I’m very pleased to announce my collaboration with James Taylor, CEO of Decision Management Solutions, on a definitive guide to Decision Modeling with the Object Management Group’s Decision Model and Notation (DMN) standard. Our book, “Real-World Decision Modeling with DMN”, will be published by Meghan-Kiffer Press in Q4-2016.
James has a vast experience of Decision Modeling and is a prominent member of the Object Management Group (OMG) panel that designed the DMN standard. He practically invented the term Decision Management. Like us, he has been applying Decision Modeling techniques to help companies master and improve their Business Decisions since the first standards emerged over five years ago. James is an insightful, shrewd and accomplished man and working with him is a real pleasure. We both aim to enrich the book with our practical experience of using DMN on large projects.
This comprehensive book will provide a complete explanation of the Decision Modeling technique, the DMN standard and of the business benefits of using it. Full of examples and best practices developed on real projects, it will help new decision modelers to quickly get up to speed while also providing crucial patterns and advice for more those with more experience.
This book has been published since this article was written. Find out more details about the release.
For some time users of Business Rule Management Systems (BRMS) have used rule execution sequence as a means of binding together and orchestrating the rules in a set—providing a ‘top level’ view of their content. Nearly all BRMS products have enshrined this idea in the ‘ruleflow’ concept. In many of these products the creation of a ruleflow is seen as a standard step in packaging a rule set and many rule authors find it a natural activity.
We argue, using an example, that not only are flows rarely required, but that they are frequently harmful to the agility of a rule set, can introduce harmful and hard to find errors and can make rule sets difficult to understand by business users. Furthermore, users frequently misunderstand the goal of ruleflows and misuse them.
We show that there is an alternative to ruleflows that orchestrates rules (especially large rule sets) more effectively and is easier to understand—the business decision model. (more…)
Experience has shown that sets of business rules, even those administered using Business Rule Management Systems (BRMS), become very hard to manage and understand once they reach a certain level of size and complexity. Although small, very tightly focused rule sets can be effective for simple business domains, large rule sets are challenging to create and even harder to maintain. Small rule sets that become large over time (scale up) present the most difficulty. They are at risk of collapsing under the weight of their own growing complexity or becoming the sole preserve of a small number of ‘gurus’ and ‘high priests’ who alone understand them—defeating a key objective of business rules.
In a previous article, I described how to overcome the challenges of maintaining a business rules over a long period. But how can you manage the complications of rapidly growing rule sets: keeping them easy to understand, changing them safely without unintended consequences and avoiding ‘stale’ and duplicate rules? Here we show, by example, how Decision Modeling, used from the outset can address all these problems and we discuss in more detail the difference between business decisions and business rules. (more…)
At the time of writing there are two major industry standards for modeling business decisions: The Decision Model (TDM) defined by Sapiens Inc, established in 2009 and documented in The TDM book by Larry Goldberg and Barbara von Halle and The Decision Model and Notation (DMN) an open standard defined by the Object Management Group (OMG) in 2014 and version 1.1 is due to ratified later this year.
In this article we explain why, given the choice, you should model your business decisions using DMN as opposed to any other notation. Decision modelers should understand how TDM and DMN are similar, how they differ and their comparative strengths and weaknesses. (more…)
In a recent article we explained why any organisation that makes business decisions needs decision management, what it is and how it helps them become more effective.
Decision Management is a means of explicitly identifying and nuturing your business’s operational decisions—much as you would any other vital business asset (like data or process)— so that you can describe, share, change manage and monitor their performance to see how they are contributing towards your enterprise goals. Decision Modeling focuses on representing decisions in a precise, standardized and transparent way.
Through Decision Modeling, businesses can:
- Build and share a robust documentation of how their business decisions work, rendering them transparent, open to wide review and revealing any hidden flaws.
- Tame complexity by decomposing complex decisions into smaller sub-decisions for scalability.
- Prepare their decisions for external (compliance) audit by ensuring their behaviour can always be explained and justified against a specification.
- Understand quickly exactly what data and business knowledge are required to support their business decisions.
- Through a thorough understanding of decision dependencies, enable effective change impact assessments and agile change cycles.
These advantages cannot be provided by existing approaches like Business Rules alone.
In addition, decision models can be made so precise that they are executable. Modeling can also be the first step in automating decisions to reduce the cost of manual processes and capturing the expertise of manual decisions to avoid losing business expertise when key members of staff leave a company.
If your business systems make manual or automated decisions that influence your operations then you should consider adopting Business Decision Modeling as a matter of priority. Companies that leave their business decisions embedded in obscure program code, ‘technical’ business rules or in the heads of staff who manage manual operations, will be outmaneuvered by competitors who practice Decision Management and Decision Modeling and will be less able to justify the behaviour of their systems to an auditor. In this article we explain why. (more…)