Model-Based Business Engineering, Blog by Dr. Juergen Pitschke, +49 351 30935193 This email address is being protected from spambots. You need JavaScript enabled to view it.g

Model-Based ... Notations and Models are Means to an End

We are talking of Model-Based Business Engineerin. Models are base for many working techniques as described in the White Paper "Model-Based Business Engineering - A Positioning". Based on models we define, measure, optimize Business Processes, for development of workflow-based systems and much more. One of my favorite quotes by John Zachman is "If you can't describe it, you can't uild it".

We use different Standard Notations by the OMG for Model Development. They offer a good number of benfits: exchangeability, defined meaning of model elements, tool support, ... Sure, all notations also have shortcomings. But discussing endless abou the shortcomings is boring. Notations are a mean to an end. They are a tool. It is very important, what our goal, our end for our models is.The mean (the notation) will be determined by this.

In one of my customer projects I found a Project Charter saying that the goal of the project is to introduce BPMN 2. I don't think that this is a real goal. We want to minimise risk, improve processes, alow measuring processes and much more. To find out if BPMN supports this should be part o the project.

Belongs the notation to chose to the project charter?

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Business Rules in natural language - German or English?

Some days ago I visited a potential customer here in Germany. They already developed a good number of models and want to build a "real" enterprise architecture now. One content they already have are Business Rules. Very good - it is for sure a great idea to separate Business Rules and Business Process Models. They described the rules in natural language for the business users - but in English. I think this misses the point of using natural language for business rule representation. The argument was that English is more precise than German. It seems so at least. But any natural language leaves room for misunderstanding. And addressing business users in a foreign language misses the point.

RuleSpeak™ was developed by Ron Ross to allow business users to build and use their own Business Rules in natural language. Keywords and principles for building the rules should ensure precision. Sometimes you have to make compromises between precision and easy understanding for the business user.

RuleSpeak™ is available in multiple languages - e.g. Dutch. Spanish, Polish, Norwegian. The German version can be found on our company website or together with the other languages on - Post: BPM Skills in 2017 – Hot or Not

Zbigniew published a new post on his blog BPM Skills in 2017 – Hot or Not.

More than 20 experts gave their insight about skills we should look for - e.g. Roger Bulton, Sandy Kemsley, James Taylor, Jim Sinur. It is difficult to highlight single opinions. The value of the post for me is the diversity and different views. You have to read it completly to get this ;-)

Book Recommendation "Real-world Decision Modeling with DMN" by James Taylor and Jan Purchase

The book "Real-world Decision Modeling with DMN" by James Tylor and Jan Purchase was released in time for th eend of the year (ISBN 978-0929652597,

I had the honor and the joy to review the book upfront and to give some feedback in the finalization. For sure you need to explain the notation in such a book. This alone would be a bit boring. Starting to use a notation we see the same questions again and again: How to scope? How to structure?  What additional information do we need? You need working techniques, method and the context. These questions are for an successfull use of the notation really important. Insteat to go for a "Certification" for a notation user should seek answers for these questions.

The book offers a lot of "brainfood" and shows the big experience of James and Jan. It is a breath of fresh air compared to other books (e.g. The DMN Method and Style by Bruce Silver). The book has a lot of examples. Many of them from the Finance Industry. This is caused by banks and insurances adopted "Business Decision Management" early. The examples can easily be applied to other industries.

The described working techniques are no dogma. Some are of general nature (e.g. How to scope?), others depend on the situation. Everybody has to be creative and critical. What is good for my initiative and use case? This requires experience.

I hope the book reaches many readers.

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