ASSEMBLE: Attribute, Structure and Semantics based Service Mapping Approach for Collaborative Business Process Development

Author(s):  
Ayesha Afzal ◽  
Basit Shafiq ◽  
Shafay Shamail ◽  
Abeer Elahraf ◽  
Jaideep Vaidya ◽  
...  
Author(s):  
Paz Perez González ◽  
Jose M. Framinan

A business process can be defined as a set of related tasks that are carried out within a business or organization in order to obtain certain output that should add value for the business client or organization (Gunasekaran & Kobu, 2002). An enterprise can be then analyzed and integrated through its business processes. Thus, business process modeling (BPM) becomes a fundamental part of business process management, as it enables a common understanding and analysis of a company’s business processes. Particularly, BPM using computer-aided design tools and a standard visual form of notation to describe, validate, and simulate business processes has taken on a new importance (Jonah, 2002).


Author(s):  
Dirk Werth

Nowadays, economic organizations are dramatically changing towards networked structures (Österle, Fleisch, & Alt, 2000). These are characterized by core competence specialized value units (Prahalad & Hamel, 1990) that intensively interact along the added value in order to cooperatively generate the intended product. This intensification of exchanges leads to strong, collaborative relationships (also called collaborative business (cf. Camarinha-Matos, 2002). In these structures, the generation of added value is highly distributed through the network. In this respect, the relationships between such enterprises are more than simple supplier-purchaser-relations. They represent a crucial part of the output generation chain, or in other words, of the collaborative business process. The latter means the sequence of activities within this collaborative network that result in the generation of the intended output. However, the conventional understanding of business processes is limited to a single enterprise (e.g,. in Davenport, 1993; Hammer & Champy, 1993; Scheer, 1999). Attempts to extend the business process concept to inter-enterprise environments only substitute the department of an enterprise by a whole enterprise itself (e.g., Hirschmann, 1998). However, this understanding does not reflect the special properties of collaborations that cannot be considered as a huge corporation-like enterprise. Therefore, this article investigates the collaboration in regards to the business process aspects and reveals the special properties that differentiate collaborative business processes from “simple” crossorganizational ones and others.


2016 ◽  
pp. 2096-2121
Author(s):  
Ute Riemann

Business processes are not only variable they are as well dynamic. A key benefit of Business Process Management (BPM) is the ability to adjust business processes accordingly in response to changing market requirements. In parallel to BPM, enterprise cloud computing technology has emerged to provide a more cost effective solution to businesses and services while making use of inexpensive computing solutions, which combines pervasive, internet, and virtualization technologies (). Despite the slow start, the business benefits of cloud computing are as such that the transition of BPM to the cloud is now underway. Cloud services refer to the operation of a virtualized, automated, and service-oriented IT landscape allowing the flexible provision and usage-based invoicing of resources, services, and applications via a network or the internet. The generic term “X-as-a-Service” summarize the business models delivering almost everything as a service. BPM in the cloud is often regarded as a SaaS application. More recently, BPM is being regarded as a PaaS as it facilitates the creation and deployment of applications, in this case business process solutions. The PaaS landscape is the least developed of the four cloud based software delivery models previously discussed. PaaS vendors, such as IBM, Oracle, and Microsoft delivered an application platform with managed cloud infrastructure services however, more recently the PaaS market has begun to evolve to include other middleware capabilities including process management. BPM PaaS is the delivery of BPM technology as a service via a cloud service provider. For the classification as a PaaS a BPM suite requires the following capabilities: the architecture should be multi-tenant, hosting should be off premise and it should offer elasticity and metering by use capabilities. When we refer to BPM in the cloud, what we are really referring to is a combination of BPM PaaS and BPaaS (Business Process as a Service). Business Process as a Service (BPaaS) is a set of pre-defined business processes that allows the execution of customized business processes in the cloud. BPaaS is a complete pre-integrated BPM platform hosted in the cloud and delivered as a service, for the development and execution of general-purpose business process application. Although such a service harbors an economic potential there are remaining questions: Can an individual and company-specific business process supported by a standardized cloud solution, or should we protect process creativity and competitive differentiation by allowing the company to design the processes individually and solely support basic data flows and structures? Does it make sense to take a software solution “out of the box” that handles both data and process in a cloud environment, or would this hinder the creativity of business (process) development leading to a lower quality of processes and consequently to a decrease in the competitive positioning of a company? How to manage the inherent compliance and security topic. Within a completely integrated business application system, all required security aspects can be implemented as a safeguarding with just enough money. Within the cloud, however, advanced standards and identity prove is required to monitor and measure information exchange across the federation. Thereby there seems to be no need for developing new protocols, but a standardized way to collect and evaluate the collected information.


IEEE Access ◽  
2020 ◽  
Vol 8 ◽  
pp. 142312-142336 ◽  
Author(s):  
Julian Alberto Garcia-Garcia ◽  
Nicolas Sanchez-Gomez ◽  
David Lizcano ◽  
M. J. Escalona ◽  
Tomas Wojdynski

Author(s):  
Huy Tran ◽  
Ta’id Holmes ◽  
Uwe Zdun ◽  
Schahram Dustdar

This chapter introduces a view-based, model-driven approach for process-driven, service-oriented architectures. A typical business process consists of numerous tangled concerns, such as the process control flow, service invocations, fault handling, transactions, and so on. Our view-based approach separates these concerns into a number of tailored perspectives at different abstraction levels. On the one hand, the separation of process concerns helps reducing the complexity of process development by breaking a business process into appropriate architectural views. On the other hand, the separation of levels of abstraction offers appropriately adapted views to stakeholders, and therefore, helps quickly re-act to changes at the business level and at the technical level as well. Our approach is realized as a model-driven tool-chain for business process development.


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