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     ROSS ARCHIVES ...
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Premise and Conclusion

Can a Definition be Violated? ~ Definitions and Business Rules

by Ronald G. Ross

Suppose a company decides to define the concept it calls 'customer' as follows.  No doubt other companies would define 'customer' differently!

  • To include any person who has asked for a tender but not yet purchased anything.

  • To exclude any person who has purchased from the company in the past, but who has not been in contact for the last five years.

Can the essence of these definitional ideas be violated?

Yes, of course.  Although a definition is not literally a rule, it does place an obligation on workers in the business to talk and act accordingly.  What if they fail to?  Even though not necessarily recognized immediately, something they say or do or decide will be incorrect, which in turn is likely to cause something else in the business not to work or happen properly.  In the worst case, something may break down completely.

Hopefully it will not come to that, and the mistake will be caught and corrected before it has a chance to do much harm.  Nonetheless, someone is at least likely to be corrected -- if not blamed or sanctioned.  To that person, it will certainly feel like a rule has been violated.

But exactly what was violated?  A definition is a definition, and a rule is a rule, so what is the connection?  Here formal logic offers a helping hand.  Specifically, a definition (a good one anyway) always implies rules -- specifically, at least two logical implications, based on the "if and only if" of logical equivalence between the term and the definition.  Consider the following example.

Woman:  Person who is Female and Of-Age

The two logical implications (rules) arising from this definition are as follows:

Rule 1.  A Person must be considered a Woman if that Person is Female and Of-Age.

Rule 2.  A Person must be considered Female and Of-Age if that Person is a Woman.

Such rules come for 'free' -- that is, they can be inferred mechanistically (hopefully by an automated tool).  They should not have to be expressed explicitly.  They are obviously useful, for at least the following two reasons.

  • To discover (mechanistically) anomalies or redundancies in relation to other (perhaps far more complex) statements given by business people.

  • To express fundamental rules that could be 'violated' in business communication, actions, or decisions, even if indirectly.

Now let's return to the company's original definitional ideas for their concept of 'customer.'  The appropriate definition is expressed as follows.

Customer:  person who has asked for a tender but not yet purchased anything

This definition results in the following two implicit logical implications (rules).

Rule 1.  A person must be considered a customer if that person has asked for a tender.

Rule 2.  A person must be considered to have asked for a tender if that person is a customer.

These rules are the natural implications arising from the definition.  Workers in this business can be sanctioned for not acting accordingly.  If workers refuse to call a person a customer if the person has only asked for a tender, and not purchased anything, they are clearly violating rule 1.  Such violation can have significant repercussions.  For example, suppose the company has the business rule:  A customer must be granted access to the warehouse.  If workers refuse to permit a tender-only customer into the warehouse, they are obviously violating the business rule.  More fundamentally, what they are violating is the who-is-and-who-is-not-a-customer implication (rule) arising from the definition of customer.

Think of a definition as representing a decision that business people in authority make about proper patterns of behavior for the business.  One person's definition becomes another person's rule!

By the way, you may have noticed there were parts of the original definitional specifications for 'customer' that did not show up in the rules.  How should these be handled?  They need to be separate clarifications, expressed explicitly.

Clarification 1.  A customer does not always purchase anything.

Clarification 2.  A customer is sometimes not in contact for five years.

Why not simply include these clarifications in the 'customer' definition itself?  I will have more to say about that in a future column.


standard citation for this article:
Ronald G. Ross, "Can a Definition be Violated? ~ Definitions and Business Rules," Business Rules Journal, Vol. 5, No. 12 (Dec. 2004), URL:  http://www.BRCommunity.com/a2004/b214.html  

 about . . .

 RONALD G. ROSS


Ronald G. Ross is recognized internationally as the "father of business rules." He has Chaired the annual Business Rules Forum since 1997. He was a charter member of the Business Rules Group in the 1980s, and an editor of two landmark BRG papers, The Business Motivation Model and the Business Rules Manifesto. He is active in standards development, with core involvement in SBVR.

Mr. Ross is Executive Editor of BRCommunity.com and its flagship publication, Business Rules Journal. He is author of eight professional books, including Business Rule Concepts (2009), a just released 3rd edition of his popular, easy-to-read 1998 handbook. Mr. Ross speaks frequently at industry events worldwide.

Mr. Ross is Co-Founder and Principal of Business Rule Solutions, LLC and is actively engaged in consulting, training and research. He co-developed RuleSpeak®. Mr. Ross gives highly regarded public seminars in North America through AttainingEdge and in Europe through IRM-UK.

For additional information about Mr. Ross, please visit his personal website at www.RonRoss.info.

February 2012
What's Really Needed to Align Business and IT Part 1: Creating True Business Solutions
By: Ronald G. Ross


January 2012
Concept Model vs. Fact Model vs. Conceptual Data Model; Just a Matter of Semantics?
By: Ronald G. Ross


December 2011
Business Rules: Basic Principles
By: Ronald G. Ross with Gladys S.W. Lam


November 2011
Know-How Models: How Business Rules, Decisions, and Events Relate in True-to-Life Business Models

October 2011
Business Analysis with Business Rules
By: Ronald G. Ross with Gladys S.W. Lam


September 2011
How Business Processes and Business Rules Relate

August 2011
Decision Analysis (Part 3): Defining Scope

July 2011
Decision Analysis (Part 2): The Basic Elements of Operational Business Decisions

June 2011
Decision Analysis (Part 1): What Kind of Decisions?

May 2011
How Long Will Your Fact Model Last? — The Power of Structured Business Vocabularies

April 2011
More on the If-Then Format for Expressing Business Rules: Questions and Answers

March 2011
Operational Business Decisions
Whose Decisions Are They Anyway?


February 2011
The Anatomy of Decisions
The Business-Rule View


January 2011
Why Rulebook Management? Because Software Requirements and Business Rules Simply Aren't the Same!

December 2010
Introducing Question Charts (Q-Charts™) for Analyzing Operational Business Decisions: A New Technique for Getting at Business Rules

November 2010
Agility Based on Business Rules It's Just Common Sense

October 2010
Five Tests for What Is a Business Rule?

September 2010
Can a Business Rule Be Enforced Differently in Different Contexts?

August 2010
How Far Can You Take Decisioning?

July 2010
Business Rules vs. System Design Choices

June 2010
Four Useful Constructs for Developing a Structured Business Vocabulary: Special-Purpose Elements of Structure for Fact Models

May 2010
Eight Things You Need to Know About Fact Types Bringing Verbs into Structured Business Vocabulary

April 2010
Business Vocabulary: The Most Basic Requirement of All

March 2010
What Is a Business Rule?

February 2010
CRUD in Business Rules: Accident-Prone Decision Logic

January 2010
The Point of Knowledge

December 2009
When is an Exception Really an Exception? The Business Rule Principles of Accommodation and Wholeness

November 2009
Verb-ish Models for Verbalization: Give Us Back Our Verbs!

October 2009
From Rulebook Management to Business Governance: Where Business Rules Fit

September 2009
What You Need to Know About Rulebook Management

August 2009
When Is a Door Not a Door? ~ Basic Ideas of the Business Rules Paradigm

July 2009
General Rulebook Systems (GRBS): What's the General Idea?

June 2009
Becoming Strategy-Driven: The Policy Charter

May 2009
Product Quality and a Longer-Term View: A 'Simple' Matter of Business Policies

April 2009
RuleSpeak® Sentence Forms: Specifying Natural-Language Business Rules in English

March 2009
The Rulebook: To Play Ball You Need Rules

February 2009
Extreme Business Agility (Part 6): A Manifesto-in-Progress on the Semantic Re-Engineering of Products

January 2009
Extreme Business Agility (Part 5): The Optimal Edge of Business Performance

December 2008
Extreme Business Agility (Part 4): Change Deployment Hell

November 2008
Extreme Business Agility ~ Part 3: Examples of Non-Agile vs. Agile Business Capabilities

October 2008
Extreme Business Agility ~ Part 2: A Semantic Approach to Re-Engineering Your Company's Products

September 2008
Extreme Business Agility — Part 1: A Value Chain for Re-Engineering Your Company’s Products

August 2008
My Son, Business Rule Analyst — Governance and Compliance Through Young Eyes

July 2008
Rules vs. Processes (Again) — Part 2: Now for Events

June 2008
Rules vs. Processes (Again) — Part 1: There’s Simply No Need for Confusion

May 2008
Legacy Modernization, Semantics, and the Knowledge Economy ~ Have You Connected the Dots Yet?!

April 2008
The Emergence of SBVR and the True Meaning of ‘Semantics’: Why You Should Care (a Lot!) ~ Part 2

March 2008
The Emergence of SBVR and the True Meaning of ‘Semantics’: Why You Should Care (a Lot!) ~ Part 1

February 2008
The Phoenix Strategy ~ A Lower-Risk Approach to Rejuvenating Systems and Legacy Modernization

January 2008
'Rules of Record' Why 'System of Record' Isn't Enough

December 2007
The Decision Center: A Center of Excellence for Coordinating Business Rules and Other Process 'Smarts'

November 2007
The Latency of Decisions ~ New Ideas on the ROI of Business Rules

October 2007
Legacy Systems -- Poorly Engineered or Over-Engineered? New Insights about Business Rules and Enterprise Decisioning

September 2007
The Value of Decisions ~ New Ideas on the ROI of Business Rules

August 2007
A Case of Dueling Manifestos? Business Rules and Enterprise Decision Management

July 2007
What's Wrong with If-Then Syntax For Expressing Business Rules ~ One Size Doesn't Fit All

June 2007
Are IT Terms Fundamental to Every Business? Not!

May 2007
Are all Rules Business Rules? Not!

April 2007
Are Software Requirements Rules? Not!

March 2007
Are Integrity Constraints Business Rules? Not!

February 2007
From Rule Management to Business Governance, Part 4: Governance Engineers and the Chief Governance Officer (CGO)

January 2007
From Rule Management to Business Governance, Part 3: Re-Engineering the Governance Process

December 2006
From Rule Management to Business Governance, Part 2: Governance and How it Relates to Business Rules

November 2006
From Rule Management to Business Governance, Part 1: Governance and How it Relates to Business Rules

October 2006
Rules and Processes: Examples Showing How They Relate

September 2006
The Meaning of Things: Definitions, Intensions, Rules, and Extensions

August 2006
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July 2006
The Dirty Secrets About Your Company's Business IP That Nobody Wants to Talk About

June 2006
A Personal Insurance Saga ~ The Economics of Business Rules

May 2006
Concepts, Definitions, and Rules: RuleSpeak® Practices

April 2006
The RuleSpeak® Business Rule Notation

March 2006
How Rules and Processes Relate ~ Part 6. Point-of-Knowledge Architecture (POKA)

February 2006
How Rules and Processes Relate ~ Part 5. Scripts -- Rule-Friendly Process Models

January 2006
How Rules and Processes Relate ~ Part 4. Business Processes vs. System Processes

December 2005
How Rules and Processes Relate ~ Part 3. Three Best Practices for Designing Business Processes with Rules

November 2005
How Rules and Processes Relate ~ Part 2. Business Processes

October 2005
How Rules and Processes Relate ~ Part 1. The Challenges

September 2005
Rule Quality ~ The Route to Trustworthy Business Logic

August 2005
Decision Tables, Part 2 ~ The Route to Completeness

July 2005
Decision Tables, Part 1 ~ The Route to Consolidated Business Logic

June 2005
Rule Reduction ~ The Route to Atomic Business Rules

May 2005
Essence Definitions and Business Rules ~ Developing Stable Anchor Points for Operational Knowledge

April 2005
Can You Violate Structural Rules? (part 3) ~ The Difference Between Breaking Rules and 'Breaking' Knowledge

March 2005
Can You Violate Structural Rules? (Part 2) ~ The Difference Between How to Compute and How to Behave

February 2005
Can You Violate Structural Rules? (Part 1) ~ The Difference Between Violations and Bad Decisions

 

Janauary 2005
Business Rules and Knowledge Workers ~ Getting to the 'Point of Knowledge'

 

December 2004
Can a Definition be Violated? ~ Definitions and Business Rules

 

November 2004
Rustling Up Good Definitions ~ There's a Lot Less and a Lot More to It

 

October 2004 

Clarifying Clarifications ~ Universal 'And' to the Rescue

 

September 2004 

Relearning the Basics of Communicating ~ Business Semantics and Business Rules

 

August 2004 

The Light World vs. the Dark World ~ Business Rules for Authorization

 

July 2004 

Best-Fit Decision Points ~ How They Fit into the Business Rule Approach

 

June 2004 

What Rule Independence Means to System Models ~ Less and More than You Think!

 

May 2004 

The Semantics Lexicon ~ Terms For The Business Rules / Smart Process

 

April 2004 

Don't Reinvent Rule Engines!

 

March 2004 

Rules And Compliance Tactics

 

February 2004 

Tracing the Path of Rule Reduction

 

December 2003

Do Rules Decompose To Processes Or Vice Versa?

 

November 2003

Should You Encapsulate Knowledge in Modeling Real-World Things?

 

October 2003

Business Rules, Encapsulation, and Models of the Real World

 

September 2003

Business vs. Environment in Business Models

 

August 2003

Requirement Statement vs. Rule Statement

 

July 2003

Rules as Constraints:  On or By the System Design?

 

June 2003

Rules Reveal Events -- Not Actions

 

May 2003

Actions Are Not Rules (and Vice Versa)

 

April 2003

The Definitions of 'Business Rule' and 'Rule'

 

March 2003

Business Problems Addressed by the Business Rule Approach

 

January 2003

About the Business Rules Manifesto ~ The Business Rule Message in a Nutshell

 

November 2002

Business Rules for the Company's Provisioning Processes ~ There’s a Lot More to Reference Data than Just Data!

 

September 2002

The Terminator -- I'll be Back (with Just the Right Term)

 

July 2002

What Does it Mean to be Business-Driven? (Part 2)

 

May 2002

What Does it Mean to be Business-Driven? (Part 1)

 

March 2002

A Telltale E-mail Trail:  The Case for In-Line Business Rule Analysis

 

January 2002

Managing M x N Vs. M + N, Market-Driven Economies, and Other eCommerce Issues (part 2)

 

November 2001

Managing M x N Vs. M + N, Market-Driven Economies, and Other eCommerce Issues (part 1)

 

September 2001

The BRS Rule Classification Scheme

 

July 2001

Minding Your P's and Q's

 

May 2001

RuleSpeak"! -- Templates And Guidelines For Business Rules

 

March 2001

Business Rules In Business Processes ~ Title Rules For Process And Rules For Product/Service

 

January 2001

What Is Rule Management About?

 

November 2000

Let's Make a Deal: A Killer App for Business Rules

 

September 2000

The Re's Of Business Rules

 

July 2000

What Are Fact Models And Why Do You Need Them? (Part 2)

 

May 2000

What Are Fact Models And Why Do You Need Them? (Part 1)

 

March 2000

What is a 'Business Rule'?

 

January 2000

Current Thoughts On Expressing Business Rules

 

November 1999

The Fin de Siegle Legacy Mindset
 

September 1999

Analysis Paralysis Just May Save Your Life
 

July 1999

If We Had Started Coding Already...
 

May 1999

Your Core Business Processes Need a Rule Engine
 

March 1999

Who or What is a True Business Analyst?
 

January 1999

Four Things Wrong with the Way We Develop Information Systems



November/December 1998
Push-Type Data Hub vs. Pull-Type Data Warehouse
By Ronald G. Ross

September/October 1998
What Knowledge Management is About (And What it Has To Do With Business Rules)
By Ronald G. Ross

May/June 1998
The Next Great Leap Forward ~ About the Changes You See
By Ronald G. Ross

March/April 1998
Business Rules as Customer Interface
By Ronald G. Ross

January/February 1998
Components and Business Rules: Do They Connect?
By Ronald G. Ross

November/December 1997
The Policy Charter: A Small-Sized Picture of the Big Picture
By Ronald G. Ross

September/October 1997

Implementing Application Packages: Is There A Better Way?

By Ronald G. Ross


July/August 1997

'Why' is Why Business Rule Methodology is Different

By Ronald G. Ross


May/June 1997

Never-ending On-the-Job Training

By Ronald G. Ross


September/October 1996

Re-Usability in the Business Rule Approach

By Ronald G. Ross


March/April 1996

The Newest Idea In Business Rules: Rules Normalize!

By Ronald G. Ross


January/February 1996

An Open Letter to DBMS Vendors: We Need Active Database Systems

By Ronald G. Ross


May/June 1995

The Greatest Irony Of The Information Age: Business Rules

By Ronald G. Ross


November/December 1995

Business Rules: Knowledge For Knowledge Workers

By Ronald G. Ross


March/April 1994

"Play Ball!"

By Ronald G. Ross


November/December 1988

The History Of Steam-Powered Ships

By Ronald G. Ross


January/February 1994

"Business Rules, At What Cost?"

By Ronald G. Ross


May/June 1994

Business Rules:  Birth of a Movement

By Ronald G. Ross


July/August 1991

Why I Like the Zachman Framework Architecture"

By Ronald G. Ross


March/April 1997

Business Process Re-Engineering

By Ronald G. Ross

 

 

 

 





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