Weitere ähnliche Inhalte Ähnlich wie Introduction to the Decision Model - Larry Goldberg (20) Mehr von IIBA UK Chapter (20) Kürzlich hochgeladen (20) Introduction to the Decision Model - Larry Goldberg1. Introduction to The Decision
Model
Larry Goldberg
May 24th, 2011
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com
2. Who is KPI?
Services
Experience FirstSTEP
Service to create
unambiguous, and complete
Financial Services Requirements
Insurance
Thought Leader KPISTEP
Service to perceive, organize
Healthcare and manage Business
Processes and Rules with
The Decision Model Decision Models
Business Logic Framework linking Government
Business with Technology
STEPment
Utilities Mentoring of clients to
Business Process Management
Business Decision Management achieve self-reliance with
Business Rule Management Transportation Center of Excellence
Publications Enterprise Architecture
Training & Certification
Business Analysis Telecommunication
Requirements
Testing Energy
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 2
3. Agenda
• Current State: Business Rules
• The Decision Model Bottom Up
• The Decision Model Top Down
• Impact on Business Analysis
• FirstSTEP – A Requirements Framework
• Technology to Enable Decision Management
• Real World Testimony & Case Studies
• The Ways We Can Help
• How to Learn More
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 3
4. “Big Ball of Mud”
Foote & Yoder
Software
Systems
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 4
5. Separation of Concerns
Component Based Application Architecture
Ken Orr
Security Workflow Transaction Business rules
Component Component Component
Presentation Base
Component Application
Business
Reporting/BI Database
Logic
Component Component
What happens to
business logic today?
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 5
6. Business All Too Familiar?
Logic Is this Acceptable?
Business Rule Documentation
Business Process Model
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 6
7. Business
Logic Does this look better?
Business Process Model
Decision Shape
How
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 7
8. Business
Logic Where did the business rules
go?
Decision Model
What
Rule Family
Rule Family Table
Atomic Logic Statement
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 8
9. Agenda
• Current State: Business Rules
• The Decision Model Bottom Up
• The Decision Model Top Down
• Impact on Business Analysis
• FirstSTEP – A Requirements Framework
• Technology to Enable Decision Management
• Real World Testimony & Case Studies
• The Ways We Can Help
• How to Learn More
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 9
10. Definition of Business Logic
Business Logic is the means by which the business derives
conclusions from conditions.
The simplest case is the evaluation of a single
condition, leading to a single conclusion.
Condition Conclusion
Person credit rating is Person likelihood of
less than 650 defaulting on a loan is
high
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 10
11. What is an Atomic Piece of
Business Logic?
• One and only one conclusion fact type, such as:
– Person likelihood of defaulting on a loan
– Claim’s eligibility for payment
– Student’s eligibility for financial aid packages
• As many conditions as needed, even zero
• All conditions ANDed together
• No Ors, ELSEs, BUTs, OTHERWISEs (these have
created the chaos in current systems!)
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 11
12. Why are Atomic Pieces Good?
• Ultimate simplicity
• Everyone reduces conditions and conclusions to
exactly the same pieces
• Rigorous principles lead to assembling the pieces
in one and only one way
• Easy to SEE errors and omissions
• Extremely easy to validate and maintain
• Extremely easy to implement in technology
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 12
13. The Rule Family is a Two
Dimensional Table
Multiple Logic Statements that Look Like This:
Person < 650 A Person Is Unstable A Person Is High Person Is High
Credit N Employment N Other Likelihood of
Score D History D Loans Defaulting on a
Amount Loan
Become Two Dimensional Tables called Rule Families Like This:
Conditions Conclusion
Person Credit Score Person Employment Person Other Loans Person Likelihood of
History Amount Defaulting on a Loan
Is less than 650 Is Unstable Is High Is High
Is greater than 720 Is Low
Is less than 720 Is Unstable Is Low Is Medium
Rule Families are Tables that Conform to Rigorous Principles
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 13
14. Simple Rule Family
“A person who has a credit score below 650, an unstable employment history and a
high Other loans assessment is highly likely to default on a loan.”
Conditions Conclusion
We start by discovering the conclusion in the sentence or paragraph
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 14
15. Simple Rule Family
“A person who has a credit score below 650, an unstable employment history and a
high Other loans assessment is highly likely to default on a loan.”
Conditions Conclusion
We see that the conclusion is “A person is highly likely to default on a loan”
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 15
16. Simple Rule Family
“A person who has a credit score below 650, an unstable employment history and a
high Other loans assessment is highly likely to default on a loan.”
Conditions Conclusion
Person Likelihood of
Defaulting on a Loan
is High
We recast the conclusion into a conclusion fact type: Person Likelihood of Defaulting on a
Loan, and we assign it a value of “High”
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 16
17. Simple Rule Family
“A person who has a credit score below 650, an unstable employment history and a
high Other loans assessment is highly likely to default on a loan.”
Conditions Conclusion
Person Likelihood of
Defaulting on a Loan
is High
Next we look for conditions that cause us to reach that conclusion
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 17
18. Simple Rule Family
“A person who has a credit score below 650, an unstable employment history and a
high Other loans assessment is highly likely to default on a loan.”
Conditions Conclusion
Person Likelihood of
Defaulting on a Loan
is High
We see that a “person who has a credit score below 650” is one of the conditions that lead to the
conclusion
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 18
19. Simple Rule Family
“A person who has a credit score below 650, an unstable employment history and a
high Other loans assessment is highly likely to default on a loan.”
Conditions Conclusion
Person Credit Score Person Likelihood of
Defaulting on a Loan
Is less than 650 is High
We recast “Person Credit Score” into a fact type, and we assign an operator “is less than” and
value “650” to it in this row
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 19
20. Simple Rule Family
“A person who has a credit score below 650, an unstable employment history and a
high Other loans assessment is highly likely to default on a loan.”
Conditions Conclusion
Person Credit Score Person Likelihood of
Defaulting on a Loan
Is less than 650 is High
We identify the next condition leading to the conclusion
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 20
21. Simple Rule Family
“A person who has a credit score below 650, an unstable employment history and a
high Other loans assessment is highly likely to default on a loan.”
Conditions Conclusion
Person Credit Score Person Employment Person Likelihood of
History Defaulting on a Loan
Is less 650 is Unstable is High
than
We recast Person Mortgage Situation into a fact type, add a new column for this new header,
and we assign the value “Poor” to this row
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 21
22. Simple Rule Family
“A person who has a credit score below 650, an unstable employment history and a
high Other loans assessment is highly likely to default on a loan.”
Conditions Conclusion
Person Credit Score Person Employment Person Other Loans Person Likelihood of
History Assessment Defaulting on a Loan
Is less than 650 is Unstable is High is High
We identify a “high Other loans assessment” as the third condition leading to the conclusion
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 22
23. Where Do We Get the Condition Values?
Conditions Conclusion
Person Credit Score Person Employment Person Other Loans Person Likelihood of
History Amount Defaulting on a Loan
Is less than 650 Is Unstable Is High is High
• Starting with the first condition, we ask where its values come from: a web
page or a file? Is it raw, stored data? Is it the result of execution logic?
• Person Credit Score comes from an outside service, simply raw data.
• The value for Person Employment History is an internal judgment or
decision. It comes from evaluating other conditions, such as:
– Person Years at Current Employer
– Person Number of Jobs in the Past Five Years.
• What to do?
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 23
24. Two Rule Families
• We create another Rule Family, this one with conclusion column for
Person Employment History
• This conclusion is known as an Interim Conclusion because it need
not be stored, it is a conclusion-in-flight (during execution)
• This Rule Family comes to a conclusion about a Person Employment
History based on two conditions: Person Years at Current Employer
and Person Number of Jobs in Past Five Years.
• These two Rule Families are naturally linked together with an
“inferential relationship”
Conditions Conclusion
Person Years at Current Person Number of Jobs in Person Employment History
Employer Past Five Years
Conditions Conclusion
Person Credit Score Person Employment Person Other Loans Person Likelihood of
History Amount Defaulting on a Loan
Is less than 500 Is Unstable Is High is High
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 24
25. Decision Model Principles
• Structural Principles – Structural simplicity
• Declarative Principles – Declarative structure
• Integrity Principles – Optimal logical integrity
These Principles ensure that:
• The Decision Model is aligned with its business
purpose
• There are no errors in its logic
• It can execute in any technology (current and future)
The Principles introduce Normalization.
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 25
26. Agenda
• Current State: Business Rules
• The Decision Model Bottom Up
• The Decision Model Top Down
• Impact on Business Analysis
• FirstSTEP – A Requirements Framework
• Technology to Enable Decision Management
• Real World Testimony & Case Studies
• The Ways We Can Help
• How to Learn More
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 26
27. Every Decision Model Starts with a
Business Decision
“Business decision: a conclusion a business arrives at through
business logic which is worth managing.”
Fact Type Business Decision
Claim Payment Amount Estimate the claim payment amount
Claim Payment Eligibility Determine Claim Payment Eligibility
Customer Likelihood of Loan Default Determine Customer Likelihood of Loan Default
Insurance Policy Renewal Method Determine insurance policy renewal method
Inventory Item Minimum Stock Level Assess the Inventory Item minimum stock level
Loan Prequalification Determine loan prequalification requirements for a customer
Person BMI (Body Mass Index) Calculate Person BMI
Vendor Performance Index Calculate the Vendor Performance Index
The underlined words (Calculate, Estimate, Determine, Assess, Validate) are “Decision Words”
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 27
28. Determine
Policy
Renewal
Method Decision Model
Notation
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 28
29. Determine
Policy
Renewal
Method Decision Model
Notation
Policy Renewal Method
Policy Pricing Within Bounds
Policy Underwriting Risk
Manual Underwriting Indicator
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 29
30. Determine
Policy
Renewal
Method Decision Model
Notation
Policy Renewal Method
Policy Pricing Within Bounds
Policy Underwriting Risk
Manual Underwriting Indicator
Policy Pricing Within Bounds
Policy Discount
Policy Tier
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 30
31. Determine
Policy
Renewal
Method Decision Model
Notation
Policy Renewal Method
Policy Pricing Within Bounds
Policy Underwriting Risk
Manual Underwriting Indicator
Conditions Conclusion
Policy Underwriting Policy Pricing Within Manual Underwriting
Pattern Risk Bounds Indicator Policy Renewal Method
Policy Pricing Within Bounds
1 Is Nonstandard Is Manual Renewal Process
Policy Discount
Policy Tier 2 Is No Is Manual Renewal Process
3 Is On Is Manual Renewal Process
4 Is Standard Is Yes is Off Is Automatic Renewal Process
Conditions Conclusion
Policy Pricing
Within
Pattern Policy Tier Policy Discount Bounds
1 ≤ 1 Is No
2 ≤ 1.5 > 10% Is No
2 ≤ 2 > 20% Is No
2 ≤ 2.6 > 22% Is No
2 > 1 ≤ 0% Is Yes
2 > 1.5 ≤ 20% Is Yes
2 > 2 ≤ 22 Is Yes
1 > 2.6 Is Yes
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 31
32. Determine
Policy
Renewal
Method When is it Finished?
How Big Are They?
Policy Renewal Method
Policy Pricing Within Bounds
Policy Underwriting Risk
Manual Underwriting Indicator
Policy Pricing Within Bounds Policy Underwriting Risk
Policy Discount Insured Major Ownership Change
Policy Tier Insured Major Location Change
Policy Annual Premium
Policy Discontinued Agent
Policy Discount Insured Major Ownership Change Insured Major Location Change
Policy Grade Insured Minority Stockholder Insured Location Zip-5
Package Grade Insured Majority Stockholder Insured Location Occupied Square Footage
Package Discount Insured Board Change Insured Location Construction
Location State Category Insured CEO Change
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 32
33. Agenda
• Current State: Business Rules
• The Decision Model Bottom Up
• The Decision Model Top Down
• Impact on Business Analysis
• FirstSTEP – A Requirements Framework
• Technology to Enable Decision Management
• Real World Testimony & Case Studies
• The Ways We Can Help
• How to Learn More
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 33
34. Option 1
The Decision Model Difference in Process
Models
Option 2
Option 3: Person Conditions Conclusion
Credit Rating Rule Person's Employment Person's Credit
Pattern Person's Debt History Rating
1 is Low is Good = "A"
Person Person
1 is Low is Bad = ?
Debt Employment
History
1 is High is Good = ?
1 is High is Bad = ?
Decision Model Diagram Decision Rule Family Table
Process Model
35. Simplify the Models, Improve the
Solution, Now You Know How
Before After
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 35
36. © 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 36
37. Agenda
• Current State: Business Rules
• The Decision Model Bottom Up
• The Decision Model Top Down
• Impact on Business Analysis
• FirstSTEP – A Requirements Framework
• Technology to Enable Decision Management
• Real World Testimony & Case Studies
• The Ways We Can Help
• How to Learn More
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 37
38. FirstSTEP
• A Framework
• A Methodology
– Step 1: Validate Scope.
– Step 2: Outline Models
– Step 3: Visualize the target scope.
– Step 4: Iterate & Complete the
Models.
– Step 5: Repackage and Present a
Holistic Requirements Deliverable.
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 38
39. FirstSTEP Scope
• Use the framework* to create scope:
List of List of List of List of List of List of
Things Processes Locations Organizatio Events Business
Important that the in which ns /Cycles Goals/Strat
to the Business the important Significant egies
Business Performs Business to the to the Decisions
Operates Business Business
SWOT
Analysis
*The Zachman Framework is a copyright of John Zachman and Zachman International
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 39
40. Selection of Models
Conceptual Business Network Workflow Master Business
Data Model Process Diagrams Model Schedule Motivation
Fact Type Model Logistic Governance Model
Glossary Business System Model Event Decision
Use Cases Sequence Model
Context State Diagram
Diagram Diagram
Visualization
*The Zachman Framework is a copyright of John Zachman and Zachman International
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 40
41. Application Visualization
• Business analysts, product
managers & UE professionals
assemble visualizations of
possible solutions
• Business and IT stakeholders
“test drive” & provide feedback
in rapid, interactive explorations
• Discussions are more focused &
engaging
• Visualization dramatically
improves communication
between business & IT
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 41
42. Organization Model
Business Enterprise
Motivation Business Business
Unit Unit
Model
Function Function Function
Vocabulary Models:
Glossary/Semantic Model
Decision
Logical Data Model
Object Model
Use Cases
Decision Model:
business rules and
business logic
Process Model
Business
Requirements & Test
Cases
SOA Components
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 42
43. Agenda
• Current State: Business Rules
• The Decision Model Bottom Up
• The Decision Model Top Down
• Impact on Business Analysis
• FirstSTEP – A Requirements Framework
• Technology to Enable Decision Management
• Real World Testimony & Case Studies
• The Ways We Can Help
• How to Learn More
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 43
44. What is Sapiens DECISION?
Business Decision Management System:
• Sapiens DECISION is an enterprise level Business Decision Management
System that implements The Decision Model
• Sapiens DECISION enables
– Sharing of business logic throughout the enterprise and beyond
– Complete separation of business logic
– Business user empowerment
– Traceability from the business objectives and motivations through to the
implementation
– Comprehensive glossary support
– Extensive testing capabilities
– Full life cycle support
• Sapiens DECISION deploys The Decision Model to a BRMS (rules engine)
for production execution and may include an integrated rules engine
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 44 44
45. © 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 45
46. Sapiens DECISION Functionality
Testing &
Rule Family
Automated Test
Table
Case
Development
Generation
Graphical Reporting &
Modeling Analytics Connectivity
Robust Traceability,
Audit & Impact Governance &
Glossary
Analysis Versioning
Function
Enforcement of
Decision Model Enterprise
Principles Support
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 46
46
47. Graphical Modeling using the
Decision Model Notation
Sapiens DECISION supports user-friendly creation and
maintenance of graphical decision models
Enables business users to model decisions before having the
detailed rule logic
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 47
47
48. Rule Family Tables
Rule Family Tables are created from the graphical model, allowing
users to populate, manipulate and manage rule families
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 48
48
49. Robust Glossary Function
Glossary of fact types and domains is automatically created from
The Decision Model diagram for easy business user reference
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 49
49
50. Advanced Decision Model
Methodologies in Sapiens DECISION
• Sapiens DECISION incorporates the very latest Decision
Model methodologies on an exclusive basis:
– ViewGroups – enable the enterprise to be fully modeled and
support customized views in unique business contexts
– Glossary hierarchies – provide enterprise capability with
federated glossaries and both centralized and federated
glossary management
– Decision Views – customized logic within decision models for
specific purposes (e.g., customers, geography, regulatory
regimes) while still sharing common logic
– Rule Family Views – reusability of customized logic across
decision views
– List Fact Types – expand the flexibility of The Decision Model
– Messaging – add unlimited messaging capability in the
deployment environment
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 50 50
51. Sapiens DECISION
Roadmap 1
• Release 1 – Immediate Availability
• Ready to build enterprise scale decision base:
– Internet-based Application
– Enterprise capable
– Source Documents
– Decision View Support
– Rule Family Build
– Model checking – enforcing The Decision Model principles
– Graphics support
– Impact Analysis
– Versioning
– Audit
– Governance
– Security
– Interface to deployment environments
– Built in rules engine
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 51
52. Sapiens DECISION
Roadmap 2
• Release 2 – Available Q3 - Q4 2011
• BDMM Level 4 Capability
– Enhanced Decision View support
– Full Rule Family View support
– Enhanced Rich Internet Interface
– Process enabled governance
– Business Change Document management
– Whiteboard analysis
– Cell Wizards
– Rich Glossary Support – Communities
– ViewGroups for business context
– Enhanced impact analysis
– Enhanced reporting
– Advanced Query for complex searches and impact analysis
– Enhanced Model checking
– Automated deployment packaging
– Enhanced Interfaces to deployment environments
– Business Decision Messages
– Decision Catalogue Printing
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 52
53. Sapiens DECISION
Roadmap 3
• Release 3 – Available Q2 2012
• Beyond BDMM Level 4
– Inline testing and test script development
– Enhanced Business Change Document management
– Extended business context capability for mass customization
– Business Communities
– User defined objects and forms, with graphics support
– Automated document parsing and analysis
– Smart Business Decision messages
– Enhanced Decision Catalog printing
– User defined Interfaces to deployment environments
– Automated generation of Decision Services
– Integration with BPMS tools
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 53
54. Agenda
• Current State: Business Rules
• The Decision Model Bottom Up
• The Decision Model Top Down
• Impact on Business Analysis
• FirstSTEP – A Requirements Framework
• Technology to Enable Decision Management
• Real World Testimony & Case Studies
• The Ways We Can Help
• How to Learn More
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 54
55. Real World Testimonial
• “The Decision Model’s principles and normalization rules give us confidence
we can get repeatability and consistency amongst business analysts when
performing rules analysis.
• In addition, the structural integrity of the Decision Model makes the
technology implementation straightforward
• IT and Operations have agreed to use our decision model as business
requirements for business logic changes – this will greatly speed up the change
process
• In addition, the use of a COTS BRMS solution will allow us to take advantage of
additional capabilities over time, such as enhanced testing and decision-
warehousing capabilities.“
• From policy to automation reduced by 30% in time, while delivering 66% more
changes
Mark Pettit, Freddie Mac, Operations Management Group, MIT IQIS, July 15, 2010
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 55
56. Project #1: 3 Months
Business Motivations Challenges, Deliverables
– Increase customer satisfaction – Policies described error-free
conditions, had to discover error
– Improve Data Quality conditions
– Reduce errors in critical – “overloaded” fact types
transaction – Policies had logic errors
– First Decision Model = 38 hours
– 98% error-free by Q4 2011 – Customized view = 5 hours
– 100% error-free by 2012 – “High” complexity
– Reduce risk of transactions • 12 Rule Families in first Decision View
• 7 Rule Families in customized view
(delinquent contracts) • 24 fact types in all
– No way to measure before • Some fact type values not available
because 98% rules were – 5 other decision models, one with 70
scattered across multiple Rule Families
systems – Largest Decision View = 300 Rule
Families, 44 pages
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 56
57. Project #2: Process
Improvement
• Entire Project Completed in 3 Months
• Updated Process Models
• Decision Models:
– Number of Decision View: 40 (approx.)
– Number of Rule Family Views: 700 (approx.)
• Glossary:
– Total Number of Fact Types: 1,400 (approx.)
– Number of Persistent Fact Types: 750 (approx.)
– Number of Interim Fact Types: 650 (approx.)
• Built and tested custom rules engine and messaging
system
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 57
58. Project #3: Process
Improvements
• Before The Decision Model:
– 200 transactions with errors 90 hrs
– 200 transactions without errors 30 hrs
• After The Decision Model:
– 200 transactions with errors 3 mins 30 secs (with
error messages and step by step instructions on how
to correct each error)
– 200 transactions without errors 3 mins 30 secs
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 58
59. Project #3: How?
• There is no longer any room for
misinterpretation of the Business Logic
requirements
• The business logic is easy to understand and
available for everyone to see
• The business logic can be updated without
changing the process and visa versa
• Business logic can be changed in the system
within two business days
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 59
60. Project #3: Statistics
• 5 Decision Views
– 95 Rule Family Views
• 10 Weeks
– Decision Views created in approximately 5 weeks
• Included two iterations of validation
• Iterative Improvements were added through the project based on analysis
– Decision Views were implemented in Code and tested in
approximately 5 weeks
• New plans will reduce this time
• Business rules engine will be ready to run as a service early next year
• 30-60 Hours of Testing
– 2,200 test cases created in approximately 2 weeks
– Most test cases were created in automated fashion
– A new release takes 30 minutes to 2 hours to test
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 60
61. Agenda
• Current State: Business Rules
• The Decision Model Bottom Up
• The Decision Model Top Down
• Impact on Business Analysis
• FirstSTEP – A Requirements Framework
• Technology to Enable Decision Management
• Real World Testimony & Case Studies
• The Ways We Can Help
• How to Learn More
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 61
62. The Ways we can Help
Skills and Knowledge Transfer
Training Certification Mentoring
Pilot KPISTEP Target Project STEPment
Increment 1 Increment 2 Increment n
(3 weeks) (3 Months) (3 Months) (3 Months) On- Off-Site On- Off-Site
1 week 5 weeks 1 week 5 weeks
Fixed price Fixed price Fixed price Fixed price
Time boxed Time boxed Time boxed Time boxed
Environment for Managing Decisions
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 62
63. Value Proposition
• Unambiguous, traceable and complete
Requirements
• Most rapid approach to capturing business logic
• Straight through processing from requirements
to automation
• Significant simplification of business process
• Innovative improvement in and governance of
business decisions, data quality and data
transformation services
• Continuous change in an agile world
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 63
64. How to Learn More
Visit www.kpiusa.com Become a member of
the open Linkedin
• FREE PRIMER The Decision Model
• Updated Events Group
• Download White Papers
• News
Read our articles Join our presentations
and buy our books
Contact us
www.enterprise-design.eu Try It Yourself:
www.rulemanagement.com Ask for “free” Visio and Excel Templates
www.TheDecisionModel.com lgoldberg@kpiusa.com
Discuss with us how to apply The Decision Model for your
Requirement or Business Rules project.
© 2010 Knowledge Partners International LLC ●www.kpiusa.com ● www.thedecisionmodel.com 64