Dynamic Interconnection of Enterprise Workflow Processes

Colloque avec actes et comité de lecture. internationale./http://www.taylorandfrancis.co.uk/International audienceDue to business process automation development, process interconnection becomes an important matter. Actually, process interconnection mechanisms are indispensable to co-ordinate business processes within and beyond organisation boundaries, aiming, for instance, to strength awareness inside virtual enterprises, to facilitate multinational e-transactions, etc. Therefore, thinking and proposing mechanisms to ensure interconnection between organisational business processes is becoming a hot research topic. Actually, existing business process modelling and enactment systems (workflow systems, project management tools, shared agendas, to do lists, etc.) have been mainly developed to suit enterprise internal needs. Thus most of these systems are not adapted to inter-enterprise co-operation. As we are interested in workflow process integration, we aim, through this paper, to provide a model supporting dynamic inter-enterprise workflow process interconnection.We consider the interconnection of enterprise workflow processes as the management of a workflow of workflows in which several heterogeneous workflow management systems (WFMS) coexist. This paper introduces our process interconnection model, its implementation, and its validation through an experimentation

Supporting Virtual Enterprise Systems Using Agent Coordination

International audienceOpen environments like the Internet or corporate intranets enable a large number of interested enterprises to access, filter, process, and present information on an as-needed basis. These environments support modern applications, such as virtual enterprises and inter-organizational workflow management systems, which involve a number of heterogeneous resources, services, and processes. However, any execution of a virtual enterprise system would yield to disjoining and error-prone behavior without appropriate techniques to coordinate the various business processes. This paper reports on the design and implementation of a flexible agent-based framework for supporting the coordination of virtual enterprises and workflow management systems. The paper also shows how an agent coordination infrastructure, which is explained by social constraints, can impact on the engineering of highly dynamic virtual enterprises and workflow management systems by presenting a simple case study

SIGPAM Workshop on Process Automation and Management

The trend towards e-business is increasing the complexity of intra-organizational and inter-organizational processes. To accommodate these needs, organizations must integrate their services in real time to attract and maintain customers. In the last few years, process automation and management have become a central theme in many businesses. Research areas addressing problems in this domain include: electronic commerce, business process reengineering, enterprise application integration, knowledge process management, groupware, workflow automation, electronic markets, and computer supported collaborative work. These areas have unique research approaches, but have a common interest in advancing process automation to support intra-organizational and inter-organizational work in the Internet era. Consequently, there is a great need to bring together researchers with diverse backgrounds to discuss process-related topics. The objective of this workshop is to provide a forum for researchers and practitioners interested in process automation and management to meet and exchange research ideas and results. The workshop promotes a range of research issues, though not limited to: · Business process facilitation in distributed environments · Change management in highly automated business processes · Integration of business processes in both intra- and inter-enterprises · Methodologies and tools of process automation and management · Managing business processes on the Web · Process aware system security · Process centric model driven architectures · Process flexibility, interoperability, and scalability · Process-driven knowledge delivery · Theories of conceptual, logical, and physical process modeling · Wireless process management systems · Workflow automation and management for virtual enterprises · Workflow-centric component-based software engineerin

Workflow Management Systems and ERP Systems: Differences, Commonalities, and Applications

Two important classes of information systems, Workflow Management Systems(WfMSs) and Enterprise Resource Planning (ERP) systems, have been used to support e-business process redesign, integration, and management. While both technologies can help with business process automation, data transfer, and information sharing, the technological approach and features of solutions provided by WfMS and ERP are different. Currently, there is a lack of understanding of these two classes of information systems in the industry and academia, thus hindering their effective applications. In this paper, we present a comprehensive comparison between these two classes of systems. We discuss how the two types of systems can be used independently or together to develop intra- and inter-organizational application solutions. In particular, we also explore the roles of WfMS and ERP in the next generation of IT architecture based on web services. Our findings should help businesses make better decisions in the adoption of both WfMS and ERP in their e-business strategies

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

Integrating information and knowledge for enterprise innovation

It has widely been accepted that enterprise integration, can be a source of socio-technical and cultural problems within organisations wishing to provide a focussed end-to-end business service. This can cause possible “straitjacketing” of business process architectures, thus suppressing responsive business re-engineering and competitive advantage for some companies. Accordingly, the current typology and emergent forms of Enterprise Resource Planning (ERP) and Enterprise Application Integration (EAI) technologies are set in the context of understanding information and knowledge integration philosophies. As such, key influences and trends in emerging IS integration choices, for end-to-end, cost-effective and flexible knowledge integration, are examined. As touch points across and outside organisations proliferate, via work-flow and relationship management-driven value innovation, aspects of knowledge refinement and knowledge integration pose challenges to maximising the potential of innovation and sustainable success, within enterprises. This is in terms of the increasing propensity for data fragmentation and the lack of effective information management, in the light of information overload. Furthermore, the nature of IS mediation which is inherent within decision making and workflow-based business processes, provides the basis for evaluation of the effects of information and knowledge integration. Hence, the authors propose a conceptual, holistic evaluation framework which encompasses these ideas. It is thus argued that such trends, and their implications regarding enterprise IS integration to engender sustainable competitive advantage, require fundamental re-thinking

Developing an inter-enterprise alignment maturity model: research challenges and solutions

Business-IT alignment is pervasive today, as organizations strive to achieve competitive advantage. Like in other areas, e.g., software development, maintenance and IT services, there are maturity models to assess such alignment. Those models, however, do not specifically address the aspects needed for achieving alignment between business and IT in inter-enterprise settings. In this paper, we present the challenges we face in the development of an inter-enterprise alignment maturity model, as well as the current solutions to counter these problems

Enterprise engineering using semantic technologies

Modern Enterprises are facing unprecedented challenges in every aspect of their businesses: from marketing research, invention of products, prototyping, production, sales to billing. Innovation is the key to enhancing enterprise performances and knowledge is the main driving force in creating innovation. The identification and effective management of valuable knowledge, however, remains an illusive topic. Knowledge management (KM) techniques, such as enterprise process modelling, have long been recognised for their value and practiced as part of normal business. There are plentiful of KM techniques. However, what is still lacking is a holistic KM approach that enables one to fully connect KM efforts with existing business knowledge and practices already in IT systems, such as organisational memories. To address this problem, we present an integrated three-dimensional KM approach that supports innovative semantics technologies. Its automated formal methods allow us to tap into modern business practices and capitalise on existing knowledge. It closes the knowledge management cycle with user feedback loops. Since we are making use of reliable existing knowledge and methods, new knowledge can be extracted with less effort comparing with another method where new information has to be created from scratch

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