Have you heard business rules described that way? You certainly have to stop and think about it for a minute. Without additional explanation the term “boundaries” could easily be misleading. For example the term could be interpreted incorrectly as suggesting business rules define scope – i.e., the operational edges of an organization or an initiative. They don’t.Let’s revisit the meaning of “business rule”. Business rules are guides or criteria used to:
shape conduct or actions
form judgments of behavior
Respectively, yes, business rules therefore establish “boundaries” for distinguishing:
acceptable or desirable conduct or actions from what is unacceptable or undesirable.
proper behavior from what is improper behavior.
correct or optimal decisions from what are incorrect or suboptimal decisions.
But these “boundaries” (delimitations) are a result of applying business rules, not what business rules fundamentally are (i.e., guides or criteria).Furthermore, these boundaries (delimitations) are not as rigid as the term “boundary” suggests. Depending on enforcement level, many business rules can be overridden with proper authority or explanation, or even ignored (e.g., guidelines). Level of enforcement is an organizational decision. Note that the transgressing behavior in such cases is nonetheless still within the scope of organizational operations.My bottom line re “boundary”. Describing business rules can …
wrongly suggest scope.
incorrectly assume all business rules are strictly enforced.
But otherwise sure, business rules do set up boundaries (delimitations) for how activity in the organization is undertaken. And that’s especially important when you start thinking about smart processes – as my recent posts suggest.
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.
“A great class that explains the importance of business rules in today’s work place.”
Christopher – McKesson
“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
“Sessions flow together well and build upon the concepts for the series which makes the learning easy and better retention.
The instructor is knowledgeable and very attentive to the audience given the range of attendees skill and knowledge of the subject at hand. I enjoy her training sessions.”
Deborah – American Family Insurance
“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!”