Camunda Compared to

Alternatives

August 2024 camunda.com

2 Contents

Contents

Introduction: The Need for Process Orchestration 3

What Matters When Choosing a Process Orchestration Solution 4

The Automation Landscape 5

Process Automation Tools 6

Monolithic Automation Platforms 7

Microservices Orchestrators 9

Integration Platforms as a Service (iPaaS) 10

Task Automation Tools 11

Transformational Process Orchestration with Camunda 13

Conclusion16

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3 Introduction: The Need for Process Orchestration

Introduction: The Need for Process

Orchestration

Processes are the algorithms that determine how an organization

runs. They define how teams work together, how the organization
works with partners and suppliers, and how it delivers value to
its customers. More and more, organizations are recognizing that
in order to deliver better customer experiences, keep up with
competitors, streamline operations, and improve their bottom line,
they must automate the processes that are core to their business.
This is the digital transformation imperative: embrace automation
today or go out of business tomorrow.

Consequently, organizations have adopted a wide variety of tools

and technologies to automate every aspect of the business. This
includes solutions for customer relationship management (CRM),
enterprise resource planning (ERP), robotic process automation
(RPA), IT service management (ITSM), and more. Many of these
solutions can deliver quick wins for the business because they
automate tasks that were previously done manually. However, when
they’re pushed beyond their intended capabilities or implemented
in a disjointed way, they trap value in business silos. This leads
to technical and organizational debt, with a diminishing return on
investment. The organization loses sight of processes and leaders
don’t have the insights they need to sustain digital transformation.

Process orchestration eliminates silos of trapped value by enabling

teams to coordinate the tasks that make up an end-to-end business
process in a single process flow. Process orchestration is often
compared to the role of a conductor in an orchestra, who makes
sure everyone performs at the right time — they tell the musicians
when each instrument needs to play to ensure that the song
sounds as it should. The process orchestrator is the “conductor”
of a process, coordinating and managing the interactions and
dependencies of all the tasks in the process, be they manual or
automated.

While CRM, ERP, RPA, and ITSM tools have some process
automation capabilities, they don’t compare with a dedicated
process orchestration solution. This paper analyzes popular
categories of automation tools and discusses how well they satisfy
the qualities that are required to orchestrate business processes
from end to end.

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4 Introduction: The Need for Process Orchestration

What Matters When Choosing a Process Orchestration Solution

There are many factors to consider when ▪ Standards-based collaboration:

choosing a process orchestration solution. It uses open standards to facilitate
Start by evaluating the complexity and communication and alignment between
anticipated volume of the business pro- business technologists, low-code
cesses that are most critical to automate. developers, professional software
If you’re looking to automate a single use developers, and anyone else who is a
case, also consider long-term usage and stakeholder for business processes.
what that might entail. Then, consider po-
tential collaboration points between soft- ▪ Developer friendliness: It doesn’t
ware developers, low-code developers, and require software developers to adopt
business stakeholders. Many automation a vendor-specific way of working,
tools partially or fully deliver the following but instead meets them in their
capabilities, but a robust process orchestra- comfort zone by fitting into both their
tion solution will check all of the boxes. development toolkit and application
architecture.
▪ End-to-end process orchestration:
The solution can orchestrate every ▪ Flexible architecture: Its components
automated and manual task in are designed to work together
an e
­ nd-to-end business process seamlessly but can also be used
across endpoints such as APIs, indepen­dently, with easy integration
microservices, RPA bots, IoT devices, into enterprise tech stacks. It offers ­
and AI/ML tools. on-premise, cloud, and hybrid
deployment options.
▪ Support for long-running processes:
It has technical capabilities such ▪ Low total cost of ownership:
as state persistence, which are Open standards, developer friendliness,
needed to manage business processes and flexible architecture combine
that run for hours, days, weeks, or to reduce the implementation cost
even longer. for automation projects and keep
ongoing maintenance and improvement
▪ Process analytics and optimization: costs low.
It provides actionable insights
based on real-time and historical ▪ Highly scalable and resilient:
process data, with features that help It leverages cloud-native technology to
teams identify bottlenecks, analyze scale process volumes and to provide
performance issues, and continuously resilience against unplanned downtime
improve processes. and data loss.

▪ One model approach: It uses a

consistent process model visualization
across design, monitoring, and
improvement activities.

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5 The Automation Landscape

The Automation Landscape

Process Monolithic Task

Microservices
Automation Automation iPaaS Automation Camunda
Orchestrators
Tools Platforms Tools

End-to-end process
orchestration

Support for long-­

running processes

Process analytics
and optimization

One model
approach

Standards-based
collaboration

Developer
friendliness

Flexible
architecture

Low total cost of

ownership

Highly scalable
and resilient

full support partial support

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6 Process Automation Tools

Process Automation Tools However, many process automation tools don’t

provide integration or software development
When looking to increase the level of capabilities that are flexible enough to
automation across important business accommodate a wide variety of business use
processes, most organizations adopt a process cases. Connectors for popular tools are useful
automation tool. These tools originated in until they need to be customized or extended;
the world of business process management if the connector is built in a proprietary way or
(BPM), which started as a way to model and is simply a “black box” that can’t be changed,
execute straightforward, repeatable back-office then teams have to wait on the tool’s vendor to
processes. Today, these tools enable teams to deliver the functionality their processes require.
model, execute, manage, and analyze processes If the tool requires custom code to be written
at all levels of complexity, making them a key in a specific programming language — or even a
enabler of digital transformation. less capable scripting language or a proprietary
language — then developers might not be
Process automation tools excel at executing able to use the development standards that
long-running business processes that combine have been established for their team. This can
automated tasks with tasks that must be done lead to a skills gap and the need to outsource
by people (also known as “human tasks”). They process automation work, which can further
provide operations teams with capabilities to slow down digital transformation initiatives.
manage processes in production, including
features for troubleshooting and resolving
problems — for example, editing a process Not highly scalable or resilient
variable that contains corrupted data or
migrating a running process to a new version of The process automation tools that are on the
the process model. Process automation tools market today vary in their ability to deliver
are able to provide extensive analytics because highly scalable, highly resilient automation.
they manage all aspects of process execution Most tools rely on a central database to
from start to finish. store information about the status of running
processes — a technical challenge known as
Typical use cases for process automation tools “state persistence” or “state handling.” Reading
include: from and writing to a single database results
in a performance bottleneck that precludes
▪ Back-office processes such as accounting high-volume use cases such as instant global
reconciliation and invoice processing payments and stock trade matching and
settlement. Scaling throughput capacity by
▪ Cross-industry use cases such as customer adding workflow engines and databases costs
onboarding and data management computing resources, makes infrastructure
operations hard to manage, and introduces
▪ Industry-specific processes such as loan significant challenges around process
origination and retail returns processing management and reporting.

Challenges

Inflexible architecture and integration

Process automation tools require robust

integration capabilities because they need
to trigger various task automation tools
to execute the tasks that make up a business
process. These tools must also accommodate
custom software development work, because
it’s overwhelmingly common for complex
business processes to require some amount
of custom code.

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7 Monolithic Automation Platforms

Monolithic Automation Platforms

Monolithic automation platforms are sold as all-in-one solutions for
designing, executing, managing, and analyzing business processes.
They also offer adjacent capabilities such as process discovery, low-
code user interface creation, and connectors for popular enterprise
tools. The defining quality of these platforms is their architecture;
they’re built as monoliths, meaning that organizations must
implement the whole platform instead of choosing the components
that best fit each business and technical use case.

There are three main categories of monolithic automation platform:

Traditional monolithic automation platforms originated in the

world of business process management suites (BPMS). They offer
similar functionality to process automation tools; they include
process design and management features, they support decision
automation or business rules, and they often include tools for
building forms and other basic user interfaces.

Modern monolithic automation platforms have emerged as

vendors add process automation capabilities to products that were
originally designed for purposes such as customer relationship
management (CRM), IT service management (ITSM), and personal
productivity.

Low-code application development platforms (LCAPs) enable

people who aren’t professional software developers to build
applications. These applications often execute a limited number
of tasks as part of a larger, end-to-end business process, although
some LCAPs do support simple process automation within the
platform itself.

Typical use cases for monolithic automation platforms include:

▪ IT help desk processes

▪ Sales and marketing campaign automation

▪ Accounting and finance processes

Challenges

Inflexible architecture

As the term “monolith” implies, these platforms are architected

as a single, black-box application as opposed to a collection of
components or microservices that can operate independently. This
monolithic design has a ripple effect on many aspects of process
automation. It increases development effort, increases the risk that
the wrong thing is built, and results in a high total cost of ownership.

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8 Monolithic Automation Platforms

High development effort transparent and portable, without sacrificing

the type of user-friendly process visualization
Complex business processes almost always that enables cross-functional collaboration.
require some amount of software development
work to reach a high level of automation.
Software developers are most productive High total cost of ownership
when they can write code in the programming
languages they know, using the development Automation monoliths lock organizations into
and testing tools that they already have set up. a proprietary process automation design and
Most, if not all, automation monoliths require execution environment. Organizations that
users to use proprietary tools to design and adopt automation monoliths require extensive
implement processes. This means developers’ consulting hours from specialists who know
time is wasted as they have to learn to use how to use the platform. This doesn’t just
these proprietary tools instead of their own cost time and money up-front; it also creates
development toolset. In addition, developers maintenance headaches when automated
have to continuously maintain this knowledge, processes need to be updated or expanded.
which can lead to a lack of sufficiently skilled
team members in the organization. The black-box nature of automation monoliths
means they’re often sold as packages that
When working with automation monoliths, contain many automation features that are
technical teams can’t see inside the black adjacent to process automation features. This
box to understand exactly how it executes packaging can be a double-edged sword; while
processes, which means software developers it can reduce overall licensing costs, it locks
are often stuck reverse-engineering automation the organization into using the monolith’s
code. Connectors for automation monoliths implementation instead of facilitating the use of
tend to be built in a proprietary way, making it best-of-breed tools.
hard to customize or extend the way endpoints
are integrated into processes.

No standards-based collaboration

Automation monoliths enable collaboration

by providing drag-and-drop tools for building
processes and decisions (also known as
business rules). However, process visualization
is only one piece of the puzzle; for a workflow
engine to actually execute a process, it must
contain code that can run. Some of this code
is generated by the automation monolith
itself, but it doesn’t take much complexity for
a business process to require custom code
as well.

When processes and decisions are built

using proprietary tools, there’s little to no
transparency for the software developers who
need to make the process executable. It also
means that processes can’t easily be exported
from one tool and imported into another. In
contrast, open standards such as Business
Process Model and Notation (BPMN) and
Decision Model and Notation (DMN) are fully

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9 Microservices Orchestrators

Microservices Orchestrators Human work is another factor. For example,

imagine a microservices-powered loan
Microservices are fine-grained, autonomous, origination process that requires a lending
loosely coupled services that are organized officer to manually review the documentation
around business capabilities and work together for applications who have multiple financial
to achieve specific business goals. Although risk factors. To achieve complete visibility for
microservices operate independently, there’s that process, this manual work and all
usually an implied business process that automated work must be represented in a
requires each service to be invoked at the right single process flow.
time and under the right conditions.

That’s where microservice orchestrators come Limited collaboration features for

in; they coordinate work across microservices different types of users
to ensure that the business goal is achieved,
without forcing services to become tightly The nature of microservices — including the fact
coupled or dependent on one another. They that they operate in a loosely coupled way —
provide a layer of process visualization and means that microservices orchestrators are
execution on top of microservices, making it heavily geared toward the needs of technical
easier for teams to understand, troubleshoot, users such as software developers and IT
modify, and improve business processes operations staff. While many microservices
without requiring them to compromise on orchestrators use open standards and modern,
microservices design principles. widely adopted protocols, they don’t offer many
features that enable collaboration between the
Microservices orchestrators can be used for teams that build and deploy microservices and
any use case that invokes multiple services to the subject matter experts on the business side
achieve a business outcome. They’re suited to of the organization.
environments where all monolithic business
applications have been broken down into For example, microservices orchestrators
discrete services, and the way those services usually lack a graphical representation of the
must work together is well-understood. process model that business users can view
However, they’re normally used by software and modify on their own. If the orchestrator
development or IT teams — not by the business. does have a graphical editor for process models,
it often doesn’t have the same graphical
representation for process monitoring or
Challenges reporting. If there is a visualization, it reflects
code, and can’t be modified without editing
Orchestration for microservices only code. This makes it hard for business users to
be involved beyond process design into process
Microservice orchestrators are purpose-built management and improvement. It also means
to address the challenges of coordinating that IT resources are required to troubleshoot
and managing many autonomous services, issues with running processes.
especially in high throughput scenarios that
require dynamic scaling of resources. However,
it’s very rare for all of an organization’s business
processes to be made up of microservices and
only microservices. Most organizations have an
IT landscape that contains monolithic business
applications, legacy systems, multiple user-
facing front-end applications, and more.

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10 Integration Platforms as a Service (iPaaS)

Integration Platforms as a High total cost of ownership

Service (iPaaS) iPaaS vendors often charge based on resource
consumption — for example, number of
Integration Platforms as a Service (iPaaS) connectors used, number of integrations
address the need to move, copy, synchronize, deployed, or amount of data that the tool
and manipulate data as it flows between many processes. Consumption-based pricing can be
different systems. They act as “glue” between advantageous for small teams or organizations
systems across the enterprise, enabling teams that have a limited and predictable need
to integrate technologies on a point-to-point for iPaaS functionality. But consumption-
basis. iPaaS tools offer pre-built connectors for based pricing doesn’t scale well for large
a wide variety of software products, along with organizations or for new projects with
capabilities for transforming and mapping data unpredictable throughput. The need to strictly
as it passes between systems. control pricing can prevent organizations
from rolling out iPaaS capabilities to all teams
Although iPaaS tools focus on point-to-point because of the fear that they’ll quickly lose
integration, many of them support some control of iPaaS spend. In cases where pricing
level of process modeling and execution to is negotiated beforehand, iPaaS can still result
enable teams to visualize the flow of data in a high total cost of ownership; for example,
between systems. Rarely, iPaaS tools support in situations where extensive training and
the Business Process Modeling and Notation consulting is needed to get automation projects
(BPMN) standard for process design. into production.

Typical use cases for iPaaS include:

▪ Synchronizing data between enterprise

resource planning (ERP) and customer
relationship management (CRM) systems

▪ Connecting ecommerce software to

accounting platforms

▪ Processing large amounts of data from

Internet of Things (IoT) devices

Challenges

Lack of end-to-end process orchestration

iPaaS tools are primarily focused on cross-

system integration and data management rather
than process automation, which prevents them
from orchestrating business processes from
end to end. For example, they offer little to no
support for processes that combine automated
tasks with work that has to be done by people
(often called “human tasks”). They also
lack support for sophisticated workflow and
process execution patterns, such as an external
task pattern where workers retrieve (“pull”)
automated tasks from the workflow engine
instead of waiting for the engine to push tasks
to them.

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11 Task Automation Tools

Task Automation Tools Process Orchestration

and AI
Task automation, also known as local
automation, is the use of software to Artificial intelligence (AI) and machine
automatically perform certain tasks without learning (ML) offer a wide variety of
human intervention. Task automation is possibilities for enhancing process
necessary to automate the many individual automation and orchestration. Here are
tasks that make up an end-to-end business just a few.
process. Process orchestration coordinates
the execution of tasks throughout the process AI-powered copilots help boost
flow. When an organization combines task productivity for both business and
automation with process orchestration, they IT users by intelligently suggesting
can achieve process automation. actions they can take when building
processes. A copilot provides a fast-
Point solutions automate a specific type of task. track to orchestrated processes by
For example, intelligent document processing speeding up the design phase and
(IDP) tools can read data from PDFs and other providing immediate feedback to users,
digital document formats. Workload automation preventing process design errors that
tools, also known as service orchestration and might otherwise only be detected in
automation platforms (SOAPs), can provision production.
and manage infrastructure resources (such as
Kubernetes clusters). Intelligent processes help teams get
the most out of AI/ML tools and services
Robotic process automation (RPA) tools by providing the toolset to orchestrate
implement a specific type of task automation: them in the same way as other process
they use screen-scraping to simulate mouse endpoints (including human work).
and keyboard actions in order to automate In particular, intelligent processes
tasks within legacy systems that don’t have an enable teams to orchestrate generative
API. RPA tools are a popular choice for low- and predictive AI functionality in a
code developers and business technologists combined process. Operationalizing AI
who own processes that require legacy systems. in this way helps organizations build in
critical governance for the use of AI and
Typical use cases for point solutions and RPA data.
tools include:
Autonomous process intelligence
▪ Processes that require interaction with uses AI/ML to uncover hidden value in
mainframe systems an organization’s most critical end-to-
end business processes. It identifies
▪ Document-driven processes such as invoice opportunities for increased automation
processing and drives continuous improvement of
automated processes.
▪ Email, chat, and SMS automation

▪ Cloud infrastructure automation

Learn More

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12 Task Automation Tools

Challenges Not highly scalable or resilient

Lack of end-to-end process orchestration Point solutions and RPA tools are designed to
execute one task at a time, which poses issues
Task automation solutions are designed to au- as process volume increases. To increase
tomate one piece of work at a time, so the con- task execution capacity, teams have to add
cept of “process” isn’t built into them. That more instances of a tool or, in the case of RPA,
is, the solution isn’t aware of tasks that have more bots. This can lead to rapidly escalating
already been executed and it can’t make a deci- operations costs and an implementation
sion about what task should be executed next. that’s brittle and prone to failure. RPA bots in
particular can easily break when the systems
Some task automation tools can trigger they interface with change.
a next action — a capability that teams can
leverage to chain together a series of While scalability and resilience are challenges
automated tasks. However, chaining automated for task automation, organizations can use
tasks is incredibly limited when compared process orchestration to mitigate the impact of
to true end-to-end process orchestration. It task slowdowns and failures. A robust process
doesn’t make the process visible, it can’t orchestration solution supports processes that
be used to implement even minimally complex have built-in timers, timeouts, and fallback
processes, and it doesn’t lead to the process- flows, which ensure the process isn’t stuck
level insights that help teams evaluate and waiting for a response from a point tool. This
improve process performance. can ensure that the customer still has a good
experience, even if every task wasn’t executed
as intended.
No support for long-running processes

When looking at a process from the business’

point of view — that is, where business owners
consider the process to start and end — it’s
common to have business-critical processes
that run for hours, days, weeks, or even longer.
Imagine a mortgage application; it takes
some time to complete, involves processing
large amounts of sensitive data, and is strictly
regulated by government entities. Keeping track
of the status of a mortgage application, along
with all relevant data and an audit trail, is a ­
non-negotiable business requirement for a
financial institution.

Keeping track of status is also a significant tech-

nical challenge known as “state persistence”
or “state management.” State information has
to be stored somewhere, whether in a central
database (as traditional process automation
tools do) or in a modern, event-source way
(as ­Camunda’s workflow engine, Zeebe, does).
Point solutions and RPA tools don’t have the
capability to store this information or to access
it at the right time — for example, when the
mortgage applicant signs the closing paper-
work for their new house. Without the ability
to persist state, these tools cannot implement
long-running business processes.

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13 Transformational Process Orchestration with Camunda

Transformational Process technical challenges such as state persistence,

Orchestration with Camunda data correlation, and timeouts. BPMN also
facilitates monitoring, alerting, and reporting
on the process level, which are key features for
End-to-end process orchestration managing long-running processes.

Most organizations use hundreds or even thou-

sands of off-the-shelf and homegrown appli- Process analytics and optimization
cations to execute core business processes.
Therefore, when mapping a complete business Most automation tools provide some level
process from start to finish, it’s likely that the of reporting about the data they collect,
process spans multiple systems or services, often including dashboards with graphs that
fragmenting the process into different parts that visualize data. However, these reports are
are executed in isolation. This fragmentation limited to the tasks that the tool executes
causes a lack of visibility, integration, and con- itself; they lack the context of the end-to-end
trol of the end-to-end process, slowing down or business process that invoked those tasks,
even preventing effec- which means teams have
tive troubleshooting, an incomplete picture of
reporting, and analysis. process performance. This
incomplete picture makes
Camunda orchestrates it difficult or impossible
both automated and to identify bottlenecks
manual tasks across and other areas where the
end-to-end business organization can take action
processes, no matter to improve processes.
how many applications
or systems are involved. Camunda orchestrates end-
to-end business processes,
and thus can access a
Support for long- 360-degree view of process
running processes execution data. This data
results in a deep set of
Many organizations have analytics, complete with
business processes that intuitive visualizations and
can run for hours, days, heatmaps that are useful for
weeks, or even longer. both technical and business
Long-running processes stakeholders.
present a variety of technical challenges, such
as tracking the state of a process, correlating all
activities and data related to the process, and One model approach
triggering timeouts. Also, long-running process-
es often lead to additional business require- Camunda’s “one model” approach means
ments; for example, if the payment for an online users work with a consistent process model
order fails, the customer might be allowed a visualization across design, monitoring, and
certain number of days to retry with a different improvement activities. At design time,
payment method. business and IT users use BPMN to build visual
representations of complex business processes
Camunda process orchestration is based on that are executed directly by Camunda’s
the ISO-standard Business Process Model workflow engine, Zeebe. When monitoring
and Notation (BPMN), which allows teams to running processes, users see information about
design processes that are both graphical and process status and incidents overlaid on the
executable. BPMN has built-in support for long- same model, so they don’t have to interpret
running processes; it automatically handles technical performance data or decipher server

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14 Transformational Process Orchestration with Camunda

logs. Reports show historical process execution functional limitations, software developers have
data with the same visualization, including to learn the vendor-specific way of automating
heatmaps that provide an intuitive way to tasks, which takes time and can lead to
understand process performance. implementations that aren’t optimized for
performance, maintenance, or stability.
The one model approach enables business
users to be involved in the entire process Camunda is designed with developers in mind,
lifecycle, instead of being limited to so they can quickly start automating processes
collaboration during design time. It also eases without learning a vendor-specific development
cross-organization information sharing and framework or being forced to use a proprietary
reporting to regulatory organizations. IDE. Teams can use the type of environment
they’re familiar with when creating, testing,
and operating the applications they develop.
Standards-based collaboration For example, they can work in their preferred
code editor, program in the language they like,
Bridging the gap between IT and the business store their code in a version control system,
is a challenge for every organization, especially automatically test their code, implement
with process automation playing a key role continuous integration, and manage their
in digital transformation. Business and IT containerized applications on a platform such
stakeholders often have different goals, as Kubernetes. There’s no need to adjust to a
incentives, and priorities, and these differences Camunda-specific way of working.
tend to slow down communication, prevent
alignment on project priorities, and cause
implementation errors. Flexible architecture

Camunda uses the globally recognized Monolithic automation platforms — and even
standards of Business Process Model and some process automation and iPaaS tools — are
Notation (BPMN) and Decision Model and provided as a tightly integrated set of tools or
Notation (DMN) to bridge the gap between IT components that cannot be unbundled. They
and the business. Standards are a common promise that organizations can use the tool to
language that all stakeholders can speak, so do everything needed to automate business
nothing is lost in translation between business processes. In reality, this closed architecture
requirements and technical implementation. approach locks the organization into the
BPMN and DMN allow business users to create vendor’s product, reduces deployment options,
visual process diagrams and decision tables, and hinders integration with other IT systems.
while also allowing technical users to round
out the technical implementation of automated Organizations need the full flexibility to control
processes and decisions by editing the each part of their automation technology
underlying code. stack. Camunda offers the best of both
worlds: loosely coupled components that fully
integrate with one another, yet are designed
Developer friendliness to integrate seamlessly into an existing
technical architecture to create a composable
Many automation tools, particularly automation solution. For additional flexibility, Camunda
monoliths, take a vendor-specific approach components can be deployed to on-premises
to application development with the goal of infrastructure, to public or private clouds, or in
minimizing the amount of code that needs to a hybrid configuration. Camunda also offers a
be written. However, core business processes hosted SaaS option that provides fast, massive
are complex and require bespoke solutions, scalability for high-volume, high-performance
so organizations run into trouble as soon as use cases.
they need to implement requirements that are
outside the realm of what their automation
tool supports. To work around technical and

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15 Transformational Process Orchestration with Camunda

Low total cost of ownership The Process Orchestration

Maturity Model
Many factors contribute to a product’s total
cost of ownership: licensing, training courses, Over-investing in automation tooling
the initial development period before moving without a process orchestration
to production, the turnaround time for changes strategy creates compounding technical
and new developments, hiring consultants for debt, trapped automation value, and
projects that internal teams can’t complete, a diminishing return on investment.
the cost of the infrastructure needed to run the While the business might initially
product, and so on. Many automation tools have benefit from quick wins that these tools
a reputation for high total cost of ownership due deliver, it still takes a lot of effort and IT
to long ramp-up times (sometimes measured resources to integrate a variety of tools
in years), ongoing consulting fees, and high into end-to-end business processes.
infrastructure costs.
Process orchestration is key to
Camunda approaches total cost of ownership avoiding technical debt from disjointed
from several angles: automation tooling. Organizations
can use the Process Orchestration
▪ Camunda’s developer-friendly approach Maturity Model to analyze their ability
and use of open standards makes it easy to execute a process orchestration
to get started and reduces time-to-value strategy across a number of different
because the IT team doesn’t have to success factors. ­Improving maturity
spend time learning a vendor-specific helps teams overcome the technology
development framework or proprietary and people c­ hallenges that stand
development tools. in the way of meeting the business’
­automation goals.
▪ Camunda’s open architecture allows teams
to choose which components to use, so
they can easily integrate Camunda into the
organization’s existing tech stack. Explore the Model
▪ Camunda is a lightweight solution that
requires few infrastructure resources, and
that can run on premises or in a public,
private, or hybrid cloud.

Highly scalable and resilient

Camunda’s next-generation workflow en- In addition, Zeebe has a distributed architecture

gine, Zeebe, is designed to accommodate that ensures resilience, even when load is high.
high-throughput use cases out of the box. While This distributed architecture is ideal for geo-
traditional workflow engines rely on a central replication that further protects data. Zeebe
database that causes a performance bottleneck, distributes data across all brokers in a cluster
Zeebe uses event-streaming technology instead, with storage directly on the server filesystem,
enabling it to deliver unparalleled scalability so if one broker goes down — or if a whole
and performance. It maintains the state of run- datacenter goes down — another can replace it
ning process instances in a way that scales up with no data loss.
with high transaction volumes, that’s resilient to
failures, and that performs well at scale.

 camunda.com

Conclusion
Processes are the algorithms that determine how an organization
runs and, now more than ever, automating them is necessary to
deliver better customer experiences, keep up with competitors,
streamline operations, and improve your bottom line. At Camunda,
we take a modern approach to process automation that enables
your organization to:

▪ Deliver better customer experiences by ensuring that all

aspects of an end-to-end business process are orchestrated
across different systems and endpoints

▪ Get to value and achieve business goals faster by delivering

automation projects faster while relying on an open architecture
as a foundation for future growth

▪ Increase business agility and rapidly respond to changes

in your market by continuously improving processes through
standards-based business-IT collaboration

▪ Drive operational cost savings by automating manual tasks,

minimizing errors, and optimizing processes with deep insights
into process performance

Get a Demo

About Camunda
Camunda enables organizations to orchestrate processes across people, systems, and
devices to continuously overcome complexity and increase efficiency. A common visual
language enables seamless collaboration between business and IT teams to design,
automate, and improve end-to-end processes with the required speed, scale, and resilience
to remain competitive. Hundreds of enterprises such as Atlassian, ING, and Vodafone
orchestrate business-critical processes with Camunda to accelerate digital transformation.
To learn more visit camunda.com.