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Business Rules Forum Webinar

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A webinar that I did for the Business Rules Forum on the integration of business process management and business rules management, on 24 April 2008.

A webinar that I did for the Business Rules Forum on the integration of business process management and business rules management, on 24 April 2008.

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  • Thanks, Gladys, and welcome to everyone attending. I’ve worked in business process management, workflow and application integration for more than 15 years, doing everything from requirements to architecture and design to writing code, and I started blogging about BPM over three years ago on column2.com. In July of 2005 I wrote “ If you want your business rules integrated with your processes, you’re going to have to figure out how your BPM tool and rules engine will integrate, then pull your rules out of the paper procedure manuals, mainframe applications, spreadsheets and all the other places where they live, and get them into that BRMS. Easier said than done, but rest assured that rules engines are here to stay in the world of BPM”. That was in the early days of web services, and no one anticipated that you’d soon be able to just plug these together using standard interfaces, so wrote a lot of custom integration instead. Later that month in 2005, I wrote about the importance of business rules in bringing agility and compliance to business processes, and made the bold statement that “You’d have to have your head in the sand not to notice the importance of business rules in BPM”. What I’m seeing is that the link between process and rules is critical, yet is often ignored by organizations.
  • Transcript

    • 1. Business Rules and Business Process Management Sandy Kemsley Kemsley Design Ltd. www.column2.com April 24 th , 2008
    • 2. Agenda
      • Business process management (BPM) defined
      • Business rules management (BRM) defined
      • BPM + BRM = greater than the sum of the parts
    • 3. 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. What’s in a BPMS?
      • Process modeler
      • Repository
      • Execution engine
      • System integration (web services)
      • Work-in-progress management
      • Monitoring and analysis
      • Simulation and optimization
    • 6. Process Lifecycle Model Automate Monitor Optimize
    • 7. 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
    • 8. Business Rules
      • Business policies that define an action
        • Decision
        • Constraint
      • Implicit in systems and procedures
      • Explicit in BRMS
    • 9. BRM Defined
      • Discipline for discovery and management of business rules
      • Methodologies and tools used to manage rules
    • 10. What’s in a BRMS?
      • Rules modeler
      • Rules repository
      • Execution engine
      • Monitoring and analysis
      • Simulation
    • 11. Doesn’t BPM Have Rules?
      • Typically not full-featured BR:
        • Simple Boolean rules for routing decisions
        • Rules defined for a specific process step
      • Rule changes may require redeploying processes with IT involvement
      • Rule changes may not affect in-flight processes
    • 12. Separating BPM and BRM
      • Externalize decisions from process
        • Routing decisions
        • Work assignment
        • Set parameters
      • Call BRMS from BPMS when decision required
        • Standard web services call
        • Tight integration by vendors
    • 13. Benefits of Separation
      • Full BR functionality:
        • Complex rules can automate many manual processes
        • Advanced rule design: harvesting and simulation
      • Reuse rules across processes and other applications
      • Change rules without changing the process
      • Rule changes affect in-flight processes
      • Business can change rule parameters
    • 14. Beyond Rules: Decision Management
      • Self-learning decisions within processes:
        • Process statistics captured
        • Statistics analyzed and fed back to inform business rules
        • Business rules modify process behavior
    • 15. Summary
      • Externalizing decisions is the key to process agility
      • More sophisticated capabilities of BRM allow more process automation
      • BPM + BRM turns policies into action
    • 16. Questions? Sandy Kemsley Kemsley Design Ltd. www.column2.com