I certainly understand the need for data models, and that fact they should be coordinated/integrated with process models. Who would question that these days?! But to re-engineer business decisions or knowhow-intensive business processes (or both), you need a structured business vocabulary – i.e., a concept model. The purpose of a concept model is to provide the terminology and wordings to write hundreds (or thousands) of rules coherently and consistently. Building such blueprint is not an insignificant undertaking. Yes, a concept model can be used as the basis for designing a model of the data needed to support processes, but that’s not its primary objective. Rather its purpose is to understand what the business rules and decision logic are talking about business-wise at ‘excruciating level of detail’ (to borrow a phrase from John Zachman).
A concept model involves hundreds of terms, some whose meanings are obvious, some whose meanings you think are obvious but aren’t, and some whose meanings are simply mysterious. We constantly have to caution against setting expectations too high about how much integration based on business semantics can be achieved on relatively short notice. Even though it seems like ‘defining business terms’ should be relatively easy, concept modeling is by far the hardest work we do. The problem in virtually every organization in the world today is that these business semantics have never been developed well enough (think semantic, rather than functional, silos) to take automation of logic to the next threshold – i.e., to white-collar automation. Yet that’s exactly where a great many organizations currently want (and urgently need) to go.www.BRSolutions.com
Ron Ross, Principal and Co-Founder of Business Rules Solutions, LLC, is internationally acknowledged as the “father of business rules.” Recognizing early on the importance of independently managed business rules for business operations and architecture, he has pioneered innovative techniques and standards since the mid-1980s. He wrote the industry’s first book on business rules in 1994.
“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
“You did a wonderful job!! The material was organized and valuable.”
Janell – Texas State University
“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
“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!”