Are there concepts in the current business capability that need to be reorganized for, or ‘mapped’ to, the new or revised concepts of the future-form business capability?Here is an example ..
Current Situation: Currently marketing reps can make hand-shake deals with customers on the road (‘road deals’). In the past, these deals were usually based on long-standing connections, so proper documentation of the details (often missing) was not too important.
With faster rates of turn-over and more specialized products this traditional business practice has become problematic. So the business will no longer support road deals. A new concept is being introduced for ‘spontaneous’ deals, called spot deal, which provides better coordination.
When the future-form business capability is deployed, however, some road deals will still be in force. How should these existing road deals be handled?
Business Tactic (in the Policy Charter): ‘Road deals’ are to be discontinued.
Business Transition Rule: Any “road deal” made in the past by a marketing rep that has never been formulated into a contract must be considered a spot deal.A business transition rule is really about semantic migration. That fancy-sounding term isn’t needed though. At issue simply is knowing exactly what the words we use mean. Tackle that issue as a business problem, and the system solutions will fall into place. ~~~~~~~~~~~~~~~ My business partner, Gladys S.W. Lam, will be using the airline example in one of her talks at the Business Rules Forum Conference http://www.businessrulesforum.com/ Oct 28 – Nov 1 in Ft. Lauderdale.
Discussion: The rulebook of a game enumerates all the do’s and don’ts (rules) of that game along with the terms and definitions (vocabulary) needed to understand the rules. Each participant in the game, whether player, coach, referee or umpire, scout, spectator, or media person, is presumed to understand and adhere to the rules to the extent his or her role in the activity requires. The rulebook sometimes suggests how to play the game to maximum advantage, but never dictates playing strategy.
Similarly, a rulebook in business includes the business rules (and advices) needed to perform day-to-day operational business activity correctly or optimally, along with the structured business vocabulary (fact model) needed to understand the business rules correctly. Each participant in the business activity must adhere to the business rules to the extent his or her role requires. The rulebook never dictates business strategy, but should reflect, enforce, and measure it.
Unlike the rules for a game, however, business rules change, often quite rapidly. Therefore knowing the original source of each business rule, its know-why, and its full history of modifications, as well as how and where the business rule is currently deployed, is essential in effective rulebook management.rulebook management: the skills, techniques and processes needed to express, analyze, trace, retain, and manage the business rules needed for day-to-day business activity general rulebook system (GRBS): an automated, specialized, business-level platform for rulebook management
Discussion: Key features of a general rulebook system (GRBS) include rich, interactive support for structured business vocabularies (fact models) and comprehensive traceability for business rules (not software requirements).
Unlike a business rule engine (BRE) a GRBS is not run-time. Think of a GRBS as more or less like a general ledger system, except for Business Analysts. Because of the potential of GRBS to support compliance and accountability, a GRBS is indispensable for improved business governance.~~~~~~~~~~~~~~~~~~ From Building Business Solutions: Business Analysis with Business Rules, by Ronald G. Ross with Gladys S.W. Lam, An IIBA® Sponsored Handbook, Business Rule Solutions, LLC, October, 2011, 304 pp, http://www.brsolutions.com/bbs