International Archives of the Photogrammetry, Remote Sensing and Spatial Information Sciences, Vol XXXV, Part B2. Istanbul 2004
concerns for each phase of the process. Common stan-
dards include generalised enterprise reference architecture
and methodology, GERAM (IFIP-IFAC, 1998), Purdue en-
terprise reference architecture, PERA (Williams and Li,
1998), computer integrated manufacturing open systems
architecture, (CIMOSA), and Grai Integrated Methodol-
ogy (Grai-GIM). Similarly, standards for B2B integration
are increasingly available e.g. EDI, RosettaNet, BPEL4WS
etc:
As standards for business process integration get increas-
ingly available and the technology for open geoprocess-
ing becomes mundane, the potential for GI providers to
evolve into responsive and competitive partners in the ge-
ographic services infrastructure explodes. Nonetheless, GI
enterprises need a sound strategic policy on the role of IT
in the enterprise. This policy is necessary if the enterprise
is to effectively leverage ICT and create a dynamic fit be-
tween its internal structure and the products and services it
offers in the marketplace.
Enterprise Integration
Reference Architectures &
methodologies
: »
0
N
? NN
/ S. Business x À
e Business | Process \ \
Model(s) | Model(S) | 2
E [iw
Enterprise | QoS s
w Al
~~
B2B &B2C standards,
Best practices
Figure 3: The enterprise integration framework
Figure 3 is a framework for enterprise integration in which
the reference architectures and methodologies and busi-
ness process integration standards play a role. The frame-
work comprises:
e A strategic mission that spells the role and purpose of
the enterprise.
e A corporate IT strategy that defines the place and pur-
pose of IT in the organisation.
e Enterprise model, which is a computational model of
the structure, activities, processes, and resources that
make up the enterprise and is necessary to support
analysis and operation of the enterprise especially in
volatile environments where the effects of changes to
processes need to be quickly estimated. It's very use-
ful for evaluating *what if? scenarios.
e Business models defining strategic product-service of-
ferings of the enterprise and its position in the mar-
ket place. Basically, these define what the enterprise
216
does, for whom and how it raises revenue from its ac-
tivities.
e Business process models that capture the networks of
value-adding activities necessary to realise the product-
service offerings. They are computational models for
reasoning about the business process.
e Quality models that capture important performance
and quality measures across the enterprise, with ap-
propriate measures and ways of estimating them. They
also define how to address transient performance or
quality problems.
e The enterprise integration reference architectures and
methodologies, business process integration standards,
bench marks and best practices that provide valuable
guidelines and methods for developing and operating
efficient and responsive GI enterprises through intra-
and inter-enterprise integration.
6 CONCLUSION
GI services are fast emerging as the state of the art in geo-
processing and present exciting QoS challenges. Provision
of hard QoS guarantees on the Internet remains elusive,
and QoS-aware chaining of GI services is an important
and necessary step towards QoS guarantees in Internet geo-
processing, and will greatly enhance the quality perceived
by the user or Internet GI application. An architecture for
QoS-aware service chaining is presented, which is particu-
lary relevant to opaque service chaining, where naive users
are at play. An extensible QoS model is also defined, in
which QoS requirements are a set of constraints on any
specified measures or their combinations.
In the increasingly competitive and global GI markets, com-
petitive enterprises will be highly agile and responsive. Gl
services, and the emergent services infrastructure, offers
an innovative technology for collaborative geoprocessing.
However, for the technology to deliver robust benefits to
the GI community, GI providers, many being traditional
mapping and cadastral agencies managing the a large pro-
portion of the worlds’ geospatial resources from decades of
activity, need to evolve into effective partners in the mar-
ketplace. The enterprise integration framework presented
in the paper identifies the fundamental building blocks in
designing, developing and operating highly integrated GI
enterprise as an effective service providing node in the GI
service infrastructure.
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