Enterprise Service Computing Scientific_3

0 Sangwan The number of external entities and, therefore, the business events they generate is several orders of magnitude higher compared to the example introduced earlier. The business-context diagram captures this complexity succinctly and provides a structured way to proceed with the creation of a business use-case model, its analysis model, the system use-case model, the system sequence diagrams, and, finally, the generation of requirements for an HIS. For brevity, we do not show the entire process as it is similar to the example introduced earlier. Aleading provider of health-care information systems for which this effort was undertaken resulted in a massive model with more than 1,100 business use cases and their associated elaboration artifacts. We, however, use a typical scenario for an emergency room (ER) patient brought into a health-care facility by an emergency medical team (EMT) upon receiving a 911 call to highlight a few important requirements-modeling issues. The following steps occur during this scenario (Sangwan & Qiu, 2005). • The EMT identifies the patient and performs a preliminary diagnosis. • The appropriate health-care facility is notified to prepare for the arrival of the patient. • The patient is transported to the health-care facility. • The patient is checked into the health-care facility. • The medical staff does a triage and prioritizes the treatment plan for the pa-tient. • The patient is stabilized before the treatment can begin. • The patient is diagnosed. • The patient is treated. • Arrangements are made for aftercare and follow-up. • The patient is discharged. If the patient requires further treatment, the appropriate health-care facility within the IHN is notified; otherwise, the patient is transported back home. Two interesting issues arise when creating a requirements model in this situation. • Differentflavorsofabusinessservice:Theemergency-roomcheck-inbusiness service is very different from a check-in at a doctor’s office. The patient may not be in a condition to provide any information at all, whereas in a doctor’s office it is expected that a patient provide the necessary demographic and insurance information along with the co-pay amount. Copyright © 2007, Idea Group Inc. Copying or distributing in print or electronic forms without written permis-sion of Idea Group Inc. is prohibited. Requrements Engneerng for Integratng the Enterprse 0 • Different.representations.of.a.business.entity: While a person may be ad-mitted to a facility as a patient, in the financial world, he or she may act as a guarantor responsible for making payments for the services provided during the emergency-room visit. Patient and guarantor are different roles played by the same business entity. There is, therefore, a need for modeling this variability. Marshall (2000) provides an approach for handling similar situations. Conclusion This chapter made an argument for the importance of model-driven requirements engineering in enterprise integration. The business model used in this approach not only helps one understand the structure and dynamics of a business, but also provides a mechanism for investigating opportunities for business-process engi-neering and reengineering. This includes investigating scenarios for e-commerce and e-supply-chains. Models for software systems needed to take advantage of these opportunities can then be created from the business models to fulfill software requirements generated from these models. The chapter demonstrated this using a car-rental enterprise as a motivating example and a case study on creating a health-care information system for integrated health networks. References Berenbach, B. (2003). The automated extraction of requirements from UMLmodels. In Proceedings of the 11th Annual IEEE International Requirements Engineer-ing Conference (RE’03) (pp. 287-288). Berenbach, B. (2004a). The evaluation of large, complex UMLanalysis and design models. In Proceedings of the 26th International Conference on Software En-gineering (ICSE 2004) (pp. 232-241). Berenbach, B. (2004b). Towards a unified model for requirements engineering. In Proceedings of the Fourth International Workshop on Adoption-Centric Software Engineering (ACSE 2004) (pp. 26-29). Booch, G., Rumbaugh, J., & Jacobson, I. (2005). The unified modeling language user guide (2nd ed.). Boston: Addison-Wesley. Copyright © 2007, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. 0 Sangwan Fowler, M. (2004). UML distilled (3rd ed.). Boston: Addison-Wesley. Kruchten, P. (2004). The rational unified process: An introduction (3rd ed.).Boston: Addison-Wesley. Leffingwell, D., & Widrig, D. (2000). Managing software requirements: A unified approach. Boston: Addison-Wesley. Marshall, C. (2000). Enterprise modeling with UML. Boston: Addison-Wesley. Robertson, S., & Robertson, J. (1999). Mastering the requirements process.Boston: Addison-Wesley. Sangwan, R., & Qiu, R. (2005). Using RFID tags for tracking patients, charts and medical equipment within an integrated health delivery network. In Proceed-ings of the International Conference on Networking, Sensing and Control (pp. 1070-1074). Copyright © 2007, Idea Group Inc. Copying or distributing in print or electronic forms without written permis-sion of Idea Group Inc. is prohibited. Moble Workforce Management n a Servce-Orented Enterprse 0 Chapter.V Mobile.Workforce.Management. in.a.Service-Oriented.Enterprise: Capturing.Concepts.and.Requirements. in.a.Multi-Agent.Infrastructure Dckson K.W. Chu, Dckson Computer Systems, Hong Kong S.C. Cheung, Hong Kong Unversty of Scence and Technology, Hong Kong Ho-fung Leung, The Chnese Unversty of Hong Kong, Hong Kong Abstract In a service-oriented enterprise, the professional workforce such as salespersons and support staff tends to be mobile with the recent advances in mobile technolo-gies. There are increasing demands for the support of mobile workforce manage-ment (MWM) across multiple platforms in order to integrate the disparate business functions of the mobile professional workforce and management with a unified infrastructure, together with the provision of personalized assistance and automa-tion. Typically, MWM involves tight collaboration, negotiation, and sophisticated business-domain knowledge, and thus can be facilitated with the use of intelligent software agents. As mobile devices become more powerful, intelligent software agents can now be deployed on these devices and hence are also subject to mobil-ity. Therefore, a multiagent information-system (MAIS) infrastructure provides a Copyright © 2007, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. 0 Chu, Cheung, & Leung suitable paradigm to capture the concepts and requirements of an MWM as well as a phased development and deployment. In this book chapter, we illustrate our approach with a case study at a large telecommunication enterprise. We show how to formulate a scalable, flexible, and intelligent MAIS with agent clusters. Each agent cluster comprises several types of agents to achieve the goal of each phase of the workforce-management process, namely, task formulation, matchmaking, brokering, commuting, and service. Introduction The advancement of mobile technologies has resulted in an increasing demand for the support of mobile-workforce management (MWM) across multiple platforms anytime and anywhere. Examples include supply-chain logistics, group calendars, dynamic human-resources planning, and postal services. Existing solutions and proposals often treat the workforce as passive-moving resources and cannot cope with the current requirements for the knowledge-based economy and services, such as technical-support teams (e.g., computer- or network-support engineers and technicians). Recent advances in hardware and software technologies have created a plethora of mobile devices with a wide range of communication, computing, and storage capabilities. New mobile applications running on these devices provide users with easy access to remote services at anytime and anywhere. Moreover, as mobile de-vices become more powerful, the adoption of mobile computing is imminent. The Internet is quickly evolving toward a wireless one, but the wireless Internet will not be a simple add-on to the wired Internet. New challenging problems arise from the handling of mobility, handsets with reduced screens, and varying bandwidth. Moreover, the business processes involving the workforce tends to get complicated withrequirementsfrombothwithintheorganization’smanagementandexternalWeb services (e.g., tracking and logistics integration). New mobile applications running on these devices provide users easy access to remote services regardless of where they are, and will soon take advantage of the ubiquity of wireless networking to create new virtual worlds. Therefore, the main challenge of MWM is to provide an effective integration of the ever-increasing disparate business functions in a unified platform not only to management, but also to the mobile professional workforce. An additional challenge to MWM in service-oriented enterprises (such as telecom and computer vendors) is the provision of personalized assistance and automation to the mobile professional workforce, whose members each have different capabili-ties, expertise, and support requirements. Often, consultations and collaborations are required for a task. Because of their professional capabilities and responsibili- Copyright © 2007, Idea Group Inc. Copying or distributing in print or electronic forms without written permis-sion of Idea Group Inc. is prohibited. ... - tailieumienphi.vn