Resources in Business Decision Management (BDM) / Business Rules (BR)

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.

Displaying 51 - 60 of 278 resources matching your criteria.

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

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

Barbara von Halle and Larry Goldberg of 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 LLP

By: Larry Goldberg & Barbara von Halle

(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.

When Should You Automate a Business Decision?

Contributed by:Vijay Pandiarajan, Product Marketing Manager, IBM

By: Vijay Pandiarajan, Product Marketing Manager, WebSphere Operational Decision Management

Automated business decision-making provides a significant competitive advantage for companies today because, generally speaking, the faster you can decide on the right response to an opportunity or risk, and consistently act on it, the better the business outcome will probably be. By automating key operational decisions, those day-to-day, repeatable decisions that run the business -- like what loan application to approve or reject, what product to offer a new customer, when to trigger an agent to call back a client to assist, when to re-route cargo, etc.

The State of BDM

BDM and it's Progression as a Critical Skill Area Join Gregg Rock, Editor and Founder of BPMInstitute.org and Larry Goldberg, Managing Partner of KPI, Inc. where they will guide you through the "State of BDM". In the first portion, Gregg provides an update on the "State of BDM" at BPMInstitute.org, including content and membership updates, and educational opportunities. Then hear Larry provide a brilliant overview of BDM as a space and it’s progression as a critical skill area.

Business Analysis Certificate Program Features The Decision Model

Contributed by:Barbara von Halle, Managing Partner & Founder, Knowledge Partners International LLP

By: Barbara von Halle and edited by Charles Bozonier

REI (Recreational Equipment Inc.) is a member owned co-op, selling outdoor recreation gear, sporting goods, and clothes via some 125 retail stores in about 30 states, catalogs, and the Internet. Charles specializes in requirements facilitation workshops, root cause analysis, detailed functional specifications, data analysis, strategic planning and business case dev

Lessons from the Human Brain in Decision Making

Contributed by:Barbara von Halle, Managing Partner & Founder, Knowledge Partners International LLP

By: Barbara von Halle, Co-author and Co-inventor of The Decision Model and Managing Partner, Knowledge Partners International

I am not a poker player. This is probably wise since my grandfather lost the family farm one night in a poker game. Sadly, as the story goes, he never won it back. This caused me to wonder how he made the decision to bet the farm on a game. Which decision-making mechanisms were at play? Which were flawed? In addition, more likely, which had shut down for the evening?

Process Improvement: How to start and the role of the 3-P's

By: Naveen Adibhatla, BPM, RingCentral Inc

So you have been through countless meetings and discussions with your peers, managers, executives, and anyone who would be a tad interested in Business Process Management, and how a BPM platform would not only streamline line-of business processes but also improve the overall efficiency of the organization. You tried every possible way to convince people in your organization that “process” is not just about drawing rectangular blocks on a blackboard, or post-it notes on large paper boards, but about the methodology that encapsulates process improvement and the larger gain that such a methodology could provide to the organization in the long run. You discussed how process improvement and management could provide better ROI, increase efficiency and visibility, and improve collaboration; how a BPM system, model-driven framework and Service Oriented Architecture would increase the rate of deployment of business critical processes.