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Resources in Business Decision Management

The BDM topical home page serves Practitioners with an interest in successful BDM approaches and how they complement BPM. This Business Decision Management section offers great variety in Business Process Management-Business Decision Management expertise, technology, and opinions. Like multiple generations peacefully co-existing, there are no biases, no judgments, no wrong answers. Instead, we share every tip, technique, opinion, and approach that really works.

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Displaying 1 - 10 of 233 resources matching your criteria.

Rules, Decisions and... Standards?

Contributed by:Brian Stucky,  Managing Director, Business Decision Management,  Allegiance Advisory Group

While pondering the difficulties still faced by enterprises employing a business rule management system (BRMS) and attempting to fully enable business users, I see yet another wave of standards coming our way. Standards for rules have been attempted in a variety of ways over the years. Each attempt provided some valuable insight but none really answered the call. This got me to thinking about the how far the field has come in terms of approach and execution but not in terms of standardization.

I have been fortunate to be involved with rules long enough to see a tremendous evolution in how the technologies are labeled, presented, integrated, and ultimately utilized. We have truly seen a sweeping move across the spectrum from purely academic research platforms to a boutique niche technology to its current place as a mainstream part of everyday business.

Why Johnny Still Can’t Write Rules

Contributed by:Brian Stucky,  Managing Director, Business Decision Management,  Allegiance Advisory Group

Business rules administration constitutes the core value proposition of any advanced business rules management system (BRMS) solution and, quite often, represents the holy grail of enterprise BRMS implementations. With the promise of propelling IT into an agile, flexible, and faster policy deployment environment, business rules administration capabilities often serve as key drivers for many cost benefit cases. However, less than 60% of these implementations actually leverage the full promise of BRMS offerings, ending up by managing business rules projects much like any other conventional software project. More importantly, business rules are too often not managed by those who should be empowered to manage them – i.e., business owners and stewards. Why does this happen?

Expanding active decision-making: The power of integrating business rules and events

By easing the process of integrating business events into automated decision-making, JBoss Enterprise Business Rules Management System (BRMS) is helping organizations incorporate real-time awareness into their applications and implement the high levels of automation needed for today’s fast-paced business operations. With the many benefits of a budget-friendly open source software subscription, this powerful technology is more accessible than ever before. Using JBoss Enterprise BRMS, business analysts, developers, and system integrators can create and manage rules and events in a single product using a shared set of authoring tools. The result is a more agile, transparent, and competitive business. If in the past you have not found business rules technology sufficiently compelling for your company or projects, now is the time to take another look.

Is an open source business process and rules management solution right for you?

The availability of highly functional, open source business process management systems (BPMS) and business rules management systems (BRMS) are bringing the benefits of process automation technology within reach of many more companies and projects. If you are considering deploying business process or rules management but have been daunted by the cost, footprint, and complexity of proprietary solutions, an open source approach may be just what you are looking for.

The Strange Case of the People vs. Business Decision Management

Contributed by:Brian Stucky,  Managing Director, Business Decision Management,  Allegiance Advisory Group

Essays I have authored in the past generally focused on various methodologies and technologies revolving around business decision management – business process, business rules and analytics. I’ve always been quite interested in the past, present and likely future of these capabilities and their application in various real world domains.

For the last several years I have been wholly involved with applied decision management in the financial services arena. While there has been an almost unfathomable amount of turmoil in these businesses over the past several years, I was still very surprised to recently hear a loud cry from the mortgage industry that “technology got us into the trouble that we are in today!” 

The Five Most Important Differences Between The Decision Model and Business Rules Approaches

Contributed by:Larry Goldberg,  Managing Partner,  Knowledge Partners International

While many organizations have adopted The Decision Model, others are actively exploring how it may improve or totally replace their current business rules approaches.  The latter are asking the critical question:

How is The Decision is Model different from what we are doing and why are these differences important?

Smartening the System

Contributed by:Claye Greene,  Managing Director,  Technology Blue, Inc.

Education systems across the world are learning to strategically apply information technologies to make use of one of their greatest assets: data.

Predictive Analytics is a key technology that is stretching the capabilities of leaders to make more informed decisions about students, schools and special programs.  Gone are the days of gut feel decisions based on the here-and-now.

Extending Your Business Rules with BPM

System (BRMS) understands the benefits of empowering knowledge workers to respond quickly to changing market dynamics.  Business Rules are a powerful tool for automating and optimizing decisions, and a critical part of an overall process improvement initiative.  Combining Business Rules or Decision Management with BPM extends the value of your existing investment.  Decisions are a part of every process and the decision services created to support other areas of your business can be re-used within the context of a running BPM process.   BPM can also be used enhance the quality of data required for decision services and provide visibility across decision services to ensure they align with organizational goals and objectives.

Extending the Life Expectancy of the World’s Pensions

Contributed by:Vijay Pandiarajan,  Product Marketing Manager,  IBM

The problem is big. The developed world is aging. Japan went through it first and everyone will follow by 2050.  During this time, a much larger population will depend on their own investments or investments made by their employers and governments as their primary sources of income. Also, the number of working people compared to the number of people beyond retirement age will decrease significantly. This number, called the support ratio, is a key indicator for social services agencies and the trend reveals a big problem. 

Classifying Decision Model Structures

Contributed by:Larry Goldberg,  Managing Partner,  Knowledge Partners International

(How to Recognize, Classify, and Validate Common Logic Structures)

It is not by accident that all decision models look similar.  The similarities reflect the rigor of The Decision Model principles, the most important being mandatory adherence to Decision Model First Normal Form.  These similarities are useful because they make it easy for people to understand and validate decision models, as there is only one way to interpret one.  This is a major advantage of The Decision Model over other approaches for representing business logic. 

However, this month we focus, not so much on the similarities among decision models, but on their differences.  More than that, we explore the idea of classifying decision model structures based on differences in their logic. 

Below, Part 1 summarizes the similarities among decision models.  Part 2 does the same for their differences.  Part 3 introduces three fundamental Rule Family classifications so you can recognize them and use them for validating business logic.

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