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D2 5   Building Virtual Enterprise Based On Existing Workflow Technologies
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D2 5 Building Virtual Enterprise Based On Existing Workflow Technologies

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    D2 5   Building Virtual Enterprise Based On Existing Workflow Technologies D2 5 Building Virtual Enterprise Based On Existing Workflow Technologies Presentation Transcript

    • Adam Mickiewicz University Building Virtual Enterprise based on existing workflow technologies Rafał Renk WfMC Forum Poland 2007 BPM In Practice October 8-9th, Poznań, Poland
    • A genda
      • What is VISP?
      • Why VISP?
      • VISP Virtual Enterprise
      • Processes in VISP
      • High Level Architecture
      • VISP and SOA
      • General Technical Architecture
      • Summary
    • Basic project information
        • Project participants:
          • Perceval (Belgium)
          • Telscom (Switzerland)
          • Eozen (Luxembourg)
          • Valtech (France)
          • UAM (Poland)
          • Eworx (Greece)
          • FhI Fokus (Germany)
          • Mobiltek (Poland)
          • WUT (Romania)
          • ICCS (Bulgaria)
      Project name: VISP (Virtual ISP) Project type: Specific Targeted Research Project Start date: November 1, 2005 D uration: 32 months Total budget c.a. : 3,5 mln € More information: www.visp-project.org
    • What is VISP
      • VISP is an IST FP6 Research and Development project whose objective is to develop a software platform enabling a cluster of SMEs to collaborate and operate as a single business entity , in multiple dynamic business models , for the automated production of tailored ISP solutions adapted to local business needs
    • Why - Where does it come from?
      • LLU didn't really succeeded for small ISPs
        • Access infrastructure still closed to these ISPs for scalability reasons.
        • Cost structure often directly proportional to the area size to be covered.
        • Small ISPs don't have the customer density but have to cover all areas.
        • Constrained by reselling wholesale services of incumbent operators.
      • Struggle to lower prices on typical added-value services
        • E.g. e-mail, hosting, DNS, firewall, backup, etc.
        • Some are becoming expensive to provide: spam filtering, regulation, etc.
        • These services are monolithic and easy to compete with.
      • Solution: try to differentiate by offering tailored services
        • SMEs are more flexible than large companies.
        • SMEs are stronger at local business
    • Why service tailoring in particular?
      • Two ways to reach profitability according to Porter
        • Commoditize the services and go as quickly to the right as possible.
        • To play in a niche market: almost infinite number of small players.
      Market Share Profitability Small players Big players Niche markets, exceptional services, premium price Commodity services (mass market), lower prices, use efficiency of scale VISP: niche market of tailored services The famous Michael Porter's curve Challenge: getting bigger but not getting more profitable Challenge: specializing but not getting more profitable
    • What means service tailoring? 1) Select available ISP service like VoIP 2) Decompose ISP service into reusable parts 3) Compose new ISP service from the available parts – Service tailoring ( orchestration ) T oo many services (parts) to be done alone: cluster of partners ! VISP Service Architect
    • What is a VISP Virtual Enterprise ? Community or Virtual Enterprise Internal trading (economic models, new workflows)
      • Partners are independent organisations (SMEs) with their own business objectives and strategies.
      • Business and technical workflows are required inside of the cluster with a common unique portfolio of services .
      • Every partner can sell services offered by all others and each new partner makes the Virtual ISP more attractive, stronger and resilient .
      • Ally : entity whose products and/or services help to enhance the demand of the cluster.
      • Supplier : entity from which the cluster or any other entity obtains goods, services or information.
      VISP cluster Supplier 1 Supplier 2 Supplier 3 Ally 1 Ally 2 Customer 1 Customer 2 Customer 3 Partner 1 Partner 3 Partner who is itself a cluster External trading (business model, classical Supply Chain Management and workflows)
      • Automating as much as possible - t ranslation of BPMN diagrams into executable BPEL
      Business and Technical processes
    • High level architecture
    • Main technical choices - SOA
      • BPMN and BPEL
        • process modeling and execution
      • WebServices
        • « KISS » inside – SOAP over HTTP
          • With WS-Addressing
        • « Business ready » outside
          • WS-ReliableMessaging
          • WS-Security
          • WS-Notification
      • Services
        • Data repositories
        • Mediation with Network elements and ERPs
    • SOA Principles during Service Instantiation in VISP 2) Request orchestrated ISP service 1) Announce available ISP service building blocks 3) Discover , select and configure appropriate ISP service building blocks 4) Consume instantiated ISP service 5) Superwise and reconfigure ISP service building blocks VISP Customer VISP Mediator & Controller VISP Partners
    • General t echnical architecture
    • Summary
      • VISP is a project whose objective is to develop a software platform enabling a cluster of SMEs to collaborate and operate as a single business entity
      • Problems with openning telecommunication market for small ISP
      • Service tailoring (decomposition)
      • Intersection of two worlds: workflow and telecom technologies.
      • Two platforms: modelling and execution
      • VISP uses BPMN nad BPEL
      • VISP is based on SOA
    • Thank you! Any questions?