James Taylor presents the Decision Management Manifesto, outlining the need for a structured approach to decision-making that incorporates business rules, analytics, and technology. The manifesto advocates for explicit decision design and the use of decision management technologies to enhance business operations and improve decision quality. Key components include identifying critical decisions, deploying decision management systems, and ensuring transparency and continuous improvement in decision-making processes.

1. James Taylor,
CEO
The Decision
Management
Manifesto
Explained

2. Why a Decision Management Manifesto
Distinct Market
Technology
Framework
Best Practices
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3. Your Presenter – James Taylor
CEO of Decision Management Solutions
We help clients to improve their
business by applying business rules and
analytic technology to automate and
improve decisions
I have spent the 11 years championing
Decision Management and developing
Decision Management Systems
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4. Decision Management
A business discipline and a technology stack
Builds on existing IT infrastructure
Enhances business processes
Leverages analytics to manage uncertainty
Increases transparency and business control
Effectively implements
Business Rules
Predictive Analytics
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5. Agenda
1
• Decisions First
2
• Explicitly Design Decisions
3
• Use Decision Management Technologies
4
• Decision Management Systems
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6. Decisions First

7. Strategic Decisions
Tactical
Decisions
Operational
Decisions
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8. Repeatable
Action-oriented
Non trivial
Measurable
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10. From Decision To Data
Data
Analytic
Insight
Decision
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12. Decisions First
1.
Decisions First
1.
2.
3.
4.
5.
Decisions, especially operational decisions, link an
organization’s metrics and objectives to its operational
systems.
Decisions are first class objects just like business processes or
data and should be identified, described, modeled, reviewed and
managed in business terms as part of a business architecture.
Decisions should be modeled first before considering how
business rules and or analytics will be used.
Decisions support business processes and help organizations
respond to events but they are not subsumed by either
processes or events, simplifying their expression and
management.
Business, IT, and analytic professionals all have a role in
identifying, describing, modeling, reviewing and managing
decisions.
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13. Explicitly Design Decisions

14. Describe Decisions
Define Decisions with
A question
Possible answers
Q: Which marketing offer should be
presented to this customer during
this interaction?
A: Any current, available marketing
offer in the database
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15. Decisions require Information
“Determine Parts Availability”
requires BOM and Inventory information
“Validate Tax Return”
requires Return and Citizen information
“Refer claim for fraud”
requires Claim and Provider information
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16. Decisions require Knowledge
“Reorder parts”
requires supplier capabilities and shortage risks
“Validate Tax Return”
requires Tax Regulations
“Refer claim for fraud”
requires likelihood of fraud
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17. Decisions can require Decisions
Is this a good time to make an offer?
Which product should the offer be for?
How valuable an offer?
These decisions must be made first
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18. Input Data
Analytics
Decision
Dependent
Decisions
Dependent
Decisions
Authority
Dependent
Decisions
Manual
Decisions
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20. Explicitly Design Decisions
2.
Explicitly Design Decisions
The best way to define a Decision is with a question and a set
of known, possible answers.
2. Making a decision requires defined information—input data—
such as transaction information, reference data and other
verifiable, definitive information.
3. Making a decision often requires information—answers—
generated by making other decisions.
4. A Decision has authorities such as policies, regulations, best
practices and expertise that define how it should be made.
5. A Decision can have analytic insight that shows how it can be
improved or made more accurately.
6. Not all decisions are automated; a manual decision can still be
modeled and managed.
1.
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21. Use Decision Management
Technologies

22. Today these pieces are semi-detached
1. Operational systems are built in a variety of ways
Application Context
Business Process
Management
Event Processing
Enterprise
Application
3. Reports and queries are
intended to improve decision
making
Business
Intelligence
Data
Infrastructure
2. Data is extracted for analysis
Performance
Management
4. Dashboards are used
to monitor performance
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23. Powerful technologies are underutilized
1. Business rules are forced into business processes
Business
Rules
Business Process
Management
Predictive
Analytics
Application Context
Event Processing
Enterprise
Application
2. Predictive analytics are
forced into reports or left
stand-alone
Business
Intelligence
Data
Infrastructure
Performance
Management
3. Optimization has
limited, localized effect
Optimization
4. The effectiveness of
decision-making is not
tracked or improved
Decision
Analysis
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24. Decision Management In Context
Decision Management links these
technologies to the application context
Application Context
Business
Intelligence
Business Process
Management
Data
Infrastructure
Predictive
Analytics
Event Processing
Enterprise
Application
Performance
Management
Decision Service
Business Rules
Predictive
Analytics
Optimization
Decision
Analysis
Enterprise Platform
Decision Management ties
heterogeneous
technologies into a
coherent approach for
better results
Decision Management
allows decision
performance to be
tracked, analyzed and
ultimately improved
Decision Management ties
how decisions are being made
and what can be done to
improve them directly to
business performance
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25. ©2013 Decision Management Solutions
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26. Decision Management Technologies
3.
Use Decision Management Technologies
The details of how a decision is to be made can be represented
with business rules, decision tables, decision trees, analytic
models, optimization algorithms and other decision metaphors.
2. When implementing a decision-making solution a mix of
technologies (business rules, data mining, predictive analytics
and optimization) may be appropriate.
3. If technology is applied to a decision it may be to support a
human decision maker or to explicitly automate and manage
the decision.
4. Technology may be applied to a decision and any decisions on
which it depends or only to some decisions in a model or
process.
1.
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27. Decision Management
Systems

28. Decision Management Systems
Agile
Analytic
Adaptive
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29. Design
Transparency
Execution
Transparency
Impact
Analysis
Continuous
Improvement
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30. Business
Rules
Predictive
Analytics
External Data
Big Data
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31. ©2013 Decision Management Solutions
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32. 3 steps to decision management
Identify and model
the decisions that
are most important
to your operational
processes
Design and build
independent
decision services
using business rules
to manage these
decisions
Create a “closed
loop” between
operations and
analytics to
measure results and
drive improvement
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33. Decision Management Systems
4.
Deploy as Decision Management Systems
1.
2.
5.
Decision Management Systems consist of decision services and
supporting infrastructure for managing decision-making—they
are not simply business rules or analytics embedded in business
processes or user interfaces.
A Decision Management System is decoupled from and
provides decision-making to existing systems, business
processes or event processing environments.
A Decision Management Systems Has
1.
2.
3.
4.
Design transparency—to see exactly how the decision will be
made in the future.
Execution transparency—to reconstruct how a specific
instance of a decision was made in the past.
Impact analysis—to assess the business impact of a change
before it is made.
A closed loop—for continuous improvement, and to test and
learn, experiment and adapt.
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34. Questions?

35. The Manifesto
Decisions First
Explicitly Design Decisions
Use Decision Management
Technologies
Deploy as Decision
Management Systems
Design
Transparency
Execution
Transparency
Impact
Analysis
A Closed
Loop
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36. Find Out More
Decision Management Manifesto & White Paper
decisionmanagementsolutions.com/decision-management-manifesto
Decision Modeling
decisionmanagementsolutions.com/services/decision-modeling
DecisionsFirst Modeler
decisionmanagementsolutions.com/decisionsfirst-modeler
Decision Management Technology
decisionmanagementsolutions.com/decision-management-technology
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37. Thank You
James Taylor, CEO
james@decisionmanagementsolutions.com
More on Decision Management at
decisionmangementsolutions.com