Getting to Enterprise Application 2.0. From Spreadsheets and Computer Code to Business Rules: A Busine. From Spreadsheets and Computer Code to Business Rules A Business Rules Approach to Decision Point Analytics by Tom Debevoise For over a decade, the business rules approach has become standard practice in many industries, especially insurance, health care, and finance. Fundamentally, the business rules approach creates agreement, clarity, and constancy for guidelines, constraints, and policies.
This precision, often ratifying things unclear or conflicting, vastly improves the operating constancy and agility of the organization. Most business rules analysis, especially high-level policies and guidelines, focuses on facts, relationships, and logic. The Business Rules Approach and Business Rules Management Systems have primarily evolved from two sources. Recently, two wider trends have expanded the scope of the BRMS. Figure 1. All the developments shown in Figure 1 continue to be relevant.
The mathematical models in the modern BRMS broaden the scope of solutions. Credit Risk Rating. The story of our times - time to abolish accounting as we know i. Imagine this, you're out driving... [Reality references in brackets at the bottom of the post] But the windshield is not there, instead you have a standardised set of reports [1] coming up on a "dashboard" in front of you [2]. The reports are supposed to give you an idea as to where you are heading and what dangers might lurk, or jump out from the kerb. The reporters are not in the cabin, they're under the bonnet somewhere, peeking out through the grille [3] delivering information to your windscreen-replacing dashboard.
And they're trained to interpret what they see, or think they see, armed with thick manuals of standardised interpretation methods. Every now and then an inspector [4] joins the ride to check if their reports last quarter more or less reflected the standardised interpretation manuals. But you have masters, the owners of the truck [6], and they pay you well for speed and volume of goods delivered. And that's where we are today. . [2] Management systems, accounting. Business Objects Influencer Summit. Microsoft Gets Gartner's Business Intelligence Top Ranking. The company makes a surprise leap ahead of Business Objects and Cognos in its ability to execute on BI products and pricing.
Business Objects and Cognos have long been considered the leaders in business intelligence platforms. But in a surprising new report, Gartner ranks Microsoft ahead of those companies in its ability to execute. Gartner's "magic quadrants" are typically annual market evaluations that place software vendors in one of four quadrants within a square: niche players, visionaries, challengers, and leaders. Specific placement within a quadrant depends on a vendor's ability to execute, which moves them upward, and completeness of vision, which moves them to the right. Business Objects, Cognos, and Microsoft were placed among the leaders in Gartner's just-released Magic Quadrant for Business Intelligence Platforms, 2008. SAP was ranked separately from Business Objects as a challenger, since SAP's acquisition of Business Objects was completed just a few weeks ago.
More Insights. BI Questions Blog: 2008: From Business Automation to Business Op. However you define the goals of your organization–whether it’s about profit, or saving lives–it’s all about the quest for performance. Today, 9 out of 10 companies fail to execute their strategies[1]. That’s a sobering statistic–and an opportunity for IT organizations everywhere. According to Gartner[2], business intelligence and enterprise applications are the #1 and #2 top priorities for CIOs in 2007. 2008 will see these two technologies come together, with Oracle+Hyperion and SAP+Business Objects (and to a certain extent IBM+Cognos). The result will be the first steps towards “performance excellence” systems that support business optimization, not just automation–and help organizations fix the gap between strategy and execution.
The last decade has been about automating business processes. Operational Excellence. Surveys of CEOs, CFOs, and business leaders all agree–the problems of operational excellence and strategic change are at the top of their priorities. Related posts: BPM Gets Smarter With A Little Help From BI.
Complex Event Processing » What’s the Difference Between ESP and. By David Luckham Some of you may be wondering why there are two flavors of event processing, ESP and CEP. Well, I’ve been writing various versions of an article about this for the past eighteen months. And of course, the ESP tools have been changing as I dallied. A Mr. We started by designing a new event driven modeling and simulation language, called Rapide, for modeling the event activity in a distributed system.1 Events in a distributed system can happen independently, at the same time or at different times, or they can happen in sequence, one causing another. When you simulated a model written in Rapide what you got as output was not the usual time ordered stream of events produced by the event-driven simulators of the 1990’s such as Verilog or VHDL.
So we developed a set of event processing principles and techniques for analyzing posets to find out what was happening in a simulation. By 1995 there were several published papers on the Rapide language, simulator and analysis tools. Smarter Use Of Business Intelligence. Processes Get Smart.
The key to designing smarter processes is measuring and analyzing process results to spot improvements. Bring processes to the next level by blending business activity monitoring and BI with BPM. Such combined approaches are paying off at Great Clips, TransUnion and DHL. Hang around business process management (BPM) practitioners awhile and, sooner or later, one of them will say, "It's a journey, not a destination. " In a perfect world, you could design and automate processes and get everything right the first time. The key to designing smarter processes is to measure and analyze process results to identify activities and steps that can be optimized. Although the signs of convergence are just emerging at the product level, with integrations between BI and BPM companies and analytics and BAM embedded in BPM suites, more common are integrations and combinations of technology assembled by practitioners in the field.
Scenario One: BAM As Precursor to BI 1 of 4 More Insights. Business Intelligence Network: BI & Data Warehousing Resourc. Claudia Imhoff: Dashboards - They are no silver bullet either. Dashboards: The Key to Breaking the Dependency on BI. Business intelligence, data warehousing and analytics editorial. Data Mart Architecture. The OLAP Report.