Weitere ähnliche Inhalte Ähnlich wie Lessons Learned from the Real-life Deployment of Decision Management at Scale (20) Mehr von Decision Management Solutions (14) Kürzlich hochgeladen (20) Lessons Learned from the Real-life Deployment of Decision Management at Scale2. Your Presenter - James Taylor
CEO of Decision Management Solutions
We work with clients to improve their
business by identifying and modeling
decisions, and applying business rules and
analytic technology to automate & improve
these decisions.
I have spent the last 13 years championing
Decision Management.
I am one of the submitters of the DMN standard
© Decision Management Solutions, 2015 2
3. Agenda and Context
A discussion of the value of Decision Management
and decision modeling to the effective management
of large, complex operations - including that of a
large, global, financial services organization
Agenda
Decision Modeling
Processes and Decisions
Architecture, Governance
Agile, Iterative
© Decision Management Solutions, 2015 3
5. Decision Modeling
Some history
Business rules and analytics are for decision-making
Low-level decision tables are well established
Historically higher-level decisions have been implicit
The last few years have seen an expansion in up-front
modeling of the structure of decisions
Decision Model and Notation (DMN)
A peer to BPMN, CMMN and in BABOK® 3.0
“… provide a common notation that is readily
understandable by all business users”
“… creates a standardized bridge for the gap between
the business decision design and decision
implementation.”
©2015 Decision Management Solutions, OpenRules 5
6. An Example Decision Model
Break down, decompose,
decision-making
Show how data is used and
where the rules come from
Shows dependencies,
requirements, not sequence
©2015 Decision Management Solutions, OpenRules 6
Input Data
Knowledge
Source
Decision
Decision
Structure
8. Lesson: Many Use Cases
Human Decision-making
Documenting human decision-making
Improving human decision-making with analytics
Training human decision-makers
Requirements for automated Decision-making
Business rules discovery and analysis
Framing predictive analytics
Dashboard design
Implementing automated Decision-making
Completely specifying business rules
Acting as a BRMS front-end
Orchestrating complex decisioning technology
© Decision Management Solutions, 2015 8
9. Lesson: Sketchability Drives Creativity
Shapes are easy to draw
Whiteboard friendly
Open to occasional
participants
© Decision Management Solutions, 2015 9
10. Lesson: Networks Not Flow
Decisions are often described sequentially
The sequence may reflect habit or efficiency
Only document logical dependencies
© Decision Management Solutions, 2015 10
11. Lesson: Find Gaps, Reuse, Duplication
© Decision Management Solutions, 2015 11
Decision Requirements
Model
Reuse is common
Use multiple perspectives to find gaps
Models are more precise, less forgiving
13. Lesson: Model Processes and Decisions
Decisions first class object
Decisions linked, not
buried
New process is simplified
Independent process &
decision changes
Decisions are reusable
Decisions are explicitly
modeled
Decisions an afterthought
Decisions buried in
process
Process becomes complex
Decisions only evolve with
process
Hard to share decisions
Hard to model decisions
precisely
Process Only Process and Decision
13© Decision Management Solutions, 2015
14. Pre-Bureau
Risk Category
1 HIGH
2 MEDIUM
3 LOW
4 VERYLOW
5 DECLINE
6 HIGH
7 MEDIUM
8 LOW
TRUE
<100
[100..120[
[120..130]
>130
FALSE
<80
[80..90]
[90..110]
>110
Pre-bureau risk category table
UC
Existing
Customer
Application
Risk Score
© Decision Management Solutions, 2015 14
Process and Decision Models
Process Model Decision Requirements Decision Logic
Identifies decision tasks
Links tasks to Decision Requirements
Models
Specifies Decision Logic or business
rules for automated decisions
15. Lesson: Process Analysis is Not Enough
Efficiency
Doing the thing right
Measures include
Time to complete
Cost to serve customer
Cost to process order
Effectiveness
Doing the right thing
Measures include:
Customer profitability
Customer retention
Fraud losses
Efficiency is doing things right;
effectiveness is doing the right things.
“
”
© Decision Management Solutions, 2015 15
Process Decision
17. Lesson: Put Decisions In Context
17
©2015
Decision
Managemen
Pre-Bureau
Risk Category
1 HIGH
2 MEDIUM
3 LOW
4 VERYLOW
5 DECLINE
6 HIGH
7 MEDIUM
8 LOW
TRUE
<100
[100..120[
[120..130]
>130
FALSE
<80
[80..90]
[90..110]
>110
Pre-bureau risk category table
UC
Existing
Customer
Application
Risk Score
-amount : Money
-amountLimit : Money
-facilityType : Enum
-id : String
-repaymentBy : Date
-status : Enum
Loan Appliation -address : String
-creditRtng : Enum
-dateOfBirth : Date
-disqualified : Boolean
-disqualificationReason : String
-firstName : String
-id : String
-middleInitials : String
-proofOfIdSeenBy : StaffId
-surname : String
-telephone : TelephoneNo
Person
-annualIncome : Money
-employmentRecord : Enum
-personalDebt : Integer
Financial Profile
-endDate : Date
-salary : Money
-startDate : Date
-terminationReason : Enum
-workType : Enum
Employment
-realisationDate : Date
-type : Enum
-value : Money
AssetLiability
0..* -applicant
1
0..1
-guarantor
1..*
1
1
1
0..*
1
0..*
Process
Data
Decision
Logic
Motivation
Organization
Department
Team
Role
Role
Team
Department
Organization
18. © Decision Management Solutions, 2015 18
Lesson: Reinvent Compliance
From documents … To models
Regulation Regulation
Interpretations
Business Requirements
Business Rules
Technical Specification
Code
Technical Rules
Decision
Requirements
Add
Interpretations
Add
Decision LogicPre-Bureau
Risk Category
1 HIGH
2 MEDIUM
3 LOW
4 VERYLOW
5 DECLINE
6 HIGH
7 MEDIUM
8 LOW
TRUE
<100
[100..120[
[120..130]
>130
FALSE
<80
[80..90]
[90..110]
>110
Pre-bureau risk category table
UC
Existing
Customer
Application
Risk Score
Deploy
19. Lesson: Decisions Are Better Drivers
© Decision Management Solutions, 2015 19
Infrastructure can be a powerful investment
Or a bridge to nowhere
Decisions are business assets
Begin with the decision in mind
Drive business rules and analytic technology from
decision requirements
20. Lesson: Manage Decisions Before Rules
Rules only add value once deployed
Managing rules requires a structure
Not all rules need the same governance, control
Managing decisions shows how, where and why to
manage and deploy business rules
Manage each decision and sub-decision
with focused, specific business rules
© Decision Management Solutions, 2015 20
21. © Decision Management Solutions, 2015 21
Change Rules Management
Simplified
process
models
Clear decision
models for business
users
IT-managed
Transformation
Over-complex
process
models
BRMS
Executable
Rules
BRMS
Executable
Rules
BEFORE
AFTER
Multiple
documents
about rules
Business Rules
duplicated
Users must navigate
unfamiliar repository
One set of
Business Rules
Users link
directly from
familiar diagram
23. Lesson: Decisions Are High Change
Keep making compliant decisions
Track eligibility requirements
Competitive discount
Change risk assessment
Keep the right deal terms
23© Decision Management Solutions, 2015
24. Lesson: Model Iteratively
© Decision Management Solutions, 2015 24
Build high level models
Pick a decision
Model it in detail
Then document rules,
decision logic
Repeat for other decisions
25. Lesson: Decisions Drive Data
Business
Objective
Decision
Decision
Requirements
Input Data
Requirements
© Decision Management Solutions, 2015 25
28. Lessons Learned
• Widely Accessible, Collaborative
• Many Use Cases
• Sketchability Drives Creativity
• Networks Not Flow
• Find Gaps, Reuse, Duplication
Decision
Modeling
• Model Processes and Decisions
• Process Analysis is Not Enough
Processes and
Decisions
• Put Decisions In Context
• Reinvent Compliance
• Decisions Are Better Drivers
• Manage Decisions Before Rules
Architecture
and Governance
• Decisions Are High Change
• Model Iteratively
• Decisions Drive Data
Agile, Iterative
© Decision Management Solutions, 2015 28