Opera 21 BPM SOA Opera 21 An Italian

Opera 21 BPM & SOA

Opera 21 An Italian IT company, started in 2004. One of the most brilliant strategic positioning and growth rates (among the top 30 companies) A winning business model: during years of stagnation in the market Revenues & HC 2010 Revenues 61 MI Employees 745 Opera 21 Group Sp. A © 2012

Research Units • • • Offices in Milan and Rovereto/Trento (mainly on processes) and Naples (mainly mobility) Strong exchange of people between delivery and research Integration of products: • Alfresco • Pentaho Development of projects: • Spring (FWK, MVC, DAO, AOP) • Apache (Service. Mix, Axis, CXF, Tuscany) • JPA / Hibernate (My. SQL, Postgres, MSSQL, Oracle) • Jasper. Report Academic Collaborations • University of Trento (Prof. Casati) • University of Milan (Prof. Damiani) • University of Naples (Prof. Maresca) Opera 21 Group Sp. A © 2012

Market seen Opera 21 Begins to establish in Italy a certain attention to the centrality of processes Underway in many public administrations activities of BPR or, at least, a formalization of processes ISO 9000 certification is often a forerunner Demands of internationalization and business transformation in many medium-sized enterprises Compliance requirements for banks and insurance (Basel II) Alignment of the Italian headquarters of multinational group policy (introduction of BPM strongly recommended by headquarters) Need to focus on core business • The perception of the need: sometimes the perception Cost optimization and ROI does not match the most appropriate solution • The "document" remains a legacy of the management style of many Italian companies and is an essential component of the process • The market-leading BPM solutions are marginally present in Italy and with some difficulty • Some Italian born provider of BPM-like solutions 7 Opera 21 Group Sp. A © 2012

Opera 21 and BPM / SOA A System Integrator must be able to have different solutions. Customers: are diversified, medium and large organizations tend to have more and more attention to processes, require flexibility and timeliness in the delivery of IT applications The supply of IT includes: Specific products, vertical process: ERP, CRM, SCM, . . . General Products Developed ad hoc, on customer specifications Process consulting The approach BPM / SOA enables IT to effectively respond to customer needs 8 Opera 21 Group Sp. A © 2012

Criticality (1/2) Products, many. . . Too many! Difficult for the customer to give precise request, is too tied to the 'as-is’ Difficulty in understanding what is the best technological solution (medium / long term) Difficult to move from document-intensive processes to people intensive. . Changes the products. Similar methodologies. 20 Opera 21 Group Sp. A © 2012

Criticality (2/2) Customers qualms : Fear of immobilizing the company Defend self-sufficiency, necessity or fear of losing power? Fears of getting into a spiral of rising costs Distrust, often the initial impact is pejorative "Processes do not exist in my domain". . (? ) Terminology tricky Process: process instance or process definition? Opera 21 Group Sp. A © 2012

Observations of vertical and custom solutions Generalized solutions They are optimized for a specific class of processes (ERP, CRM, SCM, HR) The verticals are usually the added value of IT Opera 21 is a partner (SAP for ERP, CRM, SCM), Oracle (ERP, CRM Siebel, Peoplesoft HR) Opera 21 has specialization in manufacturing, customized production, distribution, and chemical mills Custom solutions The process logic is "embedded" and optimized application Optimized, if managed, reuse of large parts of the project Competence driven domain, relational closeness to the customer Competition from specialists Opera 21 has expertise in Destination Management (tourism processes), Salesforce automation Opera 21 has a WMS (Warehouse Management System) solution Opera 21 Group Sp. A © 2012

Opera 21 Research Projects on Processes 30 Opera 21 Group Sp. A © 2012

ROWS Objectives Bridging the gap between business analysts and IT specialists i. e. Provide a unique environment where domain expert and computer scientist co-integrate the same information. 30 Opera 21 Group Sp. A © 2012

What’s ROWS A framework based on open source software that allows you to manage and automate organizational processes. Difficult to make a product "off the shelf" Initially used within the company Requires resources trained on processes and technologies 35 Opera 21 Group Sp. A © 2012

Considerations for ROWS (1/2) Difficulty to find experts technologies are very large and complex rely on Universities need of strong internal training MDA / MDE heavily used generated code is not editable as much as possible similar to «what you would developed» 61 Opera 21 Group Sp. A © 2012

Considerations for ROWS (2/2) Organization (RBAC) not always clear Authorization to functions or mainframe transactions difficult to impose impact on legacy Repository of existing processes Lots and little used Often too high-level Useful input to the analysis Investment opportunities in reuse Opera 21 Group Sp. A © 2012 62

Opera 21 Projects 30 Opera 21 Group Sp. A © 2012

Project IANUS A platform to facilitate the reorganization and continuous improvement of business process Funding from the Autonomous Province of Trento in collaboration with the University of Trento Opera 21 Group Sp. A © 2012

Control and monitoring of processes Repository of processes • • Abstract processes (business process) Standard (BPMN modeler) Alfresco (text documents) Multitenancy Events and Log • Events for legacy systems (or log files) • Minimal impact on existing systems KPI – Key Peformance Indicators • • Dynamic Definition Different definition languages Alerting for specific thresholds Business Intelligence (Pentaho) • OLAP (aggregate data) • Drilldown • Process DWH / Application DWH Opera 21 Group Sp. A © 2012

Logical repository and monitoring Opera 21 Group Sp. A © 2012

Discovery Process Our target • Reduce response time • Optimize the support of business experts • Provide semi-automatic modeling tool • Having actual process and not the «textbook» process • Integrated with the repository and monitoring • Verify compliance with regulations, operating manuals Opera 21 Group Sp. A © 2012

Eventifiers Targets • Differences between theoretical process and real process • Replacing existing software (Frigoscandia, 3 PL operator) • former supplier will never help • users do not really know the full process • only accessible information = operational database • Comparing software usage (AREU 118 == 911 Lombardy) • 10 branches to manage emergency calls • same software , different managers… different process? • which process is more efficient? Opera 21 Group Sp. A © 2012

Logic of discovery Opera 21 Group Sp. A © 2012

Ianus. Plus «The Vision» Ratio • • • Cloud is a reality PAAS, Process As A Service is becoming a reality Quality of Service (and no penalties) will become critical Balancing of Qo. S between tenants will be fundamental Accounting of services will be the trade off (small services NOT accounted will make the difference between loosing or earning money) • Two of our products (WMS and Tourism offering) have already custom solution, we need a Cloud oriented generic solution. • Most of the information for Qo. S and Accounting are already in Ianus (events!) Opera 21 Group Sp. A © 2012