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September 2014: Volume 15, Issue 9
ISSN: 1538-6325

 

More Matters Meta
Probing the Gamut of Meta

By Ronald G. Ross

In the wake of his previous column "Meta Matters" Ron Ross stirred up extensive discussion about many things 'meta', not the least of which was metaprocesses. In this month’s column he presents some of the responses and his replies. No matter whether you're involved in business processes, business architecture, business analysis, or (of course) business rules, he thinks you’ll find this ongoing dialog quite interesting. Throughout, Ron asks that you remember the basic question: What is ‘meta’?
[ read more ]





A Smart Medical Process Rated on its Cumulative Process Intelligence Quotient (CPIQ)
By Jim Sinur

In his current series, Jim Sinur has outlined the four dimensions of the ISAA framework as being Intelligent, Social, Agile, and Autonomous, and he has also discussed a way to Visualize the cumulative intelligence of processes. To provide a cumulative way to depict these aspects of process intelligence he introduced the Cumulative Process IQ (CPIQ) diagram. This month Jim develops a CPIQ diagram for one of his favorite smart processes, the process that manages an outpatient surgical center.
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Logical Data Modeling (Part 1)
By Dr. Terry Halpin

Terry Halpin's previous series on ontology-based approaches to data modeling focused on popular ontology languages for the Semantic Web, such as the Resource Description Framework (RDF), RDF Schema (RDFS), and the Web Ontology Language (OWL). This column begins a new series on a logic-based approach to business data and rules using a single language to both create and query data models. Terry begins with a discussion of some of the basic concepts used in deductive databases to model and query data.
[ read more ]





What Is the Color of your World?
By Drs. Silvie Spreeuwenberg

We call these days 'the dark days'. Where I live, the days are short and cold at this time of the year. But now the shortest day of the year is behind us and I look forward to the light days. The sun that wakens me will energize me and give me a feeling of freedom and opportunities. I believe that feeling is the origin of what SBVR terms 'the light world assumption' — everything is permitted except where explicitly prohibited by some rule. Contrast that to a dark world assumption, where everything is forbidden unless explicitly permitted. In this month's Rule Observatory, Silvie Spreeuwenberg shares her observations on 'light world' vs. 'dark world', outlining the main differences and summarizing the benefits of choosing the right color of your world.
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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.

[ read more ]





Process Analysis — Additional Techniques
By Kathy A. Long

In a previous article, "Overview of Analysis Techniques," the Top Five analysis techniques were covered with a promise to provide an overview of additional techniques used by process analysts. This month, Kathy Long covers some of the other analysis techniques and outlines a variety of typical problems found in business processes, aligning those to the techniques introduced in this article. She also briefly discusses which process modeling techniques are the most useful, depending on the type of problem and type of analysis being used
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John Zachman's Concise Definition of The Zachman Framework
By John A. Zachman

The "Zachman Framework" is quite popular, and (not uncommon for something that has been used and explained for over two decades) some of the evolved descriptions have drifted from being true to intended meaning. Is The Framework a metamodel? (Yes.) Is The Framework a methodology? (No!) In this month's column, John Zachman provides his concise definition of just what The Zachman Framework is (and is not).
[ read more ]


     

Supporting a Business Rules Approach with Standards and Patterns
By Chris Maple

MMG Insurance adopted a business rules approach in an Enterprise Architecture environment in 2010. Two important factors in this decision were the goal of improving business agility and the goal of developing a common language and understanding between business domains and information systems. MMG's approach to standards and patterns has been a critical piece of this approach. In this month's feature, Chris Maple shares a rich set of examples that cover many of their most important standards and patterns.
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Writing Natural Language Rule Statements — a Systematic Approach Part 26: Some Common Syntactic Components of Rule Statements
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 last few articles he has looked at the syntax of data cardinality rule statements, data content rule statements, data update rule statements, activity rule statements, and party rule statements in general. This month Graham looks at some of the syntactic components that may be found in rule statements of all types.
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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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Observations on Business Rules, Decisions, and Processes
By Jan Vanthienen

Jan Vanthienen participated in a panel on decisions at the 2013 Building Business Capability conference. In this, the third in a series recapping the perspectives of each of the panelists, Jan shares the observations on the coexistence and the relationship between business rules, decisions, and processes that he contributed to the panel session.
[ read more ]





The Business Motivation Model: Doing the Right Things
By John Hall

The first article in this series introduced the Business Motivation Model (BMM), an OMG-adopted business-tier specification. This month John Hall, who chairs the OMG's ongoing BMM work, discusses what 'doing the right things' means in terms of how your business is undertaking its BMM 'courses of action' (strategies and tactics).
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SBVR v1.2 Adopted by OMG / BMM v1.2 Approved by OMG Architecture Board
By Donald Chapin

The Object Management Group (OMG) approves new revisions of two business standards that originated in the Business Rules Group: "Semantics of Business Vocabulary and Business Rules" v1.2 (available now) and "Business Motivation Model" v1.2 (available in three months). This month our Standards Reporter, Donald Chapin, announces these major milestones, recaps the improvements in both revisions, and announces the ability to browse the concepts they contain on the web.
[ 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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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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Working with Business Rules: Capture, Specification, Analysis & Management
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    Decision Analysis and Decision Tables: All About Modeling Decisions
    Four 1½ Hour Online Sessions
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    Business Analysis with Business Rules: From Strategy to Requirements
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  • IRMUK

    Business Rules and Decisions: Analysis Techniques
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    Featuring Ronald G. Ross
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  • November 20-21, 2014
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  • Business Rule Concepts: Getting to the Point of Knowledge (FourthEdition)
    By: Ronald G. Ross

    Business Rule Concepts, 4th Edition Special Discount to BRCommunity members: $5.00 off! Purchase this book for the special BRCommunity price of $ 24.95. Login to BRCommunity.com to obtain the special Discount Code

    Building Business Solutions:
    Business Analysis with Business Rules

    By: Ronald G. Ross
    with Gladys S.W. Lam
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