Contributed by:James Taylor, Faculty Member, BPMInstitute.org and CEO and Principal Consultant,
Decision Management Solutions
Decision Management, Business Decision Management as we call it here at the BPMInstitute.org, is both an approach and a technology stack for automating and improving business decisions.
Business Decision Management is an approach that allows you to take advantage of powerful technologies, particularly business rules management systems and predictive analytics. Applying decision management allows you to develop agile, analytic and adaptive systems that deliver significant business ROI. In this webcast, hear James Taylor, CEO of Decision Management Solutions and Editorial Director for Business Decision Management at BPMInstitute.org, introduce Business Decision Management. He’ll outline key concepts and technologies describe the kinds of decisions to focus on, outline the value proposition for business rules management systems and introduce the new Decision Model and Notation standard and its role in developing decision models alongside your process models.
How to Build a Decision Requirements Model using the new Decision Model and Notation (DMN) standard
The Object Management Group has recently adopted the Decision Model and Notation as a beta standard. Here’s how you can use it to define your decision requirements.
Why Model Decisions
The goal of this paper is to describe the four iterative steps to complete a Decision Requirements Model using the forthcoming DMN standard. Before beginning, it is important to understand the value of defining decision requirements as part of your overall requirements process. Experience shows that there are three main reasons for doing so:
Contributed by:Deborah Turturici, President - Sr. Business Enterprise Architect,
Ability-Alliance Group, LLC.
You have been promoted to a new change management position. You’re not sure of how you are going to meet the challenges ahead. All you know is that all eyes are on you and you only have a short time to get your strategies in place and operational. The actions you take will largely determine whether you succeed or fail. You will either move Change Management support forward or lose this opportunity to show its longer term value and yours.
Contributed by:Brian Stucky, Managing Director, Business Decision Management,
Allegiance Advisory Group
During a recent client meeting, we were reviewing the proposed business architecture for a new system. Decision Management will play a crucial role in the application and the rule processing had been nicely delineated in the architecture. While the rules themselves had been fairly well articulated, their “insertion” in the requirements suggested quite a bit of work remained. However, I was generally pleased with the state of the work to date.
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.
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?
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.
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.
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!”