Decision Management

May 01, 2016
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Bias is seen in action through bad decisions, miscommunication, perceptual blindness, and alienation of groups with diverse thought. Here’s what the dictionary says about bias: “A preference or an inclination, especially one that inhibits impartial judgment.”
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Article describes the two modes of decision making and provides a case for the second mode to enable the decision to be validated through a set of evaluation criteria
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Over the past 15 years IDIOM has conceived, evolved, and demonstrated the effectiveness of it’s ‘decision centric’ development approach, which leverages both decisioning and agile approaches to radically simplify and strengthen commercial systems development. This advertorial describes the IDIOM products and how they can be used to implement the decision centric approach.
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Agile, formally introduced in 2001 through the Agile Manifesto, has morphed into many variations and been customized within organizational cultures and projects. After 14 years since its introduction, this article raises an important question.
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The primary subject of this article is process, a word that is generally both indefinite and nuanced when applied to systems development. In this article we describe how process as a concept becomes both simpler and more definitive when it is integrated with decisioning. The combination of process and decisioning extends the ‘decision centric’ development concepts that we have evolved over the last 15 years. These concepts combine into a proven, practical, and robust methodology that leverages decisioning and agile techniques to fundamentally simplify commercial software development.
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The PBD starts with examining the end-product data elements and associated business rules. The BA team then uses this information to redesign a process that produces the end-product. Special note about the team. The lead BA should remind the team members that this is a redesign effort. This is a real challenge especially for the team members who are knowledgeable with the existing process. It may be best to recruit team members with a “fresh pair of eyes.” Note that there is no doubt that the BA team will consider automation in the redesign. In this effort, the BA team should keep in mind a quote attributed to Bill Gates [3] on BPM.

“The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency. [7]

In my experience, all benefits come from redesigning or improving existing processes, not by applying automation through software. Software only facilitates the process improvement.

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A combination of process modeling (BPMN) and decision modeling  (DMN) simplifies business processes by eliminating and replacing entire sections of the model with a decision model—the decision logic of the process model is precisely captured by decision modeling a separate yet linked model.

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This article is the last in a trilogy of articles that map the evolution of a proven, practical, and robust methodology that applies decisioning techniques to fundamentally remake commercial software architecture and development.
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The Event Model is an implementation-independent model understandable by business and technical audiences. It depicts the logic of detecting and deriving a situation of interest from a stream of open-ended event instances. It is a model for event logic that should be easier to create and understand than techniques for event processing in use by organizations today.

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The TDM business glossary is the home for naming conventions, data types, and domain values that are meaningful to, and defined by, the business audience. Best of all is that resulting decision models are exactly as the business community wants and in the business’s own terminology.

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So, what’s new now? A shift is occurring. Not only are decision models sanctioned as a new kind of deliverable, but thousands of them already operate in production systems serving major corporations. What’s new now is the emergence of an important question: what kinds of decisions belong in decision models and why?

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Decision requirements models allow business analyst, architects and decision designers to describe the decision-making they need. When these models are combined with business-friendly decision tables, non-technical domain experts can represent critical “know-how” accurately and precisely resulting in faster time to value and fewer errors...

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Today, it is very common for organizations to use The Decision Model for managing DQ logic. The results are impressive and also deliver unique advantages over other approaches. In some cases, organizations represent DQ logic in The Decision Model as part of requirements deliverables. In other cases, organizations create DQ logic in TDM-compliant software which validates the logic against TDM principles, generates and executes test cases, and sometimes deploys to target technology.

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The goal of DMN is to provide a notation for decisions understandable to all audiences, including business and technical people. This is good news and is the very reason we introduced The Decision Model (TDM) to the public in 2009

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This article examines how to use tabulation to write better business rules. If you’re not writing business rules, well, you should be. Fortunately, the very same guidelines apply to writing requirements in general, so there is much to be gained on all fronts.

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