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Pattern-Based Evaluation of Scientific Workflow Management Systems

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Pattern-Based Evaluation of Scientific Workflow Management Systems
Sara Migliorini1,†
Mauro Gambini1,†
Marcello La Rosa2
Arthur H.M. ter Hofstede2,3

Pattern-Based Evaluation of
Scientific Workflow
Management Systems

1

University of Verona, Italy
Queensland University of Technology, Australia
3
Eindhoven University of Technology, The Netherlands

part of this work was conducted while visiting Queensland University of
Technology, Australia
2

February 2011

Contents

1

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1

2

Overview of Scientific WfMSs . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.1 Scientific vs. Business WfMSs . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.2 Advantages and Disadvantages . . . . . . . . . . . . . . . . . . . . . . . . . . .

3
3
5

3

Introduction to Kepler, Taverna and Triana . . . . . . . . . . . . . .
3.1 Kepler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.1.1 Modeling Paradigm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.1.2 Kepler Routing Constructs . . . . . . . . . . . . . . . . . . . . . . . .
3.2 Taverna . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.2.1 Modeling Paradigm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.2.2 Taverna Routing Constructs . . . . . . . . . . . . . . . . . . . . . . .
3.3 Triana . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.3.1 Modeling Paradigm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.3.2 Triana Routing Constructs . . . . . . . . . . . . . . . . . . . . . . . .

7
7
8
12
19
20
21
21
22
22

4

Pattern-Based Evaluation of Scientific WfMSs . . . . . . . . . . . .
4.1 Workflow Control-Flow Patterns . . . . . . . . . . . . . . . . . . . . . . . . .
4.1.1 Basic Control-Flow Patterns . . . . . . . . . . . . . . . .



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