Book Business Process Technology

Dirk Draheim

Business Process Technology
A Unified View on Business Processes,
Workflows and Enterprise Applications

Figures
Listings
D. Draheim. Business Process Technology. Springer-Verlag 2010.

Figures


Fig. 1.1. Gaps and tensions between
business process modeling, workflow control
and dialogue control

Business Process
Modelling

gaps and tensions

Workflow Application
Definition Programming


Fig. 2.1. Applying the cohesion principle of
business process reengineering.
(a) (d)

(b) (c) (e) (f)
(ii)
(i)

Business
units (a) Business
Process (d)
Reengineering

(b) (c) (e) (f)
(ii)
(i)

Fig. 2.2. Identifying and extracting a
potentially parallel activity.

hidden independent activity

1 2 3 4 44b 5 6 7 8 9

Business
Process
Reengineering

5 6 7 time savings
1 2 3 4 8 9
4b
parallel split synchronization


Fig. 2.3. Gaining routine with tasks by
running process instances in parallel.

sequential process execution
1A 2A 3A
1B 2B 3B
1C 2C 3C

parallel process execution
1A 2A 3A
routine

1B 2B 3B
time savings
1C 2C 3C


Fig. 2.4. Creating specialized processes for
alternative cases.
sufficient for sufficient for
first case second case

1 2 3 4 5 6 7 8 9 10

Business
Process
Reengineering

first case
decision 1 2 3 4 5 8 9 10 time
point savings

1 2 3 6 7 8 9 10
second case


Fig. 2.5. Creating a specialized activity for a
lean case.
sufficient for lean case

4b 4c

1 2 3 4 5 6 7

Business
Process
Reengineering

standard case
decision 1 2 3 4 5 6 7
point

1 2 3 4b 4c 7
lean case time savings


Fig. 2.6. Business process management
lifecycle.

Business Process Optimization

Business Business
Process Process
Monitoring (Re-)Definition

Business
Process
Execution


Fig. 2.7. The Deming wheel for quality
control.

PLAN
ACT
ves
objecti
ents
improvem e ar e
ar
fixed
made

ses
proces
ves
objecti e ar e
ar run
red
monito
DO
CHECK


Fig. 2.8. The business continuity management
lifecycle according to British standard BS 25999.

Understanding
the Organization

Exercising BCM Embedding
Determining
Maintaining program BCM in the
BCM Strategy
Reviewing management Organization

Developing and Implementing
BCM Response


Fig. 2.9. The stages of the incident timeline
according to BS 25999.

back to normal
as quickly
as possible
Incident Response

Business Continuity

Recovery/Resumption


Fig. 2.10. ITIL v3 best practices stack
tackling business continuity.
Event Management
Service Catalogue Management Incident Management

Service Level Management Request Fulfilment

Problem Management
Capacity Management
Access Management
Availability Management

Service Operation
Continuity Management
Service Transition
IT Security Management
Service Design

Supplier Management Service Strategy

Fig. 2.11. Enterprise application integration as
seen by IBM's On Demand Business strategy.
partners
suppliers
Integration
along the
value chain
Manufacturing

horizontal integration Purchasing Sales Distribution

vertical integration


Fig. 2.12. Forrester Research poll on which business
problems are important resp. very important.

81% Inadequate support for cross-functional processes
Mismatch between
81% application functionality and business requirements
78% High cost compared to value

77% Limits on process change
due to application inflexibility
Lack of visibility and analytic insight
72% into process results
70% Slow upgrade to new functionality
Inability to support employees, partner
63% and customer collaboration

63% Lack of industry-specific functionality
Inability to extend business
56% processes to external partners

Fig. 2.13. Total impact of IT ownership.
Total Impact
of IT Ownership

Auxiliary
Benefits
Total Cost Total Benefit
of Ownership of Ownership

Hardware Software Operations Cost
Profit
Costs Costs Costs Savings

Availability Scalability Security

Probabilistic
Costs
Quality of Service

3.1. System architecture of IBM's San
Francisco framework.

Independent Software Vendor
Solutions

Core Business Processes

Common Business Objects

Foundation

Java Virtual Machine


Fig. 3.2. Efforts for division of labour and
productizing according to Frederik Brooks.

Interfaces
System Integration

3 Programming
Program
System

3
Generalization
Programming
Testing Programming
System
Documentation Product
Product
Maintenance


Fig. 3.3. An example manufacturing
execution system.
8:00 8:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00
9:23
A1 03 05 09 12 14 16
A2 01 06 07 10 15 17
A3 02 04 08 11 13

B1 02 07 14
B2 03 08
B3 01 09 15
B4 06 10
B5 04 11
B6 05 12

C1 02 01 07 05 09
C2 Draheim. Business Process Technology. Springer-Verlag 2010.
D. 03 06 04 08

Fig. 3.4. Production planning, execution and
control system architecture.
October
Mo 5 12 19 26
Tue 6 13 20 27
Wed 7 14 21 28
Thu 1 8 15 22 29 Production Planning System
Fri 2 9 16 23 30
Sat 3 10 17 24 31
Sun 4 11 18 25

production production
schedule report

ISA-95
Manufacturing Execution System

operational operational
commands response

ISA-88
Machine and Device Control


Fig. 3.5. Industrial information integration
backbone.

Production Planning System (PPS)

production production PPS
schedule report Industrial
Information
Integration
Backbone
Manufacturing Execution System (MES) MES

operational operational operational operational
commands response commands response

Machine and Device Control Machine and Device Control


Fig. 3.6 Cut-out of the Wal-Mart data
warehouse schema.

time dimension operational hierarchy
YEAR_DT
QUATER_DT DIVISION
product dimension MONTH_DT STORE_DEPT REGION
WEEK_DT FLOOR_LOCATION DISTRICT
MERCHANT GROUP
DAY_DT OPERATIONAL_DEPT STORE
MERCHANT SUBGROUP
HOUR_TIME
DEPARTMENT
HOLIDAY
CLASS

facts
PRODUCT UPC_XREF DISCOUNT
(point of sale)
PCS_MERCHANDISE POS_TRANSACTION
VENDOR
CUSTOMER FREQ_SHOPPER TENDER
PRICING REMARKS
RETAIL PRICE CUSTOMER_TENDER_XREF CASH COUPON
EVENT CREDIT_CARD OTHER_TENDER


Fig. 3.7. Completely crosscutting information
backbone.
Business Intelligence (BI)

planning process
W
D
rules report BI
A

Enterprise Resource Planning (ERP) Industrial
Information
ERP Integration
production production Backbone
schedule report

Manufacturing Execution System (MES) MES

operational operational operational operational
commands response commands response

Machine and Device Control Machine and Device Control


Fig. 3.8. Direct analytical processing for
manufacturing data.

Analytical
ERP
Processing

Industrial
Information
Integration
Backbone
MES


Fi.g 4.1. Business process definition and
business process supervisory.

V V
A B C D
business process
design E F G H

VV VV
A B C D
AA BB CC DD
VV VV
A B C D
business process E F G H
supervisory EEE FFF GGG
HHH


Fig. 4.2. Workflow supervisory and workflow
automation.
VV VV
A B C D
AA BB CC DD
VV VV
A B C D
workflow E F G H
supervisory EEE FFF GGG
HHH

changes
tasks
new

state
workflow
•Task C •Task D
automation •Task F •Task H
•Task E •Task D

Dialogue


Fig. 4.3. Workflow Management Coalition
workflow reference model.
Definition Tool Administrator
references generates references
Process Definition
interprets
Organizational
Role/Model Data Workflow
maintains Control
refers to Data
Workflow Workflow
Workflow
Engine Workflow
Application
Application
invokes Applications
interact uses
Workflow via work list
Enactment
Workflow update
Service Work List
Relevant Data

invokes
Worklist Handler Workflow
Workflow
Workflow
Application
Application
Applications
User Interface invokes
User

software components and data of workflow management system external
D. Draheim. Business Process Technology. Springer-Verlag 2010. products and data

Fig. 4.4. Complex business process state
resulting from business process cycle.

C
C
B1
B A1
B2
V
A
V
instantiation A2 B3
A3
A4


Fig. 4.5. Supervision of production process
instances. 8:00 8:30 9:00 9:30 10:00 10:30
9:23
A1 03 05 09 12
A1 A2 A3
A A2 01 06 07 10
A3 02 04 08 11

B1 B2 B3 B1 02 07
B4 B5 B6 B2 03 08
B3 01 09
B
B4 06
B5 04
B6 05
C1 C2

C1 02 01
C
C2
D. Draheim. Business Process Technology. Springer-Verlag 2010. 03 06

Fig. 4.6. Example ARIS process chain.
Business Partner
Event Function Information Object
Organizational Unit
Output

Customer
Customer Order
order arrived
Sales
Order
Item
Processing

Order Confirmation
accepted
Customer
Order
Plant

Order Manufacturing
Planning Orders

Order Production
included Plan
in planning


Fig. 4.7. Events in business process
modeling languages and Petri nets.
capture
capture
registration registration

registration
registration
captured captured
(i)
V (ii)

confirm insert insert
data
registration data confirm
registration

registration data
confirmed inserted data
registration inserted
confirmed
V
condition or place

process
event or transition
registration process
registration

registration registration
processed processed


Fig. 4.8. Alternatives to express decision
points in visual process specifications.
yes

DIN66001
(i) cond
flowchart
no

cond

(ii) BPMN

decision
construct default alternative

cond
event-driven
(iii) XOR
process chain
cond

Fig. 4.9. Modeling an expiring condition.
V

confirm insert
registration data

If the registration has been confirmed
and the data has been inserted
proceed with processing the
registration. If the data has been
inserted and it takes more than 1 day
before the confirmation has been
completed, repeat the data insertion process
step in order to check whether the data registration
is still valid.


Fig. 4.10. Specification of starting an
operation process in a hospital.

operation
requested

surgeon team V
operation
available

operating theatre
available


4.11. A Petri net specification of starting an
operation process.
operation
requested

surgeon team surgeon team
not available available

operation

OP theatre
OP theatre
not available
available


4.12. Alternative specification of starting an
operation process.

operation
requested
V
operation
surgeon team
available
and
OP theatre
available


Fig. 4.13. Specification of an even simpler
start of an operation process.

operation
requested
V
operation
operating theatre
available


4.14. A Petri net specification of the
operation process.
operation
operation
requested

OP theatre
available

maintenance OP theatre
requested maintenance


Fig. 4.15. Attempt to model processes
competing for a resource.

operation V
requesting operation
step

operating theatre
available

maintenance V operating
requesting theatre
step maintenance


Fig. 4.16. End synchronization of two
business processes.

process A
A B
process C
V V
E F

C D
process B


Fig. 4.17. Synchronization of two business
processes at a synchronization point.

process A
A B E F

V V V

C D G H
process B


4.18. Business process synchronization in
presence of cycles.
(i) V
V
B  C V
1 A   F
 V
D E

(ii) V
V
2 B  C V
A   F
 V
D 3 E

(iii) V
V
B  C 4 V
5 A   F
 V
D 3 E

(iv) V
V
6 B  C 4 V
A   F
 V
7D 3 E

(v) V
V
6 B  C 4 V
9 A   F
 V
D 3 8 E

Fig. 4.19. History of the business process
instance in Fig. 4.18.

4
2 6
1 5 8
3 7
9


Fig. 4.20. Modified version of the business
process model in Fig. 4.18.

V
true
B  11 C 4
A  V
 
V
F
 V
false D 8 E 10


5.1. Building a model hierarchy bottom-up.

decomposition

abstraction

decomposition

abstraction


5.2. A business process model with data
flow and role specifications.

     
B E J M
        
A C F H I K N P
  
D G   L O 


5.3. Example for decomposition with unique
start and exit points.

  
AH IP

     
B E J M
         
A C F H I K N P
  
D G   L O 


Fig. 5.4. Transforming a decomposition that
spans more than one level.

A A

B B E-Wrapper

C D E C D E


Fig. 5.5. Transforming an explicitly given
hierarchy.

A A

B B E

C D E C D


Fig. 5.6. Recursion via levels.

x
  
A B

 ¬x

CD

y
  
C D

 ¬y

AB


Fig. 5.7. The usage of case distinctions in
data flow diagrams.

x x
   
A B A B
 ¬x
 ¬x
(i) (ii)
CD CD


Fig. 5.8. An instance of the business


A ¬x
 

C ¬y
  

A ¬x
  
y
C D
  


Fig. 5.9. Flattening the recursive business
process specification in Fig. 5.6.

x
 
A B

 ¬x

 ¬y 

C  D
y


Fig. 5.10. Self-recursive business process
model that is not end-recursive.

x
  
A B

 ¬x

AB


Fig. 5.11. An instance of the business

A ¬x B

A ¬x B

A ¬x B

x
A B


Fig. 5.12. Flattening the recursive business
process specification in Fig. 5.10.

x c=0
   
c:=0 A B

 ¬x  c>0


c:=c+1 c:=c-1


Fig. 5.13. Example for decomposition with
multiple start and exit points.

ii  v viii  ix
   
i AD iii vi EL x xi MP xiv
iv  vii xii  xiii

   
B ii ix M
i           
A C iii v E J viii xi N P xiv
      
 D iv vi F H I K x xiii O 
 
vii G   L xii


Fig. 5.14. Alternative control flows for a sub
business process from Fig. 5.2.
c1   
B E
 c2    
(i) A XOR C F OR H
else   
D G
  
B E
 v    
(ii) A C F OR H
  
D G
  
B E
 v    v 
(iii) A C F H
  
D G


Fig. 5.15. Decomposing a business process
according to business goals.

  B E
 L O
D G 
    J
 
 
   
A BP AL MO


 
 B E  J M 

        
A C F H I K N P

     
D G L O

Fig. 5.16. Overlapping business goals that
are compatible in a hierarchy.
c1
BECF
  c2 
A XOR OR H
c2
else CFDG

c1   
B E

  c2    
A XOR C F OR H

else   
D G


Fig. 5.17. An alternative business process
specification with duplicated activities yielding
more options for decomposition.

      
B E H I J M P 
        
A C F H I K N P
       
D G H I L O P


Fig. 5.18. An example business goal
oriented decomposition.

v BEHIJMP 
ii 
 
i ACDG iv vi FHIKNP
iii
 
vii HILOP

        
ii v B E H I J M P

         
i A C iii vi F H I K N P

        
D G iv vii H I L O P


Fig. 5.19. Parallel decomposition of activities
and transitions.

   
AD EL MP

 
 B ii ix M 
          
i A C iii v E J viii xi N P xiv
      
 D iv vi F H I K x xiii O 
 
vii G   L xii

ii v
viii ix
iii vi
x xi
iv vii
xii xiii

Fig. 5.20. Completely symmetric decomposition of
nodes and edges in a graph.

 AB  DF  H  LM 

  
 A B D E F        
  G H I J K L M
C

             
A B C D E F G H I J K L M


Fig. 5.21. Simple example for parallel
decomposition of activities and transitions.

  
AC DE

  
B D

A 
 C E 



Fig. 5.22. Tyical structural frictions in a combined
business process and system model.
Customer System Analyst

Visio
EPCs
Function Trees MindMap
Task Models
Word

Articles Home Delete Car ?
• Book
Delete
Change
Delete Home

• Car Book YES NO
Delete
Car
Welcome You are !
welcome
• House
House
Login • Article 123123 Article 123123
Articles • Article 09358345 Article 09358345
Name Error Logout Change House ?
ID Search
Change House !
Name Ground: Solid
PWD
SUBMIT
Result Home Ground Solid
Wall: Thick
ID
SUBMIT • Dog • Cow
ChangeHome Wall Thick
Window: Glass Change
Delete
PWD • Cat • Song Book Window Glass
• Mouse • Carol Car Change
Door: Wood
Door Metal
Roof: Red
• Fiddle • Carot House Abort
• Moon • Meadow Article 123123 Roof Blue Pool: 2m
Article 09358345
Pool 1m

EPCs Magic Draw
State Charts
Class Diagrams Word

System Designer Developer

Fig. 5.23. Mitigating structural frictions in a
combined business process and system model.
business process notation

single selected modeling tool
selected
notation
other


Fig. 5.24. Variant Modeling.

cus
cu
cu

st
re

tom
st
fer

om
sal

om
es en

er

er p
ce

er
mo pr

pr
du

pr
lar oc

roc
oc
oc
iza e ss

es
tio

es

es
n

s
s
natural

s (i
(i)

(ii
on-the-fly

)

ii)
hierarchy

Articles Home Delete Car ?
Login • Book Delete Delete Home
• Car Book YES NO
Name You are • House Change Car Delete
Welcome welcome ! • Article 123123 House
ID • Article 09358345 Article 123123
PWD SUBMIT Articles Article 09358345
Logout Change House ?
Change House !
Search Ground: Solid
Result Home Ground Solid
Wall: Thick
• Dog • Cow
Change Home Wall Thick
Window: Glass
Error Change
• Cat • Song Book Delete Window Glass Door: Wood
• Mouse • Carol Car Door Metal Change Roof: Red
Name • Fiddle • Carot House Pool: 2m Abort
Article 123123 Roof Blue
ID • Moon • Meadow
SUBMIT Article 09358345 Pool 1m
PWD


Fig. 6.1. Semi-formal formation rules for
structured flowcharts.
(i)
basic activity A

(ii) C
sequence C D
D
C
(iii) C
case 
D
D

(iv) y
do-while C  C
n

n
(v)
repeat-until C C 
y

6.2. Example flowchart that is not a D-
flowchart.

n
n
A B  y C  D
y


Fig. 6.3. Characterization of bisimilarity for
business process models.

(i) A  A

(ii) A C  A D iff C D
y C y E C E
(iii)    iff 
n
D
n
F D  F


Fig. 6.4. Example business process model
that is not structured.

y
 A
n

y
B  n C


Fig. 6.5. Structured business process models that
replace the non-structured one in Fig. 6.4.

y y
 A  A
n n
C C
n n
B  B 
y y

A A

n
(i)  A (ii) 
y
n y

B B


Fig. 6.6. Block-structured versus arbitrary
business process model. 6

y
6  A
n
7
y
 A 4

n C
1
 n
B B 
2 y
y
 C
n A
ii 7

6 ii 6 5 y

ii  A B 4
n
iv C 3 C 1

 2  2 B 3
2
1 B 1 B
 5

D. Draheim. Business Process Technology. A
A 
Springer-Verlag 2010.

Fig. 6.7. Listing enriched with arrows for
making jump structure explicit.

01 WHILE alpha DO
02 A;
03 B;
04 IF beta THEN GOTO 02;
05 C;


Fig. 6.8. Example business process hierarchy.

C
n
DoA B 
+
y

A DoA B
+

DoA

y
 A


Fig. 6.9. Example for a deeper business
process hierarchy.
C
n
DoA B 
+
y

Ado B
+

Ado
A DoA
+

DoA

y
 A


Fig. 6.10. Structured business process model that
replaces the non-structured one in Fig. 6.2.

n
n
A B  y C  D
y

B

y A

n B
C


Fig. 6.11. Two example business processes
without structured presentation using no other than
their own primitives.
reject workpiece quality must amount exceeds revision is
due to defects be improved threshold necessary

y y prepare y approve y
handle quality
purchase purchase
workpiece insurance
order order
n n n n

(i) dispose (ii) submit
finish
deficient purchase
workpiece
workpiece order


Fig. 6.12. Business process with cycle that
is exited via two distinguishable paths.

y y
A  B 
n n

C D


Fig. 6.13. Resolution of business process cycles
with multiple distinguishable exits by the usage of
auxiliary logic and state.

:=false

y y
A :=true A  B 
n
n



C D


Fig. 6.14. Two business processes that are
not behavioral equivalent.

(i) A B (ii) B
y y
 A 
n n
A C C


Fig. 7.1. Process definition with one form for each
activity as implementing system dialogue.

A B C D

Start Start Start Start

a a b b c c d d


Fig. 7.2. Strictly chained forms of a terminal-
server style workflow system.
A A

Tasks A02:a1 A02:a2 A02:a3 Tasks A01:a1 A01:a2 A01:a3
A01 1. foo 1. ding 1. ben A01 1. you 1. to 1. and
A02 2. bar 2. bats 2. ach A03 2. can 2. und 2. tha
A03 3. zapf 3. mac 3. can B02 3. try 3. ers 3. ttt
Start Submit Submit Submit Start Submit Submit Submit

Tasks B01:b1 B01:b2 B01:b3 Tasks C01:c1 C01:c2 C01:c3
A03 1. asd 1. aba 1. all A03 1. fer 1. orzu 1. nefg
B02 2. ist 2. nix 2. och B02 2. qwe 2. deda 2. ga
B01 3. nun 3. hier 3. den C01 3. dd 3. bnu 3. tuht

B C

Fig. 7.3. Alternative activity support by a
superform-based dialogue.

A

Start
a
+
b
a/b/c/d +
c
+
d


Fig. 7.4. Workflow system that allows for
saving screen states.

A02:a A03:a A02:a A02:a
Tasks 1. foo Tasks 1. this Tasks 1. foo 1. foo Tasks
A01 2. b A01 2. isr A01 2. b 2. bar A01
A02 3. A02 3. eally A02 3. 3. asd B03
A03 A03 B03 B02
Save Save Save Save
Submit Submit Submit Submit


Fig. 7.5. Exploiting windowing for saving
screen states of a workflow system.

A02:a A02:a A02:a
Tasks Tasks 1. foo
Tasks 1. foo
Tasks 1. foo 1.
A01 A01 A01 A03:a A01 A03:a
2. b 2. b this 2.
2. b this
A02 A02 A02 A02
3. 3. isr 3. 3.
isr
A03 A03 A03 A03
Submit Submit
ea Submit
eally
Submit Submit


Fig. 7.6. Virtual screens versus viewports
versus windows.
virtual screens

computer terminal

windows

viewports


Fig. 7.7. Exploiting the root pane of a
windowing system as worklist.

A03:a A03:a A03:a A03:a
1. 1. 1. this 1.
A02:a A02:a A02:a A02:a
1. 2. 1. foo 2. 1. 2. isr 1. foo 2.
A01:a A01:a A01:a A02:a
3. 3. 3. ea 3.
1. 2. 1. 2. b 1. 2. 1. 2. b
2. 3. Submit
2. 3. Submit 2. 3. Submit 2. 3. Submit
3. Submit 3. Submit 3. Submit 3. Submit
Submit Submit Submit Submit


Fig. 7.8. Fully exploiting windowing for
saving screen states of a workflow system.

1. 1. 1.
A02:a A03:a A02:a
1. 2.
foo 1. 2.
this 1. 2.
foo
2. b3. 2. 3.
isr 2. b3.
3. 3. ea 3.
Submit Submit Submit
A01:a A01:a A01:a A01:a A01:a A01:a
A02:a A02:a A02:a A02:a
A03:a A03:a A03:a A03:a A03:a


Fig. 7.9. Process definition with complex
activity implementing system dialogues.

A B C D

a3 b3 c3 d3
a1 b1 c1 d1
a3 b3 c3 d3
a1 b1 c1 d1

a2 a2 b2 b2 c2 c2 d2 d2


Fig. 7.10. Strictly chained process execution
in a terminal-server style workflow system.
A A

Tasks A02:a1 A02:a2 A02:a3 Tasks A01:a1 A01:a2 A01:a3
A01 1. foo 1. ding 1. ben A01 1. you 1. to 1. and
A02 2. bar 2. bats 2. ach A03 2. can 2. und 2. tha
A03 3. zapf 3. mac 3. can B02 3. try 3. ers 3. ttt

Tasks B01:b1 B01:b2 B01:b3 Tasks C01:c1 C01:c2 C01:c3
A03 1. asd 1. aba 1. all A03 1. fer 1. orzu 1. nefg
B02 2. ist 2. nix 2. och B02 2. qwe 2. deda 2. ga
B01 3. nun 3. hier 3. den C01 3. dd 3. bnu 3. tuht

B C


Fig. 7.11. Roles attached to a workflow
definition.

B E H
A C D F G I

Role X Role Y Role Z

T U V

PT PU PV


Fig. 7.12. Repaintings of the workflow
definition in Fig. 7.11.
D
U
V

A E
T U
V V

(i) A D (ii) D
T U U F
U
V
B E B E
T U T U
V V V V V V V V
D
C F F U
V

T U C U E
T U
V V

F
U
V


Fig. 7.13. Business process model with the
same role attached to multiple activities.

B
A C

Role X

T U V


Fig. 7.14. Attempt to detail the meaning of
the process model in Fig. 7.13.

B
A C

Role X

TUV

T U V


Fig. 7.15. Business process with complex actor
assignment for conducting a business trip.

manager A

manager C
manager B
Team Team Team Team Team Team
A B C A B C

deputies
team
employee employee
manager

travel review travel
application travel accepted travel
application

Fig. 7.16. General dynamic actor scheduling
in workflow automation.
enterprise
resource
data

workflow history

dynamic
staffing

Task

Fig. 8.1. The evolution of SOA paradigms
and visions.

Flexible Software
Processes Productizing

B2B 2000

EAI 1996


Book Business Process Technology

Book Business Process Technology

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