
Enterprise Interoperability
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Persons
Bruno Vallespir, University of Bordeaux, France.
Content
Foreword ix
Gérald SANTUCCI
Introduction xv
Bernard ARCHIMÈDE, Jean-Paul BOURRIÈRES, Guy DOUMEINGTS and Bruno VALLESPIR
Chapter 1 Framework for Enterprise Interoperability 1
David CHEN
1.1 Introduction 1
1.2 Enterprise interoperability concepts 2
1.2.1 Interoperability barriers 2
1.2.2 Interoperability concerns 4
1.2.3 Interoperability approaches 7
1.3 Framework for Enterprise Interoperability 10
1.3.1 Problem space versus solution space 10
1.3.2 The two basic dimensions 10
1.3.3 The third dimension 11
1.3.4 Complementary dimensions 13
1.4 Conclusion and prospects 16
1.5 Bibliography 17
Chapter 2 Networked Companies and a Typology of Collaborations 19
Séverine BLANC SERRIER, Yves DUCQ and Bruno VALLESPIR
2.1 Introduction 19
2.2 Various types of collaboration between companies 19
2.2.1 Strategic alliances 20
2.2.2 Integrated logistics management 21
2.2.3 Network enterprise 23
2.2.4 Virtual organizations and clusters 30
2.2.5 Virtual communities 35
2.3 Classification of the various types of collaboration and interoperability 37
2.3.1 Long-term strategic collaboration 37
2.4 Conclusion 40
2.5 Bibliography 40
Chapter 3 Designing Natively Interoperable Complex Systems: An Interface Design Pattern Proposal 43
Vincent CHAPURLAT and Nicolas DACLIN
3.1 Introduction 43
3.2 Work program: context, problematic, hypothesis and expected contributions 45
3.3 Concepts 47
3.4 Interface design pattern model 55
3.5 Conclusion and further work 60
3.6 Appendix 62
3.7 Bibliography 63
Chapter 4 Software Development and Interoperability: A Metric-based Approach 67
Mamadou Samba CAMARA, Rémy DUPAS and Yves DUCQ
4.1 Introduction 67
4.2 Literature review 68
4.2.1 Literature of software requirements' verification and validation 68
4.2.2 System state evolution 68
4.2.3 Interoperability literature review 69
4.2.4 The method for the validation and verification of interoperability requirements 70
4.2.5 Calculation of business process performance indicators from event logs 74
4.2.6 Event logs 75
4.3 Metric-based approach for software development and interoperability 78
4.3.1 Data collection framework for the validation and verification of interoperability requirements 78
4.3.2 Evaluation and improvement of available data 80
4.4 Application 81
4.4.1 Example 1 81
4.4.2 Example 2 82
4.5 Conclusion 82
4.6 Bibliography 82
Chapter 5 Decisional Interoperability 87
Nicolas DACLIN, David CHEN and Bruno VALLESPIR
5.1 Introduction 87
5.2 Decision-making 88
5.2.1 Definition 88
5.2.2 Decision-making in the GRAI model 90
5.2.3 Formal characterization of decision-making in the GRAI model 92
5.3 Decisional interoperability 95
5.3.1 Basic concepts 97
5.3.2 Design principles for decisional interoperability 98
5.3.3 Formal characterization of decisional interoperability 100
5.4 Conclusion 104
5.5 Bibliography 104
Chapter 6 The Interoperability Measurement 107
Nicolas DACLIN, David CHEN and Bruno VALLESPIR
6.1 Introduction 107
6.2 Models for evaluation of interoperability 109
6.3 Interoperability measurement 111
6.3.1 The potentiality measurement 111
6.3.2 Interoperability degree measurement 113
6.3.3 Performance measurement 116
6.4 Taking it further 125
6.5 Conclusion and prospects 126
6.6 Bibliography 127
Chapter 7 Interoperability and Supply Chain Management 131
Matthieu LAURAS, Sébastien TRUPTIL, Aurélie CHARLES, Yacine OUZROUT and Jacques LAMOTHE
7.1 Introduction 131
7.2 Supply chains interoperability needs 133
7.3 Various types of supply chain interoperability 134
7.4 The main logistic Information Systems to support interoperability 138
7.5 Main architectures to support logistic interoperability 143
7.6 SaaS applications revolutionize logistic interoperability 145
7.7 Conclusion 149
7.8 Bibliography 149
Chapter 8 Organizational Interoperability Between Public and Private Actors in an Extended Administration 151
Yacine BOUALLOUCHE, Raphaël CHENOUARD, Catherine DA CUNHA and Alain BERNARD
8.1 Introduction 151
8.2 Public-private network 152
8.3 Inter-organizational interoperability 154
8.4 Management framework for extended administration 157
8.5 Application to the "public clothing" function 159
8.6 Conclusion 161
8.7 Acknowledgments 161
8.8 Bibliography 162
Chapter 9 An Inventory of Interoperability in Healthcare Ecosystems: Characterization and Challenges 167
Elyes LAMINE, Wided GUÉDRIA, Ariadna RIUS SOLER, Jordi AYZA GRAELLS, Franck FONTANILI, Léonard JANER-GARCÍA and Hervé PINGAUD
9.1 Introduction 167
9.2 eHealth interoperability 170
9.3 Levels of interoperability in eHealth ecosystems 174
9.3.1 Technical interoperability 175
9.3.2 Semantic interoperability 177
9.3.3 Organizational interoperability 180
9.4 Survey of interoperability frameworks 184
9.4.1 eHealth European Interoperability Framework (eHeath EIF) 185
9.4.2 Health Information Systems Interoperability Framework (HIS-IF) 186
9.4.3 eHealth Interoperability Framework (eHealth IF) 187
9.4.4 Personal Health Systems framework 188
9.5 Discussion 190
9.5.1 Interoperability levels 192
9.5.2 Interoperability concerns 192
9.5.3 Interoperability approaches 193
9.5.4 Discussion 193
9.6 Conclusion and future work 194
9.7 Bibliography 195
9.8 Glossary 198
List of Authors 199
Index 203
Foreword
I am glad that the INTEROP-VLab Grand-Sud-Ouest (GSO) pole, which is well known by the international interoperability community for its commitment to advancing the frontiers of interoperability in crisis management, e-Health and Transport, has decided to publish an annual series on Enterprise Interoperability of which the present book is the first opus. And I am grateful for having been invited to write this foreword: this is an honor for the Head of Unit at the European Commission who had the privilege to witness and accompany the development of the founding project - the INTEROP Network of Excellence - and the progress of its remarkable spin-off - the International Virtual Lab for Enterprise Interoperability.
When interoperability became a topic of extensive discussion in the late 1990s, the term was fundamentally referring to the ability to exchange functionality and interpretable data between two software entities. Over the past fifteen years much work has been done on interoperability of applications and software, in particular within Europe that can legitimately claim pride and honor for its achievements. This has been the work of a generation, which will have an enormous impact for years and even decades to come, on the ability to make systems talk to each other.
However, my feeling is that interoperability is the epitome of an unending race between disruptive technological change and relentless modeling and standardization efforts. I will give just two examples.
We know that the future of manufacturing lies in cybermanufacturing (i.e. research in and prototyping of operating systems and applications to create platforms for large-scale manufacturing), biomanufacturing (i.e. basic research at the intersection betweem biology and engineering to revolutionize healthcare) and nanomanufacturing (i.e. basic research at the intersection between chemistry, physics and engineering to manipulate matter at atomic and molecular scales).
We also know that the future of the Internet of Things - empowering trillions of devices (or "Things") to tell us how best to use them - lies in a common platform that works the way the smartphone does today, which requires, in particular, semantic interoperability between architectures, standards and ontologies by design as well as security by design.
The future of manufacturing and the Internet of Things are for me the biggest challenges facing the interoperability community. I am fully aware of how unfair it may look to say that work on interoperability has just begun. So much has been done so well already. Perhaps there are words like interoperability that have a kind of destiny. This is the magic and the tragedy of such words - they have roots that can grow very long but they also have nodes that make it sometimes hard for them to take off and fly where we want them to. I experienced this feeling during the 8 years in the European Commission while managing the eBusiness Unit (which after some years was renamed the Networked Enterprise and Radio Frequency Identification Unit).
I was appointed Head of the eBusiness Unit of European Commission's Directorate-General Information Society and Media (DG INFSO-D/5) on 1 March 2004 during an incredibly interesting and rich period of the European Research Area (integrating, strengthening, structuring). With the Lisbon Strategy and its eEurope action plan (the EU to become the most dynamic and most competitive knowledgebased economy within 10 years), the Barcelona Declaration (education, employment, enlargement) and the Gothenburg objective (sustainability), I inherited a huge and diverse portfolio of projects: 12 Framework Programme 6 (FP6) IST1 projects, 177 Framework Programme 5 (FP5) IST projects and 16 Framework Programme 4 (FP4) ESPRIT projects (whose contracts were not yet closed). The 12 FP6-IST projects were retained by European Commission Decision following the evaluation of the proposals submitted to Call 1 of Strategic Objective 2.3.1.9 "Networked Businesses and Governments". These projects were to be complemented soon by other projects allocated to my unit from FP6-IST Call 2 "Applications and Services for the Mobile User and Worker" (Strategic Objective 2.3.2.6, 2 projects) and the Joint Call between the IST Programme and the Nanotechnology and Nanosciences, Knowledge-based Multifunctional Materials and New Production Processes and Devices (NMP) Programme (Strategic Objective 2.3.3.1, 4 projects).
The proliferation of projects selected from a succession of calls and addressing similar technologies, applications, services and related socio-economic issues, had grim prospects in terms of coherence, effectiveness and impact. Therefore, I decided to organize consultations as a key process between projects. Convinced that it was possible to make the value of the work in this field exceed the value of the individual projects, I invited people and their organizations involved in the new FP6-IST projects to come together and to share their knowledge and experience to their mutual benefit. The main objectives of the consultations were the following: to maximize technological relevance for mid- to long-term R&D work on ICT for Business and support system integration and engineering in specific application areas of strategic interest; to assess socio- and techno-economic factors, regional variations and trends, as well as developments in policy and regulation, in order to interpret their impact on specific R&D actions; to foster pre-normative research, interoperability, benchmarking and best practice; to identify critical success factors for trials and pilot demonstrations; to integrate assessment and technical validation results to ensure that valid results of projects were properly taken into account in the ongoing work of others; to create synergy with Member State activities (in the framework of the European Research Area) and other European programs (Eureka); and finally to stimulate and enhance collaboration on common communication, dissemination and exploitation aspects.
During the Spring of 2004 my unit created four "clusters" of projects to manage consultations, including one on Enterprise Interoperability, initially composed of four projects: ATHENA (integrated project), INTEROP (network of excellence), NO-REST (specific targeted research project) and TRUSTCOM (integrated project). This was the beginning of an 8-year long period of extensive collaboration between EU-funded projects in the field of Enterprise Interoperability (2004-2012) with the work constantly stimulated and assessed by my unit through the regular running of consultation meetings in Brussels.
For the sake of completeness, I need to stress that European interest in Enterprise Interoperability started before I headed the eBusiness Unit and created the cluster. In fact, the work resulted from a road-mapping initiative called IDEAS (in fact a thematic network named Interoperability Developments of Enterprise Applications and Software), launched by DG INFSO in 2000 as a response to repeated requests by European Industry (e.g., Aerospace, Automotive, Manufacturing) to address the issue of the cost of non-interoperability of information technology solutions. Joël Bacquet, Project Officer in the eBusiness Unit, then managed by Jesus Villasante, had initially invited Guy Doumeingts, Professor at University of Bordeaux, to create a Task Force on Enterprise Interoperability in order to assess key issues and report to the Unit research options for tackling them. After two years of extensive discussions, the Task Force composed of fifteen experts completed a review of the state of the art on Enterprise Interoperability and proposed the IDEAS roadmap. I want to express here my gratitude to Joël Bacquet and Guy Doumeingts, two pioneers, for their extraordinary dedication to the European cause, their prolific scientific work, their unfailing drive to tackle problems until they are solved, and of course for their high ability in carrying this endeavor through at a time of great confusion and uncertainty.
Indeed, it was a challenge in 2004 to bring together the various individuals and communities involved in Enterprise Interoperability. The four projects of the cluster, mainly ATHENA2 (industry-driven) and INTEROP3 (academically-driven), had different approaches to the work. Furthermore, several frameworks emerged during the same period, among which: the UK's e-Government Interoperability Framework enabling the seamless flow of information across government/public service organizations (e-GIF, 2000); the European Interoperability Framework developed under the IDABC (now ISA) program (EIF, 2004); the Enterprise Interoperability Centre, originated from ATHENA and established as a not-for-profit legal entity under the Belgian jurisdiction (EIC, 2006); the ATHENA Interoperability Framework for enterprise applications and software systems (AIF, 2007). The Enterprise Interoperability cluster, superbly coordinated in my unit by Arian Zwegers (2004-2005) and Cristina Martinez (2006-2012), and which changed name twice4, played a catalytic role in furthering concertation and consensus thanks to a portfolio of about 30 FP6-IST and FP7-ICT projects by mid-July 2012, i.e. when DG INFSO became DG CONNECT.
The International Virtual Laboratory for Enterprise Interoperability, which celebrates its 10th Anniversary at the same time as this book is published, represents to me the only example of a spin-off of a network of excellence that has exceeded all success standards set by the European Commission thanks to the commendable commitment of its team to...
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