Enabling Operational Excellence
Enabling Operational Excellence
Enabling Operational Excellence
Enabling Operational Excellence

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How Business Processes and Behavioral Rules Relate: The Fundamental Insight of Business Rules

In football, when a referee throws a flag, the results of the most recent transform (play) are undone. In effect, by enforcing a rule, the referee prevents or negates the new state (yardline and sometimes the down) and enforces some other state. That’s the way behavioral business rules[1] work. Speed through a school zone and see if your desired state isn’t modified if some policeman happens to be watching. The relationship between behavioral rules and business processes is an indirect one, through state. Business tasks try to produce new states; behavioral rules step in to modify or prevent the new state if a violation occurs … just like the policeman parked in the school zone with a radar gun. More precisely, business tasks precipitate events that try to change state (the outputs, final or interim), and behavioral rules ‘watch’ for the particular events that produce violations. A violation produces a response, which can be another process – e.g., the referee jumping in to whistle the play dead or the policeman putting down his doughnut and chasing you. Yes, it’s important know which business tasks can violate which behavioral rules, but their relationship more complexly networked than you might think. In general, every behavioral rule expressed declaratively can be analyzed to produce two or more events (I call them flash points) where it can be violated and needs to be evaluated. I can provide endless examples. (Refer to http://www.brcommunity.com/b623.php?zoom_highlight=flash+point or to Chapter 8 of Business Rule Concepts, 3rd ed.) These events are likely to be in different business processes (or procedures or use cases) … and sometimes a given process may not have been modeled at all (or the event occurs ‘spontaneously’). The fact that each behavioral business rule can be violated at two or more flash points is a fundamental insight of the business rule approach. It’s precisely where current platforms, tools and methodologies fall short, and why consistency and compliance are so difficult to achieve. In other words, it’s an essential idea in really ‘getting’ business rules.


[1] In SBVR, there are two kinds of business rules; the second kind is definitional rules. As their name suggests, definitional business rules shape concepts and provide criteria for making decisions.

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Ronald G. Ross

Ronald G. Ross

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.