Consolidation is not the same thing as integration. What does it really take to integrate business practices? Let me illustrate with a thought experiment.
Imagine that the U.S., Canada, Cuba, Jamaica, and Japan were completely closed societies. However, to invigorate their sports, each allows one visitor for one day each century to bring a new game idea.
For the 1800s, baseball is chosen. Abner Doubleday arrives in each country, and talks about bases, runs, strikes, balls, innings, and all the other things of baseball. At the end of the day he leaves. Nobody knows what happens until the next visit, a hundred years later.
As it turns out, each country has embraced the game enthusiastically, and each now has a century of competitive results.
So taken are the countries with the game, they express a desire to merge their results, and to begin an international league. A commission is chartered for that purpose and hires business architects.
The initial results are promising. Each country uses the same nouns (i.e., bases, runs, strikes, batters, etc.), and many of the same verbs (e.g., “run is scored in inning”). A data model emerges that meets general approval.
Then the trouble begins. Not surprisingly, substantial differences have arisen over a hundred years in how each country plays the game.
In Japan, a batter loses so much face after one strike (not a foul ball) he is immediately retired.
In Canada (being a tolerant country), an unlimited number of strikes per at-bat is permitted but, to compensate, only two outs per inning.
In Cuba (being a socialist country), strikes are charged to the pitcher, rather than to the batter.
In Jamaica (suffering from earlier British influence), only two bases are used, the ball is bowled, ‘pitch’ refers to the playing field, and games may continue for two days.
Can the results be merged? Yes and no. Because they are based on the same words, they can be consolidated (lumped together). However, because each country plays the game differently, they cannot be integrated (compiled meaningfully).
What does it take to achieve true integration of business practices? Without common standards for how the game is played, integration is impossible. To play ball you need business rules and a shared rulebook.
Location: Online Seminar
Do your business processes always produce correct and consistent results? If not the problem probably lies with your business rules and decision logic. Business Analysts need the right techniques to fix these problems – process models, use cases, data models and other requirement techniques just aren’t right for the job. This hands-on series will equip you with proven techniques for success.
More info: http://www.attainingedge.com/online-training-business-rule-analysis-masterclass.phpRegister for full series!
Session 1. The why, what and who of business rules
Next Session: October 1, 2013 @ 10:30am – 12:00noon (ET)
Why business rules
What benefits you can achieve
What business rules are, and are not
Business rules vs. business processes
Kinds of business rules: definitional vs. behavioral
How the business should react to violations
Business rules and decisions
What skills you need to capture business rules effectively
It’s time to come to grips with what is meant by “rule” in the context of big data. There’s much confusion out there.In a recent keynote, Rick van der Lans stated, “… big data leads to more and more interesting insights, and from there to more and more rules.”What does he mean? The funny thing is you can also call ‘insights’ rules … and some people do(!). Not me! Read on.An ExampleOne of Rick’s examples of rules born from big data:
If 2 calls disconnect within 10 minutes, then offer a product discount.
What’s the insight and what’s the rule? Does the statement represent both? Does it express a business rule? The syntax of the statement is in if-then form. Doesn’t that imply a business rule?!No! According to the standards SBVR and the Business Motivation Model (BMM), business rules must be:
Declarative. The statement above is not declarative because it includes the command “offer”.
Practicable. The statement above is not practicable – not ready to roll out into prime-time business operations – because it’s ambiguous. More on that momentarily.
My analysis …
“2 calls disconnect within 10 minutes” … That part of the statement suggests an insight: Calls on hold for 10 minutes or more are likely to disconnect.
“offer a product discount” … That part of the statement suggests a remedy, a way to recover from a bad situation.
The motivation behind the statement might be:
We can assume people are getting frustrated at the 10 minute mark or before. If we offer a product discount, they’ll be mollified and more likely to hold on or to purchase.
What should we call the statement? It does give guidance and it does clearly have a role in strategy. However, neither the insight nor the remedy is practicable. Here are some unanswered questions that could produce ambiguity.
The insight part: Does the 10 minutes refer the wait period on each individual call? Or to any time interval during which calls are waiting?
The remedy part: How much discount? On which product(s)?
So according to the standards the statement represents a business policy, not a business rule. A corresponding business rule might be:
A caller must be offered a 15% discount off list price on any product in stock if the caller has been on hold for more than 10 minutes.
This version removes the ambiguities. It clarifies that we’re referring to:
The wait period on an individual call.
A 15% discount off list price.
Any product in stock.
Only WonkNerds Beyond This point“Rule” has several meanings – one reason I try to avoid the word as much as possible. Compare the following definitions for “rule”. (All definitions from Merriam-Webster Unabridged Dictionary.)
2a(1): a statement of a fact or relationship generally found to hold good : a usually valid generalization
Let’s call this meaning rule1. It roughly corresponds to insight … i.e., “as a rule we find that …”. It’s experiential – based on evidence.
1f: one of a set of usually official regulations by which an activity is governed
Let’s call this meaning rule2. It roughly corresponds to the underlying sense of business rule … i.e., “It’s necessary or obligated that you must …”. It’s deliberate, based on policy.Job one in analysis of big data is to identify interesting relationships (rule1) and then deliberately formulate business rules (rule2) to produce outcomes desirable for your company. In other words, starting from rule1 you want to move expeditiously to rule2.Logicians have been on top of this distinction for a long, long. Only they speak in terms of implications, not rules. There are two kinds of implications – material and logical. Let’s repeat the discussion above using these terms. Don’t overlook the word strictly in the second definition.material implication (rule1)
2b(1) : a logical relationship of the form symbolically rendered *if p then q* in which p and q are propositions and in which p is false or q is true or both
logical implication (rule2)
2b(2) : a logical relationship of the form symbolically rendered *if p then strictly q* in which q is deducible from p
Let me repeat myself on job one in analysis of big data using implication:
Job one in analysis of big data is to identify material implications (rule1) and then deliberately formulate logical implications (rule2) to produce outcomes desirable for the company. In other words, starting from material implications (rule1) you want to move expeditiously to logical implications (rule2).
I use “business rule” only for a statement of the rule2 variety, and only if that statement is both declarative and practicable. A statement has to prove itself to be a business rule – it’s only a pretender if it fails to meet the standards.
“Instructors were very knowledgeable and could clearly explain concepts and convey importance of strategy and architecture.
It was a more comprehensive, holistic approach to the subject than other training. Emphasis on understanding the business prior to technology considerations was reassuring to business stakeholders.”
Bernard – Government of Canada
“We actively use the BRS business-side techniques and train our business analysts in the approach. The techniques bring clarity between our BAs & customers, plus more robust requirements for our development teams. We’ve seen tremendous value.”
Jeanine Bradley – Railinc
“I found the course interesting and will be helpful.
I like the pragmatic reality you discuss, while a rule tool would be great, recognizing many people will use Word/Excel to capture them helps. We can’t jump from crazy to perfect in one leap!
Use of the polls is also great. Helps see how everyone else is doing (we are not alone), and helps us think about our current state.”
Trevor – Investors Group
“Your work has been one of the foundations of my success in our shared passion for data integration. It has had a huge impact on innumerable people!”