E-Business: Organizational and Technical Foundations - Whole

Front Matterxv

About the Authorsxv

Forewordxvii

Prefacexix

Overviewxix

Mission and unique features of the bookxx

Content and organizationxxi

Figure P.1: Organization of the Bookxxii

Figure P.2: Roadmap to Business Organization Chaptersxxvi

Figure P.3: Roadmap to Technical Chaptersxxvii

Audiencexxvii

Studentsxxvii

Researchersxxvii

Practitionersxxviii

Acknowledgementsxxviii

Chapter 1 The World of e-Business1

1.1 What is e-Business?2

1.1.1 e-Business vs e-Commerce2

1.1.2 Some critical factors3

1.2 Characteristics of e-Business4

1.3 Elements of an e-Business solution5

Figure 1.1: Ingredients of an e-Business Solution7

1.4 e-Business roles and their challenges8

1.5 e-Business requirements10

1.6 Impacts of e-Business12

1.7 Inhibitors of e-Business14

1.7.1 Management/strategy issues14

1.7.2 Cost/financing issues15

1.7.3 Security and trust issues15

1.7.4 Legal issues16

1.7.5 Technological concerns17

1.7.6 Arguments against investment17

1.8 Chapter summary17

Discussion Questions?19

Chapter 2 e-Business Strategy21

Case Study : How e-Business technologies may change competition in an industry22

2.1 WHAT IS e-BUSINESS STRATEGY?23

Figure 2.1: Relationship Between e-Business and Other Organization Strategies24

2.2 Strategic positioning26

2.3 Levels of e-Business strategy26

2.4 The changing competitive agenda: business and technology drivers28

Case Study : How e-Business technologies may change competition in an industry30

2.5 The strategic planning process32

Figure 2.2: The Strategic Planning Process [Canzer 2003]33

Figure 2.3: Forms of Strategy [Mintzberg 1994]35

2.6 Strategic alignment35

Figure 2.4: Information Technology Supporting e-Business Strategic Objectives36

2.7 The consequences of e-Business: theoretical foundations37

2.7.1 Theory of competitive strategy38

Case study : How e-Business technologies may change competition in an industry40

2.7.2 The resource-based view41

2.7.3 Transaction cost economics42

2.8 Success factors for implementation of e-Business strategies44

2.8.1 e-Business transformation as an ‘ill-structured problem’44

2.8.2 The need for program management46

2.8.3 Design characteristics of program management46

2.8.4 Change agentry48

2.9 Chapter summary49

Discussion Questions?51

Assignments52

Chapter 3 Business Models53

Case Study : GeneraLife: a virtual insurance company on the Internet54

3.1 Pressures forcing business changes55

Case Study : GeneraLife: a virtual insurance company on the Internet56

3.2 Business models – definitions57

3.3 Classifications of business models60

3.3.1 Internet-enabled business models61

Figure 3.1: Classification of Internet-based Business Model [Timmers 1999]62

3.3.2 Value Web business models62

Figure 3.2: The Value Web Business Model [Selz 1999]63

3.3.3 The e-Business-enabled business models63

Figure 3.3: The Family of e-Business-enabled Business Models64

3.3.4 Market participants business model66

Figure 3.4: The Market Participants Business Model66

Case Study : The Agroportal68

3.3.5 Cybermediaries business model69

3.4 Towards networked business models70

Case Study : GeneraLife: a virtual insurance company on the internet71

3.5 Chapter summary72

Discussion Questions?73

Assignments74

Chapter 4 e-Business Relationships75

Case Study : Supply chain integration at Unitech176

4.1 Modeling interdependent business activities: the value chain77

4.1.1 The business unit value chain77

Figure 4.1: The Value Chain [Porter 1985a]78

Figure 4.2: Value Chains in a Financial Organization [Wolf 2003]80

4.1.2 Value chain analysis80

4.1.3 Value stream analysis82

4.1.4 Unbundling the business unit value chain83

4.1.5 The industry value chain83

Case Study : Supply chain integration at Unitech84

4.2 Business processes and their management85

Figure 4.3: Process Definition Hierarchy86

4.2.1 Business process management87

4.2.2 Characteristics of business processes88

Figure 4.4: Representation of a Business Process89

4.2.3 Types of business processes90

Figure 4.5: Mintzberg’s Typology of Organizations [Mintzberg 1983]91

4.2.4 Role of IT in business processes92

Figure 4.6: A Functional Coupling Framework [Teng 1994]93

4.3 Types and characteristics of e-Business relationships94

4.3.1 Types of e-Business relationships95

Figure 4.7: Levels of Business Relationship95

4.3.2 Types of business relationships and information exchange97

4.3.3 Characteristics of e-Business relationships98

4.4 Electronic links and the value chain100

Case Study : Supply chain integration at Unitech101

4.5 Chapter summary102

Value chain102

Value stream103

Industry value chain or value system103

Business process103

e-Business relationships104

Discussion Questions?105

Assignments105

Chapter 5 Governance Structures107

5.1 Markets vs. hierarchies: theoretical contributions108

5.1.1 The transaction cost perspective109

5.1.2 Transaction aspects: asset specificity, product complexity, and frequency110

5.1.3 Behavioral assumptions: bounded rationality and opportunism111

5.1.4 The resource-based perspective112

5.2 Networks113

5.3 A supply chain perspective: value-adding partnerships115

5.4 The effects of information technology on governance116

5.4.1 The electronic market hypothesis116

5.4.2 The move-to-the-middle hypothesis118

5.4.3 A supply chain perspective120

5.5 Chapter summary121

Discussion Questions?123

Assignments123

Chapter 6 e-Business Technological Infrastructure125

Case Study : Embedding workflow management technology in travel intelligence126

6.1 Technical e-Business challenges127

Figure 6.1: Technology Stack for e-Business129

6.2 Basic infrastructure: client/server technology129

Figure 6.2: Client/Server Architecture130

Figure 6.3: Two-Tier Client/Server Architecture131

Figure 6.4: Three-tier Client/Server Architecture132

6.3 Web technologies and applications133

6.3.1 Web-based applications135

Types of Web applications136

Construction of Web applications136

Figure 6.5: Generating Dynamic Web Documents137

6.3.2 Architectural features of Web-based applications138

Figure 6.6: Multi-tiered Architecture for Developing Web-based Applications138

Client-side programming139

Applets140

JavaScript140

Server-side programming140

Servlets140

Figure 6.7: Servlets142

JavaServer Pages142

Figure 6.8: JavaServer Pages143

6.4 Collaborative technologies143

6.4.1 Electronic Data Interchange (EDI)143

Figure 6.9: Typical Business Documents Exchanged During a Simple EDI Application144

Figure 6.10: EDI Transaction Set148

6.4.2 Workflow systems150

Figure 6.11: The Workflow Management Coalition Diagram of Process Flow Across Applications151

Figure 6.12: Simplified Workflow for Processing a Client Initiated Order152

Characteristics of workflow systems153

Figure 6.13: Architectural Characteristics of a Workflow System154

Types of workflow155

Workflow reference model157

Figure 6.14: Components and Interfaces of the WfMC Reference Model158

6.5 The role of enterprise information systems in e-Business162

6.6 Chapter summary163

Discussion Questions?164

Assignments164

Chapter 7 XML the Enabling Technology for e-Business165

7.1 Brief overview of XML166

7.2 Characteristics of XML documents167

Figure 7.1: The Three Parts of an XML Document168

Figure 7.2: Layout of Typical XML Document169

7.2.1 XML declaration169

7.2.2 Element170

7.2.3 XML namespaces170

Listing 7.1: Example of Qualified and Unqualified Elements171

Listing 7.2: Example of Qualified Elements172

Listing 7.3: Example of Qualified Elements using a Default Namespace172

7.2.4 Well formed and valid documents172

7.3 Defining structure in XML documents173

7.3.1 Document Type Definition (DTD)173

Listing 7.4: A Sample Purchase order DTD174

Figure 7.3: Connecting a DTD Specification to an XML Instance Document174

7.3.2 Overview of XML schema176

Figure 7.4: Connecting a Schema Specification to an XML document Instance177

Listing 7.5: A Sample Purchase Order Schema178

Listing 7.6: An XML Instance Document Conforming to the Schema in Listing 7.7180

Type definitions, element and attribute declarations181

Declaring elements and attributes181

Simple types183

Complex types184

7.4 Document presentation and transformation185

7.4.1 Using XSL to display documents186

Figure 7.5: XPath Tree Model for Instance Document in Listing 7.7187

7.4.2 Using XSLT to transform documents188

Figure 7.6: Transforming between two Different Versions of Customer Documents189

7.5 Processing XML documents190

7.6 XML, EDI and e-Business191

7.7 Chapter summary193

Discussion Questions?194

Assignments195

Chapter 8 e-Markets197

Case Studies : Four electronic markets1198

8.1 Electronic markets defined199

Figure 8.1: The e-Business Market Trading Model200

8.1.1 How electronic markets work201

Figure 8.2: Typical Functions in an e-Market201

8.1.2 Functional characteristics of business-to-business e-Markets203

Figure 8.3: Core Applications in an e-Market203

8.1.3 Classification of electronic markets204

Table 8.1: Four Types of Electronic Market [Kaplan 2000]204

8.1.4 Market-making mechanisms207

8.1.5 Biased or unbiased markets207

Table 8.2: The Dimensions of Electronic Markets207

8.2 The functions of electronic markets208

Matching buyers and sellers208

Facilitating the exchange208

Institutional infrastructure209

8.3 How do electronic markets differ from traditional markets?209

8.3.1 Personalization and customization209

Product bundling210

8.3.2 Information goods210

8.3.3 Search210

Case Study : ChemConnect211

8.3.4 Transaction mechanisms211

8.3.5 Price discovery212

8.3.6 Facilitation212

8.3.7 Electronic invoicing and payment212

8.4 What are the effects of electronic markets?214

8.4.1 The impact of the emergence of electronic markets214

8.4.2 Stakeholders: buyers, suppliers, investors and service suppliers215

Case Study : Chematch215

8.5 Electronic market success factors216

8.5.1 Context-related success factors217

Case Study : MetalSite217

Products218

Case Study : Eumedix219

8.5.2 Process-related success factors219

Functionality and support219

Learning costs220

Trust220

Quality of information220

Information security220

Geographic location221

Partnerships221

Case Study : ChemConnect221

8.6 e-Market technology solutions221

Figure 8.4: e-Market Technical Solution222

8.7 Chapter summary223

Discussion Questions?225

Assignments226

Chapter 9 e-Procurement227

Case Study : Commerce One and Ariba, two popular e-Procurement solutions228

9.1 Introduction228

Figure 9.1: Pareto Analysis230

9.2 The purchasing process230

9.2.1 Modeling the purchasing process231

Figure 9.2: The Buy-grid Framework [Webster 1972]232

Figure 9.3: A Purchasing Portfolio Model [Kraljic 1983]233

9.2.2 Purchasing as part of supply chain management233

9.3 Developments in purchasing234

9.4 IT and purchasing235

9.5 e-Procurement235

Figure 9.4: Key Procurement Activities Within an Organization238

9.5.1 e-Procurement models239

Figure 9.5: Abstract OBI Architecture: Entities and Information Flows240

9.5.2 The components of e-Procurement systems241

9.5.3 Internet-based e-Catalog systems242

Case Study : Commerce One243

9.5.4 Catalog aggregation245

9.6 Auctions245

9.7 e-Procurement solutions246

9.8 Chapter summary247

Table 9.1: The Use of e-Sourcing Tools, 2002 vs. 2000 [Hannon 2002]248

Discussion Questions?250

Assignments250

Chapter 10 e-Business Networks251

Case Study : Business network redesign at Robeco252

10.1 Introduction252

10.2 Network organizations254

10.2.1 Classifying networks255

Table 10.1: Classification Scheme for Business Networks258

10.3 Interorganizational information systems and network organizations259

10.3.1 System integration and business benefits259

Figure 10.1: IT-Induced Business Reconfiguration [Toppen 1998, after Venkatraman 1994]260

Case Study : Robeco261

10.3.2 Interoperability: a matter of standards262

Case Study : Robeco263

10.3.3 Classifying interorganizational information systems263

Figure 10.2: Functionalities of IOSs [Sheombar 1995]264

10.3.4 Limits to the reach of network organizations266

Figure 10.3: Reach and Range of the e-Business Infrastructure [Adapted from Weill 1998]266

10.4 Supply chains267

Figure 10.4: Example of a Supply Chain [Handfield 2002]268

10.4.1 Logistics – flow and network perspectives269

10.4.2 Supply chain management271

10.4.3 Technology solutions for supply chains272

Figure 10.5: Distributed Computing Solutions for Supply Chains274

10.5 Integrated supply chains275

Figure 10.6: An Extended Value Chain276

10.5.1 Essential requirements of integrated value chains276

e-Business-enabling business models276

End-to-end integration of processes and e-Business applications277

10.6 Concluding remarks278

10.7 Chapter summary279

10.7.1 Network organizations and their IOSs279

10.7.2 Supply chains281

Discussion Questions?282

Assignments283

Chapter 11 Intermediaries in the Value System285

Case Study : Successful intermediation by Internet-based intermediaries in the transportation value system1286

11.1 Introduction288

11.2 Definition and classification of intermediaries288

11.2.1 Transactional intermediaries or infomediaries289

Case Study : Informore/LogicLogistics290

11.2.2 Added value and functions290

Case Study : Informore/LogicLogistics291

11.2.3 Services292

Case Study : Informore/LogicLogistics292

11.3 Dynamics In The Value System293

11.3.1 Disintermediation293

11.3.2 Are intermediaries threatened?294

Figure 11.1: Potential Transactions Between Producers, Consumers, and Intermediaries294

Figure 11.2: Possible Impacts of the Internet on Intermediaries [Sarkar 1996, 1998]297

Case Study : Teleroute297

11.3.3 The intermediation–disintermediation–reintermediation cycle299

11.4 Chapter summary301

Discussion Questions?302

Assignments303

Chapter 12 e-Business Modeling305

Case Study : Intel - Experience with the supply-chain operations reference model306

12.1 Business modeling307

12.2 Business processes and collaborations309

12.3 Business modeling with UML310

12.3.1 Class diagrams311

Figure 12.1: Class Diagram for the Computer Manufacturer System312

12.3.2 Activity diagrams313

12.3.3 Use case diagrams313

Figure 12.2: Activity Diagram for Checking Inventory, Shipping Orders and Updating the Inventory314

Figure 12.3: Use Case Diagram of Customer, Manufacturer and Subcontractor315

12.3.4 Sequence diagrams316

12.3.5 Deployment diagram316

12.3.6 Business process modeling with UML 2.0316

Figure 12.4: Sequence Diagram for UC5 – Shipment of Parts between the Manufacturer and the SubContractor317

Figure 12.5: Computer Manufacturer System Deployment Diagram318

Figure 12.6: An Activity Diagram for a Simple Order-processing Application319

12.4 Business process modeling methodologies320

12.4.1 The unified software development process322

Figure 12.7: Relationships between Software Development Methodologies323

12.4.2 The Rational Unified Process (RUP)323

12.4.3 The UN/CEFACT modeling methodology325

Figure 12.8: The UMM Metamodel328

Figure 12.9: UMM Worksheets and Models330

12.5 The Supply-Chain Operations Reference (SCOR) model331

Figure 12.10: Levels of SCOR Processes [Harmon 2003b]333

12.6 Business process modeling notation335

Figure 12.11: A BPMN Example of a High-level Business Process [White 2004]337

Figure 12.12: A BPMN Example of a Business Process at High Level of Precision [White 2004]338

Figure 12.13: BPMN Example Including Two Pools and Two Lanes338

12.7 Comparing BPMN with UML339

12.8 The Model Driven Architecture (MDA)340

Figure 12.14: MDA Overview [OMG 2004]342

Figure 12.15: Deriving Platform-specific Artifacts from Platform-independent Models343

Figure 12.16: Model-driven Generation of Programs in BPEL using the PIM/PSM Approach344

12.9 Chapter summary344

Discussion Questions?346

Assignments347

Chapter 13 Security and Reliability for e-Business349

Case Study : Securing financial services 1350

13.1 Reliability and quality considerations351

13.2 Quality requirements353

13.3 Trust357

13.4 e-Business risks359

13.5 e-Business security361

13.5.1 Application security requirements362

13.5.2 Security mechanisms for e-Business364

Figure 13.1: PKI Infrastructure366

13.6 Realizing a secure e-Business infrastructure367

13.6.1 Infrastructure availability367

13.6.2 Network level security368

Firewalls369

Figure 13.2: Enterprise Network Firewall370

Intrusion detection systems and vulnerability assessment370

13.6.3 Secure communications372

Symmetric encryption372

Figure 13.3: Symmetric Key Cryptography373

Asymmetric encryption374

Figure 13.4: Asymmetric Key Cryptography374

Hybrid encryption375

Implementation of secure communications376

13.6.4 Digital certification and trusted third parties376

13.6.5 Trust services overview378

XML signature and encryption379

Figure 13.5: Creation of a Digital Signature380

Figure 13.6: Verification of a Digital Signature380

XML Key Management Specification (XKMS)383

Figure 13.7: Basic Building Blocks of the XML Trust Framework384

Security Assertions Markup Language385

XML Access Control Markup Language386

13.7 Chapter summary387

Discussion Questions?389

Assignments389

Chapter 14 Approaches to Middleware391

14.1 What is middleware?392

14.2 Messaging393

Figure 14.1: Synchronous Messaging394

Figure 14.2: Store and Forward Messaging395

Figure 14.3: Publish and Subscribe Messaging396

14.3 Remote Procedure Calls (RPCs)396

Figure 14.4: RPC Communication397

14.4 Remote Method Invocation (RMI)398

Figure 14.5: The Java Remote Method Invocation (RMI)399

14.5 Message-Oriented Middleware (MOM)400

Figure 14.6: Message-Oriented Middleware400

14.5.1 Integration brokers402

14.5.2 The Java Message Service405

14.6 Data-access middleware406

14.7 Transaction-oriented middleware407

14.7.1 Transaction-processing (TP) monitors408

14.7.2 Application servers409

14.8 Distributed-object middleware411

14.8.1 Object Request Brokers (ORBs)412

The Common Object Request Broker Architecture (CORBA)412

Figure 14.7: The Common Object Request Broker Architecture (CORBA)413

Distributed Component Object Model (DCOM)414

Figure 14.8: The Distributed Component Object Model415

14.8.2 The Enterprise JavaBeans component model416

Figure 14.9: The EJB component Model417

14.9 Newer generation frameworks418

14.9.1 .NET418

Figure 14.10: Overview of .NET419

Figure 14.11: .NET Framework420

14.9.2 J2EE420

Figure 14.12: J2EE Components, Containers and Connectors421

J2EE components422

Figure 14.13: Two Multitiered J2EE Applications Divided into Standard Tiers423

Figure 14.14: J2EE Client-tier, Web-tier and Business-tier Components424

J2EE containers424

Figure 14.15: J2EE Containers425

J2EE APIs426

Figure 14.16: J2EE Application Programming Interfaces426

14.10 Chapter summary428

Discussion Questions?429

Assignments430

Chapter 15 Component-based Development431

Case Study : Component business model for Bank of America’s Card Services 1432

15.1 What are components?433

Figure 15.1: Component Interfaces and Implementation435

15.1.1 Component characteristics436

Figure 15.2: A Simple Order-processing Application Involving Components437

15.2 Interfaces and contracts438

Figure 15.3: A Component and its Parts439

15.3 Business components and entities441

15.3.1 Business entities442

15.3.2 Business components442

Figure 15.4: Interrelationship Between Business Entities and Components443

15.4 Component models and compositions444

15.4.1 Component models444

15.4.2 Component compositions445

15.5 Component frameworks and patterns447

15.5.1 Characteristics and types of frameworks447

15.5.2 Business patterns449

15.6 Business component architecture450

Figure 15.5: Five-tier Component Architecture451

15.7 Business component-based design and development452

15.7.1 Designing components452

Functional component design guidelines452

Figure 15.6: Using Façade Interfaces455

Nonfunctional component design456

15.7.2 Developing components459

15.7.3 Certifying components460

15.8 Advantages and limitations of component-based development460

15.9 Chapter summary462

Discussion Questions?463

Assignments464

Chapter 16 Leveraging Legacy Applications465

Case Study : National City Corporation extends the life of existing assets using enterprise application modernization technology1466

16.1 Enterprise information systems and legacy enterprise assets467

16.2 Strategies for modernizing legacy systems469

16.3 Non-invasive approaches471

16.3.1 Refacing471

16.3.2 Repurposing471

Figure 16.1: Repuposing Legacy Systems472

16.3.3 Presentation tier modernization techniques472

Figure 16.2: Screen Scraping473

16.4 Invasive approaches474

16.4.1 Maintenance474

16.4.2 Replacement474

16.4.3 Re-engineering and transformation475

Figure 16.3: Application Restructuring477

Types of legacy system re-engineering478

Hybrid techniques480

Planning the legacy system re-engineering480

Legacy system re-engineering methodology481

16.5 Legacy modernization techniques483

16.5.1 Legacy componentization483

Figure 16.4: Component Wrappers: Connecting Client Components to Legacy Applications485

16.5.2 Requirements for componentization486

Assessing legacy systems for component wrapping486

Identification of candidate components and levels of abstraction487

Selection of levels of abstraction for componentization487

Code slicing488

Business logic modernization techniques490

Creating component wrapper APIs492

16.6 Chapter summary492

Discussion Questions?493

Assignments494

Chapter 17 Enterprise Application Integration495

Case Study : End-to-end supply management solution for Audi Hungaria1496

17.1 The application integration imperative497

Figure 17.1: Corporate Islands of Automation498

17.1.1 Target applications499

17.2 Operational and financial drivers501

17.3 What is Enterprise Application Integration?502

Figure 17.2: A High-Level View of EAI and e-Business Integration504

17.4 Typical topologies for enterprise application integration504

17.4.1 Point-to-point topology505

Figure 17.3: The Point-to-Point Topology506

17.4.2 Publish–subscribe (shared bus) topology507

Figure 17.4: Shared Bus Topology508

17.4.3 Hub and spoke topology509

Figure 17.5: The Hub and Spoke Topology510

17.4.4 Conclusion510

17.5 Types of application integration: passive vs. active511

17.6 Layers of EAI integration512

Figure 17.6: The EAI Pyramid512

17.6.1 Transportation layer512

17.6.2 Data integration layer513

Figure 17.7: Data Integration514

Staged integration515

Data replication515

Data federation516

Data integration servers516

17.6.3 Application programming interface integration layer517

Figure 17.8: API Integration Layer517

17.6.4 Business process integration layer518

Business process integration519

Figure 17.9: Business Process Integration Scenario520

Business process management521

Figure 17.10: The Five Tenets of Business Process Management522

17.7 Workflow, EAI, and BPM technologies: A comparison524

17.8 When to use synchronous or asynchronous communication525

17.9 Elements of the application integration architecture527

Figure 17.11: Elements of EAI Architecture527

17.10 Implementing business process-level EAI529

17.10.1 Integration broker-based process-level integration530

Figure 17.12: Integration Broker Topology for Business Process Integration531

17.10.2 Application server-based process-level integration534

Figure 17.13: Application Server Topology for Business Integration535

17.11 Summary of application integration infrastructure functions537

Table 17.1: Summary of Application Server, Integration Broker and ORB Functions537

17.12 Chapter summary538

Discussion Questions?540

Assignments540

Chapter 18 e-Business Integration543

Case Study : Deutsche Bank’s Global Integration Platform1544

18.1 Business processes and e-Business integration545

18.2 Business process redesign547

18.3 e-Processes548

18.4 Overview of e-Business integration549

Figure 18.1: Characteristics of e-Business Integration Model551

18.4.1 Choosing the type of integration551

18.4.2 The role of standards553

18.4.3 Initial comparison between EAI and e-Business integration554

18.5 Topologies for e-Business integration555

Figure 18.2: Integrating Business Processes that Span Enterprises556

Figure 18.3: The Enterprise Service Bus558

18.6 Workflow, BPM, EAI and e-Business559

Figure 18.4: Connecting Cross-Enterprise Processes by Means of Workflows560

18.7 Integration challenges: the semantic interoperability problem561

18.7.1 Semantic issues at the data level562

Solutions562

18.7.2 Semantic issues at the business process level563

Solutions564

18.8 Business integration patterns and their implications567

18.8.1 Integrated enterprise business pattern567

Figure 18.5: The Integrated Enterprise Pattern569

18.8.2 Brokered enterprise business pattern569

Figure 18.6: The Brokered Enterprise Business Pattern570

18.8.3 Federated enterprise570

18.9 e-Business integration requirements revisited571

Figure 18.7: The Federated Enterprise Business Integration Model572

18.10 Wrapping up: the real differences between e-Business and EAI573

18.11 Chapter summary574

Discussion Questions?576

Assignments576

Chapter 19 Loosely Coupled e-Business Solutions579

Case Study : Virgin Mobile Integration Famework1580

19.1 Introduction581

Figure 19.1: Using Web Services to Develop Distributed Applications583

19.2 The concept of software as a service584

19.3 What Web services are585

Figure 19.2: Web Services Clients and Providers586

19.4 Web services: types and characteristics588

19.5 The service-oriented architecture590

19.5.1 Roles of interaction in the service-oriented architecture591

Figure 19.3: Web Services Roles and Operations591

19.5.2 Operations in the service-oriented architecture592

19.6 The Web services technology stack593

Core layers593

Figure 19.4: The Web Services Technology Stack594

Higher-level layers594

Coordination/transaction layer595

Value-added services layer595

19.7 Web services standards595

19.7.1 SOAP: Simple Object Access Protocol595

Structure of a SOAP message596

The SOAP communication model597

Listing 19.1: A Simplified Hypothetical Purchase Order in SOAP597

19.7.2 WSDL: Web services description language598

Figure 19.5: Simple WSDL Interface Definition599

Web service interface definition600

WSDL implementation602

Figure 19.6: WSDL Implementation Description604

WSDL interaction patterns606

19.7.3 UDDI: Universal Description, Discovery, and Integration607

UDDI data structures607

Figure 19.7: Overview of UDDI Data Structures609

UDDI Application Programming Interface611

19.8 Web services orchestration612

Figure 19.8: Example of a Purchase Order Process Flows in BPEL614

Figure 19.9: A UML Class Modeling the BPEL Purchase Order Process616

Figure 19.10: BPEL Process Flow for a PurchaseOrder Process617

19.9 Web services transactions617

19.10 Web services security and policy considerations620

19.11 EAI and Web services621

19.12 Chapter summary623

Discussion Questions?625

Assignments625

Chapter 20 Business Standards and Protocols627

20.1 Introduction628

20.2 Why are business standards and protocols needed?629

20.3 XML technology stack for e-Business integration630

20.3.1 Components in support of e-Business within a single supply chain631

Figure 20.1: Basic Components in Support of e-Business Within a Single Supply chain631

20.3.2 Components in support of e-Business within an e-Market632

Figure 20.2: The Technology Stack for e-Trading Networks633

20.4 RosettaNet635

Figure 20.3: Example of a RosettaNet Business Process Manage Purchase Order (PIP 3A4).636

20.5 Electronic business XML637

20.5.1 Conducting business via ebXML637

Figure 20.4: The ebXML Approach; Automating Business-to-Business Interactions638

20.5.2 Architectural model of ebXML639

The ebXML reference architecture640

Figure 20.5: ebXML Key Components640

The process architecture642

Business processes and Business Process Specification Schema643

Figure 20.6: Relationship of ebXML Business Process Specification Schema to UMM, CPP/CPA and Core Components644

Figure 20.7: Business Processes and Transactions646

Listing 20.1: Example of an ebXML Transaction647

Business conversations647

Listing 20.2: Example of an ebXML Collaboration648

Figure 20.8: Conversation Sequence Between Two Trading Parties649

Figure 20.9: A CPA Between Trading Partners650

Figure 20.10: CPP/CPA Example Involving RosettaNet PIP 3A4651

Figure 20.11: The ebXML Contract Negotiation Process652

Figure 20.12: Connecting Collaboration Agreements, Business Conversations and Trading Partners653

20.6 Convergence between Rosetta, ebXML and Web services654

20.7 Chapter summary656

Discussion Questions?657

Assignments658

Figure 20.13: Combining Demand Forecast and Order Management Processes (Source [RosettaNet 2004])658

Back Matter661

Glossary661

References681