Walking With Dinos Hawthorn Merlino v3
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Transcript of Walking With Dinos Hawthorn Merlino v3
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8/14/2019 Walking With Dinos Hawthorn Merlino v3
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Walking with Dinosaurs
Innovating above Packaged Applications (ERP, CRM, HRMS)
Richard J. Merlino
Business Process & Technology Integration Manager,
UTC/Pratt & Whitney
Andrew HawthornSr. Manager, AquaLogic BPM, BEA Systems
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Fact: Dinosaurs are among us
ERP and other apps are:
Strategic
Essential to core processes
Complicated
Inflexible
Unavoidable
Companies must find ways to bridge people,
processes, and information to:
Operate end-to-end business processes spanning multipleorganizations, geographies and systems
Collaborate more effectively internally and externally
React quickly and cost-effectively to change
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Laggards will find that one morning theircompetitors who use the exact same ERP
software are suddenly zooming ahead,
shortening lead times, introducing newproducts faster, and reacting faster to changingmarket conditions.
IT groups that hope to respond to the businessfaster need to start making decisions, setting astrategy, and building the skills to apply SOA
and BPM as a competitive weapon.
Source: AMR Research Report SOA and BPM forEnterprise Applications: A Dose of Reality, May 2007
Industry Analysts Agree
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Source: Accenture 2007
Innovation and ContinuousImprovements at Lower TCO
Reduction in TCO
Target
quadrant
Bus
inessVa
lueDeliveredbyIT
Custom Apps
Packaged AppsLowered TCO,but less
differentiatedcapabilities
Differentiatedcapabilities builton standardized
platforms &
services (lowerTCO)
Service-basedApps
CompositeApps
$27
New
$73Maintai
n
IT Budget Demand exceeds supply
Must-do projects swallowsubstantial proportion
Infrastructure built piecemeal
Heterogeneous technologies
Legacy, bespoke andcustomized applications
Source: Boston Consulting Group
Business-IT AlignmentContinuous improvement
implementations
Source: BEA Customer Perspective
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Sales Person ProcurementManager
ProcurementManager
ProcurementManager
ProcurementManager
WarehouseManager
Enter customer
sales order
Analysis of inventory
status
Revenue impact of
backlog Initiate correctiveaction
Delivery calls against
contracts
Order handling
Delivery
Request/Response Supplier list forproduct ID
Supplier RFQ to
multiple vendors
Request/Response Purchase orders toselected vendors
Response PO Confirmationdisplayed to inventory
manager
Goods receipt isservice enabled via
interactive form
Portal
B2B integration
Portal
Bus. Intelligence
Portal
Bus. intelligence Data services B2B integration
Portal Portal
B2B integration
Portal
Data services B2B integration
Roles
Org
Unit
Process
Descrip
tion
Ente
rprise
Serv
ices
Techn
ology
Capab
ilities
Create SalesOrder
AnalyzeStock
RequestQuotation
PlacePO
ConfirmOrder
ReceiveGoods
Scenario
Business
Applications
SA
P
SAP
BI S
AP
BI N
on-
SAP
SAP
BI S
AP
BI S
A
PSD MM, WM MM MM, FI, CO MM, PP, SD MM, WM, FI, CO
What is SAP Recommendingto its R/3 Install Base?
Additional Enabling Infrastructure outside of Core R/3
Core SAP R/3
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Traditional Enterprise Applications Fall Short
*Source: Aberdeen Survey of 125 enterprises, Aligning IT to Business Processes: How BPM is
Complementing ERP and Custom Applications, Aberdeen Group, May 2007.
My software applications
allow me to quickly adapt tomost customer requirements
My software applicationsforce me to put limits onservices I can offer
My software applicationsforce me to employ somemanual processes to meetcustomer requirements
My software applications offerlittle or no flexibility to meetindividual customer servicerequirements
15
13
21
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Application Platforms: Stuck in the 90s
While new technologies have emerged
application platforms have not kept up
Existing platforms are designed for coding
paradigms, not rapid assembly and change
Unable to use new business models, e.g.
pay-per-use, SaaS
New technologies are disjoint solutions to
point problems
Testing and deployment are not integrated
Governance and management are after the
fact bolt-ons
Real-time, event-driven applications are not
supported
While new technologies have emerged
Web 2.0Social Computing
Business ProcessManagement
Service OrientedArchitecture
Collaboration
Virtualization
Real-Time Events
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A Simplified Platform for Dynamic BusinessApplications
BEA Differentiators:
Social computing and user-composed
composite applications
BPM and SOA assets at the core for
change-ready applications
Unified compose, test & deploy
experience
Virtualization for scale-out and
performance
Integrated governance, management
and administration
Multi-tenant
Enabling Faster Time to Market Through Convergence & Simplification
Billing via configurable units of use
Per user
Per transaction
Per resource (e.g. CPU)
Customer defined
Web 2.0CollaborationPortal
Business Process &
Rules Management
Services & EventManagement
VirtualizationFabricG
overnanc
e,Man
age
ment
&Adminis
tra
tion
Integrated
Assembly,Testing
&Deploym
ent
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Product& Service
Leadership
OperationalExcellence
Process Examples Benefitingfrom Such Innovations
CustomerIntimacy
Innovation Networks
Accelerating ProductLaunch
Product PortfolioManagement
Market Driven, BrandExcellence
Demand Sensing &Shaping
Personalized CustomerExperience
Customer CentricFulfilment
Proactive Service
Lean / Six Sigma
Demand SupplyMatching (S&OP, ATP)
Real-time Tracking ofPhysical Events
Shared Services /Finance / HR Excellence
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Convergence of TechnologiesCreates New Opportunities
Web 2.0 for the Enterprise
Business Process Management
Service-Oriented Architecture
Business User Participation
Business and IT Alignment
Infrastructure Agility
BusinessAgility
Dynamic FoundationVirtualization
Real-TimeEvents
Responsiveness and Reliability
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The VisionThe Liquid Enterprise
SOAInfrastructure
EnterpriseFoundation
Packaged Custom Software-as-a-Service
Service Integration
Governanc
e
Management&S
ecurity
ExtremeTransactionProcessing
ServiceEnablement
Applications
VirtualizationConverged
Telecom
Real Timeand
Events
CoreApplication
Platform
Business Services Data Services
Enterprise Social Computing
Multi-ChannelCommerce
KnowledgeManagement
CustomerService
Web 2.0
Portals Collaboration InformationManagement
Business Process Management
Modelingand Simulation
Deploymentand Execution
Business ActivityManagement
Real-time ProcessOptimization
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Richard J. Merlino
Business Process & Technology Integration ManagerUTC/Pratt & Whitney
Pratt & Whitney Innovates Over and Above SAP
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United Technologies Corporation (UTC)Pratt & Whitney (PW) Corporate Overview
Commercial
Engines
Military
Engines
P&W
Canada
Power
Systems P&W
Rocketdyne
OtisPratt &Whitney
Carrier
Sikorsky
Fire & Security
Hamilton
Sundstrand
UTC 2007 Revenue$54.8B
PW 2007 Revenue$12.1B
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Pratt & Whitney (PW)
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Business Landscape Highly matrixed industry up to 50 touches at
major customers Growing Competition existing ones are
getting more aggressive, new entrants Challenging Assets build, manage and
maintain very costly Complex Assets some of most technically
advanced in world Extremely Secure DoD, FAA, customers,
suppliers, internal Process Centric safety requires rigorous
processes
Collaboration Essential sharing across entirevalue chain
Personal build strong relationships, 20 year
LTAs are common Customize businesses choose how to work Extensive IT Landscape hundreds of
systems store/manage data
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Data
App
Interface
Data
App
Interface
Data
App
Interface
Data
App
Interface
Data
App
Interface
HR Finance IT Eng Ops
Data Sharing Technologies
Application Integration Technologies
Workflow Technologies
IT Landscape
Portal Technologies
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Challenges within IT
Changes in business process
IT systems are not able to keep up with the business
Greater awareness of IT within the business
Programming a common skill within businesses Higher expectations placed on IT to deliver solutions
Resource Constraints
Funding for projects is competitive
Finding appropriate resources to work initiatives can be difficult
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HR
Mgmt
Finance
IT
Sales
Legal
OpsEng
Purch
Customer
Data Sharing Technologies
Application Integration Technologies
Portal Technologies
Workflow Technologies
Traditional ERP systems will become thetransactional horsepower behind business
BPM will help to move value streams forward andeliminate the White Space
Users will interact with ERP systems via secondaryuser interfaces
Process Centric Service Oriented Solution
Transformational ITApplication-Centric Process-Centric
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BEA AquaLogic Collaboration handlesnotification, security, & storage
.txt file is exported via SAP job tocollaboration web folder
Minimal development time and training
An efficient method to share SAP data withvendors with Minimal human intervention Secure Quick set up
Opportunities & Challenges
Solution Powered by BEA
Innovating Over SAP # 1: Vendor CollaborationAquaLogic Collaboration for Innovation, Agility and Optimization
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BEA AquaLogic User Interaction fullyinteracts with SAP via BAPIs
Single sign on through LDAP integration
Integration of SAP Time & Attendanceinto internal portal Minimize use of custom connections Improved user interface
Opportunities & Challenges
Solution Powered by BEA
Innovating Over SAP # 2: Web CATS SystemAquaLogic User Interaction for Innovation, Agility and Optimization
https://mysite.pw.utc.com/pwportal/mypage/mypage.asp?UserID=10974&PageID=-10974https://mysite.pw.utc.com/pwportal/mypage/mypage.asp?UserID=10974&PageID=-10974 -
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Copyright United Technologies, Pratt & Whitney Proprietary
16
Overdue
Receivables
Work Stops
Sold
Overdue
CUSTOMER INFO-CENTER
Contacts
Engine
Fleet
Customer
Help Desk
Engine
Events
Becomes reality!
ManagementDashboards
Customercomposites
Innovating Over SAP # 3 InfocentersAquaLogic User Interaction for Innovation, Agility and Optimization
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Collaboration acrossenterprise firewalls
for engine overhaul
Innovating Over SAP # 4 eBusiness Portal
Customer hascomplete view
of real timeoverhaul status
1000s of processsteps and approvals for
certification are logged.
Communities givesophisticated overview
of all engines inthe aggregate
AquaLogic User Interaction for Innovation, Agility and Optimization
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Line Maintenance Order toCash
Quality Process ClinicManagement
Help Center Routing
Overhaul Records Coordination
Employee Awards
Engine events Management
Engine Wash
Shop Processes
Innovating Over SAP # 5 Value Stream IntegrationAquaLogic BPM for Innovation, Agility and Optimization
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Customer satisfaction over 100% increase in
satisfaction score
Employee satisfaction
search and information access
Internal business process savings ESN projectroom collaboration = headcount reduction
External (Customer/Supplier/Partner)
business process savings inventory portlet
Immediate hard costs savings inherent security & user framework
Cost avoidance savings engine performance
monitoring extensive savings per event
New revenue opportunities marketing portlet
Innovations Driving Substantial BenefitsAcross the landscape
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In Summary
Back end integration is a great way to drive ITtransformation:
ERP manages the enterprise
Portal + Collaboration gives the user a rich flexible interface
BPM acts as the messaging bus for process steps
SOA platform makes it work efficiently and cost effectively
Integration level should be determined based on the goalof the project
Data aggregation from multiple sources
Improved user interface
Removal of an existing application
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Why BEA?
BEA offers a flexible and complete solution todrive innovation, agility and optimization withPortals/Collaboration, BPM and SOA
BEAs solution is independent of hardware andenterprise applications and can seamlessly co-exists in the current IT landscape
BEAs willingness to team where required
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Tangible next steps
1.DiscoverhowaBEAcantransformyourorganizationBEADiscoveryWorkshop
3.TryIt.
Downloadtodayandpilotaproofofconcept
2.
BenchmarkyourOrganizationTaketheBEASOA&BPMAssessments.