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.phpWhat people-challenges face your business today? What role should business systems play?Time shock. As the rate of change accelerates, workers are constantly thrust into new roles and responsibilities. They must be guided through unfamiliar procedures and know-how as thoroughly and as efficiently as possible. The business pays a price, either directly or indirectly, if getting workers up to speed is too slow (or too painful). Time shock is like culture shock — very disorienting if you’re not prepared for rapid immersion.Training. The flip side of time shock is training — how to get workers up to speed. Training is expensive and time-consuming. Yet as the rate of change accelerates, more and more (re)training is required. Where do you turn for solutions?The foremost cause of time shock for business workers is rapid change in the business rules. At any given time, workers might be found at virtually any stage of time shock. Sometimes, you might find them completely up-to-speed, other times completely lost. Most of the time, they are probably somewhere in between. That poses a big challenge with respect to training.The only approach to training that will truly scale is on-the-job self-training. Knowledge Companions.Such built-in training requires smart architecture, where pinpoint know-how can be put right in front of workers in real time as the need arises — that is, right at the point of knowledge. What that means, in effect, is that the relevant portion of the company’s know-how — its rulebook — is ‘read’ to the worker on-line, right as the worker bumps up against the business rules.So a key idea that business rules bring to architecture is that operational business systems become knowledge companions for workers in the knowledge economy. After all, isn’t making people smarter the whole point of knowledge?!
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.phpLet me use an example to sketch the workings of business rules in smart architecture based on points of knowledge. 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.
Location: Online Interactive Training
Why Attend …Working on developing requirements? Wrestling with complex business process models? Harvesting business rules to implement in a rules engine?
Many professionals are finding there are big gaps in their current approaches:
Their requirements methodology fails to capture and specify decision logic.
Their business process models mangle the logic for making decisions.
Their decision management platforms support implementation but don’t connect to the business.
The subtitle of my Business Rules Concepts handbook (now in its 3rd edition) is ‘Getting to the Point of Knowledge’. I wasn’t trying to be cute, I meant it literally.
Here’s an example. Try entering a URL in a LinkedIn invitation. I don’t know if it’s a new business rule or not, but I tried it for the very first time just the other day to point someone in the right direction on an EA question. Not allowed. I didn’t know that. I was informed and now I’m a wiser member of the social community.
This is an example of what in our new book ‘Building Business Solutions: Business Analysis with Business Rules’ (Oct, 2011) we call real-time business operation systems (BOS). It takes a just-in-time (JIT) approach to the delivery of know-how. (A business rule always encodes know-how.) In my LinkedIn experience I was informed of the latest business rule in-line in a self-service, JIT manner. Violate business rules (the latest one or any of them) and if you’re authorized and capable, you’ll get back a ‘training’ message. Here’s what LinkedIn said back to me:
We’re sorry, you cannot include website addresses in invitations. Please remove the website address and try again.
Here’s a more direct statement of the business rule in RuleSpeak: A LinkedIn invitation must not include a URL.
The RuleSpeak version conveys the same information as the LinkedIn message, just more succinctly. As I’ve been saying since at least 1994, the business rule statement is the error message. It’s the error message from a business, not system, point of view. That’s why it’s called a business rule. If you do want a friendlier version (as LinkedIn did) that’s fine.
Think for a minute about your operational business processes. Many of your business rules either change frequently, unexpectedly or both. How can you keep all your operational staff up-to-speed? Constantly send them off to training classes?! Flood them with tweets or e-mails?! Not going to work.
In a world of constant change, a system is not state-of-the-art unless it addresses continuous re-training. Business rules do. Ultimately there’s no alternative. I’ve been saying that for a long time too.
“I found the course interesting and will be helpful.
I like the pragmatic reality you discuss, while a rule tool would be great, recognizing many people will use Word/Excel to capture them helps. We can’t jump from crazy to perfect in one leap!
Use of the polls is also great. Helps see how everyone else is doing (we are not alone), and helps us think about our current state.”
Trevor – Investors Group
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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
“You did a wonderful job!! The material was organized and valuable.”
Janell – Texas State University
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It was a more comprehensive, holistic approach to the subject than other training. Emphasis on understanding the business prior to technology considerations was reassuring to business stakeholders.”
Bernard – Government of Canada
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Jeanine Bradley – Railinc
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