Readers of the Business Rules topic section have probably found Barbara von Halle’s writing on the Rules Maturity model RMM. The model depicts an enterprise’s staged understanding of business rules and their progressive benefits. The model starts with stage zero, no recognition of importance of formal processes of managing policies and corporate guidance through business rules. In short, the stages are:
Readers of the Business Rules topic section have probably found Barbara von Halle’s writing on the Rules Maturity model RMM. The model depicts an enterprise’s staged understanding of business rules and their progressive benefits. The model starts with stage zero, no recognition of importance of formal processes of managing policies and corporate guidance through business rules. In short, the stages are:
Stage four shows a revolutionary improvement in the enterprise architecture’s traditional capabilities. All decisions and the business rules that governed them are stored as information in an accessible form.
Jim Sinur of the Gartner Group has developed a BPM maturity model that views this progression in a similar vein. Stage zero begins with a firm’s recognition that their current approach to process management is lacking. The advancing stages of the BPM maturity are:
Rules and process maturity are ‘linked at the hip’. Rules are dynamically linked to process early in the process maturity model. Late in the rule’s maturity model, business rules are a critical asset for achieving a firm’s strategic goals. It would be impossible to achieve maturity in one area with out the other.
Figure 1 presents an orthogonal view of both maturity models.
The progressing maturity of rules and process are the same: they end with the Business Agility that is the target of most enterprises. Business Agility is the ability of a business enterprise to run profitably in a rapidly changing, fragmenting global market environment by producing quality, high-performance, and customer targeted goods and services. If you study these progressions and accept the tenets of BPM and the Business Rules approach, then you see that is unlikely a firm will not achieve business agility without both.
BPM/Business rules maturity follows six progressive phases. Phase 0, legacy practices, business process improvement occurs in a poor environment. Initiatives are “mired in Politics”. “Everything is like starting from scratch.” The next five phases are:
Business Agility has many components; I will address several here. One measure of agility is Expansion ability, which is the time and cost needed to increase/decrease the capacity without affecting the quality, to a given level. Another agility factor is the range of business volume at which the business is run profitably. The agile business must be able to both predict market demand and adjust its operations. Prediction of the effects of business policies is the hallmark of the fourth phase of rules maturity. By late in the second phase of process maturity, firms have integrated activity cost accounting with their processes. Without the mature management and technology of BPM and Rules, firms must rely on intensive manual intervention to achieve these agility goals.
Business Processes are governed by business rules. Business rules direct the flow of the processes; validate the correctness of information within a process and control critical data elements by transforming incoming data according to the policies of the firm. Business Processes connect activities to business goals, monitor and measure progress, and employ an expansive view of processes as a long-running transaction. The business rules approach is a critical management tool for formalizing these policies. The BPM approach is a management and technology tool for documenting, creating, and optimizing a firm's business process. By these models’ reasoning, business agility is achieved, only when you achieve a high maturity in both of these areas.
This technology is revolutionary, not evolutionary. Previously, application development was performed using ‘Create-Read-Update-Delete’ (CRUD) methods. BPM/Business Rules offer native capabilities that eclipse the outcome of these legacy development techniques. These capabilities are agile because they reveal the information need for agility types.
Both the BPM and the Rules maturity model offer a vision and a road map for assessing your current level and setting a course for achieving maturity.
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