|Exam Name||:||BPM Blueprint; IBM WebSphere Lombardi Edition V7.1, Application Development|
|Questions and Answers||:||72 Q & A|
|Updated On||:||April 19, 2019|
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000-173 exam Dumps Source : BPM Blueprint; IBM WebSphere Lombardi Edition V7.1, Application Development
Test Code : 000-173
Test Name : BPM Blueprint; IBM WebSphere Lombardi Edition V7.1, Application Development
Vendor Name : IBM
Q&A : 72 Real Questions
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IBM on Wednesday said it has signed a deal to buy Lombardi, an Austin, Texas, BPM (business method management) dealer. phrases had been not disclosed.
BPM utility helps organizations increase, enforce, and manage enterprise methods, such because the steps concerned in hiring support or purchasing supplies.
[ Keep up on the latest tech news headlines at InfoWorld News, or subscribe to the Today's Headlines newsletter. ]
IBM's WebSphere product portfolio already comprises a wide array of BPM software, as Lombardi itself as soon as cited in a aggressive white paper that portrayed its expertise as easier to make use of and set up.
there's "an excellent fit" in IBM's portfolio for Lombardi's Teamworks and Blueprint software items, which already assist WebSphere, Lombardi CEO Rod Favaron referred to in a blog publish Wednesday.
"We even have many joint shoppers and companions –- so we have in mind the sorts of extended product and service choices that are obligatory to power business level success with BPM," he delivered.
The pending acquisition is one among more than ninety IBM has made since 2003.
IBM has been trying to find an acquisition that might support it sell BPM to line-of-business executives, instead of IT staffers, "and Lombardi absolutely fills that hole," Forrester analysis analyst Clay Richardson talked about by the use of e-mail. "Of route, this can introduce extra stack confusion, but when completed accurately it might parachute IBM into successful offers led by using line of enterprise managers."
Craig Hayman, normal supervisor, IBM utility and integration middleware, appeared to echo that evaluation all through a conference call, asserting Lombardi's technology will mainly enrich IBM's means to "convey in regards to the human-centric automation of company strategies."
big Blue sees massive company in BPM down the road. It already has 5,000 BPM clients, according to Hayman.
The BPM market is set to grow from US$1.7 billion this year to roughly $3 billion through 2013, in response to an IDC record released in August.
As BPM earnings grow, buyers will become extra sophisticated about their needs, that means "the market will start to segment itself even extra than it has," IDC analyst Maureen Fleming wrote. "Generalized BPM offerings are prone to begin specializing for competitive differentiation, while the choices from higher carriers will increasingly be built-in with their utility systems."
BPM providers will also need to make certain their products "generally help procedure functions," Fleming brought. "That means mighty interoperability with enterprise intelligence equipment, as smartly because the capability to create and adapt person interfaces -- or at once assist third-birthday party building environments."
analysis company IDC estimates that the market for business process administration application and features will hit $three billion via 2013. That’s a little more than double the class’s present $1.7 billion. So it is not all that staggering to look IBM (IBM) bolster its position there. This morning, the company acquired Lombardi, a familiar midrange BPM seller, for an undisclosed sum.
It’s a big deal for IBM, and the business claims there’s an excellent healthy between its BPM portfolio and Lombardi’s Teamworks and Blueprint offerings.
but now not everybody has the same opinion. MWD Advisors analyst Neil Ward-Dutton wonders if there’s a little too lots overlap between the two groups’ BPM choices.
“despite the fact the strengths of Lombardi’s equipment are different from IBM’s there is pretty much one hundred% product overlap,” Ward-Dutton writes. “What’s greater the design philosophy of Lombardi’s providing is nearly diametrically adversarial to that of IBM’s providing–lots of Lombardi’s strengths come from its tightly-integrated toolset and repository. It’s now not easy to see how these things can come collectively to kind a coherent portfolio–unless they’re actually fenced off from each other and positioned as assisting different sorts of BPM scenario (with Lombardi focused on ‘individuals centric’ processes, WebSphere on ‘device centric’ procedures).”
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On January 26, IBM announced the close of its acquisition of Lombardi Software, a provider of Business Process Management (BPM) products aimed at streamlining workflow and automating business processes. At IBM Impact 2010, it was announced that the Lombardi family of products had been officially incorporated into the IBM BPM product portfolio (Lombardi Blueprint has been renamed to IBM BPM Blueprint; Lombardi Teamworks is now IBM WebSphere Lombardi Edition.)
DZone caught up with Lombardi CTO Phil Gilbert at IBM Impact to learn more about the role of BPM in software development, industry trends that are driving BPM adoption, and how these trends are shaping the Lombardi-IBM product roadmap.
DZone: Architects and developers are perhaps more familiar with the concept of ‘workflow’ than they are BPM. How does workflow relate to BPM?
Phil: So workflow is a component of BPM and I would say that the biggest difference is that workflow is workflow. It is the automated execution of tasks. BPM includes that, but more to the point, what BPM does is it really strives to give the transparency and the visibility into what's going on in those workflows. That becomes as much a part of the BPM solution as the workflow itself. We need to shine a flashlight on these, what one of our customer's calls, the hidden factories in our businesses. You can have a hidden factory that's fully automated with workflow. What BPM tries to do is say, “Yeah, workflow is a part of it, and you're going to get a workflow system in your BPMS, but more to the point, you're going to get the ability to provide visibility into the tasks, and visibility into the process performance that a workflow engine doesn't give you.”
DZone: At the project level, what can software architects do during the design phase to better facilitate effective process management?
Phil: So our view is very simple. If you are modeling for execution, you should be modeling in a modeling environment, that has native execution behind it.
If you're modeling in something that then gets transformed into code, you're kind of in the old world, because at some point, you're going to go straight into that code, and you're going to edit it, and it's not going to work back in that modeling environment again. So I think the number one change that is going to happen pervasively, and it's already happened with Lombardi Edition, is if you're modeling for execution, all of those models live in a repository, and are shared in a system that directly executes that process model. That process model then has linkages to underlying services, that may be people services, or they may be rule services, or whatever they might be, the integration points. But that process model ought to be modeled in an execution ready environment. If you do that, then you're going to really drastically affect the economics of your development cycle.
DZone: How do Cloud-based environments affect BPM deployments?
Phil: Well, it's tough, because if you really do processes that matter they're always integrated. People are still a little bit leery of having Cloud based environments integrated into their on-premise systems. We’re starting to see some breakthroughs there but it's very early in that space.
Right now on the BPMS side, we're still seeing a strong preference for on premise solutions. On the Blueprint side, Blueprint is offered in the Cloud. One of the reasons it's offered in the Cloud is because business people find that that is the easiest way to go there.
There's no friction from IT. The systems are easy to access. They're used to going to Salesforce.com, they're used to going to Linked-in and now they go to Blueprint. So for the unintegrated productivity part of BPM, like the early definition of process models, the Cloud is changing everything. On the automation side of BPM, the workflow and visibility side, we're still seeing a preponderance of companies staying with the on premise deployments.
DZone: How have the Lombardi products been incorporated into the IBM product portfolio?
Phil: So there's actually two Lombardi products. Lombardi Blueprint is now IBM BPM Blueprint. That is our cloud-based offering for discovering and documenting processes. It's a very business friendly tool. It basically takes the early part of requirements gathering that business people used to do in Word or PowerPoint and it structures them and makes them more explicit.
The larger offering, which is our full BPM platform, used to be called Lombardi Teamworks; it's now called IBM WebSphere Lombardi Edition. So it's the Lombardi Edition of Webshpere. It comes bundled with WebSphere and DB2 Express. We support it end to end. That's really our full Enterprise class BPMS.
DZone: How has the role of the business analyst changed with respect to improvements in BPM technology?
Phil: The role of the business analyst in our first decade at BPM has probably been the role that's changed more than any other that we've seen. One of the roles of the business analyst is actually to put more work onto the business people. I think it's a mistake to think that agile development is only about IT developing applications differently. We also have to change the way that our customers, our internal business customers give us requirements. That probably seems to be a subtle difference, but it's actually the longest pole in the tent in terms of gaining the real efficiencies of BPM. The business analyst therefore becomes as much of a change agent in nurturing their business people along this maturity path, as they do at providing the technical skills of interviewing and translating requirements.
It's a fascinating role. We're seeing it change quite a bit, but we really need to change the behavior of our business customers. By the way, from what I've seen over these last 10 years, they want to change. They just don't know how to change. Blueprint's a great place to go to do that.
DZone: Are there any trends you’re seeing around BPM adoption?
Phil: More. We identified a trend about a year and a half ago. We call it moving from project to program. Typically the way these things start, BPM projects are typically funded completely out of business budget, and the business doesn't really want to fund huge infrastructure projects anymore. BPM typically moves one project at a time for a while. After successes under your belt, companies go through this, a bit flips in the company's mind and they start moving from project to program. Now they've got enough projects, there has been enough money spent that they've actually built a bit of an infrastructure and then the goal becomes, “Ok, how do we programatize this?
How do we do these projects at ever increasing speed and at scale instead of doing serially one project every 60 or 90 days? How do we do four projects at a time every 60 or 90 days?”
So that's really been the change. More and more of our customers have been moving from project to program. That presents its own set of governance issues and what have you.
DZone: What does the product roadmap look like for the Lombardi suite of products?
Phil: We're really excited about what we're bringing out now. It doesn't sound like a real innovative thing, but we are very proud of how setup and maintenance is done, on Teamworks, and so we think we're the first application out there, that has a one‑click installer of Teamworks, which is middleware, on top of WebSphere and on top of DB2. It is a black box to everybody, you have the power of that entire platform, and it is the easiest installation and upgrade. Customers who are used to dealing with middleware and application servers and databases, all of that pain has been taken away.
So on the Lombardi Edition, we're just super proud of how easy we have made the installation of a pretty complicated set of middleware in complex computing environments, and of course with Blueprint there's no setup at all, and there's no maintenance at all. We really focus on all aspects. This ease of use that the Lombardi Edition brings, is not just in the developer experience. It is in every aspect of the ownership, and the maintenance, and the administration of this middleware platform. We want to make every single job easier.
DZone: Where can people go to learn more about the product, and I guess even provide contributions and feedback?
Phil: Cool. For the time being www.lombardi.com is a great place to go. You can also see this stuff on the IBM website. So if you search IBM for Lombardi Edition, you can do that. If you want a free Lombardi Blueprint account, for a trial period, you can go blueprint.lombardi.com, and you can get the best BPM, the most successful BPM modeler on the planet, in about 30 seconds.
There are signs that business process management (BPM) has reached a new level of maturity, with version 2.0 of a key standard around the corner. Jason Stamper reports.
Business process management: BPM. It may used to be called workflow, but as everyone in the IT industry knows, few technologies ever make it into the mainstream unless they have a three-letter acronym. Just ask Artificial Intelligence (AI), which fell a letter short of the magic number.
BPM not only made it into the mainstream, but today it is a technology that provides good business not just for a large number of specialist software vendors, but for the giants of the industry too, such as Oracle, IBM and SAP. Today, as version 2.0 of the Business Process Modelling Notation (BPMN) standard is just around the corner, there are signs that BPM has come of age at last.
To be fair, BPM has come a long way since the days of workflow. While workflow was all about automating previously manual, human procedures, BPM also offers the promise of automating non-human, or system-to-system processes. Early BPM specialists came from either the workflow side, or the integration-centric system-to-system camp. Today, there are few BPM companies that do not claim to offer both.
But what is the business case for BPM? Why not simply buy packaged applications off the shelf rather than design, model, monitor and optimise processes using business process management technologies? Is it about a build versus buy mentality?
“People on the whole prefer ‘buy’ to ‘build’,” says David Shaffer, Oracle’s VP of product management and integration. “But to add business processes that span multiple applications, there is a strategic benefit to business process management. In some cases, using BPM to add business logic around the application instead of customising the packaged application, can also make sense.”
How so? “It leaves the application itself ‘cleaner’ which will ease future upgrades, and it makes interfacing with other applications and processes that much easier,” says Shaffer. “If there are any cross-application process integration needs, then BPM is a no-brainer.
A good example of the trend for integrating the two different styles of process automation – human and machine – was Metastorm’s acquisition of CommerceQuest back in October 2005. The move doubled the privately-held firm’s revenues overnight, but crucially it also brought together Metastorm’s more human-centric workflow technology with CommerceQuest’s integration-centric tools
Today, the BPM sector still supports a large number of vendors, and many of them have been doing rather well of late despite the economic downturn. Pegasystems, for instance, has been around for 25 years but just announced record third quarter sales of $52.7m, up 25%.Business Process Optimisation
Commenting on the results, Pegasystems CEO Alan Trefler said, “Our continued growth in today’s challenging economic times is simply because our new and existing customers are realising a revolutionary level of business agility through our Build for Change technology.”
The ‘Build for Change’ tagline is down to the fact that Pegasystems claims that it is very easy to adapt to changing business processes (it is said that the only constant thing about business processes is that they are in a constant state of flux). Its SmartBPM Suite is based around its PegaRules business rules engine — a rules engine is a software system that executes one or more business rules in a production environment.
In a recent interview with CBR, Pegasystems’ Trefler argued that in fact, what it is offering customers is not really business process management after all. “It may sound controversial but it’s not about management,” he said. “It’s about optimisation. It should be called business process optimisation.”
But Pegasystems is by no means the only company targeting the space. Cordys, a far younger firm founded by Jan Baan of Baan Software fame, recently announced version 4 of its Business Operations Platform. As the firm’s chief strategy officer, Jon Pyke told CBR, “The Business Operations Platform is designed so that it is completely decoupled from the back-end systems, which enables you to drive far more value from them. For example if you wanted to introduce a new product, you probably have all the different assets that you need but you need to bring them together in new, different ways. That’s what the Platform helps you to do.”
Another claimed advantage of this BPM approach, according to Pyke, is that it, “Enables business and IT to work closer together. Business users and IT can work on modelling business processes at the same time, so there is no miscommunication.” Pyke says Cordys’ technology is a model-driven architecture, and the models support the Object Management Group’s Business Process Modeling Notation (BPMN) standard.
Cordys’ Business Operations Platform shows just how far the industry has come: while once you had to go to one vendor for process modelling, another for process execution, and yet another for process monitoring, today some vendors can offer all of these. Cordys’ Business Operations Platform, for instance, includes Business Activity Monitoring (BAM), a Composite Application Framework (CAF), embedded Master Data Management (MDM), a SOA Grid (claimed to offer scalability and extensibility), Rules Management, Case Management, Data Unification and more.On-demand models
The company also recently announced an on-demand BPM platform, called Cordys Process Factory. This is said to make web-based application development and BPM accessible to more users, thanks to its hosted, or multi-tenant model. It says it enables business users to develop and execute process-enabled mashup applications, or MashApps (a term it has trademarked).
“Traditional BPM is still very much the remit of IT departments,” Pyke explains, “while innovation of core processes is the responsibility of the business. Web 2.0 is putting more pressure on the traditional market of business software because users expect to be able to personalize their work environment, customizing look and feel, updating content using information from any source at any time, all within a single browser environment.
Another BPM software vendor, Lombardi, has had an on-demand BPM product for some time. Called Blueprint, it’s free, too. You can do all sorts of BPM-related wizardry with the free version, but you need to buy a professional license if you want to import or export process diagrams or Visio documents, or indeed export the models to a business process management system (BPMS) – which you are almost certain to want to do eventually.
Even the professional edition though lacks some of the bells and whistles that customers would get if they were to buy Lombardi’s client-server Teamworks BPM suite. So what sort of customers would opt for Blueprint? The firm’s senior director of marketing, Wayne Snell, told CBR, “Conversations about business process management start long before [the end user] ever comes to us. Users might be two years into their investigations [of BPM] before they ever think of actually buying a BPMS. So Blueprint gives those users some early experience of process modelling without having to make a large up-front investment.”
Pegasystems has taken an alternate view: it believes customers have security concerns about offsite hosting. But it recently announced BPM Platform-as-a-Service (PaaS), which it says enables enterprises to rapidly host and deploy multiple business process management systems inside their own enterprises.
“Enterprises want the benefits of SaaS [Software as a Service], but have concerns about having their data hosted offsite,” the company said. “BPM PaaS lets IT build and deploy new instances to a shared infrastructure across heterogeneous platforms. Virtualisation, JMX-based controls, and security and performance management are supported.
For others, the focus remains on finding the best possible combination of process design, modelling, execution and monitoring – with a more traditional client-server infrastructure. Oracle’s acquisition of BEA in January this year gave it a much broader footprint in BPM.
While it had had a business process execution language (BPEL) engine for some time, which gave it a story in integration-centric or machine-to-machine BPM, it was lacking in areas like process modelling (it did and still does OEM IDS Scheer’s market-leading Aris process modelling toolset), process management and the more human-centric capabilities offered by BPM rivals.
Its acquisition of BEA, which itself had not long before acquired BPM specialist Fuego, solved most of these deficiencies at a stroke. Oracle’s Shaffer, VP of product management and integration, explains that, “Before we acquired BEA, we competed with integration-centric BPM. We were missing some of the more agile environments for less technical staff, and the more human-centric kind of BPM technologies.
Oracle has just announced that the integration of the former Fuego BPM technology with its own BPM products has reached its first major milestone, with the release of Oracle Business Process Management 10g Release 3. The new release is said to allow business and IT users to collaboratively automate and optimize their business processes; it features a new user interface, new modelling capabilities, new business rules and the ability to import models from third party tools (thanks to enhanced BPMN support). There’s interoperability now between Oracle BPM, Oracle BPEL Process Manager, Oracle Service Bus and Oracle WebCenter Suite (for portal development and GUI customisation).Internal collaboration
“While Business Process Management requirements are typically driven by business analysts, IT experts and operational personnel are impacted by the technology decisions business analysts make,” says Amlan Debnath, senior vice president, Server Technologies, Oracle. “Oracle’s BPM software addresses the needs of both audiences by uniquely enabling collaboration between business analysts and IT personnel.
This ability for business analysts and technologists to work together on process design and implementation has long been a bit of a pipedream for the BPM vendors. The modelling environments have needed to use business-oriented paradigms, of course, and the execution environments have needed programming skills. For all of the claims that have been made, until recently IT and business users had very different toolsets.
But there are signs that this divide is narrowing. With far fewer competing standards in the BPM space today, the software vendors are on more stable ground, and have been able to channel more investment into the problem than they could in the past. BPEL has emerged as the de facto standard programming language to build integration-centric processes. BPMN is now the de facto standard for doing process diagrams.
There is a slight spanner in the works in that BPMN doesn’t currently have a save format associated with it. Today, another standard from the Workflow Management Coalition (WfMC), XML Process Definition Language (XPDL), helps out by exchanging the process definition: both the graphics and the semantics of a business process. So XPDL is currently the best file format for exchange of BPMN diagrams.
Today BPEL, BPMN and XPDL coexist perfectly well. There may be even less complexity though when BPMN 2.0 is ratified as a standard, probably some time next year. Though details are still a little sketchy, Oracle’s Shaffer, for one, believes that it will obviate the need for XPDL because it will introduce a save format.
Others are less convinced. As Bruce Silver wrote on his blog BPMS Watch, “For me, process model portability is such an obvious goal of a notation standard like BPMN that it almost goes without saying. But we cannot take it for granted…BPMN 2.0 was supposed to address this issue head-on at last. While it does offer a schema, it still lacks critical elements needed for model portability.
However many of the vendors have at least closed the gap between modelling and execution. No longer is it the case that the business analysts develop models, which must then be interpreted and coded by developers. In many cases, it is possible to turn the models into working processes: the models are becoming more executable. Developers may still be needed in some cases, but might just have less work to do when they are called upon.Open source impact
But as well as the increased possibility of IT and business users collaborating on their business process design, modelling and execution, another trend impacting the BPM space is that of open source. Whatever companies’ attitudes to open source, if nothing else, open source BPM technologies have given them the ability to dabble with BPM without a large up-front investment.
The biggest open source BPM specialist is Intalio, which back in August announced version 5.2 of its Intalio BPMS. While there is a free version, for more bells and whistles users need to pay for the Enterprise Edition. Intalio said the latest version of its BPMS, “addresses enterprise requirements for monitoring and managing business activities, support for the latest industry standards, and increased stability and performance integrated on a wide array of platforms.
We have spent the last nine years building an enterprise-ready BPMS that can compete on the same level as the largest vendors in the industry,” said Ismael Ghalimi, Intalio CEO and co-founder. “With this release, I am happy to say we have arrived. And coming off several quarters of year-over-year growth at over 125%, I am confident that this version will continue that success.
One of Intalio’s claimed differentiators is that it natively supports not only BPMN, but HTTP and REST [representational state transfer – basically a ‘simple’ interface which transmits domain-specific data over HTTP without an additional messaging layer]. “What this means is that companies developing BPM projects in Intalio BPMS 5.2 have built-in capabilities to integrate Web 2.0 applications into their processes such as Google, Amazon, or Salesforce.com,” the company said.
Intalio BPMS is standards-based and brings with it a solid architectural foundation required to implement robust process solutions,” says Sashi Varanasi, enterprise architect for product architecture at Travelocity. “The built-in support for W3C standards such as XSD, XML, XPath and others has given us the ability to solve complex problems easily.
Analyst firm Gartner said of an earlier release of the free Intalio BPMS that, “Intalio’s zero-cost, publicly available business process management suite (BPMS) is credible, meeting Gartner’s minimum BPMS feature set.” However it did point out that, “users who upgrade to Intalio’s Enterprise Edition may find that it is no less expensive than alternative commercial offerings.” Still, for those dipping a toe in the BPM water, open source may be as good a starting point as any.Business Rules
Meanwhile, if you thought business rules companies occupied an obscure backwater of IT, you might ask why IBM was prepared to pay $340m for business rules vendor Ilog back in July. Ilog says its business rules technology enables companies to streamline their business processes, and reduce their reliance on hard-coded application logic. It is said to be able to put some power to change business processes in the hands of business users.
IBM did have business process capabilities, namely within WebSphere Process Server, but it had tended to partner with rules companies — including Ilog — for clients with anything other than straight-forward rules requirements. Rivals to Ilog in the business rules space include Pegasystems, Fair Isaac, Haley, Lombardi, CA, Oracle and more.
There is also a whole raft of open source business rules engines – a subset of a full BPMS – which are increasingly useful to give people a taster of the value of BPM, and in many cases even make it into production (and for a CBR blog about the 10 most popular open source rules engines, visit tinyurl.com/56llgu).CBR Opinion
Fewer, and more stable standards have put business process management on a more even keel. While there is undoubtedly still work to do in the standards space, work by the BPM vendors has also helped to close the divide between process modelling and execution, and indeed between business analysts and IT developers. Coupled with the emergence of lower cost (or free) hosted and open source BPM technologies, there has never been a better time for companies to give BPM a try, if they have not already. For those further down the BPM road, the sophistication and maturation of the latest generation of BPM tools should help them drive even more efficiency into their business processes – no bad thing in these turbulent times.
IBM strengthens offerings that automate processes to align business and IT functions
IBM plans to acquire Lombardi, a privately held software company that develops business process management applications and services used by organizations to improve decision-making and reduce costs.
IBM has signed a definitive agreement to acquire the company, which is based in Austin, Texas. The companies did not disclose terms of the deal in announcing the plan.
BPM is a type of software that automates the management of processes that support business functions such as product planning, supply chain execution, insurance application and claims management, human resources, information technology services, and procurement.
Lombardi offers a department-level approach to delivering process management, which will complement IBM's existing strengths in enterprisewide process management software, IBM officials said.
IBM has strengthened its presence and investments in business process and integration software to meet growing user demand for technology that can help them align business strategies with IT functions, said Craig Hayman, general manager, IBM Application and Integration Middleware.
The acquisition also re-enforces IBM’s efforts to strengthen its service-oriented architecture offerings. SOA is an approach to application development that can help organizations run more efficiently through the reuse of legacy applications and databases. Industry experts say that as organizations seek to share more data and services internally and among partners, they are finding that BPM and SOA are co-dependent. Working in sync, the two disciplines can help agencies align business requirements and functions with their IT strategies.
IBM acquired Paris-based ILOG earlier this year for $340 million to boost its BPM portfolio. The market opportunity for BPM software will increase at a compound annual growth rate of nearly 15 percent over the next four years, from $1.7 billion in 2009 to $3 billion by 2013, according to IDC, a market research company.
The Lombardi technology portfolio includes Lombardi Blueprint, a cloud-based process discovery and documentation platform accessible from any browser. It is designed to be easy to use and collaborative so that a wide range of people can work together synchronously or asynchronously to map, refine and improve processes.
Lombardi also offers an application development platform called Teamworks7.
Lombardi software already works with IBM WebSphere middleware. Lombardi provides collaborative and graphical capabilities to the WebSphere infrastructure so users can automate, manage and improve essential operational processes, officials said.
Additionally, the company has a presence in the financial services, government, health care, insurance, life sciences, manufacturing, retail, and telecommunications industries that will complement IBM's existing users and partners, IBM officials said.
The Homeland Security Department, Federal Aviation Administration, National Institutes of Health and Navy are among Lombardi's federal customers. The company also claims unidentified users in the intelligence community.
Both companies are providing solutions for process improvement at the departmental level as well as a platform for process automation. These solutions are designed to help streamline development processes, which typically have multiple iterations of designs from disparate teams, officials said.
After the acquisition is complete, Lombardi will become an integrated part of IBM.
Rutrell Yasin is is a freelance technology writer for GCN.
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