Don't Hate Business Rules

Carole-Ann   Matignon
Carole-Ann Matignon President & CEO, Sparkling Logic Read Author Bio || Read All Articles by Carole-Ann Matignon

"Why on Earth did I get involved with that Business Rules project???"  — Day 1 on a traditional modernizing project.   Joe stares at the empty spreadsheet.   He has been underwriting business for over 20 years and only one thing comes to mind…

What do I do now?

Does that sound familiar?  No wonder it does.  Summarizing a lifetime of knowledge and savoir-faire into a dry spreadsheet may sound overwhelming simply because it is.

A "Business Rules" project

Problems started when Joe thought about his project as just a "Business Rules" project.  Losing focus on the business, Joe was stepping into a technology world he did not belong to, and that made him uncomfortable ... and as a result, quite unproductive.

The end goal is not to use technology.  We all know that, of course, but we sometimes lose sight of what we are really trying to do.  Rules Architects and Business Analysts alike too often jump too deep too soon into their projects.  They both look for how to get this project implemented as if they were developers simply using a new syntax.  Writing code is obviously not second-nature for a business person.  So why do people start that way?

Can tools help?

BRMS tools come with interfaces for the business users.  There are very few exceptions and I would not qualify those that do not have a business user interface as 'Business Rules'.  Most of the time, you end up with two interfaces:  one for the business user (of course) and also one for the technical use (read 'Developer'), so that he/she can set up the business layer on top of the technical syntax.

One pitfall I have seen again and again over my 15 years in that industry is that developers think about implementation first and treat the business user interface as an afterthought.[1]  This leaves business users with some level of frustration that could be addressed by better empowering them from the get-go.  This is partially a tools limitation but, more importantly, a methodology issue.

Can methodology help?

I distinguish two different types of methodology that can be involved:

  • Implementation Methodology.  This covers the techniques used during the course of the project implementation.  The Business Rules methodology may be relying on a formal 'Agile' methodology (for example) but could also be ad-hoc, based on your own experience — or a combo of both.  My recommendation here is to involve the Business Users really early on, instead of waiting for a first-phase implementation, fully coded by developers with little understanding of what the business user will need to, and be able to, manage.

  • Knowledge Acquisition Methodology.  This covers the steps performed ahead of any implementation.  The aim is to gather the intelligence about your project that will drive the requirements.  I liked Gladys's article on Business Rules vs. Business Requirements.[2]  A methodology for mining those business rules could have helped Joe.  It can provide a framework to elicit the knowledge from business users in any format that appeals to them:  applications, spreadsheets, documents,…

The earlier you involve people like Joe in your Business Rules projects the higher your chances of success.  But beware of the pitfalls:  "having a business user onboard" does not mean simply providing him with a spreadsheet to dump his/her knowledge into.  The Art of knowledge elicitation relies on your ability to relate to their business and to have them describe what they do, need to do, or want to do … such that technology is not in the way.  They must feel comfortable and in control.

Key take-aways:

  • Turn the Tables:  It is not about the technology — it is about Joe.

  • Treat Business Users like Kings:  Focus on them — they will focus on the business.

  • Success is Infectious:  If they make an impact, they will want more.
References

[1]  The article #1 Pitfall in Decision Management goes into further detail on the importance of a business user interface.  URL: http://bit.ly/aJhaos  return to article

[2]  Gladys S. W. Lam, "Business Rules vs. Business Requirements," Business Rules Journal, Vol. 7, No. 5 (May 2006), URL:  http://www.BRCommunity.com/a2006/b290.html  return to article

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Standard citation for this article:


citations icon
Carole-Ann Matignon , "Don't Hate Business Rules" Business Rules Journal Vol. 11, No. 7, (Jul. 2010)
URL: http://www.brcommunity.com/a2010/b545.html

About our Contributor:


Carole-Ann   Matignon
Carole-Ann Matignon President & CEO, Sparkling Logic

Carole-Ann Matignon is President & CEO of Sparkling Logic, a company pioneering new approaches to make Decision Management more widely accessible. Her passion for Decisioning techniques, combined with her technical background, made her a credible strategist and advocate for "Everything Decision Management."

Prior to Sparkling Logic, Carole-Ann served FICO as Vice President for Decision Management Tools. She was in charge of the direction and strategy of the industry-leading BRMS product Blaze Advisor. as well as the Predictive Analytics and Optimization products. She crafted the vision for Decision Management and fostered technological progress. She personally holds a few patents on adaptive analytics and other decision management capabilities.

Her past experience at ILOG (now acquired by IBM) and Cleversys (now acquired by Kurt Salmon & Associates) focused on customer interactions as the head of Field Sales organization in the Americas and Consultant in Advanced Technology group. In particular, she implemented applications early on using Expert Systems and Business Intelligence tools.

Carole-Ann is now a recognized thought-leader in the industry, sharing her thoughts and expertise on her blog and regularly speaking at Decision Management events like Business Rules Forum and Rules Fest.

Read All Articles by Carole-Ann Matignon
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