Interorganizational Workflow Management
Concepts, Requirements and Approaches
- Art: Diplomarbeit
- Autor: Karin Pargfrieder
- Abgabedatum: März 2002
- Umfang: 162 Seiten
- Dateigröße: 6,8 MB
- Note: 1,0
- Institution / Hochschule: Johannes Kepler Universität Linz Österreich
- ISBN (eBook): 978-3-8324-5471-5
-
ISBN (Paperback) :
978-3-8324-5471-5 P - ISBN (CD) :978-3-8324-5471-5 CD
- Sprache: Englisch
- Prämierung:
- Arbeit zitieren: Pargfrieder, Karin März 2002: Interorganizational Workflow Management, Hamburg: Diplomica Verlag
- Schlagworte: Virtual Enterprise, XML, E-Commerce, Business Process
In den Warenkorb
48,00 €
Diplomarbeit von Karin Pargfrieder
Abstract:
Conventional workflow management focuses on improving the efficiency of business processes within one organization. However, processes should not only be supported within the enterprise, but also when crossing organizational boundaries, e.g. in order to support new forms of collaborations as virtual enterprises.
Due to the different nature of interorganizational workflows, conventional workflow technology cannot be directly applied. The most important requirement specific to interorganizational workflow systems is obviously that they are able to deal with heterogeneity and that it is not too expensive to achieve interoperability. Also maintaining the privacy of internal processes is a major concern, and security issues should be addressed.
This diploma thesis gives an introduction to conventional and interorganizational workflow management, their aspects and concepts. It elaborates the requirements relevant for interorganizational workflow systems, describes the most important approaches, projects, and initiatives that currently exist in the area of interorganizational workflows, including XML-based approaches, the standards of the WfMC, electronic marketplaces and electronic contracting.
An evaluation of these approaches based on criteria derived from the requirements and other characteristics shows the differing strengths and weaknesses. The XML-based approaches provide standards for the process interfaces, and can cope with heterogeneous environments very well. Some of them even allow spontaneous commerce with new trading partners without custom integration. Traditional EDI is in principle similar, but has many disadvantages. The standards of the WfMC enable integration with a very low effort, if they are followed by software providers. But privacy and security are potential problem areas and the models of interoperability that realistically can be supported are simple. Electronic marketplaces and electronic contracting are ideal, if a high number of business partners has to be supported and the services are chosen dynamically depending on the situation. But these services have to be comparable with rather simple interfaces.
Table of Contents:
| 1. | Introduction | 1 |
| 2. | Workflow Management | 4 |
| 2.1 | Requirements on WfMSs | 6 |
| 2.2 | Workflow Modeling | 8 |
| 2.2.1 | The Functional Aspect: Workflows and Activities | 8 |
| 2.2.2 | The Operational Aspect: Applications | 9 |
| 2.2.3 | The Behavioral Aspect: Control Flow | 10 |
| 2.2.4 | The Informational Aspect: Data Structures and Data Flow | 12 |
| 2.2.5 | The Organizational Aspect: Structure and Population | 13 |
| 2.2.6 | The Causal Aspect: Regulations and Dependencies | 14 |
| 2.2.7 | The Historical Aspect: Logging | 15 |
| 2.2.8 | The Transactional Aspect: Workflow Consistency | 15 |
| 2.3 | Workflow Analysis | 16 |
| 2.4 | Workflow Enactment | 17 |
| 2.5 | Architecture of WfMSs | 19 |
| 2.5.1 | Generic Workflow Product Structure of the WfMC | 20 |
| 2.6 | Limitations | 24 |
| 3. | Introduction to Interorganizational Workflows | 26 |
| 3.1 | Concepts for Interorganizational Workflows derived from Conventional Workflow Management | 27 |
| 3.1.1 | Task Assignment | 27 |
| 3.1.2 | Interorganizational Control Flow | 27 |
| 3.1.3 | Interorganizational Data Flow | 28 |
| 3.2 | Business Scenario | 29 |
| 3.3 | Partitioning of Workflows | 31 |
| 3.4 | Models of Workflow Interoperability | 32 |
| 3.4.1 | Centralized Process Management or Capacity Sharing | 33 |
| 3.4.2 | Chained Subprocesses or Chained Execution | 34 |
| 3.4.3 | Nested Subprocesses, Subcontracting or Service Outsourcing | 35 |
| 3.4.4 | Transaction Group | 36 |
| 3.4.5 | Parallel Synchronized Model or Multi-Processes Interoperation / Federation | 36 |
| 3.4.6 | Case Transfer | 37 |
| 3.4.7 | Extended Case Transfer | 38 |
| 3.4.8 | Loosely Coupled Processes | 39 |
| 3.4.9 | Peer-to-Peer Collaborative Process Management | 40 |
| 3.4.10 | Summary | 42 |
| 4. | Standardization for Interorganizational Workflows | 44 |
| 4.1 | Open-edi Reference Model | 45 |
| 4.2 | Levels of Standardization | 46 |
| 5. | Requirements forInterorganizational Workflow Management | 48 |
| 5.1 | Relevance of Requirements for Conventional Workflow Systems | 49 |
| 5.2 | Requirements Catalog | 50 |
| 5.2.1 | Build-Time | 51 |
| 5.2.2 | Run-Time | 52 |
| 5.2.3 | Requirements Independent of the Phases | 55 |
| 6. | Approaches, Projects and Initiatives | 57 |
| 6.1 | Traditional EDI | 58 |
| 6.2 | Workflow Management Coalition (WfMC) | 59 |
| 6.3 | OO-edi | 64 |
| 6.4 | Electronic Workflow Trading | 66 |
| 6.4.1 | Electronic Marketplace, ACE-Flow | 66 |
| 6.4.2 | Electronic Contracts, Cross Flow Project | 73 |
| 6.4.3 | Event-Services, EVE | 82 |
| 6.4.4 | Process Model Fragments | 88 |
| 6.5 | XML-based Commerce Languages | 91 |
| 6.5.1 | RosettaNet | 94 |
| 6.5.2 | BizTalk | 96 |
| 6.5.3 | eCo | 98 |
| 6.5.4 | ebXML | 103 |
| 7. | Evaluation | 108 |
| 7.1 | Supported Models of Interoperability | 108 |
| 7.2 | BOV or FSV? | 110 |
| 7.3 | Build-Time | 111 |
| 7.3.1 | Automation | 111 |
| 7.3.2 | Support for Collaborative Process Definition | 111 |
| 7.3.3 | Privacy of Internal Processes | 112 |
| 7.3.4 | Being able to cope with Heterogeneous Workflow Environments | 112 |
| 7.3.5 | Integration Effort and Integration Know-How | 113 |
| 7.3.6 | Support for a High Number of Partners | 114 |
| 7.4 | Run-Time | 115 |
| 7.4.1 | Automated Selection of Optimal Service | 115 |
| 7.4.2 | Ensure Quality of the Outsourced Operation | 115 |
| 7.4.3 | Security | 116 |
| 7.4.4 | Flexibility | 116 |
| 7.4.5 | Document Management | 116 |
| 7.5 | Autonomy of Partners | 117 |
| 7.5.1 | Design Autonomy | 117 |
| 7.5.2 | Communication Autonomy | 117 |
| 7.5.3 | Execution Autonomy | 118 |
| 7.5.4 | Association Autonomy | 118 |
| 7.6 | Transparency | 118 |
| 7.7 | Distribution | 118 |
| 7.8 | Summary of Evaluation | 119 |
| 8. | Summary, Contribution and Outlook | 122 |
| Appendix - Glossary | 125 | |
| References | 137 |
In den Warenkorb
48,00 €
Link zur Arbeit:
http://www.diplom.de/ean/9783832454715
Arbeit zitieren:
Pargfrieder, Karin März 2002: Interorganizational Workflow Management, Hamburg: Diplomica Verlag
Schlagworte:
Virtual Enterprise, XML, E-Commerce, Business Process



