Moving the Goalposts for Data Models … Deliberately
A practitioner recently said this: “Even if we assume that a technical methodology might exist to generate a complete and correct data model from a set of articulated business rules / facts, in my opinion this approach just moves the target from the data modeling area to the need to verify the articulation of business facts / rules for completeness and correctness.”
Exactly! And why would that be a problem?!
Here’s an additional advantage: The core concepts (concept model or fact model) of an operational business area are very, very stable. Don’t believe it? As proof see http://www.brcommunity.com/b594.php (short case study, well worth a quick read).
The problem with current data modeling practices is that a large gap often exists between the business view of things (operational business things) and the ‘data’ view of those things – even when trying to keep to a ‘conceptual’ view. This gap gives business-side people a ready excuse to drop out. But data modelers alone can’t provide the necessary business know-how for a robust, complete model.
The problem is so big, it’s hard to see. Current data model practices evolved bottom-up, from database designs. (I believe I can speak with some authority here. I was editor of the Data Base Newsletter, 1977-1999, and wrote three books related to the matter in the late ‘70s and early ‘80s.)
It’s time for us to approach the problem top-down. There is a natural way to build concept systems – it starts with basic business communication. The standard for such an approach already exists – SBVR. (For discussion see BRCommunity’s SBVR Insider section.) We’re already living and working in a knowledge economy … We need to start acting like it!
Tags: concept model, conceptual data model, data model, fact model, SBVR
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.