Managing Dynamic Virtual Enterprises Using FIPA Agents

Author(s):  
Vaggelis Ouzounis

Virtual enterprises (VEs) enable the deployment of distributed business processes among different partners in order to shorten development and manufacturing cycles, reduce time to market and operational costs, increase customer satisfaction, and operate on global scale and reach. Dynamic virtual enterprises are an emerging category of VE where the different partners are being selected dynamically during business process execution based on market-driven criteria and negotiation. In this chapter, we present an agent-based platform for the management of dynamic VEs. The main contributions of this approach are the distributed, autonomous agent-based business process management, the XML-based business process definition language, the flexible ontologies, and the dynamic negotiation and selection of partners based on virtual marketplaces. The presented platform has been fully developed using emerging agent and Internet standards like FIPA, MASIF, and XML.

Author(s):  
Matthias Kloppmann ◽  
Dieter Koenig ◽  
Simon Moser

This chapter introduces a set of languages intended to model and run business processes. The Business Process Modeling Notation 1.1 (BPMN) is a notation used to graphically depict business processes. BPMN is able to express choreographies, i.e. the cooperation of separate, autonomous business processes to jointly achieve a larger scenario. Since BPMN is only a notation, there is no specification for a meta-model that allows rendering BPMN choreographies into an executable form. This chapter describes how the Service Component Architecture (SCA) and the Web Services Business Process Execution Language (WS-BPEL) help to close that gap. BPMN, SCA and WS-BPEL can jointly be used and combined to model, deploy and execute business process choreographies. We will also integrate the related BPEL4People specification, since BPMN allows human ‘user tasks’, but WS-BPEL focuses only on automated business process. The authors argue that, based on these specifications, the dichotomy between modeling and execution can be addressed efficiently. In this chapter, we will show that a key aspect of the future of Business Process Management is to combine graphical modeling (via BPMN) with a precise specification of an executable business process (via WS-BPEL and related standards).


2004 ◽  
Vol 46 (4) ◽  
Author(s):  
Matthias Kloppmann ◽  
Dieter König ◽  
Frank Leymann ◽  
Gerhard Pfau ◽  
Dieter Roller

ZusammenfassungMithilfe von Web Services und BPEL (Business Process Execution Language for Web Services) können Geschäftsprozesse und deren Interaktion mit verschiedenen Partnern beschrieben werden. Zur Ausführung der Geschäftsprozesse finden Workflow Management Systeme Verwendung. Dieser Artikel beschäftigt sich, basierend auf den Grundlagen von Web Services und BPEL, mit der Implementierung eines Workflow Management Systems. Um den Anforderungen der Geschäftswelt zu genügen, muss ein Workflow Management System sowohl langlaufende, unterbrechbare als auch kurzlaufende Geschäftsprozesse mit ihren unterschiedlichen Quality-of-Service Eigenschaften unterstützen. Die Systeme müssen robust sein, sicher und hoch verfügbar. Der Artikel beschreibt die Implementierung eines J2EE-basierten Workflow Management System, das diesen Anforderungen entspricht. Dabei wird auf die Verwendung von Message Queuing Systemen und Datenbanken eingegangen, ebenso wie auf die Integration in einen Standard Application Server und die Verwendung dort zur Verfügung stehender Transaction Manager, EJB Container, People Directory und Deployment Infrastruktur.


1996 ◽  
Vol 05 (02n03) ◽  
pp. 105-130 ◽  
Author(s):  
N. R. JENNINGS ◽  
P. FARATIN ◽  
M. J. JOHNSON ◽  
T. J. NORMAN ◽  
P. O'BRIEN ◽  
...  

This paper describes work undertaken in the ADEPT (Advanced Decision Environment for Process Tasks) project towards developing an agent-based infrastructure for managing business processes. We describe how the key technology of negotiating, service providing, autonomous agents was realized and demonstrate how this was applied to the BT (British Telecom) business process of providing a customer quote for network services.


Author(s):  
Hoa Khanh Dam ◽  
Aditya Ghose ◽  
Mohammad Qasim

Business processes have been widely becoming crucial assets of organisations across various industries and domains. The flexibility in dealing with changes when business processes are executed has significant impact on the success of an organisation's business operations, especially in the current ever-changing business environment. In this context, agent-based systems offer a promisingly powerful platform for business process execution. In this paper, the authors propose an agent-mediated platform for business processes with the aim to contribute to bridge the gap between business process management and agent-oriented development. They present a conceptual mapping method for a seamless transition from business process models in Business Process Modelling Notation (BPMN) to agent-oriented models in the Prometheus methodology, which is implemented using the ATLAS Transformation Language. The authors also developed an Eclipse-based plug-in which allows the designer to import BPMN models into the Eclipse-based Prometheus Design Tool.


Author(s):  
Marcelo Fantinato ◽  
Maria Beatriz Felgar de Toledo ◽  
Itana Maria de Souza Gimenes

The Internet and the Service-oriented Computing (SOC) paradigm (Papazoglou, Traverso & Dustdar, 2008) made the electronic interchange of services possible. Consequently, the scope of Business Process Management (BPM) (Khalaf, Keller & Leymann, 2006) has broadened from intra-organizational service interchange to interorganizational cooperation. In this new scenario, organizations are concentrating efforts on their main business and subcontracting electronic services (e-services) from partners. Business processes that cross organizational borders are more complex, thus a simple definition of the process is no longer enough to ensure trust. An electronic contract (e-contract) is necessary to define the rights and obligations of each involved party and monitoring of business process execution becomes mandatory.


Author(s):  
Leila Kord Toudeshki ◽  
Mir Ali Seyyedi ◽  
Afshin Salajegheh

Business competency emerges in flexibility and reliability of services that an enterprise provides. To reach that, executing business processes on a context-aware business process management suite which is equipped with monitoring, modeling and adaptation mechanisms and smart enough to react properly using adaptation strategies at runtime, are a major requisite. In this paper, a context-aware architecture is described to bring adaptation to common business process execution software. The architecture comes with the how-to-apply methodology and is established based on process standards like business process modeling notation (BPMN), business process execution language (BPEL), etc. It follows MAPE-K adaptation cycle in which the knowledge, specifically contextual information and their related semantic rules — as the input of adaptation unit — is modeled in our innovative context ontology, which is also extensible for domain-specific purposes. Furthermore, to support separation of concerns, we took apart event-driven adaptation requirements from process instances; these requirements are triggered based on ontology reasoning. Also, the architecture supports fuzzy-based planning and extensible adaptation realization mechanisms to face new or changing situations adequately. We characterized our work in comparison with related studies based on five key adaptation metrics and also evaluated it using an online learning management system case study.


Information ◽  
2020 ◽  
Vol 11 (1) ◽  
pp. 34 ◽  
Author(s):  
Timotheus Kampik ◽  
Amro Najjar

Information systems execute increasingly complex business processes, often across organizations. Blockchain technology has emerged as a potential facilitator of (semi)-autonomous cross-organizational business process execution; in particular, so-called consortium blockchains can be considered as promising enablers in this context, as they do not require the use of cryptocurrency-based blockchain technology, as long as the trusted (authenticated) members of the network are willing to provide computing resources for consensus-finding. However, increased autonomy in the execution of business processes also requires the delegation of business decisions to machines. To support complex decision-making processes by assessing potential future outcomes, agent-based simulations can be considered a useful tool for the autonomous enterprise. In this paper, we explore the intersection of multi-agent simulations and consortium blockchain technology in the context of enterprise applications by devising architectures and technology stacks for both off-chain and on-chain agent-based simulation in the context of blockchain-based business process execution.


Author(s):  
Matteo Zavatteri ◽  
Carlo Combi ◽  
Luca Viganò

AbstractA current research problem in the area of business process management deals with the specification and checking of constraints on resources (e.g., users, agents, autonomous systems, etc.) allowed to be committed for the execution of specific tasks. Indeed, in many real-world situations, role assignments are not enough to assign tasks to the suitable resources. It could be the case that further requirements need to be specified and satisfied. As an example, one would like to avoid that employees that are relatives are assigned to a set of critical tasks in the same process in order to prevent fraud. The formal specification of a business process and its related access control constraints is obtained through a decoration of a classic business process with roles, users, and constraints on their commitment. As a result, such a process specifies a set of tasks that need to be executed by authorized users with respect to some partial order in a way that all authorization constraints are satisfied. Controllability refers in this case to the capability of executing the process satisfying all these constraints, even when some process components, e.g., gateway conditions, can only be observed, but not decided, by the process engine responsible of the execution. In this paper, we propose conditional constraint networks with decisions (CCNDs) as a model to encode business processes that involve access control and conditional branches that may be both controllable and uncontrollable. We define weak, strong, and dynamic controllability of CCNDs as two-player games, classify their computational complexity, and discuss strategy synthesis algorithms. We provide an encoding from the business processes we consider here into CCNDs to exploit off-the-shelf their strategy synthesis algorithms. We introduce $$\textsc {Zeta}$$ Z E T A , a tool for checking controllability of CCNDs, synthesizing execution strategies, and executing controllable CCNDs, by also supporting user interactivity. We use $$\textsc {Zeta}$$ Z E T A to compare with the previous research, provide a new experimental evaluation for CCNDs, and discuss limitations.


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.


2018 ◽  
Vol 30 (1) ◽  
pp. 95-105
Author(s):  
Marco Aurélio de Souza MENDES ◽  
Marcello Peixoto BAX

Abstract Enterprise information architectures still do not deliver all the value that comes from integrating structured and unstructured information. Enterprise Content Management and Business Process Management were developed as autonomous disciplines. Thus, Enterprise Content Management still occurs without formally considering the business processes that generate and manipulate content, while Business Process Management initiatives arise without a documented treatment of materials produced by the processes. The non-integrated approach to these disciplines collaborates to reduce the potential benefits expected in Organizational Change Management programs. In such context, the article discusses the interrelation between Business Process Management and Enterprise Content Management, approaching from a historical view of these disciplines, their conceptual limits, technological support, and dialogues that would benefit both initiatives. The paper contributes to clarify a question still vague in the field of Information Management, which is how to integrate Business Process Management and Enterprise Content Management treating structured and unstructured information in a unified manner. It discusses how to approach this issue in a broad scope of IM by combining the concepts of Enterprise Content Management and Business Process Management. Based on a literature review, the paper analyzes and synthesizes experiences in Enterprise Content Management and Business Process Management acquired in the context of a project carried out in a Power Sector Company. The article reveals problems in separating approaches to Enterprise Content Management and Business Process Management. It shows the importance of an effort for integration and presents three instruments that promote the linkage of the two initiatives, approximating process offices and analysts’ information.


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