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Home > Market Research > Business Services & Logistics > Business Process Management Market(BPM)
WinterGreen Research 2009 study on business process management markets has 609 pages, 211 tables and figures. The cost is $3,400 for a single copy, $6,800 for a web site posting. Systems are poised for significant growth as Web based applications are used to implement automated process. A business process management system has many aspects related to a range of industries moving to leverage the Internet as a channel. Real time analysis of information is being used to position companies to achieve competitive advantage. Cloud computing is a central aspect of the BPM initiative, providing up to date information in a usable format. Companies are implementing BPM solutions in the context of cloud computing that provides syntax to business users.
The BPM syntax is used in a model driven architecture at the line of business. This comes from an engine that is worked on all year long by IT. In this way, business analysts have access to BPM models that run without coding. Scalability and enterprise wide solution sets are achieving significant competitive advantage and improvements in productivity. Response to competition means adjusting unique enterprise resources to address opportunities and respond to change in markets. Needs and demands are integral to an integration infrastructure systems implementation. According to Susan Eustis, lead author of the study, “innovation drives market growth in every industry, and innovation depends on implementation of automated business process in every instance. IBM, Oracle, and Adobe are among market leaders. IBM is able to leverage its SOA market dominance to support innovation, providing software that supports flexible response to changing market conditions.” SOA reaches into every industry and every segment of the economy. SOA drives innovation for the very large enterprises, now the mid range size companies and very small organizations are adopting technologies similar to what the enterprise use, creating automated process to replace manual process. Business process management promises to drive enterprise markets going forward by implementing automated process more efficiently. Automation of business process must be balanced with human exception management, which is managed by workflow. Business processes are enhanced by the ability to interconnect a range of different applications systems including general ledger, order entry, inventory, process control, and human resources. Integration of Internet servers that implement e-business with partners and open a new sales channel depend on BPM systems. Areas of demand within the enterprise include financial services, customer relationship management, e-government and ebusiness. Financial companies use automated business process to manage the automation of systems. Manufacturing companies use BPM to automate the supply chain. BPM depends on having the nodes of different applications achieve communication in a timely manner. If information is lost in a node, or bottlenecks occur, the BPM systems need to know that there are delays and send alerts to people denoted in the rules engines. BPM systems tend to be sophisticated implementations of process management, highly dependent of alert generation in a timely manner. Customer response and supply chain modules represent significant aspects of business process management (BPM). BPM has achieved the ability to manage human interactions for process and to achieve application to application process implementation. Attaching information to rules in an automated manner means existing business IT systems can operate more efficiently. Automation efficiency depends on process efficiency. Utility companies do not want to spend the $6 billion to replace the existing IT system and endure the associated risk, they simply want to upgrade the existing CRM module so that the outage calls are handled more efficiently. This involves SOA systems integration implemented as BPM. The integration needed to interconnect the CRM module to the IT core business system depends on process that is an essential aspect of new workload implementations. The level of integration required a core broker that is available from IBM or Tibco and is not so easily managed by BPM companies with less integration core broker functionality. This gives these integration companies market strength. Adobe achieves its BPM market strength from document integration that then automates process. BPM market driving forces relate to the need for automation of process. Information exchange depends on access to every different type of enterprise resource planning (ERP) system and network connectivity. Supply chains are automated using BPM technology based on integration infrastructure. Electronic commerce needs application servers and integration infrastructure to function. Customer service systems need BPM to be implemented efficiently. Long running processes can be supported in a number of ways, but BPM is most efficient. Indirect factors relate to the migration of existing products from separate market segments. File transfer, CTI, applications development, and workflow illustrate the alternate ways to implement long running processes. BPM is utilizing the architectures of SOA to develop component architecture in a manner that is consistent with efficient operations. Components do not work in tightly coupled stacks, they work as componentized aggregates of core functionality. The WebSphere MQ messaging broker is able to create separate, but equal aggregations of functionality that are kicked off as unique business processes built from components. SOA does not work well in a stack, the components are no longer independent or reusable in a stack. SOA componentized architectures depend on asynchronous messaging that moves information as messages. Services oriented architecture SOA is occurring in the context of corporate adoption of best-of-breed BPM strategies. Mergers, acquisitions, and reorganizations are increasing. The driving force is the need to leverage economies of scale brought by the Internet. A desire to develop closer links with customers, suppliers, and partners is also evolving. These events all drive demand for BPM. Applications, databases, operating systems, and hardware platforms depend on integration infrastructure and middleware messaging. Application servers blend seamlessly into networks supporting mainframes, client/server platforms, and PCs. Companies trying to merge IT departments following a merger or acquisition need integration infrastructure. Those involved in front office/back office integration and those working to comply with new regulations all face the need to implement integration. BPM is emerging as a layer above integration infrastructure that guides process automation once integration has been put in place. Growth comes from the value provided by automated process. Automated process is at the heart of every enterprise. It is possible to run a very small business using manual process, say a small trucking firm using hand loading techniques, but try running a large distribution center or airline shipping package delivery service without automated process. It is not possible. BPM promises to do more to eliminate manual process and give us control over exception management so that human intervention happens in an intelligent, efficient manner when it is needed. BPM has significant growth prospects for many years to come as markets are not anywhere near saturated. All the BPM vendors have the capability to combine and recombine SOA components to create new processes using various aspects of model driven development tools. This use of SOA component driven architecture is set to spawn a new era of business optimization bringing massive amounts of productivity improvements. As the productivity improves, fewer people are needed to perform jobs and the economy depends on innovation. Innovation is likely to come from renewable energy products that provide virtually free, virtually ubiquitous solar and wind generated energy. With virtually free, universally available energy, the economy will enter a new era of innovation. In this instance, the culture of the US will provide enormous competitive advantage, because people are free to try new things without the fear of failure. Electric vehicles will proliferate, with every individual buying 3 or more personal vehicles. Just as a few years ago it was impossible to think about a person have more than one TV per household and now people have a TV in every room, so also people will have road cars, commuting cars, and family vehicles. All this will drive economic growth. Solar and wind energy installations will require automated process for the smart grid. While thin film batteries proliferate to store the locally generated energy for personal vehicles, appliances, and lighting, the grid will provide significant amounts of energy as it does now, but from many different energy sources. Personal responsibility for healthcare will be a significant innovation in the automation of process for medical care, providing significant change to the electronic patient record. Business process management (BPM) and services oriented architecture engine markets at $1.8 billion for licenses, maintenance, and services in 2008 are expected to reach $6.2 billion by 2015. Products have a dashboard that supports ease of use for business analysts. The automation of process is what drives profitability for the enterprise. Report Methodology This is the 410th report in a series of market research reports that provide forecasts in communications, telecommunications, the internet, computer, software, and telephone equipment. The project leaders take direct responsibility for writing and preparing each report. They have significant experience preparing industry studies. Forecasts are based on primary research and proprietary data bases. Forecasts reflect analysis of the market trends in the segment and related segments. Unit and dollar shipments are analyzed through consideration of dollar volume of each market participation in the segment. Market share analysis includes conversations with key customers of products, industry segment leaders, marketing directors, distributors, leading market participants, and companies seeking to develop measurable market share. Over 200 in-depth interviews are conducted for each report with a broad range of key participants and opinion leaders in the market segment. About the Company WinterGreen Research, founded in 1985, provides strategic market assessments in telecommunications, communications equipment, health care, and advanced computer technology. Industry reports focus on opportunities that will expand existing markets or develop major new markets. The reports assess new product and service positioning strategies, new and evolving technologies, and technological impact on products, services, and markets. Market shares are provided. Leading market participants are profiled, and their marketing strategies, acquisitions, and strategic alliances are discussed. The principals of WinterGreen Research have been involved in analysis and forecasting of international business opportunities in telecommunications and advanced computer technology markets for over 30 years. About the Principal Authors Ellen T. Curtiss, Technical Director, co-founder of WinterGreen Research, conducts strategic and market assessments in technology-based industries. Previously she was a member of the staff of Arthur D. Little, Inc., for 23 years, most recently as Vice President of Arthur D. Little Decision Resources, specializing in strategic planning and market development services. She is a graduate of Boston University and the Program for Management Development at Harvard Graduate School of Business Administration. She is the author of recent studies on worldwide telecommunications markets and the Top Ten Telecommunications market analysis and forecasts. Susan Eustis, President, co-founder of WinterGreen Research, has done research in communications and computer markets and applications. She holds several patents in microcomputing and parallel processing. She is the author of recent studies of the Service Oriented Architecture (SOA) marketing strategies, Internet software, a study of Push to Talk Equipment, Worldwide Telecommunications Equipment, Top Ten Telecommunications, Digital Loop Carrier, Web Hosting, Business Process Management, Servers, Blades, the Mainframe as a Green Machine, and Application Server markets. Ms. Eustis is a graduate of Barnard College.
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Table of Contents
Business Process Management (BPM) Executive Summary ES-1
BPM Cloud Technology Impact ES-1
BPM Market Driving Forces ES-2
Business Process Management License, Maintenance, and
Services Market Shares ES-9
Business Process Management Market Forecasts ES-11
1. Business Process Management (BPM) Market
Definition and Market Dynamics 1-1
1.1 Business Process Management Platforms 1-1
1.1.1 Comprehensive Risk Analysis 1-1
1.2 Business Process Management Functions 1-2
1.2.1 Execution of Business Processes 1-3
1.2.2 Integration Aspects of BPM 1-4
1.2.3 BPM Supports Overlapping Systems 1-6
1.2.4 SOA / B2Bi Systems 1-8
1.2.5 A Comprehensive BPM Platform 1-12
1.3 BPM Web Services 1-13
1.3.1 A Business Process Monitoring,
Analysis and Control Platform 1-13
1.4 Web 2.0 Internet Scale Mainstream Applications 1-14
1.4.1 Web 2.0 Design Patterns 1-15
1.4.2 Data is t Next for Web 2.0 1-16
1.4.3 Network Effects 1-16
1.4.4 Collaboration 1-16
1.4.5 Social Networking Heuristics 1-17
1.4.6 Wiki-Style Collaborative Editing 1-18
1.5 Core Competencies of Web 2.0 1-18
1.6 Web 2.0 Next Generation Applications 1-19
1.7 Web 2.0 Impact On Business Environment 1-21
1.7.1 Web 2.0 Corporate and Marketing Communications 1-26
1.8 Blogging 1-27
1.8.1 Architecture of Participation 1-28
1.8.2 Permalink Functionality 1-29
1.9 Organization Central To BPM Strategy 1-30
1.9.1 Organizational Changes 1-32
2. Business Process Management (BPM) Market
Shares and Market Forecasts 2-1
2.1 BPM Cloud Technology Impact 2-1
2.1.1 BPM Market Driving Forces 2-2
2.1.2 Automation of Business Process 2-7
2.1.3 Linked BPM and SOA 2-13
2.2 Business Process Management Market Shares 2-15
2.2.1 Business Process Management License,
Maintenance, and Services Market Shares 2-16
2.2.2 IBM BPM 2-19
2.2.3 IBM BPM Powered By Smart SOA 2-19
2.2.4 IBM WebSphere Business Process
Management Integration 2-20
2.2.5 IBM SOA Workflow Solution for Global Markets 2-21
2.2.6 Oracle / BEA AquaLogic BPM 2-22
2.2.7 Oracle Business Process Management (BPM) 2-24
2.2.8 Adobe BPM Workflow 2-25
2.2.9 Tibco BPM 2-26
2.2.10 Tibco Business Process Management (BPM) Software 2-27
2.2.11 Savvion 2-28
2.2.12 Sopra Group / Axway 2-29
Software AG webMethods SOA Governance 2-30
2.2.13 Software AG / WebMethods Business Process
Management 2-31
2.2.14 Vitria 2-31
2.2.15 Fujitsu 2-32
2.2.16 SAP 2-33
2.2.17 Microsoft BPM 2-33
2.2.18 Microsoft BizTalk Server Write Services 2-35
2.2.19 Pegasystems 2-35
2.3 Business Process Management Market Forecasts 2-36
2.4 BPM Industry Segment Analysis 2-40
2.5 BPM Analytical Visibility Functions 2-45
2.6 BPM Automated Process Markets 2-48
2.6.1 BPM Automated Process Market Shares 2-48
2.6.2 IBM BPM Suite 2-50
2.6.3 Oracle AquaLogic® BPM WorkSpace Overview 2-53
2.6.4 Software AG / webMethods 2-54
2.6.5 BPM Automated Process Market Forecasts 2-55
2.7 BPM Document Automated Process Market
Shares and Forecasts 2-58
2.7.1 Adobe Documents Management 2-60
2.7.2 Microsoft SOA Built-In Support 2-61
2.7.3 BPM Document Automated Process Market Forecasts 2-61
2.8 CRM Business Process Change Building (BPM)
Market Shares and Forecasts 2-64
2.8.1 Pegasystems 2-67
2.8.2 Business Process Change Building (BPM)
CRM Market Forecasts 2-68
2.9 BPM Regional Analysis 2-71
3. Business Process Management (BPM) Product Description 3-1
3.1 IBM BPM 3-1
3.1.1 IBM BPM Models 3-6
3.1.2 IBM BPM Suite 3-12
3.1.3 IBM BPM Services 3-15
3.1.4 IBM ILOG 3-16
3.1.5 IBM WebSphere Business Process Monitor 3-16
3.1.6 IBM WebSphere Dynamic Process 3-20
3.1.7 IBM WebSphere Business Process Modeling Software 3-33
3.1.8 IBM WebSphere Premises Server 3-37
3.1.9 IBM BPM Engine Business Model Representation Layers 3-41
3.1.10 IBM BPM Modular Development &
Assembly of Components 3-43
3.1.11 IBM Telelogic Business Process Analysis
Solution System Architect® 3-45
3.1.12 IBM Rational RequisitePro® 3-46
3.1.13 IBM Business Process Management
Optimization of Business Processes 3-48
3.1.14 IBM BPM Collaborative Change 3-50
3.1.15 IBM WebSphere Business Integration Human
Workflow Support 3-50
3.1.16 IBM WebSphere Business Integration Back-
End System Connectivity 3-53
3.1.17 IBM SOA Workflow Solution for Global Markets 3-55
3.1.18 IBM SOA Workflow Solutions
Overhauling Business Processes 3-57
3.1.19 IBM Integration Flexibility 3-58
3.1.20 IBM SOA Workflow Solution Implementation 3-58
3.2 Tibco BPM 3-59
3.2.1 Tibco Independent Process and Service Layer 3-60
3.2.2 Tibco BPM Flexibility, Adaptability And
Efficiency of Development 3-63
3.2.3 Tibco BPM SOA Foundation 3-64
3.2.4 Tibco Leveraging Services to Accelerate Process Design 3-65
3.2.5 Tibco BPM on SOA Enhances Process Monitoring 3-66
Tibco Object Service Broker 3-68
Tibco Business Process Management Substation ES 3-69
Tibco ActiveMatrix Business Works Advantage 3-72
Tibco SOA Cost Effective Strategy 3-72
Tibco Complete Mainframe SOA Solution 3-74
3.2.6 Tibco Hawk Process Execution and Management 3-76
3.2.7 Tibco Business Process Management Software Positioning 3-77
3.2.8 Tibco iProcess Suite 3-80
3.2.9 Tibco Business Studio? 3-83
3.2.10 Tibco Business Expert and Process Developer Views 3-86
3.2.11 Tibco Web 2.0 (Ajax) Forms 3-87
3.2.12 Tibco Business Object Modeler (BOM) 3-87
3.2.13 Tibco Business Object Modeler Advanced
Simulation and Reporting 3-88
3.2.14 Tibco iProcess Decisions 3-88
3.2.15 Tibco iProcess Decisions 3-91
3.2.16 Tibco iProcess Conductor 3-92
3.2.17 Tibco iProcess? Analytics 3-96
3.2.18 Tibco iProcess Insight 3-99
3.2.19 A Tibco iProcess Insight Tributes & Capabilities 3-101
3.3 Oracle Business Process Management (BPM) 3-103
3.3.1 Oracle's Comprehensive and Integrated
BPM Suite Technologies 3-104
3.3.2 Oracle BEA AquaLogic® BPM 3-106
3.3.3 Oracle AquaLogic® BPM Process Design 3-106
3.3.4 Oracle AquaLogic® BPM WorkSpace Overview 3-108
3.4 Adobe BPM Workflow 3-114
3.4.1 Adobe Documents Management 3-115
3.5 Appian BPM Software 3-117
3.6 Envoy Technologies SOA Messaging 3-120
3.6.1 Envoy Connect SOA Architecture 3-120
3.7 Fiorano 3-122
3.7.1 Fiorano SOA Platform® 3-122
3.7.2 Fiorano SOA Platform® Components 3-123
3.7.3 Fiorano® Business Components & Adapters 3-124
3.7.4 Fiorano Pre-Built Services 3-127
3.7.5 Fiorano® SOA Process Orchestration Tools 3-128
3.7.6 Fiorano® Process Orchestration Tools 3-128
3.7.7 Fiorano Event Process Orchestrator 3-129
3.7.8 Fiorano Synthesizing Event-Driven Business Processes 3-130
3.7.9 Fiorano Deploying Event-Processes 3-131
3.7.10 Fiorano Dynamically Modifying And
Event-Processes 3-132
3.7.11 Fiorano BPM Products 3-132
3.7.12 Fiorano SOA Platform® 3-133
3.7.13 Fiorano ESB? 3-133
3.7.14 FioranoMQ® 3-133
3.7.15 Fiorano® Business Components & Adapters 3-134
3.7.16 Fiorano® Process Orchestration Tools 3-134
3.8 Fujitsu SOA 3-134
3.8.1 Fujitsu CentraSite SOA Governance 3-136
3.8.2 Fujitsu Interstage Service Integrator 3-137
3.8.3 Fujitsu SOA Positioning 3-139
3.8.4 Fujitsu 3-143
3.8.5 Fujitsu SOA Governance and Management
Business Transformation 3-144
3.8.6 Fujitsu BPM, SOA & Governance For
Architected Business Transformations 3-145
3.8.7 Fujitsu Interstage Business Process Manager 3-145
3.9 FusionWare 3-147
3.10 Workday / Cape Clear 3-147
3.10.1 Cape Clear SOA Services Co-existence 3-148
3.10.2 Cape Clear SOA Services Message Routing 3-149
3.10.3 Cape Clear SOA Services Message Migration Strategy 3-151
3.10.4 Cape Clear SOA Services Message Performance Testing 3-152
3.11 Global 360 3-155
3.11.1 Global 360 Work Management Solutions 3-157
3.11.2 Global 360 emPower360 3-157
3.11.3 Global 360 File360 3-157
3.11.4 Global 360 Keyfile 3-157
3.11.5 Global 360 Keyflow 3-158
3.12 HandySoft 3-158
3.12.1 HandySoft BizFlow®Dynamic Business Applications 3-165
3.12.2 HandySoft BizFlow® Delivers ROI. 3-166
3.12.3 HandySoft BizFlow® –Process Modeling Capabilities 3-167
3.12.4 HandySoft BizFlow® – Business Rules Capabilities 3-170
3.12.5 HandySoft BizFlow® – Process Monitoring Capabilities 3-172
3.12.6 HandySoft BizFlow® – Dynamic Tasking Capabilities 3-174
3.12.7 HandySoft BizFlow® – Flexible User Interfaces & Collaboration for Global Workforce 3-178
3.12.8 HandySoft BizFlow® - User Interface and Portlets 3-179
3.12.9 HandySoft BizFlow® – SOA Integration Capabilities 3-181
3.13 Progress Software IONA Artix 3-184
3.13.1 Progress Software SonicMQ 3-184
3.13.2 Progress Enterprise Service Bus 3-186
3.13.3 Progress Sonic ESB Product Family 3-187
3.13.4 Progress SonicMQ Mission Critical Messaging 3-189
3.13.5 Progress IONA Artix Key Benefits 3-196
3.14 Lombardi Cloud BPM 3-197
3.14.1 Lombardi Cloud Simple Process Discovery 3-199
3.14.2 Lombardi Collaboration and Centralization 3-199
3.14.3 Lombardi Teamworks 3-200
3.14.4 Lombardi Teamworks Model Management 3-201
3.14.5 Lombardi Packaged Component Services 3-203
3.15 Metastorm 3-203
3.16 Pegasystems 3-205
3.17 PolarLake 3-208
3.18 SOA Software 3-210
3.19 Savvion 3-212
3.19.1 Savvion Process Modeler 3-213
3.19.2 Savvion’s Integration Framework 3-213
3.19.3 Savvion BPM Domain Specific Suite 3-215
3.20 Sopra Group / Axway 3-217
3.21 Vitria 3-219
3.21.1 Vitria Operational Intelligence Key Deployments Platform 3-221
3.21.2 Vitria Order Accelerator? 3-222
3.21.3 Vitria Smart Gateway? 3-223
3.21.4 Vitria Smart Gateway for Healthcare? 3-223
3.21.5 Vitria BusinessWare® 3-223
3.22 Software AG / webMethods 3-226
3.22.1 Software AG webMethods Application Infrastructure 3-229
Software AG webMethods SOA Governance using CentraSite? 3-232
Software AG webMethods SOA Governance 3-235
4. Business Process Management (BPM) Technology 4-1
4.1 Business Process Management Technology Issues 4-1
4.1.1 Application Integration Professional Services
Implementation Strategies 4--2
4.1.2 Application Connectivity 4-2
4.1.3 Single Vendor Issues 4-3
4.1.4 Standards Adoption 4-4
4.2 BPM Technology Analysis 4-5
4.3 BPM Business Benefits 4-6
4.4 Technology Platforms 4-7
4.4.1 Automated Virtualization Of Existing Enterprise Assets 4-7
4.4.2 Complexity Of The Underlying IT Technologies 4-8
4.4.3 Impact of Platforms 4-9
4.4.4 Platforms and Disparate Technologies 4-10
4.5 Events 4-10
4.5.1 Event Transmission 4-13
4.5.2 Business Process Automation 4-14
4.6 SOA Foundation Reference Architecture 4-17
4.6.1 IBM WebSphere Business Integration Business Rule Beans 4-21
IBM WebSphere Business Integration Programming
Model Extensions 4-22
IBM WebSphere Business Integration Quality of Service 4-26
4.7 Oracle SOA Suite 4-28
4.7.1 Oracle SOA Benefits 4-29
4.7.2 Process-Oriented Architecture 4-30
4.7.3 Business Process Automation 4-30
4.7.4 Business Process Management Modular Architecture 4-30
4.7.5 Business Components 4-31
5. Business Process Management (BPM) Company Profiles 5-1
5.1 Adobe 5-1
5.2 Appian 5-3
5.3 Fiorano 5-4
5.3.1 Fiorano Worldwide Market Presence 5-4
5.4 Fujitsu 5-6
5.4.1 Fujitsu OSS/NOS 5-7
5.4.2 Fujitsu SOA 5-7
5.4.3 Fujitsu CentraSite SOA Governance 5-9
5.5 FusionWare 5-10
5.6 Global 360 5-11
5.7 HandySoft 5-12
5.8 Lombardi 5-13
5.9 Metastorm 5-13
5.10 Hewlett Packard (HP) 5-14
5.10.1 Hewlett Packard (HP) SOA 5-16
5.10.2 Hewlett Packard (HP) SOA Solutions 5-16
5.10.3 Hewlett Packard (HP) SOA Systinet Governance 5-16
5.10.4 HP Products and Services Segments 5-18
5.10.5 Hewlett-Packard Technology Solutions Group 5-18
5.10.6 Hewlett-Packard Enterprise Storage and Servers 5-19
5.10.7 Hewlett-Packard Industry Standard Servers 5-19
5.10.8 Hewlett-Packard Business Critical Systems 5-20
5.10.9 Hewlett Packard Halo Telepresence Customers 5-20
5.10.10 HP and Marriott 5-21
5.10.11 HP and Tandberg 5-23
5.10.12 Hewlett Packard Computer Industry Market Participant 5-23
5.10.13 Hewlett Packard Global Provider Of Products 5-24
5.10.14 HP Products and Services: Segment Information 5-25
5.10.15 Hewlett Packard Technology Solutions Group 5-25
5.10.16 Hewlett Packard Enterprise Storage and Servers 5-26
5.10.17 HP and Tower Software 5-27
5.10.18 Hewlett Packard Tower Software TRIM Context 5-30
5.11 IBM 5-35
5.11.1 IBM Business Partnering Strategy 5-37
5.11.2 IBM Strategic Priorities 5-38
5.11.3 IBM BPM Powered By Smart SOA 5-39
5.11.4 IBM Delivers Integration and Innovation to Clients 5-39
5.11.5 IBM Business Model 5-41
5.11.6 IBM Unified Communications In The Cloud Architecture 5-42
5.11.7 IBM LotusLive Cloud-Based Portfolio Of
Social Networking And Collaboration Services 5-43
5.11.8 IBM Revenue 5-44
5.11.9 IBM Software Capabilities 5-51
5.11.10 IBM Systems and Technology Capabilities 5-52
5.11.11 IBM Worldwide Organizations 5-53
5.11.12 IBM Security 5-54
5.12 Microsoft 5-57
5.12.1 Microsoft Revenue 5-57
5.12.2 Microsoft Segment Revenue 5-58
5.12.3 Microsoft Server and Tools Revenue 5-66
5.12.4 Microsoft Online Services Business Revenue 5-69
5.12.5 Microsoft Business Division Revenue 5-72
5.12.6 Microsoft Entertainment and Devices Division 5-74
5.12.7 Microsoft Competition 5-75
5.12.8 Microsoft Security Vulnerabilities 5-76
5.12.9 Microsoft Client Segment 5-78
5.12.10 Microsoft Segments 5-81
5.12.11 Open Text Livelink ECM Integration Microsoft
Office SharePoint Server 5-83
5.12.12 Microsoft Multinational Computer Technology 5-83
5.12.1 Selected Microsoft Partners 5-84
5.12.14 Microsoft Financials 5-84
5.12.15 Microsoft Software Products 5-84
5.13 Oracle 5-86
5.13.1 Oracle Software Strategy 5-87
5.13.2 Oracle Software Business 5-87
5.13.3 Oracle Competition In The Software Business 5-88
5.13.4 Oracle Software License Updates and Product Support 5-89
5.13.5 Oracle Software Description 5-90
5.13.6 Oracle / BEA Systems 5-92
5.13.7 Oracle Software Revenue by Region 5-93
5.13.8 Oracle Corporate Strategy Active Acquisition Program 5-94
5.14 Pegasystems 5-95
5.14.1 Pegasystems Business Overview 5-97
5.15 PolarLake 5-99
5.16 Progress Software 5-100
5.16.1 Progress Software Services Oriented Architecture Products 5-102
5.16.2 Progress Application Platform Products 5-103
5.16.3 Progress Software Data Infrastructure Products 5-105
5.16.4 Progress Software Customers 5-107
5.16.5 Progress Software / DataDirect Technologies 5-108
5.16.6 Progress Software Regional Revenue 5-109
5.17 Red Hat JBoss Enterprise SOA Platform 5-114
5.17.1 JBoss Enterprise SOA Platform Partners 5-118
5.18 SOA Software 5-118
5.18.1 SOA Software Comprehensive Integrated
SOA Governance Automation Solutions 5-120
5.18.2 SOA Software Value Proposition 5-120
5.18.3 SOA Software Partners 5-121
5.19 Savvion 5-121
5.19.1 Savvion Customers 5-122
5.20 Software AG 5-122
5.20.1 Software AG Customers in Key Industries 5-123
5.20.2 Software AG Technologies Offered 5-124
5.20.3 Software AG webMethods Business Division 5-126
5.20.4 webMethods 5-126
5.20.5 webMethods Customers In Key Industries 5-127
5.20.6 Software AG Geographical Expansion 5-129
5.20.7 Software AG Corporate Social Responsibility 5-129
5.20.8 Software AG Customers 5-130
5.20.9 Software AG Revenue 5-130
5.20.10 Software AG Highlights in 2008 5-131
5.21 Sopra Group / Axway 5-138
5.21.1 Sopra Group / Axway 5-143
5.21.2 Axway 5-144
5.21.3 Axway Worldwide 5-145
5.21.4 Axway Alliances 5-146
5.22 Sword Group / Graham Technology 5-147
5.22.1 Sword Group / Graham Technology 5-150
5.23 Tibco 5-150
5.23.1 Tibco SOA 5-151
5.23.2 Tibco Business optimization 5-152
5.23.3 Tibco BPM 5-153
5.23.4 Tibco Professional Services 5-153
5.23.5 Tibco Competition 5-154
5.23.6 Tibco Revenue 5-155
5.24 Vitria Technology 5-160
5.24.1 Vitria Business Process Applications 5-162
5.25 Workday 5-163
5.26 Workday / Cape Clear 5-164
5.26.1 Workday Customers
For full details, please email keithw@cmsinfo.com
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