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Diploma Thesis from the year 2002 in the subject Computer Science - Commercial Information Technology, grade: 1,0, University of Linz (Wirtschaftsinformatik, Angewandte Informatik), language: English, abstract: Inhaltsangabe: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.
Inhaltsverzeichnis:Table of Contents:
1.Introduction1
2.Workflow Management4
2.1Requirements on WfMSs6
2.2Workflow Modeling8
2.2.1The Functional Aspect: Workflows and Activities8
2.2.2The Operational Aspect: Applications9
2.2.3The Behavioral Aspect: Control Flow10
2.2.4The Informational Aspect: Data Structures and Data Flow12
2.2.5The Organizational Aspect: Structure and Population13
2.2.6The Causal Aspect: Regulations and Dependencies14
2.2.7The Historical Aspect: Logging15
2.2.8The Transactional Aspect: Workflow Consistency15
2.3Workflow Analysis16
2.4Workflow Enactment17
2.5Architecture of WfMSs19
2.5.1Generic Workflow Product Structure of the WfMC20
2.6Limitations24
3.Introduction to Interorganizational Workflows26
3.1Concepts for Interorganizational Workflows derived from Conventional Workflow Management27
3.1.1Task Assignment27
3.1.2Interorganizational Control Flow27
3.1.3Interorganizational Data Flow28
3.2Business Scenario29
3.3Partitioning of Workflows31
3.4Models of Workflow Interoperability32
3.4.1Centralized Process Management or Capacity Sharing33
3.4.2Chained Subprocesses or Chained Execution34
3.4.3Nested Subprocesses, Subcontracting or Service Outsourcing35
3.4.4Transaction Group36
3.4.5Parallel Synchronized Model or Multi-Processes Interoperation / Federation36
3.4.6Case Transfer37
3.4.7Extended Case Transfer38
3.4....
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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.
Inhaltsverzeichnis:Table of Contents:
1.Introduction1
2.Workflow Management4
2.1Requirements on WfMSs6
2.2Workflow Modeling8
2.2.1The Functional Aspect: Workflows and Activities8
2.2.2The Operational Aspect: Applications9
2.2.3The Behavioral Aspect: Control Flow10
2.2.4The Informational Aspect: Data Structures and Data Flow12
2.2.5The Organizational Aspect: Structure and Population13
2.2.6The Causal Aspect: Regulations and Dependencies14
2.2.7The Historical Aspect: Logging15
2.2.8The Transactional Aspect: Workflow Consistency15
2.3Workflow Analysis16
2.4Workflow Enactment17
2.5Architecture of WfMSs19
2.5.1Generic Workflow Product Structure of the WfMC20
2.6Limitations24
3.Introduction to Interorganizational Workflows26
3.1Concepts for Interorganizational Workflows derived from Conventional Workflow Management27
3.1.1Task Assignment27
3.1.2Interorganizational Control Flow27
3.1.3Interorganizational Data Flow28
3.2Business Scenario29
3.3Partitioning of Workflows31
3.4Models of Workflow Interoperability32
3.4.1Centralized Process Management or Capacity Sharing33
3.4.2Chained Subprocesses or Chained Execution34
3.4.3Nested Subprocesses, Subcontracting or Service Outsourcing35
3.4.4Transaction Group36
3.4.5Parallel Synchronized Model or Multi-Processes Interoperation / Federation36
3.4.6Case Transfer37
3.4.7Extended Case Transfer38
3.4....
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.