![](bg5.png)
initiated by the assurance service/orchestrator to
generate these Templates, by involving the relevant
stakeholders.
Whilst traditional workflows aim at carrying out
various business process steps, in this context the
orchestrator’s main objective is to:
1. enable the refinement of abstract decisions
made by a decision support system, by
integrating know-how from different sources
and triggering the relevant steps, including
interactions with people and systems;
2. support the creation of relevant templates, for
various types of decision support system
outputs.
The Portal is a collaborative web service where
various people in the organisation can register,
access various relevant information, based on their
roles (templates, knowledge bases, etc.), and
contribute to the specification of these information.
The Portal is not passive: it is used by the
orchestrator to require stakeholder interventions, if
necessary. As previously described, the orchestrator
(driven by workflow templates) will prompt the
stakeholders for the necessary information.
We envisage two main interaction mechanisms:
• Stakeholders are asked to intervene and
provide information based on need – i.e. during
the execution of workflows. This is pretty
much standard practice;
• The assurance service, via the portal, actually
provides a collaborative service where the
various involved people can interact upfront,
share information and collaborate to create the
various templates necessary during the
mapping process. In other words, this portal
provides an additional way to generate the
“templates”. These interactions might be
triggered by challenges raised by
administrators and decision makers rather than
just the orchestrations and/or involved
workflows.
In the latter case the assurance service and
orchestrator provide an active ecosystem where
various stakeholders, with different skills and
expertise, can collaboratively discuss and create
material that is relevant for the enforcement of
decisions, within the organisation.
4 REVIEW AND CONCLUSIONS
The main advantage of the orchestration service is
that it addresses the problem of enforcing and
monitoring decisions by:
• Integrating input and contributions of various
stakeholders, by means of an automated
process
• Enabling compliance with agreed decisions
Whilst common solutions in this space rely on
manual interventions and/or automated but very
specific solutions (with static knowledge bases valid
only in very restricted domains – subject to
expensive maintenance/extensions), the proposed
solution solves these problems by collaboratively
involving the various stakeholders in the process;
getting their input to update knowledge bases;
ensuring that templates, scripts and mapping
mechanisms evolve over time, based on needs.
ACKNOWLEDGEMENTS
We acknowledge the valuable input of Tomas
Sander, Prasad Rao and Richard Brown, whose
comments helped shape our ideas around the policy
orchestration service.
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