Process-Driven SOA Development

by Matjaz B. Juric and Harish Gaur

Developing end-to-end business process support following the full SOA life cycle.

Part of the Oracle Fusion Middleware Patterns series.

Published August 2009

 Oracle SOA Suite

Business Process Management and SOA

One of the major benefits of SOA is its ability to align IT with business processes. Business processes are important because they define the way business activities are performed. Business processes change as the company evolves and improves its operations. They also change in order to make the company more competitive.

Today IT is an essential part of business operations. Companies are simply unable to do business without IT support. But this places a high level responsibility on IT. An important part of this responsibility is IT's ability to react on changes in a quick and efficient manner. Ideally, IT must instantly respond to business process changes.

In most cases, however, IT is not flexible enough to quickly adapt application architecture to the changes in business processes. Software developers require time to modify application behavior. In the meantime the company is stuck with old processes. In a highly competitive marketplace such delays are dangerous, and the threat is exacerbated by a reliance on traditional software development to make quick changes within an increasingly complex IT architecture.

The major problem with traditional approaches to software development is the huge semantic gap between IT and the process models. SOA reduces the semantic gap by introducing a development model that aligns the IT development cycle with the business process lifecycle.

To understand this better, let's look at the four phases of the SOA lifecycle:

  • Process modeling is the phase in which process analysts work with process owners to analyze the business process and define the process model. They define the activity flow, information flow, roles, and business documents. They also define business policies and constraints, business rules, and performance measures. Performance measures are often called key performance indicators (KPI). Examples of KPIs include activity turn-around time, activity cost, etc. Usually BPMN (Business Process Modeling Notation) is used in this phase.
  • Process implementation is the phase in which the developers work with process analysts to implement the business process with the objective to provide end-to-end support for the process. In the SOA approach the process implementation phase includes process implementation with the BPEL (Business Process Execution Language) and process decomposition to the services, implementation or reuse of services, and integration.
  • Process execution and control is the actual execution phase, in which the process participants execute various activities of the process. In the end-to-end support for business processes it is very important that IT drives the process and directs process participants to execute activities - and not vice-versa, where the actual process drivers are employees. In SOA, processes execute on a process server. Process control is an important part of this phase, during which process supervisors or process managers control whether the process is executing optimally. If delays occur, exceptions arise, resources are unavailable, or other problems develop, process supervisors or managers can take corrective actions.
  • Process monitoring and optimization is the phase in which process owners monitor key performance indicators (KPI)
  • of the process using BAM (Business Activity Monitoring). Process analysts, process owners, process supervisors, and key users examine the process and analyze the KPIs while taking into account changing business conditions. They examine business issues and make optimizations to the business process.

Figure 1 shows how a process enters this cycle and goes through the various stages.

Figure 1
Figure 1

Once optimizations have been identified and selected, the process returns to the modeling phase to apply the optimizations. Then the process is re-implemented and the whole lifecycle is repeated. This is referred to as an iterative-incremental lifecycle, because the process is improved in each stage.

Organizational Aspects of SOA Development

SOA development, as described in the previous section, differs considerably from traditional development. SOA development is process centric and keeps the modeler and the developer focused on the business process and on end-to-end support for the process, efficiently reducing the gap between business and IT.

The success of the SOA development cycle relies on correct process modeling. Only when processes are modeled in detail can we develop end-to-end support that will work. Exceptional process flows also have to be considered. This can be a difficult task, one that is beyond the scope of the IT department (particularly when viewed from the traditional perspective).

To make process-centric SOA projects successful some organizational changes are required. Business users with a good understanding of the process must be motivated to actively participate in the process modeling. Their active participation must not be taken for granted, lest they find other work "more useful," particularly if they do not see the added value of process modeling. Therefore, a concise explanation why process modeling makes sense can be a very valuable time investment.

A good strategy is to gain top-management support. It makes enormous sense to explain two key factors to top management: first, why a process centric approach and end-to-end support for processes makes sense; and second, why the IT department cannot successfully complete the task without the participation of business users. Usually top-management will understand the situation rather quickly and will instruct business users to participate.

Obviously, the proposed process-centric development approach must become an ongoing activity. This will require the formalization of certain organizational structures. Otherwise it will be necessary to seek approval for each and every project. We have already seen that the proposed approach outgrows the organizational limits of the IT department. Many organizations establish a BPM/SOA Competency Center, which includes business users and all the other profiles required for SOA development, including the process analyst, process implementation, service development, and presentation layer groups, as well as SOA governance.

Perhaps the greatest responsibility of SOA development is to orchestrate the aforementioned groups so that they work toward a common goal. This is the responsibility of the project manager, who must work in close connection with the governance group. Only this way can SOA development be successful, both in the short term (developing end-to-end applications for business processes), and in the long term (developing a flexible, agile IT architecture that is which is aligned with business needs).

Technology Aspects of SOA Development

SOA introduces technologies and languages that enable the SOA development approach. Particularly important are BPMN (Business Process Modeling Notation), which is used for business process modeling; and BPEL (Business Process Execution Language), which is used for business process execution.

BPMN is the key technology for the process modeling. The process analyst group must have in-depth knowledge of BPMN and the process modeling concepts. When modeling processes for SOA, they must be modeled in detail. We must identify individual activities that are atomic from the perspective of the execution. We must model exceptional scenarios, too. Exceptional scenarios define how the process behaves when something goes wrong - and in the real world, business processes can and do go wrong. We must model how to react to exceptional situations and how to recover appropriately.

Next, we automate the process. This requires mapping of the BPMN process model into the executable representation in BPEL. This is the responsibility of the process implementation group. BPMN can be converted to BPEL almost automatically - and vice-versa, which guarantees that the process map is always in sync with the executable code. However, the executable BPEL process also has to be connected with the business services. Each process activity is connected with the corresponding business service. Business services are responsible for fulfilling the individual process activities.

SOA development is most efficient if you have a portfolio of business services, which can be reused, and of lower-level intermediate and technical services. Business services can be developed from scratch, exposed from existing systems, or outsourced. This task is the responsibility of the service development group. In theory, it makes sense for the service development group to first develop all business services. Only then would the process implementation group start to compose those services in to the process. But in the real world this is often not the case. Therefore both groups must work in parallel - which is a great challenge. It requires strict and concise supervision of the SOA governance group and the project manager; otherwise the results of both groups (the process implementation group and the service development group) will be incompatible.

Once you have successfully implemented the process it can be deployed on the process server. In addition to executing processes, a process server provides other valuable information, including a process audit trail, lists of successfully completed processes, and a list of terminated or failed processes. This information is helpful in controlling the process execution and in taking any necessary corrective measures. The services and processes communicate using the ESB (Enterprise Service Bus). The services and processes are registered in the UDDI-complaint Service Registry. Another part of the architecture is the Rule Engine, which serves as a central place for business rules. For processes with human tasks, user interaction is obviously important, and is connected to identity management.

The SOA platform also provides BAM (Business Activity Monitoring). BAM helps to measure the key performance indicators of the process, and provides valuable data that can be used to optimize processes. The ultimate goal of each BAM user is to optimize the process execution, to improve the process efficiency, and to sense and react to important events.

BAM ensures that we will start optimizing processes where it makes most sense. Traditionally, process optimization has been based on simulation results, or even worse, by guessing where bottlenecks might be. BAM, on the other hand, gives more reliable and accurate data, which lead to better decisions about where to start with optimizations.

Figure 2 llustrates the SOA architectural layers.

Figure 2
Figure 2

Case Study

Process Modeling

So far we have discussed the theory. Now let's take a look at a case study of an end-to-end procurement process from Elektro Slovenija, Slovenia's state-owned power distribution company. The procurement process was implemented using the full set of Oracle tools: Oracle Business Process Analysis PA Suite for the modeling, SOA Suite (BPEL Process Manager, ESB, Rules Author, WS Manager, Application Server) with JDeveloper and Service Registry for the implementation, and Oracle BAM for the business activity monitoring, as shown in Figure 3.

Figure 3
Figure 3

As a state-owned company Elektro Slovenija must conform to strict regulations regarding procurement. The process starts with an order request form. First, it must be decided whether the order will be collected with other similar orders for a joint purchase (for example for office materials), or as an individual order. The order value influences the process as well. Orders smaller than 4.200 EUR are the most simple and require that three offers are collected and that a purchase order is issued. For orders up to ~12.000 EUR, a negotiation process takes place and a contract is issued. For larger orders, a special commission is created to carry out the ordering process, which differs depending on the type of order (product, service, or real estate). Several roles are involved in the process, including the order creator, the person responsible for the contract, the head of the procurement unit, and the commission for larger orders.

Modeling the process was the first challenge in the project. The company had already established a SOA Competency Center, and top management already had a good understanding of BPM and SOA. This simplified the situation, in that it was not very difficult to motivate business users to participate. In our experience the group that models the process should include people in the following roles:

  • Process owner, who will verify the process flow and make decisions about possible changes in the process
  • One or two process owner assistants with a solid understanding of the process. These individuals will do the actual modeling.
  • Moderator, who will ask questions and lead the meeting,
  • Process modeler, who is experienced in detailed SOA modeling.

The process in the BPA Suite has been modeled on six levels. It includes 24 sub-processes, and consists of 230 activities, of which more than 100 are human tasks. The process involves twenty-five different roles, implements more than forty business rules, and defines seven key performance indicators. Figure 4 shows a screenshot of the BPA Suite application displaying the top-level process diagram:

Figure 4
Figure 4

It is worth mentioning that the BPA Suite has good support for processes with human tasks (such as our example process). In addition, BPA Publisher can be used to share the process definition with other interested parties in order to foster collaboration.

Once the proces has been designed, BPA Suite can check the model for semantic validity in order to indentify parts of the process that may have been incorrectly modeled, as illustrated in Figure 5.

Figure 5
Figure 5

Process Implementation

Three parallel development activities were started in order to develop the composite application for end-to-end support:

  • Development of the BPEL executable process.
  • Development of the business services.
  • Development of the presentation layer - the user interface.

In this case, the same team of two developers developed the BPEL executable process and the business services. One of those developers was also the process modeler. This simplified the organizational aspects and reduced the communication overhead.

The following subsections briefly describe the development of the BPEL executable process and the business services. Since the user interface is not SOA-specific, it will not be discussed.

Development of BPEL Executable Process

Figure 6
Figure 6

The BPEL executable process can be developed manually, or it can be automatically translated from the BPMN model. We used the latter approach. To enable seamless translation, several guidelines should be followed by the BPMN design (see Guidelines on BPMN to BPEL Mapping). BPMN to BPEL transformation is very complex, and the same BPMN construct can be mapped to BPEL in different ways.

If you follow the guidelines, the transformation from BPMN to BPEL (from BPA Suite to JDeveloper blueprint) is straightforward. While the technology is relatively new, it works well enough for production use on complex processes, such as this procurement process. Our experience with the transformation has been mostly positive. Figure 6 shows a screen from the JDeveloper BPEL Blueprint perspective.

The BPEL code has to me amended in JDeveloper. The most important task here is to connect the BPEL process with the actual business services. Please note that the WSDL interfaces of the business services can be used in the BPA Suite already, which can simplify the BPEL development, but requires some additional skills from the process modelers.

In addition to connecting BPEL with services, other important activities of this phase include development of ESB mediations, registering services in the Service Registry, entering business rules into the Rules Author, deploying the process, and developing the BAM dashboard (which we will talk about later).

Development of Business Services

The procurement process had to be integrated with several existing applications, particularly the business information system applications, including accounting, general ledger, and inventory. Not all applications had service interfaces, therefore some new interfaces had to be developed and business logic exposed through services. When exposing existing applications as services it is crucial to have support from the original developers. Otherwise service developers will waste a lot of time struggling through legacy code. In this case, existing applications have been Oracle Forms applications. The procurement process also deals with quite a few documents, including the order request, tender documentation, offers, contract, purchase order, and several others. To manage electronic versions of the documents, an e-document content management system has been used. Although Oracle Universal Content Management would be the obvious choice, the company already had another content management system deployed, which has service interfaces. This made the task of integrating it quite straightforward. When developing business services it is important to follow SOA patterns and in particular the loose-coupling principle. It is also important to develop reusable business services.

BPMN to BPEL Round-Tripping

An important part of SOA development, particularly in real-world projects, is the ability to round-trip changes between the BPMN model in BPA Suite and BPEL in the JDeveloper blue-print representation. There are two important aspects of round-tripping:

  • How changes in the BPMN model can be propagated to BPEL without losing implementation changes already done in BPEL
  • How changes done in BPEL can be propagated back to the BPMN model, to keep them both in sync.

We have been pleasantly surprised by the maturity of Oracle tools. In both scenarios the round-tripping experience has been positive:

  • When updating the BPA process model, we have been able to propagate changes to the JDeveloper blueprint without losing previous implementation changes to the BPEL.
  • When updating the BPEL in JDeveloper, we have been able to propagate the changes back to the BPA model, where the business people had the choice to accept or decline the changes. The figures below illustrate an example where a Save Order Request activity has been added in BPEL (in JDeveloper) and the change has been propagated to the BPMN model in BPA Suite.
Figure 7
Figure 7

Figure 8
Figure 8

Round-tripping is very important for real-world development, as it is the key to iterative SOA development, which guarantees short development cycles and easy modification of existing composite applications. Round-tripping also keeps the model (BPMN) and the executable code (BPEL) in sync. Our experience with Oracle tools revealed only very minor problems, such as fault handlers that did not synchronize properly between the BPA and the JDeveloper. In our opinion the approach taken by Oracle, where the modeling and implementation tools are separate, is better than the approach that uses the same tool for both.

Guidelines on BPMN to BPEL Mapping

Let's take another look at the BPMN to BPEL mapping. We learned that in BPA Suite not all BPMN constructs map equally well to BPEL, therefore a process modeler must be aware of the specifics related to the BPMN to BPEL mapping in order to get the most efficient model.

Basic Rules for Mapping

  • All BPMN activities are mapped to BPEL scopes.
  • Start events are mapped to receive or pick activities, depending on the type of trigger.
  • End events are mapped to reply, invoke, throw or other activities, depending on the type.
  • Gateways are transformed to different BPEL activities, such as pick, switch, or flow.
  • Business data is mapped to variables.
  • Subprocesses are mapped to invoke activities.
  • Each BPMN subprocess becomes a separate BPEL process.

Particular care must be exercised when dealing with the cycles. BPMN supports arbitrary cycles, but BPEL does not. Therefore we must convert all cycles to while loops (structured cycles). This, however, can change the process model considerably, at least from the visual perspective (the process behavior is unchanged if the appropriate conversion is performed). As a result, business people might have trouble understanding the converted model. The lack of support for arbitrary cycles can also be a problem if the process has many interleaved human tasks.

To avoid structured cycles in simpler scenarios, we can do some refactoring with the decisions with multiple outputs. Such decisions should be decomposed into multiple decisions. For example, the following scenario does not map appropriately to BPEL:

Figure 9
Figure 9

Therefore, we should decompose the decision into two decisions:

Figure 10
Figure 10

The activities in cycles, which repeat, are duplicated in the generated BPEL. This can be avoided by grouping the repeating activities and modeling them as subprocesses. Then, only the invoke activity for calling the subprocess will be repeated in the generated BPEL.

Exercise caution also with the end events, which do not actually end the BPEL process, as you might expect. In BPMN decisions we can influence how the generated BPEL switch will be generated. If we do not define the default flow for a condition, an otherwise is generated within the BPEL switch activity. This can be useful particularly for human tasks, where the BPEL process should check for a variety of possible human task outcomes.

Process Execution

After successful development the composite application is deployed to the process server. Oracle SOA Suite and BPEL Process Manager in particular provide adequate tools to control and manage the process execution. Particularly, the added fault policies in are very useful in production use, as they allow system administrator intervention if a fault occurs in the process. The procurement process is a long-running process that includes several human tasks. So the process must not be terminated if a fault occurs. Fault policies support this and allow separation of the system fault handling from the process implementation. WS Manager is a useful tool in the process execution phase. It simplifies supervision of the process and services and allows usage monitoring and even SLA compliance control.

Processes that include human tasks also require an identity management system, with all the roles and users that participate in the process. In our case we used the Active Directory, which can be integrated with the SOA Suite. Alternatively we could have used Oracle Identity Management.

Process Monitoring using BAM and Optimizations

Legislative changes in the past made several modifications to the procurement process necessary. In addition, the company's efforts to increase efficiency, which placed a high priority on the ability to systematically identify process bottlenecks, further increased the need for process modification.

To support this, we have implemented BAM support. This includes the definition of sensors to monitor the process execution and the development of a BAM dashboard. The figure below shows an example dashboard developed for the process:

Figure 11
Figure 11

BAM has proved important particularly for process owners, who are able to monitor the process execution in real time. In our experience, developing a BAM dashboard is quite simple, at least for monitoring only simple KPIs.

The final challenge was to import the BAM data back into the BPA modeling tool. This can be done using custom JavaScript, but is quite time-consuming. Future versions of BPA Suite will improve on this and make things easier.

BAM data are a useful starting point for process optimizations. So far the procurement process is only in its first iteration, and has not yet been optimized. However, BAM data has already been used to identify possible optimization points. Even in its first iteration, the procurement process has demonstrated several benefits: the workload on the employees is reduced by 25% to 35% as some process activities have been automated, and the visibility of the process is considerably improved. It is possible to track the execution of the process instances and to figure out in which activity is occurring within a selected process instance. This reduces gap times, which leads to faster execution. In the next iterations even more process steps will be automated, which will result in even higher benefits.

Lessons Learned

As a real-world example the case study has proved the most important benefits of a process centric SOA approach: better alignment between business and IT, faster development cycles, fewer errors, and - most important - much faster development cycles, which guarantee considerable reduction in the time required to fulfill business requirements.

Related to better alignment between business and IT, the following important benefits of process centric development also emerged:

  • Better understanding of business requirements.
  • End-to-end business process support.
  • Process monitoring and execution control, which provide valuable business performance indicators.

These benefits had been very difficult to achieve without the SOA approach.

We also learned that the process centric approach to SOA development is both a technical and an organizational challenge. It requires setting up competent groups for process modeling, for process implementation, for service development, and to develop the user interface. It also requires setting up the necessary supervision, through SOA governance and project management. For smaller projects, the same small development group can take over several roles. Finally, SOA development requires new skills to be successful.

The benefits of the complete SOA process life cycle, spanning modeling, implementation, execution, monitoring, and optimization, are numerous and well worth the necessary investment in the required knowledge and products. We believe that covering the full process lifecycle shows the real value of SOA, which will be even more obvious when changes, modifications, and optimizations are made to the process.

The main message of this case study is that it is possible to develop a complete end-to-end process for a complex real-world process. The process-centric approach to SOA development with full lifecycle support encompasses enormous opportunities for companies to improve and optimize not only their IT support but also their operational efficiency through process automation.


  1. Matjaz Juric, Kapil Pant, Business Process Driven SOA using BPMN and BPEL, Packt Publishing, August 2008
  2. Matjaz Juric, Poornachandra Sarang, Benny Mathew, Business Process Execution Language for Web Services 2nd Edition, Packt Publishing, January 2006
  3. Business Process Modeling Notation, V1.1 (pdf)

Thanks to Harish Gaur for his contributions to this article.

Matjaz Juric Matjaz B. Juric holds a Ph.D. in computer and information science. He is the author/coauthor of several SOA books, including Business Process Driven SOA using BPMN and BPEL, Business Process Execution Language for Web Services (English and French editions), BPEL Cookbook, and SOA Approach to Integration. He has consulted on several large SOA projects.
Harish Gaur Harish Gaur is Director of Product Management for Fusion Middleware at Oracle. In this role he works closely with strategic customers implementing Service-Oriented Architecture using Oracle SOA technology. Harish is the co-author of The BPEL Cookbook, from Packt Press.