!['We have just discovered poor Véronique hanging from one of your
pear-trees.'
They all raised a cry of surprise and horror, and their faces paled
beneath the passing quiver of death.
'But what could make her do such a thing?' cried Pauline. 'She could
have had no reason, and she had even to prepare the dinner. It can
scarcely be because I told her that they had made her pay ten sous
too much for her duck!'
In his turn Doctor Cazenove now came up. For the last quarter of an
hour he had been vainly trying to restore animation to the poor
woman's body in the coach-house, whither Martin had helped him to
carry it. One could never tell, he said, what such whimsical old
servants would do. She had never really got over her mistress's
death.
'It didn't take her long,' he added. 'She just strung herself up by the
strings of one of her kitchen aprons.'
Lazare and Louise, frozen with terror, said not a word. Chanteau,
after listening in silence, felt a pang of disgust as he thought of the
compromised dinner. And that wretched creature without hands or
feet, who had to be put to bed and fed like a child, that pitiable
remnant of a man, whose almost vanished life was nothing more
than one scream of pain, cried out in furious indignation:
'What a fool one must be to go and kill oneself!'
THE END
FOOTNOTES
[1] See 'The Fat and the Thin,' in which story already figures little
Pauline, who becomes the heroine of 'The Joy of Life.'—Ed.](https://image.slidesharecdn.com/71951-250226095853-87cdd9ec/85/Service-Oriented-Enterprises-1st-Edition-Setrag-Khoshafian-64-320.jpg)
![[2] £320.
[3] The chief character in 'Money.'—Ed.
[4] The English tourist goes cycling and snap-shotting through the
picturesque Norman villages, never dreaming, as a rule, that he is
amongst the most sottish and vicious of all the French peasantry.
—Ed.
[5] The equivalent of the English County Council.—Ed.
TABLE OF CONTENTS
PREFACE v
CHAPTER I 1
CHAPTER II 28
CHAPTER III 56
CHAPTER IV 90
CHAPTER V 124
CHAPTER VI 149
CHAPTER VII 184
CHAPTER VIII 218
CHAPTER IX 251
CHAPTER X 280
CHAPTER XI 294
FOOTNOTES 318](https://image.slidesharecdn.com/71951-250226095853-87cdd9ec/85/Service-Oriented-Enterprises-1st-Edition-Setrag-Khoshafian-65-320.jpg)
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Service Oriented Enterprises 1st Edition Setrag Khoshafian
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- 5. Service Oriented Enterprises 1st Edition Setrag Khoshafian Digital Instant Download Author(s): Setrag Khoshafian ISBN(s): 9780849353604, 0849353602 Edition: 1 File Details: PDF, 14.39 MB Year: 2007 Language: english
- 7. SERVICE ORIENTED ENTERPRISES AU5360_C000.fm Page i Monday, September 4, 2006 1:46 PM
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- 9. Boca Raton New York Auerbach Publications is an imprint of the Taylor & Francis Group, an informa business SERVICE ORIENTED ENTERPRISES Setrag Khoshafian AU5360_C000.fm Page iii Monday, September 4, 2006 1:46 PM
- 10. Auerbach Publications Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2007 by Taylor & Francis Group, LLC Auerbach is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed in the United States of America on acid-free paper 10 9 8 7 6 5 4 3 2 1 International Standard Book Number-10: 0-8493-5360-2 (Hardcover) International Standard Book Number-13: 978-0-8493-5360-4 (Hardcover) This book contains information obtained from authentic and highly regarded sources. Reprinted material is quoted with permission, and sources are indicated. A wide variety of references are listed. Reasonable efforts have been made to publish reliable data and information, but the author and the publisher cannot assume responsibility for the validity of all materials or for the conse- quences of their use. No part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers. For permission to photocopy or use material electronically from this work, please access www. copyright.com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC) 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Library of Congress Cataloging-in-Publication Data Khoshafian, Setrag. Service Oriented Enterprises / Setrag Khoshafian. p. cm. Includes bibliographical references and index. ISBN 0-8493-5360-2 (alk. paper) 1. Management information systems. 2. Business--Data processing. I. Title. HD30.213.K455 2007 658--dc22 2006017155 Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the Auerbach Web site at http://www.auerbach-publications.com AU5360_C000.fm Page iv Monday, September 4, 2006 1:46 PM
- 11. v Contents Foreword................................................................................................................xi Preface ...................................................................................................................xv Acknowledgments.............................................................................................xxiii The Author..........................................................................................................xxv 1 Introduction..................................................................................1 1.1 Overview................................................................................................... 1 1.1.1 IT and Business Focus.................................................................. 2 1.1.2 It Is More Than Technology......................................................... 5 1.1.3 Globalization................................................................................. 7 1.1.4 Extended, Virtual, Real-Time, and Resilient .............................. 11 1.1.5 Narrowing the Gap between IT and Business.......................... 15 1.2 Reengineering Business Process Reengineering: Changing the Nature of Change............................................................................. 18 1.2.1 Built to Change ........................................................................... 21 1.2.2 The Servant Leader ..................................................................... 23 1.3 Service Oriented Enterprise ................................................................... 26 1.3.1 Governed by Enterprise Performance Management................. 28 1.3.2 Driven by Business Process Management................................. 31 1.3.3 Founded on the Service Oriented Architecture ........................ 36 1.4 Can We Dream?....................................................................................... 42 1.5 Conclusion .............................................................................................. 46 Notes ................................................................................................................ 48 2 Service Oriented Methodologies ...............................................51 2.1 Introduction ............................................................................................ 51 2.1.1 Methodologies............................................................................. 52 2.1.2 Why Should We Analyze and Design?....................................... 56 2.1.3 Analysis and Design with a Twist of Service Orientation ........ 57 2.2 Service Development Life Cycle............................................................ 60 2.3 Enterprise Architectures ......................................................................... 66 2.4 Model-Driven Architecture..................................................................... 72 2.4.1 Metamodels ................................................................................. 75 AU5360_C000.fm Page v Monday, September 4, 2006 1:46 PM
- 12. vi Contents 2.5 Service Oriented Analysis and Design .................................................. 77 2.5.1 Use Case...................................................................................... 78 2.5.2 Service Messaging and Interactions ........................................... 82 2.5.3 Activity Diagram.......................................................................... 85 2.5.4 Sequence Diagrams .................................................................... 86 2.5.5 State Transition Diagrams........................................................... 87 2.5.6 Component Diagrams................................................................. 89 2.5.7 Class Diagram.............................................................................. 90 2.6 SOA Methodology .................................................................................. 93 2.6.1 Service Discovery........................................................................ 94 2.6.2 Iterative Methodology................................................................. 95 2.6.2.1 Continuous Improvement Methodology for Service Providers .................................................... 96 2.6.2.2 Continuous Improvements for Service Consumers ..................................................... 100 2.7 Maturity Model for SOA ....................................................................... 101 2.7.1 Maturity Model for Service Oriented Enterprises.................... 103 2.8 Summary ............................................................................................... 107 Notes .............................................................................................................. 108 3 Service Definition, Discovery, and Deployment...................111 3.1 Introduction .......................................................................................... 111 3.2 Focusing on UDDI+WSDL+SOAP........................................................ 114 3.3 Service Registries: UDDI ...................................................................... 116 3.3.1 Beyond Search Engines............................................................ 117 3.3.2 Enabling External and Internal Integration ............................. 118 3.3.3 UDDI in the Web Services Stack.............................................. 119 3.3.4 Organization of UDDI Registries.............................................. 120 3.3.5 UDDI Business Registry Operators.......................................... 121 3.3.6 UDDI Elements ......................................................................... 122 3.3.6.1 Business Entity............................................................ 122 3.3.6.2 Business Service ......................................................... 124 3.3.6.3 Binding Templates...................................................... 124 3.3.7 Classification Schemes.............................................................. 125 3.3.8 Business Identifiers................................................................... 127 3.3.9 Accessing UDDI Registries through SOAP Exchanges ........... 127 3.4 Service Description: WSDL .................................................................. 129 3.4.1 Client and Server Processes for WSDL .................................... 132 3.4.1.1 Service Provider Process............................................ 134 3.4.1.2 Service Requestor Process ......................................... 136 3.4.2 definitions ............................................................................. 138 3.4.3 import.................................................................................... 138 3.4.4 type........................................................................................ 139 3.4.5 message................................................................................. 139 3.4.6 operation............................................................................... 140 3.4.7 portType................................................................................ 141 3.4.8 Binding ...................................................................................... 141 3.4.9 SOAP binding............................................................................ 142 AU5360_C000.fm Page vi Monday, September 4, 2006 1:46 PM
- 13. Contents vii 3.4.9.1 Styles ........................................................................... 142 3.4.9.2 soap:operation........................................................ 142 3.4.9.3 soap:body............................................................... 143 3.4.9.4 SOAP Encoding .......................................................... 143 3.5 SOAP ..................................................................................................... 144 3.5.1 Overview of SOAP Elements and Message Structure ............. 149 3.5.2 HTTP: The Leading SOAP Protocol ......................................... 150 3.5.3 SOAP Architecture .................................................................... 153 3.5.4 SOAP Elements ......................................................................... 154 3.5.4.1 SOAP Envelope .......................................................... 154 3.5.4.2 SOAP Header.............................................................. 156 3.5.4.3 SOAP Body................................................................. 157 3.5.4.4 SOAP Faults ................................................................ 157 3.6 Summary ............................................................................................... 158 Notes .............................................................................................................. 159 4 Service Oriented Architectures ...............................................163 4.1 Introduction .......................................................................................... 163 4.1.1 Service Stacks............................................................................ 165 4.1.2 Service Architecture .................................................................. 168 4.2 SOA and Web Services......................................................................... 172 4.2.1 Browser-Based and Browserless Access to Web Sites............ 174 4.3 Service Oriented Programming............................................................ 176 4.3.1 What Are Services?.................................................................... 178 4.3.2 Service Requestors and Providers over Heterogeneous Platforms ......................................................... 182 4.3.3 Call Sequence in a Web Service Invocation............................ 183 4.3.4 The SOAP Engine ..................................................................... 186 4.4 SOA in Distributed Architectures......................................................... 188 4.4.1 Distributed Brokered Service Integration ................................ 192 4.4.2 Distributed Transactions ........................................................... 194 4.4.2.1 Two-Phase Commit Protocol..................................... 195 4.4.2.2 Distributed Transactions and Web Services.............. 196 4.5 Enterprise Service Bus.......................................................................... 201 4.5.1 Java Business Integration ......................................................... 211 4.5.2 Service Component Architecture.............................................. 215 4.5.2.1 SCDL............................................................................ 218 4.5.2.2 Service Data Objects .................................................. 218 4.6 Summary ............................................................................................... 220 Notes .............................................................................................................. 221 5 Business Process Management................................................223 5.1 Overview............................................................................................... 224 5.1.1 The Only Constant Is Change.................................................. 225 5.1.2 BPM as a Platform (Software Product) Category .................... 227 5.1.3 Three Types of Processes......................................................... 229 5.2 Evolution of Business Process Management Suites............................ 233 5.3 BPM Primer........................................................................................... 238 AU5360_C000.fm Page vii Monday, September 4, 2006 1:46 PM
- 14. viii Contents 5.3.1 Business Process Modeling and Analysis ................................ 238 5.3.2 The Ubiquitous Activity (Task) ................................................ 242 5.3.3 Participants................................................................................ 242 5.3.4 Process Data.............................................................................. 244 5.3.5 Business Rules........................................................................... 245 5.3.5.1 Business Rules Driving Business Processes.............. 249 5.3.6 Process Definitions ................................................................... 252 5.3.7 Enterprise Integration ............................................................... 257 5.3.8 Business-to-Business Integration.............................................. 258 5.3.9 Orchestration and Choreography............................................. 258 5.3.10 Process Instances .................................................................... 260 5.3.11 Monitoring Performance of Processes ................................... 261 5.3.12 Process Portals ........................................................................ 265 5.3.12.1 Portlets ...................................................................... 266 5.3.12.2 Portals and Business Process Management ............ 267 5.4 BPM Reference Architectures............................................................... 269 5.4.1 The WfMC Reference Architecture........................................... 270 5.4.2 Doculabs’ BPM Reference Architecture................................... 272 5.5 BPM Methodologies.............................................................................. 273 5.5.1 EPM, BPM Systems, and SOA/ESB........................................... 281 5.6 Business Process Standards.................................................................. 285 5.6.1 BPMN......................................................................................... 287 5.6.2 XML Processing Description Language.................................... 292 5.6.3 Business Process Execution Language .................................... 293 5.6.3.1 WS-BPEL and WSDL .................................................. 294 5.6.3.2 Process ........................................................................ 295 5.6.3.3 Variables...................................................................... 299 5.6.3.4 Activities...................................................................... 299 5.3.6.5 Receive, Invoke, and Reply ....................................... 301 5.6.3.6 Structured Activities.................................................... 301 5.6.3.7 Correlation Sets........................................................... 302 5.6.3.8 Scopes......................................................................... 303 5.6.3.9 Fault Handling............................................................ 303 5.6.3.10 Compensation........................................................... 303 5.6.4 WS-CDL ..................................................................................... 304 5.7 Summary ............................................................................................... 306 Notes .............................................................................................................. 307 6 Service Quality and Management ...........................................309 6.1 Introduction .......................................................................................... 310 6.2 Defining Quality of Service.................................................................. 311 6.2.1 QoS in Service Orientation....................................................... 313 6.3 Services Performance and Benchmarking........................................... 316 6.3.1 Networking................................................................................ 316 6.3.2 XML............................................................................................ 318 6.3.3 SOAP Performance ................................................................... 320 6.3.4 Multi-Tier Architecture.............................................................. 323 AU5360_C000.fm Page viii Monday, September 4, 2006 1:46 PM
- 15. Contents ix 6.3.5 Internet Performance................................................................ 325 6.3.6 Web Server Cluster.................................................................... 326 6.3.7 Application Servers ................................................................... 328 6.3.7.1 BPM Systems, ESBs, and Application Servers........... 329 6.3.7.2 Benchmarking Application Servers ........................... 329 6.3.7.3 Application Server Clustering and Scalability ........... 331 6.3.8 Business Process Management Systems .................................. 332 6.3.9 Database Management Systems ............................................... 334 6.4 Service Reliability.................................................................................. 337 6.4.1 Reliable Messaging.................................................................... 338 6.4.2 WS-ReliableMessaging .............................................................. 338 6.4.3 WS-Reliability ............................................................................ 339 6.5 Service Security..................................................................................... 341 6.5.1 Security over HTTP................................................................... 341 6.5.2 SOAP Intermediaries................................................................. 342 6.5.3 OASIS and the World Wide Web Consortium Standards........ 343 6.5.4 XML Encryption......................................................................... 345 6.5.5 XML Signature ........................................................................... 345 6.5.6 Security Assertion Markup Language....................................... 346 6.5.6.1 How SAML Works ...................................................... 346 6.5.7 WS-Security ............................................................................... 348 6.6 Services Management ........................................................................... 351 6.6.1 Service Oriented Management ................................................. 352 6.6.2 System Management and Monitoring in Application Servers: JMX .............................................................................. 353 6.6.3 Web Services Distributed Management ................................... 354 6.7 Summary ............................................................................................... 356 Notes .............................................................................................................. 357 7 The Service Oriented Enterprise.............................................361 7.1 Introduction .......................................................................................... 361 7.1.1 Technology Is the Enabler........................................................ 362 7.2 Service Oriented Organization............................................................. 366 7.3 Service Orientation by Example .......................................................... 369 7.4 Business Performance Measurement................................................... 371 7.4.1 Monitoring Business Processes ................................................ 373 7.4.2 Business Intelligence ................................................................ 375 7.4.3 Business Activity Monitoring.................................................... 378 7.4.4 Balanced Scorecard................................................................... 380 7.4.5 Activity-Based Costing .............................................................. 383 7.4.6 Six Sigma ................................................................................... 386 7.5 Solution Frameworks............................................................................ 390 7.6 Service Oriented Architecture: Intelligent Technology Integration...... 394 7.6.1 Looking Ahead: Intelligent Assembling of Services................ 395 7.7 Web 2.0? ................................................................................................ 397 7.8 Software as a Service............................................................................ 401 7.9 Dynamic Organization for an On-Demand Age ................................. 403 AU5360_C000.fm Page ix Monday, September 4, 2006 1:46 PM
- 16. x Contents 7.9.1 Intelligent Web Services............................................................ 404 7.10 Narrowing the Gap between Business and IT.................................. 407 7.10.1 More on the Gap..................................................................... 408 7.11 Service Oriented Enterprises: What Is Most Important .................... 410 Notes .............................................................................................................. 411 Selected Bibliography ..............................................................413 Index..........................................................................................415 AU5360_C000.fm Page x Monday, September 4, 2006 1:46 PM
- 17. xi Foreword Ideas achieve their potential only if the context is appropriately understood. Without proper context even great ideas are underserved, markets are missed, and leaders of industry fall. This book provides a novel case for the business context in which to apply the important technical idea of service orientation and moves it from being an interesting tool for engineers to a vehicle for business managers to fundamentally improve their businesses. This is a critical time for such an idea to be properly applied. An accelerating competitive drum demands that businesses change at a pace that was inconceivable a decade ago. Business must respond with ever faster continuous improvement of existing operations and the constant introduction of new products, and only companies that master the required rhythm of change will persevere and prosper. Businesses that learn to build in a capacity for rapid change are becoming the fiercest and boldest com- petitors. Service orientation starts as a powerful technical idea to operationalize the goal of rapid enterprise change by allowing business processes to negotiate diverse systems. This offers a technical advantage as it becomes easier to integrate systems and to reposition existing capabilities for new purposes. Silos of technology that were hidden in arcane interfaces become reusable components that are accessible through transparent standards. But an organization that only adopts service orientation as a technical architecture is missing the true potential of the concept. The service orienta- tion revolution will fully empower organizations that apply it to both their technology and their culture. The proper context for service orientation extends beyond the technical architecture to the very philosophy of how a business should operate. Applying a service oriented approach to the management of business performance will change the fundamental dynamics of a business. Inter- actions are understood in terms of results and quality. False boundaries melt— AU5360_C000.fm Page xi Monday, September 4, 2006 1:46 PM
- 18. xii Foreword boundaries between corporate silos, between business and information tech- nology (IT), between a company and its customers. Establishing fluidity across boundaries provides agility, transparency, and fundamental compet- itive advantage. Communications engineers use a measure called quality of service (QoS) in describing how networks should be tuned to optimize for different throughput needs and priorities. Service oriented enterprises (SOEs) can apply this concept to the full fabric of interactions in the business. Service level rules put prioritization and compliance into each interaction. Process monitoring is inherent in all transactions, ensuring objective assessments of responsiveness and quality. Much as QoS provides a basis for understanding and calibrating a messaging infrastructure, the broad application of service orientation creates transparency across all elements of a business. Thus, understanding the technical aspects of service orientation is just a starting point. Applying its lessons to technical interoperability will yield an improved technical foundation. However, an outstanding foundation is insufficient in a world that demands the whole enterprise change at accel- erating rates. Applying service orientation precepts to the overall philoso- phy of a company creates a new way of doing business—one that leverages the technical foundation into the very way the business is measured and managed. In this important book, Setrag Khoshafian starts with the technological underpinnings of service orientation to show its value as a technical archi- tecture. But he goes on to show that the optimal context for service orien- tation is in creating a service culture: a radical change that goes beyond the technology to the underlying dynamics of how business operates. As every layer of the business is transformed by these principles, the entire service oriented enterprise becomes agile and extraordinary. Current enthusiasm about the technically appealing enterprise service bus (ESB) has obscured views of how this fits into the full needs of dynamic enterprises. Though this is an important technical foundation, there are three layers to the required enterprise architecture. Sitting above the enter- prise service bus must be an organizational commitment to business process management (BPM) and enterprise performance management (EPM). Service oriented enterprises understand that these relationships need to progress far beyond the technical. All constituencies need service-based relationships—spanning and integrating customers, partners, shareholders, employees, the government, and the community at large. The need to rapidly respond to these constituents is increasing as technology flattens our world, as enterprises globalize, and as competition intensifies. Treating these demands by only adopting the technical plumbing of interoperability will not provide the agility needed across the enterprise. Success requires that business executives drive a cultural transformation to achieve the AU5360_C000.fm Page xii Monday, September 4, 2006 1:46 PM
- 19. Foreword xiii service oriented enterprise. Bringing this service message out of the base- ment and into the corridors of the business will empower performance across the full continuum of technology and people. Thus, the proper context for service orientation is in adopting the service oriented enterprise, where the business managers and technologists achieve breakthroughs in business integration. Here the technical princi- ples are complemented and extended to how the business sets goals, measures progress, and evolves. The result is a powerful interoperability and true competitive advantage. This book will show you how a three- tier architecture of performance management, business process automa- tion, and a strong service architecture supports the top priorities of twenty- first-century enterprises: innovation, productivity, and compliance. I have had the pleasure of working closely with Setrag in recent years as we have developed an innovative technical architecture that lets busi- nesses use agility as a competitive weapon. This book captures the context in which organizations should think about how service principles can enable rapid change throughout their businesses. Companies that master the message and drive service orientation across both technology and culture will find the agility and benefits to become best in class. Alan Trefler CEO and Chairman Pegasystems Inc. AU5360_C000.fm Page xiii Monday, September 4, 2006 1:46 PM
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- 21. xv Preface Service orientation has had quite a ride. In almost every trade magazine that covers enterprise computing can be found a service oriented “some- thing.” This is reminiscent of the object-oriented hype that swept the IT industry two decades ago. There were object-oriented languages, object- oriented analysis, object-oriented programming, object-oriented databases, ad infinitum. It was necessary to be object oriented then. Now, it is necessary to be service oriented. But exactly what is service orientation, and, more important, why should business owners, IT managers, and programmers care? Is service orientation just a fad? Not quite. This book will cover the core concepts of service orientation. But more than concepts of service orientation, the book is about service oriented enterprises (SOEs). SOEs are not just about technology or a framework for building systems. Technology is important and necessary. But the book is also about the service oriented culture. To fully realize the potential of service orientation, enterprises need to develop the corporate culture of service. Service oriented enterprises leverage technology to service and to serve many communities. It is this culture of serving and focusing on the needs of others that will best leverage the infrastructures of service orientation. Therefore, the service oriented enterprise is a new standards-based integration paradigm. It is a new way of building enterprises that are extended, virtual, real-time, and resilient. It is a new way of thinking about applications, partnerships, and outsourcing. Service oriented enterprises provide a framework that narrows the chasm between IT and business owners. Finally, the elusive business–technical rapprochement becomes a reality under the umbrella of a service culture. Service oriented enterprises are a new approach in professional dealings— in business. Each party or participant in service orientation sees herself as a service provider as well as a service consumer, in an increasingly AU5360_C000.fm Page xv Monday, September 4, 2006 1:46 PM
- 22. xvi Preface well-connected global economy. Actually there is nothing new here. Busi- nesses have been serving their clientele (well, at least claiming to do so) since time immemorial. But service orientation is different in two essential ways. First, culturally organizations are realizing the best productivity could be achieved if they focus on serving the needs of the parties with whom they interact and serve: their customers, yes—but also their employees, trading partners, shareholders, government, and communities. This is often characterized as servant leadership, and without this essential cultural shift much of what goes under the banner of service orientation is hollow. The cultural shift to focus on and to serve the various target communities of the SOE helps the enterprise realize the full potential of the underlying service oriented infrastructures and technologies. The second change, of course, is the emergence of service orientation as a new enabling technological trend. Building primarily on the success of the Internet as well as on a much better understanding of how business policies and processes could be automated, today we are witnessing the emergence of robust service oriented platforms. These platforms are reflected in three essential layers: an enterprise performance layer (also called business performance management and corporate performance man- agement), a business process management layer, and the underlying service oriented architecture infrastructure. The enterprise performance management layer focuses on specifying the strategic key performance indicators of the service enterprise and tying Customers Partners Shareholders Employees Government Community Employees Middle Managers C-Level Executives Service Oriented IT Architecture : Service Management Business Process Management Enterprise Performance Management AU5360_C000.fm Page xvi Monday, September 4, 2006 1:46 PM
- 23. Preface xvii these to underlying business processes and policies, or business rules. Business processes in turn utilize the infrastructure services provided by the service oriented architecture. A key component here is the enterprise service bus (ESB). The ESB provides a common standards services-based brokering container. In its traditional role, the focus of IT is the underlying infrastructure and its reliability. New technologies such as ESBs have emerged to enhance, to extend, and to improve IT deployments. However, at their core the focus of these service technologies is on low-level infra- structure. In contrast, business stakeholders focus on performance man- agement, strategies, and key performance indicators of the business. At this layer IT infrastructure is viewed as an enabler. Business process management systems—the middle layer—bring IT and businesses together and narrow, and sometimes eliminate, the IT–business divide. Business process management systems allow enterprises to separate their business processes and business rules to model and to manage them independently of applications. This is key. Business processes and policies become assets. Modeling, executing, and continuously improving the business processes and business policies become the common language between business and IT. The business processes include human participants; back-end applications, such as enterprise resource planning or human resources legacy applications; and trading partners. The business policies capture and digitize both strategic and tactical business objectives. In fact, business rules control and drive the business policies. With this middle BPM layer, the service enterprise is both collecting and maintaining processes and policies as enterprise assets while at the same time executing processes Enterprise Performance Management Service Performance Business Process Management Service Integration Service Oriented Architecture IT Service Infrastructure IT Business AU5360_C000.fm Page xvii Monday, September 4, 2006 1:46 PM
- 24. xviii Preface and continuously monitoring their performance. The managed processes and business rules are agile; they can easily be modified. In some cases processes can correct themselves to achieve the mission critical goals of the enterprise. In other cases management cockpits allow business owners to continuously monitor and control the performance of their processes. One of the most essential requirements is to drill down, to understand, and to improve the performance of the processes behind the key performance measures. This book focuses primarily on layers two and three. Enterprise perfor- mance management is essential. However, performance will be discussed especially in the context of business process management and the manage- ment of service oriented applications. The overall emphasis of the book is the emerging business process management systems integrating services supported by the underlying service oriented architectures. Service Orientation Service orientation provides the ability to loosely couple applications, trad- ing partners, and organizations and to invoke them via service calls. The coupling is often achieved through discovery. Furthermore, independent services can be composed in processes to provide even greater value than the sum of component services. Service orientation enables internal appli- cations as well as external trading partners to participate in straight-through processing involving internal as well as partner procedures, policies, and applications. Let’s expand upon the terms in this very basic definition. One is loose coupling. This means the service can be used and integrated within an application while at the same time being isolated from the details of the service’s implementation language, platform, location, or status. Services provide programmatic interfaces to Web sites or applications. There are a number of operations. Each operation has input and output messages. This collection of operations constitutes the programmatic interface to the ser- vice. The implementation details, the implementation platform, and the implementation language are all hidden. The other term that characterizes service orientation is discovery. The famous triangle illustration is often used to depict the registration–discovery– exchange cycle in service orientation. The ultimate goal is to have dynamic discovery of services on the fly. The enterprise service bus is a key layer used in the service discovery, management, and request–response brokering. The third term used in the description of service orientation is process. Business process man- agement extends and leverages the service bus. A process provides the information as well as controls sequencing between services. Processes AU5360_C000.fm Page xviii Monday, September 4, 2006 1:46 PM
- 25. Preface xix also involve human participants. More importantly, processes include simple as well as complex decision making. Business rules guide and control the processes. The fourth term, agreed upon, pertains to agreements between service participants, which include internal participants and trading partners. To guarantee the required quality of service (e.g., performance, reliability, security, compliance), enterprises need to enact service level agreements, which involve response-time constraints. But they can also involve much more complex constraints (e.g., handling exceptions or faults) on the exchanges between the internal applications or trading partners. Each of the terms in this very basic definition of service orientation contributes to the productivity and agility of the service oriented enterprise. In other words, service oriented enterprises use service orientation through- out their enterprise architectures. This helps the organization produce and consume services through a uniform paradigm. Service Oriented Enterprises with Web Services It should be noted that service orientation has been described here without getting mired in Web service jargon or technology details. Indeed, service orientation can occur through many types of technologies. However, as it turns out, the most popular mechanism for implementing service oriented architectures is through Web services. This book concentrates Search Services Register Services Service Request/Response Service Registry Service Requestor Service Provider AU5360_C000.fm Page xix Monday, September 4, 2006 1:46 PM
- 26. xx Preface on service oriented enterprises with Web services as a key technology enabler. As stated earlier, service orientation is a new paradigm that spans analysis and design, programming, business process and rules manage- ment, and integration, as well as monitoring, measurement, and control for continuous improvement. This book will demonstrate how these capa- bilities are realized all through Web services technologies and solutions. Will other technologies and strategies also be used in conjunction with Web services? Absolutely. And they will be used in almost all service oriented enterprise deployment architectures. Enterprise service buses support transport transformations across different standards, not just Web services. Organization This book is organized as follows. Chapter 1 provides an overview of the emerging service oriented enterprises. SOEs are built on three components: enterprise performance management, business process management, and a core underlying service oriented IT architecture, especially the enterprise service bus. This chapter also shows that SOE is a culture. It is the culture of services where not only systems but also human participants view them- selves as servants to various communities. Chapter 2 covers one of the most important concepts in service orienta- tion: namely, service oriented methodologies, including service oriented anal- ysis and design. The chapter contrasts traditional waterfall and iterative methodologies. The chapter covers the core Unified Modeling Language notations that could be used in service oriented solution development. This chapter also covers the SOE maturity models, which provide a robust disci- pline with practices and principles to help SOE development achieve maturity in their software development processes. Chapter 3 provides an overview of service description, discovery, and deployment techniques. This is the foundation for service oriented archi- tectures. Descriptions indicate the protocols that are supported by the ser- vice provider. The chapter provides an overview of the three fundamental standards of Web services: Web Services Description Language (WSDL) + Universal Description, Discovery, and Integration (UDDI) + Simple Object Access Protocol (SOAP). Chapter 4 delves deeper into service oriented concepts. This chapter elucidates all the key components of the enterprise service bus. The ESB acts as the core backbone for integration, providing standards- based integration capabilities together with support for synchronous and asynchronous messaging, message transformations, publish and subscribe interactions, and content-based routing rules. A large portion of IT budgets is spent on overall distributed infrastructures—both for AU5360_C000.fm Page xx Monday, September 4, 2006 1:46 PM
- 27. Preface xxi hardware and software. This chapter explains how service orientation fits into existing and emerging IT infrastructures—important information that will help you spend wisely and prepare for upcoming developments in service orientation. This chapter sets the stage for the following topics on service orientation. Chapter 5 focuses on the bridge aligning business and IT. It is the layer that is utilizing technology to realize service oriented enterprise objectives. Business process management (BPM) suites are emerging as the key central component in the SOE architecture. This chapter provides a primer on BPM, providing an explanation of all the key concepts. In a business process it is necessary to model the process data (information model), the flows, the business rules, the organizational model, and the integration. BPM involves humans as well as systems. SOE is about a serving culture; the communities who are served can become active participants in business processes and can control the business rules or policies that drive these processes. Individual services are building blocks in business processes. BPM orchestrates these service invocations. Chapter 5 expands on the ESB infrastructure through business processes and business rules. A business process represents a collection of activities that together achieve a business goal. This chapter discusses the central theme of the SOE three-layer architecture. Quality of service (QoS) for services deals with production quality reliability, security, and performance (Chapter 6). A number of alternatives and solutions can be found for QoS, some of which are offered by application server vendors and ESB platforms. Chapter 6 also provides an overview of a number of standards that have now been ratified for reliable and secure exchanges of messages between services. Service implementations are complex, and an end-to-end invocation of a service invokes many different components. The chapter discusses performance- related issues as well as benchmarking of all these essential components that get involved in a service’s journey from invocation to response. It also discusses system management of services. Once service oriented applications are in production, they need to be continually monitored, measured, and revised with enhancements. The last chapter of the book is Chapter 7, which summarizes the essence of service oriented enterprises and focuses on enterprise perfor- mance management. This is the most important chapter of the book, in which everything is put together. It is like an orchestra with different instruments. The service oriented savvy knowledge worker is the conduc- tor. The previous six chapters provide the various instruments involved in this wonderful orchestra. Care should be taken that the music is harmonious and not cacophonous. Chapter 7 is about the service oriented enterprise. This is an enterprise that has adopted a service coupling AU5360_C000.fm Page xxi Monday, September 4, 2006 1:46 PM
- 28. xxii Preface strategy. It publishes. It consumes services. It loosely couples its appli- cations. It relies on standards to achieve connectivity. Chapter 7 expands on these concepts and also delves into some more interesting societal and behavioral aspects of the service oriented enterprise. Instead of choosing to have a summary or conclusion chapter, Chapter 7 serves as the crescendo. AU5360_C000.fm Page xxii Monday, September 4, 2006 1:46 PM
- 29. xxiii Acknowledgments First and foremost I would like to thank God for orchestrating the expe- riences, events, people, and vision that brought forth this book. I have been working on this book for about four years. I would like to thank my better half, Silva, who had to put up with yet another book project. I am grateful for her as well as my boys’ patience as I spent long hours and sometimes time away from them writing and editing the book. Thank you Nishan, Jonathan, Shahan, and Nareg. You have been such a blessing and encouragement to me. As I started this project I was teaching advanced SOA in a number of universities. I have participated in numerous successful customer deploy- ments using underlying SOA and BPM infrastructures. I am grateful to all those who were involved in these projects. My interactions with analysts, thought leaders, customers, colleagues, and even some of my students have had a strong impact on my vision of Service Oriented Enterprises. These were tremendously helpful in shaping especially the technical foundation of this book. Thank you. I would like to thank all those who graciously provided endorsements and quotes for the book: Jim Sinur of Gartner, Bill Chambers of Doculabs, Ken Vollmer of Forrester, Gregg Rock of BPM Institute, and Bob Thomas of Business Integration Journal. I am grateful for the incredible talent that we have at Pegasystems. Many people at Pega were directly or indirectly contributors to this book and I would like to express my gratitude. I would like to thank Alan Trefler who graciously provided the Foreword of the book. Alan has been a source of inspiration and encouragement for me. I would like to thank our IT organization under the leadership of Jo Hoppe, our development team under the leadership of Mike Pyle, and our marketing organization under the leadership of Jay Sherry for many constructive interactions, inputs, and exchanges that were instrumental for this book. I would like to thank AU5360_C000.fm Page xxiii Monday, September 4, 2006 1:46 PM
- 30. xxiv Acknowledgments Kerim Akgonul, Douglas Kim, and Russell Keziere for their support. I also would like to thank Eric Dietert, Ben Frenkel, and Bernie Getzoyan for their many helpful comments. I would like to thank Steve Hoffman of Forestay and Partha Nageswaran of Trans-World Resources for their perspectives and comments on component and service architectures. Finally, last but definitely not least, I would like to thank several people from Taylor Francis for their hard work and contributions. They include, among others, John Wyzalek, Takisha Jackson, and Heidi Rocke. AU5360_C000.fm Page xxiv Monday, September 4, 2006 1:46 PM
- 31. xxv The Author Dr.Setrag Khoshafian is one of the earliest pioneers and recognized experts in business process management (BPM). Currently, he is vice president of BPM Technology at Pegasystems Inc. He is the strategic BPM technology and thought leader at Pega. Khoshafian is involved in numerous initiatives, including BPM technology directions, enterprise content management and BPM, business performance management, and service oriented architecture infrastructures. He also leads Pega’s Six Sigma initiative. He is a frequent speaker and presenter at international conferences. Previously, Khoshafian was the senior vice president of technology at Savvion, Inc. He invented and designed a powerful process metamodel and led the implementation for one of the earliest distributed Web-centric BPM systems, involving human as well as system participants, through Common Object Request Broker Architecture (CORBA) components. He has been a senior executive for the past 15 years. In addition to BPM, Khoshafian has done extensive research and implementations of Groupware and Advanced Database Management Systems. He was the inventor of the Intelligent SQL object-relational database. He also led the architecture, design, and implementation of one of the earliest distributed object-oriented database systems while working at MCC. Khoshafian is the lead author of eight books and has numer ous publications in business and technical periodicals. He has given seminars and presentations at conferences for technical and business communities. Khoshafian has also been a professor for the past 20 years. He has taught graduate and undergraduate courses in several universities around the world, providing his students a unique combination of academic depth and industry experience. He earned a Ph.D. in computer science from the University of Wisconsin–Madison. AU5360_C000.fm Page xxv Monday, September 4, 2006 1:46 PM
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- 33. 1 Chapter 1 Introduction It is not simply about how governments, businesses, and people communicate, not just about how organizations interact, but is about the emergence of complete new social, political, and busi- ness models. Thomas L. Friedman 1.1 Overview We are at an exciting crossroads, bringing technology and business together as never before. Global collaboration and emerging corporate cultures are creating a new type of innovative enterprise: one based on services. Service orientation is about culture, a new service-focused approach of doing busi- ness as the modus operandi. Service orientation is also about technology, a standard and effective way of connecting businesses. Enterprises can be empowered to live up to the potential of becoming dynamic, agile, and real- time. Service orientation is emerging from the amalgamation of a number of key business, technology, and cultural developments. Three essential trends in particular are coming together to create a new revolutionary breed of enterprise, the service oriented enterprise (SOE): (1) advances in the standards-based service oriented infrastructures; (2) the emergence of busi- ness process management (BPM); and (3) the continuous performance man- agement of the enterprise. This book focuses on this emerging three-layered architecture that builds on a service oriented information technology (IT) architecture framework, with AU5360_C001.fm Page 1 Monday, September 4, 2006 1:48 PM
- 34. 2 Service Oriented Enterprises a process layer that brings technology and business together, and a corporate performance layer that continually monitors and improves the performance indicators of global enterprises (see Figure 1.1). Service oriented architectures (SOAs) are providing unparalleled integration within and between enterprises. Performance monitoring and management are delivering incredible visibility to business practices. But what is even more exciting is the bridge between technology and business through automated business processes. IT and businesses are involved in continuous improvement feedback loops. Automated business processes can improve that feedback mechanism and thus can keep the IT and business goals better in sync. So sandwiched between the technical service oriented architectures and the business-focused performance management solution trends are the emerging business process management platforms, which are automating business policies and procedures and are supporting better business–IT alignment with continuous improvement of business process implementations. 1.1.1 IT and Business Focus The emerging rapprochement between IT and business is essential in SOEs. In discussing service orientation there is the temptation to focus too much on Figure 1.1 Three layers of service oriented enterprises Enterprise Performance Management Service Performance Business Process Management Service Integration Service Oriented Architecture IT Service Infrastructure IT Business AU5360_C001.fm Page 2 Monday, September 4, 2006 1:48 PM
- 35. Introduction 3 technology. Technology is important and necessary. It serves as the foundation. IT is not only relevant; it is essential. Emerging services standards, services networks, business process management, and enter- prise service buses (ESBs) are some of the building blocks discussed throughout this book. Effective service oriented enterprises cannot be achieved without technology. Technology should be the catalyst for innovation to improve business performance. Performance management is essential. The past decade was turbulent. The much-anticipated recovery from the dot-com melt- down is still that: an optimistic yet elusive anticipation. Organizations are faced with pressures to innovate, to survive, to grow, to cut back, and to deal with governmental compliance. Performance improvement and serious gaps in implementations indicated there was and continues to be a serious gap between strategy and execution. Enterprises know what they want to achieve; they sometime even have a feel as to how to prioritize their objectives and milestones. But perhaps more than any other time in history, strategies fall short on execution. It is a common problem in the commercial as well as governmental circles. Identifying problems, charting them, and having lofty strategic or tactical objectives are not enough. Organizations need to execute measurably on these objectives. Enterprise corporate measurement is providing the mecha- nism to continuously monitor and to gauge corporate performance. It is allowing decision makers to respond to real-time events. Corporate per- formance management is also supporting analysis of historic corporate data to predictively identify trends and to introduce strategic changes to achieve corporate performance goals. The objective is to allow employ- ees and managers at different levels to easily navigate from corporate objective measures down to executing processes, implemented on solid service oriented infrastructures. This leads to the process-oriented culture. The heart and core of the service oriented enterprise is the business process management layer. This is where it all comes together. In service oriented enterprises products are pro- cesses. These processes need to be modeled, executed, monitored, and improved continuously. Processes in service oriented enterprises capture AU5360_C001.fm Page 3 Monday, September 4, 2006 1:48 PM
- 36. 4 Service Oriented Enterprises both the policies and procedures that could potentially span continents. The service oriented enterprise needs to respond to constant pressures to innovate for growth. The SOE also needs to enact productivity improve- ments to control costs. As if the pressures for growth and productivity were not enough, increasingly SOEs are facing complex regulatory compliance requirements. Adding to that the need to respond to constantly changing conditions, globalization, and insatiable demands by a finicky customer base leads to a conundrum: produce competitive and customizable prod- ucts at an increasingly rapid pace while competing with emerging global enterprises. With this wide scope of pressures on businesses and the rapid pace of change, IT backlogs can no longer be afforded. The business and IT cultures need to be aligned around processes, with business process management systems integrating employees, systems, and trading partners and driving automated enterprise processes to completion. Business process manage- ment is where the human participants, enterprise information systems, and trading partners come together. Service oriented enterprises are all about streamlining business pro- cesses. They are also about being aware of change. The very nature of change in the 21st century implies that innovation needs to be introduced quickly in all domains: finance, customer, product, service, partner, and human resources. This culture of innovation needs a solid connectivity and plumbing infrastructure. Furthermore, it needs streamlined and digitized processes and business rules. It also needs continuous monitoring and management of the enterprise as a whole, linking performance measures to executing processes on top of the service architecture. The service enterprise architecture is a compelling architecture with three distinct yet interdependent layers: guided by enterprise performance manage- ment, driven by business process management, and founded on service oriented IT architecture. This book is about this new emerging enterprise philosophy. It defines, characterizes, and demonstrates how service orientation is affecting both infrastructure and organizational cultures in ways not seen since the dawn of the Internet age. This is the next wave of the technologies and commu- nication revolution, which builds on and extends what was spurred by the success of the Internet. AU5360_C001.fm Page 4 Monday, September 4, 2006 1:48 PM
- 37. Introduction 5 Use cases and solution descriptions for SOEs: Throughout the book are examples of use cases and solutions using the three tiers of service ori- ented enterprises. In some cases the specific enter- prise that has deployed the solution is mentioned. Other solution descriptions are examples of potential solutions for enterprises in specific industries. 1.1.2 It Is More Than Technology The convergence of high-performance computing, global high- speed communications, and advanced sensing and data analysis is driving the next information technology inflection point. Intel Will technologies, solutions, and companies based on service orientation lead to the next bubble? It is not difficult to remember how bubbles occurred during the dot-com era. An initial stock increase in an Internet-based company resulted in investors having pseudo-confidence, which drove the price higher and, again, caused the initial price to rise and continue to rise, having the effect of increased demand. These rounds of increases continued to spiral for many dot-com companies. As higher prices were established, investor confi- dence was boosted, causing even more investing with inflated prices. In equity markets, such behavior could be considered irrational because investing deci- sions were based on unjustifiable reasons. Will emerging SOEs result in another bubble as investment increases without a firm foundation as to why? Perhaps. But more caution is taken now, and some would argue that service oriented architectures have not delivered—at least so far. But equating service oriented enterprises with service oriented architectures—especially Web ser- vices—misses the point. It is only a small part of the story; in actuality two trends can be found. In addition to the SOA and Web services trend, the emergence of the business process automation and management technolo- gies can be seen as the core component of enterprise architecture frame- works. In fact, more than any other type of solution, BPM is showing continuous and tangible returns on investments emanating from automation in policies, procedures, tighter involvement of business stakeholders, and changes in IT development practices. AU5360_C001.fm Page 5 Monday, September 4, 2006 1:48 PM
- 38. 6 Service Oriented Enterprises JetBlue, founded in 1999 by David Neelman, is a very successful low-cost airline. It illustrates a textbook case where information technology and straight- through processing is used in conjunction with an entrenched service culture. JetBlue leverages cre- ative strategies in serving customers at low cost and high availability. JetBlue, like most other service oriented enterprises, maintains close contact with the customers. Set on two pillars of efficiency and service, JetBlue is a key example of how an enterprise can know and execute exactly what the consumer wants. The airline’s strategy is to meet the needs of price and convenience sensitive passengers. Quality in customer service, operational efficiency, innovation, and responsiveness to customers is one of the ways the airline is able to gain market and mindshare with travelers. Also, JetBlue aspired to be the first completely paperless airline, streamlining all infor- mation technologies from operations to ticketing. Service orientation takes a holistic approach to enterprise computing. Consider a skyscraper hosting offices. The lower-level IT-focused service oriented architecture deals with the plumbing—it is especially important that it not fail. Continuing with the analogy, the focus is on the work environment, especially the people who are the tenants. The center of attention needs to be the motivation and productivity of the office workers. It is important that not only the people but also the various processes carried out in the sky- scraper are performing efficiently, minimizing waste. The work milieu and the interoffice relationships as well as the management styles are much more feasible and critical to productivity and innovation than the plumbing. In fact, the skyscraper is connected to other skyscrapers within its neighborhood as well as halfway across the globe. The communication again relies on reliable and secure networking. But once again, even more important are the end- to-end processes that span departmental and organizational boundaries. It is not just about the data or the bits that get communicated across the globe; it is about the knowledge and content of these bits. More importantly, it is about the communities: customers, shareholders, partners, and employees that are services across the extended network. It is about processes that span and integrate all these communities (Figure 1.2). In terms of enabling technologies, what is emerging today is a three-tier architecture. At the top are business strategies, business models, business analytics, and business performance management. At the bottom are service oriented IT architectures with essential components such as enterprise service buses, application servers, legacy integration, and business-to-business (B2B) AU5360_C001.fm Page 6 Monday, September 4, 2006 1:48 PM
- 39. Introduction 7 services integration. The core component, however, is the middle tier: the service oriented business process integration layer that allows organizations to digitize and automate their business practices, policies, and procedures. Dell is another example of a customer-focused com- pany. Dell provides extensive customer support, pri- marily through outsourcing. It is an interesting example of how agility, the flat world, and a focus on service orientation come together to deliver success for the enterprise and its customers. Through its efficient end-to- end supply chain integration, the customer decides and controls the inventory and assembly as well as supply chain process. As Dick Hunter, the supply-chain manager at Dell, puts it, “We are not experts in the technology we buy; we are experts in the technology of integration.” 1.1.3 Globalization The skyscraper example alluded to a global connectivity and a global organization. No one put it more elegantly than Thomas Friedman in his seminal work The World Is Flat: A Brief History of the Twenty-First Century:1 “… what the flattening of the world means is that we are now connecting Figure 1.2 Global connectivity AU5360_C001.fm Page 7 Monday, September 4, 2006 1:48 PM
- 40. 8 Service Oriented Enterprises all the knowledge centers on the planet together in a single global network, which—if politics and terrorism do not get in the way—could usher in an amazing era of prosperity and innovation.” What makes the new globalization interesting is that the bottom-up cre- ative entrepreneurial spirit that was the hallmark of the U.S. software revo- lution is increasingly emanating from young creative engineers, especially in the emerging markets of China and India. Outsourcing for cheap labor is being augmented with creative start-ups in these emerging economies. This challenge to the U.S. software industry2 is intrinsically different, and just as the other traditional manufacturing industries in almost every sector are being replaced by goods manufactured especially in China, this next wave could well become the creative force behind innovative software solutions and products. Friedman identifies ten forces that are flattening the world: 1. The fall of communism (or 11/9/89, the day the Berlin Wall fell): This opened up free markets and entrepreneurial ventures in the ex-Soviet empire. 2. The emergence of the Internet, especially Web, age (or 8/9/95, when Netscape went public): Observed was the emergence of standard protocols such as Hypertext Transfer Protocol (HTTP), File Transfer Protocol (FTP), Standard Mail Transfer Protocol Secure Sockets Layer (SMTP SSL), and Transmission Control Protocol/Internet Protocol (TCP/IP). HTTP and Hypertext Markup Language (HTML), the stan- dard used by browsers, were critical in the emergence of the World Wide Web. 3. Workflow software: Here workflow implies system-to-system and trading partner connectivity. Soon after the emergence of Web-based connectivity, the Web became a conduit of business, and connec- tivity standards—especially eXtensible Markup Language (XML) and SOAP—emerged. 4. Open sourcing: Here Friedman explains several reasons where poten- tially free open-source software is preferred over costly enterprise soft- ware. Some of the reasons include the flexibility in trying new scientific ideas, the ability to have fresh innovations, as well as the investment of high-tech companies on some solutions such as Linux. 5. Outsourcing: Countries such as India, with their focus and excellence in education, are creating horizontal value to Western enterprises, especially in the United States. Other Asian countries such as Pakistan and Malaysia are also providing value-added extension to U.S. and other Western companies through outsourcing. The outsourced talent, combined with fast Internet and computing technologies such as the personal computer (PC), are providing a tremendous resource to Western companies. AU5360_C001.fm Page 8 Monday, September 4, 2006 1:48 PM
- 41. Introduction 9 6. Off-shoring: Here entire factories are off-shored to emerging markets such as China. The merchandise is built off shore and sold in Western countries such as the United States or the European Union. China joined the World Trade Organization in 2001, which made it even more attractive to off-shore to China. It also caused havoc on a number of industries, such as the textile industries in the West. 7. Supply chain: Major outlet chains such as Wal-Mart rely heavily on off- shored goods from China. There is still debate within the United States as to whether Wal-Mart is good or bad for the U.S. economy; it has created one of the world’s largest supply chains, from manufacturing outlets in China to distribution to its retail outlets to customers. 8. Insourcing: This is equivalent to horizontal value creation. To explain the concept and potential of insourcing, Friedman uses the United Parcel Service as a textbook example. UPS has become the supply- chain manager; it is not only moving goods but is also providing value. More specifically, Friedman shows how Toshiba, for example, uses UPS stores not only to have its customers drop off broken computers but also to have them fixed—by UPS no less. 9. Informing: The poster child example here is Google. Throughout the ages it was the rich and the famous who had access to infor- mation that empowered and elevated them from the less privileged masses, but no longer. Now through search engines and portals such as Google, MSN, and Yahoo!, the world’s knowledge can be searched and accessed—all with the ability to discover and connect as never before. 10. Steroids: They strengthen and accelerate the other flatteners to achieve more flattening. This is accelerated through digital representation of any type of media. Digitization means it can be sent over wired and wireless networks—over the Internet. The new types of devices are Internet enabled and multi-functional. People are perpetually on the Internet accessing any type of multimedia information. These are excellent examples, or forces as Friedman calls them, of trends and technologies that are flattening the world and also of enablers for service oriented enterprises. These forces illustrate the increasing digital and global connectivity and the emergence of a new economy and flat- tened world. What is being witnessed, especially in the Western world, is the emer- gence of global competitors, especially with India and China taking increasing leadership roles through outsourcing and offshore manufactur- ing of cheaper goods or services. The United States and Western Europe are facing unparalleled challenges, especially from Asia Pacific. Globalization has taken on a completely new meaning. The luxury no longer exists to AU5360_C001.fm Page 9 Monday, September 4, 2006 1:48 PM
- 42. 10 Service Oriented Enterprises conduct business as usual, and changing pressures should be responded to very quickly and efficiently. So what about service oriented enterprises? Globalization not only facilitates but in a very real sense also drives SOEs. The communities that are being served are global. Both outsource providers and procurers need to be engaged in service level agreements. Globalization entails end-to-end global business pro- cesses that execute choreographies, potentially spanning continents. Behind the exchanges in these choreographies are internal orchestrations of services. The underlying BPM and ESB components should allow the SOE to easily specialize its policies, processes, and overall interface to specific target com- munities on a global scale. Specialization can take the form of policies and rules that pertain to specific countries or cultures or the form of agile localized interfaces for specific languages. The SOE can respond to the flattening world forces and can provide a dynamic infrastructure that responds to constantly changing requirements, emerging innovations, and market pressures. What about the European Union? Europe has its own challenges. Today’s European Union is faced with competition not only from the ex-Soviet block countries—especially Russia—but from a well- educated, motivated, young, and dynamic Asia. The European Union is successful especially in business, travel, and monetary unifications. However, Europe is seeing a new type of curtain that divides the ancient Europe from the Nouveaux Europe that consists of more dynamic and creative ex-Soviet-era Eastern European countries. There is more enthusiasm and a hard- working entrepreneurial spirit in Central and Eastern Europe. An energy and optimism can be observed in these new European coun- tries, who want to catch up to (maybe even leap frog) Western Europe’s economic successes and better themselves following especially American lifestyles and entrepreneurial trends. There are fears, though, and some protectionism from the Western European allies. The year 2005 showed two important referendums from two founding members of the European Union rejecting the European constitution and taking a more nationalistic stance. The implications of these votes will be discussed and felt for many years to come. Meanwhile, many more Eastern countries want to join the European Union, and the new Europe will emerge as a cohesive, growing, and exciting economic force responding to competition and challenges both from the United States and Asia Pacific. AU5360_C001.fm Page 10 Monday, September 4, 2006 1:48 PM
- 43. Introduction 11 1.1.4 Extended, Virtual, Real-Time, and Resilient In a virtual enterprise (VE), a company assembles a temporary consortium of partners and services for a certain purpose. This purpose could be a temporary special request, an ongoing goal to fulfill orders, or an attempt to take advantage of a new resource or market niche. Charles Petrie and Christoph Bussler Enterprises have been associated with several adjectives, for instance, extended and virtual—sometimes used synonymously. Service oriented enterprises are also extended as well as virtual enterprises but in addition to all the attributes of the former, SOEs provide essentially a service oriented focus. It will help to delve a bit deeper into these terms that help clarify the taxonomy of service oriented enterprises. The extended enterprise dimension connotes the notion of integration and aggregation. Aggregation implies that the enterprise extends beyond the narrower scope of its direct beneficiaries—such as its shareholders, employees, and managers—but also includes its partners, suppliers, cus- tomers, and the community. A service oriented enterprise is a special case extended of an enterprise. Integration is used to connect service providers and consumers. The focus is on integration technology that is used to access services in the context of end-to-end processes that provide business value to providers and consumers. Before delving into the service oriented specific attributes of SOEs, an overview of the extended, virtual, real-time, and resilent features of service oriented enterprises is provided. Extended: The key feature here is that the various applications, repos- itories, and even roles or organizations appear to be well aggregated and integrated while staying loosely coupled and independent. The Internet has connected us in ways we have not imagined before. The services that are executing over the Internet will launch a new dawn for connecting and aggregating organizations. For instance, a pro- duction or development effort could involve many applications and different groups from potentially geographically distributed organi- zations. The applications need to be invoked in a particular sequence or process flow. The output of one application, such as the blueprint of a product component, needs to be the input of another application, such as an automated manufacturing plant. The data type exchanges among the various applications need to be consistent. Similarly, the different groups involved in the ultimate objective need to be part of the same production, testing, certification, and manufacturing AU5360_C001.fm Page 11 Monday, September 4, 2006 1:48 PM
- 44. 12 Service Oriented Enterprises calendar. This end-to-end integration through services is an exam- ple of the value or supply chain so typical in flat organizations, which rely on services or products offered by other organizations. So the enterprise is extended: It includes parts and services obtained sometimes from organizations that are thousands of miles away from the corporate headquarters. Business involved in supply or value chains have specific message and information exchange orchestration with specific policies. The exchanges define not only the structure of the various messages exchanged but also the business rules, timing constraints, security requirements, and process flow logic of these exchanges. Figure 1.3 illustrates a simple example involving a step that carries out conference registration and then, depending on the Figure 1.3 A process in an extended enterprise Conference Registration Hotel Reservation Car Rental Airline Reservation Combine Itinerary Inform Customer AU5360_C001.fm Page 12 Monday, September 4, 2006 1:48 PM
- 45. Introduction 13 customer request, can further process the request for hotel and airline reservations as well as car rental services. The process then aggregates the responses and subsequently provides the customer with an itin- erary that includes the confirmation numbers. Each of the reservation or rental steps could be handled by an entirely different organization and the process flow by yet a fourth brokering organization. Virtual: Often the terms virtual and extended are used interchange- ably, as they are complementary concepts with a lot in common. Being virtual means the organization can come together whenever needed. Different organizations can expose different services. The hotel reservation, car rental, and airline reservation services illustrated in Figure 1.3 are carried out by different organizations. These orga- nizations are brought together to “create” another organization—a virtual one that takes care of conference reservations. The customer of the virtual organization deals with this one entity. The virtual organization can come together for a single event or for a series of similar events. It is dynamic and flexible.3 The various facets of virtuality can be described as follows: Almost real: Virtual reality and many popular video games best capture this category. The interaction of actors or consumers is very dynamic. With information technologies a virtual organization will act as a real organization for the external actor or consumer. Virtual worlds: Concepts such as virtual exhibitions, virtual shop- ping malls, or virtual schools capture this dimension of virtuality. These worlds do not physically exist but are created and accessed typically through Web browsers. In some ways portals that are completely customized are moving in this direction. The current virtual worlds are more sophisticated than portals. Virtual presence: Another common meaning is this notion of a virtual presence. Virtual offices are perhaps the most common example. The individuals, the various roles, the various organiza- tional, and the various applications appear to be virtually present. Virtually cohesive and well aggregated: This concept is extremely important for the topic at hand. Subsequent sections expand more on this approach. The key feature of virtuality here is that the various applications, repositories, and even roles or organi- zations appear to be well aggregated and integrated. Virtual existence: This means the organization can come together whenever needed as described above. Dynamic and temporal: One of the big advantages of a virtual organization is the fact that it is dynamic. Partners, interfaces, and exchange choreographies could all change—which brings us to the real-time enterprise. AU5360_C001.fm Page 13 Monday, September 4, 2006 1:48 PM
- 46. 14 Service Oriented Enterprises The real-time enterprise is a customer-driven organization that executes and adapts its mission-critical business processes using a sense and respond infrastructure that spans people, companies, and computers to provide information timely enough to make effective decisions and to act and where a late answer is a wrong answer. Peter Fingar Real-time: One of the big advantages of a service oriented enterprise is the fact that it is dynamic: Situations, requirements, and market conditions, customer demographics, and partners could all change. Just about the only constant is change. With SOEs the focus is on the objectives: what the organization is trying to achieve. For instance, the objective could be a financial transaction involving financial institutions, custodians, brokers, contractors, legal entities, and clearing. The particular selection of a financial institution that provides a product or a service or the selection of the service itself could be dynamic. It could depend on price, availability, or benefits. Thus, financial processes such as purchasing securities could involve different organizations depending on the parameters or require- ments of the transaction. Interfaces could also change. For instance, if a particular XML vocabulary is used for the process, the vocabulary could undergo iterations and changes—that is, various versions. Exchange choreographies could also change. The agility required to adapt to these changes dynamically is part of the very nature of the real-time enterprise. Resilient: After the September 11, 2001, tragedy we realized that in addition to the irreplaceable loss of human life, our tangible and intangible assets are more vulnerable than ever before. Resil- iency addresses this core problem of disruptions in enterprises, emanating from natural or man-made disasters. A resilient enter- prise has established policies, detection mechanisms, practices, and redundancies that enable it to recover from disruptions and restore the business. Resiliency and disaster recovery is often an afterthought. Disastrous disruptions are rare. But when they occur, they have the potential of wiping out the short-term revenue or worse, the long-term viability of the enterprise. Resiliency means the enterprise is able to respond to the disaster in real-time. If an earthquake disrupts a supplier, the enterprise has predetermined alternative supply channels; if a disaster hits an information center, AU5360_C001.fm Page 14 Monday, September 4, 2006 1:48 PM
- 47. Introduction 15 the enterprise has built-in mirroring of data and applications, and can recover immediately. This whole notion of “agility” is put to the ultimate test. The protection and recovery processes have to be preplanned and put into effect and tested. When disasters hit, the recovery processes need to be enacted in real-time. Enterprises can ill afford to interrupt business opera- tions given the intensity of the competition and the cost pressures they are under. A resilient company is not only better able to endure the vagaries of global trad- ing, it can actually gain competitive advantage by being one step ahead of the competition when a disruption hits. A fast recovery is crucial. Yossi Sheffi These four interrelated features of service enterprises make it possible for organizations to deliver on the promise of service orientation with tangible results. Skeptics will point to similar promises by other organizational, reengineering, or technology trends. We have seen too many panacea du jour principles and are perhaps somewhat disillusioned. Nevertheless, these four features are powerful trends that are already showing promising results. 1.1.5 Narrowing the Gap between IT and Business In the new process-centric world of IT, software architecture aligns more readily with business activity—even across business boundaries. Processes can be expressed in any level of detail right down to fine-grained computational components, making it much easier for businesses to modify, redesign, and evolve business processes. Best of all, top-down process design activity can be driven directly by organizational objectives such as time, cost, and best practices. Howard Smith and Peter Fingar The previous section described the four fundamental dimensions of service oriented enterprise: extended, virtual, real-time, and resilient. Business and IT need to come together to focus on common goals such as the following: Faster turnaround times for IT projects: This has plagued the IT and business relationships for decades. It is sometimes identified as the AU5360_C001.fm Page 15 Monday, September 4, 2006 1:48 PM
- 48. 16 Service Oriented Enterprises execution gap. The beginning of projects typically brings a lot of excitement and promising handshakes and congratulations. Often, however, projects are marred by execution delays that could last months and sometimes even years with serious cost overruns. In most cases IT is unable to deliver on its promises or expectations. Many lower-level engineers and managers in IT are often not sur- prised. Promises are face saving. When it comes to schedules, reality is something else. In software being late is the norm. The emerging demand and fashionable trend is agility, which deals with responding very quickly to change. It also implies maneuvering dangerous terrains and moving rapidly. Organiza- tions need to be agile. They need to be able to respond quickly to customer demands, increased competition, internal chal- lenges, or globalization pressures. IT can help realize and imple- ment this agility. The agility of IT is not sufficient—the entire enterprise in its production, marketing, sales, and operations needs to be agile. But the agility of the IT organization is neces- sary. It is the foundation. Staying on budget: Remember the cost overruns of the Federal Bureau of Investigation’s virtual folder project?4 It was a $170 million project gone awry. Unfortunately, the software industry is full of similar failings—especially those associated with large projects. This is of course related to the previous point. Cost overruns are also the norm, not only from turnaround time considerations but also because of poor planning: budgeting for all the necessary hardware and software to bring the project to a successful production. Cost savings: Software outsourcing industry has taken off—both in IT outsourcing and business process outsourcing.5 Enterprises are eager to cut costs, often relying on less expensive talents offshore. This is one way to achieve cost savings, but frankly, there are a number of challenges when it comes to outsourcing. It is definitely working, but it is not a panacea.6 Cost savings needs to also include technologies that automate and streamline the IT as well as manu- facturing, services, and support processes within an organization. Customer retention: Businesses are very much interested in customer retention. The reputation of the business is critical. In fact, the Six Sigma quality assurance methodology often targets precisely this problem. There is a very direct and immediate relationship between customer retention and quality of the services and the products. But quality assurance is only part of the story. Customer retention is also beginning to imply process transparency and connectivity—through straight-through processing. This means for example a sale in a retail- store touch point could propagate demand for manufacturing units across the globe. It means that the manufacturing and production AU5360_C001.fm Page 16 Monday, September 4, 2006 1:48 PM
- 49. Introduction 17 value chains are connected and streamlined. Different organizations around the globe are involved in the production and distribution of goods and services with as little human interference as possible. This enhances inventory management and customer rentention. Customer retention is also directly related to the ability of the enterprise to quickly produce customized goods or services. In almost every indus- try customers are demanding customized solutions and products. Dell perhaps is the best example of this for PCs. The old models of rigid manufacturing and production plants are obsolete. Componentization and agility in producing very quickly customized goods and services are now taken for granted. Innovate and create new products: Innovation is always on the top-five list of priorities and goals for most companies. To sus- tain their competitive advantage, companies need to go beyond customer retention and need to quickly create new markets through new innovative products. An organization needs to liberate its knowledge worker so that the creativity can flow in all the departments—especially its product engineering depart- ments. The creation of new products has other dimensions as well. Coopetition: One interesting area that is emerging here is the whole notion of coopetition, where organizations that typically compete can come together to cooperate in situations that are mutually ben- eficial for both. This has worked in some situations: For example, software companies involved with both software and services some- times have situations where the services organization uses and builds an application using the software of its competitor, as in IBM global services for example building an Oracle application. In other situa- tions this has not worked very well. It is beyond the scope of this book, but it is interesting to note that most organizations in the West—and, alas, in the East also—though agreeing on these trends, continue to conduct business as usual. The traditional separation between IT and businesses has proven to be devastating for enterprises. More than any other time in the history and evolution of corporate America, the chief information officer (CIO) needs now to understand, to relate, and to respond to business needs. IT is becoming a service organization. We also are witnessing the emergence of new C-level roles, such as chief process officer and chief service oriented architect. Enterprises are starting to create business process and service oriented centers of excellence. Business stake- holders are promoting the emergence of service organizations—supporting IT and involving IT in innovation. The service culture is essential. When an enterprise sees itself as dynamic aggregation of services where IT and busi- ness come together to implement business processes, it can then radiate its AU5360_C001.fm Page 17 Monday, September 4, 2006 1:48 PM
- 50. 18 Service Oriented Enterprises service culture to its trading partners and can create dynamic enterprises: real- time, virtual, and extended. 1.2 Reengineering Business Process Reengineering: Changing the Nature of Change Business process reengineering is the key to transforming how people work. Peter Carter Are the emerging rapprochements between business and IT the reincarnation of business process reengineering (BPR) that made quite a splash in the 1980s and 1990s? Not quite. As we shall see, BPR was about reorganizing the business workflows. The roots of workflow automation go back to Frederick Taylor’s scientific management approach that started in late 19th century. The approach is appealing and scientifically sound. Everyone is guided by work rules and laws. Work is divided into well-defined individual units. The goal is to get the maximum quality output from each worker. Work is divided into specific discrete actions and performed by trained workers. So with this approach there is the potential of having less knowledgeable workers with focused tasks, especially in manufacturing plants, along with the opportunity to measure and to improve productivity. Workers and managers can become part of a large well-oiled machine whose performance is constantly measured, monitored, and improved. Systematic approaches to quality improvement such as Total Quality Management were based on Taylor’s philosophy. As with most management approaches, there were problems with Taylor’s philosophy. For one thing, it was too mechanical and impersonal. To address some of the challenges that enterprises in manufacturing as well as other vertical sectors started to face in the late 1980s, Michael Hammer and James Champy introduced the revolutionary concept of business process reengineering. Reengineering in the context of business processes implies that the existing processes and organizations used to run a business are challenged and replaced by qualitatively more efficient processes and orga- nizations. Improvements in productivity and revenue are achieved by throwing out well-established but rigid structures and by adopting more efficient and flexible principles, responding to ever-changing competitive mar- ket realities. A key characteristic of this changing world is customization and the flexibility to respond quickly to changing customer demands. Amplifying this trend is the emergence of giants such as China and India and an increasingly flattend world. The challenges are enormous: Those who do not adapt to changes quickly, those who do not respond to customization fast enough, those who do not produce high-quality products and services at increasingly AU5360_C001.fm Page 18 Monday, September 4, 2006 1:48 PM
- 51. Another Random Scribd Document with Unrelated Content
- 52. The girl smiled. 'Ah! yes, indeed,' she said, 'you ate too much yesterday. It was my fault, but I couldn't refuse when I saw how your appetite was distressing you.' At this they all pretended to grow merry, and began to tease him about the junketings in which they declared he still indulged. But their voices trembled with pity as they glanced at that remnant of a man, that inert mass of flesh, which now only lived enough to suffer. He had fallen back into his usual position, with his body leaning to the right and his hands lying on his knees. 'This evening now, for instance,' Pauline continued, 'we are going to have a roast duck——' But she suddenly checked herself to ask: 'By the way, did you see anything of Véronique as you came through Verchemont?' Then she told Lazare and the Doctor the story of Véronique's disappearance. Neither of them had seen anything of her. They expressed some astonishment at the woman's strange whims, and ended by growing merry over the subject. It would be a fine sight, they said, to see her face when she came back and found them already round the table with the dinner cooked and served. 'I must leave you now,' said Pauline gaily, 'for I have to attend to the kitchen. If I let the stew get burnt, or serve the duck underdone, my uncle will give me notice!' Abbé Horteur broke out into a loud laugh, and even Doctor Cazenove himself seemed tickled at the idea, when the window on the first floor was suddenly thrown open with a tremendous clatter. Louise did not show herself, but merely called in a sharp voice: 'Come upstairs, Lazare!' At first Lazare seemed inclined to rebel and to refuse obedience to a command given in such a voice. But Pauline, anxious to avoid a
- 53. scene before visitors, gave him an entreating look, and he went off to the house, while his cousin remained for a moment or two longer on the terrace to do what she could to dissipate the awkwardness of the situation. No one spoke, and they all looked at the sea in embarrassment. The westering sun was now casting a sheet of gold over it, crowning the little blue waves with quivering fires. Far away in the distance the horizon was changing to a soft lilac hue. The lovely day was drawing towards its close in perfect serenity, and not a cloud or a sail flecked the infinite stretch of sky and sea. 'Well, as he never came home last night,' Pauline at last ventured to say with a smile, 'I suppose it is necessary to lecture him a little.' The Doctor looked at her, and on his face also appeared a smile, in which Pauline could read his prediction of former days, when he had told her that she wasn't making them a very desirable present in bestowing them on one another. And at this she walked away towards the kitchen. 'Well, I must really leave you now,' she said. 'Try to amuse yourselves. Call for me, uncle, if Paul wakes up again.' In the kitchen, when she had stirred the stew and got the spit ready, she knocked the pots and pans about impatiently. The voices of Louise and Lazare reached her more and more distinctly through the ceiling, and she grew distressed as she thought that they would certainly be heard on the terrace. It was very absurd of them, she said to herself, to go on shouting as though they were both deaf, and letting everybody know of their disagreements. But she did not care to go up to them, partly because she had to get the dinner ready, and partly because she felt ill at ease at the thought of interfering with them in their own room. It was generally downstairs, amid the common life of the family, that she played her part of reconciler. She went into the dining-room for a few moments and busied herself with laying the table. But the shouting still continued, and she could no longer bear the thought that they were making themselves
- 54. unhappy. So, impelled by that spirit of active charity which made the happiness of others the chief thought of her life, she at last went upstairs. 'My dear children,' she exclaimed, as she abruptly entered the room, 'I daresay you will tell me it is no business of mine, but you are really making too much noise. It is very foolish of you to excite yourselves in this way and disturb the whole house.' She had hastily stepped across the room, and at once closed the window, which Louise had left open. Fortunately neither the priest nor the Doctor had remained on the terrace. With one quick glance she had seen that there was nobody there except the drowsing Chanteau and little Paul, who was still asleep. 'We could hear you out there as plainly as if you had been in the dining-room,' she resumed. 'Come, now, what is the matter this time?' But, their tempers aroused, they continued quarrelling without taking any notice of Pauline. She now stood there, still and silent, feeling ill at ease again in that room. The yellow cretonne with its green pattern, the old mahogany furniture and the red carpet, had been replaced by heavy woollen hangings and furniture more in harmony with Louise's delicacy of taste. There was nothing left to remind one of the dead mother. A scent of heliotrope arose from the toilet-table, on which lay some damp towels, and the perfume somewhat oppressed Pauline. She involuntarily glanced round the room, in which every object spoke of the familiar life of husband and wife. Though, as her rebellious thoughts calmed down, she had at last prevailed upon herself to continue living with them, she had never previously entered their room, where all things suggested conjugal privacy. And thus she quivered almost with the jealousy of former times. 'How can you make each other so unhappy?' she murmured, after a short interval of silence. 'Won't you ever be sensible?'
- 55. 'Well, no, I've had quite enough of it!' cried Louise. 'Do you think he will ever allow that he is in the wrong? I merely told him how uneasy he had made us all by not coming home last night, and then he flew at me like a wild beast and accused me of having ruined his life, and threatened that he would go off to America!' Lazare interrupted her in furious tones: 'You are lying! If you had chided me for my absence in that gentle fashion, I should have kissed you, and there would have been an end of the matter. But it was you who accused me of making you spend your life in tears. Yes, you threatened to go and throw yourself into the sea, if I continued to make your life unbearable.' Then they flew at each other again, and gave vent to all the bitterness which the continual jarring of their temperaments aroused in them. The slightest little differences set them bickering, and brought them to a state of exasperated antipathy which made the rest of the day wretched. Whenever her husband interfered with her enjoyment Louise, despite her gentle face, proved as malicious as a fawning cat, that loves to be caressed, but strikes out with its claws at the slightest irritation; and Lazare, finding in these quarrels a relief from his besetting ennui, frequently persisted in them for the sake of the excitement they brought. However, Pauline continued listening to the quarrel. She was suffering greater unhappiness than they themselves were. That fashion of loving one another was beyond her comprehension. Why couldn't they make mutual allowances and accommodate themselves to each other, since they had to live together? She was deeply pained, for she still regarded the marriage as her own work, and she longed to see it a happy and harmonious one, so that she might feel compensated for the sacrifice she had made by knowing that she had, at any rate, acted rightly. 'I never reproach you for squandering my fortune,' Louise continued. 'There was only that accusation wanting!' Lazare cried. 'It wasn't my fault that I was robbed of it.'
- 56. 'Oh! it's only stupid folks who allow their pockets to be emptied, who are robbed. But, any way, we are now reduced to a wretched income of four or five thousand francs, barely sufficient to enable us to live in this hole of a place. If it were not for Pauline, our child would have to go naked one of these days, for I quite expect that you will squander all that we have left, what with all your extraordinary fads and speculations that come to grief one after the other.' 'There! there! Prate away! Your father has already paid me similar pretty compliments. I guessed you had been writing to him. I've given up that speculation in manure in consequence; though I know it was a perfectly safe thing, with cent. per cent. to be gained. But now I'm like you, and I've had enough of it, and the deuce take me if I bestir myself any more. We will go on living here.' 'A pretty life, isn't it, for a woman of my age? It's nothing but a gaol, with never an opportunity of going out or seeing anybody; and there's that stupid sea for ever in front of one, which only seems to increase one's ennui——Oh! if I had only known! If I had only known!' 'And do you suppose that I enjoy myself here? If I were not married, I should be able to go away to some distant place and try my fortune. I have longed to do so a score of times. But that's all at an end now; I'm nailed down to this lonely wilderness, where there's nothing to do but to go to sleep. You have done for me; I feel that very clearly.' 'I have done for you! I!—I didn't force you to marry me, did I? It was you who ought to have seen that we were not suited to each other. It is your fault if our lives are wrecked.' 'Ah! yes, indeed, our lives are certainly wrecked, and you do all you can to make them more intolerable every day.' Pauline, though she had resolved not to interfere between them, could no longer restrain herself. 'Oh! do give over, you unhappy creatures! You seem to take a pleasure in marring a life which might be such a happy one. Why will
- 57. you goad each other into saying things which you cannot recall and which make you so wretched? Hold your tongues, both of you! I won't let this go on any longer.' Louise had fallen into a chair in a fit of tears, while Lazare, in a state of wild excitement, strode up and down the room. 'Crying won't do any good, my dear,' Pauline continued. 'You are really not tolerant; you have too many grievances. And you, my poor fellow, how can you treat her in this unkind fashion? It is abominable of you. I thought that, at any rate, you had a kind heart. You are, both of you, a couple of overgrown children, and are equally in fault, making yourselves wretched without knowing why. But I won't have it any longer, do you hear? I won't have unhappy people about me. Go and kiss each other at once!' She tried to laugh; she no longer felt that tremor which had at first so disquieted her. She was only thrilled by a glow of kindliness, a desire to see them in each other's arms, so that she might be sure their quarrel was at an end. 'Kiss him, indeed! I should just think so!' exclaimed Louise. 'He has insulted me too much!' 'Never!' exclaimed Lazare. Then Pauline broke into a merry laugh. 'Come, come!' she said; 'don't sulk with each other. You know, I am very determined about having my own way. The dinner is getting burnt, and our guests are waiting. If you don't do as I tell you, Lazare, I shall come and make you. Go down on your knees before her, and clasp her affectionately to your heart. No, no! you must do it better than that!' She made them twine their arms closely and lovingly about each other, and watched them kiss, with an air of joyful triumph, without the least sign of trouble in her clear, calm eyes. Within her glowed warm, thrilling joy, like some subtle fire, which raised her high above them. Lazare pressed his wife to his heart in remorse; and Louise,
- 58. who was still in her dressing-wrap, with her neck and arms bare, returned his caresses, her tears streaming forth more freely than before. 'There! that's much nicer, isn't it, than quarrelling?' said Pauline. 'I will be off, now that you no longer need me to make peace between you.' She sprang to the door as she spoke, and quickly closed it upon that chamber of love, with its perfume of heliotrope, which now thrilled her with soft emotion, as though it were an accomplice perfume which would complete her task of reconciliation. When she got downstairs to the kitchen, Pauline began to sing as she stirred her stew. Then she threw a bundle of wood on the fire, arranged the turnspit, and began to watch the duck roast with a critical eye. It amused her to have to play the servant's part. She had tied a big white apron round her, and felt quite pleased at the thought of waiting upon them all and undertaking the most humble duties, so that she might be able to tell them that they were that day indebted to her for their gaiety and health. Now that, thanks to her, they were smiling and happy, she wanted to serve them a festive repast of very good things, of which they would partake plentifully while growing bright and mirthful round the table. She thought, however, of her uncle and the child again, and hastily ran out on to the terrace, where she was greatly astonished to find her cousin seated by the side of his little son. 'What!' she exclaimed, 'have you come down already?' He merely nodded his head in answer. He seemed to have fallen back into his former weary indifference; his shoulders were bent, and his hands were lying listlessly in front of him. Then Pauline said to him with an expression of uneasy anxiety: 'I hope you didn't begin again as soon as my back was turned?' 'No, no!' he at last made up his mind to reply. 'She will be down as soon as she has put on her dress. We have quite forgiven each other
- 59. and made it up. But how long will it last? To-morrow there will be something else; every day, every hour! You can't change people, and you can't prevent things happening.' Pauline became very grave, and her saddened eyes sought the ground. Lazare was right. She could clearly foresee a long series of days like this in store for them, the same incessant quarrels, which she would have to smooth away. And she was no longer quite sure that she was altogether cured herself, and might not again give way to her old outbursts of jealousy. Ah! were these daily troubles never to have an end? But she had already raised her eyes again; she remembered how many times she had won the victory over herself; and as for those other two, she would see whether they would not grow tired of quarrelling before she did of reconciling them. This thought brightened her, and she laughingly repeated it to Lazare. What would be left for her to do, if the house became perfectly happy? She would fall a victim to ennui herself, if she hadn't some little worries to smooth away. 'Where are the priest and the Doctor?' she asked, surprised to see them no longer there. 'They must have gone into the kitchen garden,' said Chanteau. 'The Abbé wanted to show our pears to the Doctor.' Pauline was going to look from the corner of the terrace, when she stopped short before little Paul. 'Ah! He has woke up again!' she cried. 'Just look at him! He's already trying to be off on the loose!' Paul had just pulled himself up on to his little knees in the midst of the rug, and was beginning to creep off slyly upon all fours. Before he reached the gravel, however, he tripped over a fold in the rug, and rolled upon his back, with his frock thrown back and his little legs and arms in the air. He lay kicking about and wriggling amidst the poppy-like brilliance of the rug. 'Well! he's kicking in a fine way!' cried Pauline merrily. 'Look, and you shall see how he has improved in his walking since yesterday.'
- 60. She knelt down beside the child and tried to set him on his feet. He had developed so slowly that he was very backward for his age, and they had for a time feared that he would always be weak on his legs. So it was a great joy to the family to see him make his first attempts at walking, clutching at the air with his hands, and tumbling down over the smallest bit of gravel. 'Come now! give over playing,' Pauline called to him. 'Come and show them that you are a man. There now, keep steady, and go and kiss papa, and then you shall go and kiss grandfather.' Chanteau, whose face was twitching with sharp shooting pains, turned his head to watch the scene. Lazare, notwithstanding his despondency, was willing to lend himself to the fun. 'Come along!' he cried to the child. 'Oh! you must hold out your arms to him,' Pauline explained. 'He won't venture if you don't. He likes to see something that he can fall against. Come, my treasure, pluck up a little courage!' There were three steps for him to take. There were loving exclamations and unbounded enthusiasm when Paul made up his mind to go that little distance, with all the swaying of a tight-rope walker who feels uncertain of his legs. He fell into the arms of his father, who kissed him on his still scanty hair, while he smiled with an infant's vague delighted smile, widely opening his moist and rosy little mouth. Then his godmother wanted to make him talk, but his tongue was still more backward than his legs, and he only uttered guttural sounds in which his relatives alone could distinguish the words 'papa' and 'mamma.' 'Oh! but there's something else yet,' Pauline resumed. 'He promised to go and kiss his grandfather. Go along with you! Ah! it's a fine walk you've got before you this time!' There were at least eight steps between Lazare's chair and Chanteau's. Paul had never ventured so far out into the world before, and so there was considerable excitement about the matter. Pauline took up a position half-way in order to prevent accidents,
- 61. and two long minutes were spent in persuading the child to make a start. At last he set off, swaying about, with his hands clutching the air. For an instant Pauline thought that she would have to catch him in her arms, but he pushed bravely forward and fell upon Chanteau's knees. Bursts of applause greeted him. Then they made him repeat the journey half a score of times. He no longer showed any signs of fear; he started off at the first call, went from his grandfather to his father, and then back again to his grandfather, laughing loudly all the time, and quite enjoying the fun, though he always seemed on the point of tumbling over, as if the ground were shaking beneath him. 'Just once again to father!' Pauline cried. Lazare was beginning to get a little tired. Children, even his own, quickly bored him. As he looked at his boy, so merry and now out of danger, the thought flashed through his mind that this little creature would outlive him and would doubtless close his eyes for the last time, an idea which made him shudder with agony. Since he had come to the determination to continue vegetating at Bonneville, he was constantly occupied with the thought that he would die in the room where his mother had died; and he never went up the stairs without telling himself that one day his coffin would pass that way. The entrance to the passage was very narrow, and there was an awkward turning, which was a perpetual source of disquietude to him, and he worried himself with wondering how the bearers would be able to carry him out without jolting him. As increasing age day by day shortened his span of life, that constant dwelling upon the thought of death hastened his breaking-up, annihilated his last shreds of manliness. He was 'quite done for,' as he often told himself; he was of no further use at all, and he would ask himself what was the good of bestirring himself, as he fell deeper and deeper into the slough of boredom. 'Just once more to grandfather!' cried Pauline.
- 62. Chanteau was not able to stretch out his arms to receive and support his grandson, and, though he set his knees apart, the clutching of the child's puny fingers at his trousers drew sighs of pain from him. The little one was already used to the old man's ceaseless moaning, and probably imagined, in his scarcely awakened mind, that all grandfathers suffered in the same way. That day, however, in the bright sunshine, as he came and fell against him, he raised his little face, checked his laugh, and gazed at the old man with his vacillating eyes. The grandfather's deformed hands looked like hideous blocks of mingled flesh and chalk; his face, dented with red wrinkles, disfigured by suffering, seemed to have been violently twisted towards his right shoulder; while his whole body was covered with bumps and crevices, as if it were that of some old stone saint, damaged and badly pieced together. Paul appeared quite surprised to see him looking so ill and so old in the sunshine. 'Just once more! Just once more!' cried Pauline again. She, full of health and cheerfulness, kept sending the little lad to and fro between the two men, from the grandfather, who obstinately lived on in hopeless suffering, to the father, who was already undermined by terror of the hereafter. 'Perhaps his generation will be a less foolish one than this,' she suddenly exclaimed. 'He won't accuse chemistry of spoiling his life; he will believe that it is still possible to live, even with the certainty of having some day to die.' Lazare smiled in an embarrassed way. 'Bah!' he muttered, 'he will have the gout like my father, and his nerves will be worse strung than mine. Just see how weak he is! It is the law of degeneration.' 'Be quiet!' cried Pauline. 'I will bring him up, and you'll see if I don't make a man of him!' There was a moment's silence, while she clasped the child to her in a motherly embrace.
- 63. 'Why don't you get married, as you're so fond of children?' Lazare asked. She looked at him in amazement. 'But I have a child! Haven't you given me one? I get married! Never! What an idea!' She dandled little Paul in her arms, and laughed yet more loudly as she declared that Lazare had quite converted her to the doctrines of the great Saint Schopenhauer, and that she would remain unmarried in order to be able to work for the universal deliverance. And she was, indeed, the incarnation of renunciation, of love for others and kindly charity for erring humanity. The sun was sinking to rest in the boundless waters, perfect serenity fell from the paling sky, the immensity of air and sea alike lay wrapped in all the mellow softness of the close of a lovely day. Far away over the water one single little white sail gleamed like a spark, but it vanished as the sun sank beneath the long line of the horizon; then there was nothing to be seen save the gradual deepening of the twilight over the motionless sea. And Pauline was still dandling the child, and laughing with brave gaiety as she stood between her despairing cousin and her moaning uncle, in the middle of the terrace, which was now growing bluish in the shadowy dusk. She had stripped herself of everything, but happiness rang out in her clear laugh. 'Aren't we going to dine this evening?' asked Louise, making her appearance in a coquettish dress of grey silk. 'I'm quite ready,' Pauline replied. 'I can't think what they can be doing in the garden.' At that moment Abbé Horteur came back, looking very much distressed. In reply to their anxious questions, after seeking for some phrase which would soften the shock, he ended by bluntly saying:
- 64. 'We have just discovered poor Véronique hanging from one of your pear-trees.' They all raised a cry of surprise and horror, and their faces paled beneath the passing quiver of death. 'But what could make her do such a thing?' cried Pauline. 'She could have had no reason, and she had even to prepare the dinner. It can scarcely be because I told her that they had made her pay ten sous too much for her duck!' In his turn Doctor Cazenove now came up. For the last quarter of an hour he had been vainly trying to restore animation to the poor woman's body in the coach-house, whither Martin had helped him to carry it. One could never tell, he said, what such whimsical old servants would do. She had never really got over her mistress's death. 'It didn't take her long,' he added. 'She just strung herself up by the strings of one of her kitchen aprons.' Lazare and Louise, frozen with terror, said not a word. Chanteau, after listening in silence, felt a pang of disgust as he thought of the compromised dinner. And that wretched creature without hands or feet, who had to be put to bed and fed like a child, that pitiable remnant of a man, whose almost vanished life was nothing more than one scream of pain, cried out in furious indignation: 'What a fool one must be to go and kill oneself!' THE END FOOTNOTES [1] See 'The Fat and the Thin,' in which story already figures little Pauline, who becomes the heroine of 'The Joy of Life.'—Ed.
- 65. [2] £320. [3] The chief character in 'Money.'—Ed. [4] The English tourist goes cycling and snap-shotting through the picturesque Norman villages, never dreaming, as a rule, that he is amongst the most sottish and vicious of all the French peasantry. —Ed. [5] The equivalent of the English County Council.—Ed. TABLE OF CONTENTS PREFACE v CHAPTER I 1 CHAPTER II 28 CHAPTER III 56 CHAPTER IV 90 CHAPTER V 124 CHAPTER VI 149 CHAPTER VII 184 CHAPTER VIII 218 CHAPTER IX 251 CHAPTER X 280 CHAPTER XI 294 FOOTNOTES 318
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