system-1698.pdf - Web Service Discovery and Composition for...

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0Web Service Discovery and Composition for Virtual EnterprisesSirin, E., & Parsia, B. (2004).Planning for Se-mantic Web services. In Semantic Web ServicesWorkshop at 3rdInternational Semantic WebConference (ISWC2004).W3C. (2003)Simple Object Access Protocol(SOAP) 1.2.This work was previously published in the International Journal of Web Services Research, Vol. 4, No. 1, edited by L. J. Zhang,pp. 23-39, copyright 2007 by IGI Publishing, formerly known as Idea Group Publishing (an imprint of IGI Global).Weld, D.S. (1994).An introduction to least-com-mitment planning.AI Magazine, 15(4), 27-61.WfMC (2005).XML Process Definition Language(XPDL) 1.09.
0Chapter XIIAchieving AgileEnterprise ThroughIntegrated Process Management:From Planning to Work ExecutionAli BahramiBoeing Phantom Works, USACopyright © 2008, IGI Global, distributing in print or electronic forms without written permission of IGI Global is prohibited.ABSTRACTProject management tools are used to manage projects from time as well as from resource levelingperspectives. Workflow management systems guide users through processes by driving the processesbased on formal process definitions also called workflow types. This paper describesintegrated processmanagement system that will integrate project management, business process modeling, simulation andworkflow technologies in order to support scheduled workflow execution. The target will be achievedby utilizing a tool for modeling work processes which can semi automatically generate workflow pro-cesses based on scheduling tool and then exported it to workflow engine via web services usingXMLprocess definition language (XPDL). Addition of simulation capability allows testing workflows beforedeployment.INTRODUCTIONCoordinating a large program such as new airplanedesign is a big challenge, and improving coordina-tion would save time and money. Coordinationrelies on frequent meetings and discussions tounderstand the current and planned activities ofall the programs’ participants. We need to makefaster, more informed decisions—communicatingand collaborating immediately and effectively nomatter where employees are located. We needto better understand and serve our customersglobally and seamlessly interact with suppliersand distributors to take advantage of market op-
0Achieving Agile Enterprise Through Integrated Process Managementportunities faster than our competitors. We needto be more efficient than ever. In short, we needbusiness agility to succeed.Scheduling and project management toolsprovide support for determining task sequencing,dependencies, and resource loading, and oncethe schedule is established, its status is updatedand reviewed in meetings. The work within eachscheduled task is coordinated by people com-municating with one another: Managers talkingto IPT leads, and the leads talking to their teammembers. There is little automated support toensure that work is done in accordance with aspecified process. Process owners lack the tools

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