Business Process Management, Business Rules and Business Intelligence
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Business Process Management, Business Rules and Business Intelligence



A presentation given at the Business Rules Forum in October 2007.

A presentation given at the Business Rules Forum in October 2007.



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Business Process Management, Business Rules and Business Intelligence Presentation Transcript

  • 1. The three B’s: BPM, BR and BI Sandy Kemsley Kemsley Design Ltd. Business Rules Forum, October 2007
  • 2. Agenda
    • The value of business process management
    • Business rules and BPM
    • Business intelligence and BPM
    • BPM + BR + BI = greater than the sum of the parts
  • 3. Enterprise Business Processes
    • Chain of activities producing a business result
    • Usually spans functional silos
    • Requirement to “manage the white space” between functional groups
  • 4. BPM Defined
    • A management discipline for improving cross-functional business processes.
    • The methods and technology tools used to manage and optimize business processes.
  • 5. Process Lifecycle Model Automate Monitor Optimize
  • 6. BPM Goals
    • Efficiency
      • Automating steps and handoffs
      • Integrating systems and data sources
    • Compliance
      • Achieving and proving standardization
    • Agility
      • Changing processes quickly and easily
    • Visibility
      • See what’s happening in a process
  • 7. Business Rules and BPM
    • Key to agility in business processes
      • Routing decisions
      • Work assignment
      • Set parameters
    • Changing rules without changing the process
    • Applying rules consistently in processes and other applications
  • 8. BPM-BR alternatives: BR built into BPM
    • Typically not full-featured BR:
      • Simple Boolean rules for routing decisions
      • Rules defined and bound to a specific process step, hence may be replicated
    • Rule changes may require redeploying processes with IT involvement
    • Rule changes may not affect in-flight processes
    • Lower cost, built-in functionality
  • 9. BPM-BR alternatives: BPM calls external BR
    • Full BR functionality:
      • Complex rules, such as scoring
      • Global process control from one rule
    • Rules shared with enterprise applications
    • Changes to rule parameters can be made by business
    • Rule changes affect in-flight processes
    • Additional cost and implementation complexity
  • 10. Business Intelligence and BPM
    • Key to visibility in business processes
      • Process monitoring and reporting
      • Process analysis and optimization
      • Predictive analytics
    • May contribute to process agility
      • Trigger processes
      • Automate steps based on prior decisions
      • Suggest decision for human task
  • 11. BPM-BI alternatives: BI built into BPM
    • Typically limited functionality:
      • Real-time dashboards
      • Reporting of performance metrics
      • Limited to process statistics rather than business statistics
    • May be lower cost, although usually still requires a separate data store
  • 12. BPM-BI alternatives: Export BPM statistics to BI
    • Full BI functionality:
      • Dashboards
      • Reporting
      • Predictive analytics
    • Shared enterprise BI platform
      • Integrate with data from other systems
    • Additional cost and implementation complexity
  • 13. BPM + BR + BI
    • Self-learning decisions within processes:
      • Process statistics captured with BI
      • Statistics analyzed and fed back to inform business rules
      • Business rules modify process behavior
    • BR + BI = decision management
  • 14. Summary
    • BPM + BR turns policies into action
    • BPM + BI provides insight into processes
    • BPM + BR + BI integrates insights with policies for self-optimizing processes
  • 15. Questions? Sandy Kemsley Kemsley Design Ltd.