odp notions
|
|
odp notions |
|
|
On this page, we provide our view on some of the key notions of open distributed processing. [community] [distribution] [enterprise] [federation] [open distributed processing (ODP)] [openness] |
(This is a general notion, intended to encompass such notions as coalition, market, organization, culture, group and cluster.)
 |
Management distribution | Power, authority and responsibility is not located in a single person
or company, but is spread across a network of many managers in many organizations.
This is sometimes called Federation. |
|
Information distribution | Information is communicated between points in space-time. Delays in transmission and availability are caused by various obstructions, including: people, procedures, technology and security controls. |
|
System distribution | Technical systems are composed of devices spread across multiple locations. |
| Veryard Project Papers | Distribution of Cost, Benefit and Risk |
The term enterprise model sometimes refers to a model of the
entire enterprise. However, we prefer to use the term to refer
to a model of a system that focuses on particular aspects relevant
to the enterprise, including contractual relationships, roles and
responsibilities, and resources. (In RM-ODP and related work, this
is called the enterprise viewpoint or the enterprise projection.)
| Veryard Project Papers | Enterprise Modelling |
It can be used for interconnecting previously disjoint organizations and systems (reducing interaction distance) and for partitioning previously fully connected organizations and systems (increasing interaction distance).
The distinguishing feature is the use of negotiation to bring potentially competing and noncooperating parties together. Firms that adopt or evolve into this model [i.e. federalism] typically have strong central leadership and a culture that encourages cooperation and learning. Accomplishing it, of course, requires negotiating skills, and the willingness of managers to take the time to negotiate.
The key features of ODP are as follows::
 |
Federation | The lack of central authority over software design or configuration. |
|
Interoperability | The ability to link and reconfigure systems and services. |
|
Heterogeneity | The ability to link across different platforms and protocols. |
|
Transparency | The ability to hide complications from users. |
|
Trading / Broking | The presence of intermediary agents, to promote and distribute software artefacts and services. |
| Veryard Project Papers | Open Distributed Processing |
|
Technological openness | Allowing the use of components from various suppliers in the design and development of computer systems, using common standards to help achieve significant economic benefits. Includes portability, interconnection, interoperability and distributability. |
|
Organizational or
management openness |
Open-ended and incremental systems. Continual evolution and adaptation. Absence of barriers. Possibility of surprise. |
|
Market openness | Level playing field. Low entry barriers. Low exit barriers. |
Technological openness can be characterized in the following ways:
Portability |
Interconnection |
Interoperability |
Distributability |
EvolutionSoftware engineers such as Manny Lehman have encouraged us to consider the information system, across its operational life-cycle, as an evolving object. |
UnboundednessThe ability of unexpected information, from unexpected sources, perhaps even in unexpected formats, to somehow enter the system. This relates to the notion of the open-ended incremental and continually evolving system discussed by Hewitt and de Jong. |
Business information systems have always been open, to some extent. Thus instead of a simplistic binary alternative - fully closed / fully open - it is more useful to consider a spectrum of degrees of openness, with full conformance to open system standards being positioned at (or at least towards) the fully open end of the spectrum.
| Low entry barriers
The ability of new competitors to 'freely' enter a market. |
Low exit barriers
The ability of competitors to 'freely' leave a market. |
Barriers to entry and exit are partly technological and partly socio-political.
Of course, there are few if any markets where it would be appropriate or
possible to altogether eliminate barriers to entry or exit. This is partly
to do with the fact that operating in a market involves the acquisition
of obligations.
| Veryard Project Papers | Market Barriers to Entry & Exit |
| top |  |
|
Copyright © 1999-2001 Veryard Projects Ltd http://www.veryard.com/CBDmain/odpnotions.htm |
