© 2014 IBM Corporation
Optimizing Business Rules
Through Business and IT Collaboration
18 June 2014 – USAA Rules Forum – S...
© 2014 IBM Corporation
First … Congratulations …
© 2014 IBM Corporation
Second … Would you buy a used car from this guy?
3
I am a USAA member ;-)
© 2014 IBM Corporation
Our Roadmap for the next 45 minutes ….
I don’t believe in luck …
I believe in preparation
Bobby Kni...
© 2014 IBM Corporation
Agenda
5
 First Things First?
 Dancing The Dance
 Building the “Perfect Beast”
© 2014 IBM Corporation
 First Things First?
 Dancing The Dance
 Building the “Perfect Beast”
6
© 2014 IBM Corporation
Traditional Approach for Managing Decisions
7
 Wikipedia –
“Business rules describe the operations...
© 2014 IBM Corporation
A Better Way to Implement Decisions
 Optimize decision automation with a focus on member experienc...
© 2014 IBM Corporation
Decision Automation Provides For Rapid Time-To-Market
Applications
(Member Experience, CRM, Offer M...
© 2014 IBM Corporation
 Lack of transparency – rules are “hidden” lending to testing and auditing challenges
 Lack of go...
© 2014 IBM Corporation
 Who’s On First?
 Dancing The Dance
 Building the “Perfect Beast”
11
© 2014 IBM Corporation
Key Focus Areas for Rule/Event Implementation
 Focus on key drivers e.g. member experience, offer
...
© 2014 IBM Corporation
The Role of Business Team in Rule/Event Development
13
Model
Author
Validate
Test
Deploy
Execute
Mo...
© 2014 IBM Corporation
Nationwide’s Approach to Automating Decisions
From IBM IMPACT 2014 – April 2014
© 2014 IBM Corporation
Fidelity Approach for Business/IT Collaboration
Fidelity Business Teams focus on the definition of ...
© 2014 IBM Corporation
An Example – Rules Implementation at a US Tier One Bank
 Focused rules team with retail and small ...
© 2014 IBM Corporation
 Who’s On First?
 Dancing The Dance
 Building the “Perfect Beast”
17
© 2014 IBM Corporation
Making Business Rules/Events an Enterprise Competency
© 2014 IBM Corporation
Implementing a Business Rules Center of Excellence
Definition: Whatever you call them, a Center of ...
© 2014 IBM Corporation
Governance
Prioritize initiatives &
implement governance
processes
Develop Skills
Identify skill ga...
© 2014 IBM Corporation
 Support Demand Generation via adoption and evangelism
 Support for large Business Transformation...
© 2014 IBM Corporation
Core Rule/Event CoE Components
 Charter/Mission
 Organization and Executive Sponsorship
 Relatio...
© 2014 IBM Corporation
Project Identification and Design Approach
 A key focus of CoE should be in the project selection/...
© 2014 IBM Corporation
Agile Rule/Event Methodology: Key Principles
 Allow end users to define functionality and high-lev...
© 2014 IBM Corporation
Summary
 Adoption of rules/events takes time –
every journey begins with a single step
 Collabora...
© 2014 IBM Corporation
Questions?
Upcoming SlideShare
Loading in …5
×

Optimizing business rules through business and IT collaboration final

515 views

Published on

Overview of steps in creating Business/IT alignment for Business Rules development

Published in: Technology, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
515
On SlideShare
0
From Embeds
0
Number of Embeds
6
Actions
Shares
0
Downloads
13
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Optimizing business rules through business and IT collaboration final

  1. 1. © 2014 IBM Corporation Optimizing Business Rules Through Business and IT Collaboration 18 June 2014 – USAA Rules Forum – San Antonio Scott Simmons – scottsim@us.ibm.com 1
  2. 2. © 2014 IBM Corporation First … Congratulations …
  3. 3. © 2014 IBM Corporation Second … Would you buy a used car from this guy? 3 I am a USAA member ;-)
  4. 4. © 2014 IBM Corporation Our Roadmap for the next 45 minutes …. I don’t believe in luck … I believe in preparation Bobby Knight Indiana Basketball Coach 1 2 Business rules and events adoption is evolutionary Business/IT Collaboration leads to success with rule/event implementation 3 Establishing enterprise competency for rules/events is key
  5. 5. © 2014 IBM Corporation Agenda 5  First Things First?  Dancing The Dance  Building the “Perfect Beast”
  6. 6. © 2014 IBM Corporation  First Things First?  Dancing The Dance  Building the “Perfect Beast” 6
  7. 7. © 2014 IBM Corporation Traditional Approach for Managing Decisions 7  Wikipedia – “Business rules describe the operations, definitions and constraints that apply to an organization. Business rules can apply to people, processes, corporate behavior and computing systems in an organization, and are put in place to help the organization achieve its goals” Traditional Decision Management Applications ProcessesPeople Documents  But it is more than “rules” – it also includes:  Events … enabling sense and respond  Analytics … linking trends and changes  And, most importantly, the intersection of these “decision services”
  8. 8. © 2014 IBM Corporation A Better Way to Implement Decisions  Optimize decision automation with a focus on member experience and customer management  Reduce the maintenance time/cost and optimize Time-to-Market for new rules/events  Minimize/eliminate rule/event silos through establishing enterprise competency for decisions  Make decision logic accessible to both Business and IT through collaboration and alignment  Exploit integration with analytics to support “learned behavior” over time  Provide an audit trail of decisions rendered across different applications and optimize over time 8
  9. 9. © 2014 IBM Corporation Decision Automation Provides For Rapid Time-To-Market Applications (Member Experience, CRM, Offer Management) Rules/Events Release 1.0 Release 2.0 Release 1.1 Release 1.2 Release 1.3 Release 2.1 Change in production Release 2.0 Business Application Updates (Months, Years) Business Decisions Updates (Days, Weeks): Application up to date
  10. 10. © 2014 IBM Corporation  Lack of transparency – rules are “hidden” lending to testing and auditing challenges  Lack of governance, versioning and sharing (projects, departments, organizations)  Outcomes are not the expected or required ones  Duplicate and inconsistent business rule implementations with limited or no re-use  Lack of clear rule/event ownership  Inconsistent business vocabulary and terminology  Evolving best practices for rule design/development, rule governance/management Challenges Incumbent with Implementing Decisions/Rules
  11. 11. © 2014 IBM Corporation  Who’s On First?  Dancing The Dance  Building the “Perfect Beast” 11
  12. 12. © 2014 IBM Corporation Key Focus Areas for Rule/Event Implementation  Focus on key drivers e.g. member experience, offer management, regulations across key lines of business  Establish enterprise competency around rules/events  Focus on business/IT collaboration on rule/event discovery  Document/implement a prudent governance framework  Establish best practices for integration and deployment Rules Events Anticipate Detect Respond Analytics
  13. 13. © 2014 IBM Corporation The Role of Business Team in Rule/Event Development 13 Model Author Validate Test Deploy Execute Monitor Analyze Developer Rule/Event Manager Rule Administrator System Administrator Enterprise Rule/Event Repository Software Development Lifecycle Application Lifecycle Business Analyst
  14. 14. © 2014 IBM Corporation Nationwide’s Approach to Automating Decisions From IBM IMPACT 2014 – April 2014
  15. 15. © 2014 IBM Corporation Fidelity Approach for Business/IT Collaboration Fidelity Business Teams focus on the definition of rules and works with IT on the semantics in the shared vocabulary (From IBM IMPACT 2014 – April 2014) This is where collaboration happens ….
  16. 16. © 2014 IBM Corporation An Example – Rules Implementation at a US Tier One Bank  Focused rules team with retail and small business LOB – Types of Rules: Offers, Marketing, Refund Management, Account Origination – Supports multiple channels e.g. ATM, Internet, Call Center, Telephony, Teller – Key business value is Time-to-Market – the ability to release new decisions rapidly – High-volume, high-impact performance demands: average >45 MM transactions per day  Collaborative rule management provides – Release of multiple rule publishes per week – Business demand for rules/events is accelerating – Changes to rules managed by rules team – Numerous projects ongoing for Personalization, Risk, Compliance, Payments 16
  17. 17. © 2014 IBM Corporation  Who’s On First?  Dancing The Dance  Building the “Perfect Beast” 17
  18. 18. © 2014 IBM Corporation Making Business Rules/Events an Enterprise Competency
  19. 19. © 2014 IBM Corporation Implementing a Business Rules Center of Excellence Definition: Whatever you call them, a Center of Excellence (CoE) should, at a most basic level consist of: A team of people that promote collaboration and using best practices around a specific focus area to drive business results. This team could be staffed with full- or part-time members. http://agileelements.wordpress.com/2008/10/29/what-is-a-center-of-excellence/ Jon Strickler
  20. 20. © 2014 IBM Corporation Governance Prioritize initiatives & implement governance processes Develop Skills Identify skill gaps & create development roadmaps Optimization Analyze trends and alert rule owners to situations that need attention Promote Adoption Manage standards to reduce project risk and accelerate delivery Thought Leadership Set direction and vision for decision management Best Practices Capture, communicate and enforce best practices and methods Center of Excellence The Establishment of a Rules/Events Center of Excellence
  21. 21. © 2014 IBM Corporation  Support Demand Generation via adoption and evangelism  Support for large Business Transformation initiatives/programs  Support Demand Fulfillment – ensuring projects get prioritized and completed on time and within budget  Provide a shared infrastructure for use by the business  Support an approach which fosters re-use and governance  Acts as a provider/resource pool for specialized skills Rules/Events CoE Goals Vary By Organization
  22. 22. © 2014 IBM Corporation Core Rule/Event CoE Components  Charter/Mission  Organization and Executive Sponsorship  Relationships with organizations  Governance  Re-use of existing practices and models  Cross-domain focus e.g. CRM, Regulatory  Prioritization of projects  Taking business strategy into account  Includes understanding of technical risks  Communication Additional Considerations  Evangelism  Methodology and Standards  Reuse of assets such as style guides  Measurement – metrics, timers, KPIs  Consultancy  Accelerate projects and adoption  Consistency across domains  Currency  Keeping up with latest trends, product announcements, etc. Focus Areas for Rules/Events Centers of Excellence
  23. 23. © 2014 IBM Corporation Project Identification and Design Approach  A key focus of CoE should be in the project selection/ and initial design/implementation  Organizations need established approaches for project identification and prioritization  Discovery provides a foundation to drive requirements and increase success of initiatives
  24. 24. © 2014 IBM Corporation Agile Rule/Event Methodology: Key Principles  Allow end users to define functionality and high-level design (Rule/Event Discovery)  Each release implements critical rules/events the business uses on a day to day basis  Management of requirements/"feature creep" can optimize project success  Early iterations expose risk early versus big-bang development approaches  Easier to identify common parts as you design or implement them in iterations  Defects and bottlenecks are found and corrected over several iterations.  Team members learn along the way – both in terms of business and technical aspects. Key is to balance iterative and agile design/development with traditional LOB-IT expectations and resource needs
  25. 25. © 2014 IBM Corporation Summary  Adoption of rules/events takes time – every journey begins with a single step  Collaborative rule/event implementation leads to success across projects  Development of enterprise competency in rule/event solutions provides a focused approach to solution delivery 25 Play as a team – Win as a team
  26. 26. © 2014 IBM Corporation Questions?

×