Decision Modeling notations have been adopted by companies to improve the integrity, transparency and agility of their important business decisions. They facilitate the management of business decisions as a vital business asset.
Over the past eight years, Decision Modeling has been dominated by two standards: The Decision Model (TDM), defined by Sapiens Inc, established in 2009 and documented superbly in The Decision Model book by Larry Goldberg and Barbara von Halle and The Decision Model and Notation (DMN) an open standard first defined by the Object Management Group (OMG) in 2013 and documented in books by James Taylor and Jan Purchase and Bruce Silver. Both standards are in use and continue to evolve.
While James Taylor and I were collaborating on our Decision Modelling book, and discussing our experiences of using DMN after using TDM, we wondered: how does TDM experience inform good practice in DMN? What can newcomers to Decision Modelling and DMN learn from the earlier standard?
In short, a great deal.
We believe that new, and even experienced, Decision Modeling practitioners can benefit significantly from background knowledge of TDM. This article explains why and what these benefits are.
Join us for this live presentation in picturesque Dublin to learn about the best practices and traps of integrating business processes with business decisions.
Why should organizations model their business decisions? What are the benefits of using DMN and BPMN to capture and define the logic of your business decisions and analytics within the context of a business process? How should you best split business concerns between the process and decisions and what are the pitfalls of interfacing the two? We will discuss all of these points.
This live presentation will examine how process and decisions work together and walk through real BPMN and DMN models from financial compliance explaining how process and decisions have been integrated in projects. Learn proven best practices for overcoming key business challenges: including overly complex rules, improving ROI of expensive processes and agile migration to automated decision services.
In this article I propose that every business analyst should be capable of identifying and modeling business decisions precisely and transparently. They should use a prescribed, standard format to describe decision-making that can be understood by other analysts with minimal explanation, rather than the individualistic, ad-hoc spreadsheets, text documents or technical business rules that they so often use today. Business analysts should be as proficient in modelling decision as they are with data or process and decision modeling should be a recognized as a ‘tool of the trade’. Being able to precisely represent business data, process and decisions should be seen as essential to the analyst role.
Without this skill, vital business knowledge will be buried in the volumes of incoherent verbiage that constitutes most written specifications; lost in the heads of SMEs who ultimately leave the company; or obscured in millions of lines of programming code or equally obscure excel spreadsheets where it may safely hide without fear of discovery.
Prominent and prolific contributor to the field of decision management and business rules, Jacob Feldman, has recently written a guide to decision modelling that is approachable, focused, intensely practical and engaging. An ideal read for the newcomer who wants to start building models quickly. Read our full review exclusively here.
In a recent article on the LinkedIn Group ‘The Decision Model and Notation (DMN)’, and on his own blog, Bruce Silver elegantly described why DMN is different to (and better than) other means of representing business decision models and asserted that these differences are set to make DMN of crucial importance to businesses that rely on their operational decisions. While I agree with Bruce’s feature list, I have some reservations about some of his observations.