New Book: Real-World Decision Modeling with DMN

New Book: Real-World Decision Modeling with DMN

I’m very pleased to announce my collaboration with James Taylor, CEO of Decision Management Solutions, on a definitive guide to Decision Modeling with the Object Management Group’s Decision Model and Notation (DMN) standard. Our book, “Real-World Decision dmn front coverModeling with DMN”, will be published by Meghan-Kiffer Press in Q4-2016.

James has a vast experience of Decision Modeling and is a prominent member of the Object Management Group (OMG) panel that designed the DMN standard. He practically invented the term Decision Management. Like us, he has been applying Decision Modeling techniques to help companies master and improve their Business Decisions since the first standards emerged over five years ago. James is an insightful, shrewd and accomplished man and working with him is a real pleasure. We both aim to enrich the book with our practical experience of using DMN on large projects.

This comprehensive book will provide a complete explanation of the Decision Modeling technique, the DMN standard and of the business benefits of using it. Full of examples and best practices developed on real projects, it will help new decision modelers to quickly get up to speed while also providing crucial patterns and advice for more those with more experience.

This book has been published since this article was written. Find out more details about the release.

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Book Review: Process and Decision Modeling in BPMN/DMN

Book Review: Process and Decision Modeling in BPMN/DMN

Thankfully, Tom Debevoise and James Taylor have recently joined forces to address the drought of books on DMN and its integration with BPMN. They have updated the former’s Microguide to Processing Modeling in BPMN to include decision modeling and published it as the Microguide to Process and Decision Modeling in BPMN/DMN. As an admirer of both Tom’s precise, example-laden earlier work and James’ impressive work on decision management, I have a very high opinion of their book. See why here… (more…)

Business Decisions and Business Rules: What’s the Difference?

Business Decisions and Business Rules: What’s the Difference?

Within the past ten years the business rule community has been referring increasingly to business ‘decisions’ in its books, papers and internet forums and somewhat less frequently to business ‘rules’. But what is a business decision? Is it a synonym of business rule? Some certainly seem to use it that way—some tabular rules even come in the form of ‘decision tables’.

Is ‘decision’ a new term for ‘rule’, invented to help with marketing of the same old ideas for comparatively ‘new’ disciplines like Enterprise Decision Management? Are decisions the new rules, or just hype? Or is a decision a genuinely new idea in its own right?  Are business rules and business decisions compatible: can they be used together, or must one choose between them?

This article explains our view—forged by front-line experiences over the past decade—that business decisions and rules are very different things.

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BPM’s New Use for Ad-Hoc Subprocesses

BPM’s New Use for Ad-Hoc Subprocesses

In BPMN, an ad-hoc subprocess is one which has no sequence: the order in which their constituent tasks are performed is unknown or unspecified. The tasks therein not only have no stipulated running order, they don’t have to execute at all. Until recently, when modelling business processes, I’d use ad-hoc processes to denote business activities for which order was irrelevant or ‘unknowable’. But the use of BPM tools has thrown up a new rationale for ad-hoc processes. One which may make their use considerably more common… (more…)

BPM Task Selection: Why More Choice Means Less Control

BPM Task Selection: Why More Choice Means Less Control

One of my assumptions about Business Process Management (BPM) systems is that they can empowers users. By users I mean task participants—human workers who actually perform the jobs defined by the BPM.  These systems orchestrate processes, make them visible to the participants and facilitate collaboration across the enterprise. BPM installations, within the confines of the process defined by SMEs, provide workers with: a choice of the tasks they select from their ‘work queues’, a shared process context so they can see where they fit in to the ‘bigger picture’ and metrics that show how they are performing.

I now understand that, in some cases, this ability to select jobs is the last thing workers or the SMEs really want… (more…)