A large consulting company recently conducted an assessment of the IT development approach followed by one of our clients that uses our approach for business analysis with business rules. The consulting company judged the approach highly effective because the approach is ‘componentized’ (their description).
The consulting company meant that business rules are viewed as a component; business processes are viewed as a component; business vocabulary is viewed as a component; etc. ‘Componentized’ may or may not be the right description, but the consulting company hit upon an important point.
Most IT methodologies for requirements development today make no attempt to examine the fundamental questions what, how, where, who, when, and why individually and selectively. That omission is odd to say the least. Those six questions are ones all of us ask and answer every day in real life. The six question words are very basic to our language.
Instead, most methodologies today are centric. They are process-centric or data-centric or user-story-centric or sometimes even rule-centric or decision-centric. A centric approach requires force-fitting some or all elements of a solution into a single mold that distorts and submerges other elements. Worse, a centric approach does little to avoid elements being neglected or omitted altogether.
Business problems are inherently complex and multi-faceted, as are their solutions. So we make every effort to ensure our approach to business analysis is well-factored and balanced – that is, non-centric – right from the start.
A non-centric approach doesn’t make developing winning business solutions harder, just the opposite. By addressing business complexity head on – as naturally factored in the real world – top-quality business solutions are far easier to attain. Experience proves it time and time again.
Excerpted from: Building Business Solutions: Business Analysis with Business Rules, 2nd edition, by Ronald G. Ross & Gladys S.W. Lam, 2015
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