: How BPM is
Complementing ERP and Custom Applications”, Aberdeen Group, May 2007.
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What’s different this time? Integrated Suites

Standards-based Assemble,
graphical modeling, configure,
business rules, code Integration, automation, Business user
simulation generation and workflow dashboards

Define Implement Execute Monitor

Optimize
Evolution towards BPM and SOA
Buying Patterns
Business
BAM..

Workflow
Business Process
BPM Solutions

Modeling BPM Strategy

BPM+SOA Strategy

EAI SOA Integration Solutions

SOA Strategy

Standards

Governance
IT

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From SOA to Dynamic Business Apps

Web2.0
BPM Dynamic Business Apps —
3
Service-enabled capabilities

SOA Empowering business-user

SaaS
change and effectiveness
Virtualization

BPM Process Agility —

SOA 2 Improving visibility, control,
and productivity

SOA Shared Web Services —

1 Exposing data and actions

Value to Customer

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What is a Dynamic Business Application?

Traditional App Dynamic Business App

Built for permanence Built for constant change

Designed for systems Designed for people

Strict page-flow sequence Interactive and dynamic

App drives business process Business process drive app

Collaboration is rare Collaboration is ingrained

The same experience for all UI driven by context: role,

process expertise

•BEA Confidential || 31
BEA Confidential. 31
Why are Dynamic Business Applications Different?

Service-enabled Dynamic
Built for Packaged Business
Change Applications Applications

Traditional
Hard to Custom
Packaged
Change Applications
Applications

Commodity Differentiated
processes processes

BEA Confidential. | 32
 Application Platforms: Stuck in the 90s
While new technologies have emerged …
… application platforms have not kept up
Web 2.0 Existing platforms are designed
Social Computing for coding paradigms, not rapid
assembly and change
Virtualization
Unable to use new business
models, e.g. pay-per-use, SaaS
Business Process
Management New technologies are disjoint
solutions to point problems
Service Oriented
Architecture Testing and deployment are not
integrated
Real-Time Events Governance and management
are “after the fact” bolt-ons
Collaboration Real-time, event-driven
applications are not supported

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 What is Needed: A Simplified Platform for
Dynamic Business Applications
Enabling Faster Time to Market Through Convergence & Simplification

Web 2.0 BEA Differentiators:

Integrated Assembly, Testing

Collaboration
Governance, Management

Portal Social computing and user-

composed composite applications
& Administration

Business Process &

& Deployment
Rules Management
BPM and SOA assets at the core
Services & Event for change-ready applications
Management
Unified compose, test & deploy
Virtualization experience
Fabric
Virtualization for scale-out and
performance
Integrated governance,
Billing via configurable “units of use” management and administration
Per user
Per transaction Multi-tenant
Per resource (e.g. CPU)
Customer defined
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Feature/Function
Overview

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.

Remove or alter
this slide
before
presenting
BEA AquaLogic® BPM Suite
Process Modeler End-user Workspace Manager Dashboards

Developer Studio Enterprise Server

Workspace

Process Server

Ac
tiv
e Application Server
Re Clustering
po Horizontal
Production
sit Scaling
ory
Repository
Ac
tiv Pa
Process Database e ssi
DB ve
DB
HA Database
Posture

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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

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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
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AquaLogic® BPM Workspace

Localized in 9 languages
Embeddable in portals using JSR 168
Fully customizable using stylesheets and template
customization
Role based
access
Built-in
collaboration
Attachment and
remark support
Custom views

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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

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AquaLogic® BPM Enterprise Server

Multi-platform support Workspace

Native execution of XPDL

and BPEL
Multi-version process Process Server

instances
Dynamic binding to
external services Application Server
Clustering
Production
Web based console with
Horizontal
Repository Scaling

full control over process Process Database Active

DB Back-
deployments HA Database
up
DB
Posture

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AquaLogic® BPM Logical Architecture
BPM Studio for
Business Analysts

BPM Studio for

Development
Developers Repository

Partner/
Firewall
Customer

TCP/IP
AquaLogic® BPM Server AquaLogic® BPM Server
J2EE Standalone
Container JVM

or

Employee
AquaLogic® BPM
Repository Workspace
LDAP/
Runtime RDBMS
Database

External Systems AquaLogic® BPM Database Details

Runtime Monitoring Analytical

Schema Schema Schema

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 AquaLogic® BPM Running in WebLogic
AquaLogic® Business Process
BPM Analysts
Studio Business Process
Developers

J2EE Container: BEA WebLogic

WL Portal
or
ALUI Process A (EJB) Process B (EJB)
AquaLogic®
BPM
Studio
Process Participants
Process C (EJB) Process n (EJB) Enterprise
AquaLogic® BPM Applications
Workspace

AquaLogic® BPM
Web Services
Enterprise Server

AquaLogic® BPM runs in Java/.Net

Weblogic J2EE Container CORBA
AquaLogic® BPM AquaLogic® BPM COM/DCOM
Directory Datasource Server Datasource

JDBC
Database
JNDI JDBC JDBC

LDAP or Server Real-time &

RDBMS DB Historical
BEA Confidential. | 43
AquaLogic BPM
J2EE HA Architecture
AquaLogic BPM
Workspace
(any Servlet Engine)

AquaLogic BPM Server

J2EE Edition

Active
Repository Application Server
Clustering

AquaLogic BPM Horizontal Scaling

Production
Repository

AquaLogic BPM Active

Process Database DB Passive
DB

HA Database
Posture

BEA Confidential. | 44
AquaLogic BPM
Standalone HA Architecture
AquaLogic BPM
Workspace
(any Servlet Engine)

AquaLogic BPM Server

Java Edition

Active
Repository

AquaLogic BPM Horizontal Scaling

Production
Repository

AquaLogic BPM Active

Process Database DB Passive
DB

HA Database
Posture

BEA Confidential. | 45
BPM and SOA:
Selling the Stack
BPM and SOA – Better Together

BPM SOA
Optimizes business processes Simplifies IT infrastructure
Provides insight Provides encapsulation
Driven directly by business Driven indirectly by business
goals goals, translated to a need for
flexibility and IT agility
Does not require SOA but SOA Provides a layer of control and
greatly simplifies BPM governance for IT underneath
implementations BPM

BEA Confidential. | 47
 Customers Report More Success with
BPM with SOA

Strategic ability to deliver rapid

Strategic ability to deliver rapid process improvement
process improvement
Commonly shares, links and reuses processes across
Commonly shares, links and reuses
departments
BPM With SOA
processes across departments
IT control over business processes is "central" or
BPM Without SOA
"optimal"
IT control over business processes is
0% 10% 20% 30% 40% 50% 60% 70% 80%
“central” or “optimal”

Source: BEA Survey of over 1000 customers and prospects, BPM Lifecycle
Assessment Survey 2006-2007
BEA Confidential. | 48
Process View of SOA
Easy Access to Managed, Reusable Services

Design time discovery Runtime Binding, Access

Service Service Network

Repository Service
Registry
BEA Confidential. | 49
SOA View of Processes
Manage Business Processes as Services

Service Bus

Management

Routing

Security

Data Mapping

Transport
Bridging

Service
Registry
BEA Confidential. | 50
BPM and SOA Together
Interacting but independent lifecycles

Measure Model

Process Lifecycle

Execute Implement
Business Consume Services Discover Services

IT
Execute Manage

Service Lifecycle

Implement Architect
BEA Confidential. | 51
Comprehensive BPM & SOA Integration
AquaLogic BPM
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

BEA Confidential. | 52
Comprehensive BPM & SOA Integration
AquaLogic Service Bus
BPM

Delivers scalable service

mediation
Enterprise Service Bus 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

BEA Confidential. | 53
Comprehensive BPM & SOA Integration
AquaLogic Service Bus
Financial Services Edition
BPM

SOA Based Payment solution

Enterprise Service Bus Out of the box SWIFT/SEPA
compliance
for SOA Based Payments
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

BEA Confidential. | 54
Comprehensive BPM & SOA Integration
AquaLogic Integrator
BPM

Single tool for complex

integration use cases involving
Enterprise Service Bus stateful and stateless
processing
Exposes integrated processes
as a Web Service in “three
Process Integration clicks”
Extends and integrates
applications into enterprise-
class services (web and
legacy)
Single optimized solution that
scales with organizational
need

BEA Confidential. | 55
Comprehensive BPM & SOA Integration
AquaLogic Data Services
Platform
BPM
Provides an aggregated,
business-ready view of real-
time data across numerous
Enterprise Service Bus sources
Simplifies and optimizes
access to and updates to
distributed data
Process Integration
Transforms data into
consistent, actionable and
reusable information
Data Services

BEA Confidential. | 56
Comprehensive BPM & SOA Integration
Smart Connect
BPM

SOA Based ERP Integration

Manage, monitor and scale
Enterprise Service Bus last mile connectivity
Eliminates Adapters
Supports Big 4 packaged
Process Integration apps: PeopleSoft, Oracle,
SAP, Siebel
Performance throttling of ERP
connections
Data Services Legacy or custom applications

Connectivity

BEA Confidential. | 57
Putting it All Together
SOA-Integration Connected To BPM Flexibility

BEA AquaLogic® BPM Suite

BPM

BEA AquaLogic® Service Bus

Service Integration

BEA WebLogic® Integration

IT Application & Process Integration

Custom Legacy
Database
BEA AquaLogic® Data Services Platform
Applications Applications
Data Services

BEA Smart Connect Database

XML Data
Packaged Legacy Source
Applications Applications

BEA Confidential. | 58
BEA delivers a unifying solution …

Business Process Management

Enterprise Registry & Repository

Enterprise Service Bus
User Interaction

Process Integration

Data Services
Legacy
Custom Applications Database
Applications

Packaged Legacy
Applications Applications Database

Packaged XML Data

Applications Source

BEA Confidential. | 59
Tying it All Together -
WLP
ALUI
Web 2.0 Portals Mashups
Web applications

Runner
Web 2.0 User Interaction
Graffiti

BPM Business Process Management ALBPM

Service Integration ALSB

Process Integration WLI

(Integration Service Enablement)

SOA Data Access

Legacy (Data Service Enablement)
ALDSP
Custom Applications Database
Applications
WLS
Packaged Legacy
Applications Applications Database
Tux
Packaged XML Data
Applications Source

BEA Confidential. | 60
Collaborative BPM
 The BPM Suite
Business owners work Shared process model
with business analysts Business enables seamless
to define and optimize Analyst iterations between
the process modeling and
implementation
Model
Simulate

Business Process
Owner Developer

Implement
Measure
Integrate

Process data is Process repository and

monitored by the Execute engine manages and
business owners executes multiple
versions of processes

BEA Confidential. | 62
Meanwhile, outside the formal process…

Can you meet with

me on this?

Do you think we
should change the Can you make edits
way we _____ to this before I
distribute?

We’ve never seen

this exception
before… how
should I ___

BEA Confidential. | 63
People and systems work differently

How People Work How Systems Work

Creative Transactional
Never the same Standardized
Ad-hoc Programmed
Collaborative Processes
Adaptable Rigid
Shades of Grey Black or White

BEA Confidential. | 64
The challenge:
People and system silos

Personal Productivity SFA

Email Manufacturing, R&D

Local shares, Wikis ERP

Blogs, discussions CRM

BEA Confidential. | 65
The reality today
Interaction not coordinated

Assign Task

Complete Task

BEA Confidential. | 66
The reality today
People fill gaps between processes and systems

Assign Task
Collaborate
Complete Task

BEA Confidential. | 67
The reality today
Information and knowledge not easily leveraged

Leverage
Knowledge

Assign Task
Collaborate
Complete Task

BEA Confidential. | 68
The reality today
Information and knowledge not easily leveraged

Leverage
Knowledge

Assign Task
Collaborate
Complete Task

BEA Confidential. | 69
People still manage to get work done

Leverage
Knowledge

Assign Task
Collaborate
Complete Task

BEA Confidential. | 70
Enter Collaborative BPM
Knowledge Management BPM Suite

Leverage
Knowledge

Assign Task
Collaborate
Complete Task

Contextual Collaboration
BEA Confidential. | 71
BEA’s Sweet Spot
Knowledge Management BPM Suite
Unification of diverse
content across the org
Shared modeling environment for
Extensive search business and IT
Enterprise Social Integrated, full lifecycle process
Computing management: modeling, execution and
monitoring
Best-of-breed SOA integration for easy
connection to back-end services
Contextual Collaboration Integrated, role based human workflow
Document versioning
Discussion forums
Shared calendar
Role based security

BEA Confidential. | 72
 Pratt & Whitney
Opportunities & Challenges
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

Solution Powered by AquaLogic BPM

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.

Results
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

BEA Confidential. | 73
“ 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”

BEA Confidential. | 74
Job Growth & Top Dollar for Tacit Jobs

Source: McKinsey 2005,

“The next evolution in Interactions”
BEA Confidential. | 75
“We cannot solve our problems
with the same thinking we used
when we created them.”
- Albert Einstein

BEA Confidential. | 76
“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. | 77
Dynamic User Experience Management
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 Dynamic User Experiences
Complement process-integration
with GUI-integration

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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
Enterpriseknowledge aggregation
Reduce time searching
Broaden enterprise peripheral vision
and improve decision-making
Knowledge Directory

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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, Email
integration

Collaborative workspaces

BEA Confidential.
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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 1H2009: Major

Ease of use Process Intelligence
Improved integration End user empowerment
Expanded deployment Expanded governance
options support

BEA Confidential. | 82
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
 Developcost 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

BEA Confidential. | 84
 Identify and Map Business Processes
High • Risk Management
• Claims Eligibility
Identify and Tackle
• Customer Support/Help Desk
High-Value, Low-Complexity
• Sarbanes-Oxley
Process Impact • InventoryFirst
Projects Management
• Revenue • HR Management
• Transportation Management
• Cost
• Service Billing
• Customer Service
• Cycle Time • Claims Repricing
• Employee On Boarding
• Automated Expense
• Report Management
Low
Process Complexity
# of Process Steps
# of Integration Points
# of Process Exceptions
BEA Confidential. | 85
• Claims Adjudication • Order-to-Cash
Address
• Customer the
Provisioning & Activation
High-Value, • Field
High-Complexity
Service Management
• Order Management
Projects Second
• Product Lifecycle Management
• Customer Credit Management
• Revenue Recovery
• Procurement & Sourcing
• Loan Origination
• Benefits Administration
• Reverse Logistics
• HIPAA Compliance
High
# of Process Participants
# of Transactions
# of Organizations
4 Stages of Improvement and Value

Simplicity Accuracy
• As Is…To Be • Manual Activities
• Document/Simulate • Integrate
• Best Practices Analyze Automate • Control/Compliance

Alignment Innovate Optimize Transparency

• Agility • Monitor/Audit
• Synchronize • Real-Time Metrics
• Oppty/Change Mgmt • Efficiency

BEA Confidential. | 86
 Business Process Improvement
Opportunity Life Cycle
Competitive Advantage

Innovate

Optimize

Automate

Analyze

Time

BEA Confidential. | 87
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

BEA Confidential. | 88
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 Confidential. | 90
BEA at a Glance
CEO Alfred Chuang

Founded 1995

Simplify enterprise computing by inventing

Mission software that enables customers to innovate

Employees 4,200

Customers 18,000

2,000 - Accenture, Adobe, Capgemini,

Partners CSC, Deloitte, HP, Intel, Sun, VMWare…

FY07 Revenue $1.4B, R&D Spend $214M

Product Families BEA AquaLogic™, WebLogic™, Tuxedo™

BEA Confidential. | 91
18,000 Customers Around the Globe
Depend on BEA

BEA Confidential. | 92
Business Drivers for CIO Agenda

Innovation
New & Better Product/Service
New & Better Process

Growth Strategies Cost Reduction

Mergers & Acquisitions CIO Process Efficiency

Organic Growth
Agenda Systems Consolidation
Outsourcing

Competition
Established Players
New Entrants

BEA Confidential. | 93
CIO Challenges – Lack of Business Agility

Diverse platforms IT Economics

 Java application servers
 Windows
 Proprietary systems $27
 Mainframes New
Stovepipe investments
 ERP, CRM, HRMS
 Portals, CMS $73
 RDBMS, BI Maintai
Demanding stakeholders n
 Employees
 Customers
 Partners
 Vendors

BEA Confidential. | 94