Cross-enterprise Process Orchestration – Framework

for Collaborative Process Automation

Otmar Adam, Anja Hofer, Sven Zang

Institute for Information Systems (IWi)

at the German Research Center for Artificial Intelligence,

Im Stadtwald Geb. 43.8, 66123 Saarbruecken, Germany

Abstract. New forms of cooperation like collaborative business scenarios re-

quire a deep but flexible integration of enterprises. To manage Business Process

Automation across such networks existing concepts for integration need to be

adapted and extended. In this paper a framework is presented, how cross-

enterprise processes can be planned, implemented and controlled. The frame-

work is based on the differentiation of global knowledge within the network

and local knowledge of a participating company. In order to support the inter-

enterprise interaction open platforms, e.g. orchestrated web services, have to be

implemented. Orchestration secures the semantic content of the process-flow.

1 Innovation through Collaborative Business

The growing importance of cooperation is a result of globalization in combination

with the loosing of political borders and technological changes caused by the Internet

[1], [2]. Thus, enterprises have to react on the raised innovation pressure and are often

forced to participate in trade on a global scale. Due to the resulting overcoming of re-

gional limitations there is a need for resources that they cannot meet alone [3]. This

leads to the creation of national and international cooperations, not only in the vertical

interaction relations, but also during the collaborative production of goods and ser-

vices with complementary core competence partners.

The borderless enterprise has been the subject of scientific discussion for some

years [4], and the collaborative production of goods and services has been established

as a crucial factor in the consciousness of economic entities. The opening of the or-

ganizations borders is no longer regarded as a necessary evil, but rather as a chance

with strategic importance [5]. The additional effort caused by the network has to be

overcompensated by the added-value. Enterprises have to build up new forms of co-

operation characterized by a flexible and low-cost feasibility in order to be perma-

nently successful on largely saturated markets.

Current approaches that address solutions to specific problems of flexibly interact-

ing organisations are summarized under the term “Business Integration”; the field of

investigation is referred to as “Collaborative Business (C-Business)” [6]. While the

technological implementation on the one hand and the business model life-cycle on

the other hand have been already intensively researched, too little consideration is

given to the interconnecting business management concepts. A rethinking from the

Adam O., Hofer A. and Zang S. (2004).

Cross-enterprise Process Orchestration – Framework for Collaborative Process Automation.

In Proceedings of the 1st International Workshop on Computer Supported Activity Coordination, pages 185-197

DOI: 10.5220/0002667201850197

 SciTePress

pure technology-driven implementation or profit-driven business model discussion to

an integrated view that spans from the conceptual level to the system blueprint is

needed. On the conceptual view business processes have proven to be the ideal design

item in conjunction with the use of graphical methods. These methods can then be

transformed into IT-based specifications. With the use of web services they enable

Business Process Automation, i.e. the automatic negotiation of process interfaces.

In this paper this approach is expanded to the Framework for Collaborative Process

Automation. The elaboration and implementation of such a concept is the subject of

the research project ArKoS, sponsored by the German Federal Ministry of Education

and Research (BMBF), that is introduced in the last section.

2 From Middleware to Collaborative Business

Up until now integration attempts aligned with technological necessities. Thus differ-

ent middleware concepts and solutions were developed over the last years. Beginning

with the simple Remote Procedure Call (RPC) or Remote Database Access, over

Message Oriented Middleware and Transaction Processing Monitors, up to more re-

cent concepts, such as Object Request Brokers (ORBs) or shared components [7].

Middleware however is used basically only for integration at data level; functions that

enable further integration levels as object or process integration are missing [8]. „En-

terprise Application Integration“ (EAI) provides an approach that goes beyond the

pure technical connection of information systems. The different systems – both inter-

nal applications and of external business partners – are linked by a uniform integra-

tion platform. Therefore only one interface is required to connect the systems to the

EAI-system as opposed to a large number of point-to-point connections. The system

actively transports data from one application to the other according to the process

flow and converts documents into the respectively needed format.

However, EAI still lacks another conceptual superstructure by means of which an

intercompany collaboration can be planned and implemented. Therefore more recent

approaches, such as Collaborative Business (C-Business) and E-Collaboration, ex-

pand the EAI idea into business management concepts and methods. C-Business de-

scribes the Internet-based interlinked collaboration of all participants in an added

value network – from the raw material supplier to the end-consumer [9]. It allows a

comprehensive information exchange not only between employees but also between

departments and even between enterprises and encourages creative cooperations at all

levels. As first case-studies show, the increase in added value is out of proportion to

the amount of participants in the added value network. Unlike former concepts, as e.g.

E-Procurement, which focused only on small parts of the value chain, E-Collaboration

incorporates all stages of added value and business processes. Measures for Business

Integration incorporate all relevant business partners into the system; by doing so they

become part of the entire collaborative process [10].

For a detailed and systematic analysis and redesign of interorganizational proc-

esses, enterprises need a methodological framework that offers support at the business

concept level up to their implementation into IT-systems. The appropriate graphic

representation of these contents is of great importance in order to support the ex-

change of ideas and the reconciliation of interests between the different recipients

186

(management, departments and IT-department). Finding consent and decision-making

between the different stakeholders is considerably facilitated by a general methodol-

ogy; it encompasses not only the common conception of a collaborative business

process but also the system-side implementation in an existing IT application land-

scape. Besides, today a lot of workflow-aware application systems are used in mis-

sion-critical environments, e.g. as an extension of ERP-systems. Thus the main chal-

lenge concerning technology is the open implementation and interoperability of these

process-sensitive applications to integrate preceding and following process steps dy-

namically. The consecutive level of integration is called orchestration, i.e. the dy-

namic connection of autonomous process entities [11].

Loosely coupled component-based systems increasingly replace monolithic solu-

tions, as e.g. ERP-applications [12]. However, as long as widely-recognized content-

related and technical standards are missing, the use of component architectures is lim-

ited. To achieve a truly dynamic integration and interoperability these standards have

to be consolidated in a framework to ensure a common procedure within the business

network. For this purpose a proposal is to be developed by use of the framework for

collaborative process automation.

3 Framework for Collaborative Process Automation

Compared to traditional processes, the complexity of enterprises spanning business

processes rises considerably as a result of the numerous possibilities of interaction as

well as the strategic, structural and corporate cultural differences between the part-

ners. Coordinating the business partners turns out to be more difficult, especially be-

cause of the differing objectives and the lack of inherent organisational arrangements

and behaviour guidelines as they exist within an enterprise [13]. The allocation of per-

formances and resources of the business partners, the determination of responsibilities

for material and financial exchange relationships, as well as the information and data

exchange over interfaces have to be planned, arranged and “lived” together. Thus the

demands on Business Process Management (BPM) increase.

Existing BPM methods and phase models are used as a foundation in the presented

framework, which had to be adapted to the specifications of collaborative scenarios.

Especially because of its completeness of vision and its proven practicability, both in

the scientific and the economic context, the “ARIS House” [14] is accepted as a ge-

neric framework for business process management and serves as a basis for further

considerations. The ARIS House describes a business process, assigning equal impor-

tance to the questions of organization, functionality and the required documentation.

First, it isolates these questions for separate treatment, in order to reduce the complex-

ity of the description field, but then all the relationships are restored using the Control

View introduced for this purpose.

Additional basic principles for the derivation of the framework come from the ex-

amination of enterprise networks that have already been extensively analysed regard-

ing their development, maintenance and dissolution. Thus life cycle models and phase

models that are motivated from an organisational point of view have been developed

[15].

187

Below, relevant aspects of C-Business management are represented in a three-tier

framework that is connected through control loops, following the concept of business

process excellence of Scheer [16], which consists of a model to track a complete life-

cycle model of business process management, including modelling, real-time control

and monitoring of business processes. The first layer of the “Framework for Collabo-

rative Process Automation” focuses on the collaboration strategy. In the centre of the

second layer, the “C-Business Process Engineering”, there are design, optimisation

and controlling of both enterprise spanning and internal processes. The third layer,

“C-Business Execution”, deals with the (operational) implementation of business

processes in value-added networks as well as their support through information and

communication technologies. The structure of the layer model is clarified in figure 1.

Fig. 1. Framework for Collaborative Process Automation

3.1 C-Business Strategy

Before using the framework there is an awareness of one or more enterprises that they

can profit by collaboration with complementary core competence partners. After-

wards, in the formation phase, mostly referred to initiation and agreement of the en-

terprise network, the collaboration partners are determined by the shared goals of the

collaboration and the aspired win-win situation of all partners. In this paper we as-

sume that a set of potential network participants is given. The decision if and with

which enterprises out of the basic set a C-Business scenario should be implemented is

taken by every single enterprise individually and rationally; for this reason it depends

highly on the expected economical profit of the individual partner. In the next step,

the joint aims of the collaboration have to be defined as synthesis of the individual

aims.

188

Assuming that the aim of the cooperation is a collaborative service production,

graphic methods, like product models, are used in this stage for the determination of a

common service bundle. They simplify and put the often implicit objectives into con-

crete terms. In addition to the characteristic features of a service or a product over its

entire life-cycle, the organizational units participating in the service production are

contained in a product model [17]. By means of product trees enterprises can conceal

detailed service descriptions in an internal view that puts special focus on the organ-

izational aspects of the product offered by the partners. In an external view they just

provide the information required for the configuration of the common service bundle

in form of product bundle models [18].

Enterprise spanning business processes are not planned in detail at the strategic

level but designed as concentrated, high-level process modules. Thus, they combine

the public knowledge about the collaborative processes that is shared by all partici-

pants. Business process models for collaborative scenarios at the strategic level

merely no longer act on the assumption of a chronological view of the process, but

more on a role-based process model to discover new value-added potentials. C-

Business scenario-diagrams that are used e. g. by SAP Ltd. for the description of my-

SAP.com collaboration scenarios (cf. figure 2), aim at the representation of the coop-

eration of different enterprises and participants by means of a simple to understand

method and the documentation of the value-added potentials resulting from it [19].

The high-level processes are shown as hexagons in figure 2. The responsibility for

each process step, indicated by swim-lanes, is of central importance to the determina-

tion of the scenario. This method is integrated into the ARIS concept and combined

with methods of (classical) business process and data modelling used at the C-

Business Process Engineering layer. This enables the generation of public and enter-

prise-internal views and levels of detail for management, process owner and IT-

experts out of a C-Business model.

189

Fig. 2. Example of a C-Business Scenario

The question about the core competences in the enterprises is directly associated with

the question which processes remain in the enterprise and which are supposed to be

assigned to partner enterprises or collaboratively operated [20]. This decision again

has direct effects on the IT-systems used, e.g. whether a portal is supposed to be im-

plemented or the participation in an electronic marketplace is sought. C-Business stra-

tegic and technical problems cannot be considered independently from each other,

therefore the IT-architecture is already initialised.

After the basic parameters of the collaboration are determined the procedures and

the interactions are planned in more detail at the engineering layer.

3.2 C-Business Process Engineering

Having completed the strategy finding, in the next step the local (private) processes of

each partner are adapted and the processes regarding the collaboration (global or pub-

lic processes) are generated as an aggregation of all internal views of the network

partners. The business processes will be designed by using reference models based on

best practice and theoretical considerations. Like design patterns that show a generic

solution of the network architecture on a technical basis reference models are used to

show possible solutions for a process description on the conceptual level.

As described above, the framework is based on the ARIS House and divides it into

a vertical axis of global knowledge of all collaboration partners and a horizontal axis

of local knowledge of the single participants (cf. figure 3). The organisation view and

the output view are global knowledge because a goal-oriented collaboration is impos-

sible without them.

190

Collaborative

Network structures

Process

Modules

Outputs in the network

Func-

tions

Data-

Inter-

faces

Process

Modules

Global Knowledge Local Knwoledge

Fig. 3. Global and local knowledge in innovation networks

Global and local knowledge merge gradually in the step-by-step development of C-

Business process engineering. Following this distinction between global and local

knowledge, a language is needed for the exchange of these knowledge fragments. Be-

cause the necessary detail functions and data schemes of the respective enterprise are

determined in the data and the function view, these are treated from a micro perspec-

tive. They are characterized by an intensive internal interdependence, whereas exter-

nally a standardized encapsulation has to be provided. Interfaces of the data and func-

tion views to other network participants become visible in the process view in form of

attribute correlations to process modules and concern the technological field of the

cooperation during the realisation much more intensely than the conceptual one.

Each partner considers their part in the inter-enterprise process. Starting with proc-

ess modelling and optimisation over process controlling up to implementation, the

processes involved are aligned with the requirements of the collaborative scenario

agreed on at the strategic level. Each party models its own internal processes. The

event-driven process chain (EPC) is used for the design of the process flow within

one enterprise, supplement by other methods to cover all business views that are

needed (organizational, data, activities, outputs). The ARIS House delivers all neces-

sary methods for this step. For the collaborating partners only the data at the inter-

faces (marked with an I), that is the input respectively output data of the single proc-

ess modules (resp. EPC), are relevant for the realization of the collaboration. Thus it

is guaranteed that the enterprise-owned EPC is only internally visible.

Fuelled by the global need for organizational and output information, these parts of

the local business process models can then be exported to a standardized Business

Process Language like BPML. Process fragments are sent to all other network partici-

pants and can be integrated into their own process descriptions. After this configura-

tion phase a global workflow is generated. It has to be visualised by an appropriate

graphical method in order to gain knowledge of the common processes and to reduce

the complexity of integrating the participating organizational units into one virtual

unit. The Process Module Chain clearly and understandably represents the collabora-

tive processes (cf. figure 4) [21]. It consists of single process modules or components,

in which again more detailed EPCs, that contain the local processes, are lodged [22].

Process Module Chains are particularly suited for the illustration of collaborative

191

process flows because the single process modules form a logically terminated unit and

the interfaces, located between the single modules, contain input data for the follow-

ing modules, as shown in figure 4.

Field

data

Module

Process

Owner

Application

System

Fig. 4. Process Module Chain

At the time the interaction occurs between two partners, local knowledge is shared

(bilaterally) between the partners, i.e. additional information, like data structures and

semantics are exchanged. Updates of the local knowledge do not influence the net-

work as network knowledge has to be available for all partners. This information is

stored in the description of the interfaces in the Process Module Chain.

The collaboration partners have to continuously compare the result of the imple-

mentation with their goals and adjust deviations. Hitherto the management has ob-

tained its knowledge about the company’s success from figures of the past, e.g. cash-

flow, trading volume or profit made. The causes for fluctuations, requiring immediate

counter measures, are not discernible. Until the problem is recognized, valuable time

has elapsed. Therefore new measurement categories, which allow a reliable and con-

temporary evaluation of the process efficiency, are required. The information needed

cannot be extracted from the record and transaction oriented applications alone. Key

performance-indicators must be defined based on records, log-files, time stamps etc.

These can be measured and analysed by means of intelligent tools [23].

The use of analytical tools in connection with their integration into functional sys-

tems, concludes the business process lifecycle from development, implementation up

to controlling and the continuous improvement of collaborative business processes.

The controlling function is a must when there is a high degree of uncertainty as with

C-Business projects. The management can permanently control the implementation of

the strategic collaboration configuration and promptly evaluate whether the expected

added value potentials have been reached.

Integration of the partner enterprises is the basis for the configuration of the inter-

organizational information systems. In order for the network to operate, an IT-

infrastructure is needed that can seamlessly join the partly worldwide scattered parts

of collaborative business networks into one unit.

192

3.3 C-Business Execution

To support the framework developed above an IT-architecture is needed that is proc-

ess-driven and relies on fully developed standards and interfaces which are widely ac-

cepted [24]. Instead of closed systems that have been used so far, C-Business requires

the integration of different applications. Component based architectures can be seen

as a state-of-the-art approach to overcome these problems.

Process-driven emphasises the importance of the process models created on the

preliminary layer. At the execution layer these models are used for process orchestra-

tion. Orchestration in this context describes the composition of web services in a

process flow. In detail, it defines the complex interaction between web services, in-

cluding the business logic and execution order of the interactions. These semantically

defined interaction concepts describe how web services have to be organised so that

one web service starts in time while the other stops so that the data transaction prop-

erly works out. Without orchestrating web services the overall context between the

single process steps would be lost.

So far these semantics are stored in the isolated process descriptions and models

(business process knowledge) on a conceptual level. However, the automation of

cross-organizational business processes must be based on a system that allows the

transformation of semantic into formal models. After the foundations, i.e. data and

process integration, are laid, a system supporting not only this transformation but also

activity coordination is presented in the next sections.

Data Integration

Collaboration partners must access data and applications in an easy and secure way.

Standardized mark-up languages for exchanged documents like the Extensible

Markup Language (XML) are designed for this purpose. But the meaning of mark-up

tags, e.g. data fields in orders and bills, vary from one enterprise to another. There are

a lot of promising efforts for standardization, but there is not one common standard.

Therefore a conversion is still necessary to exchange documents automatically. Con-

trary to EDI, XML standards can be transferred into another more easily and they can

simply be transmitted over the Internet.

Process Integration

With the use of XML the technological basis for interoperability has been established,

the interoperability between the semantic business process definitions however is still

missing. Efforts like BPMI’s Business Process Modelling Language (BPML) promise

standardization for the management of inter-organizational business processes that in-

volve different applications, departments and business partners [25]. This standard,

which is based on XML, complements existing B2B protocols like RosettaNet, Biz-

Talk and ebXML. On the one hand BPML acts as an intermediary between business

process modelling tools and IT. On the other hand BPML enables the interoperability

between modelling tools. Besides, a wide acceptance of the Business Process Execu-

tion Language for Web Services (BPEL4WS) by BEA, IBM, and Microsoft as well as

the newly finalized specification of the Web Services Choreography Interface

(WSC-I) mainly driven by BEA, Intalio, SAP and Sun show the importance of such

standardization efforts for interoperability [26]. While BPML is seen as more concep-

193

tually-oriented, the latter two focus on the transformation into the system-level by or-

chestrating web services.

Computer Supported Activity Coordination

For the computer supported activity coordination in enterprise networks an informa-

tion system is required that supports this two step coordination. In a repository, which

is logically centralized but can be physically distributed across the enterprise network,

the global knowledge is stored. Especially conceptual models about the possible par-

ticipants of coordinated or orchestrated output delivery, characteristics of their prod-

ucts and collaborative processes are stored there. The repository is similar to the idea

of an UDDI repository for the retrieval of web services [27], but enriched with busi-

ness logic and information about the conduct of business processes.

In order to automate inter-organizational processes the conceptual models are

transformed into formal models that are used as configuration data for the orchestra-

tion of web services. The applications of the partners have to communicate bilaterally

to negotiate the interface specifications based on the formal models, defined in the re-

pository. The local knowledge is generated by this negotiation for a certain situation.

After this collaboration task has ended no updates of configuration changes etc. are

reported to any other party except at the time when a new direct interaction occurs. In

this context multi-agent systems offer a solution to achieve an automated or at least

semi-automated interface-configuration [28], [29], [30].

Front-End Integration

Beyond the described back-end integration a front-end integration is crucial for the

acceptance and success of such a system [31]. Usability and worldwide access for the

employee can be achieved through the use of web-based systems. Especially Enter-

prise Portals have proven their positive effects by unifying several web-based front-

ends. The user has individual and context-sensitive access to relevant information

combined with push mechanisms that actively provide just-in-time information. If the

portal is run by several enterprises, or if both, customers as well as suppliers and part-

ners of the enterprise, have access to the portal, it is called collaborative portal [32].

ERP II Integration

The described trend towards open integration architectures in business context can be

found in the ERP II concept recently propagated by the Gartner Group [33], which

stands for a flawless connection between traditional ERP-systems and add-ons like

SCM/CRM-systems. Beyond this internal integration of systems external ERP-

applications of suppliers or customers are connected. Such an integration faces the

same integration problems, especially the question of knowledge-sharing with part-

ners and of a common semantic paradigm to consolidate e.g. the meaning of business

objects and related data. To overcome these problems the basic concept of local and

global process-knowledge and the suggested coordination system described above can

deliver important answers to the pitfalls of ERP II integration.

194

4 Vision and Realization in Research Projects

The vision of this paper is a framework that provides a generic solution concept,

which is transferred subsequently into industry-specific reference models. By consid-

ering this framework collaboration efforts are conducted on a solid basis, i.e. business

process management. Here the greatest demand for further research can be seen in the

formulation of methods or the expansion of established process modelling methods

for inter-enterprise use as well as in a methodologically sound transfer of process

models into ICT solutions. Another aspect that requires further research is the use of

supporting tools that ease the task of exchanging process models between different

enterprises and to distinguish between private and public knowledge.

At the Institute for Information Systems (IWi) the CCBI bundles the activities in

the research field Business Integration. The open research questions are subject of the

project ArKoS (Architecture for Collaborative Scenarios), i.e. the development of an

architecture for the management of collaborative scenarios consisting of methods, a

tool support and an integration platform. Existing modelling methods are examined

concerning their support for inter-organizational processes and redesigned in accor-

dance to the new requirements. Models of choice will then be integrated on the meta

level in an architecture and implemented prototypically in a modelling tool.

ArKoS uses the results of the successfully accomplished project InfoCitizen The

project InfoCitizen, funded by the European Commission under the 5th Research

Framework Programme, aims at creating a pan-European Information Architecture

for European PAs as well as to develop specific information technology that supports

this architecture and ensures a seamless information exchange between public ad-

ministrations on a pan-European level. Moreover, with this solution the EPAs are en-

abled to provide transparent and integrated public services for their customers, i.e.

citizens and businesses. Eleven organisations within five different EU-countries

(Germany, Greece, Italy, Portugal, Spain) worked together for two years to succeed in

the challenge of pan-European interoperability. A prototype of an agent-based inter-

operability platform with a service repository as described in the conceptual part of

this article was developed. The business processes are stored in an XML-

representation and the agent platform invokes dynamically the service offers which

are implemented as distributed web services. With these components a real-life sce-

nario was implemented.

ArKoS will now transform these foundations into a system that is able to handle

project-based collaboration in the building industry. Thus the research fields Semantic

Web, ontology, Process-to-Application, Real-Time-Enterprise(-Collaboration) and

Business Integration will play essential roles in the project. The building industry

serves as an application domain because services that require the coordination of nu-

merous enterprises are generated in large projects exactly in this industry. At the same

time the enterprise networks of such building projects are characterized by high dy-

namics and fluctuation. The practical reference models are implemented by software

developing enterprises and validated in a test scenario by user partners from the build-

ing industry.

195

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