BPM & SOA:
N E X T G E N E R AT I O N B U S I N E S S
PERFORMANCE IMPROVEMENT
A WHITE PAPER BY DELPHI GROUP AND SINGULARITY
OCTOBER 2005
In Q2 2005, Delphi Group surveyed 110
Infrastructure Into a Service-Oriented Architecture
firms about their 2006 investment priorities.
The top three responses were related to
Streamline Operations and Business Performance
Service Oriented Architectures (SOA) and
Business Process Management (BPM).
This white paper explains why.
Performance improvement of a business, at every
level of operation, has been a desirable goal
IT Govenance and Risk Management Initiatives
for every management team. For some
organisations, it is now becoming a very real and
tangible part of everyday routine. Today’s
generation of business leaders concentrates
unprecedented energy on performance
improvement, from transformational change
programs through to small-scale incremental
tweaks in the production cycle.
Evidence abounds – in the last decade alone,
massive transformations have been initiated.
Services - way beyond manufacturing - have
been moved halfway across the world. We are
now extending our marketing reach to buyers
and markets in countries we have never visited
and in unimaginable numbers, and those buyers
are being courted by a vast and ever-changing
Modernize Existing Enterprise Architecture and 36%
Business Process Modeling 32%
Optimization, or Automation
31%
Consolidate Process and Activities to
31%
Balance Scorecard or Similar
Performance Management Programs
30%
Six Sigma or Similar
Quality Management Programs 28%
Identify and Prioritize Legacy Systems and
Applications with Open Source Software 26%
Continuous Process Improvement Initiative(s)
25%
Rationalize and Consolidate Existing
Systems, Applications and Infrastructure 24%
(not Related to Regulatory Compliance)
24%
Programs for Ensuring and Maintaining 24%
Regulatory Compliance (e.g., Sarbanes-Oxley)
Source: Delphi Group
0% 20% 40%
During the second quarter of 2005 Delphi
Group surveyed 110 firms across a broad set
of industries on their anticipated spending
for 2006. Respondents were asked to prioritize
activities from a list of approximately two
dozen categories relative to general IT
improvement, business process activities,
and compliance and governance issues. The
clear favorites, ranking above such issues as
Sarbanes-Oxley compliance, were the
modernization of existing IT infrastructure
around a service-orientated architecture and
the application of BPM.
 universe of competitors. We are refreshing our WHAT IS THE PROBLEM
products and services, and the way in which we T H AT B P M & S O A S O LV E S ?

package and deliver them, at unprecedented

speed – and all these trends are accelerating. For several decades, it has been widely, if
reluctantly, accepted that newly-installed IT

The chain of events leading from an innovative systems will probably fall short of serving the

idea to production availability is being shortened purpose for which they have been bought or

dramatically. Two communities who need to built. Every system that is developed experiences

acquire that kind of flexibility (scalability and diminishing returns over time, as the original

adaptability) are the technical infrastructure requirements evolve and the challenge to maintain

owners, and those responsible for the process and update the IT system becomes more

of building, shipping and supporting their end burdensome. Business processes increasingly

product, in whatever form that is to take. evolve away from the systems that are built to

The infrastructure owners have discovered support them and the processes themselves fail

Services-Oriented Architecture as the answer to to evolve quickly enough as customer needs

their need. Independently, business managers change. This relentlessly growing disconnect

are discovering Business Process Management between business requirements and the

(BPM) to be their tool of choice, allowing them processes and systems deployed to meet them

to take ownership of their own flexibility is widely accepted as a truism by technology and

challenges. business leaders alike. We will call it the

“Requirements Gap Syndrome” (see Fig. 1).

Evolving Business
Needs Business Process Management (BPM) and
BPM+SOA-based Services Oriented Architecture (SOA) are two
Processes &
Business Fit

Systems
technologies that in combination have the
Size of
Requirements Gap potential to not merely treat the symptoms of the
Traditional Syndrome but to eradicate it altogether.
Processes &
Systems
Time The existence of a disorder such as
Fig. 1 - The Requirements Gap Syndrome
“Requirements Gap Syndrome” is not surprising
when the perpetuating mechanisms are

The combination of SOA and BPM is becoming considered. Although both business and IT staffs

the transformational technology platform of the work to bring new and improved processes to

decade – apart from the inherent benefits of each bear for the benefit of their customers, the two

technology on its own, the combination professional disciplines are divided by the nature

addresses one of the fundamental problems of of their functions. This division exists to some

technologically-supported change programs. degree in nearly every sizeable enterprise.

Bridging this divide has become an industry in
itself as the gap hinders efforts to build integrated

PA G E 2
 business systems capable of rapid response to
the ever-evolving need for change. At the initiation
stage of any major project, the in-house business
owners and IT staff usually delegate the task of
articulating the detailed business process
requirements to a hybrid person or team, able
to understand and articulate problems by
negotiating between the two communities. Whilst
moderately effective, this approach often leads
to an unhealthy concentration of knowledge -
the revised business process is truly understood
only within the project team, which is a temporary
body, and the Requirements Gap Syndrome is
thus perpetuated.
The cure for the Syndrome is a combination of
treatments, which are claimed by some to be out
of the lab and well through their clinical trials.
The treatments are Service Oriented Architecture
(SOA) and Business Process Management
(BPM).
The first major shift in software evolution
resulted from the introduction of the PC
and the client/server architecture. As has
occurred with every major change in
architecture, the result was the emergence
of new market leaders and the eventual
disappearance of most of the dominant
players of the previous era.
The next significant shift in software
architecture is from n-tier client/server
to the inherently multi-tiered SOA. Just
as has been seen with each generational
change in software evolution, this shift
will no doubt result in the re-drawing of
the competitive landscape for commercial
software vendors.
THE BEGINNINGS OF A
CURE:
THE EVOLUTION OF SOA AND
BPM
In the Q2 2005 Delphi Group survey in which
110 firms were asked about their 2006 investment
priorities, the top three responses were related
to Service Oriented Architectures (SOA) and
Business Process Management (BPM). In
contrast, investments to address regulatory
compliance and risk management topics rated
joint ninth in priority. This reflects the fact that
neither SOA nor BPM are still “in the lab”. Indeed
this interest indicates recognition of the potential
these technologies offer to resolve pressing
issues firms face today. A brief review of how
these two technologies have evolved will shed
light on why they, especially their use in
combination, hold such promise.
Focus: Service Oriented Architecture
While a relatively new phrase to some, “Service-
Oriented Architecture” or “SOA” has already
become well ingrained within the business
computing vernacular. It is nearly impossible
today to pick up any IT periodical without
encountering a reference to SOA. Recently it
PA G E 3
 has become the rallying cry of virtually every
enterprise software vendor, and many have taken
great liberties in its meaning and definition. It
would be easy to dismiss the current flurry of
“buzz” surrounding SOA as simply the result of
marketing hype
“SOA lays foundations for and/or the product of
information systems that will inflated expectations.
support an ever more To do so, however,
would be a grave
malleable business structure”
miscalculation.
SOA is the manifestation of the current economic
climate in which turbulent times have forced a
crisis of integration upon every organization. For
the last decade there has been a continuous
drive to deliver processes and systems that are
sufficiently integrated and flexible to provide
liquidity in an organization’s information and
process assets. It is only recently that IT platforms
such as .NET and J2EE, network interoperability,
and standardization have evolved to a point
where they can support the vision of these sorts
of distributed, component-based applications.
Based on recent Delphi Group research, the
transformation of existing IT systems and
infrastructure to a SOA basis is now viewed by
many as their top priority.
SOA recognizes that what is needed at the core
of an enterprise’s IT systems is something far
more flexible and dynamic that the monolithic,
set-in-stone solutions of recent decades. In the
same way that the foundations of a building
remain intact and immutable while the structure
erected on them may be rebuilt many times, SOA
lays foundations for information systems that will
support an ever more malleable business
structure.
PA G E 4
An important catalyst for change was the Internet
and the advent of Web-based computing that
combined the benefits of host-based computing
with client/server's richer functionality. The Internet
presented the need for delivering Web pages
and performing functions not possible within a
Web browser, as well as standard protocols to
access both. This necessitated pushing more
and more capabilities through application ("app")
servers. The migration of functions led to the
multi-tier or "n-tier" client/server architecture, and
resulted in increasingly decentralized applications
and business logic running on top of app servers.
Just as the abstraction of data management led
to an explosion of new client/server applications,
the availability of more and more capabilities to
app servers led to a new wave of Web-based
application development. The richer platform of
app servers allowed for "quick and dirty"
application development, and gave rise to an
increasing volume of “homebuilt” software. In the
short time since the late 1990s, when the
presence of app servers and Web-based
computing began to flourish, the typical desktop
environment has changed from a relatively static
and stable suite of core applications to a collection
of dynamic network-delivered applications. Many
of them were built internally for specific (and
often short-lived) purposes.
Application frameworks built around an SOA
environment allow the elements of business logic
to be broken out through the adoption of service-
oriented architecture and broken down into
individually callable function points. The result is
that the power to change business processes
can be given to business staff without threatening
the integrity of business data and infrastructure,
and without requiring IT involvement in process Focus: Business Process Management
changes.
Two key evolutionary trends have advanced one
of the fundamental charters of BPM: putting the
The resulting approach is to build applications
management of business logic in the hands of
as a collection of individual components,
business managers without threatening the
connected and coordinated by a separate layer
integrity of the application logic (the infrastructure
of business logic. Although componentization
that is rightfully managed and protected by IT
and its inherent benefits for software reuse has
personnel).
been common within the world of object-oriented
programming, the emergence of open standards
The first trend concerns the ownership of process
for integration (most notably the core Web
change. BPM first emerged as an identifiable
services stack of SOAP, WSDL, XML and UDDI)
software segment in 1999, and over the last five
present a standard application-independent
years the focus of the technology has shifted
means for components to be exposed as a library
from automation and integration to orchestration
of invocable services. This is the essence of
and coordination. In the early years (1999-2001),
SOA. SOA can itself be “wrapped” around legacy
BPM initiatives tended to be parochial and
systems and components, which brings even
integration-centric; early deployments were often
those systems into compliance with the structure
aimed at closing gaps in existing ERP
of reuse and flexibility, albeit purely from the
deployments. BPM solutions of this period were
integration perspective.
differentiated by proprietary measures, such as
application adapters, data transformation
SOA enables the segmentation of specific
capabilities and product-specific process
application services into independent
definitions Firms then began building process-
components, which then can be built
centric applications with BPM frameworks, and
independently from the business processes
the technology had evolved from middleware
which use them. This allows development of
into development environments where the
executable processes as a set of loosely-coupled
business process owners were heavily involved
activities rather than explicitly coded steps, and
- even to the point of responsibility - in the change
also permits software to be quickly customized
management project itself.
to meet immediate business requirements.

In the absence of BPM, business logic exists

Thus, SOA provides a highly flexible integration
primarily in two places: 1) embedded inside of
and process reuse structure, replicable across
applications and IT infrastructure where it is out
an entire enterprise with clear and tangible
of reach to business users; or 2) in the minds of
benefits measured in massively accelerated time-
business process owners and subject matter
to-market, and significant development and
experts, or written down in policies and
maintenance cost savings.
procedures, but otherwise separate from the
systems and applications used to support

PA G E 5
 operations. What BPM has introduced is the
ability to abstract business logic (e.g., processes,
business rules, user roles, task descriptions, etc)
and allow this to be managed and maintained
within a separate system by non-technical,
business-oriented users.
The second BPM-related trend is connected to
the evolution of complementary standards such
as Web Services. The pace at which advances
in the development and design tools within BPM
frameworks is accelerating is clear - and these
are all about
“BPM and SOA provide a new reducing the cost
capability to orchestrate and complexity of
application and data
system components”
integration.
Enabled by standards-based protocols (notably
the core Web Services stack of XML, SOAP,
UDDI, and WSDL plus specialized constituents
built in XML) and as result the emergence of
Service-Oriented Architectures (SOA), BPM
frameworks gained flexibility and agility in
resolving integration issues. This fact is critical
to taking advantage of the agility and adaptability
offered by BPM. What SOA provided BPM and
other software environments is a common means
for communicating between applications, such
that connections do not need to be programmed
in advance, as long as the BPM environment
knows where to find information and how to
access it. Again, this is critical to dynamic
processes where the specific information,
activities and roles involved with a process may
not be predetermined but identified as the process
progresses.
PA G E 6
O R C H E S T R AT I O N :
MOBILIZING COMPONENTS AND
SERVICES FOR BUSINESS
A D VA N TA G E
A key concept underlying SOA and BPM is that
of “orchestration” and it is of vital importance in
addressing the Requirements Gap Syndrome.
Systems built for a particular purpose are often
not applicable to other situations. Many processes
and systems currently in use need much greater
flexibility in order to adapt to business needs,
but change is difficult and slow to take hold within
the enterprise. Fortunately it is no longer
necessary to accept delivery of systems with
such limitations. When used together, BPM and
SOA provide a new capability to orchestrate
system components or services to meet new
business requirements as they surface.
When the early Model-T Fords rolled off the
production line they represented a revolution.
The long and expensive process of building a
car had suddenly become short and inexpensive.
Fast assembly of pre-built components replaced
arduous fitting of individually crafted pieces.
Although components could be quickly and
economically assembled into a finished product
that met a need the resulting product was limited
to one style of car available in only one color.
Today the most modern automobile plants use
the same production line to produce several
different models of cars, and can adjust quickly
to switch between models and reuse componentry
intelligently. The shift of focus is toward the
effectiveness with which componentry can be
“orchestrated” in order to produce the specifically
desired car.
BPM AND ORCHESTRATION: information is received and the appropriate
THE EVOLUTION OF GOAL-
information is sent, or a process step is complete
ORIENTED PROCESSES
and so the results are recorded and the next step

Orchestration has changed the role of BPM is initiated. In most cases, the nature of event-

frameworks from that of a transit system designed driven computing

to shuttle data from one point to another over requires explicit “Information discovered in
scripting or
predefined routes, to that of a virtual power user one step can drastically alter
programming of
that “knows” how to locate, access and initiate the next set of steps”
application services and information sources. outcomes. What

Orchestration-focused BPM frameworks tap this earlier workflow and

capability to support business performance BPM systems provided was the ability to stitch

through the application of goals, policies and together a series of events into a process

rules, while adjusting the flow of the process to sequence. These tools allow some variability of

accommodate outcomes not easily identifiable process flows (such as ‘splits’ and ‘joins’) but the

in advance. majority of the process is predetermined.

Consider a practical example - the admission of The result of these systems that impose rigid

a patient for medical treatment. What is involved process models is often that only part of the

is in fact a process, yet the specific sequence process is managed. For example, moving a task

and set of activities does not follow a specific from one individual to another may be automated,

script, but rather is based on a diagnostic but what happens when a step in the process is

procedure which likely involves applying a in the hands of a given individual may occur

combination of policies, procedures, other rules, entirely outside of the process management

and the judgment of healthcare workers. system. The goal-driven approach that defines

Information discovered in one step (e.g., the orchestration allows for processes to be defined

assessment a given condition) can drastically in terms of an end goal and milestones, but does

alter the next set of steps, and in the same way not require an exact path or process flow to be

a change in ‘patient state’ (e.g., patient goes into programmed in advance.

heart failure) may completely alter the process

flow in other ways. This type of process, which The patient admission scenario described earlier

assembles itself as it executes, requires the is an appropriate example. What really

execution-time assembly of process components differentiates this as a goal-driven system is the

which only BPM-centered orchestration can ability to determine the sequence of a process

provide. based on current context. A BPM system can

examine appropriate business rules and other

This transition in computing orientation can be defined policies against the current status of a

described as the shift from Event-Driven to Goal- process or activity to determine what step should

Oriented. In event-driven computing, systems occur next and what information is required.

respond to a specific event – a request for

PA G E 7
 The benefits of orchestration to operations
managers are clear - especially if the resources
which those managers may wish to deploy as
part of a new or revised process orchestration
are themselves exposed as Services, obviating
the need for detailed knowledge of complex
legacy integration protocols and mechanisms.
Thus, SOA and BPM actually leverage each
other - a compelling combination.
BPM + SOA:
COMBINING PROCESS
MANAGEMENT WITH SERVICE-
ORIENTATION
As explained above, the introduction of an
independent process tier is BPM’s major
contribution to business computing. It puts the
management of business logic in the hands of
business managers without threatening the
integrity of IT systems’
application logic. In
“What SOA and BPM have in
other words, the
common is their focus on
introduction of an
pragmatic and fast
independent process
reusability”
management tier
allows the core
elements of IT infrastructure to be managed by
IT personnel, while allowing business processes,
business, interaction models and application
behaviour (i.e., business logic) to be managed,
and safely improved, by those directly responsible
for them.
SOA provides orchestration of IT assets. BPM
provides orchestration of business process
assets. The two together provide a platform on
which flexible business operations can be built.
Recognizing the power of this combination of
SOA and BPM has led some to coin a term for
PA G E 8
the combination itself - BPM+SOA results in a
flexible “Business Process Platform” that
orchestrates process and system components
to meet continually changing business needs.
Business process management allows processes
to be designed independently from any single IT
system and leveraged as shared business logic.
The breakthrough here is analogous to that made
when the definition of information was separated
from IT systems. In that revolutionary step in the
development of how enterprises manage their
data assets, data was defined in separate,
independent data structures. Data values were
stored in databases for access whenever needed
by whomsoever needed them. The terminology
that emerged for the technology that catered for
data in this way was “Relational Database
Management Systems” (RDBMS). Today an
analogous technology enabling the extraction of
business process into a separately manageable
tier in an enterprise is being called Business
Process Management Systems (BPMS).
By themselves, Web services and other
components in an SOA-based IT infrastructure
are simply smaller islands of automation.
However, process orchestration allows these to
be coordinated within business processes. The
understanding and manipulation of Service
Oriented Architectures and IT systems built upon
them today requires a high level of skill in
technology, but BPM technology is specifically
designed as a tool that staff who are not
technology professionals can use with ease.
What SOA and BPM have in common is their
focus on pragmatic and fast reusability of
components. In combination, SOA + BPM allow
both business and IT staff to quickly create, and
subsequently evolve, business processes and
supporting IT systems which closely meet and
follow business needs. The result is that the
Requirements Gap Syndrome is no longer an
inevitable factor in the makeup of an enterprise.
The Business/IT divide, if not obliterated, is much
more effectively bridged than at any time before.
SOA and BPM have thus far been viewed as
distinct technologies, evolving along their own
paths in response to different drivers. Yet the
natural synergies between BPM and SOA are
apparent. To realize the “on-demand” process
and system environments that businesses need
requires that these two technologies be leveraged
together. Simply put, the combination offers:
an IT infrastructure that is SOA-enabled,
allowing the fast and simple assembly of IT
systems to meet business needs as they
arise
a process infrastructure that is likewise
“service oriented”, allowing business
processes to be quickly and easily built and
optimized.
Under the hood, so to speak, the core constituent
pieces of SOA and BPM that make this possible
are:
a registry and discovery process to identify
and access the suitability of available process
and IT components;
a component-based framework for
constructing processes and applications on-
demand using metadata and process models
(often described as “codeless development”);
a platform capable of orchestrating
componentized services within registry or
through third party interfaces; and,
an ability to orchestrate SOA-enabled IT
systems for the purpose of executing a
business process
The transformational impact of SOA and BPM is
largely about making what is in place more usable
and much more adaptable. It is about gaining
greater leverage of existing assets, rather than
simply making new software investments.
One of the core advantages of this service-
oriented approach is that it allows processes and
applications to access other systems on a just-
in-time basis, instead of having to build all
integration points in advance. This ‘”loosely-
coupled”’ approach is distinct from previous
business and system architectures. Rather than
binding all functions and activities into a tight ball
of closely defined processes and compiled
software, a service-oriented approach allows the
development of adaptable, living processes and
applications where capability is governed by
business process models that include rules,
process and roles.
The process-driven and service-oriented
architecture presented by the combination of
SOA and BPM provides an ideal environment for
building adaptable, model driven composite
applications or “composite apps” from existing IT
assets and infrastructure.
Composite Apps are process-driven, typically
Web-based applications built from virtualized
application components and abstracted services.
PA G E 9
 Composite apps leverage processes and
interaction models to manage screen-flows,
presenting a unified and personalized desktop
(whether Web or Windows) where multiple
screens across multiple systems would otherwise
be required to access the same information.
Process and Rule Management engines
orchestrate the sequencing of process steps,
the flow of information, and triggering of individual
activities, such as introducing a specific offer
based on customer circumstances. These
engines represent the ‘”heart”’ of solutions built
within a customer-centric architecture. Process
engines provide the ability for business logic to
be defined and managed separately from
application logic, allowing changes to rules and
process to be made without affecting underlying
systems or interaction channels.

Where prior generations of technology and

previous methods of technology development
came with the debilitating Requirements Gap
Syndrome as part of their very makeup, the
BPM+SOA combination is free of the disorder.
Businesses that use the combination of
BPM+SOA will find that the flexibility required
for competitive advantage in their business
operations is mirrored by an equal flexibility in
the systems which support the business.

PA G E 1 0
THE NEXT STAGE OF BPM
AND SOA EVOLUTION
Every 10 years or so a catalyst materializes that
is capable of shifting the software market axis
enough to displace incumbent leaders to allow
new players and products to quickly rise in
prominence. Who was the leading independent
software vendor 30 or 25 years ago? It was not
Oracle or Microsoft or any other brand name
many might guess, but one since long lost in the
annals of software history. It was Cullinane (later
Cullinet), the first software company to be listed
on the New York Stock Exchange, whose
mainframe-based products were among the most
widely deployed software ever developed. At its
peak, Cullinet and its contemporaries on the
mainframe seemed unstoppable. Yet in the
predictable pattern of the software industry, the
axis shifted and these vendors (as well as the
mainframe platform) ceded to the client/server
"revolution" of the late 1980s and early 1990s.
While someone may argue that the emergence
of the PC was most responsible for these changes,
the more likely tipping point was the emergence
of SQL and the ability to centralize data
management separate from applications. By
allowing abstracted data management and
presenting a standardized means for reading it
SQL made inevitable the "two-tier" architecture.
By moving the database onto its own tier, it could
then be accessed by various applications running
on clients’ PCs. This ultimately paved the way
for an explosion of client/ server "Killer Apps"
(ERP, HRMS, etc.) and a new set of brand leaders
who displaced forever the Cullinets of the previous
generation.
The direction of all systems and IT
infrastructure
today is becoming “Every 10 years or so a
increasingly catalyst materializes that is
service-oriented. capable of shifting the
This has led many software market axis”
to recognize the
need to transform systems and operations
around an SOA model, leveraging BPM to
build adaptable, composite applications
capable of supporting today’s constantly
changing business environments. At the heart
of these solutions are process engines,
enabling the separation of business logic and
application logic, and allowing changes to
rules and processes to be made without
affecting underlying systems or interaction
channels.
With SOA providing orchestration of IT assets
and BPM providing orchestration of business
process assets, enterprises now have the
option to build a platform that will support
truly flexible business operations.
Recognizing the power of this combination,
and accepting or not the label “Business
Process Platform” for the flexible operational
infrastructure that results, the potential
benefits are immense. The Requirements Gap
Syndrome can be treated and, ultimately,
eradicated – and for the first time in many
industries’ history, those responsible for
business operations can be fully enabled to
take charge of business operations
performance.
PA G E 11
Founded in 1994, Singularity is a leading provider of Business
Process Management (BPM) solutions to world-class
Delphi Group delivers strategic advantage at the intersection
organizations such as JPMorgan, BT, Raymond James,
of business and IT. Our thought leadership advisory services
Wyeth Pharmaceutical and UBS.
have assisted more than 20,000 professionals in the Global
Using our award-winning BPM solution, the Singularity 2000.
Process Platform, customers build, execute, monitor and
optimize high-performing business processes that deliver PEROT SYSTEMS, DELPHI and the DELPHI logo are
tangible results. Through offices in London, New York and registered or unregistered trademarks of the Perot Systems
Singapore, and development centres in Ireland and India, or its subsidiaries in the United States and other countries.
Singularity offers market-leading process technology combined
with extensive consulting and project delivery expertise.

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