Enterprise Integration: On Business Process and Enterprise Activity Modelling

1996 ◽  
Vol 4 (3) ◽  
pp. 219-228 ◽  
Author(s):  
F.B. Vernadat
Author(s):  
Teta Stamati ◽  
Athanasios Karantjias ◽  
Drakoulis Martakos

Keywords: transformational government (t-Gov); interoperability; privacy; trust; SOA; SaaS; business process management; t-Gov adoption and diffusion; public administration; enterprise integration; content management; web 2.0.


The advances in distributed computing and interconnected networks have made possible efficiently and cost-effectively linking people, isolated systems, computing resources, and information across business constituent units in an organization, resulting in substantially increasing the overall business process automation and productivity in the organization. As the world has witnessed in last several decades or so, distributed computing and interconnected networks have radically transformed the research and development, operations, and management in enterprise integration. Integrating isolated heterogeneous and complex enterprise systems becomes a trend. A solid knowledge of the evolution of computing and networks technologies helps create a solid technical foundation, which accordingly helps get a solid understanding of the necessity of applying right approaches and technologies in conducting business oriented enterprise integration in practice. A brief review of the evolution of computing and networks technology becomes necessary. In this chapter, the concept of computing is first discussed. The fundamentals of software applications are then introduced. Then, networking technologies and distributed computing are explored. Finally, the evolution of programming models applicable for enterprise integration is fully discussed.


2012 ◽  
pp. 925-953
Author(s):  
Teta Stamati ◽  
Athanasios Karantjias ◽  
Drakoulis Martakos

Keywords: transformational government (t-Gov); interoperability; privacy; trust; SOA; SaaS; business process management; t-Gov adoption and diffusion; public administration; enterprise integration; content management; web 2.0.


Author(s):  
Guillermo Jimenez

In this chapter the authors introduce the role of a business process engineer (BPE) and necessary competencies to define, simulate, analyze, and improve business processes. As a minimal body of knowledge for a BPE we propose two complementary fields: enterprise integration engineering (EIE) and business process management (BPM). EIE is presented as a discipline that enriches business models by providing additional views to enhance and extend the coverage of business models through the consideration of additional elements to those that are normally considered by a process model, such as the inclusion of mission, vision, and strategy which are cornerstone in EIE. A BPE is a person who holistically uses principles of BPE, EIE, and associated tools to build business models that identify elements such as information sources involved, the roles which use and transform the information, and the processes that guide end-to-end transformation of information along the business.


Author(s):  
Ammar Masood ◽  
Sahra Sedigh-Ali ◽  
Arif Ghafoor

Enterprise integration is the key enabler for transforming the collaboration among people, organization, and technology into an enterprise. Its most important objective is the transformation of a legacy operation into an e-enterprise. In an e-enterprise, the tight coupling between business process and the underlying information technology infrastructure amplifies the effect of hardware and software security failures. This accentuates the need for comprehensive security management of the infrastructure. In this chapter, the challenges posed by fulfilling myriad security requirements throughout the various stages of enterprise integration have been outlined. To better categorize these requirements, the set of security domains that comprise the security profile of the e-enterprise have been specified. The set of security metrics used to quantify various aspects of security for an e-enterprise are also identified. The chapter concludes by describing the details of the proposed security management strategy.


Author(s):  
R. Duran

Enterprise integration (EI) can be a major enabler for business process improvement, but it presents its own challenges. Based on the process improvement experiences of banks in several different countries, this chapter examines common EI challenges and outlines approaches for combining EI and process improvement to achieve maximum benefit. Common EI-related process improvement challenges are poor usability within the user desktop environment, a lack of network-based services, and data collection and management limitations. How EI affects each of these areas is addressed, highlighting specific examples of how these issues present themselves in system environments. The latter part of this chapter outlines best practices for combining EI with process improvement in relation to the challenges identified. Guidelines are provided on how to apply these practices in different organizational contexts.


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