Work on acquiring knowledge about science has estimated the cost of encoding knowledge in question answering or problem solving systems at $10,000 per page of relevant textbooks. Regrettably, such estimates are also consistent with the commercial experience of many business rules adopters. The cost of capturing and automating hundreds or thousands of business rules is typically several hundred dollars per rule. The labor costs alone for a implementing several hundred rules too often exceed $100,000.
The fact that most rule adopters face costs exceeding $200 per rule is even more discouraging when this cost does not include the cost of eliciting or harvesting functional requirements or policies but is just the cost of translating such content into the more technical expressions understood by business rules management systems (BRMS) or business rule engines (BRE).
I recommend against adopting any business rule approach that cannot limit the cost of automating elicited or harvested content to less than $100 per rule given a few hundred rules. In fact, Automata provides fixed price services consistent with the following graph using an approach similar to the one I developed at Haley Systems.
Continue reading “The $50 Business Rule”
A manager of an enterprise architecture group recently asked me how to train business analysts to elicit or harvest rules effectively. We talked for a bit about the similarities in skills between rules and requirements and agreed that analysts will fail to understand rules as they fail to understand requirements.
For example, just substitute rules in the historical distribution of requirements failures:
- 34% Incorrect requirements
- 24% Inadequate requirements
- 22% Ambiguous requirements
- 9% Inconsistent requirements
- 4% Poor scoping of requirements
- 4% Transcription errors in requirements
- 3% New or changing requirements
Continue reading “Elicitation and Management of Rules, Requirements and Decisions”
I am working on some tutorial material for business analysts tasked with eliciting and harvesting rules using some commercial business rules management systems (BRMS). The knowledgeable consumers of this material intuitively agree that capturing business rules should be performed by business analysts who also capture requirements. They understand that the clarity of rules is just as critical to successful application of BRMS as the clarity of requirements is to “whirlpool” development. But they are frustrated by the distinct training for requirements versus rules. They believe, and I agree, that unification of requirements and rules management is needed.
Consider these words from Forrester:
One might argue that Word documents, email, phone calls, and stakeholder meetings alone are adequate for managing rules. In fact, that is the methodology currently used for most projects in a large number of IT shops. However, this informal, ad hoc approach doesn’t ensure rigorous rules definition that is communicated and understood by all parties. More importantly, it doesn’t lend itself to managing the inevitable rules changes that will occur throughout the life of the project. The goal must be to embrace and manage change, not to prevent it. 
But note that Forrester used the word “requirements” everywhere I used “rules” above!
Continue reading “When Rules Meet Requirements”