Communicating the Business Value of Technology Value of BPM

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1 Communicating the Business Value of Technology Value of BPM Gregor Raýman A&C FMW Specialist A&C Technology Adoption Office Partner Business Development, ECEMEA 1 Copyright 2012, Oracle and/or its affiliates. All rights

2 Business Drivers for SOA and BPM Efficiency Agility Efficiency Customer service improvement Faster time to market IT cost savings 15% 19% 25% 49% 56% Q. in which areas do you expect to see impact on your business as a result of deployment? Visibility Agility Information visibility New products or services 10% 8% 47% 54% Q. What is the primary driver for the SOA vision in your organization? Integration Mergers and acquisitions 7% 27% Reliable Platform Regulatory compliance 7% 37% Agility New channels Major competitor has SOA initiative 5% 3% 25% 25% Expected Areas of Impact Primary Driver 2 Copyright 2012, Oracle and/or its affiliates. All rights

3 But SOA Alone is Hard to Justify Q. What are the roadblocks to justifying SOA in your organization? Can you prove the Business Value? 3 Copyright 2012, Oracle and/or its affiliates. All rights

4 SOA and BPM Creating Business Integration BPM Process Analysis Process Simulation and Optimization Business Relevant Monitoring and Process Management Business Processes Business Integration Enterprise Integration SOA Integration Standardization Service Composition Service Management IT Governance 4 Copyright 2012, Oracle and/or its affiliates. All rights

5 Business Process and Services Development Collaboration of Various Stakeholders Process Analyst Build Analyze Measure Architect Define Design Process Owner Execute Manage Process Participants 5 Copyright 2012, Oracle and/or its affiliates. All rights Implement Deploy Manage Provide

6 Our Method to Demonstrate Value Value Benefits Costs 11 Copyright 2012, Oracle and/or its affiliates. All rights ECEMEA, Oracle Partner Business Development - A&C Technology Adoption Office

7 Effective collaboration with social computing, E2.0 capabilities in context of BPM Social ONE unified design time for both business and IT people. Productivity through reduced complexity and bridging the business/it gap. Unified Oracle BPM Suite 11g Complete All you need to build a reliable, future-proof platform for SOA and BPM, to innovate today and scale from simple to complex processes 12 Copyright 2012, Oracle and/or its affiliates. All rights

8 Product Centric View - Oracle BPM Suite 11g Oracle BPM Suite 11g Social BPM User- centric Design Unified Process Foundation 13 Copyright 2012, Oracle and/or its affiliates. All rights

9 Product Centric View - Oracle BPM Suite 11g Complete and Unified Oracle BPM Suite 11g Social BPM BPM Workspace Process Spaces Enterprise 2.0 Services Business Process Guides Unstructured Processes User-Centric Design BPM Studio Process Composer Process Analysis WYDIWE Model Multichannel Development Unified Process Foundation Unified Engine Business Catalog End-To-End Management Integration Services Scalable & Secure Architecture 14 Copyright 2012, Oracle and/or its affiliates. All rights

10 The Business Point Of View The Benefits of Oracle BPM Suite Process Efficiency Productivity and Agility Visibility Platform Process Automation Process Development Business Intelligence Business Integration Unstructured Processes Process Adjustments Business Process Monitoring Reliability Security Performance 15 Copyright 2012, Oracle and/or its affiliates. All rights Please click on the pillars to go to the chosen topic Play All

11 Too Generic? 16 Copyright 2012, Oracle and/or its affiliates. All rights

12 Value of Business Process Automation Sample Telco Case Mobile subscribers (SIMs) prepaid contract 90,8% 106,3% 111,7% 114,1% 115,0% ,2% 17 Copyright 2012, Oracle and/or its affiliates. All rights

13 Value of Business Process Automation Sample Telco Case Penetration Customers Revenue already over 106% population will not grow no more space for valuable adds loyalty and relationship will be a key more retention than acquisition Cross/upsell -more and more complex offers Non-traditional revenue streams 18 Copyright 2012, Oracle and/or its affiliates. All rights

14 Value of Business Process Automation Sample Telco Case Cost Reduction Cost Reduction 19 Copyright 2012, Oracle and/or its affiliates. All rights

15 Value of Business Process Automation Sample Telco Case Cost Reduction New Revenue Sources New Revenue Sources 20 Copyright 2012, Oracle and/or its affiliates. All rights

16 Value of Business Process Automation Sample Telco Case Defend & Grow New Revenue Cost Reduction Market Share Sources Defend & Grow Market Share 21 Copyright 2012, Oracle and/or its affiliates. All rights

17 Value of Business Process Automation Sample Telco Case Price Product Available Sustainable all potential differentiators available at all operators Marketing / Sales Customer Experience only customer experience is sustainable for long time (hard to copy) 22 Copyright 2012, Oracle and/or its affiliates. All rights

18 Value of Business Process Automation Sample Telco Case Cost Reduction Defend & Grow Customer Market Share Advocacy Customer New Revenue Sources Satisfaction Advocacy Loyalty 23 Copyright 2012, Oracle and/or its affiliates. All rights

19 Value of Business Process Automation Sample Telco Case Cost Reduction Efficient Resource Utilization Efficient Defend & Grow Customer Market Share Advocacy Resource New Revenue Sources Utilisation 24 Copyright 2012, Oracle and/or its affiliates. All rights

20 Value of Business Process Automation Sample Telco Case Cost Reduction Efficient Resource Utilization Defend Market Customer Share Advocacy Quality of Quality Of Service Service New Revenue Sources 25 Copyright 2012, Oracle and/or its affiliates. All rights

21 Value of Business Process Automation Sample Telco Case Highly emotional First invoice First call to Customer Care Claim resolution Mobile phone lost or stolen Only few Welcome Call upon first invoice Satisfaction call Key reasons for dissatisfaction Key processes to improve customer satisfaction 26 Copyright 2012, Oracle and/or its affiliates. All rights

22 Value of Business Process Automation Sample Telco Case Defend & Grow Customer New Revenue Cost Reduction Market Share Advocacy Sources TP Manual Order Efficient Quality Of Resource Service Utilization Capture Manual Order Capture TP 27 Copyright 2012, Oracle and/or its affiliates. All rights

23 Value of Business Process Automation Sample Telco Case Defend & Grow Customer New Revenue Cost Reduction Market Share Advocacy Sources TP Heterogeneous Efficient Quality Of Resource Service Utilization Applications Heterogeneus Applications TP Manual Order Capture TP 28 Copyright 2012, Oracle and/or its affiliates. All rights

24 Value of Business Process Automation Sample Telco Case Christmas Campaign Legitimate Customer Complaints after Christmas First Invoice after New or Prolonged Contract Recoupments after 1st Invoice Year 1 Year 2 Year 3 29 Copyright 2012, Oracle and/or its affiliates. All rights

25 Value of Business Process Automation Sample Telco Case Activation Migration Prolongation Some order attributes were entered differently to system than proposition required Highly emotional Customer Satisfaction Impacted 30 Copyright 2012, Oracle and/or its affiliates. All rights

26 Value of Business Process Automation Sample Telco Case Defend & Grow Customer Cost Reduction Market Share Advocacy Error Prone Efficient Quality Of Resource Service Utilization CP Error Prone Processes New Revenue Sources CP Heterogeneus Applications TP Manual Order Capture TP 31 Copyright 2012, Oracle and/or its affiliates. All rights

27 Value of Business Process Automation Sample Telco Case High Defend & Grow Front- Customer Cost Reduction Market Share Advocacy Efficient Quality Of Resource /Backoffice Service Utilization High Front-/ CP CP Error Prone Backoffice Processes Workload TP TP Heterogeneus Manual Order Applications Capture New Revenue Sources CP 32 Copyright 2012, Oracle and/or its affiliates. All rights

28 Value of Business Process Automation Sample Telco Case Cost Reduction Defend & Grow Market Share Customer Advocacy New Revenue Sources Efficient Resource Utilization High Front-/ CP Backoffice Workload Quality Of Service Error Prone Processes CP Heterogeneus Applications TP Manual Order Capture TP 33 Copyright 2012, Oracle and/or its affiliates. All rights

29 Value of Business Process Automation Sample Telco Case Order Reception Order Validation Service Instance Creation NT/IT Equipment Config. Customer & Service Data Update I wish Business Process Definition/Eligibility rules Process Execution Engine Execute, Orchestrate& Measure Customer Interface Mgmt. Order Handling Service Configuration Network Provisioning Billing CC Sales, CC IT IT/Network IT 34 Copyright 2012, Oracle and/or its affiliates. All rights

30 Value of Business Process Automation Sample Telco Case Design First attempt Business Processes are Blue Prints for implemented executable Processes Interdependency between Processes and IT not transparent No integrated description by missing common language Low degree of reusability High level of dependency hand- crafted design Implementation Concept Blue Print Implementation Business Engineer IT Change Management Project 35 Copyright 2012, Oracle and/or its affiliates. All rights

31 Value of Business Process Automation Sample Telco Case BPM Suite Approach Business people design executable processes Developers implement the technical parts: Integration Services User Interface WYDIWYE 36 Copyright 2012, Oracle and/or its affiliates. All rights

32 Value of Business Process Automation Sample Telco Case Christmas Campaigns The BPM Effect Recoupments after 1st Invoice Year 1 Year 2 Year 3 Year 4 Order Capture Errors Almost Eliminated 37 Copyright 2012, Oracle and/or its affiliates. All rights

33 Value of Business Process Automation Sample Telco Case Further Benefits Defend & Grow Customer Cost Reduction Call agent satisfaction Market improved Share from Advocacy 3.7 to 1.5 (scale Sources 1-5) Transaction Duration Time down from 12 to 5 minutes New Revenue Efficient Lower Quality Of Resource cost, ability to server more customers, improved customer satisfaction Service Utilization Training cost and time reduced by more than 70% Enabled new High sales Front-/ channels: CP telesales, CP Error e-shop Prone Backoffice Created infrastructure to monitor external Processes processes (couriers) Workload Enabled SLA enforcement, Process Optimization Significantly reduced TP time to market TP Heterogeneus Applications Manual Order Capture 38 Copyright 2012, Oracle and/or its affiliates. All rights

34 39 Copyright 2012, Oracle and/or its affiliates. All rights

35 Value of Business Process Automation How do you supervise and manage the workload of your employees? What is the personal cost of your most common business process per business case? Cost Reduction Effective Resource Utilization High workload of peoplecp High communication overhead the most common How do you assure that your employees effectively react to emerging business events? What impact do Can they easily oversee their processing errors tasks in various business have on your processes? How many different applications do your employees need to fulfill business process? Revenue Growth customers and your Improved bottom line? Productivity Costly, slow and error prone process execution What is CP the cost of integrating you application with your current technology? Customer Satisfaction Improved Quality of Service Customers impacted by delays and errors CP Processes crossing application and organizational boundaries TP Not automated routine processes CP Difficult integration of heterogeneous systems TP 42 Copyright 2012, Oracle and/or its affiliates. All rights Back

36 Efficiency in Executing Unstructured Processes Cost Reduction Effective Can you Resource analyze the process Utilization inefficiencies and optimize the processes based on real data? What would be cost CP to handle Insufficient all possible data for paths process in your business optimization processes? Revenue Growth Improved Productivity How much revenue you could save, Customer if you were able to avoid Satisfaction negative customer impact? Is it What always time clear, do who managers should do what and who CP Customers spend holds the impacted tracking progress responsibility by and process going for the inefficiencies through s they task timely completion? have been cc-ed ed? Difficult progress monitoring and management CP Can your employees easily find Unclear available experts responsibilities and delegate tasks to them? Improved Quality of Service CP Rigid process not TP suitable for nonroutine tasks Need for ad-hoc collaboration CP Information about people and tasks dispersed across many tools TP 43 Copyright 2012, Oracle and/or its affiliates. All rights Back

37 Oracle BPM Suite 11g Efficiency in both Structured and Unstructured Processes Oracle BPM Suite 11g Social BPM BPM Workspace Process Spaces Enterprise 2.0 Services Business Process Guides Unstructured Processes User-Centric Design BPM Studio Process Composer Process Analysis WYDIWE Model Multichannel Development Unified Process Foundation Unified Engine Business Catalog End-To-End Management Integration Services Scalable & Secure Architecture 44 Copyright 2012, Oracle and/or its affiliates. All rights Back

38 Human Workflow as a Service Process Designer End User Design Tasks Approvals Rules, etc. Views and acts on tasks Monitors progress Process Owner Administrate s tasks, worklo ads, errors Workflow Admin BPMN Processes Workflow Metadata BPM Work Space Process Portal Business Rules ADF Task Forms BPEL Process Core Decision Service (Business Rules) BPMN Business Rules Unified Runtime Common JCA-based connectivity infrastructure Human Workflow Oracle Service Bus Mediator Policy Manager Human Workflow Service Components Task Metadata Service User Metadata Service Evidence Store Service Task Rules Service Task Service Task Query Service Identity Service Notification Service Notification Channels Mail SMS Voice IM Dehydration Store Identity Management (OPSS) LDAP OID OVD Custom 45 Copyright 2012, Oracle and/or its affiliates. All rights Back

39 Business Process User Interactions Task oriented Business Process Workspace Process Tracking Performance and Workload Monitoring Out of the Box Dashboards Allows: Ad-hoc task routing Rule based task delegation Sub-Task creation 46 Copyright 2012, Oracle and/or its affiliates. All rights Back

40 Social Business Process Management Oracle BPM Spaces The BPM Portal Modeling Contextual Workspace Process Instance Inspection Efficiency through Collaboration Out of the box collaborative spaces, wikis, portlets, task-flows Flexible applications based on reusable components Productivity through Information Composite process portal providing all task relevant information: documents, dashboards, wikis, pres ence, calendar, tagging, etc Continuous Innovation Monitoring and alerting of events, deadlines, usage of group calendars, tagging and searching Introspection and process auditing 47 Copyright 2012, Oracle and/or its affiliates. All rights Back

41 Process Efficiency Value of Oracle BPM Suite Value for Customers Reduced operational cost Improved productivity and ROI Better quality of service Effective resources utilizations Value for Partners Become more significant for customer s success Opportunities for incremental services Offer services for customer s processes 48 Copyright 2012, Oracle and/or its affiliates. All rights Back

42 Benefits of Oracle BPM Suite 11g Value in the Core BPM Areas Process Analyst Build Analyze Measure Architect Define Design Process Owner Execute Manage Process Participants 49 Copyright 2012, Oracle and/or its affiliates. All rights Manage Provide Implement Deploy Back

43 Agility in Process Development? Leadership in New Markets Improved Competitiveness Market Share Growth See the Efficiency Pillar With what tools do your business people and your developers use to design Improved and implement Time the To In which version Rapidly does Adopted what the and How Changes long does it take to release an business processes? Market How do they business users mean Business match what Processes updated business process? transform the design to the developers understand? implementation? How CP do your business Costly, users slow adjust and CP Overhead in bridging the How much time do your the deployed business error prone processes process Business/IT-Gap business users spend with and rules without the implementation help of the developers in meetings? developers? Efficient Business Processes CP Not optimized business processes TP Business and IT use different tools and languages CP Increased load on both business and IT TP Automating business processes requires too many IT skills 50 Copyright 2012, Oracle and/or its affiliates. All rights Back

44 Flexibility in Rules and Process Adjustments Leadership in New Markets Improved Competitiveness Market Share Growth See the Efficiency Pillar How much time does you IT spend adjusting already deployed processes/rules? Improved Time To Market Business stakeholders not empowered to adjust the business rules/processes Through what stages of the full development/deployment cycle do you go for small changes or adjustments? Development and deployment process too heavy weight TP CP Rapidly Adopted and Changes Business Processes Who is responsible for keeping the processes/rules up-to to-date? Slow reaction to market challenges and opportunities Need to optimize CP process and rules while deployed CP How often would you adjust the business processes and rules, if they were easy to change? Efficient Business Processes Not optimized business processes Business conditions change quicker than process development cycle CP TP 51 Copyright 2012, Oracle and/or its affiliates. All rights Back

45 Oracle BPM Suite 11g Foundation for Agile Business Oracle BPM Suite 11g Social BPM BPM Workspace Process Spaces Enterprise 2.0 Services Business Process Guides Unstructured Processes User-Centric Design BPM Studio Process Composer Process Analysis WYDIWE Model Multichannel Development Unified Process Foundation Unified Engine Business Catalog End-To-End Management Integration Services Scalable & Secure Architecture 52 Copyright 2012, Oracle and/or its affiliates. All rights Back

46 Collaboration Between Analysts and Developers Modeling Business Process in Oracle BPM Studio Uses BPMN 2.0 Graphical, role-oriented process design No Coding Defines and uses activities, workflows, services, business rules Simulates and optimizes the the processes Uses BPMN 2.0 Graphical, role-oriented process design Adds technical details Implements activities, services, tasks forms 53 Copyright 2012, Oracle and/or its affiliates. All rights Back

47 Business Process Modeling BPM Studio MDS BPM Composer Publish / Synchronize Publish / Synchronize Process Modeling & Simulation Deploy BPMN 2.0 Processes Collaborative Process Development BPEL BPM Runtime BPMN Process Core Business Rules Unified Runtime Human Workflow Mediator Process Modeling & Customization Common JCA-based connectivity infrastructure Policy Manager Oracle Service Bus 54 Copyright 2012, Oracle and/or its affiliates. All rights Back

48 Business Processes and Business Rules Rules Driven Processes Data Validation Level 1 Process Phase 1 Phase 2 Phase 3.. Business Rules Rules Driven Service Routing Rules Driven Task Routing (Delegation, Escalation, Timeouts, ) 55 Copyright 2012, Oracle and/or its affiliates. All rights Back

49 Business Rules Management Rules Designer MDS Browse, Read Rules Composer Design, Deploy Save, Commit Rules Definition Use Rules Customization BPEL Process Core BPMN Business Rules Human Workflow Mediator Unified Runtime Common JCA-based connectivity infrastructure Policy Manager Oracle Service Bus 56 Copyright 2012, Oracle and/or its affiliates. All rights Back

50 Productivity and Agility Value of Oracle BPM Suite Value for Customers Faster Time To Market due to close collaboration between the Process Analyst and Developers Increased Competitiveness Growing Market Share Thought Leadership on New Markets Value for Partners Provide Higher Value Services for your Customers Access to Business Stakeholders and Decision Makers Incremental service opportunities due to rapid reaction to customer needs 57 Copyright 2012, Oracle and/or its affiliates. All rights Back

51 Business Intelligence Insight Into Processes Reduced Cost Financial Accountability How do you evaluate how much cost is caused by one process instance for your enterprise? Employee s impact on business success hard to track CP Not transparent link between employees and processes Lower Capital Reserves Can you assign the cost of the individual system and employee to the revenue How Policy of the do you business enforce the cases? Compliance compliance to corporate policies? Unnoticed deviations from processes TP CP Reduced Risk Enforceable SLAs How realistic data do you use during process design for process simulation? Hard to measure performance and KPIs Operational data dispersed across heterogeneus systems TP CP Growing What are the Revenue potential (see losses Efficiency caused by pillar) policy and/or SLA non- compliance? Efficient Business Processes Data for processcp optimization insufficient How much does / would it cost to extract the relevant business data from all involved systems? Non consolidated operational data CP 59 Copyright 2012, Oracle and/or its affiliates. All rights Back

52 Business Process Monitoring Increase Revenue How do you make sure that your business people have access to the relevant information whenthey need it? Informed Business Operators information Insufficient / Obsolete dashboards CP Improve Customer Experience Reduced Risk How much time do your developers Prompt Reaction to Threats, spend on Errors adjusting dashboards and How do the business reports? How promptly do you spot and users create and CP handle technical High load on both Hard implementation How and much business effort CP is customize the errors? of How observable many needed can to you data extract resolve dashboards business they and use IT before they affect sources relevant the data customer? from without IT involvement? your applications? Reduced Cost Robust business Processes What is the ratio of High code cost handling of errors in your handling executable implementation business processes? CP TP Dashboards creation requires development skills TP Operational data dispersed across heterogeneus systems Technical and businesstp errors complicate processes 60 Copyright 2012, Oracle and/or its affiliates. All rights Back

53 Oracle BPM Suite 11g Visibility for Process Design and Operations Oracle BPM Suite 11g Social BPM BPM Workspace Process Spaces Enterprise 2.0 Services Business Process Guides Unstructured Processes User-Centric Design BPM Studio Process Composer Process Analysis WYDIWE Model Multichannel Development Unified Process Foundation Unified Engine Business Catalog End-To-End Management Integration Services Scalable & Secure Architecture 61 Copyright 2012, Oracle and/or its affiliates. All rights Back

54 Business Activity Monitoring & Optimization BPM Studio Define Business Indicators Define KPI, SLA, sensors, alerts and actions BPM Workspace Monitor business processes with predefined and custom dashboards in real time Oracle BAM Use the gathered data for design-time process simulation and optimization 62 Copyright 2012, Oracle and/or its affiliates. All rights Back

55 Policy Driven Error Handling Separates the error handling from the business processes into reusable policies Policies for the whole infrastructure, or be specific for process, partner-link or error-type Can automatically retry a failed service invocation or move the failing transaction into error hospital for manual resolution After the error has been resolved, the process can normally continue Enables systematic custom error logging and notifications Simplifies the processes, all technical errors can be handled by the policies 63 Copyright 2012, Oracle and/or its affiliates. All rights Back

56 Visibility and Transparency Value of Oracle BPM Suite Value for Customers Reduced Risk More Productively Allocated Investments Quicker Reaction to Threats and Trends Empowered Business Operators Value for Partners Higher Productivity in Developing Robust Processes Provide Higher Value Services By Bringing the Needed Information to the Business People Offer Process Optimization based on Real Production Data 64 Copyright 2012, Oracle and/or its affiliates. All rights Back

57 Business Integration Value Discovery Map Visibility Effiency Agility How would you describe the data transfers between the various systems of your enterprise? What is your approach to create reusable, easily discoverable business services in your enterprise? How long does it take to reliably integrate the applications in your enterprise? Application Supporting and Aligned with Business Processes How many applications / people collaborate in your most common business process? CP High IT Operation Cost Business Processes croscutting applications and departements TP How many administrators are needed to keep your IT infrastructure reliable? CP High cost of Application Integration TP Complex IT Architecture What is the cost of creating a suitable interface for one of your applications? CP Slow Automation of Business Processes Heterogeneous, Siloed Vertical Applications TP 66 Copyright 2012, Oracle and/or its affiliates. All rights Back

58 Reliability, Security, Performance Reduced Risk What would be the cost of service loss or a data leak? Managed and Mitigated Risk Hard to manage CP security of many interfaces Reduced Cost What do you spend Costly and CP on your IT monthly? error prone IT infrastructure How do you manage and secure all the interfaces to your IT functionality? Cost Effective, Business Driven IT Integration Performance Overhead Market Leadership Increased Revenue What is the future strategy of the technologies and How applications do you identify you use? and eliminate Future the bottlenecks Proof Strategic of your integration Investments infrastructure? How would reducing the network load help High you? CP Dependency on CP investment Proprietary / in skills Obsolete Technology Complex, Heterogeneus IT Infrastructure with many External Interactions CP TP 67 Copyright 2012, Oracle and/or its affiliates. All rights Back

59 Oracle BPM Suite 11g SOA-based, Unified, Reliable platform for BPM Success Oracle BPM Suite 11g Social BPM BPM Workspace Process Spaces Enterprise 2.0 Services Business Process Guides Unstructured Processes User-Centric Design BPM Studio Process Composer Process Analysis WYDIWE Model Multichannel Development Unified Process Foundation Unified Engine Business Catalog End-To-End Management Integration Services Scalable & Secure Architecture 68 Copyright 2012, Oracle and/or its affiliates. All rights Back

60 SOA and BPM Unified The Fusion Effect Process Optimization More adaptable More iteroperable portal ERP / Legacy More accurate Web application API Security Reliability Logging Failover Dynamic Routing Custom Apps Web Services Monitoring User Interface Orchestration BPM Service Bus Business Services 69 Copyright 2012, Oracle and/or its affiliates. All rights Back

61 Oracle BPM Suite 11g Architecture Overview User Interaction Shared BPMN Model BPM Studio Workspace Process Portal MS Office Repository Process Composer B2B BAM Process Analytics Proc Cubes Optimized binding BPMN 2.0, BPEL BPEL Process Core BPMN Business Rules Unified Runtime Common JCA-based connectivity infrastructure Oracle Service Bus Human Workflow Mediator Policy Manager Enterprise Manager 70 Copyright 2012, Oracle and/or its affiliates. All rights Back

62 Run-Time Administration and Monitoring With Enterprise Manager and Fusion Middleware Control From simple Monitoring to Advanced Top-Down Analysis and Bottleneck Elimination 71 Copyright 2012, Oracle and/or its affiliates. All rights Back

63 End-To-End Process Instance Auditing Across All Layers and All Artifact Types BPMN Busienss Process Audit Trail External Service Human Workflow BPEL Mediation 72 Copyright 2012, Oracle and/or its affiliates. All rights Back

64 Unified Foundation, SOA Based BPM Value of Oracle BPM Suite Value for Customers Value for Partners Reliable, Secure, Performing Platform Lower Cost due to Simpler Architecture and Higher Administrators Productivity More Market Agility due to Flexible Architecture and Reusable IT Assets Future-Proof, Standard Based IT Higher Productivity due to Simpler IT SOA-Based Environment Offer More Stringent SLA, higher Security thanks to Reliable Infrastructure Future-Proof Skills, Availability of Expersts 73 Copyright 2012, Oracle and/or its affiliates. All rights Back

65 74 Copyright 2012, Oracle and/or its affiliates. All rights

Oracle BPM 11g The unified Business Process Platform

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