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What You Need to Know About Business Rules
In this week's article Ronald G. Ross shares an excerpt from his book "Business Rule Concepts: Getting to the Point of Knowledge".
"Business rules should be externalized from processes and established as a separate resource. Rule Independence permits direct management of the business rules, so they can evolve at their own natural pace rather than that of the software release cycle. Other benefits include better process models, and much closer tie-in to the business side (a.k.a. business alignment). Business rules put your company on the road to true agility."
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What Should Business Stakeholders and Business Analysts See (and Not See!) in a Business Process Model?
I was recently asked the question above. It’s a good one. It arose in response to another post, “What is the best way to simplify business process models?”. See http://goo.gl/gWnO0 for a very brief, very dramatic case study.
Here’s my answer. Business people (and business analysts) should see only the core set of transforms (business tasks) that respond to some business event, and that lead transform-by-transform to appropriate business end-results through conditional flows.
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How Business Processes and Behavioral Rules Relate: The Fundamental Insight of Business Rules
In football, when a referee throws a flag, the results of the most recent transform (play) are undone. In effect, by enforcing a rule, the referee prevents or negates the new state (yardline and sometimes the down) and enforces some other state. That’s the way behavioral business rules[1] work. Speed through a school zone and see if your desired state isn’t modified if some policeman happens to be watching.
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