Walking With Dinos Hawthorn Merlino v3

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


2/27

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


5/27

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

51


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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


13/27

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.

Documents

Walking With Dinos Hawthorn Merlino v3