Business Rules Management Systems (BRMS) allow companies to quickly modify business policies through a centralized repository instead of coding changes. However, many organizations fail to maximize the value of BRMS by focusing narrowly on initial deployments instead of enterprise-wide strategies. A three-step approach can help organizations avoid common mistakes and fully realize BRMS benefits: conducting an enterprise assessment, expanding implementation metrics beyond costs/schedule, and periodic assessments of expansion opportunities.
Business Process Unification: CMM Gets Real
Business Process Unification refers
to manufacturers’ use of new
platforms to transform existing
processes and systems to support
new business initiatives or enhance
performance. BPU also refers to the
fusion of technology platforms and
applications by suppliers.
How an integrated management system (IMS) helps companies to remain competitive Etienne Venter
To thrive in global competitiveness and to survive in today's markets, organizations and companies need to look at every aspect of their business processes. While providing quality products and services, they should consider other management standards as well i.e. Quality Management, Environmental Management, Safety Management, Energy Management, Information Security Management, GDPR & Food Safety Management. Thus, an integrated management system will enable organizations to work as a single unit with unified objectives. These management standards can be integrated by embedding them with the core business processes of the organization. With Symbio this is straight forward and easy to achieve.
Allegro Opportune Success Factors For Etrm System Implementationrobertjparker
There is no “Silver Bullet” to ETRM system implementation success. Each software solution has strengths and weaknesses, and success is highly dependent on tight project execution and the extensibility of the system to scale with the trading environment. Project execution areas critical to successful delivery and deployment are discussed in this paper.
BUSINESS RULE MANAGEMENT FRAMEWORK FOR ENTERPRISE WEB SERVICES ijwscjournal
Making a business rule extraction more dynamic is an open issue, and we think it is feasible if we decompose the business process structure in a set of rules, each of them representing a transition of the business process. As a consequence the business process engine can be realized by reusing and integrating an existing Rule Engine. We are proposing a way for extracting the business rules and then to modify it at the runtime. Business rules specifies the constraints that affect the behaviors and also specifies the derivation of conditions that affect the execution flow. The rules can be extracted from use
cases, specifications or system code. But since not many enterprises capture their business rules in a structured, explicit form like documents or implicit software codes, they need to be identified first, before being captured and managed. These rules change more often than the processes themselves, but changing and managing business rules is a complex task beyond the abilities of most business analysts. The capturing process focuses on the identification of the potential business rules sources. As business logic requirements change, business analysts can update the business logic without enlisting the aid of the IT staff. The new logic is immediately available to all client applications. In current trend the rules are modified or changed in the static time phase. But this paper provides to change the rules at the run time. Here the rules are extracted from the services and can be a changed dynamically. The existing
rules are modified and attached to source code without hindering service to the end user which can be achieved with source control systems. When the rules are revised, it provides a path in budding new business logic. This new business logic can be adopted for the efficient software development.
enhanced Telecommunication Operating Model (e-TOM) is part of TM Frameworx. The eTOM is a comprehensive standard business processes framework. It is industry standard best practices and recommends for all business processes and or rules to support Business Support Systems (BSS) /Operation Support Systems (OSS) for communications Service providers (CSP) space. Please visit the TM Forum site for details:
https://www.tmforum.org/business-process-framework/
Infosys – Automobile Warranty Management System | ProcessInfosys
The Automobile Warranty Management System helps in building an agile platform for business users to develop, maintain, simulate and amend frequently changing business decisions
SHARE in Boston: z/OS Applications Adapting at the Speed of BusinessRichard Szulewski
This is an early look at my SHARE presentation for Boston, Session 13948, to be given at the Hynes Convention Center on 15 August 2013 at 1:30PM in Room 203. Slides are subject to change without notice. See www.share.org.
In order to deal effectively with changes in the business environment, a review of the management mechanism itself is necessary. A solution to this issue might be to promote “standardization of the business process and of IT”
and to optimize the management system by means of “IT, without owing it.” This paper introduces a service for
achieving this solution called the “Business Model Consulting Service.” This is a compilation of our experience with
NEC’s own management system technique reforms, and its application to the “cloud-oriented accounting service” by
which the global accounting system environment built by NEC can be shared with users.
A white paper that I wrote on "smart process applications" (a Forrester term, but one being adopted by case management vendors), sponsored by OpenText.
Business Process Unification: CMM Gets Real
Business Process Unification refers
to manufacturers’ use of new
platforms to transform existing
processes and systems to support
new business initiatives or enhance
performance. BPU also refers to the
fusion of technology platforms and
applications by suppliers.
How an integrated management system (IMS) helps companies to remain competitive Etienne Venter
To thrive in global competitiveness and to survive in today's markets, organizations and companies need to look at every aspect of their business processes. While providing quality products and services, they should consider other management standards as well i.e. Quality Management, Environmental Management, Safety Management, Energy Management, Information Security Management, GDPR & Food Safety Management. Thus, an integrated management system will enable organizations to work as a single unit with unified objectives. These management standards can be integrated by embedding them with the core business processes of the organization. With Symbio this is straight forward and easy to achieve.
Allegro Opportune Success Factors For Etrm System Implementationrobertjparker
There is no “Silver Bullet” to ETRM system implementation success. Each software solution has strengths and weaknesses, and success is highly dependent on tight project execution and the extensibility of the system to scale with the trading environment. Project execution areas critical to successful delivery and deployment are discussed in this paper.
BUSINESS RULE MANAGEMENT FRAMEWORK FOR ENTERPRISE WEB SERVICES ijwscjournal
Making a business rule extraction more dynamic is an open issue, and we think it is feasible if we decompose the business process structure in a set of rules, each of them representing a transition of the business process. As a consequence the business process engine can be realized by reusing and integrating an existing Rule Engine. We are proposing a way for extracting the business rules and then to modify it at the runtime. Business rules specifies the constraints that affect the behaviors and also specifies the derivation of conditions that affect the execution flow. The rules can be extracted from use
cases, specifications or system code. But since not many enterprises capture their business rules in a structured, explicit form like documents or implicit software codes, they need to be identified first, before being captured and managed. These rules change more often than the processes themselves, but changing and managing business rules is a complex task beyond the abilities of most business analysts. The capturing process focuses on the identification of the potential business rules sources. As business logic requirements change, business analysts can update the business logic without enlisting the aid of the IT staff. The new logic is immediately available to all client applications. In current trend the rules are modified or changed in the static time phase. But this paper provides to change the rules at the run time. Here the rules are extracted from the services and can be a changed dynamically. The existing
rules are modified and attached to source code without hindering service to the end user which can be achieved with source control systems. When the rules are revised, it provides a path in budding new business logic. This new business logic can be adopted for the efficient software development.
enhanced Telecommunication Operating Model (e-TOM) is part of TM Frameworx. The eTOM is a comprehensive standard business processes framework. It is industry standard best practices and recommends for all business processes and or rules to support Business Support Systems (BSS) /Operation Support Systems (OSS) for communications Service providers (CSP) space. Please visit the TM Forum site for details:
https://www.tmforum.org/business-process-framework/
Infosys – Automobile Warranty Management System | ProcessInfosys
The Automobile Warranty Management System helps in building an agile platform for business users to develop, maintain, simulate and amend frequently changing business decisions
SHARE in Boston: z/OS Applications Adapting at the Speed of BusinessRichard Szulewski
This is an early look at my SHARE presentation for Boston, Session 13948, to be given at the Hynes Convention Center on 15 August 2013 at 1:30PM in Room 203. Slides are subject to change without notice. See www.share.org.
In order to deal effectively with changes in the business environment, a review of the management mechanism itself is necessary. A solution to this issue might be to promote “standardization of the business process and of IT”
and to optimize the management system by means of “IT, without owing it.” This paper introduces a service for
achieving this solution called the “Business Model Consulting Service.” This is a compilation of our experience with
NEC’s own management system technique reforms, and its application to the “cloud-oriented accounting service” by
which the global accounting system environment built by NEC can be shared with users.
A white paper that I wrote on "smart process applications" (a Forrester term, but one being adopted by case management vendors), sponsored by OpenText.
Scalable Digital Asset Management for Maximum Digital Media MaturityCognizant
Now more than ever, a digital organization needs scalable digital asset management (DAM) systems to handle the huge flow of digital media. This brief guide describes step-by-step how to ensure scalability projects are a success in helping drive digital transformation.
Technology project executions rank high on CFOs’ most worrisome risks and enterprise resource planning system (ERP) projects are among them. Surveys regularly show that a significant number of strategic ERP projects fail to deliver expected outcomes, are delayed, and exceed budgets by a long shot. While most companies avoid catastrophic ERP failures, only a few wring out the most value. For top management, failing to deliver a strategic priority is rarely an option. Given a mature ERP solutions market place and mostly competent ERP installers, why do organizations frequently stumble?
BUSINESS RULE MANAGEMENT FRAMEWORK FOR ENTERPRISE WEB SERVICESijwscjournal
Making a business rule extraction more dynamic is an open issue, and we think it is feasible if we decompose the business process structure in a set of rules, each of them representing a transition of the business process. As a consequence the business process engine can be realized by reusing and integrating an existing Rule Engine. We are proposing a way for extracting the business rules and then to modify it at the runtime. Business rules specifies the constraints that affect the behaviors and also specifies the derivation of conditions that affect the execution flow. The rules can be extracted from use cases, specifications or system code. But since not many enterprises capture their business rules in a structured, explicit form like documents or implicit software codes, they need to be identified first, before being captured and managed. These rules change more often than the processes themselves, but changing and managing business rules is a complex task beyond the abilities of most business analysts. The capturing process focuses on the identification of the potential business rules sources. As business logic requirements change, business analysts can update the business logic without enlisting the aid of the IT staff. The new logic is immediately available to all client applications. In current trend the rules are modified or changed in the static time phase. But this paper provides to change the rules at the run time. Here the rules are extracted from the services and can be a changed dynamically. The existing rules are modified and attached to source code without hindering service to the end user which can be achieved with source control systems. When the rules are revised, it provides a path in budding new business logic. This new business logic can be adopted for the efficient software development.
BUSINESS RULE MANAGEMENT FRAMEWORK FOR ENTERPRISE WEB SERVICESijwscjournal
Making a business rule extraction more dynamic is an open issue, and we think it is feasible if
we decompose the business process structure in a set of rules, each of them representing a transition of
the business process. As a consequence the business process engine can be realized by reusing and
integrating an existing Rule Engine. We are proposing a way for extracting the business rules and then
to modify it at the runtime. Business rules specifies the constraints that affect the behaviors and also
specifies the derivation of conditions that affect the execution flow
BUSINESS RULE MANAGEMENT FRAMEWORK FOR ENTERPRISE WEB SERVICESijwscjournal
Making a business rule extraction more dynamic is an open issue, and we think it is feasible if we decompose the business process structure in a set of rules, each of them representing a transition of the business process. As a consequence the business process engine can be realized by reusing and integrating an existing Rule Engine. We are proposing a way for extracting the business rules and then to modify it at the runtime. Business rules specifies the constraints that affect the behaviors and also specifies the derivation of conditions that affect the execution flow. The rules can be extracted from use cases, specifications or system code. But since not many enterprises capture their business rules in a structured, explicit form like documents or implicit software codes, they need to be identified first, before being captured and managed. These rules change more often than the processes themselves, but changing and managing business rules is a complex task beyond the abilities of most business analysts. The capturing process focuses on the identification of the potential business rules sources. As business logic requirements change, business analysts can update the business logic without enlisting the aid of the IT staff. The new logic is immediately available to all client applications. In current trend the rules are modified or changed in the static time phase. But this paper provides to change the rules at the run time. Here the rules are extracted from the services and can be a changed dynamically. The existing rules are modified and attached to source code without hindering service to the end user which can be achieved with source control systems. When the rules are revised, it provides a path in budding new business logic. This new business logic can be adopted for the efficient software development.
The ERP (Enterprise Resource Planning) modular integrated
software suite facilitates resource planning, data acquisition
and management, as well as the integration of work
over all divisions, business partners and processes within
the company. The process relies on the integration of all
data within a single database and the removal of duplicate/
redundant information. ERP systems’ development over the
years has enabled not only the synthesis of business processes within a single organisation, but also the increased
effectiveness of every company within the entire supply
chain, and even throughout the whole ecosystem.
Commercial risk management and contracting good practice. Digital, automated assistance for you to manage your business
econsys is a SaaS platform hosted on the cloud providing commercial management good practice governance, in-built automated risk management and compliance.
Designed for specialist contracting businesses to control and manage end to end core commercial processes, econsys is built upon the premise of best practice and has been developed to directly address real issues and concerns experienced by real companies.
In Automated Controls It’s No Longer the Traditional Build vs. BuyMelissa Luongo
Exploring an Alternative Perspective | An Infogix Position Paper by Lane Lambert and Chris Kosin
Decades of experience and research have shown that organizations maximize their return on investment (ROI) when they build or buy solutions that automate core processes. While making the build versus buy decision for automated or ancillary data integrity controls, an organization needs to determine if it is in the business of controls and how each option impacts Capital Expenditures (CAPEX) and Operational Expenditures (OPEX) budgets. “Buy to standardize, build to compete” has been an IT mantra for many years. Yet, executives responsible for developing an automated controls strategy continue to struggle with this question. The decision not only impacts the ability of an organization to meet its immediate controls needs but also has longstanding influence on the ability to maintain and sustain an internal control environment that is aligned with business needs. The rule of thumb has been: if the system is a requirement for business, “buy” is the answer; conversely if the system provides a competitive advantage, then the answer
is “build.”
In this paper, we propose an alternative way to look at Build vs. Buy by splitting “buy” into two options: – pre- packaged offering and configurable solution. The pre- packaged offering refers to an off-the-shelf product, while a highly configurable solution combines the virtues of a “build” solution with the flexibility and adaptability of a “buy” solution that is faster to deploy and removes the risk inherent in building internal controls. Regardless of the solution, the decision points remain the same: CAPEX vs. OPEX cost, time to deployment, internal politics, regulatory compliance mandates, architecture, IT staff competencies and strategic importance to the organization’s bottom line. However; as IT departments are increasingly stretched thin, in part due to increased data governance, audit, and overall challenges to close fragmented data integrity gaps, the case for a highly configurable data integrity controls solution becomes a compelling consideration to deliver a tailored system that capitalizes on the benefits of both building and buying. Leading organizations that use Infogix Controls have achieved significant cost savings (up to 80%) compared to internal development options. In addition, implementing Infogix Controls has enabled these organizations to rapidly deploy controls to efficiently meet changing business and audit needs. This position paper provides a framework to compare and contrast build versus buy by evaluating buy in two dimensions – pre-packaged vs. configurable – to delve into the financial and non-financial implications of these options.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
Executive Summary
This How-To Guide will explain the components of a Marketing Resource Management (MRM) system, provide an action plan for deployment, and conclude with a plan for implementation.
Marketing Resource Management (MRM) systems control the administrative processes that support customer-facing marketing programs. This distinguishes MRM from marketing execution systems that store customer databases and deliver marketing messages through email, Web ads, and other channels. MRM may be sold independently or as a component of comprehensive marketing management systems which also provides execution.
MRM functions fall into two primary clusters. The first involves functions related to company-level marketing management, including program planning, scheduling, budgeting, and cost reporting. The other cluster relates to program management, including task lists, purchasing media and materials, and content creation, approvals, storage, and distribution. Some MRM systems specialize in a few of these functions. Others specialize in additional functions such as customizing content for local offices or dealers or in marketing reporting and analysis. Systems may also be tailored to specific industries or companies of a certain size.
Companies buy MRM systems when their marketing programs become too complicated to run in a less systematic fashion. This, along with the systems’ high cost, originally meant that MRM was used almost exclusively by large marketing organizations with hundreds of marketers in multiple offices. More recently, the growth of digital marketing has meant that even small marketing organizations need to manage many different programs and content versions across multiple channels, and to introduce new versions more quickly. This expanded complexity has rarely been accompanied by a corresponding expansion of staff, adding to the pressure for more efficient operations. At the same time, costs have decreased as MRM capabilities were added to integrated marketing suites and as stand-alone MRM products became available as vendor-hosted services (Software as a Service, or SaaS). The result has been increased use of MRM systems among companies of all sizes.
Read this 7-page guide to learn about:
The components of a Marketing Resource Management (MRM) system
An action plan to deploy an MRM system
How to implement an MRM system
Demand Metric's How-To Guides are designed to provide practical, on-the-job training and education and provide context for using our premium tools & templates. If there is a topic that you would like to see covered, please contact us at info@demandmetric.com (link sends e-mail) to make a content request.
Business Process Management (BPM) adoption is increasing world-wide, because the technology provides immediate ROI and enables competitiveness by delivering organizational agility. In fact, a recent study from Gartner found that 78% of successful BPM projects delivered an internal rate of return greater than 15%, with some returns as high as 100% or 360%. This paper discusses how BPM enables organizational agility and delivers immediate ROI.
Similar to Business Rules Managment Systems; Maximizing Value (20)
2. Business Rules Management Systems
Maximizing Value with an Enterprise-Level Strategy
Business Rules Management Systems (BRMS) are facilitating significant
changes in how corporations build and maintain their core business systems.
The traditional and costly process of translating business requirements to code
written by programmers is being replaced by structured business vocabulary,
business rules repositories, and business user-centric development tools. This
change is helping companies develop and modify business applications more
quickly, reducing cost, and enabling timely response to regulatory
requirements and changing market conditions. When implemented at the
enterprise level, business logic can be used across multiple business
applications, providing consistency and transparency across the corporation.
Enterprise decision services implemented via business rule management
systems offer a number of benefits to a company, while enabling effective and
efficient management and delivery of business policy through business
systems. At the same time, BRMS implementations can fail to achieve full
return on investment (ROI). The missed opportunity is often traced to a set of
common mistakes, including: narrow deployment considerations, limited
investment beyond initial deployment, over-customization, and inappropriate
program management and governance. The adoption of an enterprise-level
strategy and systematic follow-through during and post implementation will
maximize the value of decision services across the entire enterprise. A simple
three-step approach will help to avoid common pitfalls and help to achieve the
full potential of BRMS deployments.
Introduction:
Business Rules Management Systems enable quick and dynamic modifications
of business policies/procedures in a fast-paced operations environment.
Implementations of BRMS enable policy authorship and management by
business users, often fostering greater alignment between business and
technology organizations. A BRMS offers numerous features that enable an
organization to deploy policy consistently, and across multiple operational
platforms. Implementation of business rules engines in one or more business
units, particularly in areas of complexity or those requiring intense manual
calculations and review (such as eligibility, underwriting, pricing, etc.), is a
fairly mature strategy in large financial services organizations. The vendor
community is large and stable, and is supported by a wide variety of third-
party toolkit and professional services offerings that enable business and IT
organizations to successfully implement and leverage the technology for their
www.thesummitpointgroup.com | Page 2
3. Business Rules Management Systems
Maximizing Value with an Enterprise-Level Strategy
needs. Recent consolidation in the industry further supports this technology
by offering closer/native integration with several large-scale platform
solutions: e.g., ILOG (IBM), Haley (Oracle), Yasu (SAP).
Common BRMS Implementation Mistakes:
Despite the level of industry maturity and technological sophistication (yet lack
of deep penetration), many organizations do not maximize the value of their
BRMS implementations due to a set of fairly common conditions:
1. Evaluation of BRMS products is limited to a stand-alone application
view instead of an enterprise platform view: Software evaluations for
BRMS products typically focus on the feature sets as related to a specific IT
project and rarely involve rationalizing the product against other enterprise
IT assets (e.g., middleware, database integration, etc.). Additionally, due
to a variety of existing technical and organizational constructs, it is not
uncommon for the same policy to be implemented multiple times (and
sometimes multiple ways) in multiple decision services across the
enterprise. An enterprise-wide BRMS strategy and development of an
enterprise-level policy and rules repository is imperative to overcoming
limitations and maximizing the value of BRMS investments.
2. Initial operational capability is reached, while subsequent
investments required to achieve full enterprise value are withheld:
Organizations can lose momentum after an initial deployment, and not fully
follow-through on the implementation and maintenance of advanced
authoring and simulation tools. These tools truly cede policy administration
control to the business units and reduce the IT staff involvement in
syntactically manipulating business policy to fit software structure. Limiting
the deployment of these tools to their full potential often leaves the BRMS in
the hands of the IT staff, leading to lower overall transparency, and
resulting in longer turn-around times for changes.
3. BRMS products are “over-customized” to meet narrow or specialized
IT needs: Like the adoption of other commercial off-the-shelf products,
BRMS products must be integrated with existing testing tools or reporting
mechanisms (e.g., integration of BRMS into existing requirements
management and test automation tools). These integrations require
customization that limits the potential of the BRMS solution to be applied
www.thesummitpointgroup.com | Page 3
4. Business Rules Management Systems
Maximizing Value with an Enterprise-Level Strategy
broadly across the enterprise. This is due to the fact that different business
units tend to have different integration needs. Leveraging a common
enterprise architectural standard, like SOA, could alleviate this problem by
enabling the BRMS to operate in a state-less, autonomous service mode.
Further, leveraging native BRMS functionality to meet testing and reporting
needs reduces the need for customization.
4. IT and business governance procedures are inadequately modified to
leverage new platform capabilities: Enterprise software development
life-cycles (SDLC) must be modified or otherwise customized to enable the
hot-deploy features of BRMS solutions, therefore enabling the enterprise to
enjoy full value. The existence of governance processes that have rigid
and formal change approval mechanisms pose a threat to the dynamic
change execution features of BRMS systems. Systems implementation
governance procedures that require scope reviews, requirement
approvals, system design and development documentation, and test
certifications in a sequential manner with varying levels of executive
change board reviews often add cycle time to change management. In a
well designed BRMS, rules are closer to data than application programming
logic. The SDLC overhead of data updates (e.g., updating conventional
loan limits for residential mortgage underwriting or other simple
parameter-like or referential pieces of data) should be minimal, and
extended to other business rule changes as well.
5. New evaluation and assessments methods/metrics are required for
BRMS implementations: Evaluating the success of a BRMS project against
traditional project management metrics (schedule and cost) is likely to be
inadequate, as these traditional measures typically focus only on the IT
element of the implementation (the project). A program review of a BRMS
implementation manages all of the stakeholder needs (and requirements)
and associated activities, responsibilities, and project risks. One critical
component of assessments that can be missed is the ability to track and
enable the necessary workforce and business process transformation
elements. Failure to include broader assessment criteria may result in the
project meeting its initial schedule/cost goal, but not fully recognizing
potential post-deployment value.
www.thesummitpointgroup.com | Page 4
5. Business Rules Management Systems
Maximizing Value with an Enterprise-Level Strategy
A Three-Step Approach to Maximizing Value:
Enterprises can maximize the value of their BRMS implementations by viewing
the technology solution in a broad enterprise context, including elements of
organization, governance, and business process transformation. A simple
three step-approach can help enterprises identify the right scope for a BRMS
implementation and enable them to manage the deployment effectively, and in
line with long-term strategy, maximizing value.
1. Conduct an enterprise-wide pre-implementation strategy assessment:
The pre-implementation strategy assessment should consist of developing
value stream maps for the enterprise’s core and secondary business
functions. A business-function to IT asset map should then be built to align
current business processes with IT assets. Each business process and its
component IT assets should then be analyzed for policy automation and
consolidation opportunities. Such a top-down assessment greatly improves
the enterprise’s chances of maximizing the return on BRMS investments.
2. Fine-tune any BRMS implementation assessment to rise above the
tactical IT deployment challenges: A periodic assessment that fully
incorporates tracking organizational and business process changes post IT
deployment is a critical success factor for maximizing value. ROI based
metrics constructed from division level or business unit level estimates do
not account for the missed opportunities for efficiencies across the
enterprise. Effective assessment should include a review of: (a) the
possible consolidation of business processes from multiple organizations,
(b) the collaboration across teams to establish centralized business rules
management and ownership terms, as well as (c) the design and
implementation of new governance measures that leverage the streamlined
policy change features provided by the BRMS. This assessment will help to
ensure that the BRMS project is rationalized against the long-term value that
can be delivered, and not just managed to the tactical risks in schedule and
costs for the initial deployment.
3. Establish a clear model for post implementation assessment to ensure
continued expansion of value across the enterprise: The third step
organizations can put in place is a post implementation assessment process
that continues to look for additional opportunities to expand the absorption
of the BRMS concept. This assessment should answer a few fundamental
questions:
www.thesummitpointgroup.com | Page 5
6. Business Rules Management Systems
Maximizing Value with an Enterprise-Level Strategy
Are we able to manage business policy more consistently than with our
pre-BRMS solution (i.e., customers get consistent treatment of their
transaction (e.g., loan file underwriting, pricing, etc.) independent of
their channel)?
Are we able to deploy changes more efficiently/effectively (i.e.,
release cycles shorter or scope larger for releases)?
Have we improved productivity for the organization (i.e., eliminated
traditional development and deployment steps and moved policy
management and deployment closer to business users/knowledge)?
Conclusion:
Maximizing value from your BRMS implementation starts with establishing an
enterprise level strategy for evaluation and adoption of the BRMS paradigm,
devising broad program management metrics, and conducting periodic
project assessments to ensure overall project success. A thorough review of
your enterprise value chain will enable you to identify all the opportunities for
consolidating business policy and streamlining management using BRMS.
Additionally, devising a broader set of program management metrics that are
FORWARD looking in terms of maximizing post deployment value will serve as
an indispensible tool in managing BRMS projects. These include metrics that
reflect progress in workforce/skill set transformation, enterprise-wide
consolidation of business rules, and business process (operations) change
management. Once a strategic framework of enterprise-wide opportunity is
established and broad program management metrics are devised, periodic
assessments of your BRMS project against metrics that emphasize expansion of
BRMS usage after initial deployment will help you realize the full benefits of an
implementation.
About the author: Prabhakar Bhogaraju is Director and head of Decision Management for The Summit Point
Group, a strategic management and technology consulting firm. With over 10 years of experience in leading
large scale IT transformation and enterprise business rule management programs, he has established a track
record of leading and delivering complex, high impact IT systems. Prior to joining The Summit Point Group,
Prabhakar led design and development for Desktop Underwriter; Fannie Mae’s premier automated
underwriting service for the mortgage industry.
prabhakar.bhogaraju@thesummitpointgroup.com
www.thesummitpointgroup.com | Page 6