K. A. Bohrer

Bio: K. A. Bohrer is an academic researcher from IBM. The author has contributed to research in topics: IBM & Business process. The author has an hindex of 2, co-authored 2 publications receiving 44 citations.

Architecture of the San Francisco frameworks

Abstract: The San FranciscoTM project is an IBM initiative, with over 130 independent software vendors, to provide business process components that can form the basis of rapidly developed distributed solutions for mission-critical business applications. This paper describes the original objectives of the San Francisco project and discusses the methodology, skills, and architecture that were used to achieve those objectives. The paper includes discussion of the importance of design patterns, extension points, and a well-defined programming model used in the San Francisco components. Most topics are touched on briefly to give an overview; some knowledge of object-oriented development techniques is assumed.

Java and the IBM San Francisco project

Abstract: The San FranciscoTM project establishes a new paradigm for building business applications. The product, targeted for independent software vendors (ISVs), provides a distributed object infrastructure (foundation), common business objects (CBOs), and business process components (BPCs). Together, they provide a platform-independent business application foundation, ready for extension by ISVs to produce end-customer, business-critical applications. The San Francisco project is written almost entirely in JavaTM and to our knowledge is currently the largest Java development effort in the world. This paper provides an overview of the San Francisco project, with emphasis on the Java considerations of the product's development, the lessons learned, and our recommendations for future Java language maturity.

Interoperation support for electronic business

Abstract: ELECTRONIC BUSINESS E-commerce is not simply about business transactions that run over the Internet, but is fundamentally about the flow of information. Nowadays the boundaries of organizations are more fluid than they used to be. Supply-chain management forces companies to streamline the ways they manufacture, distribute, and sell products and ultimately will improve the way organizations conduct business. The supply-chain cycle begins with a customer's order. The manufacturer passes the order through the usual intra-enterprise activities, for example, sales, marketing, manufacturing, distribution, purchasing, and fiscal accounting. Usually the manufacturer turns to outside support from suppliers, utilities, transportation, and other providers of goods and services that are needed to make the product. The information exchange pertains to such matters as requests for quote, bids, purchase orders, order confirmations , shipping documents, invoices and payment information. In this way multiple enterprises within a shared market segment collabora-tively plan, implement, and manage the flow of goods, services, and information along the value system in a way that increases customer-perceived value and optimizes the efficiency of the chain [3]. Company value chains are transformed into integrated value systems if they are designed to act as an \" extended enterprise, \" creating and enhancing customer-perceived value by means of cross-enterprise collaboration. Value-chain integration means that an enterprise's business systems can no longer be confined to internal processes, programs, and data repositories, rather they Integrated value chains that consist of business alliance partners compete as single entities for customers.

Surveying the E-Services technical landscape

Abstract: Hewlett Packard has presented an E-Service vision for electronic commerce in which a rich array of nimble modular electronic services (e-Services) are accessible by virtually anyone and any device. We survey current efforts to meet the technical challenges presented by E-Services. We discuss what differentiates E-Services from today's applications, and what new requirements these differences present. We summarize the efforts of major vendors who seem to be reaching for the E-Service vision, and then compare and contrast the functionality, characteristics, and limitations of those vendors' products.

Comparing frameworks and layered refinement

Abstract: Object-oriented frameworks are a popular mechanism for building and evolving large applications and software product lines. This paper describes an alternative approach to software construction, Java Layers (JL), and evaluates JL and frameworks in terms of flexibility, ease of use, and support for evolution. Our experiment compares Schmidt's ACE framework against a set of ACE design patterns that have been implemented in JL. We show how problems of framework evolution and overfeaturing can be avoided using JL's component model, and we demonstrate that JL scales better than frameworks as the number of possible application features increases. Finally, we describe how constrained parametric polymorphism and a small number of language features can support JL's model of loosely coupled components and stepwise program refinement.

Dynamically extensible application program framework including message and notification routing

Abstract: Dynamically configuring an application program at run-time via one or more extension objects. The invention software implements a framework with one or more extension objects providing functionality to an application program and an application manager for integrating the functionality with the application program during execution of the application program. The framework of the invention also formulates and routes application messages between extensible objects of one application program and extensible objects of other application programs implementing a similar, dynamically extensible application program framework. On receipt of messages or notifications, the framework of the receiving application program facilitates the discovery of the intended recipient extension object and routes the message accordingly.