Business Process and Services Computing (BPSC'07)

Research and Development in E-Business through Service-Oriented Solutions

In this chapter, the authors explore fundamental links between business process management and Web services. The authors discuss how service technologies can extend traditional business process management into a cross-organizational environment (i.e., over Internet) to face the fast changing world. Particularly, the authors discuss the issues of business process modeling for service-oriented business process management.

2009

Onec hallenget hato rganizations face nowadaysi st oa gilely react to changesi nt heir business, adapting theirb usinessp rocesses andt echnologiest o newp ossibilities. To do so,o rganizations must be capable of separatingt he definitiono ft heir businessp rocessesf romt heir technical implementation, which most arec urrently streaky. Applying theS ervice Oriented Computing( SOC) and Business ProcessM anagement( BPM) paradigmsi nc onjunction,i sa ni mportant but nott rivial,s tept ot ake, involvingd ifferent visions of businessa nd technological challenges.T he ModelD rivenD evelopment( MDD) paradigm is also appliedt os erve as ab ridgeb etween businessp rocess models andt echnical models of thesoftwaretoimplementthem. In this paper, thef urther work done on as ervice oriented methodologyd efined yearsa go is presented, considering businessp rocesses as thec entreo fs oftwared evelopment. From businessp rocess models,s oftwares ervices ared erived in as traightforward way, whichw ill be automatedbymodeltransformations usingthe OMGservice profile.

Proceedings of the Annual Hawaii International Conference on System Sciences, 2022

IEEE International Conference on e-Commerce Technology, 2006

Enterprises continue to face the challenge of cost effective operations and thus, standardization and openness are becoming an imperative for operational efficiencies at a much higher business level than information systems and related IT infrastructure. Business processes have governed enterprise operational modeling for several decades and have provided the basis for many business transformation approaches. Business processes have thus become

2005

When designing executable enterprise processes, the alignment between business and technical requirements is still one of the central problems. Process specifications obtained from the pure business perspective commonly cannot be executed "as-is" due to constraints of information systems given in the form of existing software services. In this paper we introduce several concepts targeted towards aligning business processes and service-based systems. The notion of realization levels is introduced to discern the level of business conformance. Furthermore, a model of system constraints is introduced to guide the developer to process realizations with high business conformance. By the combined use of the concepts, structured development and evolution of process realizations is enabled by continuous tracking of the alignment between business and the supporting technology.

IEEE Software, 2011

BILITY have caused a signifi cant shift in business processes, from static solutions to fl exible processes that can address rapidly changing business needs. Consider virtual supply chains, where business partners change seamlessly as new business opportunities arise. The marketplace needs business processes that it can break into independent elements and then recompose on demand. Dynamic, fl exible business models require supporting information systems that evolve as quickly as the businesses

2009

Business Service Management describes the emerging discipline dedicated to the IT-enabled management of services as corporate assets. Business Service Management deals with the service orientation of the organisation and the provisioning and use of business services. The term business service describes an autonomous transformational capability that is offered to and consumed by external or internal customers for their benefit. The prefix 'business' stresses that such a service has a market value, requires the ability to be managed internally as a corporate asset and that its implementation is technology-agnostic. While business services (or so called capabilities) have attracted the attention of many vendors and organisations, a lack of understanding of the activities required for the successful management of such business services remains a critical issue. In order to fill this gap, a framework consisting of Service Lifecycle Management, Service Value Management, Service Relationship Management and Service Enablement is proposed. This Framework has the potential to provide organisations with the much needed guidance in their attempts to convert current IT-driven service initiatives into successful service-centric business models.

Information Systems and e-Business Management, 2008

Information technology has changed the way, how companies perform business, how they develop services and interact with customers as well as other companies. This is accompanied by an ongoing virtualization of the economy, think of the ''value'' of companies like Google, ebay, or Skype. Their value is based on information and their ''user network'', not on the physical infrastructure or products. In this context, paralleled by the growth of the so-called service industry (or sector), one can observe an ''informatisation'' of work, value chains, products as well as services. The term ''service'' point at a close interaction of supplier and customer with the simultaneity of production and consumption. It refers to an exchange between supplier and consumer for the provision of (intangible) assets. The all-embracing utilization of IT following its principles of transparency enables new forms of networked organization, referring to the concept of smart business networks. The focus is on flexible service design, implementation and delivery, putting the customer at the center. The underlying issue is to link strategy, business models, business processes and implementation (utilizing service oriented architectures) for flexible design, implementation and adaptation. To fully exploit its potential, research in this domain must focus on these factors, and on the applicability of the corresponding technologies. It is important to note that the term service has to be seen from different points of view, from management science, information systems and computer science. These different views also refer to the important distinction between service, e-service and

Annals of Hematology, 2012

While the field of information systems engineering is largely focussed on developing methods for complex problems and larger enterprises, less is done to specifically address the needs of smaller organizations like small and medium sized enterprises (SMEs), although they are important drivers of economy. These needs include a better understanding of the processes (knowhow), why things are done (know-why), what concepts are used (know-what) and who is responsible (know-who). In this paper, the KAOS approach is evaluated as not only useful for developing software projects, but with the potential to be used for developing a business architecture or enterprise model. An example of KAOS is given, by way of illustration, and KAOS was applied in a case study by an SME's CEO, which resulted in a set of questions for further research.