An Ontological Framework for Context-Aware Collaborative Business Process Formulation

In cross-enterprise collaborative environment, we have dealt with challenges in business process integration for common business goals. Research directions in this domain range from business to business integration (B2Bi) to service-oriented augmentation. Ontologies are used in Business Process Management (BPM) to reduce the gap between the business world and information technology (IT), especially in the context of cross enterprise collaboration. For a dynamic collaboration, virtual enterprises need to establish collaborative processes with appropriate matching levels of tasks. However, the problem of solving the semantics mismatching is still not tackled or even harder in case of querying space between different enterprise profiles as considered as ontologies. This article presents a framework based on the ontological and context awareness during the task integration and matching in order to form collaborative processes in the manner of cross enterprise collaboration

A Three-Level Process Framework for Contract-Based Dynamic Service Outsourcing

Service outsourcing is the business paradigm, in which an organization has part of its business process performed by a service provider. In dynamic markets, service providers are selected on the fly during process enactment. The cooperation between the parties is\ud specified in a dynamically made electronic contract. This contract includes a process specification that is tailored towards service matchmaking and crossorganizational process enactment and hence has to conform to specific market and specification standards. Process enactment, however, relies on intraorganizational process specifications that have to comply with the infrastructure available in an organization. In this position paper, we present a three-level process specification framework for dynamic contract-based\ud service outsourcing. This framework relates the two process specification levels through a third, conceptual level. This approached is inspired by the well-known ANSI-SPARC model for data management. We show how the framework can be placed in the context of infrastructures for cross-organizational process support

Pragmatic interoperability in the enterprise : a research agenda

Eective collaboration among today's enterprises is indispensable. Such collaborative synergy is important to foster the creation of innovative value-added products and services that would have otherwise been dicult to achieve if enterprises work in isolation. However, it is a widely held belief that interoperability problems have been one of the perennial hurdles in achieving such collaboration. This research aims to improve the current state of the art in enterprise interoperability research by zeroing in on the notion of pragmatic interoperability(PI). When enterprise systems collaborate by exchanging information, PI goes beyond the compatibility between the structure and the meaning of shared information, it further ensures that the intended eect of the message exchange is realized. This paper outlines our research agenda to address the analysis, design, development and evaluation of a pragmatically interoperable solution for enterprise collaboration

Integration of BPM systems

New technologies have emerged to support the global economy where for instance suppliers, manufactures and retailers are working together in order to minimise the cost and maximise efficiency. One of the technologies that has become a buzz word for many businesses is business process management or BPM. A business process comprises activities and tasks, the resources required to perform each task, and the business rules linking these activities and tasks. The tasks may be performed by human and/or machine actors. Workflow provides a way of describing the order of execution and the dependent relationships between the constituting activities of short or long running processes. Workflow allows businesses to capture not only the information but also the processes that transform the information - the process asset (Koulopoulos, T. M., 1995). Applications which involve automated, human-centric and collaborative processes across organisations are inherently different from one organisation to another. Even within the same organisation but over time, applications are adapted as ongoing change to the business processes is seen as the norm in today’s dynamic business environment. The major difference lies in the specifics of business processes which are changing rapidly in order to match the way in which businesses operate. In this chapter we introduce and discuss Business Process Management (BPM) with a focus on the integration of heterogeneous BPM systems across multiple organisations. We identify the problems and the main challenges not only with regards to technologies but also in the social and cultural context. We also discuss the issues that have arisen in our bid to find the solutions

Validating adequacy and suitability of business-IT alignment criteria in an inter-enterprise maturity model

Aligning requirements of a business with its information technology is currently a major issue in enterprise computing. Existing literature indicates important criteria to judge the level of alignment between business and IT within a single enterprise. However, identifying such criteria in an inter-enterprise setting – or re-thinking the existing ones – is hardly addressed at all. Business-IT alignment in such settings poses new challenges, as in inter-enterprise collaborations, alignment is driven by economic processes instead of centralized decision-making processes. In our research, we develop a maturity model for business-IT alignment in inter-enterprise settings that takes this difference into account. In this paper, we report on a multi-method approach we devised to confront the validation of the business-IT alignment criteria that we included in the maturity model. As independent feedback is critical for our validation, we used a focus group session and a case study as instruments to take the first step in validating the business-IT alignment criteria. We present how we applied our approach, what we learnt, and what the implications were for our model