Market Update Match Bpms Ven 239562

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G00239562

Market Update: Match BPMS Vendors to YourUsage ScenariosPublished: 24 December 2012

Analyst(s): Janelle B. Hill, Jim Sinur, W. Roy Schulte, Nicholas Gall, Teresa Jones

This research provides an updated view of the BPMS market and reflectsrecent changes and trends. It also categorizes BPMS providers based ontheir focus on four BPMS usage scenarios.

Key Findings Although the BPMS market is mainstream, the growth rate has slowed, largely due to worldwide

economic pressure and the maturing of the U.S. market segment.

In the past two years, significant changes in the BPMS marketplace have altered the marketlandscape. These include growing interest in open-source BPM-enabling technologies, marketconsolidation driven by several acquisitions, and the advent of next-generation intelligentBPMSs (iBPMSs).

We expect the market to continue growing through 2014, but providers will increasinglyspecialize their products and marketing based on one or more market segments.

BPMSs work best when matched to the needs of specific usage scenarios. The four usagescenarios Gartner originally defined for BPMSs provide a useful, high-level means ofcategorizing vendors to customer needs.

RecommendationsBPI leaders, senior IT executives, solution architects and business process owners:

Leverage Gartner's BPM usage scenarios to help define your BPMS/iBPMS needs.

Shortlist for further evaluation the providers that excel in your usage scenarios.

Resist defining an "enterprise standard" BPMS. Long-running processes exhibit a wide varietyof resource interaction patterns; this variety and complexity is better addressed with differentBPMSs.

Those selecting a BPMS in the near term should understand the IBO usage scenario beforedeciding on a BPMS product. If IBO might be applicable during the life of the BPM solution, ask



potential providers how and when their product road maps will support the IBO use case, andthen decide how crucial a factor IBO support will be to your final decision.

Table of Contents

Analysis..................................................................................................................................................2

Introduction...................................................................................................................................... 2

BPMS Definition and Business Purpose............................................................................................3

Recent Changes in the BPMS Market...............................................................................................4

Four Primary Usage Scenarios for BPMSs........................................................................................6

Mapping BPMS Vendors to the Four Usage Scenarios.....................................................................8

Listing of Vendors and Relevant Usage Scenarios...................................................................... 9

Other Vendors Considered............................................................................................................. 22

Conclusion and Recommendations................................................................................................ 22

Recommended Reading.......................................................................................................................23

List of Tables

Table 1. BPMS Vendor Overview..........................................................................................................10

List of Figures

Figure 1. BPMS Market Size (2009 Through 2016)................................................................................. 3

Analysis

Introduction

This research provides an updated view of the business process management suite (BPMS) marketlandscape, and categorizes BPMS providers based on their focus on four BPMS usage scenarios.The BPMS market is mainstream and experiencing continued, healthy growth. Total revenue in theBPMS software market now stands at more than $2 billion, and is expected to grow at a compoundannual growth rate of 10% over the next five years (see Figure 1 and Note 1). Moreover, the marketcontinues to attract new entrants. However, since our 2010 BPMS market analysis, significantchanges have occurred that have collectively altered the market landscape. This research sharesour perspectives on those changes.

Page 2 of 25 Gartner, Inc. | G00239562



Figure 1. BPMS Market Size (2009 Through 2016)

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

2009 2010 2011 2012 2013 2014 2015 2016

Millions of Dollars

Source: Gartner (December 2012)

For business process improvement leaders, business process directors, application managers,solution architects and CIOs involved in the selection of BPMS providers, this research providesinput into their evaluations. This analysis will help clients develop a better shortlist of providers thatmost closely match their usage scenarios today and in the next few years. Clients should not beafraid to pick different BPMSs for different problems, even though this means some technical skillswill be split or duplicated across different projects and BPMS implementations; the businessprocess management (BPM) discipline skills will largely be the same for any choice, includingmultiple choices.

BPMS Definition and Business Purpose

A BPMS is an integrated collection of software technologies designed to support the life cycle ofprocess improvement especially when frequent changes are desired (such as to sustain adifferentiated process, or to iteratively respond to business volatility) and to enable continuousimprovement. The technologies in a BPMS support process discovery, analysis, design,development, execution, monitoring and optimization. BPMSs are used for designing, implementingand orchestrating composite processes that include interactions among people, systems,information and policies/rules. Composite processes with these characteristics are long-running(see Note 2) and are most appropriate for a BPMS implementation.

A BPMS is also meant to empower business roles to participate more fully in the entire life cycle ofprocess improvement and innovation, exposing visual models to enable business and IT

Gartner, Inc. | G00239562 Page 3 of 25



professionals to better design and maintain the composite process solution collaboratively than ispossible in traditional coded applications. Market-leading BPMSs support a variety of processstyles, ranging from highly structured to highly unstructured.

The BPMS and its resulting process composition expose explicit process models (see Note 3),which are used by business and IT professionals to directly monitor and adjust the process andthe work flowing through the process. The models in a BPMS-based solution address businessmanagers' desire to closely track and gain hands-on control of their operational processes to bettermanage work outcomes. (For more on the definition of a BPMS, see "Magic Quadrant for BusinessProcess Management Suites" and "Selection Criteria Details for Business Process ManagementSuites, 2009" [Note: These documents have been archived; some of their content may not reflectcurrent conditions].) A BPMS/iBPMS is the best technology for enhancing the visibility,accountability and adaptability of the processes it orchestrates. Thus, it is the best technology forsupporting usage scenarios that fall within the BPM "sweet spot" that is, usage scenarios thatreflect a strong desire among business roles to directly change a process design, and to change thebehavior of in-flight work in the process (see "Two Factors That Help Identify the BPM 'SweetSpot'"). IBO also reflects businesspeople's desire to be involved throughout the process life cycle.A BPMS/iBPMS also becomes more important as a solution platform as an organization advancesin BPM maturity (see "ITScore for Business Process Management, 2012").

Recent Changes in the BPMS Market

Although the BPMS mainstream market continues to grow, it is maturing and changing. Accordingto Gartner market research, the market grew at double-digit annual percentage rates for every yearbetween 2006 and 2010 before slowing to a single-digit rate of 9.7% in 2011 (see "Market Share: AllSoftware Markets, Worldwide, 2011"). This slightly slower growth can be attributed to economicconditions and a maturing market, as well as to consolidation driven by recent acquisitions.

Several significant changes have occurred in the BPMS market during the past two years. Forexample, Adobe, once a leader in this market, made a major step away from it in late 2011 when itannounced that it would ramp down its investment in its LiveCycle BPMS and restrict its focus tothe public sector and financial services segments (see "Reassess Adobe's BPM and CCA Platformsas Its Strategy Has Shifted" [Note: This document has been archived; some of its content may notreflect current conditions]). Progress Software made a similar shift in April 2012 with its announcedplan to divest Savvion, a Leader in Gartner's 2010 BPMS Magic Quadrant (see "Plans to Focus onaPaaS Market Signal Challenges Ahead for Progress"). As public companies in a market full ofprivately held companies, these exits have raised red flags for customers and prospects, and willimpact overall market revenue growth. Some of this installed base may be replaced in the two yearsfollowing these vendors' announcements.

Other significant changes include several acquisitions of BPMS vendors or products:

Enterprise content management (ECM) vendor OpenText acquired two Microsoft-centric BPMSproviders: Metastorm in February 2011 (see "OpenText Buys Metastorm to Compete inEmerging Case Management Market") and Global 360 in July 2011 (see "OpenText/Global 360Deal Further Consolidates Microsoft BPMS Segment").




Lexmark International/Perceptive Software acquired Netherlands-based BPMS vendor PallasAthena in October 2011.

1

Business process automation vendor Kofax purchased BPMS vendor Singularity in December2011 (see "Kofax-Singularity Deal Reinforces Content Management Synergy With BPM").

Open-source software distributor Red Hat acquired a BPMS from Barcelona, Spain-basedPolymita Technologies in August 2012.

2

In October 2012, Trilogy Enterprises announced that it would acquire four Progress Softwaretechnologies, each of which was a strong contender in its specialty: Savvion in BPM; Sonic ESBin service-oriented architecture (SOA) and application integration; Actional in SOA governance;and DataXtend Semantic Integrator (DXSI) in semantic transformation. Trilogy plans to combinethe products, market them through a new, wholly owned company named Aurea Software, andcompete in the emerging intelligent business operations (IBO) market segment (see "TrilogyUses Progress Deal to Create Intelligent Business Operations Firm").

Despite consolidation pressures, we also continue to see many new BPMS market entrants, manyof which are reflected in this research.

Another significant trend has been the growing interest in open-source, BPM-enabling technologies.For example, BonitaSoft, which was founded just three years ago, has already reached more than1.5 million downloads of its open-source BPMS (see "BPM Vendor Insights: BonitaSoft's BonitaOpen Solution BPM Suite"). In addition, the above-mentioned Polymita acquisition highlights RedHat's recent acceleration of its move into the open-source BPMS market with technology thatcompliments jBPM. Also, Alfresco, an open-source ECM vendor, has a project called Activiti.org,which is an open-source workflow engine. We have seen an increase in our BPM client inquiries

about these market developments, including the Activiti.org open-source project.3

Our research recently has highlighted the advent of the next generation of BPMSs, which we calliBPMSs (see "BPM Suites Evolve Into Intelligent BPM Suites"). The iBPMS is designed to address akey challenge in today's business environment: Business managers and knowledge workers arebeing asked to make faster and better decisions, and to "do more with less" in an ever-changingbusiness context; however, they cannot do so without improved visibility into their operations andenvironments. To meet this challenge, leading organizations are seeking to make their businessoperations more intelligent by integrating analytics into their processes and the applications thatenable them. Gartner has identified this trend as a new, fifth usage scenario for a BPMS, which wecall IBO (see Note 4 and "The Trend Toward Intelligent Business Operations").

A number of vendors have updated their products to become iBPMSs. An iBPMS expandstraditional BPMS capabilities by adding new functionality, such as near-real-time processintelligence, advanced and embedded analytics, complex-event processing (CEP), support forsocial collaboration and support for mobility.

IBO represents a significant shift in BPM tool capabilities, and the "Magic Quadrant for IntelligentBusiness Process Management Suites" evaluates vendors on the new capabilities required tosatisfy the IBO use case. Our research indicates that the IBO use case represents the future of BPM




tools and is experiencing rapid adoption. Although the focus of this research is on vendor supportfor our original four BPMS usage scenarios, we believe all organizations, not just early adopters,need to consider the impact of IBO on their BPM plans. Clients making a BPMS purchasingdecision in the near term should examine the new IBO usage scenario before deciding on aproduct. If IBO might be applicable during the life of the BPM solution, then clients should askpotential providers how and when their products will support the IBO use case. Then clients candecide how crucial a factor IBO support will be to their final decision.

Four Primary Usage Scenarios for BPMSs

BPMSs work best when matched to the needs of specific usage scenarios. The primary usagescenarios for BPMSs continue to be those that Gartner first defined in "The Top Four UsageScenarios for a BPMS." (All four of these scenarios are defined from the perspective of BPMSusage; however, they are also well-suited as common scenarios for applying BPM disciplines toimprove operational performance results.) Briefly, they are:

Scenario 1. Specific Process-Based Solutions: In this situation, a business manager recognizesthe need to coordinate a long-running process, and needs to improve business performancethrough broader and better coordination of a mission-critical, industry-specific or company-specificprocess. Solutions to these process domains are often unavailable as commercial packagedapplications because the area is often a differentiating or innovative process. However, since buyershave some existing software assets for the process domain, they choose to implement an end-to-end solution using the BPMS as a composition platform, which is often complemented by a processtemplate (see Note 5) from the provider. We see this pattern often in governments, charitableorganizations, education and utilities. Examples of processes in this pattern are grant and charitablefunds management, research and prevention of disease, and student life cycle management.

Key BPMS features needed to support this usage scenario include:

Strong workflow to coordinate a balance of human and system interactions

Good user interface (UI) generation capabilities to unify some of the existing softwareapplications into an end-to-end process

Support for simple rules to medium-complex business rules

Out-of-the-box process and task monitoring and reporting

Scenario 2. Redesign for a Process-Based SOA: In this scenario, the IT organization is promotingBPM to the business. Often, we find that the IT organization has been unable to articulate thebusiness value of the SOA investment, and it recognizes that BPM-enabled business agility can bedramatically enhanced by an SOA. BPM's enterprise process perspective can help rationalize theapplication portfolio, prioritize business functionality that should be redesigned and modernizedusing SOA, and align the business value of agile processes with the software services used toexecute them. The BPMS-orchestrated process will consume the SOA services to create acomposite process solution.





Strong support for composing SOA-designed Web services into the process orchestration

Strong integration capabilities to link process and SOA services, and other software assets

A strong registry/repository to hold metadata about all process and service artifacts to enablereuse

A strong workflow engine to coordinate human and system interactions and serviceorchestration

Scenario 3. Continuous Process Improvement (CPI): In this pattern, the business (rather than theIT organization) has pursued process thinking for a while and has advanced to a CPI mentality. CPIstems from well-understood process methodologies, such as lean and Six Sigma, which have beenextensively adopted by manufacturing industries for years. However, in the past decade, manycompanies in industries such as financial services, healthcare and telecommunications havebrought their BPM programs to a CPI level, often adopting Lean Six Sigma as a methodology.


Various features to enable business and IT roles to share responsibility for easily makingchanges to process solutions

Strong workflow, task monitoring, key performance indicator (KPI) dashboards and reporting,with the ability to dynamically adjust in-flight items


Scenario 4. Business Transformation: In this scenario, senior business executives want to make a"game changing" play by rethinking one or more business processes. We see this scenario inorganizations worldwide that are strained by significant industry changes brought about byregulatory changes and the global economic recession. BPM technology buyers involved in suchtransformative initiatives are seeking to redefine their businesses for survival. This scenario is, inmany ways, a culmination of the previous three. In recent years, we have seen this BPM scenario inindustries such as financial services, real estate development and automobile manufacturing.Organizations pursuing this usage scenario may describe it as "business process re-engineering" or"business transformation."


Strong ease of use and accessibility to sophisticated features for business and IT roles (asappropriate)

Strong modeling for multiple aspects of the process, such as workflow, decisions, milestones,rules, data mapping and the organizational model





Strong dashboards and business activity monitoring (BAM) capabilities to enable KPI, workflow,and task monitoring and reporting, with the ability to dynamically adjust in-flight items toachieve desired outcomes

In addition to these four scenarios, there are other usage scenarios for BPM-enabling technology,including BPM platform as a service (bpmPaaS; see "Platform as a Service: Definition, Taxonomyand Vendor Landscape, 2012"), case management (see "The Case for Case Management

Solutions") and IBO.4 However, these additional usage scenarios are not the focus of this research,

which concentrates on the primary, mainstream BPMS segment.

Mapping BPMS Vendors to the Four Usage Scenarios

One BPMS usually does not address all usage scenarios equally well. A single "enterprise standard"for BPMS often is not a good approach. Long-running processes, which are most suitable forBPMS implementations, exhibit a wide variety of resource interaction patterns. The variety andcomplexity of these interactions are often better addressed with different BPMSs. Therefore,organizations in the market for a BPMS should evaluate vendors whose products are proven fortheir organizations' usage scenarios.

With that need in mind, Table 1 provides a fairly comprehensive list of BPMS providers, andcategorizes them based on their focus on the four common usage scenarios described above.

Our criteria for including vendors in this research are:

The vendor is focused on at least two of our four usage scenarios for BPMS. We restrict thetable to vendors that clearly focus on at least two scenarios because every BPMS can addressat least one, and such a list would be less valuable to buyers.

By "focus," we mean:

The vendor markets itself as addressing these usage scenarios, and we hear from clientsthat the vendor presents its product as appropriate for these scenarios.

In our ongoing research, we see clients implementing the product for these usagescenarios.

In our ongoing research, we see clients evaluating, considering, shortlisting or implementingthe vendor's BPMS product for these usage scenarios.

Gartner has sufficient knowledge and understanding about the vendor to provide commentaryon the vendor's BPMS.

The vendor sells a BPMS as an on-premises, licensed product (bpmPaaS products are notincluded in this analysis).

The vendor offers a general-purpose BPMS, not an industry-specialized product.




Listing of Vendors and Relevant Usage Scenarios

Table 1 provides an overview of BPMS vendors that met the inclusion criteria above. Some of theproducts are ones that we now consider to be iBPMSs (see "Magic Quadrant for IntelligentBusiness Process Management Suites").

For each vendor, the table:

Shows the relevant BPMS product name

Indicates which of the four usage scenarios are focus areas for the vendor, based on ourexposure to end-user buyers

Provides additional comments on each product, based on the current version when thisresearch and analysis was conducted (4Q12)




Table 1. BPMS Vendor Overview

Vendor(Website),ProductName Usage Scenarios Comments

Spe-cific

Proc-ess

Solu-tion

Rede-signfor aProc-ess-

BasedSOA CPI

Trans-formthe

Busi-ness

Active End-pointsActiveVOS

ActiveVOS is a strong, integration-based offering that is good at straight-through processing(STP), integration and exception management.

The product is most proven in SOA consumption-based processes. It also has primary hu-man-interaction capabilities with rudimentary dashboard capabilities.

Active Endpoints is aimed at the integration and development audience, but has the potentialto reach into more business-focused roles. This will require a strong investment in more busi-ness-driven features.

AgilePointAgilePointBPMS

AgilePoint is growing well in the U.S., Europe and Asia. It is an innovative vendor that consistently focuses on transforming traditional programming-

intensive tasks into models within its process composition environment. Its AgileExtenderFramework is an example.

The product is appropriate for small-scale and large-scale BPMS usage scenarios.

AppianAppian BPMS

Appian BPMS is one of the most user-friendly and highly integrated products in this market

for process composition and creation. It enables business users to take control of almost ev-ery function of a BPMS offering.





The product takes full advantage of the combination of social, mobile and cloud, and leads inthe number of implementations with this combination. The mobile experience leverages thedeep native capabilities of each mobile platform as well.

It leverages an in-memory data store for rapid access to process-centric information andgoals, which is beneficial for active and on-demand analytics.

AquimaAquima

Aquima is rule-driven and handles changing requirements well. It has a strong presence in the financial and government verticals in the Netherlands. A rapidly growing network of service and technology partners is bringing Aquima into more

deals in Europe, the Middle East and Africa (EMEA).

Be InformedBe Informed

Be Informed is strong at rule-enabled STP and exception management. It has expanded into human interactions and has a good number of implementations in the

Benelux region.

An increased marketing presence is bringing Be Informed into more EMEA deals, and giving itnew momentum.

BizagiBizagi BPMS

Bizagi BPMS is available for Java Platform, Enterprise Edition (Java EE) and .NET environ-ments, and appeals to mainstream buyers. It is predominantly used for human-centric pro-cesses with some integration to SOA services.

KPIs and metrics can be easily assigned to tasks for reporting and tracking purposes, includ-ing visibility into tasks that are about to become overdue. Automated warnings can alert theperson responsible for the task as well as management. A stopwatch capability allows part ofa process to be monitored more closely, supporting manual optimization.





Prospects can download the suite, create process models and test execution for free. Pay-ment is not required until executing a process in production. The full Business Process Modeland Notation (BPMN) process modeler is currently free as well.

Bosch Soft-ware Innova-tionsinubit Suite

The inubit Suite's comprehensive enterprise service bus (ESB), 70-plus adapters, electronicdata interchange and connectivity middleware give it strong performance in SOA, applicationintegration and business-to-business scenarios.

Its business rule processing is exceptional because of the user-oriented visual capabilities ofBosch Software Innovations' Visual Rules product.

It has good capabilities for CPI and business transformation through its extensive system in-tegration practice, and from its own rigorous BPM-centric design and development methodol-ogies.

CordysCordys Busi-ness Opera-tions Platform

Cordys' product offers a strong platform for SOA-centric BPM projects. Its multitenant capability is suitable for original equipment manufacturer (OEM) partners to use

as the foundation for third-party solutions. Cordys actively recruits such partnerships.

Its collaborative process design capability will help in ongoing transformative projects.

DST SystemsAWD

AWD has a very intuitive authoring environment largely based on configuration models that supports technical and business roles working together. DST Systems' extensive domainexpertise in financial services is evident in its many prebuilt features, such as parsing of Twit-ter feeds, quality control selection algorithms, prebuilt rules, strong work algorithms and rout-ing patterns for separation of duties. These features make solution development easier andfaster.

Image capture and document and content handling features are strong, regardless of whetherDST stores the content in its own file system or an external ECM repository.





It has a strong connectivity layer for system-to-system interactions, including Web servicesorchestration, RESTful application programming interfaces and traditional integration adapt-ers (all DST-owned).

FujitsuFujitsu Inter-stage BPM

Fujitsu offers seamless integration of its strong automated process mining and discoverytechnology with its BAM and analytics.

It has an OEM alliance with Cordys for its global platform-as-a-service offering. Fujitsu Interstage BPM provides solid support for BPM roles across the business process life

cycle, as well as a scalable software infrastructure and composition environment for organiza-tions looking to move to SOA and BPM solutions.

HandySoftBizFlow Plus

BizFlow Plus is well-suited for human-task-centric processes and case management. It is a lower-cost option than many BPMSs. This is an innovative solution for rapid, ad hoc process creation and execution, and it can be

used to support process discovery.

IBMIBM BusinessProcess Man-ager Ad-vanced

IBM offers consistent delivery of innovative features to empower business roles to bettermanage process performance outcomes.

Process Center and Decision Center provide elegant and intuitive governance for artifact lifecycle management, including a unique and highly collaborative approach to version manage-ment. Very late binding and snapshots allow composers to easily navigate back in time to anearlier snapshot, and many steps are semiautomated.

IBM offers a pure-play experience (Standard edition) and a stack-based BPMS experience(Advanced edition).





IntalioIntalio BPMS

Intalio Process Explorer is a central repository for all process artifacts; it is accessible at de-sign time and runtime. It offers full version control, using a publish/subscribe paradigm, withcheck-in/check-out.

Intalio's Eclipse-based BPMN Designer is predominantly used by IT roles. It offers drag-and-drop modeling, business rules, validation checking, prototyping and Web UI generation

Intalio incorporates a number of open-source technologies (such as BIRT) into its commercialopen-source-licensed BPMS, along with its own additional modules of functionality. It deliversand supports the solution as a single package, including these open-source technologies. Thesource code is accessible to customers.

Isis PapyrusSoftwarePapyrus Plat-form

The Papyrus Platform has strengths that align well with highly collaborative and adaptablecase management usage scenarios.

Isis Papyrus has strong mind share for knowledge-rich usage scenarios. Isis is starting to gain traction as the market catches up with its knowledge-worker-friendly

features.

K2K2 blackpearl

K2 significantly leverages the Microsoft technology stack to extend Microsoft-based workflowcapabilities, and integrates very deeply across a wide range of Microsoft products, includingCRM, SharePoint, Exchange, Office, SQL Server, Excel Services and Windows Server. This ishighly valuable in terms of skill reuse and ROI on existing Microsoft investments.

K2 SmartObjects abstracts structured or unstructured line of business data as business enti-ties, enabling transparent reuse across processes, forms and reports without duplication. Thisalso enables less technical roles to contribute more to the total implementation of the applica-tion.





K2 SmartForms provides a declarative HTML forms technology that allows organizations of allsizes to rapidly assemble simple and complex business forms (for stand-alone or process-centric business applications) that can also be used on mobile devices.

KofaxTotalAgility

The ability to have different "skins" for a process supports business process outsourcers pro-viding comparable processes for different clients, and also the ability to have process variants(for example, for different geographies) without having to copy whole processes.

The product is very business-role-friendly, enabling CPI. It also supports case managementprocesses quite well.

Strong integration with Microsoft technology makes this product suitable for organizationsthat are using Microsoft products, such as Dynamics or SharePoint.

MetasonicMetasonicSuite

Metasonic is resource-centric (based on subject-oriented BPM, where subjects are resour-ces/actors in a process) and handles the integrated view of each resource without a negativeimpact on other resources. This allows for a concentration of modeling activities by resource,and enables handling very large process scopes through isolation.

Metasonic has a networked execution capability that allows for maximum parallel activities. Metasonic's internal architecture is appropriate for high-scale process volumes.

Newgen Soft-ware Tech-nologiesOmniFlow

Newgen offers strong support for content interactions within the process (due to its heritagein the enterprise document management market).

OmniFlow is most proven for large-volume, document-centric workflows. Newgen focuses on BPM requirements in many emerging geographies. Its consultants are

well-trained in the design and architecture of process solutions using its BPMS.





OpenTextOpenTextMBPM

OpenText offers strong support for the entire life cycle of process improvement, from archi-tectural planning using the OpenText ProVision for Enterprise Architecture and for BusinessProcess Analysis models, to moving these models directly into its BPMS for execution.

Ease of use for all IT and business roles is strong and there are many productivity aids, suchas visual scripting, prebuilt UI components and a multilanguage processing engine.

A sophisticated skills inventory helps in assigning cases and tasks. This inventory can be up-dated in a distributed mode to keep it up to date with incremental experiences and skills.

OpenTextProcess360

Persona-based access to capabilities in the process improvement life cycle provides an ad-vanced user experience and interaction model, especially compared with other Microsoft-based BPMSs, and reduces the development effort.

Process360 has excellent integration with SharePoint, delivering "out of the box" user appli-cations, manager's dashboards, social BPM and collaboration features, which are most ap-propriate for content-heavy usage scenarios.

The analystView Visio plug-in for process simulation and optimization provides a unique andvaluable approach to advancing simulation skills.

OracleOracle Busi-ness ProcessManagementSuite

Oracle has leveraged its Service Component Architecture- (SCA-) compliant technology to in-tegrate acquisitions from the inside (internal technology), and up and out to the UI layer, pro-viding a unified BPMS.

The accessibility of composition capabilities for business roles continues to improve, withnew Web Forms, Player and other features enabling a business process analyst to completelymodel execution-ready processes from Web Composer.





Oracle has made significant investments in providing industry best practice processes andprocess templates as Process Accelerators, as well as integration to adaptive case manage-ment with enhanced business ease of use and more flexible management.

PegasystemsPega BPM

Pegasystems' BPMS has a unified object model that structures all process artifacts, includingprocesses, policies and UIs. This enables Pegasystems to deliver a declarative, model-drivenenvironment for composing solutions that can dynamically adjust to new situations and con-texts.

Business role empowerment is delivered through many intuitive visualizations and social net-working capabilities to enhance ease of use, to aid learning, to support cross-role and evencustomer collaboration, and to focus attention on changes in real time. The updated designenvironment is more role-appropriate and expands support for process discovery and casemanagement.

New analytic options, such as predictive and adaptive analytics, combined with the policy/rule-driven results, make Pegasystems' BPMS ideal for intelligent business improvement cy-cles. The next-best-action feature is appealing.

PerceptiveSoftwarePerceptiveProcess

Perceptive Process offers the best technology and visualization we've seen for process ana-lytics, including automated process discovery, process mining, social network analysis andforecasting.

It offers strong support for process dynamism in production with governance. It also offers strong support for the design and execution of case-management-style process-

es.

PNMsoftSequence

Sequence is a business-user-focused product that uses .NET and the Microsoft stack well. PNMsoft has a number of vertical-specific templates and industry-neutral horizontal tem-

plates to help organizations realize business benefits more quickly.





PNMsoft's Sequence Kinetics introduces HotChange technology for controlled changes ofdevices, UIs, business logic and other BPM application components.

Red HatJBoss Enter-prise BRMS5.3 (withjBPM)

Business users and developers have different interfaces, but share the same underlying repo-sitory, allowing for good collaboration on projects.

The CEP capability extends to processes across real-time data feeds (for example, from Twit-ter, Facebook and blogs), enabling rapid detection and response to business-impactingevents.

The subscription model means that costs can be expensed rather than capitalized. The costsof commercial subscriptions are generally lower than other commercial BPMSs.

SAPNetWeaverProcess Or-chestration

The Eclipse-based, model-driven composition environment (including BPM) can be used tocreate process-centric applications that leverage SAP SOA services, external SOA services,rules and human workflows.

Collaborative modeling in SAP StreamWork (using a subset of BPMN) supports process-rela-ted decision making. The resulting conceptual designs can be exported from the cloud envi-ronment into NetWeaver BPM.

Tools follow standards-based integration approaches to connect to back-end applicationswith SAP systems, integrating them into broader, model-driven, process-centric solutions.

Tibco Soft-wareActiveMatrixBPM

ActiveMatrix BPM combines Tibco's SOA and BPM capabilities based on SCA and OSGi,Tibco's event-driven architecture, and Eclipse. Individually, the pieces of the suite deliverstrong functionality.

Tibco's separation of the organization model from the workflow and UI models enhanceswork and resource management capabilities, such as analysis of workloads across process-es, not just within one process.





ActiveMatrix BPM has very strong human workflow with many out-of-the-box advanced pat-terns, including separation of duties, "retain familiar" and round-robin allocation.

Trilogy Enter-prises/Aurea Soft-wareSavvion BPMSuite

Savvion's modular SOA enables it to coexist and leverage other software infrastructure tech-nologies, such as a portal server and an ESB.

Savvion is a comprehensive, model-based BPM product that was among the first to provideextensive business process monitoring and event-processing features suitable for process-based solutions and business transformation usage scenarios. Its Business Expert add-onsupports real-time analysis of in-flight processes, and dynamically suggests changes to proc-ess conditions and rules to optimize running processes.

Sonic ESB, Actional and DXSI are advanced technologies that address the SOA and integra-tion requirements of process-based SOA usage scenarios well.

Software AGwebMethodsBPMS

webMethods has excellent support for process discovery, process optimization, SOA, inte-gration and active analytics, including a proven BAM tool, webMethods Optimize.

webMethods has market-leading capabilities for CPI and transformation, including an extensi-ble registry/repository (CentraSite), mobile computing (webMethods Mobile), message-orien-ted middleware (webMethods Nirvana Messaging), CEP (webMethods Business Events), in-memory data grids (Terracotta BigMemory) and dashboards (Aris MashZone).

Software AG has solid financials and a large installed base, with more than 1,500 BPMS cus-tomers.

UltimusAdaptiveBPM Suite

The Adaptive BPM Suite is strong at human interactions, and is used in many light-duty tomedium-duty process flows in many organizations.

Flobots are configurable process components that make many composition tasks easier,such as integrations.





With better visualization of results, Ultimus is delivering needed functionality to its client base.

USoftUSoft BPMSuite

USoft has a metadata-driven and rule-driven architecture that is ideal for adaptable process-es.

The company has a strong presence in the Benelux region. With its latest release and management team, we are seeing more activity from USoft par-

ticularly around requirements management.

WhitesteinLiving Sys-tems ProcessSuite (LSPS)

LSPS uses a unique modeling methodology with "goals" as the central semantic construct.Situational information is defined in the process model and may be altered dynamically duringprocess execution. The runtime engine uses this information to determine the flow to execute.The approach is meant for processes that need a high degree of agility and intelligence al-though LSPS also supports BPMN modeling for processes that don't need much agility or in-telligence.

LSPS uses multilevel modeling that separates the data, activity flow and organizational mod-els, allowing models to be easily reused and associated across domains. For example, thesame organizational model can be shared across multiple solutions, and goal models can belinked into a hierarchy.

BAM data collection, KPI creation and visualization are strong and extensible, enabling in-flight impact analysis to locate process bottlenecks and inefficiencies. Reporting is basic, buteasy to configure out of the box.

XMProiBOS

The iBOS platform has strengths that align well with highly collaborative and adaptable casemanagement usage scenarios.

XMPro has process discovery capabilities that help identify better practices occurring in a col-laborative environment.





It also has social analytics and can help determine sentiment patterns.

Source: Gartner (December 2012)




Other Vendors Considered

The following BPMS vendors were considered for, but not included in, Table 1 because they did notmeet all the inclusion criteria:

Adeptia

Appway

Apriso

AuraPortal

BonitaSoft

BP Logix

Consilience International

EMC

East-Gate

iActive

MicroPact

Northrop Grumman

OpTier

Provenir

SunGard

Tedial

Resultmaker

Vitria

Conclusion and Recommendations

Gartner believes that there are currently more general-purpose BPMS vendors than this market canreasonably support. Buyers should anticipate that the market will eventually fragment as providersincreasingly specialize their products and marketing based on one or more market segments. Themarket segments might be defined by usage scenario, geography and industry or cross-industrysolution area. Buyers should evaluate the evolutionary path of providers of interest (see "Signs Thata BPMS Vendor Is Following One or More Technology Evolutionary Paths").

Other recommendations for BPMS buyers include the following:

Leverage Gartner's BPMS usage scenarios to help define your BPMS needs.




Shortlist for further evaluation the BPMS providers that focus on your usage scenarios, and usethis research to accelerate your efforts.

Recognize that adopting a single "enterprise standard" for BPMS often is not a good approach,and plan on having different BPMSs to support different usage scenarios.

If you are making a BPMS purchasing decision in the near term, examine the new IBO usagescenario before deciding on a product. If IBO might be applicable during the life of the BPMsolution, ask potential providers how and when their product road maps will support the IBOuse case, and then decide how crucial a factor IBO support will be to your final decision.

Recommended ReadingSome documents may not be available as part of your current Gartner subscription.

"Balance Process Agility and Process Integrity Choices Along the Application Continuum"

"What Types of Model-Driven Applications Are Most Appropriate for a High Pace of ProcessChange?"

"Process Templates Broaden Application Options in a Pace-Layered Application Strategy"

Evidence

1 See "Lexmark Acquires Pallas Athena," 18 October 2011.

2 See "Red Hat Acquires BPM Technology From Polymita," 28 August 2012.

3 Open-source inquiry trend data.

4 For a description of the IBO usage scenario and our evaluation of iBPMS providers, see "TheTrend Toward Intelligent Business Operations" and "Magic Quadrant for Intelligent BusinessProcess Management Suites."

Note 1 BPMS Market Size Data

These Gartner market share estimates and forecasts include the sum of BPMS-related revenue fromvendors that sell software in this market. This includes revenue generated from appliances, newlicenses, updates, subscriptions and hosting, technical support, and maintenance. Professionalservices revenue and hardware revenue are not included. For more information, see "Forecast:Enterprise Software Markets, Worldwide, 2011-2016, 3Q12 Update" and "Market Share: AllSoftware Markets, Worldwide, 2011."




Note 2 Long-Running Processes Explained

A "long-running process" is any process in which it takes at least one hour, and usually muchlonger, to settle the work item. It takes longer because there are human-performed steps. Our "longrunning" characterization reflects a shift in focus in BPM on the amount of work to be managed. Forexample, it takes longer than an hour to decide whether to pay an insurance claim, and how much.For years, the automation of work has focused on "transaction processing" and shortened the unitof work managed to the payment transaction. If the primary management concerns are scaling thebusiness volumes and consistent, efficient handling of the transaction, then online transactionprocessing applications work very well. However, in a process-centric organization, management isconcerned with coordinating all the information-gathering efforts and decision-making steps thatlead up to the decision to pay or not. Thus, the unit of work to be managed is the process and islonger-running.

Note 3 Explicit Versus Implicit Process Management

Explicit processes are visible, usually via nontext models, and are independent of the physicalresources used in their execution. For years, explicit process models have been used as designaids, as end-user training tools and as part of operations manuals. (Business process analysis toolsare a good example.) However, a BPMS takes explicit process management to a higher level ofvalue; its explicit process model is actually metadata that is associated with physical resources atruntime. In this way, the model is not just static documentation; it is directly executable. At runtime,the model is interpreted and bound to the referenced physical resources. This approach keeps themodel synchronized with the actual execution of work. In market-leading BPMSs, models areintuitive (understandable by business and IT stakeholders), real (reflecting the actual processes inplay) and active (implemented directly from process metadata for easier manipulation).

Note 4 iBPMSs

For more information, see "Magic Quadrant for Intelligent Business Process Management Suites."

Note 5 Process Templates Defined

Process templates are prebuilt solution assets, based on BPM platforms, that support changes tobusiness processes without application customization. Like commercial applications, processtemplates are immediately deployable, but most customers will tailor them to meet their uniqueneeds.

With process templates, there is no application (in a traditional sense) of a precompiled set of code.Process templates don't result in customized applications because they are based on metadata anda model-driven BPM platform. The metadata artifacts in a process template typically includeprocess flow definitions, rule sets, forms, organizational structures and KPIs. The execution enginein the BPM platform executes the processes defined by the metadata artifacts (see "What Types ofModel-Driven Applications Are Most Appropriate for a High Pace of Process Change?"). Processtemplates dynamically compose process-centric applications because the platform selects theservices and objects that need to be executed based on the metadata model. Ideally, this selectionwould be enabled through late binding.




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AnalysisIntroductionBPMS Definition and Business PurposeRecent Changes in the BPMS MarketFour Primary Usage Scenarios for BPMSsMapping BPMS Vendors to the Four Usage ScenariosListing of Vendors and Relevant Usage Scenarios

Other Vendors ConsideredConclusion and Recommendations

Recommended ReadingList of TablesTable 1. BPMS Vendor Overview

List of FiguresFigure 1. BPMS Market Size (2009 Through 2016)

Market Update Match Bpms Ven 239562

Documents

Transcript of Market Update Match Bpms Ven 239562