Home › Business Process Management (BPM) › Resources in Business Decision Management (BDM) / Business Rules (BR)

Resources in Business Decision Management (BDM) / Business Rules (BR)

The BDM topical home page serves Practitioners with an interest in successful BDM approaches and how they complement BPM. This Business Decision Management section offers great variety in Business Process Management-Business Decision Management expertise, technology, and opinions. Like multiple generations peacefully co-existing, there are no biases, no judgments, no wrong answers. Instead, we share every tip, technique, opinion, and approach that really works.

Displaying 61 - 70 of 276 resources matching your criteria.

C2B 2.0 - Check Your Cheese Here...

By: Jayachandran Ponnurangam, Managing Consultant in IBM for Center of Competence, BAO Group

In this market scenario, protecting the consumers from falling prey to counterfeit products becomes one of the primary tasks of business processes. It not only helps consumers get the real value for their money, but also helps the businesses to build their brand value and trust.

Software Tools for The Decision Model - Part 1

Contributed by:Larry Goldberg,  Managing Partner,  Knowledge Partners International LLP
By: Barbara von Halle and Larry Goldberg

This article assumes knowledge of the Decision Model. You can order the book including a kindle version at amazon.com here.

Business Process Models, Business Rules and The Decision Model: How They Should Work Together

Contributed by:Larry Goldberg,  Managing Partner,  Knowledge Partners International LLP
By: Barbara von Halle and Larry Goldberg

This article assumes knowledge of the Decision Model. You can order the book including a kindle version at amazon.com here.

OMG Seeking Decision Model Notation Standard

Contributed by:Barbara von Halle,  Managing Partner & Founder,  Knowledge Partners International LLP
By: Barbara von Halle and Larry Goldberg

A lot has happened in the last year regarding The Decision Model. In November 2009, our book described the formalism and usage of The Decision Model (von Halle and Goldberg, 2009, Taylor & Francis LLC, The Decision Model: A Business Logic Framework Linking business and Technology). Since then, adoption of The Decision Model has escalated faster than anticipated. It also caught the attention of the Object Management Group or OMG (http://www.omg.org/) which is the subject of this month’s column.

The Decision Model Column - "MIT Industry Symposium on Information Quality, The Decision Model, and an IQ Framework"

Contributed by:Larry Goldberg,  Managing Partner,  Knowledge Partners International LLP
By: Barbara von Halle, David Pedersen, Larry Goldberg, Michael Grohs

(This article assumes knowledge of The Decision Model. If you are not already familiar with the theory of The Decision Model, you can download a brief primer from www.TheDecisionModel.com.)

The Hybrid SDLC

Contributed by:Larry Goldberg,  Managing Partner,  Knowledge Partners International LLP
By: Mark Monteleone, President, Monteleone Consulting, LLC

The purpose of this article is to provide project managers and business analysts an example of a hybrid system development life cycle (i.e., combination of agile and waterfall). Much discussion has transpired on the virtues of agile and waterfall approaches. Successes and failures can be claimed on both sides. Depending on the conditions of the project, advantages of one approach can be cited over the other. So enters the Hybrid SDLC that considers both approaches for all or portions of the project.

4 Keys to Unlocking Operational Performance

Contributed by:Claye Greene,  Managing Director,  Technology Blue, Inc.
By: Claye Greene, Managing Director, Technology Blue, Inc.

Operational performance has become widely accepted as a critical success factor for companies across many industries. It is best described as the level at which all business units in an organization work together to achieve core business goals.

There are understandably many articles and texts dedicated to operational performance management. Many companies have created departments and job functions focused on translating the value of business assets into higher performance. However for those who are just beginning the journey there are undoubtedly more questions than answers.

Manage the People or Manage the Process?

Contributed by:Shelley Sweet,  Faculty Member, BPMInstitute.org and President,  i4 Process
Shelley Sweet, President, I4 Process Consulting

When you are trying to handle a problem, make an improvement, change the culture, or implement a key strategy where do you go first – to manage the people or manage the process?

Consider these four scenarios. Would you approach the situation by managing the people or managing the process? Rate each one against the 5 criteria and think about why you selected the rating. We will come back to these four scenarios at the end at the end of the article and consider them further.

Six Simple Steps for Accelerating and Perfecting Requirements: A Framework, a New Model, and Visualization

Contributed by:Larry Goldberg,  Managing Partner,  Knowledge Partners International LLP
By: Larry Goldberg and Barbara von Halle

Software engineering is a much younger discipline than are other branches of engineering. We see this in the continuing evolution of attitudes and approaches to requirements. In early days, there were no requirements. In later days, there were volumes of approved textual statements. Eventually, there were formal models. Today, sometimes models and statements are merely interim deliverables because code becomes the requirements.

Business Rules in the Process Age

By: Gerhard Basson, Process Architect, Old Mutual

In a previous article “Integrated Business Management in the Process Age”, I discussed the dawn of the process age which follows on the Information age. In that article I stated that an organisation’s maturity in the Process Age can be plotted against its ability to utilise and manage the five basic capabilities for high performance: People, Guidance, Processes, Information and Resources.

Shopping cart

View your shopping cart.
x
Remind me later

If you wish to make a purchase today and experience an error with the shopping cart, you can place your order over the phone. Please contact us at (508) 475 0475 x15 or toll-free within the U.S. at (855) 300-2686 x15.