A few years ago, Ron Ross’ organization, Business Rules Solutions, was invited to conduct a one-week facilitated session for a national taxation authority. The objective was to reverse-engineer business rules from a very complex spreadsheet called Al’s Spreadsheet. Read Ron’s Column to discover the lessons learned from that engagement.
In his Column this month, Ron recounts several experiences he and his colleagues encountered where incorrectly implemented business rules proved very costly to the organization. To avoid such problems, Ron suggests that control over decisions be put in the hands of business managers. Read his Column to learn the impact poorly implemented business rules can have on an organization.
Business Rules Solutions: Pattern Questions for Harvesting Business Rules from Business Models of Milestones or States
Ron Ross continues his series on Pattern Questions, focusing this month on questions pertaining to business models of milestones or states. Ron believes these questions assist not only in capturing related business rules, but also in discussing and resolving related business issues with business stakeholders. In this Column, he presents a targeted set of pattern questions pertaining to milestones and illustrates them with practical examples.
Business Rules Solutions: Pattern Questions for Harvesting Business Rules from Business Process Models
In this Column, Ron Ross and Gladys Lam discuss business rules as a powerful tool for practitioners to simplify business process models and enhance their quality. Pattern questions assist not only in capturing related business rules, but also in discussing related business issues with business stakeholders. Their Column presents a targeted set of pattern questions to assist in that process and illustrates them with practical examples.
This month Ron Ross presents general pattern questions that can be used to capture basic business rules. These pattern questions focus directly on the basic question words what, how, where, who, when, and why,– plus exceptions. Applying these pattern questions represents an important step in externalizing business rules from other components of a business solution, especially business process models.
Ron Ross asks if process modeling’s widget-centric origin resulted in deficiencies for developing world-class business solutions to white-collar problems. Are all your business capabilities really so process-centric? Are you being held back by traditional thinking? In this month’s Column, Ron tackles these and related issues.
Ron Ross asks, ‘How do you assess quality and defects in a business process when there’s no physical product?” He asserts that if you’re not documenting and managing your business rules as part of your BPM initiatives, you’re missing a crucial part of the problem. See if you agree with Ron.
Ron Ross is frequently asked to summarize what business problems the business rule approach was created to address. In this Column, he defines six commonly experienced business problems, the solutions to which involve the application of a business rule approach.
The Business Rules Group (BRG) has played a central role in developing core notions of business rules and the business rule approach in its current form. In his Column, Ron Ross examines the main themes in BRG’s thinking on business rules as explicitly expressed in four highly influential work products. It also reveals how that thinking has been refined since the early days in 1989.
Business Rule Solutions: Q&A: What We’re Learning from Decision Engineering, Part 2—Fresh Thinking about Business Process Models
Ron Ross encourages BPM practitioners to consider fresh ideas about business process models. Using a Q & A format, he relates what you need to know to bring your thinking and practices up to date in this, the concluding Column of this two-part series.