Ebook Business process management: Concepts, languages, architectures – Part 2
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Ebook Business process management: Concepts, languages, architectures – Part 2
5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in proc Ebook Business process management: Concepts, languages, architectures – Part 2 cess orchestrations. However. dependencies do not exist only between activities of the same process orchestration, but also between activities of different process orchestrations. This is the case if they participate in a business-to-business collaboration. To realize these collaborations, process o Ebook Business process management: Concepts, languages, architectures – Part 2 rchestrations interact with each other, typically by sending and receiving messages.Choreographies have a central role in ensuring interoperability beEbook Business process management: Concepts, languages, architectures – Part 2
tween process orchestrations, each of which is performed by a participant in a business-to-business collaboration. Several industry initiatives are in5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in proc Ebook Business process management: Concepts, languages, architectures – Part 2 cial services. and Health Level Seven (HL7) for health care services. They all define rules for the collaboration that companies need to comply with in order to collaborate with each other.By introducing collaboration rules, costs for the individual companies are reduced: interaction behaviour does Ebook Business process management: Concepts, languages, architectures – Part 2 not need to be agreed upon by every business partner, but. rather, industry-wide standards serve as reference for the intended collaboration. New compEbook Business process management: Concepts, languages, architectures – Part 2
anies can join the market more easily, since they know the rules of that domain.These collaboration rules are specified by process choreographies. Whi5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in proc Ebook Business process management: Concepts, languages, architectures – Part 2 to-business collaborations that are important for supporting cooperation between companies in today’s dynamic market environments. Therefore, new approaches for the definition and implementation of process choreographies are required.The goal of this chapter is introducing a common understanding of Ebook Business process management: Concepts, languages, architectures – Part 2 the concepts used in process choreography design and implementation and on the steps that are required to develop choreographies. This chapter is orgaEbook Business process management: Concepts, languages, architectures – Part 2
nized as follows. Section 5.1 looks at the motivation for process choreographies and introduces terminology. Choreography design phases are investigat5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in proc Ebook Business process management: Concepts, languages, architectures – Part 2 oreographies is addressed in Section 5.3. while their implementation is discussed in Section 5.4.Process choreographies are composed of sets of individual interactions. Service interaction patterns have been introduced to provide a set of recurring interaction types. These important building blocks Ebook Business process management: Concepts, languages, architectures – Part 2 for process choreographies are studied in Section 5.5. A particular process choreography language is introduced in Section 5.6.5.1 Motivation and TermEbook Business process management: Concepts, languages, architectures – Part 2
inologyIn today’s business scenarios, companies increasingly join forces to combine their services and products to provide added-value products to the5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in proc Ebook Business process management: Concepts, languages, architectures – Part 2 the participating companies.Because business-to-business collaborations are quite complex, and any failure in the collaboration might have an immediate effect on the operational business of the company, the cooperation between companies should be designed very carefully. Process choreographies can b Ebook Business process management: Concepts, languages, architectures – Part 2 e used for this endeavour.The requirements of process choreography development depend on the number of intenicting partners and the desired level of aEbook Business process management: Concepts, languages, architectures – Part 2
utomation. Ill business environments, where the cooperation of business partners is realized through traditional means like fax messages being sent an5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in proc Ebook Business process management: Concepts, languages, architectures – Part 2 ential.However, if the cooperation is to be realized—at least in part by information systems, so that a high level of automation is achieved, there need to be unambiguous models that specify ill detail the nature of the collaboration of business partners in the context of a process choreography. The Ebook Business process management: Concepts, languages, architectures – Part 2 se considerations are illustrated by an example.Consider a bidding scenario in which the owner of a car uses an auctioning service to sell his car toEbook Business process management: Concepts, languages, architectures – Part 2
the highest bidder. Potentially, thousands of people can participate ill the auction and place their bids. Such scenarios require agreement on how the5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in proc Ebook Business process management: Concepts, languages, architectures – Part 2 ems that could arise from erroneous interaction, consider a collaboration involving process orchestrations run by two companies. The process orchestrations, including the interaction by message flow, are depicted in Figure 5.1.The business process of Company 1 can only be initiated by the receipt of Ebook Business process management: Concepts, languages, architectures – Part 2 a message. This message can only be sent by activity z?2 of the business process of Company 2. B2 in turn can only be performed after A2 is completedEbook Business process management: Concepts, languages, architectures – Part 2
. However. A2 waits to receive a message from activity CT to be sent by Company 1. As a result, both process orchestrations cannot proceed: they are5.5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in proc Ebook Business process management: Concepts, languages, architectures – Part 2 of problems, the partners involved in a process choreography need to agree on the process choreography.Fig. 5.2. MOF levels of process choreographicEach of the process orchestrations shown in Figure 5.1 exposes a valid behaviour if considered on its own. The behaviours are valid because each proces Ebook Business process management: Concepts, languages, architectures – Part 2 s instance will perform a set of activity instances before it completes. Deadlock situations, infinite loops, and other types of undesired behaviour cEbook Business process management: Concepts, languages, architectures – Part 2
annot appear.The problem encountered is due to links between send and receive activities in the process orchestrations. As the example illustrates, th5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in proc Ebook Business process management: Concepts, languages, architectures – Part 2 estrations; a global view on the interactions between process orchestrations is required.The levels of abstraction found in process choreographies are shown in Figure 5.2, where the Mela Object Facility levels arc shown with the respective artefacts. At the metamodel level, the Process Choreography Ebook Business process management: Concepts, languages, architectures – Part 2 Me.tamod.el is shown which provides the concepts to express Process ChoĩXiogĩaphies at the model level.Concrete instances of process choreographies arEbook Business process management: Concepts, languages, architectures – Part 2
e called Process Conversations. which appear al the instance level. A Process Choreography Language provides constructs to express process choreograph5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in proc Ebook Business process management: Concepts, languages, architectures – Part 2 nvestigation of the artefacts and their relationships is required. The core artefacts involved in process choreographies and their relationships are shown in Figure 5.3. This figure is similar to the process inetaniodel shown in Figure 3.16 on page 93. because it represents the model level and the i Ebook Business process management: Concepts, languages, architectures – Part 2 nstance level.Fig. 5.3. Process choreography conceptual modelTn the conceptual model of process choreographies shown in Figure 5.3. on the right-handEbook Business process management: Concepts, languages, architectures – Part 2
side the concepts at the model level arc shown: each Process Choreography is composed of a set of Interaction Models.Each interaction model is associa5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in proc Ebook Business process management: Concepts, languages, architectures – Part 2 it a communication behaviour by sending or receiving messages. For the time being we focus on simple interactions involving two activities.5Process ChoreographiesThe previous chapter discussed how execution constraints between activities of a given business process can be captured in procGọi ngay
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