Systems for Interorganizational Business Process Management

Systems for Interorganizational Business Process Management

Paul Grefen (Eindhoven University of Technology, The Netherlands)
Copyright: © 2009 |Pages: 23
DOI: 10.4018/978-1-60566-288-6.ch019
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Abstract

This chapter is devoted to automated support for interorganizational business process management, that is, formation and enactment of business processes that span multiple autonomous organizations. A treatment of intra- and interorganizational business processes is included to provide a conceptual background. It describes a number of research approaches in this area, including the context of these approaches and the design of the systems proposed by them. The approaches are described from early developments in the field relying on dedicated technology to current designs based on standardized technology from the service-oriented context. The chapter thereby provides an overview of developments in the area of interorganizational business process management.
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Introduction

In the past, many organizations operated their business processes in a rather stand-alone mode. Although cooperation scenarios with other organizations obviously existed, these scenarios were mostly based on the exchange of physical goods and information (e.g., on the basis of electronic data interchange) – not on the execution of integrated business processes by the collaborating partners. A number of developments has changed the context in which organizations collaborate, however. In the first place, products and services produced have become far more complex, thus requiring more business capabilities and hence larger networks of collaborating organizations. The fact that competition forces organizations to retract to core business activities only amplifies this development. Secondly, both product specifications and market circumstances have become much more dynamic, thereby requiring business networks to become more dynamic too. Thirdly, market paradigm changes like mass customization and demand chain orientation require much tighter synchronized business processes across individual organizations in a business chain. Fourthly, time pressure has become much greater in the setup and execution of collaborations between organizations. These four developments are forcing organizations to pay much more attention to how they cooperate, not only to what they exchange. In other words: organizations are forced to operate in business processes that span business chains and take part in the design and management of these interorganizational business processes.

To deal with the complexity of interorganizational business processes and obtain the required efficiency in setting them up and executing them, automated systems are required for interorganizational business process management. These automated systems should support a number of tasks. They should provide support for the design or configuration of interorganizational business processes. As we will see in the sequel of this chapter, support may be in the form of interactive design tools, but may also go into the direction of fully automatic configuration of interorganizational business processes, based on predefined subprocesses within participating organizations. These automated systems should support the automated management of the execution of interorganizational business processes, i.e., that process logic that actually links the internal business processes of multiple autonomous organizations. Then, these systems should support the synchronization of interorganizational business processes with the internal business processes of the organizations.

Key Terms in this Chapter

Instant Virtual Enterprise: Dynamic virtual enterprise.

Virtual Enterprise: Formalized collaboration between two or more autonomous organizations for the achievement of a specific business goal.

Dynamic Virtual Enterprise: Formalized collaboration between two or more autonomous organizations with a well-defined temporary character for the achievement of a specific business goal.

Interorganizational Business Process: Business process the process logic of which is enacted by two or more autonomous organizations, of which at least one organization exposes a non-black box projection of the explicit control flow structure of a process to the other organization(s).

Intraorganizational Business Process: Business process the process logic of which is enacted by one single organization, but which may call black-box business services of other autonomous organizations.

Dynamic Service Outsourcing: The replacement of a part of an internal business process by a business process that is enacted by an external service provider, where the external service provider is selected dynamically, i.e., in a just-in-time fashion.

Business Network Process: Interorganizational business process established to specify and enact the collaboration of a number of autonomous parties in a peer-to-peer fashion.

Dynamic Interorganizational Business Process: Interorganizational business process that is formed dynamically by (automatically) integrating two or more external processes provided by the involved organizations, where dynamically means that collaborator organizations are found at or just before process run-time by searching business process market places based on the characteristics of (a set of) business process cases and market conditions.

Dynamic Business Network Process: Dynamic interorganizational business process established to specify and enact the collaboration of a number of autonomous parties in a peer-to-peer fashion.

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Table of Contents
Preface
Jorge Cardoso, Wil van der Aalst
Chapter 1
Tiziana Margaria, Bernhard Steffen
The one thing approach is designed to overcome the classical communication hurdles between application experts and the various levels of IT experts.... Sample PDF
Business Process Modeling in the jABC: The One-Thing Approach
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Chapter 2
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... Sample PDF
Modeling Process-Driven SOAs: A View-Based Approach
$37.50
Chapter 3
Stefan Jablonski
This chapter presents a process modeling approach for holistic process management. The main idea is that domain specific process models are required... Sample PDF
Process Modeling for Holistic Process Management
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Chapter 4
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... Sample PDF
The Dichotomy of Modeling and Execution: BPMN and WS-BPEL
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Chapter 5
Chun Ouyang, Michael Adams, Arthur H.M. ter Hofstede
Due to the absence of commonly accepted conceptual and formal foundations for workflow management, and more generally Business Process Management... Sample PDF
Yet Another Workflow Language: Concepts, Tool Support, and Application
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Chapter 6
Modelling Constructs  (pages 122-141)
Ekkart Kindler
There are many different notations and formalisms for modelling business processes and workflows. These notations and formalisms have been... Sample PDF
Modelling Constructs
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Chapter 7
Kwanghoon Kim, Clarence A. Ellis
This chapter introduces the basic concepts of information control net (ICN) and its workflow models. In principle, a workflow model is the... Sample PDF
ICN-Based Workflow Model and its Advances
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Chapter 8
Manfred Reichert, Peter Dadam
In dynamic environments it must be possible to quickly implement new business processes, to enable ad-hoc deviations from the defined business... Sample PDF
Enabling Adaptive Process-Aware Information Systems with ADEPT2
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Chapter 9
Macello La Rosa, Marlon Dumas, Arthur H.M. ter Hofstede
A reference process model represents multiple variants of a common business process in an integrated and reusable manner. It is intended to be... Sample PDF
Modeling Business Process Variability for Design-Time Configuration
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Chapter 10
Cesare Pautasso
Model-driven architecture (MDA), design and transformation techniques can be applied with success to the domain of business process modeling (BPM)... Sample PDF
Compiling Business Process Models into Executable Code
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Chapter 11
Cinzia Cappiello, Barbara Pernici
This chapter illustrates the concept of repairable processes and self-healing functionalities and discusses about their design requirements.... Sample PDF
Design of Repairable Processes
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Chapter 12
Web Process Adaptation  (pages 245-253)
Kunal Verma
Adaptation is an important concept for Web processes. The author provides an overview of adaptation with respect to control theory and how it is... Sample PDF
Web Process Adaptation
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Chapter 13
Carlo Combi, Giuseppe Pozzi
Time is a very important dimension of any aspect in human life, affecting also information and information management. As such, time must be dealt... Sample PDF
Temporalities for Workflow Management Systems
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Chapter 14
Karsten Ploesser, Nick Russell
This chapter discusses the challenges associated with integrating work performed by human agents into automated workflows. It briefly recounts the... Sample PDF
The People Integration Challenge
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Chapter 15
Dimka Karastoyanova, Tammo van Lessen, Frank Leymann, Zhilei Ma, Joerg Nitzche, Branimir Wetzstein
Even though process orientation/BPM is a widely accepted paradigm with heavy impact on industry and research the available technology does not... Sample PDF
Semantic Business Process Management: Applying Ontologies in BPM
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Chapter 16
Hernani Mourao, Pedro Antunes
In this chapter the authors propose a solution to handle unexpected exceptions in WfMS. They characterize these events deeply and recognize that... Sample PDF
Using WfMS to Support Unstructured Activities
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Chapter 17
Guillermo Jimenez
In this chapter the authors introduce the role of a business process engineer (BPE) and necessary competencies to define, simulate, analyze, and... Sample PDF
Business Process Engineering
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Chapter 18
Christoph Bussler
This chapter introduces the application of process management to business-to-business (B2B) integration and enterprise application integration... Sample PDF
B2B and EAI with Business Process Management
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Chapter 19
Paul Grefen
This chapter is devoted to automated support for interorganizational business process management, that is, formation and enactment of business... Sample PDF
Systems for Interorganizational Business Process Management
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Chapter 20
Guido Governatori, Shazia Sadiq
It is a typical scenario that many organisations have their business processes specified independently of their business obligations (which includes... Sample PDF
The Journey to Business Process Compliance
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Chapter 21
M. Castellanos, A.K. Alves de Medeiros, J. Mendling, B. Weber, A.J.M.M. Weijters
Business Process Intelligence (BPI) is an emerging area that is getting increasingly popular for enterprises. The need to improve business process... Sample PDF
Business Process Intelligence
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Chapter 22
Diogo R. Ferreira
This chapter introduces the principles of sequence clustering and presents two case studies where the technique is used to discover behavioral... Sample PDF
Applied Sequence Clustering Techniques for Process Mining
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Chapter 23
Kamal Bhattacharya, Richard Hull, Jianwen Su
This chapter describes a design methodology for business processes and workflows that focuses first on “business artifacts”, which represent key... Sample PDF
A Data-Centric Design Methodology for Business Processes
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Chapter 24
Laura Sanchez, Andrea Delgado, Francisco Ruiz, Felix Garcia, Mario Piattini
The underlying premise of process management is that the quality of products and services is largely determined by the quality of the processes used... Sample PDF
Measurement and Maturity of Business Processes
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