Model-Based Business Engineering, Blog by Dr. Juergen Pitschke, +49 351 50196368  This email address is being protected from spambots. You need JavaScript enabled to view it.g

Business Knowledge, Language, Models - Workshops and Literature

I stressed the importance of a business vocabulary for a long time. For example in the translation of the RuleSpeak® documents. A free primer "How to define Business Terms in Plain English" can be found on the Business Rule Solutions website. The definition of a business vocabulary is part of ConceptSpeak™, not RuleSpeak®.

A business vocabulary is the basis of various models: business rules, business processes (activities, events, roles, resources), business requirements, business decisions, other models. Many business analysis work techniques use a clear business vocabulary as a foundation

Because of the importance, this is part of every workshop, both regarding the notations (BPMN, CMMN, DMN). But also regarding the methodology and the use of tools. E.g. I show in our Visual Paradigm workshop which functions are available for vocabulary management.

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Own matters

The blog is very quiet at the moment. The cause is my illness (no corona). I will post new articles soon. I am happy about suggestions, ideas, and wishes!

Kind regards

Juergen 

Concepts, Concepts, Concepts, ...

I recently published new German translations of the Decision Management Manifesto and the German RuleSpeak documents on my website,

Although it seems that users tend to follow an either-or-concept, both are important. As Ron Ross points out, there are a variety of business rules that cannot become described in a decision model. Otherwise, SBVR and the RuleSpeak approach lacks an inherent approach to structuring. As a result, "rule book"-projects with thousands of business rules emerge in practice. In order to master such projects, we need a classification criterion, preferably a top-down criterion.

DMN addresses the structuring problem (among other problems) by describing decisions and breaking them down into sub-decisions and inputs. The result is a decision network that offers us the desired top-down structure. (See our workshop on the BCS website.)

Both have in common that we need to know the concepts used. We have to know what we are talking about. Compare the standard SBVR (semantics of the Business Vocabulary and Rules) of the Object Management Group). We define the "concepts" used. RuleSpeak / SBVR is also used to explain the rules of the (DMN) decision tables.

To understand these documents, a basic understanding of the term "concepts" and of SBVR is an advantage. Ron Ross has dedicated this question to some blog posts. For example. "What's the concept?!" In short, I define "concept" as follows: "A concept is an object through which we communicate about in natural language." What qualities does it have? Which business rules apply to the object? Which requirements must the object fulfill?

This definition makes it clear that the used objects must be classified meaningful.

In the German language "concept" is often used in the sense of "plan, procedure" and "draft". We are closer to another definition: A concept is an object of interest; we speak about it. Whether it's data, software objects, business processes and business process objects, decisions, or anything else.