Articles for 'Barbara von Halle'

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 “Clean Language” is a conversation technique developed by a psychotherapist, David Grove. It is a method of asking neutral questions to avoid influencing patient responses. Besides psychotherapy, clean language can be used in various fields for interviewing and facilitating meetings with stakeholders. This is particularly true for business analysis. The context of this article is interviewing and facilitating meeting with a focus on using clean language to ensure that stakeholder requirements are captured without the influence of the business analyst. In this article, you will note that I have cited several sidebar comments to help the reader connect the dots with various business analysis aspects.
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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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This article looks at practical experiences of implementing business rules using TDM and SAP from several angles, while also raising some of the questions which I find asked most frequently and insistently in my work, such as:

  • Why do I need anything other than an existing rules engine to define and manage business rules?
  • Why would I want specialized tooling for business rules when I already have tooling for requirements gathering?
  • How does improved business rules definition help me with testing?
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Adoption of The Decision Model (TDM) is growing and includes major corporations, such as those in the financial industry. As a result, decision models based on TDM are operating in production worldwide on behalf of critical business transactions and some with huge transaction volumes.  This means there are organizations and people with several years of TDM experience. However, there are also people and organizations interested in TDM and contemplating how to get started. This article provides insights by which business analysts can plant the seed for TDM.

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In this article we address the question of How TEM? by providing a deeper look into TEM main constructs and how to do a high level design in TEM. For those who missed the first article we hope that you will still find this article useful and self-contained in such a way that it will be easy to follow and understand.

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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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In the real world, good decision modeling is always a balance between science and art. The science is systematic decomposition of a structure (of data or logic) into a set of smaller structures based on the definitions of successive normal forms. The art, on the other hand, is a general decomposition into a set of smaller structures based on factors not related to detecting and correcting normalization errors.

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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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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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The Decision Model (TDM) is a methodology and framework for modelling the business logic behind business decisions. Its popularity, adoption, and number of ground-breaking success stories are increasing significantly. TDM, as a powerful but simple graphical notation, is easy for both business people to understand and IT professionals to implement. As such, it puts business people in control of their business rules and logic and it accelerates IT’s ability to automate them quickly and without errors.

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As a business analyst you are the all-important glue between the business and technology. Your skills range from various kinds of modeling to gathering of high-level as well as detailed robust requirements. Sometimes you operate in traditional systems development and sometimes within agile approaches. A business analyst’s responsibilities are wide and deep... What Are the New Opportunities for Business Analysts?

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Would organizations use such a model? What kinds of organizations? Who in those organizations would introduce it and create them? What would organizations use it for? How successful would these decision models be? After seven years, we have answers.They tell an interesting story about the birth and usage of this new kind of model.

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All paths to organizational decision modeling encounter a common question: How do you introduce The Decision Model into an organization? More specifically, how do you gain management attention for delivering decision models as a standard practice? This month’s column addresses that question.
 

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This means that The Decision Model is at the center of a serious shift in the way we perceive and manage the business rule and logic dimension. So, this month’s column highlights the shift, starting with 2009 and ending with 2012. At its core are the seven observations indicating that a shift is happening. More important, each observation contains corresponding article links to related Modern Analyst articles.

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