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BRCommunity is proud to sponsor: Building Business Capability 2016

October 2016: Volume 17, Issue 10
ISSN: 1538-6325


The Architectural 'Why' of a Business Capability: Business Mission and Business Goals
By Ronald G. Ross with Gladys S.W. Lam

A business architecture is a blueprint for creating a business capability. It is a structural representation of a business solution as it relates to creating business value and achieving business goals. Fundamental to a successful project launch is defining the business mission and business goals within the business architecture. The latter are fundamentally different from project goals. Find out what you need to know about defining business mission and goals — the ultimate 'why' of a business capability — in Ron Ross' discussion this month.
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It's the Conversation, Not the Picture (Part 1)
By Kathy A. Long

Where is the value in documenting business processes? What does documenting processes mean? Last month, Kathy Long suggested three rules for process documentation. This month, in the first of a three-part series on various types of process diagrams, Kathy explores the Process Hierarchy Diagram and outlines how its usage can add tremendous value to any organization wishing to improve business performance.
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Logical Data Modeling (Part 7)
By Dr. Terry Halpin

This is the seventh 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 simple set-comparison constraints (i.e. subset, exclusion, and equality constraints), and exclusive-or constraints. In this month's column, Terry Halpin explains how to declare subset constraints between compound role sequences, including cases involving join paths.

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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.
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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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Journey/Experience Mapping Isn't Just for Customers
By Jim Sinur

It's well known that mapping the customer journey is one of the linchpins of digital transformation. While the case for customer journey mapping is fairly obvious today, there are other opportunities for this kind of mapping when working to create a better digital organization. In this month's column Jim Sinur reviews how it can also be important to complete journey maps for employees, partners, and managers.
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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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Building Business Capability 2015: An Opinion of Gurus: In Pursuit of Business Excellence
Compiled by the editors of

A collection of world-leading gurus came together at the BBC 2015 conference to debate the central challenges in achieving business excellence. Attendees sought their views on a wide range of topics and heard both similar and differing opinions on questons such as these:

  • In five years, will the job title 'Business Analyst' still exist?

  • Was 'agile' created by developers to cut out project managers and business analysts?

  • What trends will we see for 2016 and beyond?

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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.
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Building Business Solutions: Business Analysis with Business Rules (2nd Edition)
By: Ronald G. Ross
with Gladys S.W. Lam
Building Business Solutions: Business Analysis with Business Rules
" ... a great read and valuable insight. This is the cornerstone for all things 'business architecture'. Get this down pat, then you're golden!"

- Glenn R. Brûlé

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