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Enabling Operational Excellence
Enabling Operational Excellence
Enabling Operational Excellence

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Breach Specifications for Decision Rules

Your ability to respond in appropriate ways to pinpoint circumstances where business rules are breached – automatically and independently of processes – provides the mechanism you need to support very smart, very friendly business systems. Normally we think about breaches occurring for behavioral rules, where a breach means a violation has occurred. Can breaches occur for decision rules too? The answer is yes and no. Read on! A breach occurs for a business rule when the business rule isn’t satisfied upon being applied to some set of circumstances (state of affairs). Normally we think about breaches occurring for behavioral rules, where a breach means a violation has occurred (e.g., you violated the posted speed limit). The potential for violations of behavioral rules raises several important questions that business analysts should answer in advance of deployment for each behavioral rule[1]:

1. What level of enforcement should be applied.

2. What special response to a violation is appropriate, if any.

3. What special message, if any, should be returned to some worker(s) upon a violation.

Unlike behavioral rules, no definitional rule[2] can ever be violated. Literally, things must be correct under such rules by definition. Let’s take an example. Suppose somebody asserts “2+2=5”. According to the rules of mathematics, we know the correct answer is 4. The answer “5” is deemed irrevocably wrong. But is the asserted answer ever allowed to stand?
    • If the rule is defined as a decision rule, the asserted answer is never allowed to stand. More precisely, the assertion would never be recognized to have happened in the first place. If someone asserts “2+2” the answer “4” is concluded immediately. Period. No breach, no opportunity for error.
    • If defined as a behavioral rule (one that is not strictly enforced), the asserted answer is allowed to stand, but a violation is recognized. How might that capability be useful? Suppose the error were made by a student in grade school. It might be quite useful for the student and/or a tutor to know about it immediately and automatically. Specifying an appropriate violation response can make such notification happen.
In business, of course, definitional rules can be far more complex. Nonetheless, your ability to respond in appropriate ways to the pinpoint circumstances where certain rule-related events occur – automatically and independently of processes – provides exactly the mechanism you need to support very smart, very friendly operational business decision systems. Decision Rules and Breaches Decision rules[3] are a special kind of definitional rule involving implications (e.g., A implies B). They support inferences and determinations – identifying an appropriate outcome from among a set of alternatives. Like all decision rules, definitional rules cannot be violated. They are simply deemed true by definition. Purely from a business perspective, however, some assertions of fact(s) may make it appear that a breach-like event has occurred. I take pains to emphasize any such perception is purely from the business perspective, not from the perspective of logic. You perceive a breach of a decision rule simply because it’s useful to do so, not because any true violation has occurred. In evaluating some particular case (situation, set of circumstances, or matter of concern), for example, things might not follow the ‘happy path’. Think of a breach of a decision rule as a bump in the road – a gap along the happy path. Let’s return to the three questions listed earlier. Although the first question about enforcement level obviously doesn’t apply to decision rules, adjusted versions of questions 2 and 3 remain in play. Consider the following simple business example. Suppose a bank has this decision rule:

A credit application must be considered discrepancy-free with respect to a credit report for the applicant if all the following are the same:

    • name
    • date of birth
    • Social Security Number
    • current address
    • previous address
Let’s suppose that an applicant uses just the initial for her middle name on her credit application. If the credit report shows her full middle name, then the names are not the same and the credit application will not be considered discrepancy-free. Note carefully the rule hasn’t been violated; it did its ‘work’ correctly and it did reach the proper conclusion (not discrepancy-free).  But a gap – a breach – for her case has been identified from a business perspective because the rule failed on one of the conditions. We should be able to take advantage of that breach to take appropriate action – selectively, automatically and in real time. For example, the desired response to the breach might be to insert the following to-do item in the work queue of the responsible staff member: “Review discrepancy and manually ok if appropriate”. (The to-do item should naturally also provide ready access to the related documents.) The breach of the rule causes this action to occur automatically. Think about how many decision rules might exist for determining credit-worthiness, and how many selective conditions they might have. Could you build a responsive system by incorporating the selective responses needed into the related process model(s)? Not a chance – that approach won’t scale. Instead, the selective responses need to be specified based on the business-rule side of things. Kinds of Breach Specifications for Decision Rules Breach specifications for a decision rule can be of the following two kinds.[4] Breach Response. A breach response can be an action of virtually any kind. For example, a breach action might be to:
  • Add some task(s) to a (non-redundant) to-do list in some appropriate work queue.
  • Add some documentation items to a (non-redundant) not-yet-received list.
By these means very selective follow-up processing/handling (“what to do next”) can be organized pertaining to any specific issue (breach) for a given case. Such selectivity is made possible by the granularity of the rules. Breach Message. A specially-worded breach message can be forwarded to any involved party either inside or outside the company. A breach message generally explains one or both of the following at any level of detail desired:
  • Why the rule or condition failed. (The rule or condition statement already indicates very precisely what the issue is, but the breach message can explain in a more friendly manner.)
  • What should be done to address the issue.
More Complex Example Breach specifications apply selectively and specifically to a decision rule and/or any of its conditions. A breach specification applies if and only if that decision rule and/or condition fails (is not true) in evaluating some specific case (e.g., a specific credit application). An example of a decision rule with condition-specific breach specifications is illustrated in Table 1. Table 1. Example of More Complex Decision Rule with Condition-Specific Breach Specifications

Decision Rule

Breach Response

Breach Message

A fluctuating income must be considered eligible if all the following are true:     

Conditions of the Decision Rule

 

 

  • the applicant has a 3-year proven track record of consistent income
   
  • the applicant is likely to have comparable income in the future
Add to-do item for that credit application: “Contact employer to verify applicant has reasonable opportunity for future income.”  
  • the income is validated
Add required documentation items not yet received to a pending list for the credit application. To applicant: “[date] Here’s a list of documentation items related to your income we have not yet received. [pending list].”
  Using Breach Specifications Breach specifications can be:
  • General for an entire decision rule including all its conditions. (The example in Table 1 doesn’t include any whole-rule specifications. If the rule did they would appear in the first row.)
  • Specific to a given condition.
  • Specific to collections of conditions (none shown for the example).
A breach is detected only if the conclusion of the rule as a whole, or some particular condition within it, evaluates to not true. Things being true should be viewed as moving the case along the desired path (i.e., no breach has occurred).[5] Decision rules (and breach specifications) should be expressed carefully so as to preserve this positive orientation. Generally, breach actions should be specified only if something can be done to overcome a failure (of a rule or condition). The goal is to move things forward in the case.[6] In the example above, for instance, if nothing whatsoever can be done to correct an issue, the credit application should simply be declined. A behavioral rule to that effect should be specified. In hierarchies of decisions (e.g., as in Q-Charts[7]) and decision rules (e.g., as based on series of logical dependencies), breach specifications should generally be made only at the lowest level of rule reduction/decomposition. A rule at a higher level in a logical hierarchy only evaluates to not true if some rule(s) below it evaluate to not true. Define breach specifications at the lowest level of granularity. ~~~~~~~~~~ www.BRSolutions.com
[1]Ronald G. Ross, “Breaking the Rules:  Breach Questions,” Business Rules Journal, Vol. 14, No. 2 (Feb. 2013), URL:  http://www.BRCommunity.com/a2013/b688.html
[2]Ronald G. Ross, “What Is a Business Rule?” Business Rules Journal, Vol. 11, No. 3 (Mar. 2010), URL:  http://www.BRCommunity.com/a2010/b525.html   
[3]Ronald G. Ross, “Decision Rules vs. Behavioral Rules,” Business Rules Journal, Vol. 14, No. 7 (July 2013), URL:  http://www.BRCommunity.com/a2013/b709.html 
[4]Although rules can be specified in violation specifications for behavioral rules (e.g., to express some sanction or penalty), they should never be specified within breach specifications for a decision rule. Such ‘nesting’ of rules, especially on the basis of ‘not true’, is inappropriate.
[5]Otherwise the advantages of overall declarative specification can be forfeited.
[6]By default, breach specifications for a decision rule apply only the first time it is evaluated for each case. The assumption is that all business rules, including decision rules, are evaluated on a continuous basis. Re-application of any breach specification for a case therefore requires additional timing and iteration criteria. Whether a case is evaluated iteratively on the same set of decision rules based on timing criteria applied by or for some external process or platform is outside the scope of this discussion. No matter what the scheme of evaluation, the expression of the decision rules – as for all business rules – should be completely unaware of it.
[7]Ronald G. Ross, “Modeling Decision Structures — Part 2:  Question Charts (Q Charts™) and Hybrid Diagrams,” Business Rules Journal, Vol. 14, No. 10 (Oct. 2013), URL:  http://www.BRCommunity.com/a2013/b722.html

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What Makes Business Smart?

I am certainly interested in what makes processes smart. But I’m a lot more interested in what makes business smart. My observations:
                                • A process lets you interact with customers, but doesn’t guarantee those interactions are the best possible.
                                • A process crosses silos and boundaries of place and time, but doesn’t ensure you communicate across those silos and boundaries.
                                • A process produces things, but doesn’t ensure you produce the right things.
                                • A process pays the bills, but doesn’t find you new money.
                                • A process lets you play the game, but doesn’t determine whether you will win.
                                • A process lets you act, but doesn’t guarantee you will learn from it.
Here are things I know are directly involved in making your business smart. All of them affect processes, but none of them are processes:
    • Business rules
    • Core business concepts
    • Operational business decisions
    • Strategy
    • Policy monitors (KPIs)
So as you start hearing analysts say that smart processes are the next big thing, take it with a grain of salt. Be very clear about three things:
    1. The target should be smart business – not smart processes per se.
    2. Smart automation won’t go very far unless you specify the right things.
    3. The things you need to specify are knowledge things, not process things.
(I suppose I could add there are no silver bullets, but I’m pretty sure you already know that.)

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Point-of-Knowledge Architecture: True Business Agility, Incremental Development, In-Line Training, and Real-Time Compliance

Excerpted from Business Rule Concepts: Getting to the Point of Knowledge (4th ed, 2013), by Ronald G. Ross, 162 pp, http://www.brsolutions.com/b_concepts.php Let me use an example to sketch the workings of business rules in smart architecture based on points of knowledge[1].  Refer to the Figure to visualize how the system works.

Aside: I have been using this same slide since 1994(!).

Suppose you have a process or procedure that can be performed to take a customer order.
  • An order is received.  Some kind of event occurs in the system.  It doesn’t really matter too much what kind of event this is; let’s just say the system becomes aware of the new order.
  • The event is a flash point — one or more business rules pertain to it.  One is:  A customer that has placed an order must have an assigned agent.
  • We want real-time compliance with business policy, so this business rule is evaluated immediately for the order.  Again, it doesn’t much matter what component in the system does this evaluation; let’s just say some component, service, or platform can do it.
  • Suppose the customer placing the order does not have an assigned agent.  The system should detect a fault, a violation of the business rule.  In other words, the system should become aware that the business rule is not satisfied by this new state of affairs.
  • The system should respond immediately to the fault.  In lieu of any smarter response, at the very least it should respond with an appropriate message to someone, perhaps to the order-taker (assuming that worker is authorized and capable).
What exactly should the error message say? Obviously, the message can include all sorts of ‘help’.  But the most important thing it should say is what kind of fault has occurred from the business perspective.  So it could start off by literally saying, “A customer that has placed an order must have an assigned agent.”  We say the business rule statement is an error message (or better, a guidance message). That’s a system putting on a smart face, a knowledge-friendly face, at the very point of knowledge.  But it’s a two-way street.  By flashing business rules in real-time, you have an environment perfectly suited to rapidly identifying opportunities to evolve and improve business practices.  The know-how gets meaningful mindshare.  That’s a ticket to continuous improvement and true business agility.

Smarter and Smarter Responses

Is it enough for the system simply to return a guidance message and stop there?  Can’t it do more?  Of course. For the order-taking scenario, a friendly system would immediately offer the user a means to correct the fault (again assuming the user is authorized and capable).  Specifically, the system should offer the user another procedure, pulled up instantaneously, to assign an appropriate agent.  If successful, the user could then move on with processing the order. This smart approach knits procedures together just-in-time based on the flash points of business rules.  It dynamically supports highly-variable patterns of work, always giving pinpoint responses to business events (not system events).  In short, it’s exactly the right approach for process models any time that applying know-how is key — which these days, is just about always! The Business Rules Manifesto (http://www.businessrulesgroup.org/brmanifesto.htm) says this:  “Rules define the boundary between acceptable and unacceptable business activity.”  If you want dynamic processes, you must know exactly where that boundary lies, and how to respond to breaches (at flash points) in real time. Is that as smart as processes can get?  Not yet.  Over time, the business rules for assigning appropriate agents might become well enough understood to be captured and made available to the system.  Then when a fault occurs, the system can evaluate the business rules to assign an agent automatically.  At that point, all this decision-making gets tucked very neatly under the covers.  Even if the business rules you can capture are sufficient for only routine assignments, you’re still way ahead in the game. Smart architecture based on business rules is unsurpassed for incremental design, where improvement:
  • Focuses on real business know-how, not just better GUIs or dialogs.
  • Continues vigorously after deployment, not just during development.
  • Occurs at a natural business pace, not constrained to software release cycles.
The Manifesto says it this way:  “An effective system can be based on a small number of rules.  Additional, more discriminating rules can be subsequently added, so that over time the system becomes smarter.”  That’s exactly what you need for knowledge retention, as well as to move pragmatically toward the knowledge economy.  Business rules give you true agility.

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To: Business Process Manifesto … From: Business Rules Manifesto … Re: How Business Processes and Business Rules Relate

When the Business Rules Manifesto was published in 2003 (http://www.businessrulesgroup.org/brmanifesto.htm), I co-proposed the six items below related to business processes as an additional (eleventh) Article. The Business Rules Group (BRG) decided (probably wisely) to avoid that potentially controversial area, however, and concentrate on the core message of business rules. Since a Business Process Manifesto has been in the works, it’s worth going back over the proposed items. I believe they remain valid. So I dug them out of my Editor archives, cleaned them up a bit, and presented them below. Aside: In 2003 the BRG wasn’t careful about saying “business rule” (instead of just “rule”) and business process (instead of just “process”). But that’s what we meant – real-world rule and real-world process – not technical specifications. I’m very careful about that clarification these days. A great many people have a hard time seeing the difference. Item 1. Business rules guide business processes.

Comment: If this one is not self-evident, all bets are off.

Item 2. Business rules should be substituted for any activity in a business process where the result(s) of that activity can be produced by the business rules.

Comment: This item refers to what SBVR calls definitional rules – business rules that can derive, classify or compute something. For any given ‘something’, there might be only a single business rule, or a very large number of business rules. The ‘something’ could be an operational business decision requiring many dozens or hundreds of decision rules organized into decision tables.

One thing the item doesn’t say is that not all such ‘somethings’ need to be supported by business rules from the very beginning. In fact as Item 8.5 says, they don’t need to be. Business rules are very good for incremental development. (Development of what? Smart business processes.)

Item 3. Business rules can cause business processes to be initiated under appropriate circumstances.

Comment: Circumstances can arise that require the business to respond in a pre-scripted manner – e.g., low inventory status, potential fraud or intrusion, etc. Some business rule(s) should identify the circumstances involved in such ‘spontaneous’ business events.

Item 4. The default explanation or message for any error that occurs in a business process for a business reason is a business rule.

Comment: This item is truly ground-breaking. Business rules express the do’s and ‘don’ts’ of business activity; therefore, any error that occurs under a business process for a business reason is ‘explained’ by a business rule. What else could it be?!

Keeping systems carefully aside, and noting the obvious possibility of providing additional or alternative ‘explanations’, I like to say ‘the business rules are the error messages’. By the way, I’ve been saying that since 1994 – I have the slides (transparencies actually) to prove it. If you have doubts about this item, please provide examples(!).

Item 5. Any delay in the ability to enforce a business rule must be coordinated with business processes.

Comment: In SBVR, behavioral rules are business rules that can be violated. (Definitional rules can’t be.) An example where such delay might occur is a business rule that requires an approval or sign-off on something (e.g., an extra-large order on credit) by somebody (e.g., the branch manager) who is not immediately available. The business process for that particular something must be suspended until some future time.

Note: Additional business rule(s) providing appropriate suspense criteria (e.g., 24 hours) would be wise in such cases. We don’t want an order sitting in limbo forever(!).

Item 6. Business rules cannot constrain the workings of a business process directly, but only the following: (a) the state required for the business process to be performed; (b) the state while the business process is being performed; and (c) the results – that is, the state – the business process seeks to leave behind when finished.

Comment: I think of a business process as being like a black box with respect to business rules. The business rules cannot and should not ‘look’ inside. Instead, all matters of state should be externalized so business rules – and business people – can know it and talk about it. Get ready for this: This item indicts BPMN with its token-based approach to process state. The future lies with externalizing semantics. Sorry guys!

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