Progress Software Corporation 12Th Annual Analyst Conference Progress Software Corporation Forward Looking Statements

Progress Software Corporation 12th Annual Analyst Conference Progress Software Corporation Forward Looking Statements

Various remarks that we may make about the Company’s future expectations, plans and prospects constitute forward looking- statements for purposes of the safe harbor provisions under The Private Securities Litigation Reform Act of 1995. Actual results may differ materially from those indicated by these forward-looking statements as a result of various important risks and factors, including those discussed in the Company's filings with the Securities and Exchange Commission. In addition, any forward-looking statements represent our estimates only as of today and should not be relied upon as representing our estimates as of any subsequent date. While we may elect to update forward-looking statements at some point in the future, we specifically disclaim any obligation to do so, even if our estimates change. For further information regarding risks and uncertainties associated with the Company's business, please refer to the Company's filings with the Securities and Exchange Commission

JOSEPH W. ALSOP Co-founder and CEO January 29, 2009 Progress Software Our Mission

To deliver superior software products and services that increase business effectiveness by empowering our partners and customers to dramatically improve application development, deployment, integration and management

Application Infrastructure Software Develop, deploy, integrate and manage business applications

Business Acceleration Architecture

Through the SOA + EDA + Data Services evolution of IT Paradigms: Web One constant: Progress understands Client-server the infrastructure requirements for great Host-centric business applications

Thomas Maguire, Senior Director of Technology, Office of the CTO

Jo Lee Hayes, Vice President, Enterprise Technology

John Ley, Managing Director, Automated Trading Group

Paul Wieland, Manager, MLICT

Stefan Van Overtveldt, VP, Emerging Technology and Innovation

Bob Allen, AVP, Enterprise Data Services

Michael Hiett, Senior Principal, Enterprise Architecture in the Chief Technology Office

Non-GAAP Annual Revenue* Non-GAAP EPS* $Millions $U.S. $541 $518 ** $2.50 $600 $494 $447 $1.92 $1.91** $1.76

$1.36

$0.00 $0 FY06 FY07 FY08 FY09 FY06 FY07 FY08 FY09

* Non-GAAP results exclude amortization of acquired intangibles, in-process research and development, other acquisition related expenses, stock- based compensation, option review costs, impairment of goodwill, purchase accounting adjustments for deferred revenue and restructuring costs. ** Per Analysts Estimates obtained from First Call 8 © 2009 Progress Software Corporation Progress Software Corporation Non-GAAP Product Line Growth FY02 FY08 % Revenue % Revenue

OpenEdge 64% OpenEdge 95% Data Sonic 5% Infrastructure 20% Enterprise Infrastructure 16%

$273M $518M

RICK REIDY Chief Operating Officer January 29, 2009 Business Velocity Faster than a Speeding Bullet…

Survey of 500 European Business and IT Leaders ► 83% believe IT has a major influence on the ability of businesses to adapt and change ► 77% believe availability and timeliness of information is inadequate to support this change

► The velocity of information is not keeping up with the speed of business

mail express fax e-mail Document transfer Business Requirement 100 ms 20 ms Algorithmic trading ReduceReduce processingprocessing timetime 20 min 30 sec Airline operations

8 hr 10 sec Call center inquiries

1 day 5 min Track financial position

1 day 15 min Supply chain updates

3 days 1 min Phone activation

1 week 0.5 hour Refresh data warehouse

5 days 2 hrs. Trade settlement

4 weeks 1 day Build-to-order PC

Typical Business SLAs 106 105 104 103 100 10 1 0 Seconds

Source: Gartner, Inc. 12 © 2009 Progress Software Corporation Increasing Business Velocity Mandates the Business Acceleration Architecture Those that have mastered it have realized the following benefits . Reduce cost and increase customer satisfaction . Reduce risk and enforce compliance . Attain immediate business value

These benefits remain unavailable to those that are unprepared for high velocity

InformationInformation ProvisioningProvisioning AcceleratorAccelerator

IntegrationIntegration Accelerator Accelerator Invoice

Ship ServicesServices Assemble && AppsApps

Order

BusinessBusiness VisibilityVisibility AcceleratorAccelerator

Enterprise Enterprise Service Bus Messaging Sonic SonicMQ FUSE FUSE SOA Data Management Interoperability DataXtend SI Actional Artix Data Services

Complex Mainframe Event Integration Processing Shadow Apama

Business App. Platform Data Access DataDirect OpenEdge Connect

Real-time Zero Fraud Downtime Detection Integration & Prevention

Real-time Application Business Modernization Visibility

Capital Markets SWIFTNet Algo Trading Messaging

Progress Portfolio Business Multi-Site Transaction Integration Assurance

HUB VANDERVOORT CTO, SOA Infrastructure January 29, 2009 The Business Pipeline

Manufacturing: Order to Cash

Invoice Ship Assembly Inventory Credit Order

Banking: New Accounts and Loan Origination

New Account or Loan

Underwriting Risk-Based & Approvals Pricing Identity & Fraud Credit Banking/Credit Scoring Application

Insurance: Underwriting and Claims

Binding Settlement

Application Claim

Healthcare: Admission to Discharge

Discharge

Admission

Telco: OSS/Provisioning (Operational Support Services)

Activation

Order

Financial Services: STP/Trading (Straight Thru Processing)

Custodian Settlement Execute Route Match Order

same-day service mail express fax e-mail Document transfer Business Requirement 100 ms 20 ms Algorithmic trading ReduceReduce processingprocessing timetime 20 min 30 sec Airline operations

Design 8 hr 10 sec Call center inquiries Strategy

STP,STP, zero-latencyzero-latency 1 day 5 min Track financial position enterpriseenterprise 1 day 15 min Supply chain updates

3 days 1 min Phone activation

1 week 0.5 hour Refresh data warehouse

5 days 2 hrs. Trade settlement

4 weeks 1 day Build-to-order PC

Typical Business SLAs 106 105 104 103 100 10 1 0 Seconds

•Securities Master •Policy Master Information Provisioning •Inventory Master •Customer Master

•System Health •Business Performance •Governance, Risk and Compliance (GRC) Surveillance

Business Visibility BI

. A key success factor is the alignment between the velocity of the pipeline in relation to the velocity of provisioning and visibility

. This relationship is not well understood and often overlooked by both business and IT leadership

. Establishing a consistent means of measuring and monitoring this relationship can: • Avoid unnecessary errors • Skirt unnecessary expense • Diminish and contain the risk of catastrophic events

Financial Services: STP/Trading (Straight Thru Processing) Pipeline Velocity (SLA) Information Provisioning 3 Days Velocity 3X margin of safety 1 Day

0 Days (2 hours) 40 minutes = Error Rates ‘Recalibrated’ 3X margin 1995 2000 2005 T+3 T+1 T+0

The key is to maintain a minimal 3X margin of safety between the velocity of the information provisioning cycle and the pipeline velocity 31 © 20082009 Progress Software Corporation Business Visibility

Financial Services: STP/Trading (Straight Thru Processing) Pipeline Velocity (SLA) Business Visibility 3 Days Latency margin of safety 1 Day

InIn thethe darkdark -System Health 0 Days -System Health --BusinessBusiness Performance Performance (2 hours) --ComplianceCompliance Risk Risk ‘Recalibrated’ margin of safety 1995 2000 2005 T+3 T+1 T+0

The key is the margin of safety between the pipeline velocity and business visibility latency, only margins are much greater (e.g. 10-100x) 34 © 20082009 Progress Software Corporation Management Imperative

. Not just an IT issue—business leaders and compliance officers must also understand their business pipeline velocity (SLA) and its relationship to the speed of their information provisioning and business visibility

. A margin of safety must be provided to avoid: • high pipeline error rates, • unnecessary costs to fix them (e.g. manual workflow, re-work) • the exposure to potentially catastrophic risks.

. To contain exposure the correct margin of safety should minimally be 3x and in some cases must be as high as 10-1000x the velocity of the pipeline.

Mainframe Integration Enterprise Service Bus

Data Interoperability

Service Platform

SOA Management

Complex Event Processing

Real-time provisioning and distribution of securities master to multiple global trading operations across the bank.

Messaging/ESB platform supports 1.2 million straight-thru process (STP) contracts per day; aprox. 50K msgs./sec.

CEP technology monitors, analyzes, and enables real-time fraud detection and visibility across all UK Capital Markets

Enterprise Enterprise Service Bus Messaging Sonic SonicMQ FUSE FUSE SOA Data Management Interoperability DataXtend SI Actional Artix Data Services

Complex Mainframe Event Integration Processing Shadow Apama

Business App. Platform Data Access DataDirect OpenEdge Connect

Tom Maguire Senior Director of Technology Office of the CTO January 29th, 2009

InfoMover TaskSpace SnapView AVALONidm

TimeFinder RecoverPoint Data Protection Advisor NaviSphere AutoSwap AlphaStor VisualSRM EmailXtender Control Center PowerPath SourceOne RepliStor Networker VisualSAN

DatabaseXtender InfoScape Voyence SRDF Autostart Backup Advisor Retrospect eRoom Replication Manager GDDR SanCopy Backup Manager OnCourse TeraSAM CopyPoint CopyCross Solutions Enabler MirrorView

Invista Digital Asset Manager Atmos Information Rights Manager

 Overarching Strategy Information Infrastructure

 Issues & Imperatives: Integration across product lines

– Enterprise Storage Division (ESD) – RSA – Content Management and Archiving (CMA) – Storage Software Group (SSG) – Resource Management Software Group (RMSG) – Cloud Infrastructure Group (CIG)

 Objectives, Goals and Strategic Intent

 Model Based The Foundation for a Deterministic System Define and use common metadata abstractions that are meaningful to the business problem, and independent of implementation

 Policy Driven The Foundation for Compliance to Goals Define constraints on modeled system behavior consistent with objectives

 Service Oriented The Foundation for Flexible Integration and Orchestration Define software and hardware interface contracts that are standard and avoid special-case, point–to-point integration

SecuritySecurity

Information Infrastructure information growth complexity

Edgeless

Interaction Applications

Service- Semantic SecuritySecurity Oriented

Information Infrastructure

Policy-directed

 A massive web-scale information store – Petabyte scale – Global footprint

 Intelligent data management – Personalized by metadata and policy – Auto-configuring when capacity is added – Auto-healing when failures occur – Auto-managing content placement

 Cost compelling infrastructure – Modular hardware – Industry standard servers – User-serviceable components

 Inherent data services – Advanced metadata support – Geographic DR, data protection, archive – Indexing, compression, de-duplication, encryption – Powerful access methods

Web 2.0 Management

Services Putting it

ILM Information Security Infrastructure all together . . . Services Services Services Services

Orchestration Coordinated Workflows of loosely coupled information and infrastructure services based on policy governance

Services Information and infrastructure services delivered via an ESB

Models Behavior and relationships associated with abstracted information and infrastructure resources

Virtualization Virtualize both information and Semi-structured infrastructure resources Structured Unstructured Servers Storage Networks Information Infrastructure © Copyright 2009 EMC Corporation. All rights reserved. 49 So why did EMC choose Progress?

EMC looked at EVERY major SOA vendor over 2 ½ years of evaluation, collaboration and negotiation… In the end Progress Software’s Enterprise Software offerings, capabilities and technology clearly surpassed all of the other vendors.

 Best fit with EMC’s strategic Intent

 Best OEM vendor

 A Common Vision of the Future

Real-time Information Mastering … the Front-side to Information Provisioning

Enterprise Service Bus

Data Interoperability

Jo Lee Hayes Vice President, Enterprise Technologies January 29, 2009 About Sallie Mae

Helping millions of Americans achieve their dream of a higher education

• Nation's leading provider student loans – Comprehensive resource for the financial aid process – 10+ million active customers – U-Promise affiliate program manager $19B+ in 529 college-savings plans; $450M in rewards across 9.4 million members

• Formed as a government-sponsored entity (GSE) in 1972 – Fully privatized as of 2004 – Listed on the Fortune 500, employing 8,500 people nationwide

• Recognized – Top Innovator in IT – InformationWeek – 100 Best Corporate Citizens – Business Ethics – Top 30 Company for executive women – National Association of Female Executives

54 Evolution and Current State

SOA space is maturing; 10,000,000 Daily Trans with standards are peak of 15,000,000. Web Services are being emerging; WS is the 450 Atomic, Operational, developed, but teams standard and Composite Services don’t have approval to call communication protocol directly – have to go through AIA

DCR community wants access to services; IT • Complete AIA declines because of Modernization lack of control around • Enable mainframe • Web service calling AIA services. web service hosting rationalization • Define and publish • SOA approach complete and on- design patterns and going defined best practices • SOA Phase I • SOA compliance 350,000 Daily Trans SOA Strategy updated • Continue EDA Pilot automated completed • Model Sallie Mae’s (Governance, Service • Guidance available via Information the service repository Repository, Web Architecture Services) • Mainstream EDA • Continue service • Revitalize BPM • Event Driven repository and web Architecture (EDA) • Adopt an Information service adoption Architecture-based Sallie Mae built Pilot (FLIP) begins vocabulary its own message bus: AIA App Dev begins period web-based app development that requires call to mainframe logic. AIA becomes 55 primary enabler. Phase 1: Protect the Enterprise SLMA Implements Actional

ON! Custom Debt BPS CEBAM Management UoP Deal

Calculator Team Knowledge TTP Artiva/ Consolidation Integration/ Tools Svc EIP Imaging Workflow ERBP

IDT Wrapup ON! Documentum Brands Cares Service (on hold) Compliance Virtual (call center) Hold Desk

Customer Portal DCR UPromise YEA IVR

Waiting Design Development QA Production

56 Phase 2: Enable Enterprise Agility SLMA Embraces Progress’ EDA Vision and Technologies

• Improve business performance and quality through real-time situational awareness across the enterprise • Business areas can access any data they need via pre-defined event feeds, just waiting to be tapped. • Standardized business events – Discoverable – Unambiguous consistent format • Infrastructure required – ESB for collection and publication of events and data (Sonic) – Canonical event management for enterprise transformation (DXSI) – CEP engine to apply complex rules on events (Apama) 57 Where are we today?

Pilot Comparison Fraud Scoring Credit Data Load Credit Scoring Business •FACTA Compliance •Data Access for Analytical Purposes •Consistent, Policy Driven Credit •Reduce Fraud Related Losses (critical business need) Decision-Making Needs •Consistent, Integrated Fraud Detection •Reduce Default-Related Losses • Pilot Launch Options •Policy Driven Responses •Improve Pricing Policy •Optimal Leverage of Fraud Investigators •Increase Agility (new models/products) Rationale for The architecture: The architecture: The architecture builds on the Credit Data Load and additionally: Architecture •Needs to layer onto existing systems with •Supports the reuse of model transforms, minimal impact. merging logic, and information movement •Puts the business area in control of •Needs to leverage reusable mediation to across real-time and ETL-style applications. credit policy. integrate multiple sources of information. •Supports common event sources •Supports the ability to interrupt existing – Fraud Detection •Supports common event sources that that can be multi-purposed. system flows. can be multi-purposed. •Requires a highly scalable approach. •Needs to react to external events as •Puts the business area in control of fraud •Supports real-time data roll-ups. they occur (e.g. applicant accumulates policy. more debt prior to disbursement). •Supports the ability to interrupt existing system flows. •Needs to dynamically react to external events. Solution •Event sources: •Event sources: •Event sources: Assembly •CDC •CDC •CDC – Credit Scoring/Credit Load •Infrastructure monitors (e.g. web, •Application generated (long-term) •Infrastructure monitors (e.g. Elements ESB) •External (e.g. Axiom) web, ESB) •Application generated. •Event delivery channel •Application generated. •Event delivery channel •Information integration platform •External (e.g. credit bureau) •Information integration platform (Transformation, Correlation, Augmentation •Event delivery channel (Transformation, Correlation, Augmentation, , Common information model (e.g. •Information integration platform Common information model (e.g. ontology)) ontology)) (Transformation, Correlation, •Decision engine •Correlation engine Augmentation ,Common information •Correlation engine •Data warehouse/mart model (e.g. ontology)) – Loan Optimization (Portfolio Yield) •State persistence •Decision engine •Security platform (for the fraud system itself) •Correlation engine •Data warehouse/mart •State persistence 2 •Security platform

• Pilot Selection: Fraud EDA Pilot: Fraud Detection

Customer Data Weighted Fraud Elements – Validate EDA principals & machinery Fraud Fraud Origination 25 elements Score Directive System Fraud Data … - Current Data – Leverage Partnerships -New Data – Delivered VERY real business value

– FACTA Regulatory Compliance 6

•Pilot Results (so far)… Pattern Validation Predictive Extract Integrate Load – Clear Use Patterns emerging… Analysis

l de o M – Business value becoming clear 1. Load 2. Aggregate

3. Decision

Predict Analyze Decide Respond

58 7 Complex Event Processing (CEP) The Brains of the High Velocity Business

DR. JOHN BATES General Manager, Apama Division January 29, 2009 Principles of CEP-based Systems

. Treat any business update as an “event” . Enable users to rapidly define event- based rules to identify patterns indicating opportunities and threats to the business . Rules are loaded into a real-time engine that offers analysis and response with low latency . Engine is permanently connected to multiple event sources and destinations . Events can be captured and preserved in time-order for historical pattern analysis and root-cause analysis

. Treat any market update as an “event” . Enable users to rapidly build quantitative algorithms to identify trading opportunities and risk breaches . Rules are loaded into a trading system that offers real-time analysis and response with millisecond latency . Trading system is permanently connected to market data sources and trading venues . Events can be captured and preserved in time-order for backtesting and analysis

Transport & Logistics Gaming Fraud Detection Surveillance Manufacturing Energy Grid Process Telco Revenue Monitoring Assurance Monitoring

Real-Time Risk Market Surveillance Cross Asset Trading

Smart Order Routing Market Aggregation Real-time Pricing

Algorithmic Trading

Business Benefit: monitor telco billing of 7m subscribers across multimedia services to prevent revenue loss in real-time BSS Billing Core Network System Services UMMS

Network Voice/ Layer Video Data

Content

. Market share leader in CEP for Capital Markets

. Growing CEP solutions in other verticals . Telco, Energy, Transport & Logistics, Manufacturing

. Grew revenue 70% in FY’2008

. 100+ customer deployments

g n e e i n t c io e n im d n ics ad X R k y o o t r at r la -T g g i c s T F O a il l n r rau t l i eg S M e a i e F e g Solution o r v e ic n tec T o lg g r R r E e L A g u P D Accelerators A S

Apama Capital Markets Framework

Studio Event Developer Dashboard Modeler Environment Studio

CEP

Platform Event Event Correlator Store Enterprise Mgmt & Integration Monitoring Capital Markets Adapter Vertical Adapters Adapters Framework

Market Trends Customer Challenges . Higher velocity business event flows . How do I detect opportunities and . More voluminous, shorter-lived threats in real-time? transactions . How do I show the health of my . Rapidly changing market conditions business? . How do I accelerate deployment of new capabilities?

Roadmap Highlights

Enhanced New Accelerator Automated Enhanced CEP-ESB Releases, e.g. Multi-core CEP Integration Futures Spreader Scaling Debugger

London Boston New York

Hot Warm Developing

Stockholm Amsterdam London Eastern Toronto Paris Europe Chicago Bologna Seoul West Boston & Russia Tokyo Coast New York Madrid China Middle India Mexico East Hong City Kong Singapore

Sao Paolo Sydney Hot Melbourne Warm Developing

. Apama is proven in some of the most demanding markets . Apama leads the way in CEP . CEP RAD tools for both business and IT . CEP best practices . Comprehensive CEP product . CEP solution accelerators . CEP is at the “tipping point” . Taking our experience into new markets

CEP To Empower Advanced Automated Trading And Market-making John Ley, Managing Director & Co-Head, Automated Trading

CEP To Empower Advanced International Logistics For Shipping And Ports Management Paul Wieland, Manager, Maritime Logistics & ICT

January 29, 2009 John Ley, Managing Director Automated Trading Group TD Securities Evolution of Electronic Trading at TDSI - TDBFG

• Toronto-Dominion Bank and its subsidiaries are collectively known as TD Bank Financial Group. We have over $560 billion in assets, approximately 75,000 employees and about 17 million customers worldwide • We have four key business lines:

– TD Canada Trust – our Canadian Personal and Commercial Bank

– TD Bank – our U.S. Personal and Commercial Bank

– Wealth Management including TD Waterhouse and an investment in TD Ameritrade

– Wholesale Banking including TD Securities Evolution of Electronic Trading at TDSI - TDSI • TD Securities is headquartered in Toronto with offices around the world – including New York, London and Singapore – and regional offices in Montreal, Calgary and Vancouver • We’re aligned under three distinct pillars:

– Rates and Foreign Exchange including global sales, trading and origination

– Equity including global sales, trading, research, underwriting and distribution

– Investment Banking including advisory and underwriting services to corporations, governments and institutions on debt and equity financing, and mergers and acquisitions • And the backbone of our firm is Global Business Services, providing key infrastructure support and expertise in everything from finance to technology to regulatory requirements. Evolution of Electronic Trading at TDSI – ATG/Equity Options Market Making

• Quote 1,423 U.S. names representing 95% of tradeable universe and 100% of the Canadian universe. • Market maker on 3 U.S. exchanges covering 76% of listed equity option volume and the Montreal Exchange (all Canadian classes). • Internally developed quoting and risk management systems. • Internally developed and managed data centers, servers and network. • Low latency market data feeds and close proximity to major market centers. • Apama

– Trading variable management

– Stand alone proprietary strategies

– Enhanced execution Business and Technical Challenges Business Challenges • 3 Challenges

1) Update, improve and expand execution technology for Global Equity Derivatives.

2) Develop Automated Trading as a stand alone business in multiple markets across multiple asset classes.

3) Keep staffing lean as economic climate worsens worldwide. Technical Challenges • Integrate with:

• Market data

• OMS (Order Management System)

• 3rd part applications • Low latency and high throughput. • Strategy development cycle. • Scalable. Solution • Develop an in-house system.

• Already have experience with internally developed systems. • Use 3rd party platform.

• Performed comprehensive trial of various CEP providers. Why Apama? • Progress Apama quickly and efficiently tied in with our existing infrastructure. • Designed to be scalable and to adapt to new and changing technology. • Support is well-organized, knowledgeable and they have product experts for different systems. • Continually accept feedback and try to make their products better. • Ability to plug in C++ models • Cost efficient. Result • In a short period of time (approx 3 months) Apama tied into the existing infrastructure and “trial systems” were brought to market. • Existing execution systems were rapidly ported over to Apama and improved. • New cross product strategies have been quickly brought to market. • We were able to reduce head count in market making operation. • Cost effective. Order Latency Improvement

Apama Order Latency - 3.0 vs 4.0

80%

70%

60%

50%

40% Apama 4.0

Frequency Apama 3.0 30%

20%

10%

0% 5 101520253035404550 Response time (ms) Future Direction • Continue to improve upon execution abilities and adapt to market changes. • Addition of more strategies across more markets. • Additional improvements to market making. • Continue to push the limits of Apama and of Progress Apama.

Progress Software Analyst Day January 29, 2009

Paul Wieland Manager Maritime Logistics & ICT Royal Dirkzwager Contents

• About Royal Dirkzwager – Markets / Customers – Company strategy • Challenges – Business issues – Technical issues •Solution • Expected results • Future directions About Royal Dirkzwager

Founded in 1872 Royal Dirkzwager has developed into:

• The Maritime Information and Service provider for – North-west Europe – with a strong focus on the Port of Rotterdam

• Information: – Vessel characteristics – Ship’s position reports – ETA’s / ATA’s About Royal Dirkzwager Markets / Customers

• Public sector – Port Authorities – Port State Control –Customs – Sea Port Police – Coast Guard

• Private sector – Ship owners and agents – Terminals – Service providers (pilots, tugs, maintenance) About Royal Dirkzwager Company strategy

• High quality (real-time) information from multiple sources • Integration in Customers business processes • From data supplier to value added services • Geographic expansion Challenges Business issues

• Integration in Customers business processes – Berth planning for terminals – Employee planning for authorities and service providers • Globalization of Customers / Geographical expansion – From: focus on Rotterdam – To: focus on North-West Europe – And: to lesser extent worldwide coverage • Increasing importance of electronical position information – AIS (Automatic Identification System) – LRIT (Long Range Identification & Tracking) Challenges Technical issues

• Increase in data volumes: – Land based AIS network • Expansion and interconnection of networks – Space Based AIS • Orbcomm / Luxspace • World wide coverage –LRIT • World wide coverage

• From 200 position reports per second • To 1000+ position reports per second Increase of data volumes Geographical coverage by Dirkzwager AIS network Increase of data volumes Ships reported through Dirkzwager AIS network Increase of data volumes The effect of Space Based AIS Increase of data volumes The effect of world coverage by Space based AIS + LRIT Challenges Technical issues

• Increase in business rules (events + actions) – Number of business events – Number of resulting actions

• Increase of dynamics in business rules – Dirkzwager employees (business users) –Customers

• Customer self support – Customers can create business rules Solution Current architecture

• Monolithic, integrated, JAVA based system for collecting and processing AIS and LRIT data

• Strong dependencies – Database coupling

Complex business logic resulting in lots of IT work to add / modify business rules and actions

• Limited scalability

• Dirkzwager employees depend on ICT for modifications Solution New architecture

• SONIC ESB – Position report messages through the ESB –Services • GIS information • Apama for detection of business events and initiating actions • Action services Solution New architecture: overview Why Progress

• SONIC ESB already in place • APAMA fits in technically perfect with SONIC ESB • APAMA supports – Scalability – End user self-support (smart blocks) • Support by Progress –Training – Consultancy – Participation in project team Expected results

• Capability to handle different position report types • Scalable to handle large amounts of position reports • Dirkzwager employees can create / modify business rules Future Directions

• Processing of port related messages • Route advice and monitoring – Reduction in fuel consumption – Improved port arrival planning • Customers can create business rules Business Velocity and Data Infrastructure

JOHN GOODSON VP and General Manager Data Infrastructure January 29, 2009 Progress Data Infrastructure

ISV Applications / Corporate IT Applications

AIX Linux Solaris HP-UX Windows z/OS

Relational Data Mainframe Data Connectivity Integration Integration

ISV Applications / Corporate IT Applications

AIX LinuxConnecting… Solaris HP-UX Windows z/OS ANY application on Relational Data Mainframe Database Integration Integration Integration ANY platform to ANY data source

Web-based front-end to legacy applications Integration standardization for reduced complexity Centralized management and monitoring

DeliverBusiness retirement desire to get planning new servic solutionses to market via quickly, the Web provide by seamlessleveraging customer legacy experience data and across logic services within & existing networks, provide single view of customerapplications that allows up-sell / cross sell, reduce IT costs associated with 1200+ systems

TelstraLFG chose lowered Progress TCO to reduce while in improvingtegration risk reliability and cost usingby the standardizingTM Forum SID on industry Progress standard DataDirect to address for their enterprise data interoperabilitydata connectivity needs

• Transform fragmented data into a consolidated view of the truth • Provide reliable real time access to accurate, actionable information • Reduce costs for finding and accessing highly fragmented information • Reduce integration risk by using industry standards to achieve data interoperability • Provide IT agility necessary to capitalize on M&A or changing market conditions

New cloud-based services Enhanced customer experience Consolidated trouble ticketing

BusinessBusiness desiredesire to to get support new servic managementes to market quickly, of new provide cloud- basedseamless services customerwhile experience ensuring across seamless services & customer networks, provideexperience single viewespecially of customer around that allowstrouble up-sell ticketing / cross and sell, reduce IT costs associated with 1200+ systems service assurance. Telstra chose Progress to reduce integration risk and cost using the BTTM enabled Forum SID uniform industry policy standard management to address their and data consolidated troubleinteroperability ticketing with needs Progress DataXtend and Apama.

Products

CRM Inventory

Portal Orders

Billing

Products

CRM Inventory

Portal Orders

Billing

Products

CRMIndustry standard modelInventory based Centrally managed Distributed deployment

Portal Orders

Billing

Telecom

Financial Services

Insurance

Health Care

Market Trends Customer Challenges .Real time data integration .Fragmented data .Leverage industry standard data .Highly heterogeneous environments formats .Complex deployment scenarios .Increased system agility to meet .Data governance changing market conditions

Roadmap Highlights Today 2009 and Beyond

Data Connectivity Additional Standards Support Data Integration Cloud based data source support Agile data integration

. Market leading products connect any application on any platform to any data source

. Information interoperability critical to high velocity data provisioning

. Standards setting products meet growing customer data infrastructure requirements

. Unique ability to provide universal connectivity and interoperability

Stefan Van Overtveldt VP, Emerging Technology & Innovation January 29th, 2009 BT Global Services Overview

• One of 4 business units of BT • Present in 122 countries, Portfolio capabilities in 147 • Delivers Managed Services to large, multi-national global organizations in the areas of: • Networks • Data Center Services • Business Continuity, Security & Governance • Mobility • CRM • Key Priorities: • Lead 2 Cash : more rapid provisioning & delivery of services • Trouble 2 Resolve: quick identification, notification and resolution of service issues • Concepts 2 Market: delivery of differentiated services ahead of the market • As a Service provider, very focused on meeting the requirements of Cloud Services in the enterprise space: • Security & Trust • Data Management Integration • Outcome based SLAs • Regulatory Compliance • Service Aggregation Cloud Services – Virtual Private Clouds

• Definition: Subscription to and usage of Cloud Services that are delivered over a Virtual Private network, where the a virtual private instance of the service is based on a shared implementation, and an integrated SLA between the service and the delivery method, with business relevant metrics, is offered

Cloud Compute Extra (Virtual) DataCenter Service Capacity Provider

VPN

Cloud Organization A Applications

Internal SLA No SLA Service Management Integration in a Cloud Environment

• With so many moving parts, how can we deliver a business relevant SLA • Integrated Trouble Ticketing e.g. DWP • End user response time, numbers of transactions completed, …

Cloud Compute (Virtual) DataCenter Service Provider

VPN Service Management Integration, Aggregation & Exposure Cloud Organization A Applications

Internal SLA No SLA User 2 Machine e.g. SLA Compliance / User Machine 2 Machine SaaS provisioning WWW (SelfCare) Service mgmt reporting Interface (UI) e.g. WebSvcs / JMS

Service Level Policy Enforcement

Policy

Policy Analysis

Central Management System (CMS) Financial Policy Processing Processing

Abstraction

Complex Abstraction Complex

& & Data Event Data Event

Data Compute App / OS Storage CMDB WAN Policy LAN Policy Model Policy Policy Policy Peripheral Management System (PMS)

Application O/S

Compute Storage LAN LAN

WAN LAN BT cloud service management project: holistic architecture

PERIPHERAL MANAGEMENT SYSTEM (PMS) CENTRAL MANAGEMENT SYSTEM (CMS) PMS provides element data collection and ‘autonomic’ function but CMS provides a conscious and multi dimensional decision function and can governed by the CMS. be influenced by external input (via UI and CCS).

CENTRAL COMMUNICATION SYSTEM (CCS) CCS provides homogenous connectivity internal and external to the domain. Bob Allen Assistant Vice President Enterprise Data Services

122 IntroductionIntroduction toto LincolnLincoln FinancialFinancial

 Lincoln National Corporation, which operates as Lincoln Financial Group, has been serving the financial needs of it’s customer since 1905.

 Publicly held company listed on the NYSE as LNC

 Merged Jefferson Pilot Financial with Lincoln National Corporation in early 2006, branding the new company Lincoln Financial Group.

 Full-service financial services enterprise

 Broad product portfolio

 Strong distribution network

 Strong financial flexibility

123 LincolnLincoln FinancialFinancial StrategyStrategy

 Leader in Retirement Income Security

 Become the Premier Provider of Retirement Planning Solutions

 Utilize Web Browser Based Front-End Technology

 Leverage Legacy Data and Legacy Logic within Existing Applications

 Reduce the Number of Disparate Technical Solutions

 Choosing Standard Technologies and Implementing them across the Enterprise

124 TechnicalTechnical EnvironmentEnvironment

 Windows – Oracle

 New Business

 Actuarial

 Outward Facing – Web Based

 Financials

 SUN – Oracle

 Retirement Services (401k, 403b)

 Financials

 SAP

 Scheduling,

 Architecture

 CTI

 HP – Oracle

 HR Benefits  Mainframe:  Group Quoting and Administration  Group Claims  Three IBM Mainframes Running several  Outward Facing – Web Based Legacy Applications: Policy, Agency, claims  SOA and Financials accessing DB2, IMS, IDMS, S2K and VSAM  AIX – Oracle  Automated Workflow Distribution  GSO1 (Legacy Jefferson Pilot Financial)  Securities W03 972 MIPS  Future Migration Path  GSO2 (Legacy Lincoln, 2)  Windows – SQL Server, UDB U03 772 MIPS, W04 1294 MIPs, Sysplexed  Repetitive Payment System – Individual Claims

 Product Modeling

 Compensation Modeling 125 CurrentCurrent ConnectivityConnectivity

 GSO1: (Legacy Jefferson Pilot Financial)

 DataDirect SequeLink via the SequeLink JDBC and ODBC Client thru the SequeLink

 Started task on the Mainframe to DB2 and DB2 Stored Procedures

 We are using 15 Started Tasks Segregated by Application usage

 GSO2: (Legacy Lincoln, 2)

 DB2 Connect – Personal Edition, Client Side

 1 Application uses DB2 Connect Gateway Enterprise Edition

126 TechnologyTechnology IssuesIssues && ChallengesChallenges

 Need Enterprise Solution

 Many Points of Failure

 Non-Standard Installs

 Multiple Versions Client and Homes

 Oracle

 DB2 Connect

 Poor Performance

 Instability

 Data Integrity

127 TechnologyTechnology IssuesIssues && ChallengesChallenges

 Need for Centalized Management

 Enterprise Monitoring and Alert Notification

 No Integration Standardization – multiple product deployments resulting in:

 Complex architecture

 Redundant hardware gateway deployments

 Increased number of resources to support & manage deployments

 Increased expenses

 Maintainability

 Client library dependency

 Version control 128 WhyWhy ProgressProgress DataDirectDataDirect??

 Vendor Stability  Faster Time to Market

 Long term vendor relationship –  One product, one deployment

proven track record  Unified standards-based platform to  Business Assurance support current and future needs

 Ability to maintain integrity of  Business Assurance

critical business applications  Comprehensive real-time monitoring  Lower TCO and tracing

 Easier administration  Resource management

 Standardization on one driver  Improved mainframe TCO

addressing multiple integration  No reliance on mid-tier gateways – requirements: native mainframe deployment

 Oracle ODBC/JDBC  Direct data integration

 UDB JDBC  Lower cost due to reduced complexity  MS SQL Server ODBC/JDBC  Eliminates multiple points of failure

 Support for zIIP specialty engines

 Exploitation for DB2 and beyond 129 TheThe FutureFuture

 Standardize on Progress DataDirect

 Connect

 Shadow

 Reduce the Number of Technologies

 Consolidate Server Technologies to the AIX Platform

 GSO1 – Completion Q1 2009

 GSO2 – Completion Q4 2009

130 Integration Infrastructure The Backbone of the Business Acceleration Architecture

KENNETH RUGG V.P. and General Manager, Integration Infrastructure Business Acceleration Solutions Delivering Immediate Value

Real-time Zero Fraud Downtime Detection Integration & Prevention

Real-time Application Business Modernization Visibility

Capital Markets SWIFTNet Algo Trading Messaging

Progress Portfolio Business Multi-Site Transaction Integration Assurance

“With so many moving parts, including more than 1,000 transactions per second on our websites, visibility into how business processes are doing and the ability to troubleshoot are paramount.”

- Eric Norman, Director of Enterprise Architecture Intercontinental Hotel Group

Instant Self Unified Gratification Service Experience Provisioning while Online bill payment Triple play customer is in-store Mobile recharge Quad play

Transaction 5 – Repair and Fails Resend

1 – Failure 4 – Message Compare / Detection Contrast

Enterprise Enterprise Service Bus Messaging

SOA Data Management Interoperability

Complex Mainframe Event Integration Processing

Business App. Platform Data Access

Market Trends Customer Challenges . Increasing transaction volumes . Quality assurance in complex SOA . Rising customer expectations projects . Growing interest in SaaS . Self-service management for SaaS deployment models environments

Roadmap Highlights Today2009 Beyond

Security & Full Lifecycle Pervasive distributed Performance Service Assurance Infrastructures

. Actional 8.0 Diagnostics . Testing and validation . Free download to seed market . Based on Mindreef

. Actional 8.0 Enterprise . Full lifecycle of service assurance . Business Transaction Assurance . Reach new customers through partnering (e.g., EMC, Software AG)

Market Trends Customer Challenges . Growing transaction volume . Reduced budgets . M&A activity . Securing enterprise support for . Adoption of open source open source deployments frameworks . Modernization of legacy integration architectures

Roadmap Highlights Today2009 Beyond

Enterprise Enterprise Service Bus Messaging

SOA Data Management Interoperability Best-in-Class OSGi Light Weight Open Source Registry/ Mainframe Integration Repository Integration ESB Container Expansion Business Complex Process Event Management Processing

. H2: Sonic ESB incorporates Artix for service enablement . OSGI lightweight container . .NET connectivity . Improved native C++ integration

. H2: Artix ESB becomes standalone Sonic service enablement product . Focus on small-scale deployments . Improves support for simple integration projects

. Apache provides popular integration infrastructure projects . Project expertise and influence . FUSE community

. FUSE is enterprise-ready open source . Tested and certified . Eclipse-based tooling . Support, training and consulting offerings

. Sonic will begin to use FUSE as its technology core in 2009 . Example: OSGI container

. FUSE Open Source Products . Highest quality baseline functionality . Broad appeal

. Traditional Licensed Products . Specialized capabilities . Highly differentiated . Targeted business solutions

Sabre Technology Direction Mike Hiett Senior Principal Enterprise Architecture in the Chief Technology Office January 2009 Confidential About Sabre

405 airlines 53,000 hotels

52 car rental companies 33 railroads

29 tour operators 9 cruise lines

Confidential 144 Sabre’s Technology Scale

500500 million+million+ Transactions every day 6161 millionmillion Transactions every day via Web Services 11 millionmillion Transactions every minute 100,000+100,000+ Agency Computers accessing Sabre travel content globally 32,00032,000 Transactions – every second (peak) 2424 hourshours Every day – 7 days a week Number one provider of Travel Technology 11products and services

It’s always peak hour somewhere in the world Confidential 145 Sabre Technology Drivers Cost Reduction • Standards & Re-use

Stability • Up-time critical

Flexibility • Rapid industry change

Confidential 146 Sabre’s Technology Evolution

60’s – 90’s 2000 - 2006 2006 -

Legacy TPF Home-grown SOA Open SOA

2-Tier Architecture 3-Tier Architecture n-Tier Service Architecture Mainframe Hosting Open Systems Hosting Open Systems Hosting Ad-hoc Content Access Improved Content Access Open Content Access No Services Architecture New Services Architecture Open Services Architecture

TPF Platform Standard No Platform Standardization Platform Standardization TPF Instrumentation Ad-hoc/Std Instrumentation Standard Instrumentation TPF Reporting Ad-hoc/Std Reporting Standard Reporting

Confidential 147 Sabre’s ESB Selection Process