1© 2009 IBM Corporation
WEB03 Nouveautés de la Suite BPM d'IBMannoncées à IMPACT
Rodolphe LezennecWebSphere Integration Solution [email protected]
2© 2009 IBM Corporation
Agenda
• Introduction, Strategy, Evolution, Architecture• BPM Portfolio Capabilities• BPM Product Updates 6.2
– WebSphere Business Modeler– WebSphere Process Server, WebSphere Integration Developer,
WebSphere Enterprise Service Bus– WebSphere Business Monitor
– WebSphere Business Services Fabric
• BPM Updates – Performance and Best Practices• Futures• Summary and Conclusion
3© 2009 IBM Corporation
Evolution of BPM
• Frederick Taylor’s “Scientific Management” theory
• Division of labour• Managerial control of the
workplace• Cost accounting based on
systematic time-and-motion study
1st Wave: Taylorism 2nd Wave: Business Process Reengineering
• Processes manually re-engineered (typically a one time event)
• Processes implemented via ERP software
• Business & process logic hard-coded
• Led to EAI (application to application focused)
3rd Wave: Business Process Management (BPM)
• Facilitating the ability to change• Extract business processes
from the applications which run them
“The ability to change is far more prized than the ability to
create in the first place.”Business Process Management — The Third Wave
Howard Smith & Peter Fingar
Source: David Knight
4© 2009 IBM Corporation
BPM solves common business challenges . . .
BPM governs organizational and operational activities
Processes aren’t documented
Bottlenecks prevent efficiency
Limited visibility into performance
Complex integration acrossmultiple processes and
applications
Process change is cumbersome; exceptions not
addressed
KPIs not defined; performance not optimized
Models Process Knowledge Metrics
Expertise and AssetsPolicies Business Logic Methodology
Integration Modeling Monitoring
SoftwareForms Rules Engine Workflow
BPM includes
BPM is a Discipline and One Size Does not Fit All
5© 2009 IBM Corporation
Aligning Business and IT for Continuous Process
Optimization
Business IT
IT Architect
IT Developer
IT LeaderBusiness Leader
Process Owner Business
Analyst
Business User
IBM BPM Suite
IBM's BPM Suite Provides Comprehensive, Role-Based Capabilities That Deliver Value Across the Organization
6© 2009 IBM Corporation
Respond Quickly to Business Demands with powerful Capabilities
Business
IT
Modeling & Simulation
Business Activity Monitoring
CollaborationBusiness Processes
RolesChannelsContent
SOA
PartnersOn-premises Outsourced
ESB
Composite Business Applications
Business Event Processing
Pre-built Industry Accelerators
Process Execution
Registry Repository
Sales FinanceOperations Partners
7© 2009 IBM Corporation
BPM Key Philosophies and Architectures
1. Consistency across products – A real integrated Po rtfolioWebSphere Dynamic Process Edition
2. Programming Model – open, standards based, spanning the lifecycle of model, assemble, deploy and manage– Service Representation and Composition
• SCA (Service Component Architecture), WSDL
– Data Representation – XML, • represented In Modeler as business items, • programmed through SDO/BO and X* (XPATH, XSLT,…)
– Workflow, Orchestration and Choreography• BPEL and related/emerging standards (BPEL4People, BPEL4J, BPMN, etc..)
– Shifting from programming languages towards XML and metadata– Capture business logic in the most simple way possible (not via coding in very many
cases)
8© 2009 IBM Corporation
BPM and ESB in the SOA Programming ModelPortal
Application
J2EE App
CICS App
Web Service
BPEL Process
Enterprise Service Bus
Human Tasks
Existing Application
External Service
New Business Logic
Business Rules
Process Coordination
Route, convert protocols, convert message formats, handle events, log, …
WP
SW
PS
ES
B
Business Logic
Implementation ViewComplete Implementation View
Web Service
9© 2009 IBM Corporation
• Long-running business processes are built from a set of fully ACID short running transactions.
• We have advanced programming models to enable control over what happens in the event of business failures
• We have advanced features that prevent the business from seeing tactical IT system failures unless absolutely necessary.
• Our programming model enables ‘process level’integrity to occur with ease via powerful metaphors and authoring tools
Process Integrity Built on a strong foundation.
• Processes in SOA consist of multiple interactions, transactions and data flows
• Process Integrity enables frictionless execution of distributed business activity spanning multiple platforms, applications, data sources, domains and users
Interaction Integrity
Transaction Integrity
Information Integrity
Process Integrity
BPM Builds on Transactional Integrity
•Compensation (short-running, long running)•Retry at multiple layers•Built in ‘failed events management’ and recovery for long running processes•Event Sequencing•…..
10© 2009 IBM Corporation
Agenda
• Introduction, Strategy, Evolution, Architecture• BPM Portfolio Capabilities• BPM Product Updates 6.2
– WebSphere Business Modeler– WebSphere Process Server, WebSphere Integration Developer,
WebSphere Enterprise Service Bus– WebSphere Business Monitor
– WebSphere Business Services Fabric
• BPM Updates – Performance and Best Practices• Futures• Summary and Conclusion
11© 2009 IBM Corporation
YE 2008 (6.2) Portfolio Commonality and Consistency
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DB2 for z/OS V8/V9.1
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DB2 V8.2/V9.1
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Derby (for UTE)
≥ 1.7
≥ 1.7
≥ 1.8
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≥ 1.7
≥ 1.6
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Distributed 64 bit app
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WAS Fix Pack >= 6.1.0.21
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z/OS 64 bit app
Adapters*
WPS/WESB
WAS
Product
* Support may vary by Adapter type
•New columns for YE 2008 will include common 64-bit versions of HP Itanium, Redhat, SUSE, Solaris as well as Oracle 10g
•Efforts to get consistency on install, update, profile management, install factory
•Common Problem Determination: FFDC, ISA, Trace, message standards
12© 2009 IBM Corporation
Business Users
Business IT
Business Leader
IT Leader
Collaborate and act through an integrated, flexible, and customizable user interface
Process Owner Business
Analyst
IT Developer
IT Architect
Single source to interact with a
business process hiding needless
complexity
Business space capabilities of the BPM suite
Under the covers: Web 2.0 and REST used to abstract the specific products and serve up the data for each role
13© 2009 IBM Corporation
Agenda
• Introduction, Strategy, Evolution, Architecture• BPM Portfolio Capabilities• BPM Product Updates 6.2
– WebSphere Business Modeler– WebSphere Process Server, WebSphere Integration Developer,
WebSphere Enterprise Service Bus– WebSphere Business Monitor
– WebSphere Business Services Fabric
• BPM Updates – Performance and Best Practices• Futures• Summary and Conclusion
14© 2009 IBM Corporation
Storyboard Human Tasks & Forms InteractionStreamline Process Flows by Identifying Issues Early On
Review User
Interface
Forms
See Human
Tasks in
Sequence
Storyboarding
Definition
Process
Context
15© 2009 IBM Corporation
WSRR Server
WPS ProductionServer
Business Analyst
ITDeveloper
WID
Modeler
Process
Service
Service
Process
Interactive Process Design Accelerates iterative design
Monitor Sandbox Server
Monitor ProductionServer
WPS Sandbox Server
Monitor Model
Monitor Model
Monitor Model
Required Optional
Process
16© 2009 IBM Corporation
Agenda
• Introduction, Strategy, Evolution, Architecture• BPM Portfolio Capabilities• BPM Product Updates 6.2
– WebSphere Business Modeler– WebSphere Process Server, WebSphere Integration Developer,
WebSphere Enterprise Service Bus– WebSphere Business Monitor
– WebSphere Business Services Fabric
• BPM Updates – Performance and Best Practices• Futures• Summary and Conclusion
17© 2009 IBM Corporation
• Jump forward and back between activities within an in-flight process
• Skip specific activity not needed for particular in-flight process
...... X XX X
Dynamic modifications of in-flight business processes Manual override of process navigation
...... Publish Doc
Review Layout
MergeFeedback
Review Content
FinalReview
O O
XCurrent activity:
Predefined control flow:
Dynamic modification: X
18© 2009 IBM Corporation
Business Space for Human Workflow Dynamic Human Workflow a.k.a. Case handling – Redoing a task
19© 2009 IBM Corporation
New New ““SolutionSolution””
projectproject
Shows Shows projects projects
referenced referenced in this in this
solutionsolution
Solution Solution Diagram Diagram
shows module shows module relationshipsrelationships
Library Library referenced referenced
by both by both modulesmodules
Solution Diagram
20© 2009 IBM Corporation
Transaction Transaction boundaries boundaries
shown across shown across modulesmodules
Solutions and Solution View
21© 2009 IBM Corporation
Agenda
• Introduction, Strategy, Evolution, Architecture• BPM Portfolio Capabilities• BPM Product Updates 6.2
– WebSphere Business Modeler– WebSphere Process Server, WebSphere Integration Developer,
WebSphere Enterprise Service Bus– WebSphere Business Monitor
– WebSphere Business Services Fabric
• BPM Updates – Performance and Best Practices• Futures• Summary and Conclusion
22© 2009 IBM Corporation
KPI Enhancements• KPI History and Prediction
– Graphs showing KPI trending, plus predicted values into the future• Dashboard-defined KPI alerts
– Define alerts in Business Space, based on current or predicted values
• New KPI aggregation type: Standard Deviation
– Insight into variance of instance values comprising the KPI• Drill-through from KPI widget to Instances widget
– See instances, matching KPI’s filters, causing KPI to be out of range• Toolkit enhancements for KPIs
– Use APQC libraries; specify KPI formatting; inspect in debugger• Visualize KPIs in environments beyond dashboards
– New Excel ribbon, SameTime/Notes plugin, and on iPhone/iPod Touch
23© 2009 IBM Corporation
KPI Enhancements - example
• Note weekly seasonality
•Prediction takes that into account
24© 2009 IBM Corporation
Agenda
• Introduction, Strategy, Evolution, Architecture• BPM Portfolio Capabilities• BPM Product Updates 6.2
– WebSphere Business Modeler– WebSphere Process Server, WebSphere Integration Developer,
WebSphere Enterprise Service Bus– WebSphere Business Monitor
– WebSphere Business Services Fabric
• BPM Updates – Performance and Best Practices• Futures• Summary and Conclusion
26© 2009 IBM Corporation
Agenda
• Introduction, Strategy, Evolution, Architecture• BPM Portfolio Capabilities• BPM Product Updates 6.2
– WebSphere Business Modeler– WebSphere Process Server, WebSphere Integration Developer,
WebSphere Enterprise Service Bus– WebSphere Business Monitor
– WebSphere Business Services Fabric
– WebSphere Dynamic Process Edition
• BPM Updates – Performance and Best Practices• Futures• Summary and Conclusion
27© 2009 IBM Corporation
Portfolio Topic - Best Practices1 BPEL vs BSM2 Process – Early/Late Binding3 Process – Content Integration4 When to Build a new JCA Adapter5 Connecting to CICS6 Non-UI Client Scenarios 7 Using WPS codegen options for UI8 Compensation9 Screen Flow versus Business Process Flow
10 HTM UI/API Patterns•Process Portal, Custom Prop, Custom tables, etc..
11 Java Integration12 Large BOs13 When to roll in WBSF49 Library Projects - Design, Structure and management50 Batch Process/File Handling
14 ESB Selection (WESB,MB,DP) 51 When to ASBO/GBO15 Aggregation–uflows vs mediation, 52 Maps/transform in Business Logic orremember parallelism Mediations? 16 Web services feature 53 WPS Rules or 3rd PartyPack, EJB Feature Pack17 Service versus mediation18 Course Grain/Fine Grain granularity of service19 Modularity–mediations modules, business modules, libraries
•Sync versus Async Wires20 HTM – standalone versus inline21 BO Map versus XSLT22 Error Handling, Mediation or Process,
Business Exception versus System Exception, Retry Processing
23 Data Binding (WTX, vs Custom vs provided DB)
40 Aris integration41 Visio usage/integration42 Using Industry Models in Modeler43 FN Support in Modeler
39 Monitor back to Modeler Feedback loop
44 Migration (MQWF, ICS, WBI-SF)
45 Release Upgrade
36 Building Monitor Models with BPEL, J2EE, FN, hybrids37 Selecting Portal versus Web 2.0 vs PortletFactory for Dashboards38 Business Rule Governance47 Audit Logging (CEI, CEI/MQ, CEI/DB, Observer pattern,JSR 47, how do I do this)
48 Completed Instances Management
29 Golden Topology + other products30 Topology variations (DR, Versioning, partitioning
31 XD for BPM32 Maxing out a cluster33 Performance tuning34 64 bit 35 JVMs by platform
46 Cross Life Cycle54
24 Moving from Test to Production25 Team development and Build26 Any/anyType patterns (6.1) 27 Versioning w/WSRR28 Versioning modules (especially those that have BPELs) using WID and designing for it
Best Practices Enablement through:
1. Product Features – Patterns Support, Wizards, Defaulting, Visualizations, Validators, and Personalizations
2. Samples and Info Center Updates3. Formalized Best Practices courses and updated Methodologies4. Industry Content that follows best practices5. Increasing number of ISSW experts6. Trained partners
Recent Focus areas:
•Scaling Up – Modules, Destinations and Clusters
•Disaster Recovery
28© 2009 IBM Corporation
Codifying Best Practices – PI Analyzer
* 70 Exports- 45 Web Service- 25 SCA
* 176 WSDLs- 47 use web services- 334 total operations- 197 total faults
* 48 Jars
* 18 SCA Modules- 7 mediation modules- 11 business modules
* 89 Java Files
* 9 WPS Libraries
* 7 Mediations
* 546 XSDs- 660 BOs- 9858 fields
* 5 Stand-alone Human Tasks
* 16 Business Rules- 81 rules- 18 templates
* 78 Imports- 4 EJB- 41 Adapter
% 1 email% 4 jdbc% 36 sap
- 1 Web Service- 32 SCA
* 9 BPELs- 4 long-running- 0 with compensation- 259 total activities
% 165 Java snippets% 21 Inline human tasks
Statistics----------On average each WSDL contains 1.8977273 operation(s).On average there are 1.1193181 faults/WSDL.On average there are 0.5898204 faults/operation.On average each XSD contains 18.054945 field(s).On average there are 1.2087913 BOs/XSD.On average there are 14.936363 fields/BO.On average there are 28.777779 activities/BPEL.
Warnings--------Preferred interaction style unset for Exports!Preferred interaction style unset for Imports!Adapter uses async preferred interaction style!Macroflows do not utilize compensation!
Basic Statistics
Design Heuristics
Averages
Available internally at http://cbs6.rchland.ibm.com/analysis
29© 2009 IBM Corporation
Production Server Startup Time
• Large application production server startup time (ME) reduced by 6x
BPM&C Performance - IBM Confidential
WPS Cluster Startup Time - ING "Orange" Application (62 EARs)
164
1016
0
200
400
600
800
1000
1200
WPS 6.1.0.1 WPS 6.2.0 (0846.19 build)
Sec
onds
Startup Time
Chart Date - 11/10/2008**Baseline Data - 10/15/2008
WPS 6101 = WPS61.WPSIPCK o0811.11 64bitWPS 620 = w bix.cdw bi full0840.25ING_01172008_EARs3121 destinations for 62 ears installed.
Data Collected by Ben HoflichPreliminary Data
Hardw are: Pow er5 1.9GHz GS 4 core (App,ME), Pow er5 1.9GHz GS 4 core (WPSDB, MEDB, BPEDB)Softw are: AIX 5300-07-01-0748, DB2 9.5 FP 2a
30© 2009 IBM Corporation
Summary of 6.2.0 Performance Improvements• WPS
– Up To 40x improvement in BPC Query response time– 5x improvement in throughput for workloads migrated from WICS– 6x improvement in production server startup time for large customer application (ING)– Faster than MQWF for both query response time and throughput
• WESB– 130% improvement in transform namespace throughput– 105% improvement in JMS Non Persistent request/response throughput
• Authoring - significantly improved large application development (ING)– Publish response time reduced by 45%– Publish memory growth reduced by 11x – Build response time reduced by 14% vs. 6.1.2, and by 62% vs. 6.1.0.0
• Fabric– 70% improvement in throughput for application using Dynamic Assembler (DA) with contexts
31© 2009 IBM Corporation
Agenda
• Introduction, Strategy, Evolution, Architecture• BPM Portfolio Capabilities• BPM Product Updates 6.2
– WebSphere Business Modeler– WebSphere Process Server, WebSphere Integration Developer,
WebSphere Enterprise Service Bus– WebSphere Business Monitor
– WebSphere Business Services Fabric
– WebSphere Dynamic Process Edition
• BPM Updates – Performance and Best Practices• Futures• Summary and Conclusion
32© 2009 IBM Corporation
Where Next?
• You’ve seen signs of it in 6.1.2 and 6.2 – Enabling business roles to actively participate and materially affect how the BPM solution
behaves, responding to changing business conditions– Business Space
• More is coming to delivery business value– Governance and governance processes
• at a SOA and BPM level• at development time and at runtime
– More Versioning – More Dynamicity – More Direct Deployment – Topology refactoring for growth and evolution
• Platform evolution under the covers– Metadata, XML
All under a consistent BPM and Connectivity architecture that places integrity first, builds on a SOA Foundation principles and is delivered in consumable forms
Related Topics• Enterprise Architecture• FileNet Integration• Cognos• WebSphere Business Events
33© 2009 IBM Corporation
Future Directions Summary – Portfolio View
1. Empower the business users to do more– Requires support for dynamicity in a consistent fashion– Requires governance process that spans authoring, execution and
management– Requires tighter linkages between various roles
2. Enable IT to – More easily grow and broaden usage of the BPM portfolio– Create consistent application componentry
3. Provide infrastructure that– Thrives on change– Enforces consistency– Leverages new and emerging standards– Provides optimizations consistent with the Programming Model
34© 2009 IBM Corporation
Agenda
• Introduction, Strategy, Evolution, Architecture• BPM Portfolio Capabilities• BPM Product Updates 6.2
– WebSphere Business Modeler– WebSphere Process Server, WebSphere Integration Developer,
WebSphere Enterprise Service Bus– WebSphere Business Monitor
– WebSphere Business Services Fabric
– WebSphere Dynamic Process Edition
• BPM Updates – Performance and Best Practices• Futures• Summary and Conclusion
35© 2009 IBM Corporation
Summary and Conclusion
BPM is here and delivering value to the business• WebSphere BPM 6.2 Offers a complete BPM portfolio
– Leveraging our SOA and ESB infrastructure– Empowering the business to push ahead
• Your opportunity to leverage this portfolio is now – BPM is here• We will continue to invest in this portfolio and provide additional
capabilities over time; we have many things we will do to evolve this platform.
• Please consider that we need to think about things differently– Business Value– Flexibility (Points of Agility)
– Shifting of Responsibility
These are opportunities and challenges