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December 2016: Volume 17, Issue 12
ISSN: 1538-6325

 

Being Business-Friendly About the Life of Business Things
By Ronald G. Ross with Gladys S.W. Lam

Why should business people care about the internal state of any process? For example, if a business person asks How far along are we in processing this order? the person is really asking: Has the order been credit-checked? Has it been filled? Has it been shipped? (etc.) In business operations it's the state of each operational business thing that matters. Business people want operational-level things to be coordinated through explicit regimens where business milestones are achieved and business rules are satisfied. Business analysts need a business-friendly way to talk about the states in these regimens and to write business rules about them. This month Ron Ross discusses how you can achieve these goals.
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It's the Conversation, Not the Picture (Part 3)
By Kathy A. Long

Where is the value in documenting business processes? What does documenting processes mean? In the first two instalments of this three-part series on various types of process diagrams, Kathy Long covered the Process Hierarchy Diagram and the Context Diagram. In this month's concluding segment, Kathy examines the High-Level IGOE Diagram.
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Logical Data Modeling (Part 8)
By Dr. Terry Halpin

This is the eighth in a series of articles on a logic-based approach to business data and rules using a single language to both create and query data models. The previous article focused on how to declare subset constraints between compound role sequences, including cases involving join paths. In this month's column, Terry Halpin discusses how to declare exclusion and equality constraints between compound role sequences.

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Do Business Rules Eliminate the Need for Processes?
By Drs. Silvie Spreeuwenberg

Are business processes more important than business rules? Does the use of business rules threaten to replace business processes? In this month's issue of the 'Rule Observatory', Silvie Spreeuwenberg shares a thought experiment that she has found useful in workshops and group settings to get a better understanding of the relationship between business rules and business process.
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Focus on What Makes Your Business Smart: From Interpretation to Implementation - Steps 5 – 7: The Technical Steps
By Gladys S.W. Lam

Completing the series Focus on What Makes Your Business Smart: From Interpretation to Implementation, Gladys Lam finishes with Steps 5 – 7, which are the 'Technical Steps': (5) Map Vocabulary to Data, (6) Invoke Tool, and (7) Execute. In these steps, Ms. Lam will

  • illustrate how three different technologies implement the business rules and decisions specified in the earlier steps.

  • show how the business deliverables can be used to validate results.

  • remind business analysts of where they bring the most value.

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OMG Standards in Support of Business Communication
Governance Authors' Web Site

By John Hall

This month, our Standards Reporter, Donald Chapin has turned the pen over to John Hall to report on an upcoming OMG event. Governance documents (however they are stored and accessed) govern what an organization does and how it does it. They also define or imply risks to businesses. To encourage an initiative that supports governance authors (the people in an organization responsible for its governance documents), the OMG is hosting a one-day event "OMG Standards in Support of Business Communication" during its June 2015 technical meeting in Berlin, Germany.
[ read more ]





Applying Agile to Business Rules Elicitation
By Carole-Ann Matignon

Consider this interesting enigma. On one hand, Business Rules are gaining momentum due to the need for Agility in automated systems. On the other hand, despite wide appeal and adoption, the Agile methodology has hardly been applied to BRMS. Is there a way to combine both aspects of modern agile systems? In this month's column, Carole-Ann Matignon shares her thoughts on this.
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Turning the Virtuous Circles
By Roger Tregear

All organizations seek to deliver value, but without a relentless focus on processes, there is a critical gap between aspiration and reality. Too often, process improvement initiatives are random acts of management with no systemic foundation. In business process management (BPM), processes are identified, performance targets set, governance mechanisms created, and performance improved in a process-aware culture where everyone contributes and appropriate support is provided. The required components are easily identified, and it's not hard to imagine them all working harmoniously together in some future state. What is not so easy to see is how to reach this nirvana. How can process-based management be achieved in a practical and sustainable way? This month Roger Tregear offers a solution that can be found in two 'virtuous circles' — the Tregear Circles — to facilitate and deliver process-based management.
[ read more ]





Modeling Wars
By Jim Sinur

Modeling can be great, but it can also be full of religious wars. While we might readily agree that there are great benefits to modeling processes, decisions, goals, or data, there are major disagreements on modeling methods, standards, and the object that is the most important to model. In this month's column Jim Sinur examines five areas of friction that he has identified in these 'modeling wars'.
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Strategy Spectrum for Enterprise Engineering and Manufacturing
By John A. Zachman

Last month John Zachman continued his series sharing his thoughts about what he thinks "The New Paradigm" for Enterprise Architecture is with a discussion of the 'Provide-from-Stock' Pattern. In this month's segment he wraps up this series with the final strategy pattern, the 'Assemble-to-Order' pattern, in which you have parts (not finished goods) in inventory and then assemble a custom product to order from those parts.
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Observations from the Crow's Nest
By Dagmar Cole

The crow's nest sits high above the deck and provides the best view for a lookout to spot approaching hazards. Resource Life Cycle Analysis (RLCA) positions the IT strategist in the crow's nest with the ability to see the existing landscape as well as the distant horizon. In the concluding part of this 3-part series Dagmar Cole compares RLCA to other methodologies, outlining the benefits from performing RLCA.
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SBVR Version 1.3 Released
By Donald Chapin

Version 1.3 of the Object Management Group's "Semantics of Business Vocabulary and Business Rules" (SBVR) specification will be publicly available in June. This month, our Standards Reporter, Donald Chapin summarizes the primary improvements made in SBVR v1.3.
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Writing Natural Language Rule Statements — a Systematic Approach Part 31: Even More Rule Statement Quality Criteria
By Graham Witt

In this second series on writing natural language rule statements, Graham Witt takes a holistic and systematic approach to writing natural language rule statements. In the previous two articles he looked at some of the quality criteria that govern rule statements. This month Graham looks at the remaining criteria and wraps up this series with a summary of all the criteria.
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Decision Modeling
Methodology, Notation, and DMN

By Jan Vanthienen

With DMN (the OMG Decision Model and Notation standard) reaching finalization, it is good to examine and highlight the purpose and contribution of DMN. Is it a standard notation, is it a methodology, is it a graphical model, is it an implementation standard, or what is it? In this month's column, Jan Vanthienen identifies the position of DMN, the reasoning behind it, and its relation to other modeling techniques
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Business Decisions, Business Rules, and Business Processes: Oh My!
By Roger T. Burlton

Every few years another concept emerges that raises the hope of analysts and architects that a new solution to all our challenges has arrived. The current buzz is around Business Decisions, but I feel we have to put it all in context. 'Business decisions' are a great new addition to our ability to design great and adaptable businesses. However, they need business processes to have context and relevance to business outcomes. They need business rules to have a connection to strategy, policy, and business risk. All three need to work together. In this month's In Process column, Roger Burlton explains this, in a recap of his contribution to the panel on Business Decisions at the 2013 Building Business Capability conference.
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The Relationship of Decision Model and Notation (DMN) to SBVR and BPMN
By Mark H. Linehan and Christian de Sainte Marie

Several recent publications have popularized the topic of "Decision Modeling" — the modeling of business decision logic for and by business users. The OMG has just released an RFP for a Decision Model and Notation (DMN) specification, but that document says little about how DMN might relate to SBVR and BPMN, and there are many open questions. How do SBVR rules relate to decisions? Is there just one or are there multiple decisions per SBVR rule? Is there more to say about how SBVR and DMN relate to BPMN? This month, Mark Linehan and Christian de Sainte Marie provide their perspective on DMN and how it is positioned in the context of the SBVR and BPMN specifications.
[ read more ]




 
 


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