bam bpm systar

Business Activity Monitoring White Paper

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Table of Contents

Executive Summary ................................................................................................................ 3

Why Business Activity Monitoring? ......................................................................................... 4

Market Drivers ............................................................................................................................ 4

Maintaining Agility and Control with BAM ................................................................................. 5

Who Benefits, Who Uses BAM? .............................................................................................. 6

Improved Business Performance ................................................................................................ 6

Improved Insight for Everyone ................................................................................................... 6 Business Operations ................................................................................................................ 6 Business Executives ................................................................................................................. 7 Business Analysts .................................................................................................................... 7 Application and Production Support ...................................................................................... 7

Business Cases ‐ ROI examples ................................................................................................ 8

Example Business Processes Where BAM Brings Value ............................................................. 8

Business Case #1: Straight‐Through, High‐Value Payments Processing for Large Bank ............. 8

Business Case #2: Telco industry – Frame‐Relay Service Provider ............................................. 9

Anatomy of a BAM solution .................................................................................................. 10

Convergence of Technologies ................................................................................................... 10

Architecture of a BAM Solution ................................................................................................ 11

Presentation and Notification Services: .................................................................................... 13

Enablement Services: ................................................................................................................ 14

Critical Characteristics of a BAM Solution ................................................................................. 14

Conclusion ............................................................................................................................ 15

About Systar ......................................................................................................................... 16

Leading BAM Provider ............................................................................................................... 16

Advanced BAM Solution – Faster Time‐to‐Value ...................................................................... 16

© 2008 Systar. All rights reserved. /16

Executive Summary Market leaders of the industrial age were those companies that best mechanized and automated their operations, achieved economies of scale in the production of goods or delivery of services, established necessary command and control structures, and standardized their processes to maximize efficiency and quality. In a global, real‐time economy, where business is hampered by layers of regulation, business leaders not only have to do more, but also must manage their business differently. Today, business leaders rely on an enhanced ability to detect and respond to shifting market dynamics. Efficiency has to be complemented with speed and effectiveness in decision‐making. Process standardization has to be balanced against process flexibility. Action has to be supported by appropriate insight. Risks have to be mitigated faster while maintaining compliance. Anticipation and time to react is paramount.

78% of business managers and

executives ranked access to real-time visibility to business

process performance as highly valued.

50% stated that they

needed to receive notification of problems

in an hour or less.

BAM Market Survey April 2008

In a competitive business environment, a company’s ability to maintain operational control while making rapid and informed decisions is no longer just a strategic advantage, but an operational necessity. If yesterday’s leading enterprise was a well‐oiled machine, today’s leading company is an adaptive organism that uses its superior agility to outmaneuver the competition with greater cost‐efficiency, predict and negate disruptions to the business, and take advantage of market opportunities. Increasingly, companies of all sizes and across all industries are turning to Business Activity Monitoring (BAM) to help address the “business agility” imperative. BAM encompasses a set of business operations‐oriented monitoring technologies to heighten an organization’s sense‐and‐respond ability, offering these key advantages:

Companies can extend an active awareness across end‐to‐end business operations of interest. Relevant, real‐time metrics and key performance indicators are available to decision makers when they need it.

Raw business performance data is turned into actionable information. Potential business disruptions can be anticipated, reducing the time between notification and action.

Real‐time data on operational performance – gathered from numerous sources ‐‐ is available to managers in a personalized view. The system analyzes any anomaly to normal operations and alerts users to issues that require intervention.

Management can better align strategic goals with the operational levers of the business.

Business agility comes with the capacity to anticipate and respond to change while maintaining control. An organization must be able to monitor and respond to the factors that impact the business – from shifts in market conditions, to changes in interactions with customers and partners, to exceptions in the normal flow of business activity. Knowing how the business is performing at any given time relative to strategic objectives is key to optimal business agility. With BAM, a winning business strategy is integrated with reliable business information. This paper outlines the need for and challenges to creating an agile enterprise, defines the role of BAM in enabling this transformation, and describes technologies and architectures required to achieve effective business activity monitoring. Examples of BAM applications are included.


Why Business Activity Monitoring? Business success has never been easily achieved. Dealing with competitive pressures and an ever‐changing market have always been part of doing business. Companies continue to look for ways to get their products to market faster, improve margins, and gain market share. Why, then, has it become increasingly critical for organizations to be enhance their agility, and to implement capabilities that make them even more nimble?

Market Drivers Several factors have lead to business dynamics that are more complex and volatile than in the past, placing unprecedented challenges on enterprises. These factors include:

Emergence of the virtual enterprise. Globalization, outsourcing, supply chain disintermediation – these fundamental changes in how companies source, design, build, distribute, and support products and services contribute to an increasingly complex enterprise spanning both corporate and geographic boundaries. This virtualization of the enterprise provides many advantages, but a downside is (1) the loss of visibility into business processes that extend beyond the firewall, and (2) a growing number of failure points that increase overall vulnerability. As control points in a business process grow, it is crucial to maintain end‐to‐end visibility to ensure performance is not compromised.

BAM enables fast reactions to problems

during the execution of process and proactively

detects trends concerning aspects such as business,

financial performance, availability, and

necessary resources (hardware and human). The general objective is

to help continuously improve process productivity and

operational response.

Forrester April 2008

Figure 1: In a virtual enterprise, business processes extend beyond the limits of the enterprise‐computing infrastructure. What appears as a single transaction to the end‐user customer, may involve multiple entities, communicating in real‐time across business units, suppliers, partners, and organizations.

Shift to a “now” economy. Computerization, process automation, and global communications networks allow businesses to approach “real time” operation. Just‐in‐time manufacturing, straight‐through processing, and online customer self service are examples of where business results are expected now. This immediacy means that decisions need to be made and issues resolved with equal timeliness. In an environment where consumers are conditioned by search engines such as Google to expect “instant” responses to their queries, businesses are expected to respond with similar alacrity.

Intensified competition. As the market for a given product or service matures, the winners are those organizations that are able to differentiate not only what they sell, but also how they go about bringing the offering to market. Companies need to be adept in making this


shift from product competitiveness to process competitiveness. Furthermore new competitors may enter the market – sometimes with dramatic advantages in their business models. Established enterprises need to be agile if they are to fend off existing and new challengers.

Compliance and regulatory issues. Sarbanes‐Oxley, Basel II, and HIPAA are primary examples of business regulations that force organizations to rethink their business processes and internal controls. Compliance “best practices” protect business assets. Organizations must be agile to adhere to new and changing regulations. This requires that key stakeholders across the enterprise meet a growing array of service level‐, business continuity‐, confidentiality‐, privacy‐ and security‐standards by implementing controls to monitor, manage and alert to possible infractions.

Ultimately, the key business agility challenge is adapting to new ways of doing business while continuing to meet performance goals.

Maintaining Agility and Control with BAM In the 1980s, military strategist John Boyd observed that top fighter pilots operate in a high feedback, observe‐orient‐decide‐act decision loop. That is, a pilot observes a situation as it unfolds, applies training and experience to orient himself in a familiar frame of reference, decides how best to respond, and takes action – all while maintaining control of his aircraft. By iterating this cycle more quickly and effectively than the enemy, a top pilot is able to throw foes off and gain a situational advantage. BAM brings this concept to the world of business. BAM – as both a business strategy and a set of enabling technologies – addresses a set of requirements that are at the core of an agile enterprise.

Businesses need to maintain control at all times. Mastery over business operations amidst change and challenges is crucial. Just as important is a fact‐based understanding of the process execution and activities involved in operations. Through the ability to monitor any quantifiable aspect of a business activity from end‐to‐end, BAM enables companies to identify issues, find opportunities for improvement, and assess the performance of their business on a constant and consistent basis.

Businesses require actionable information. While BAM technology can make any level of process data available, the value lies in the software’s ability to analyze situations in a given business context. This entails providing intelligent information in the form of higher‐level key performance indicators with trending and forecasting value; identifying correlating relationships between metrics; assessing impact and risk of missing commitments; and assisting with root cause analysis in the case of exceptions. These insights allow an organization to make better‐informed decisions and to fine‐tune their key business activities.

Businesses need to operate closer to real‐time. Many companies use Business Intelligence (BI) tools to analyze historical business performance, resulting in after‐the‐fact reporting. BAM is event‐based, real‐time and proactive, with a focus on monitoring process execution and business performance. BAM complements BI by providing decision‐centric operational intelligence about the business as it happens. By providing timely guidance and alerts to line‐of‐business workers, BAM allows organizations to become more responsive and to deal with issues on a timely basis.


Businesses need to be made aware of critical situations before they impact performance. Some business changes– such as a sudden drop in order volumes, or disruption of a third‐party party service‐provider – cannot be anticipated. Thus, companies need to be informed quickly when something out‐of‐the‐ordinary is encountered. BAM recognizes what is “ordinary” (by comparing current business activity with baseline norms) and alerts users when the deviation is significant enough to require attention. Through this self‐learning ability, BAM provides users with an early warning and risk assessment to take action before a situation becomes more severe – especially when commitments to customers are at risk.

As a result of the increased business agility made possible with BAM, Gartner has described BAM as “a world‐class business strategy.”

Who Benefits, Who Uses BAM?

Improved Business Performance Driving efficiencies is more crucial than ever. But achieving those efficiencies requires an easy way to measure and monitor current performance: gauging current efficiency is the springboard for future improvement and innovation. BAM speeds the ability to:

See the entire business in action – including internal/external business and IT metrics Detect abnormalities in business activities and quickly pin‐point the root‐cause Act before adverse events impact business efficiency Identify optimal areas of the business for process improvement Identify operational problems and optimize processes on‐the‐fly

The bottom line: BAM enhances the speed and effectiveness of business operations; optimizes the decision process for increased revenue opportunities; and better controls risk.

Improved Insight for Everyone The major categories of BAM users include Line of Business Executives, Departmental Managers, Business Operations, CFOs, IT Executives and Application Support Groups. With BAM, each area of the business has access to dynamic, real‐time dashboards that provide operational awareness of key business activities, alerts to important business situations, and insight into potential problems that may impact the business.

Business Operations Operational managers can monitor real‐time business process execution across silos to detect abnormalities and respond before they impact performance. Through personalized dashboards, managers gain valuable insight into:

Are items moving fast enough through each step of the business process? Is any business commitment at risk? Did we receive information from our third‐party provider on time? Which team is operating most efficiently? Are we going to meet our 4:00 PM cut‐off? What customers or partners are at risk?


Figure 2: BAM solutions provide personalized dashboards customized to the users –executive, operations, business analyst and IT application support groups.

“BAM solutions monitor

how the business activity runs. They provide

business users with real-time intelligence on business risks and

opportunities.”

— Yphise BAM Report, October 2007

Business Executives Executive management can monitor real‐time performance and overall health of business activity. Through executive dashboards, management can monitor key performance indicators to mitigate any potential risks.

Is customer/channel activity normal for this time of day? Is there any business or process risks emerging? Is there a way to avoid penalties? How much revenue is at risk? Do we have enough time to shift resources to avoid the emerging risk?

Business Analysts Analysts are able to evaluate real‐time process performance metrics, to aid in transforming static process models into operational models. Through real‐time process analytics, analysts gain valuable information to identify needed process improvements, or opportunities to further optimize the business.

What are the current process performance metrics? Are Key Performance Indicators normal? What processes should I adapt to improve efficiency? Are Business Process Management initiatives paying off?

Application and Production Support BAM provides Application and Production Support groups with a way to align monitoring of infrastructure supporting key business processes with the same performance objectives that business operations uses. By understanding how IT performance metrics impact business process execution, Application Support staff can more quickly prioritize events and anticipate business impact.

Is the performance of the IT environment impacting business process performance? Is there any bottleneck forming or queues filling up slowing down the process? Is performance normal? Are we meeting our SLAs? What customers or business services will be impacted by this IT issue?


Business Cases ‐ ROI examples

Example Business Processes Where BAM Brings Value

Industry Business Activities

Financial Services: (Retail Banking, Wholesale Banking, Capital Markets, etc.)

• High Value Payments • Image Exchange Processing • ACH • Inter‐bank Clearing • Online Trading • Internet banking • Credit Card Management • Mortgage Processing • Asset Management • Trade processing • Customer on‐boarding • Operational Risk Management

Telecommunications (OSS, BSS)

• Mobile Services Provisioning • Mobile Payments • Order Provisioning • Order Activation • QoS Monitoring • Billing

Retail • Order Processing • RFID‐based Solutions • Inventory Management • Supply Chain Logistics • B2B E‐Commerce

Transportation • Online Ticketing • Yield Optimization • Airport and Airline Staff Allocation

Cross‐Industry • Corporate Payments • Workflow Management (Human, System, Combined) • Call Centers • Six Sigma / Lean

A number of detailed case studies of BAM implementations are available from Systar. They cover several different industries and business processes. Below is a summary of two Systar BAM case studies.

Business Case #1: Straight‐Through, High‐Value Payments Processing for Large Bank

Situation:

A large bank processes payments involving huge sums of money in each transaction, which can reach a value of $200 billion in a single day.


Challenge:

Ensure that deadlines are always met, handle increasing volume with less staff, and improve liquidity management.

Solution:

With BAM, the bank measures the end‐to‐end performance of its payment processes and automates the manual controls performed in the Payment Control Center. Each wholesale payment is monitored individually; any abnormal situation is singled out in real‐time in anticipation of a business problem. Incoming and outgoing payments are identified – for example, the bank is immediately notified when a customer stops sending large‐value payments for an unusual period of time.

Impact:

Within 12 months, the bank intercepted 262 payments totaling $31.8 billion, among which 98 had a high potential for the cut‐off to be missed ‐‐ representing a potential loss of $5.2 million in interest claims. Key customers are tracked individually, and the ability of the bank to anticipate and correct incidents before negative customer impact occurs has been significantly improved.

Business Case #2: Telco industry – Frame‐Relay Service Provider

Situation:

A Frame Relay Network Service Provider manages the turn‐up and maintenance of many frame relay networks for many customers. Monitoring the smooth turn‐ups of these networks, as well as tracking and understanding traffic patterns and circuit utilization, is difficult.

Challenge:

Ensure that the Service Provider is able to monitor traffic patterns and circuit utilization in real‐time and anticipate customer departures, as well as up‐scaling needs of other customers.

Solution:

With BAM, the Service Provider automatically monitored the operational execution of its Frame Relay service. Based upon automated identification that a customer needs additional bandwidth, the BAM solution sends the appropriate information into the CRM system, so that a sales executive can offer the customer additional equipment.

Impact:

Within 12 months, the Service Provider increased sales by more than $2 million through customer sales, avoiding the loss of five large customers by increasing customer service standards. In addition, capital expenditures were decreased by freeing up existing facilities instead of adding new ones.


Anatomy of a BAM solution

Convergence of Technologies In response to changing market conditions and the demand for a virtual, real‐time enterprise, businesses have turned to many different enabling technologies. External business units and partners must be integrated and business processes automated. In addition, IT systems run continuously and management must be informed of how the business is performing through timely reports. As a result, organizations have implemented fundamental technologies, such as Business Intelligence (BI), Business Process Management (BPM), Enterprise Application Integration (EAI) and Business Services/ Network Management (BSM/NSM) solutions. These technologies are found in most organizations, as they serve a vital role in enabling an agile enterprise. Each provides a critical function; however, to enable the agile enterprise requires linking and analyzing business activity across the entire enterprise. BAM represents the convergence of these technologies, leveraging key capabilities and information from each to provide aggregated analytics of real‐time business activities across the extended enterprise.

Figure 3: BAM solutions represent the convergence of key capabilities from Business Intelligence, Business Process Management, Enterprise Application Integration, and Business Services / Network Management technologies.

Business Intelligence (BI):

BAM applies aspects of BI solutions in order to provide the reporting and analytical technology to automatically analyze a situation, compare and correlate events and information and make intelligent deductions to provide end‐users with valuable information. Unlike BI tools, which work in a post‐mortem fashion to provide users with after‐the‐fact analysis, BAM applies continuous real‐time analysis to deliver up‐to‐the‐second information.

Business Process Management (BPM):

Understanding workflow and relationships between people and systems is imperative to managing business processes. Similar to BPM, BAM is aware of business process workflows, and


can monitor processes as they execute. Whereas BPM relies on explicit process definitions, BAM recognizes both explicit and implicit business processes that impact an organization’s operational behavior. Unlike BPM monitoring, which provides metrics only on processes managed by the BPM execution engine (automated processes), BAM is not limited to the BPM‐specific boundaries. BAM is able to monitor BPM managed processes, but can also monitor edge processes, underlying applications, external suppliers/partners, and key elements of the IT infrastructure that make up a complete business operation. BAM also takes into account the business context– such as time, calendar or industry specifics that surround events ‐‐ indicating who, what, and in what timeframe, operations might be impacted.

Enterprise Application Integration (EAI):

Today's business applications rarely live in isolation. Users expect instant access to all business functions an enterprise can offer, regardless of which system the functionality may reside in. This requires disparate applications to be linked into larger, integrated solutions. This integration is usually achieved through the use of EAI or "middleware" technologies. Middleware provides the "plumbing," such as data transport, data transformation, and routing of information across disparate systems, applications and processes to create a cohesive application or service. In the words of the Gartner Group, EAI is the “unrestricted sharing of data and business processes among any connected application or data sources in the enterprise.” BAM is a business solution that is further supported by an advanced infrastructure. BAM can easily attach to the components within an EAI infrastructure to provide a wealth of critical information about the business. Whereas middleware facilitates the interaction of numerous moving parts, BAM provides clear visibility and analysis of those interactions within a business context.

Business Services & Network Management (BSM/NSM):

The health of the IT infrastructure is critical to an organization’s ability to run, let alone adapt to changes. BSM/NSM tools help manage IT business services, systems and networks, guaranteeing availability of the components within the enterprise infrastructure. Because BSM/NSM technologies were designed to monitor the IT infrastructure from a bottom‐up approach, they are unable to easily position IT events into a business context. In fact, many IT operations use multiple monitoring tools to collect IT metrics, forming silos across the enterprise that make it difficult, if not impossible, to correlate and isolate incidents that impact business users. BAM leverages BSM/NSM technologies to collect real‐time system, network and IT services metrics, enabling BAM users to understand how technical events impact business activity. Unlike BSM/NSM solutions, BAM provides a comprehensive view of IT events, correlating current or potential IT failures in terms of business priority while calculating potential impact on the business.

Architecture of a BAM Solution

To deliver its full value and benefit, a best‐in‐breed BAM solution must provide certain essential services, including:

• data and event services;

• event correlation and analytic services;


• presentation and notification services; and

• enablement services.

Best‐in‐breed BAM solutions incorporate these essential services into their architecture, as described below.

Data and Event Services:

One of the most important aspects of a BAM architecture is its ability to gather and accept information and events from outside of the solution. The ability of BAM to offer insight and actionable analysis is directly linked to the breadth and depth of information available to analyze. It follows, logically, that access to more information and events has the potential to provide a better BAM solution.

The technology of the most agile BAM architectures will be capable of accessing and collecting information from anywhere within the reach of the enterprise. To avoid limiting the BAM solution in its ability to monitor business activities, this will require the support of a broad spectrum of formats and interfaces. Examples of the types components to be accessed include: databases and data warehouses, EAI middleware and messaging systems, web services, SOA‐based applications, files, logs, audit trails, BPM, ERP, CRM, BSM and NSM implementations, web sites, user‐experience monitors, email applications, J2EE & .NET environments and the ever‐present legacy systems. This broad base of data and event collection capabilities will require an equally broad range of connection types, from terminal emulation through web services. The greater the scope of connection and collection options, the greater the potential value of the delivered BAM solution.

One significant role of event and data capture is the ability to filter events and information. In today’s business environments, there is an ever‐increasing volume of data. By filtering events prior to analysis, a BAM solution efficiently reduces network and computing requirements while decreasing time‐to‐action. Data and event services also need to be bi‐directional – that is, they need to be able to interact with the sources of information. On one level, this bi‐directional ability is required to be able to “pull” data from some sources. On a far more important level, the data and event services need to be able to inject the results of analysis back into the environment. For examples, situational information can be fed immediately from the BAM solution to BPM, CRM and SOA‐based applications, in order to initiate corrective actions. It is this “closed loop” structure that can deliver some of the highest business value for an enterprise BAM solution.


Figure 4: Simplified architecture of a BAM Solution.

Event Correlation and Analysis Services:

The next critical service needed in a best‐in‐breed BAM architecture is the ability to relate events to a business context as well as to other events. The Correlation and Analysis Service uncovers and understands the relationships between both individual events and groups or patterns of events. This service accepts filtered information and events in real‐time from the Data and Event Services and uses it to assess the current business situation, watching for changes that would act as leading indicators of potential threats to the achievement of business goals. The Correlation and Analysis Services retain information, events and evaluations for future analysis; for example, monitoring for the occurrence of the same event twice in less than five minutes, or detecting a pattern or trend of events over a day, a week, or longer periods of time.

For BAM solutions, information lives in a business context. This context is a vital part of the analytics and evaluations performed by the Event Correlation and Analysis Services. One of the results of the analysis and evaluation of events can be a need for additional information. Effective BAM solutions will be able to send commands or invoke scenarios that can change the behavior of the Data and Event Services to acquire extra data as needed by the business context.

Presentation and Notification Services:

The obvious essential aspect of BAM architecture is the ability to communicate the results of the collection, correlation, evaluation and analysis to the individuals who need it – at the right time, in the right way to the right person. BAM solutions should provide multiple forms of communication, from easily‐accessible, web‐based dashboards to alarm‐based email notifications. Role‐based dashboards, adapted to the needs of different observers and actors, serve as the “home base” for the display of BAM information, providing evaluation of the current situation, in both business and historical context.


Enablement Services:

The final architectural component of BAM is a group of components and structures referred to as Enablement Services. This group consists of two different types of reusable solution packages. The first set consists of functions and applications that address specific needs of business or industry, in both vertical and horizontal segments. The second set is comprised of specific operational or analytic functions that can be applied to different business contexts.

Use of Enablement Services dramatically decreases solution configuration and deployment times while, at the same time, increasing the value delivered by the solution.

Critical Characteristics of a BAM Solution

Outboard:

BAM, by its very nature, should maintain a logical separation from the business activities it is monitoring. An effective monitoring solution performs its supervision outside the components under observation. Such independence shields the BAM solution from being entangled in the application layer or from being affected by the same infrastructure events that would impact the monitored activity.

Non‐intrusive:

The BAM solution must have minimal impact on the computing infrastructure supporting the business processes. This means:

No additional agents should be required to gather the necessary events and information. Rather than adding new agents, BAM should sit “on top” of the existing computing infrastructure, making intelligent use of information already being processed by other tools, solutions, or infrastructure.

No significant overhead should be imposed on the existing system, application, storage, or network infrastructure.

Real‐time:

One of the most significant values of BAM is the ability to deliver information on “now.” In order to meet that need, each component in the architecture must be capable of accepting, analyzing and displaying information in real‐time or near‐real‐time.

Adaptive:

BAM solutions must adapt to changes in business context dynamically. The most critical aspect of adaptability encompasses the ability to adjust thresholds and generate alerts based on learned behavior from historical patterns.

Advanced Analytics:

Analytics are the heart of any BAM solution. The types of analytics that must be available include anticipation (extrapolating a potential future situation based upon present context), baseline generation (using past performance as an evaluation of current behavior), metric correlation (relating the changes over time in one metric with similar changes in others) and risk evaluation (estimating the possible business impact of the current situation). Advanced analytics deliver the


same insight that an experienced operations manager or supervisor would be able to perform in their head, but likely faster and more precise than the manual analysis.

Context Aware:

Many business activities evolve in a fast‐changing environment. The information correlated, situations assessed and actions triggered by BAM will depend on the current state of the evolving business context. In retail, for example, this means being able to detect the differences in seasonal activity. In financial services, this means being aware the business fluctuations after a three‐day weekend. The ability to assess a situation based on context is critical for successful BAM implementations.

Open:

To ensure its seamless integration within an environment, the BAM solution must interface and communicate with the variety of tools already in place. It must be capable of:

Accessing and collecting relevant information from anywhere.

Exchanging information processed by BAM with third party tools such as BPM, ERP, CRM and BI for post‐processing purposes that will enrich these existing solutions.

Value:

The single most important characteristic of a BAM solution is that it brings value to the organization. Value, in most cases, is generated by reducing the time between when some aspect of the business begins to operate unfavorably and when corrective action can be applied. An effective BAM solution significantly decreases that time – in the best cases, completely avoiding the consequences that would have occurred if the situation had gone undetected.

Conclusion

In today’s volatile business environment, organizations must be able to sense and respond to market, competitive and regulatory changes while maintaining control to meet business performance standards. BAM allows organizations to operate in real‐time by monitoring process execution, anticipating potential disruptions and providing intelligent information for optimal decision‐making.

There are enormous business benefits for implementing BAM across all industries. Whether mitigating risk associated with compliance monitoring, ensuring efficiencies across the supply chain or identifying the potential for operational excellence in a competitive environment, the enterprise gains valuable insight from Business Operations to IT Operations. Businesses benefit from an end‐to‐end view of how both the infrastructure and business processes affect overall business performance.

BAM provides unprecedented visibility and control through its unique ability to collect data across the extended enterprise, analyze both complex events and historical trends, predict potential outcomes, identify root‐cause, and assess the impact to the business. By implementing Systar BAM, organizations gain an open, non‐intrusive solution with real‐time reporting, advanced analytics and the necessary business context to outperform.

Systar BAM offers immediate advantages to agile businesses seeking to respond quickly to market opportunities, increase the speed and effectiveness of their business operations, ensure regulatory compliance, optimize their competitive advantages, and improve customer satisfaction.



About Systar

Leading BAM Provider

In 1998, Systar pioneered BAM – and is still the recognized leader with hundreds of successful implementations around the world and a blue chip customer base in multiple industries such as financial services, communications, manufacturing, transportation, retail and utilities. Systar’s solutions have helped these companies to reach operational excellence and optimize their business operations. The result? Increased margins and improved efficiency and productivity. Many clients achieve a ROI in as few as six months.

Systar is recognized as the global BAM leader, ranked #1 by Gartner, Forrester, Yphise, and the market. We are committed to delivering the most advanced BAM solutions available. With more than 200 customers and over 250 processes in production, Systar provides proven solutions. Systar’s BAM is a mature, flexible solution designed to adapt and grow with an organization’s requirements.

Advanced BAM Solution – Faster Time‐to‐Value

Systar’s BAM is the most comprehensive and advanced solution available today, combining advanced complex event processing functions with powerful real‐time analytics. Unlike traditional BAM solutions, Systar BAM provides greater visibility, greater integration capability, more timely insight, and more refined and actionable alerts for your business. Systar built its BAM solutions with the end user in mind. Through business‐friendly, easy‐to‐use dashboards, customized information is presented to different users – including executive, operational manager, business analyst and IT – in their “language.”

With Systar’s BAM solutions, organizations quickly take full advantage of intelligent monitoring of their business and IT processes. Systar offers a packaged solution, with many industry requirements already built‐in. Organizations can take advantage of prebuilt templates and unique application frameworks provide a complete library of objects, KPIs, and monitoring modules for specific tasks to help organizations get up and running quickly.

For more information, visit www.systar.com.

North American Headquarters 8618 Westwood Center Dr. Suite 240 Vienna, VA 22182 Tel. +1 703‐556‐8400 Fax +1 703‐556‐8430 [email protected]

European Headquarters 171 bureaux de la Colline 92213 Saint‐Cloud Cedex France Tel. +33 (0) 1 49 11 45 00 Fax +33 (0) 1 49 11 45 45 info‐[email protected]

Systar, BusinessBridge, OmniVision, BusinessVision, ServiceVision, WideVision and Systar’s logo are registered trademarks of Systar. All other brand names, product names and trademarks are the property of their respective owners. © 2008 Systar.

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