Business Process Management (BPM) und Business Rules Management (BRM) zusammen in einer service-orientierten Architektur (SOA) sind die methodischen und technischen Voraussetzungen, um Geschäftsprozesse zu industrialisieren und agil zu sein. BPM schafft die Automatisierung und Standardisierung von Geschäftsprozessen, BRM die Standardisierung und Transparenz von Management-Politiken und -Prinzipien. Und eine SOA bringt die Service-Orientierung, die uns erlaubt zwischen spezifischen Logiken einzelner Prozesse und prozessübergreifenden Logiken gebündelter Kompetenzen und Dienstleistungen sauber zu trennen. Das schafft Agilität zusammen mit Industrialisierung.
Most BREs today are deployed as “decision services”, and are used in “stateless” transactions to make “decisions” as a part of a business process. A CEP application is instead processing multiple event streams and sources over time, which requires a “stateful” rule service optimized for long running. This is an important distinction, as a stateful BRE for long-running processes needs to have failover support - the ability to cache its working memory for application restarting or distribution. And of course long-running processes need to be very particular over issues like memory handling - no memory leaks allowed!
The one, really big, difference between Complex Event Processing and traditional BRMS tools is that the former is loosely associated with EDA and decisions that are based on multiple events, whereas the latter is more associated with conventional request-reply SOA and automating decisions made in managed business processes.
Substitute a standard web services interface for a speaking tube, a business rules management system for his encyclopedic knowledge of policies and regulations, data mining or predictive analytics for his customer knowledge and adaptive control for his experimentation and you have Decision Management. The Answerer but on an industrial scale.
Let’s start by recapping decisions services. Decision services are services, generally stateless ones, that answer business questions for other services. Decision Services typically have no side effects so they can be called whenever they are needed without the caller worrying that something will change in the system. This means that database updates, event generation or other actions taken as a result of the decision are taken by the caller not by the Decision Service. This is not 100% true but works as a general rule. To work, Decision Services need to contain all the logic and algorithms necessary to make the decision correctly.
In diesem Buch werden alle relevanten modernen Standards der Geschäftsprozessanalyse und -modellierung miteinander verbunden und ihre praktische Handhabung dargestellt.
Kern des Buches ist eine Geschäftsprozess-Methodik, die die verschiedenen Standards in praxisrelevanter und harmonischer Weise verbindet. Sie erfahren, welche Standards es gibt, wofür und wie diese eingesetzt werden können und welche Möglichkeiten aber auch möglichen Einschränkungen in der Praxis damit verbunden sind. Basis sind die BPMN (Business Process Modeling Notation), OSM (...), BMM (...), SBVR (..) und UML (...) - wobei diese Standards zielgerichtet nur soweit behandelt werden, wie es für die Auseinandersetzung mit Geschäftsprozessen notwendig ist.
Sie erfahren wie Strategien, Geschäftsregeln und Geschäftsprozesse dargestellt werden können und welche Strukturierungsmöglichkeiten es für Unternehmensarchitekten es gibt.
Das Buch richtet sich an Business-Analysten, Prozessdesigner, Betriebsorganisatoren und verwandte Rollen.
Rob sees three key areas where rules can help:
Tighter warranty controls
Claims processing is improved because financial limits, detailed coverage types, materials return and more can be automated and rapidly changed when necessary. The rules also allow “what-if” testing and impact analysis.
Better built vehicles
The decision making is tracked very closely thanks to rules so you can analyze specific repair types, specific VINs and so on. More effective parts return and generally better information also contribute.
Lower cost repairs
Rules allow goodwill repairs, labor-only repairs and specific kinds of repairs to be managed very precisely. Rules-driven decisioning can reduce the variation of costs between dealers and help intervene, rejecting or editing claims that seem overly expensive. The ability of rules to deploy data mining and predictive analytics can also really help here.
A key component of a company's IT framework is a business intelligence (BI) system. Traditional BI systems were designed for senior management and business analysts to report on, analyze and optimize business operations to reduce costs and increase revenues. Organizations use BI for strategic and tactical decision making where the decision-making cycle may span a time period of several weeks or months. Competitive pressures coming from a very dynamic business environment are forcing companies to react faster to changing business conditions and customer requirements. As a result, there is now a need to use BI to help drive and optimize business operations on a daily basis, and, in some cases, even for intraday decision making. This type of BI is called operational business intelligence and real-time business intelligence and it is used not only by senior management and analysts (as in traditional BI) but also by line of business managers and operational users. In other words this is BI for everyone.
Embedded operational analytics help applications and business users take close to real-time action. However, there is another class of applications where even close to real-time analytics are not
sufficient.
D. Rosca, S. Greenspan, M. Feblowitz, and C. Wild. Requirements Engineering, 1997., Proceedings of the Third IEEE International Symposium on, (January 1997)