the forrester wave integration centric business process management suites q42008

8/3/2019 The Forrester Wave Integration Centric Business Process Management Suites Q42008

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Making Leaders Successul Every Day

Octobe 6, 2008

The Foeste Wave:Itegatio-Cetic BsiessPocess Maagemet Sites,Q4 2008b Ke Vome

o Etepise Achitecte Poessioas
http://www.forrester.com/


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2008, Forrester Research, Inc. All rights reserved. Forrester, Forrester Wave, RoleView, Technographics, TechRadar, and Total Economic Impactare trademarks o Forrester Research, Inc. All other trademarks are the property o their respective companies. Forrester clients may make oneattributed copy or slide o each gure contained herein. Additional reproduction is strictly prohibited. For additional reproduction rights andusage inormation, go to www.orrester.com. Inormation is based on best available resources. Opinions refect judgment at the time and aresubject to change. To purchase reprints o this document, please email [email protected].

Fo Etepise Achitecte Poessioas

Includes a Forrester Wave

ExECuTIVE SuMMAry

Forrester evaluated leading integration-centric business process management suite (IC-BPMS) vendors

across 109 criteria and ound that Soware AG, IBM, IBCO Soware, Vitria echnology, Oracle , SAP,

and Cordys Soware achieved leadership status based on their combined strength across the our major

areas o evaluation: enterprise application integration (EAI), business-to-business interactions (B2B),

business process management (BPM), and service-oriented architecture (SOA). Microso, Sterling

Commerce, and Sun Microsystems scored as Strong Perormers in this category, but each has somelimitations related to BPM unctionality. Enterprise architects should use the inormation in this report

as the oundation or a customized review o this product category designed to meet their specic

enterprise needs.

TABlE OF COnT EnTSICBPMS Toos Ar GamChagig

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o IC-BPMS podcts icdig Cods Sotwae,

IBM, Micosot, Oace, SAP, Sotwae AG, Steig

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use A Compehesive Set O Citeia Whe

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Je 25, 2008

Octobe 6, 2008

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2008, Foeste reseach, Ic. repodctio PohibitedOctobe 6, 2008

The Foeste Wave: Itegatio-Cetic Bsiess Pocess Maagemet Sites, Q4 2008


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IC-BPMS TOOlS ARe GAMe-CHAnGInG TeCHnOlOGy

Te IC-BPMS soware category evolved out o the EAI space o the mid-to-late 1990s. Consequently,

the products in this space have a proven track record o supporting complex interactions between

internal applications and the business users who rely on them. During the last several years, vendors

have added additional capabilities or supporting a wide range o B2B interactions, along with

sophisticated BPM, SOA, and application development eatures.1

As a result, todays IC-BPMS products have captured a central role as the oundational middleware

component in many leading enterprises, and rms are using them with increasing requency

to deliver game-changing solutions. Forrester has recently published a separate document that

provides many details related to the IC-BPMS market and the selection criteria that we recommend

enterprise architects use when considering products in this soware category.2

It is becoming increasingly clear that the availability o these types o tools is enabling enterprises tosimultaneously improve operational eciency and support business innovation.3 For example,

Florida Community College at Jacksonville in Jacksonville, Fla., implemented the webMethods BPMS

rom Soware AG and was able to revamp its development organization with a new SOA-based

environment that supports end-user participation in the design o new systems, provides integration

and process improvement capabilities, and reduces overall development time by over 50%.

Th ICBPMS Va Propositio

Te IC-BPMS category o soware is one o the more comprehensive collections o middleware

tools available on the market today. Products in this group provide integrated eatures covering:

BPM. IC-BPMS tools provide support or BPM by using business process modeling notation(BPMN) business process execution language (BPEL), and XML-based process description

language (XPDL) that allow or graphical modeling o business processes that the soware then

interprets as executable code. Other BPM eatures provide support or process orchestration,

execution, monitoring, and optimization eorts.

B2B, EAI, and SOA. B2B capabilities can vary considerably by vendor, but IC-BPMSesgenerally provide eatures that support trading partner administration, onboarding, and trading

partner perormance reporting. And since most o the vendors in the group evaluated in this

Forrester Wave have a strong background in providing EAI solutions, the eatures in the EAI

area are quite extensive and include a core integration server and support or application andtechnology adapters. Tese middleware solutions also provide comprehensive support or

SOA; they have embedded enterprise service bus (ESB) unctionality as well as an SOA-based

metadata repository, and they have all adopted o a wide range o Web services standards.4


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2008, Foeste reseach, Ic. repodctio Pohibited Octobe 6, 2008



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Application development. Finally, the capability o IC-BPMS tools to support new applicationdevelopment is one o the strongest eatures o this category o soware products; most IC-

BPMS vendors provide a comprehensive development ramework or supporting the creation

o composite applications and dynamic business applications.5 Tese rameworks include

model-driven-development-capable integrated development environments (IDEs), embedded

SOA support, and rules engines. Some o the Leaders provide ully unctional Web-based

development environments as well.

K Trds Wi Driv evotio O Th ICBPMS Markt

Te IC-BPMS market has been a volatile arena or several years, with market orces driving:

IC-BPMS vendor consolidation. Signicant vendor consolidation has taken place in thismarket during the past 18 months. Te recent Oracle acquisition o BEA Systems aects much

more than the IC-BPMS space, but it will have a signicant impact on that market nonetheless,with the eventual outcome being the loss o one major vendor in this product category.6

Soware AGs acquisition o webMethods was more ocused, as the acquired vendor provided

only IC-BPMS products. As a limited number o candidates or consolidation remain, the

potential or additional IC-BPMS vendor consolidation is somewhat limited compared with

past potential.

Te chase or dierentiation.Just as the early EAI vendors aggressively pursued new productcapabilities that led to the creation o the IC-BPMS category, todays vendors will continue

to search or new capabilities that will provide them with product dierentiation. Tat being

the case, we expect established IC-BPMS providers to initiate a signicant level o acquisition

o specialized rms over the next couple o years. Most o the emerging new eatures in the

IC-BPMS market will relate to improved BPM eatures such as process simulation, automated

process discovery, more sophisticated support or event management related to business event

management (BEM) and complex event processing (CEP), and tighter integration o business

rules capability.

Widespread adoption. BPM support is one o the key deliverables o IC-BPMS products, anda recent Forrester survey revealed that BPM projects have already become mainstream inside

the majority o enterprises.7 Tis same survey also ound that most o the enterprises were in

the early stages o their implementation eorts, but over 80% o the I architects surveyed elt

that the eorts had met or exceeded their expectations. Tis widespread adoption and its earlypositive results will lead to strong product growth going orward as enterprises expand their

internal usage o IC-BPMS solutions and will also lead to vendors increasing eorts to enhance

their existing product capabilities.


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IC-BPMS RequIReMenTS OVeRVIeW

o assess the state o the IC-BPMS market and to see how the vendors stack up against each other,

Forrester evaluated the strengths and weaknesses o the top IC-BPMS providers.

W Focsd evaatio Critria O BPM, B2B, eAI, SOA, Ad Appicatio Dvopmt

Aer examining the results o past research, vendor and expert interviews, requests-or-proposals,

and user-needs assessments, we developed a comprehensive set o evaluation criteria to determine

the relative positions o leading IC-BPMS solutions. We evaluated vendors against 106 criteria,

which we grouped into three high-level buckets:

Current oering. o assess product strength, we evaluated our principal categories ocapabilities. Te rst area was integration unctionality that ocuses on overall solution

architecture, application rameworks, security management, transormation, and support or

Web 2.0. In the area o B2B, we evaluated vendor capabilities in the areas o data exchangesupport and trading partner management. We evaluated BPM eatures including process

management, process modeling, process monitoring, and support or human-centric eatures.

And nally, we evaluated SOA eatures including support or ESB eatures, a metadata

management repository, and support or a wide range o Web services.

Strategy. o judge the uture direction o evaluated oerings, we compared each vendors productstrategy including the breadth o its product oerings, the availability and extent o the customer

training it oers, the completeness o its product road map, the extent o its vertical industry

solutions, and the availability and extent o its online community support. We captured solution

cost inormation (and presented this in the Wave model), though we do not score this inormation

due to the variable nature o pricing situations. We also evaluated inormation on adapter licensing

models and soware licensing fexibility. Te extent o strategic alliances was another ocal point,

with consideration given to system integration partnerships, application partnerships, and strength

o reseller channels. Finally, we gave heavy consideration to customer reerences.

Market presence. o gauge market presence, we combined inormation about each vendorsinstalled base and new customers as well as and the size and global ootprint o each vendors

sales and support organizations.

W evaatd Vdors That Ofr Comprhsiv ICBPMS Sotios

Forrester included 10 vendors in its assessment: Cordys Soware, IBM, Microso, Oracle, SAP,Soware AG, Sterling Commerce, Sun Microsystems, IBCO Soware, and Vitria echnology.

BEA Systems was also initially included but had to be dropped, as Oracle reused to support the

evaluation o the BEA product line as a part o this process. Each o these 10 vendors (see Figure 1):


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Oers an IC-BPMS product. Each vendor provides either a single comprehensive productor a suite o integrated tools that provides support or EAI, BPM, B2B, SOA, and applications

development. Te individual capabilities in these areas can vary signicantly between vendors.

Provides category leadership. Each o these providers oers leading edge capability in one ormore o the ocused evaluation areas.

Has a long-standing presence in the category.Most o these vendors have been leadingproviders in this space or several years. In act, all o them were included in the previous

product evaluation o this space, published in December 2006.

Our evaluation methodology depends in part on input rom the vendors, including product

demonstrations, questionnaires, and customer reerences. Oracle chose not to provide data or

the BEA WebLogic Integration (WLI) product; thereore, we evaluated this products capabilitiesbased on the results o prior evaluations, subsequent briengs by BEA management, and ongoing

discussions with many BEA WebLogic Integration customers.


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Figr 1 Evaated Vedos: Podct Iomatio Ad Seectio Citeia

Source: Forrester Research, Inc.

Vendor

Cordys Software

IBM

Microsoft

Oracle

SAP

Software AG

Sterling Commerce

Sun Microsystems

TIBCO Software

Vitria Technology

Product evaluated

Cordys BPM v4.2

IBM BPM Product Portfolio v 6.1: WebSphere BusinessModeler Publishing edition V6.1, WebSphere Process ServerV6.1, WebSphere Business Services Fabric V6.1, WebSphereBusiness Monitor V6.1, WebSphere Service Registry andRepository V6.1, WebSphere Adapters V6.1

BizTalk Server 2006 R2, Office SharePoint Server, WindowsServer 2003, Visual Studio 2005, SQL Server 2005, SystemCenter, Office Suite, Project Astoria

Oracle SOA Suite and Oracle BPA Suite

SAP NetWeaver v7.1 platform: SAP NetWeaver ProcessIntegration, SAP NetWeaver Composition Environment , SAPNetWeaver Business Process Management, SAP NetWeaverBusiness Rules Management, and SAP NetWeaver MaterDataManagement

webMethods BPMS v7.1 including the enterprise service bus(ESB), which includes CentraSite

Gentran Integration Suite v4.3, Sterling Control Center v4.2,Sterling Secure Proxy v3.0, various Connect:Direct servers,and Sterling Collaboration Network.

Sun Java Composite Application Platform Suite (CAPS): SuneInsight BPM v5.1.3, Sun eGate Integrator v5.1.3, Sun

Adapters v5.1.3, Sun eView Studio v5.1.3

ActiveMatrix Suite: ActiveMatrix Service Bus, ActiveMatrixService Grid, ActiveMatrix Business Studio, ActiveMatrixBusinessWorks (BW), Service Performance Manager, PolicyManager and Registry

Vitria M3O Suite v2.0: M3O BPM, M3O Exception Manager,M3O Operations Book (BAM), and M3O Enterprise ServiceBus, along with Vitria B2Bi Server and Vitria SmartGateway

Version release date range

January 2008

December 2007

January 2006 -September 2007

August 2006 -September 2007

November 2007 -December 2007

March 2008

October 2007 -February 2008

May 2007

November 2007 -March 2008

March 2008

Vendor selection criteria

The product meets Forresters definition of an IC-BPMS product and as such it represents one of the mostcomplete integration solutions available today and is capable of handling complex integration and activityorchestration between people, applications, back-end systems, and external business partners.

The vendor has been determined to be one of the leading providers of IC-BPMS solutions: It has significantmarket share in this sector or has gained leading edge mindshare via the capabilities of its products.

The product version has been released and is generally available prior to May 1, 2008.


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DIVeRSe FunCTIOnAlITy IS AT THe HeART OF All IC-BPMS PRODuCTS

Tis evaluation reviewed a market in which (see Figure 2):

Sofware AG, IBM, IBCO, Vitria, Oracle, SAP, and Cordys lead. Tese vendors providecomprehensive solutions that are strong in all indicated areas o IC-BPMS unctionality.

Microsof, Sterling Commerce, and Sun Microsystems have competitive solutions.Whilethese vendors oer strong suite capability overall, they have limitations in the area o BPM

components.

Oracles BEA WebLogic Integration has solid unctionality but an unclear path orward.WebLogic Integration is a very capable product but has a clouded uture due to the stated

product direction that Oracle provided.

Tis evaluation o the IC-BPMS market is intended to be a starting point only. Readers are

encouraged to view detailed product evaluations and adapt the criteria weightings to t their

individual needs through the Forrester Wave Excel-based vendor comparison tool.

Figr 2 Foeste Wave: Itegatio-Cetic Bsiess Pocess Maagemet Sites, Q4 08

Source: Forrester Research, Inc.

Go online to download

the Forrester Wave tool

for more detailed product

evaluations, feature

comparisons, and

customizable rankings.

RiskyBets Contenders

Currentoffering

StrategyWeak

Weak

Strong

Strong Market presenceLeaders

StrongPerformers

Full vendorparticipation

Microsoft

CordysSoftware

TIBCO Software

Oracle - SOA Suite

SAP

IBM

Software AGVitria Technology

SterlingCommerce

Sun Microsystems

Oracle - BEAWebLogicIntegration

Incomplete vendorparticipation


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Figr 2 Foeste Wave: Itegatio-Cetic Bsiess Pocess Maagemet Sites, Q4 08 (Cot.)

VenDOR PROFIleS

Th ladrs: Comprhsiv Fctioait For A Wid Rag O Projcts

Sofware AG. Soware AG acquired webMethods in 2007 and has since augmented webMethodsoriginal oering through the availability o the powerul CentraSite repository product (which

Soware AG and Fujitsu developed jointly). Soware AG received high scores across the board

and provided excellent customer reerences, which have been corroborated through numerous

Forrester discussions with webMethods users over the past two years. Soware AG was alsoranked as a leader in the most recent human-centric BPM product evaluation.

IBM. IBM retained a leadership position in this category based on the comprehensive natureo its BPM product portolio. Te major products in its portolio are WebSphere Dynamic

Process Edition (which includes WebSphere Business Modeler, WebSphere Business Services


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Fabric, WebSphere Process Server, and WebSphere Business Monitor) and WebSphere Service

Registry and Repository. Over the years, IBM has made several key acquisitions to round out its

BPM capabilities or example, its acquisitions o Webiy and AptSo in an eort to retain a

leadership position in the key soware category.

IBCO Sofware. IBCO is another repeat Leader in this category with its ActiveMatrixproduct suite. In particular, the ActiveMatrix BusinessWorks is a comprehensive and widely

used IC-BPMS product. It is also interesting to note that in our evaluation o human-centric

BPM products, the IBCO iProcess product was ranked among the Leaders or human-centric

BPM product unctionality.8

Vitria echnology. Tis vendor was one o the early mindshare leaders in the IC-BPMS spacein the 2003-to-2005 timerame but suered setbacks aer the dot-com bubble crash. However,

Vitria has returned with a powerul IC-BPMS oering that provides a unique combination o

EAI, BPM, and SOA eatures built on top o a fexible Web 2.0 ramework.

Oracle. Oracle is another repeat in the Leader category due to the comprehensive capabilitieso its SOA Suite product. Trough the acquisition o BEA, Oracle inherited some key products

such as the enterprise service bus and repository. However, these products were not in the

Oracle product lineup as o the May 1, 2008, deadline or this evaluation.

SAP. NetWeaver has moved into the leadership ranks or the rst time in this evaluation basedon several key enhancements that SAP made to NetWeavers SOA capabilities. SAP also

received enhanced strategy scores due to its expanded and comprehensive product road map.

Overall, SAP registered the largest improvement o any o the evaluated vendors in IC-BPMScapability compared with the previous report on products in this category that was published in

December 2006.

Cordys Sofware. For the rst time, Cordys achieved a leadership position based on its strongscores across all o the major unctional areas: EAI, BPM, B2B, and SOA.

Strog Prormrs: Good Sotios For Ma Rirmts

Microsof. Microso Bizalk scored well in the areas o EAI and B2B support but does notprovide comprehensive out-o-the-box support or BPM; it relies on custom development or

established alliance partners or this capability.

Sterling Commerce. Te Gentran Integration Suite (GIS) has strong B2B and integrationeatures, which is not surprising considering this vendors background. However, while the

product has solid process management eatures, the process modeling and monitoring would

benet rom urther enhancement.


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Sun Microsystems. Sun dropped out o the Leader category in this evaluation due to lowerscores in the areas o B2B, BPM, and overall product strategy. In particular, its product has

limitations related to service-level monitoring, simulation capabilities, and built-in support or

integrating with popular oce suites that have dragged down its overall BPM scores.

Risk Bts: not Appropriat For Th log Ha

Oracle (BEA WebLogic Integration). Prior to Oracles acquisition o BEA Systems, BEAsIC-BPMS product lineup consisted o three key components: BEA WebLogic Integration (WLI),

BEA AquaLogic Service Bus (ALSB), and the BEA AquaLogic Enterprise Repository (ALER). We

believe that this combination would have easily scored in the Leader category based on our earlier

evaluations and on product briengs with BEA management. However, Oracle renamed ALSB and

ALER and now includes them as core components o the Oracle SOA Suite. WLI is still available

and could still be combined with the renamed Oracle products, but we do not believe that is a wise

course o action, as Oracles stated direction or these products would not support this strategy.

SuPPleMenTAl MATeRIAl

Oi Rsorc

Te online version o Figure 2 is an Excel-based vendor comparison tool that provides detailed

product evaluations and customizable rankings.

Data Sorcs usd I This Forrstr Wav

Forrester used a combination o three data sources to assess the strengths and weaknesses o each

solution:

Vendor surveys. Forrester surveyed vendors on their capabilities as they relate to the evaluationcriteria. Once we analyzed the completed vendor surveys, we conducted vendor calls where

necessary to gather details o vendor qualications.

Product demos. We asked vendors to conduct demonstrations o their products unctionality. Weused ndings rom these product demos to validate details o each vendors product capabilities.

Customer reerence calls. o validate product and vendor qualications, Forrester alsoconducted reerence calls with two o each vendors current customers.

Th Forrstr Wav Mthodoog

We conduct primary research to develop a list o vendors that meet our criteria to be evaluated

in this market. From that initial pool o vendors, we then narrow our nal list. We choose these

vendors based on: 1) product t; 2) customer success; and 3) Forrester client demand. We eliminate

vendors that have limited customer reerences and products that dont t the scope o our evaluation.


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Aer examining past research, user need assessments, and vendor and expert interviews, we develop

the initial evaluation criteria. o evaluate the vendors and their products against our set o criteria, we

gather details o product qualications through a combination o lab evaluations, questionnaires,

demos, and/or discussions with client reerences. We send evaluations to the vendors or their review,and we adjust the evaluations to provide the most accurate view o vendor oerings and strategies.

We set deault weightings to refect our analysis o the needs o large user companies and/or

other scenarios as outlined in the Forrester Wave document and then score the vendors based

on a clearly dened scale. Tese deault weightings are intended only as a starting point, and we

encourage readers to adapt the weightings to t their individual needs through the Excel-based

tool. Te nal scores generate the graphical depiction o the market based on current oering,

strategy, and market presence. Forrester intends to update vendor evaluations regularly as product

capabilities and vendor strategies evolve.

enDnOTeS

1 A recent Forrester report discusses the evolution o BPM suites in detail. See the June 25, 2008, Use A

Comprehensive Set O Criteria When Selecting An IC-BPMS ool report.

2 For details on the evolution o IC-BPMS products and a list o recommended selection criteria, see the June

28, 2008, Use A Comprehensive Set O Criteria When Selecting An IC-BPMS ool report.

3 o read several case studies highlighting operational improvements, see the July 7, 2008, Using BPM o

Improve Operational Eciency report. o read other case studies that discuss enablement o innovation

see the July 7, 2008, Using BPM o Support Innovation report.

4 Forrester published a reerence architecture model or the IC-BPMS space. See the October 2, 2007, Te

IC-BPMS Reerence Architecture Model report.

5 Forrester has documented a strong case or the value o Dynamic Business Applications. See the September

24, 2007, Te Dynamic Business Applications Imperative report.

6 For a complete analysis o the potential impact o the Oracle acquisition o BEA Systems, see the July 30,

2008, Oracle Absorbs BEAs Middleware: Te Impact On Application Development Managers report.

7 For more details o this survey, see the February 19, 2008, Te EA View: BPM Has Become Mainstream

report.

8 For the complete evaluation details o IBCOs scores in the HC-BPMS area, see the August 2, 2007, Te

Forrester Wave: Human-Centric BPM For Java Platorms, Q3 2007 report.
http://www.forrester.com/go?docid=46102&src=44819pdfhttp://www.forrester.com/go?docid=46102&src=44819pdfhttp://www.forrester.com/go?docid=46102&src=44819pdfhttp://www.forrester.com/go?docid=46182&src=44819pdfhttp://www.forrester.com/go?docid=46182&src=44819pdfhttp://www.forrester.com/go?docid=46211&src=44819pdfhttp://www.forrester.com/go?docid=43606&src=44819pdfhttp://www.forrester.com/go?docid=43606&src=44819pdfhttp://www.forrester.com/go?docid=41397&src=44819pdfhttp://www.forrester.com/go?docid=46494&src=44819pdfhttp://www.forrester.com/go?docid=43191&src=44819pdfhttp://www.forrester.com/go?docid=38886&src=44819pdfhttp://www.forrester.com/go?docid=38886&src=44819pdfhttp://www.forrester.com/go?docid=38886&src=44819pdfhttp://www.forrester.com/go?docid=38886&src=44819pdfhttp://www.forrester.com/go?docid=43191&src=44819pdfhttp://www.forrester.com/go?docid=46494&src=44819pdfhttp://www.forrester.com/go?docid=41397&src=44819pdfhttp://www.forrester.com/go?docid=43606&src=44819pdfhttp://www.forrester.com/go?docid=43606&src=44819pdfhttp://www.forrester.com/go?docid=46211&src=44819pdfhttp://www.forrester.com/go?docid=46182&src=44819pdfhttp://www.forrester.com/go?docid=46182&src=44819pdfhttp://www.forrester.com/go?docid=46102&src=44819pdfhttp://www.forrester.com/go?docid=46102&src=44819pdfhttp://www.forrester.com/go?docid=46102&src=44819pdf


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