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000-173 exam Dumps Source : BPM Blueprint; IBM WebSphere Lombardi Edition V7.1, Application Development
Test Code : 000-173
Test Name : BPM Blueprint; IBM WebSphere Lombardi Edition V7.1, Application Development
Vendor Name : IBM
: 72 Real Questions
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IBM on Wednesday observed it has signed a deal to buy Lombardi, an Austin, Texas, BPM (business process administration) supplier. phrases have been not disclosed.
BPM application helps agencies improve, implement and manipulate business strategies, such because the steps concerned in hiring assist or buying substances.
IBM’s WebSphere product portfolio already comprises a wide array of BPM application, as Lombardi itself as soon as brought up in a aggressive white paper that portrayed its know-how as more straightforward to make use of and deploy.
there's “a pretty good fit” in IBM’s portfolio for Lombardi’s Teamworks and Blueprint software products, which already assist WebSphere, Lombardi CEO Rod Favaron spoke of in a weblog postWednesday.
“We also have many joint purchasers and companions – so they keep in mind the styles of extended product and repair offerings which are mandatory to power commercial enterprise stage success with BPM,” he added.
The pending acquisition is one among more than ninety IBM has made considering 2003.
Executives from each companies are anticipated to focus on the deal further in a convention call later Wednesday.
DRYiCE, the software arm of IT methods integrator HCL applied sciences and the eventual domestic of the IBM utility enterprise HCL is buying, is getting ready most important upgrades to some of its synthetic intelligence-based mostly operations and administration utility.
"We're looking at their products, and re-inventing some to encompass the latest in AI and cloud," referred to Amit Gupta, DRYiCE's senior vp and international head.
Lisle, ill.-based DRYiCE is the fastest-becoming part of Noida, India-based HCL, and become formed only in 2018, referred to George Commons, global head of DRYiCE channels.
[Related: 7 Things To Know About The $1.8B IBM-HCL Technologies Deal]
"We're a brand new application startup with an $eight billion enterprise behind it," Commons advised CRN.
DRYiCE is split into two leading organizations, Commons referred to.
the first is the product and platform enterprise, so as to at last be the domestic of a big a part of the IBM utility portfolio that HCL in December agreed to buy in a deal worth about $1.8 billion.
blanketed in the acquisition are such IBM items as IBM Appscan, a safety-focused software for identifying and managing vulnerabilities in mission-important functions; IBM BigFix endpoint management and safety utility; IBM Unica, a cloud-based mostly enterprise advertising and marketing automation application; and IBM WebSphere Commerce, an omni-channel commerce platform for B2C and B2B businesses.
IBM is also promoting to HCL its IBM WebSphere Portal, a platform for developing business internet portals to help organizations carry particularly customized social experience to shoppers; the IBM Notes and IBM Domino collaborative customer/server software platform; and IBM Connections, a platform for integrating electronic mail, exercise and project management, instant messaging, and file and document sharing.
The second fundamental company of DRYiCE is the building of its personal intellectual property concentrated around cloud and synthetic intelligence, Commons pointed out.
This building is headquartered round AI operations, capabilities orchestration, and enterprise performance and enterprise stream monitoring, he pointed out. "we are the innovation agent of HCL," he mentioned.
DRYiCE's construction is based round three buckets of offerings, all of which might be cloud-native and leverage artificial intelligence, Gupta told CRN.
the primary is synthetic intelligence operations featuring a group of items that infuse AI into IT projects, Gupta stated.
as an instance, he stated the enterprise's iAutomate, which enables clever runbook automation by utilizing proprietary herbal language processing algorithms and machine gaining knowledge of. "or not it's self-discovering," he stated. "We supply a lot of computerized scripts, and it learns to automate further and further over time."
This yr will see DRYiCE extend the scope of iAutomate to consist of bringing in AI to control network runbooks, he stated.
The 2d bucket is AI-based mostly orchestration with a spotlight on provider automation, Gupta observed.
DRYiCE has a number of products in this area.
One is Gold BluePrint, a carrier administration offering for ServiceNow or Cherwell environments that lets users construct a "golden blueprint" to automate an ITIL ((previously called assistance technology infrastructure library) framework for standardizing IT services.
"it be according to the work they do with a whole lot of consumers," he talked about. "When a client desires to put into effect ServiceNow or Cherwell, they can put Gold BluePrint on precise of it."
a further is ServiceXchange, or DRYiCE SX, which lets agencies plug and play various service suppliers and mixture functions into a single catalog for convenient cloud automation and orchestration, Gupta stated.
"agencies are ingesting every little thing as a provider," he stated. "SX lets customers throw in any document and create a service on it on the fly. It creates a provider provide chain so personnel can use them as a provider."
For DRYiCE SX, the enterprise is planning to introduce a new console in the close future that enables shoppers to use it devoid of writing a single line of code, Gupta referred to. "So anyone with out coding competencies can create new features," he stated.
The third bucket is company circulate monitoring with DRYiCE iControl as its fundamental offering.
DRYiCE iControl provides intelligent company system circulation monitoring in precise time, Gupta talked about. agents, as an example, can use DRYiCE iControl to monitor product actions between warehouses and retail stores in true time, or large banks can use it to monitor tens of millions of price transactions to look for issues.
DRYiCE final month relaunched its MyCloud hybrid cloud life-cycle management product, an AI-primarily based offering for automating the total provisioning of hybrid clouds, Gupta mentioned. New to MyCloud are new cloud metering and chargeback capabilities as well because the capacity to automate governance, he said.
"for instance, customers can also wish to automatically shut down a service after 90 days," he mentioned. "frequently or not it's convenient to provision materials, but clients do not flip them off."
DRYiCE's flagship product is Lucy, a cognitive virtual assistant that serves as an AI-led chatbot, Gupta pointed out.
"Lucy thinks in the course of the conversations, learns from them, and gets more advantageous over time," he referred to. Three of the Fortune 20 companies have deployed Lucy enterprisewide."
Lucy become currently updated to be herbal-language-processing-engine-agnostic so that it really works with open- source technologies or with structures like Amazon Alexa or Microsoft Cortana, he talked about.
also new are 40 distinctive integrations out of the container, including integrations with SAP, Oracle and Workday, Gupta pointed out. "simply open the field, and the mixing is inbuilt," he observed. "Lucy may also be busy working inside a be counted of days."
DRYiCE offers loads of opportunities for companions, exceptionally when it comes to AI-driven enterprise administration, mentioned Manoj Khabe, senior director of commercial enterprise management capabilities at Vicom desktop functions, a Farmingdale, N.Y.-primarily based solution provider and DRYiCE channel accomplice.
"This goes along with what they do at Vicom," Khabe advised CRN. "We do IT operations and functions management, together with IT infrastructure administration. And DRYiCE is aligned with the identical market leaders of the world they work with like Splunk, ServiceNow and IBM."
DRYiCE is a large a part of increasing client efficiency, Khabe observed. "each customer is entertaining," he spoke of. "customers want customization. DRYiCE creates opportunities for us to give services and integration and address ache facets.
The addition of network runbook management in DRYiCE iAutomate is a huge deal, Khabe said. "here's a large market, and there are very few corporations which have the competencies to do that automation," he talked about. "we are longing for that."
Vicom is additionally now taking a look at how to installation Lucy with consumers, Khabe mentioned.
"We really are looking to use Lucy to study historical records to clarify complications, assign complications to users, see the old responses, and let Lucy to handle considerations automatically," he spoke of. "here is the subsequent event for us."
artificial intelligence is a big buzzword, nonetheless it is also a extremely precise method to help remedy many consumer issues, Khabe spoke of.
"There are a lot of opportunities for AI in the commercial enterprise midmarket," he referred to. “DRYiCE makes it convenient, with pre-packaged options that you could add to a portfolio and develop into a relied on adviser to purchasers. It means that you can be forward-hunting for valued clientele and assist them be greater effective in IT automation and administration efforts."
DRYiCE's capabilities on the Splunk platform led Conducive Consulting to be an early associate with DRYiCE, mentioned Randy Hammelman, president of the Austin, Texas-based solution company.
Conducive Consulting's DRYiCE relationship is primarily based essentially on DRYiCE iControl in Splunk environments, Hammelman advised CRN.
"iControl models the company system," he noted. "for instance, with bank payments, there can be 12 to 14 steps. iControl turns that into a dashboard."
Splunk has proven to be a very first rate platform for gathering statistics and turning it into tips, Hammelman observed.
"We focal point on Splunk with iControl," he pointed out. "I think iControl can take us to 1,000 % increase devoid of batting an eye fixed."
Commons referred to DRYiCE's main route to market is by means of channel companions, and the business expects to look 70 % of it earnings via indirect channels.
"here's a fine possibility for partners," he referred to. "We're including companions at a pretty good fee. however simplest these they can work carefully with to build the business. They want to convey a deep relationship with the partners."
DRYiCE's biggest channel accomplice is parent business HCL, Gupta stated. youngsters, that does not suggest companions should are expecting channel battle, he observed.
"For any HCL outsourcing deal, DRYiCE is a big element," he talked about. "HCL is usually bidding into the giant contracts value a whole bunch of hundreds of thousands of bucks. Channel companions typically are not at that large scale. in its place, they take us into the gigantic business market backyard the large outsourcing deals."
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There are signs that business process management (BPM) has reached a new level of maturity, with version 2.0 of a key standard around the corner. Jason Stamper reports.
Business process management: BPM. It may used to be called workflow, but as everyone in the IT industry knows, few technologies ever make it into the mainstream unless they have a three-letter acronym. Just ask Artificial Intelligence (AI), which fell a letter short of the magic number.
BPM not only made it into the mainstream, but today it is a technology that provides good business not just for a large number of specialist software vendors, but for the giants of the industry too, such as Oracle, IBM and SAP. Today, as version 2.0 of the Business Process Modelling Notation (BPMN) standard is just around the corner, there are signs that BPM has come of age at last.
To be fair, BPM has come a long way since the days of workflow. While workflow was all about automating previously manual, human procedures, BPM also offers the promise of automating non-human, or system-to-system processes. Early BPM specialists came from either the workflow side, or the integration-centric system-to-system camp. Today, there are few BPM companies that do not claim to offer both.
But what is the business case for BPM? Why not simply buy packaged applications off the shelf rather than design, model, monitor and optimise processes using business process management technologies? Is it about a build versus buy mentality?
“People on the whole prefer ‘buy’ to ‘build’,” says David Shaffer, Oracle’s VP of product management and integration. “But to add business processes that span multiple applications, there is a strategic benefit to business process management. In some cases, using BPM to add business logic around the application instead of customising the packaged application, can also make sense.”
How so? “It leaves the application itself ‘cleaner’ which will ease future upgrades, and it makes interfacing with other applications and processes that much easier,” says Shaffer. “If there are any cross-application process integration needs, then BPM is a no-brainer.
A good example of the trend for integrating the two different styles of process automation – human and machine – was Metastorm’s acquisition of CommerceQuest back in October 2005. The move doubled the privately-held firm’s revenues overnight, but crucially it also brought together Metastorm’s more human-centric workflow technology with CommerceQuest’s integration-centric tools
Today, the BPM sector still supports a large number of vendors, and many of them have been doing rather well of late despite the economic downturn. Pegasystems, for instance, has been around for 25 years but just announced record third quarter sales of $52.7m, up 25%.Business Process Optimisation
Commenting on the results, Pegasystems CEO Alan Trefler said, “Our continued growth in today’s challenging economic times is simply because their new and existing customers are realising a revolutionary level of business agility through their Build for Change technology.”
The ‘Build for Change’ tagline is down to the fact that Pegasystems claims that it is very easy to adapt to changing business processes (it is said that the only constant thing about business processes is that they are in a constant state of flux). Its SmartBPM Suite is based around its PegaRules business rules engine — a rules engine is a software system that executes one or more business rules in a production environment.
In a recent interview with CBR, Pegasystems’ Trefler argued that in fact, what it is offering customers is not really business process management after all. “It may sound controversial but it’s not about management,” he said. “It’s about optimisation. It should be called business process optimisation.”
But Pegasystems is by no means the only company targeting the space. Cordys, a far younger firm founded by Jan Baan of Baan Software fame, recently announced version 4 of its Business Operations Platform. As the firm’s chief strategy officer, Jon Pyke told CBR, “The Business Operations Platform is designed so that it is completely decoupled from the back-end systems, which enables you to drive far more value from them. For example if you wanted to introduce a new product, you probably have all the different assets that you need but you need to bring them together in new, different ways. That’s what the Platform helps you to do.”
Another claimed advantage of this BPM approach, according to Pyke, is that it, “Enables business and IT to work closer together. Business users and IT can work on modelling business processes at the same time, so there is no miscommunication.” Pyke says Cordys’ technology is a model-driven architecture, and the models support the Object Management Group’s Business Process Modeling Notation (BPMN) standard.
Cordys’ Business Operations Platform shows just how far the industry has come: while once you had to go to one vendor for process modelling, another for process execution, and yet another for process monitoring, today some vendors can offer all of these. Cordys’ Business Operations Platform, for instance, includes Business Activity Monitoring (BAM), a Composite Application Framework (CAF), embedded Master Data Management (MDM), a SOA Grid (claimed to offer scalability and extensibility), Rules Management, Case Management, Data Unification and more.On-demand models
The company also recently announced an on-demand BPM platform, called Cordys Process Factory. This is said to make web-based application development and BPM accessible to more users, thanks to its hosted, or multi-tenant model. It says it enables business users to develop and execute process-enabled mashup applications, or MashApps (a term it has trademarked).
“Traditional BPM is still very much the remit of IT departments,” Pyke explains, “while innovation of core processes is the responsibility of the business. Web 2.0 is putting more pressure on the traditional market of business software because users expect to be able to personalize their work environment, customizing look and feel, updating content using information from any source at any time, all within a single browser environment.
Another BPM software vendor, Lombardi, has had an on-demand BPM product for some time. Called Blueprint, it’s free, too. You can do all sorts of BPM-related wizardry with the free version, but you need to buy a professional license if you want to import or export process diagrams or Visio documents, or indeed export the models to a business process management system (BPMS) – which you are almost certain to want to do eventually.
Even the professional edition though lacks some of the bells and whistles that customers would get if they were to buy Lombardi’s client-server Teamworks BPM suite. So what sort of customers would opt for Blueprint? The firm’s senior director of marketing, Wayne Snell, told CBR, “Conversations about business process management start long before [the end user] ever comes to us. Users might be two years into their investigations [of BPM] before they ever think of actually buying a BPMS. So Blueprint gives those users some early experience of process modelling without having to make a large up-front investment.”
Pegasystems has taken an alternate view: it believes customers have security concerns about offsite hosting. But it recently announced BPM Platform-as-a-Service (PaaS), which it says enables enterprises to rapidly host and deploy multiple business process management systems inside their own enterprises.
“Enterprises want the benefits of SaaS [Software as a Service], but have concerns about having their data hosted offsite,” the company said. “BPM PaaS lets IT build and deploy new instances to a shared infrastructure across heterogeneous platforms. Virtualisation, JMX-based controls, and security and performance management are supported.
For others, the focus remains on finding the best possible combination of process design, modelling, execution and monitoring – with a more traditional client-server infrastructure. Oracle’s acquisition of BEA in January this year gave it a much broader footprint in BPM.
While it had had a business process execution language (BPEL) engine for some time, which gave it a story in integration-centric or machine-to-machine BPM, it was lacking in areas like process modelling (it did and still does OEM IDS Scheer’s market-leading Aris process modelling toolset), process management and the more human-centric capabilities offered by BPM rivals.
Its acquisition of BEA, which itself had not long before acquired BPM specialist Fuego, solved most of these deficiencies at a stroke. Oracle’s Shaffer, VP of product management and integration, explains that, “Before they acquired BEA, they competed with integration-centric BPM. They were missing some of the more agile environments for less technical staff, and the more human-centric kind of BPM technologies.
Oracle has just announced that the integration of the former Fuego BPM technology with its own BPM products has reached its first major milestone, with the release of Oracle Business Process Management 10g Release 3. The new release is said to allow business and IT users to collaboratively automate and optimize their business processes; it features a new user interface, new modelling capabilities, new business rules and the ability to import models from third party tools (thanks to enhanced BPMN support). There’s interoperability now between Oracle BPM, Oracle BPEL Process Manager, Oracle Service Bus and Oracle WebCenter Suite (for portal development and GUI customisation).Internal collaboration
“While Business Process Management requirements are typically driven by business analysts, IT experts and operational personnel are impacted by the technology decisions business analysts make,” says Amlan Debnath, senior vice president, Server Technologies, Oracle. “Oracle’s BPM software addresses the needs of both audiences by uniquely enabling collaboration between business analysts and IT personnel.
This ability for business analysts and technologists to work together on process design and implementation has long been a bit of a pipedream for the BPM vendors. The modelling environments have needed to use business-oriented paradigms, of course, and the execution environments have needed programming skills. For all of the claims that have been made, until recently IT and business users had very different toolsets.
But there are signs that this divide is narrowing. With far fewer competing standards in the BPM space today, the software vendors are on more stable ground, and have been able to channel more investment into the problem than they could in the past. BPEL has emerged as the de facto standard programming language to build integration-centric processes. BPMN is now the de facto standard for doing process diagrams.
There is a slight spanner in the works in that BPMN doesn’t currently have a save format associated with it. Today, another standard from the Workflow Management Coalition (WfMC), XML Process Definition Language (XPDL), helps out by exchanging the process definition: both the graphics and the semantics of a business process. So XPDL is currently the best file format for exchange of BPMN diagrams.
Today BPEL, BPMN and XPDL coexist perfectly well. There may be even less complexity though when BPMN 2.0 is ratified as a standard, probably some time next year. Though details are still a little sketchy, Oracle’s Shaffer, for one, believes that it will obviate the need for XPDL because it will introduce a save format.
Others are less convinced. As Bruce Silver wrote on his blog BPMS Watch, “For me, process model portability is such an obvious goal of a notation standard like BPMN that it almost goes without saying. But they cannot take it for granted…BPMN 2.0 was supposed to address this issue head-on at last. While it does offer a schema, it still lacks critical elements needed for model portability.
However many of the vendors have at least closed the gap between modelling and execution. No longer is it the case that the business analysts develop models, which must then be interpreted and coded by developers. In many cases, it is possible to turn the models into working processes: the models are becoming more executable. Developers may still be needed in some cases, but might just have less work to do when they are called upon.Open source impact
But as well as the increased possibility of IT and business users collaborating on their business process design, modelling and execution, another trend impacting the BPM space is that of open source. Whatever companies’ attitudes to open source, if nothing else, open source BPM technologies have given them the ability to dabble with BPM without a large up-front investment.
The biggest open source BPM specialist is Intalio, which back in August announced version 5.2 of its Intalio BPMS. While there is a free version, for more bells and whistles users need to pay for the Enterprise Edition. Intalio said the latest version of its BPMS, “addresses enterprise requirements for monitoring and managing business activities, support for the latest industry standards, and increased stability and performance integrated on a wide array of platforms.
We have spent the last nine years building an enterprise-ready BPMS that can compete on the same level as the largest vendors in the industry,” said Ismael Ghalimi, Intalio CEO and co-founder. “With this release, I am happy to say they have arrived. And coming off several quarters of year-over-year growth at over 125%, I am confident that this version will continue that success.
One of Intalio’s claimed differentiators is that it natively supports not only BPMN, but HTTP and REST [representational state transfer – basically a ‘simple’ interface which transmits domain-specific data over HTTP without an additional messaging layer]. “What this means is that companies developing BPM projects in Intalio BPMS 5.2 have built-in capabilities to integrate Web 2.0 applications into their processes such as Google, Amazon, or Salesforce.com,” the company said.
Intalio BPMS is standards-based and brings with it a solid architectural foundation required to implement robust process solutions,” says Sashi Varanasi, enterprise architect for product architecture at Travelocity. “The built-in support for W3C standards such as XSD, XML, XPath and others has given us the ability to solve complex problems easily.
Analyst firm Gartner said of an earlier release of the free Intalio BPMS that, “Intalio’s zero-cost, publicly available business process management suite (BPMS) is credible, meeting Gartner’s minimum BPMS feature set.” However it did point out that, “users who upgrade to Intalio’s Enterprise Edition may find that it is no less expensive than alternative commercial offerings.” Still, for those dipping a toe in the BPM water, open source may be as good a starting point as any.Business Rules
Meanwhile, if you thought business rules companies occupied an obscure backwater of IT, you might ask why IBM was prepared to pay $340m for business rules vendor Ilog back in July. Ilog says its business rules technology enables companies to streamline their business processes, and reduce their reliance on hard-coded application logic. It is said to be able to put some power to change business processes in the hands of business users.
IBM did have business process capabilities, namely within WebSphere Process Server, but it had tended to partner with rules companies — including Ilog — for clients with anything other than straight-forward rules requirements. Rivals to Ilog in the business rules space include Pegasystems, Fair Isaac, Haley, Lombardi, CA, Oracle and more.
There is also a whole raft of open source business rules engines – a subset of a full BPMS – which are increasingly useful to give people a taster of the value of BPM, and in many cases even make it into production (and for a CBR blog about the 10 most popular open source rules engines, visit tinyurl.com/56llgu).CBR Opinion
Fewer, and more stable standards have put business process management on a more even keel. While there is undoubtedly still work to do in the standards space, work by the BPM vendors has also helped to close the divide between process modelling and execution, and indeed between business analysts and IT developers. Coupled with the emergence of lower cost (or free) hosted and open source BPM technologies, there has never been a better time for companies to give BPM a try, if they have not already. For those further down the BPM road, the sophistication and maturation of the latest generation of BPM tools should help them drive even more efficiency into their business processes – no bad thing in these turbulent times.
This guest post comes courtesy of Tony Baer’s OnStrategies blog. Tony is a senior analyst at Ovum.
By Tony Baer
This has been quite a busy day, having seen IBM’s announcement come over the wire barely after the alarm went off. Lombardi has always been the little business process management (BPM) company that could.
In contrast to rivals like Pegasystems, which has a very complex, rule-driven approach, Lombardi’s approach has always been characterized by simplicity. In that sense, its approach mimicked that of Fuego before it was acquired by BEA, which of course was eventually swallowed up by Oracle.
We echo Sandy Kemsley’s thoughts of letdown about hopes for a Lombardi IPO. But even had the IPO been done, that would have postponed the inevitable. They agree with her that if IBM is doing this acquisition anyway, it makes sense to make Lombardi a first-class citizen within the IBM WebSphere unit.
Not surprisingly, IBM is viewing Lombardi for its simplicity. At first glance, it appears that Lombardi Teamworks, their flagship product, overlaps WebSphere BPM. Look under the hood, and WebSphere BPM is not a single engine, but the product of several acquisitions and internal development, including the document-oriented processes of FileNet and the application integration processes from Crossworlds.
So in fact Lombardi is another leg of the stool, and one that is considerably simpler than what IBM already has. In fact, this is vey similar to how Oracle has positioned the old Fuego product alongside its enterprise BPM offering which is build around IDS Scheer’s ARIS modeling language and tooling.
IBM’s strategy is that Lombardi provides a good way to open the BPM discussion at department level. But significantly on today's announcement call, IBM stated that once the customer wants to scale up, that it would move the discussion to its existing enterprise-scale BPM technology. It provided an example of a joint engagement at Ford -– where Lombardi works with the engineering department, while IBM works at the B2B trading partner integration level -- as an example of how the two pieces would be positioned going forward.
The challenge for IBM is preserving the simplicity of Lombardi products, which tend to be more department oriented bottom-up, vs. the IBM offerings that are enterprise-scale and top-down.
James Governor of RedMonk had a very interesting suggestion that IBM could leverage the Lombardi technologies atop some of its Lotus collaboration tools. They also see good potential synergies with the vertical industry frameworks as well.
The challenge for IBM is preserving the simplicity of Lombardi products, which tend to be more department-0oriented and bottom-up vs. the IBM offerings that are enterprise-scale and top-down. Craig Hayman, general manager of the application and integration middleware (WebSphere) division, admitted on the announcement call that IBM has “struggled” in departmental, human-centric applications. In part that is due to IBM’s top-down enterprise focus, and also the fact that all too often, IBM’s software is known more for richness than ease of use.
A good barometer of how IBM handles the Lombardi integration will be reflected on how it handles Lombardi Blueprint and IBM WebSphere BlueWorks BPM. Blueprint is a wonderfully simple process definition hosted service while BlueWorks is also hosted, but is far more complex with heavy strains of social computing.
We have tried Blueprint and found it to be a very straightforward offering that simply codifies your processes, generating Word or PowerPoint documentation, and BPMN models. The cool thing is that if you use it only for documentation, you have gotten good value out of it – and in fact roughly 80 percent of Blueprint customers simply use it for that.
On today's call, Hayman said that IBM plans to converge both products. That's a logical move. But please, please, please, don’t screw up the simplicity of Blueprint. If necessary, make it a stripped down face of BlueWorks.
This guest post comes courtesy of Tony Baer’s OnStrategies blog. Tony is a senior analyst at Ovum.
IBM strengthens offerings that automate processes to align business and IT functions
IBM plans to acquire Lombardi, a privately held software company that develops business process management applications and services used by organizations to improve decision-making and reduce costs.
IBM has signed a definitive agreement to acquire the company, which is based in Austin, Texas. The companies did not disclose terms of the deal in announcing the plan.
BPM is a type of software that automates the management of processes that support business functions such as product planning, supply chain execution, insurance application and claims management, human resources, information technology services, and procurement.
Lombardi offers a department-level approach to delivering process management, which will complement IBM's existing strengths in enterprisewide process management software, IBM officials said.
IBM has strengthened its presence and investments in business process and integration software to meet growing user demand for technology that can help them align business strategies with IT functions, said Craig Hayman, general manager, IBM Application and Integration Middleware.
The acquisition also re-enforces IBM’s efforts to strengthen its service-oriented architecture offerings. SOA is an approach to application development that can help organizations run more efficiently through the reuse of legacy applications and databases. Industry experts say that as organizations seek to share more data and services internally and among partners, they are finding that BPM and SOA are co-dependent. Working in sync, the two disciplines can help agencies align business requirements and functions with their IT strategies.
IBM acquired Paris-based ILOG earlier this year for $340 million to boost its BPM portfolio. The market opportunity for BPM software will increase at a compound annual growth rate of nearly 15 percent over the next four years, from $1.7 billion in 2009 to $3 billion by 2013, according to IDC, a market research company.
The Lombardi technology portfolio includes Lombardi Blueprint, a cloud-based process discovery and documentation platform accessible from any browser. It is designed to be easy to use and collaborative so that a wide range of people can work together synchronously or asynchronously to map, refine and improve processes.
Lombardi also offers an application development platform called Teamworks7.
Lombardi software already works with IBM WebSphere middleware. Lombardi provides collaborative and graphical capabilities to the WebSphere infrastructure so users can automate, manage and improve essential operational processes, officials said.
Additionally, the company has a presence in the financial services, government, health care, insurance, life sciences, manufacturing, retail, and telecommunications industries that will complement IBM's existing users and partners, IBM officials said.
The Homeland Security Department, Federal Aviation Administration, National Institutes of Health and Navy are among Lombardi's federal customers. The company also claims unidentified users in the intelligence community.
Both companies are providing solutions for process improvement at the departmental level as well as a platform for process automation. These solutions are designed to help streamline development processes, which typically have multiple iterations of designs from disparate teams, officials said.
After the acquisition is complete, Lombardi will become an integrated part of IBM.
Rutrell Yasin is is a freelance technology writer for GCN.
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