BPM Tool Study
WHITEPAPER, MARCH 2015
Sama Sahid, Shweta Sinha, Calogero La Greca, and Dr. Jochen König
BUSINESS PROCESS EXPERTS GMBH | STEFFENSTRASSE 26, 40545 DÜSSELDORF
www.bpexperts.de | [email protected] | +49 151 651 790 35
Table of Contents
1.
INTRODUCTION ....................................................................................................................................... 2
2.
SCOPE ................................................................................................................................................... 2
3.
WHY THE RIGHT TOOL? ............................................................................................................................ 2
4.
LATEST TRENDS IN BPM TOOLS .................................................................................................................. 3
5.
EVALUATION FRAMEWORK ........................................................................................................................ 4
Usability .................................................................................................................................................................. 4
Smartness ................................................................................................................................................................ 5
Readiness to use ..................................................................................................................................................... 5
6.
TOOL EVALUATION .................................................................................................................................. 5
ADONIS .................................................................................................................................................................... 7
Aeneis...................................................................................................................................................................... 8
ARIS ......................................................................................................................................................................... 9
ARIS Cloud Basic .................................................................................................................................................... 11
BPMN Visio Modeler ............................................................................................................................................. 12
DHC Vision ............................................................................................................................................................. 14
Innovator............................................................................................................................................................... 15
Signavio ................................................................................................................................................................. 17
Symbio................................................................................................................................................................... 19
7.
USE CASE BASED POSITIONING OF BPM TOOLS ............................................................................................ 21
Business Process Analysis ..................................................................................................................................... 22
SAP integration ..................................................................................................................................................... 23
Governance, Risk and Compliance and Quality Management .............................................................................. 25
8.
CONCLUSION ........................................................................................................................................ 27
9.
APPENDIX ............................................................................................................................................ 28
Usability ................................................................................................................................................................ 28
Smartness .............................................................................................................................................................. 29
Readiness to use ................................................................................................................................................... 32
Tool versions and websites ................................................................................................................................... 33
10.
BIBLIOGRAPHY ...................................................................................................................................... 34
11.
COPYRIGHT .......................................................................................................................................... 35
1
1.
INTRODUCTION
Business Process Management (BPM) is an approach to align the strategic objective of an organization with the
operational goal of increasing effectiveness, efficiency and making them adaptive to a dynamic business
environment. The objectives are achieved by a set of business processes, which need to be continually
improved and optimized.
There are various BPM tools available in the market today. Despite this fact it is a non-trivial task to select an
appropriate tool for modeling an orga izatio s pro esses. The ause ould e tra ed to t o
ajor attri utes:
(1) Increasing diversity of offerings that fall under the BPM technology umbrella and (2) the associated
complexity of reconciling the needs of an organization and the capabilities of available products.
With this white paper study, we aim at evaluating popular BPM tools for business process modeling and
analysis in the German market. Our evaluation criteria are based on three different objectives: (1) Usability,
(2) Smartness and (3) Readiness to use. Some tools can also be used for business process workflow design and
implementation in conjunction BPM workflow and orchestration tools as part of a business process
management suite (BPMS). However, this aspect is not considered central for this particular study.
2.
SCOPE
A large number of software vendors provides BPM tools to support organizations with the implementation and
management of their business processes. These vendors follow different philosophies and technical
approaches. The market in general is very mature and potential buyers have a hard time prioritizing the offers.
In this whitepaper, we compare nine BPM tools. The main selection criterion was the application and usage in
the manufacturing industry in the German market. In chapter 5 we outline the reference framework we have
used for evaluating the different tools. In chapter 6, we present detailed evaluation for all the shortlisted tools.
In the beginning of the chapter, we have consolidated the results in tabular format followed by a summarized
view of our findings for each of the shortlisted BPM tools. Chapter 7 provides a mapping to specific use
scenarios.
3.
WHY THE RIGHT TOOL?
Choosing the right BPM tool that aligns with the organizational requirements is critical to the success of a BPM
project. A survey undertaken by BPTrends provides the statistical view of tool based process modeling by
different industries and organizations. Their survey indicated that basically any organization with active BPM
projects is also using software tools to create process models. What is interesting to us is that one in three
respondents indicated that a tool mostly restricted to stand alone graphical models served them best for their
projects. (Wolf & Harmon, 2014). This may well be the result of previous, misguided tool selection experiences
and the subsequent disappointment.
In addition to strictly functional aspects BPM tools also differ in terms of the size of the organization that they
can support. In an organization seriously engaged in Business Process Management BPM tools become a part
of daily operations not only for individual niche experts but broader teams involved in operational excellence,
continual improvement and process management. According to classical project management theories People,
2
Process and Tools are the three pillars to the success of a project. Having the right people struggling with the
wrong tool will not always cause a project to fail but it can result in delays and budget issues.
•Saves time wasted on
lengthy evaluations if
objective of BPM
implementation is clear
•A wrong tool chosen in the
beginning is a risk to project
and it can be mitigated and
saves cost spent on it.
•Choice of tool should be a
part of cost effect analysis
of project
Timely
completion of
project
Cost reduction
Standardisation
Resource
comfort
•Opportunity to introduce
standard convention ,
terminology and language
•Fosters communications
•More support and ease for
resources
•Encourages innovative
solutions initiated by
resources
Figure 1: Why the right tool?
4.
LATEST TRENDS IN BPM TOOLS
In the last few years organizations have been going more and more digital. There have been phenomenal
technological developments embracing the possibilities of the internet. BPM tool providers and the industries
have just started to tap into the benefits of these technologies. The combination with these technologies has
increased the scope of usage of BPM tools as well as it has made them faster, cheaper and more accessible.
There 4 most significant technological trends are:

Cloud Computing

Portability

Social Collaboration

Data Analytics
We have taken these trends into account when setting up the evaluation framework.
3
5.
EVALUATION FRAMEWORK
The framework we use for evaluating the different BPM Tools is structured into three different aspects namely:

Usability: This deals with functionality (easy to use features) aspect of the tool and its ability to handle
interoperability within different devices.

Smartness: The tool s a ilit to support process analytics to enable business decisions and security
aspects as well as capability of a tool to support different modeling standards.

Readiness to use: Aspects covering required investment in time, cost and effort onboarding the tool
for usage by business users.
Figure 2 provides an overview of the main criteria assessed under each of the main aspects.
Figure 2: Summarized view of the evaluation criteria reference framework
Usability
Following on from the scope outlined in chapter 2, when we talk about Usa ilit of a BPM tool we focus not
only on the basic features the tool offers. We rather focus on the ease with which regular users both on
business level and users leaning more towards an advanced or technical level can work with these features.
On business level, BPM tools should provide users with a standard auto-mini tool, swim-lanes stencils, drag and
drop functionality, and model element grouping. Additionally supporting features come in form of active help
while modeling, an intuitive user interface, and Smart Design wizards. Such features pave the way for a
business user to easily manage business flows without additional explanation and contributes the
comprehensibility and accessibility aspects of usability.
The user Interface is one of the most important parts of any modeling tool, as this aspect determines how
easily a user can interact with the tool and use its functionalities. In short, the user interface criterion includes
the total "user experience", which may include the aesthetic appearance of the device, response time, and the
content that is presented to the user within the context of the user interface. Another criterion which is of
pri e i porta e, is the tool s apa ilit to support i dustr sta dard modeling notations (e.g.: BPMN 2.0,
UML).
4
Aeneis
Aeneisii is developed by Intellior AG. The look and feel of the GUI can be customized. The product is offered as
different packages basic, standard and professional. In addition there is a differentiation between single user or
multi user set-ups. (Intellior AG, 2014).
USABILITY
The tool is a multilingual tool. Content can be displayed in German, English and French. Models can be created
by drag and drop and by using context menu.
There is a separate module Shape Editor that facilitates user defined shape templates for model objects. The
design, layout and information content of the template can be customized for each database.
The Aeneis BPM portal is a web based portal which allows publishing and personalized process management.
Every user has a secured access to the BPM portal and then can access processes, documents, tasks and
responsibilities. Editing model content through the portal is also possible.
Aeneis supports BPMN, value chain diagrams, process chain diagrams, freehand diagrams, hierarchy diagrams,
function trees etc. The tool can only be accessed through conventional devices like notebooks. It cannot be
accessed through mobile devices. The BPM portal which is web based can be accessed through a browser.
SMARTNESS
The processes can be modeled and then evaluated based on some KPIs. Reports can be generated in a
Microsoft Excel file or directly into the BPM portal. Using the additional add-on for activity based costing it is
possible to conduct extensive analysis of activity based costing and workload of organizational units based on
input parameters provided by the users. It is also possible to execute some predefined queries and export the
results in excel files.
The Aeneis databases can be exported and imported in the proprietary database format, XML format or raw
data format from the same version of the tool. Models can be exported in image and pdf formats. Furthermore
a BPMN interface is available.
Versioning can be done for models and objects. The versioning is well organized to support complete release
management for objects and models. The objects that are created in database can be reused consistently.
There are options to delete object only from the model or from the database. In multi user environment Aeneis
automatically locks the object that is being edited by a user. The objects can be searched or its usage can be
checked in database.
With some add-ons the portal supports sharing ideas, comments and suggestions on particular models.
READINESS TO USE
Aeneis requires client licenses and dedicated installation on the client system. Depending on the single user or
multi-user the installation have some changes. It is a time taking process. The tool itself is an efficient tool but
is not very intuitive. One needs to go through the documents to be able to work with the tool. The online help
and tutorials also have language and content limitation.
8
SAP integration
BPM tools provide a way to map processes and business concepts to an SAP implementation environment. The
objective is to ensure a consistent scope and set of business requirements. This will help estimating the
consequences and managing risks of implementing the processes throughout the system lifecycle (system
Innovator
Signavio
Symbio
DHC Vision
ARIS Cloud Basic
ARIS
Aeneis
Criteria
ADONIS
Tool
BPMN Visio-Modeler
design, implementation, roll out, test management, SAP re-design, SAP software upgrade).
◑
◑
◑
Smartness
SAP Integration
◑/
◑/
●
◑/
Table 2: SAP integration specific criteria
The BPM tools can be classified in three categories regarding their capabilities to integrate with SAP. First of all,
BPM tools with no support at all such as the BPMN Visio Modeler.
Then, BPM tools with functionalities such as the exchange or synchronization of SAP relevant process
information to and from the SAP Solution Manager, usage of SAP content and the support of test case creation
to various degrees. Here the tools Aeneis, ADONIS, DHC Vision, Innovator, Signavio, and Symbio need to be
mentioned. The differences between them are marginal for the SAP integration itself. However, DHC Vision is
special in this group as it can score through its well-developed document management that some organizations
use as an alternative to the document storage in SAP Solution Manager. Signavo on the other hand plays its
strengths regarding ease of use.
Finally, BPM tools like ARIS that provide a complete SAP lifecycle support. Different wizards ensure consistent
SAP process modeling and the reuse of existing objects within the database including SAP reference content.
Beside SAP process information, organizational structure, roles, master data and documents can be exchanged.
An own component for creation of process-oriented tests is available with the ARIS test designer. And the
support of global template and roll out management is provided. SAP officially recommends ARIS as business
process modeling tool for SAP implementation projects with their latest release of the ASAP implementation
roadmap.
23
Figure 3: BPM tool positioning for SAP integration
24
9.
APPENDIX
Description of the grading criteria for evaluating the tools
Usability
Ratings
Modeling support
●
Drag and Drop, Auto prompts for objects, Smart Design, Spellchecks, Modeling
element grouping, Adding comments on models, Active help while modeling and
intuitive user interface.
Drag and Drop, Auto prompts for objects, Modeling element grouping, and
Adding comments on models.
◑
Auto prompts for objects, Spellchecks, Modeling element grouping, Adding
comments on models.
There is a single conventional way of modeling.
Ratings
User Interface (UI)
●
Intuitive, tool tips with explanations, instant feedback, organized tab toolbar,
visual hierarchal view, configurable view, (keyboard) shortcuts
Tool tips with explanations, instant feedback, organized tab toolbar, visual
hierarchal view, configurable view, (keyboard) shortcuts
◑
Tool tips with explanations, instant feedback, organized tab toolbar, visual
hierarchal view, (keyboard) shortcuts
Tool tips with explanations, instant feedback, organized tab toolbar, (keyboard)
shortcuts
Ratings
Supported standards
●
To be able to create, support and verify EPC, UML, BPMN 2.0, BPQL, BPEL, XML
process definitions modeling standards.
To be able to create, support and verify EPC, UML, BPMN 2.0 and XML process
definitions.
◑
Only create but not validate different standards.
Does not support multiple standard.
28
Tool versions and websites
Adonis
6.0
http://www.boc-group.com/products/adonis/
Aeneis
6.6
http://www.bpm-tool.de/aeneis-5-6-verfugbar/
ARIS
9.7
http://www.softwareag.com/corporate/products/.../bpa
ARIS CLOUD
V2014
http://www.ariscloud.com/
BPMN Visio Modeler
4.2
http://www.bpmnvisiomodeler.com/
DHC Vision
5.2
http://www.dhc-vision.com/en/
Innovator
11.5
http://www.mid.de/produkte.html
Signavio
8.6
http://www.signavio.com/
Symbio
4.3
http://www.p-und-z.de/portal/
33
10. BIBLIOGRAPHY
AG, BOC Information Technologies Consulting, ADONIS 6.0. (2014). ADONIS 6.0.
Allweyer, T. (2010). BPMN 2.0: Introduction to the Standard for Business Process Modelling.
Norderstedt: Books on Demand GmbH.
Craggs, S. (2011). Comparing BPM from Pegasystems, IBM and TIBCO. Lustratus Research.
DHC Business Solutions GmbH & Co. KG. (2014). DHC vision. Retrieved from DHC vision:
http://www.dhc-vision.com/en/loesungen/quality-management/
Gartner, Inc. (2013). Gartner, Inc. Retrieved from Gartner, Inc.: http://www.gartner.com/itglossary/bpa-business-process-analysis-tools
Intellior AG. (2014). Aeneis. Retrieved from http://www.intellior.ag/software/
Intellior AG. (2014). Intellior AG. Retrieved from Intellior AG:
http://www.intellior.ag/software/leistungsstaerke/vieleeinsatzbereiche/qualitaetsmanagement/
MID GmbH. (2014). MID: The modeling company. Retrieved from MID: The modeling
company: http://www.mid.de
MID GmbH. (2014). MID: The Modeling Company. Retrieved from MID: The Modeling
Company: http://www.mid.de/en/solutions/requirements-engi-neeringmanagement.html
MID GmbH. (2014). MID: The Modeling Company. Retrieved from MID: The Modeling
Company: http://www.mid.de/en/products/innovator-sap-integration.html
Ploetz + Zeller GmbH. (2014). Symbioworld. Retrieved from
http://www.symbioworld.com/en/product/overview.html
Rudden, J. (2007, January). Making the Case for BPM: A Benefits Checklist. Retrieved from
bptrends: http://www.bptrends.com/publicationfiles/01-07-ARTMakingtheCaseforBPM-BenefitsChecklist-Rudden.pdf
Signavio GmbH. (2014). Signavio. Retrieved from Signavio: http://www.signavio.com/
Signavio GmbH. (2014). Signavio. Retrieved from Signavio: http://www.signavio.com
Software AG. (2014). ARIS 9.7. Retrieved from ARIS 9.7 overview:
http://www.softwareag.com/corporate/products/new_releases/aris9/overview/defa
ult.asp
Software AG. (2014). ARIS CLOUD. Retrieved from http://www.ariscloud.com/
Software AG. (2014). Software AG. Retrieved from Software AG:
https://www.softwareag.com/corporate/products/aris_alfabet/bpa/products/sap/ov
erview/default.asp
Trisotech . (2014). Business Visio Incubator. Retrieved from Business Process Incubator:
http://www.bpmnvisiomodeler.com/
Ultimus. (2005, January). A Closer look at BPM. Ultimus, Inc. Retrieved from
http://www.ultimus.com.
Wolf, C., & Harmon, P. (2014). The State of Business Process Management 2014.
34