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Syndicated from ebizQ Last week I wrote a piece on the risks of pursuing BPM without decisioning . As promised, here are some thoughts on how to get started. Identify your decisions Step one is to find and name and manage the decisions that matter to your processes.
A customer was asking about methodologies around business rules, which was also the topic of a recent LinkedIn discussion started by Paul Harmon of BPTrends (who is apparently extending his BPM methodology to rules). Some general thoughts on methodologies below: For (stateless) , as usually associated with business rule automation in the literature today, consider that common paradigms like decision tables can be viewed both as specification documents (e.g. in a spreadsheet) as well as executable artifacts. As an example, TIBCO BusinessEvents can import Excel spreadsheets into its Decision Manager. For (stateful) – event-rule processing can involve multiple entities – events being filtered, patterns detected, facts inferred, actions made etc – and ideally the rules will be specified declaratively, guided optionally by state models . The generic approach is:
Syndicated from ebizQ Inspired by this post by Vijay on Art of Software Reuse ( Risks With Pursuing BPM Without SOA ) I thought I would write something about the risks of pursuing BPM without decisioning – without decision management. When BPM is pursued without pursing decision management in parallel the direct consequence is that decisions become an afterthought in the processes that need them.
The Decision Management Solutions webinar series starts this week with an introduction to the 5 core principles of decision management . Next week sees Eric Siegel present on optimizing business decisions, how best to apply predictive analytics . There’s one or two most weeks (unless I am gone speaking at a conference) and you can use the registration page for the series to register for several at once. Tagged as: business analytics , decision , Decision Management , predictive model , predictve analytics , speaking , webinar
As previewed yesterday , ILOG (now an IBM company) is releasing the 7.0 products of their business rule management system (BRMS) family . These mark a big step forward for the ILOG product range. ILOG BRMS 7.0 has the standard BRMS components – an Eclipse-based development environment (Rule Studio), a web-based collaboration environment for non-technical users (Rule Team Server), a shared rule repository, deployment and execution technology (Rule Execution Server). Uniquely (I think) they have a strong integration with the Microsoft Office tools, especially Word and Excel. Three new products are being released:
Syndicated from ebizQ Today is the official release day for the new release of JBoss Enterprise BRMS – Drools 5.0 as was. Key features in this release are the repository/repository management tools and the new features that let business users and business analysts participate directly in editing the rules. Craig Muzilla, the VP Middleware Business Unit at Red Hat, made the key pitch for rules in the press release – “In today’s economic environment businesses must be able to quickly adapt and respond to regulations, customer trends, opportunities and threats”. The new features in this release include: Repository Asset storage in the repository uses the Java Content Repository (JSR 170) standard allowing it to use both open source and commercial storage platforms (it ships with JackRabbit, an open source implementation) and ensuring your content is not locked up in a closed proprietary format.
Jim Sinur asked (and answered) a similar question on this blog recently – Do I Really Need a Business Rule Capability? Now I generally talk about Decision Services as the driver for business rules – services that answer business questions for other services – so how can you tell that a service is ideal for automation using business rules? Well there are perhaps four classic reasons:
A technical introduction to how ILOG’s product complement WebSphere Business Process Management products. ILOG, of course, has a full-fledged Business Rules Management Systems or BRMS as well as an optimization engine (CPLEX), visualization tools and applications for supply chain management. This session focused on how the ILOG BRMS integrates with and complements the WebSphere BPM products. Business rules bring more agility to business processes and that business rules allow the business to be more involved and so ensure IT is more aligned with the business. Using a BRMS also improves communication between business and IT and breaks down some of the walls between the business and IT.
Syndicated from ebizQ Neeli Basanth posted this in response to my post Here’s how decision management simplifies process management and asked an interesting question: No doubt the diagram on the right looks much simpler and purely shows the flow. Although it no longer tells the viewer on how the decisions were made. And this is, at some level, true. In response I would make a couple of points:
I got an interesting question last week: In you experience do you believe that the rules editors will become self documenting tools and, if so, is there any danger to this? With regard to products I have used in the past I am not convinced they have evolved sufficiently to do this and I always see users maintaining separate spreadsheets of rules identical to the solution, which inevitably brings lots of duplication.
Syndicated from ebizQ Adrian Marchis had a nice article on Use Case Recycling by Extracting Business Rules . Now making sure decisions are identified explicitly in use cases avoids one of the seven deadly sins of decision management and is something I think is critical. Indeed I wrote an article on the topic on the same network as Adrian’s – Using Decision Management to improve Requirements . I have also blogged before about the need to keep process, decisions (rules) and requirements nicely separated as one develops a specification and Scott Sehlhorst and I posted a slide deck on the topic too: The bottom line is this:
Syndicated from ebizQ Checking out some articles on the Business Rules Community I saw a great illustration of making processes simpler and more agile with decision management. In How Business Rules Define Business Processes (free registration required), Jan Vanthienen and Stijn Goedertier give some nice examples of how standard business process notation, with its abject failure to model decisions properly, can get you in trouble.
One of the questions I get often is around how decisions and business rules relate. People want to know so they can design their system and so they can manage change. I recently got a request for a link to a post describing the difference and I realize that, though I have lots of posts that dance around the edges I don’t have one specific to the topic so I thought I would write one. Let’s start by recapping decisions services .
This is the fourth of a multiple part on the topic of business rules categorization. In Part I, we saw a definition for business rule which is very broad and needed to be broken down a bit more. In Part II, I performed a search on the use of the terms “business rules” which showed me that a lot of people refer to those words. In Part III I searched for a classification of business rules that would help put some clarity into it all and found some starting points. What this classification is about As I performed my search for a classification, I eventually was able to identify what it was and was not:
Be the First to Build Applications with SAP NetWeaver BPM and BRM! Thomas Volmering presented SAP's new Business Process Management (BPM) and Business Rules Management (BRM) solution in his blog on Introducing SAP NetWeaver Business Process Management (BPM) earlier this year. We're now launching a Beta program for the next release of the SAP NetWeaver Composition Environment which includes the new SAP NetWeaver BPM and BRM components.