Integrating Business Decisions and Processes: Effective Collaboration of DMN and BPMN

Join us for this live presentation in picturesque Dublin to learn about the best practices and traps of integrating business processes with business decisions.

Why should organizations model their business decisions? What are the benefits of using DMN and BPMN to capture and define the logic of your business decisions and analytics within the context of a business process? How should you best split business concerns between the process and decisions and what are the pitfalls of interfacing the two? We will discuss all of these points.

This live presentation will examine how process and decisions work together and walk through real BPMN and DMN models from financial compliance explaining how process and decisions have been integrated in projects. Learn proven best practices for overcoming key business challenges: including overly complex rules, improving ROI of expensive processes and agile migration to automated decision services.

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New Book Release: Real-World Decision Modeling with DMN

I am pleased to announce the release of James Taylor’s and my comprehensive guide to decision modeling with the Object Management Group’s Decision Model and Notation (DMN) standard. The book, “Real-World Decision Modeling with DMN”, has been published by Meghan-Kiffer Press and is now on general release, available from Amazon in paper and Kindle versions. It is also available from Barnes and Noble.

Decision Modeling is an important technique for improving the effectiveness, consistency and agility of an organization’s operational decisions and a vital enabler of the continuous improvement of its business processes. DMN is a standard that is integrated with many other established industry standards. It has been created by experienced practitioners and is maintained by the Object Management Group (OMG; a prominent standards authority). It is flexible and extensible. It is already supported by over 14 software tools. Indeed, DMN represents the most complete and best supported means of modeling business decisions that is currently available or likely to become available in the near future.

“A well-defined, well-structured approach to Decision Modeling (using the OMG international DMN standard) gives a repeatable, consistent approach to decision-making and also allows the crucial ‘why?’ question to be answered—how did we come to this point and what do we do next? The key to accountability, repeatability, consistency and even agility is a well-defined approach to business decisions, and the standard and this book gets you there.”
Richard Mark Soley, Ph.D., Chairman and CEO, Object Management Group, Inc.

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Introduction to Decision Modeling 3

Why should you use a standard approach to model business decisions and why is DMN the best standard we have currently?

Ahead of the publication of our joint book on Decision Modeling, to be released later this year, James Taylor and I have made a series of video shorts about business decision modeling. In this brief video, James and I talk about how to model decisions, including:

  • Why use a standard technique for modeling your companies business decisions
  • Why is the Decision Model and Notation (DMN) the best standard available currently

Let us know what you think. Review the first and second posts of this series. Find out more about decision modeling. Talk to us about decision modeling mentoring and training.

In our next post we’ll discuss why a book on DMN is needed when there is already a documented standard.

Who Models Business Decisions?

One of the main motivations that James Taylor and I had for writing our book Real World Decision Modeling with DMN  was sharing our experience of using decision modeling on many large projects and training engagements. One specific question that interested us was: “who uses Decision Modeling?

James recently discussed how Decision Modeling is used. Assuming your organization is persuaded of the benefits of Decision Modeling, which specific project team members are most often tasked with building and maintaining a decision model (using DMN, TDM or any other notation)? We present our project experiences here. Let us know if and how yours are different.

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New Book: Real-World Decision Modeling with DMN

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 dmn front coverModeling 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.

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Ruleflows Considered Harmful

ruleflow

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.

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Book Review: Process and Decision Modeling in BPMN/DMN

Thankfully, Tom Debevoise and James Taylor have recently joined forces to address the drought of books on DMN and its integration with BPMN. They have updated the former’s Microguide to Processing Modeling in BPMN to include decision modeling and published it as the Microguide to Process and Decision Modeling in BPMN/DMN. As an admirer of both Tom’s precise, example-laden earlier work and James’ impressive work on decision management, I have a very high opinion of their book. See why here…

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BPM’s New Use for Ad-Hoc Subprocesses

In BPMN, an ad-hoc subprocess is one which has no sequence: the order in which their constituent tasks are performed is unknown or unspecified. The tasks therein not only have no stipulated running order, they don’t have to execute at all. Until recently, when modelling business processes, I’d use ad-hoc processes to denote business activities for which order was irrelevant or ‘unknowable’. But the use of BPM tools has thrown up a new rationale for ad-hoc processes. One which may make their use considerably more common…

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