Event-centric BPM and goal-driven processing

The slides for my Business Rules Forum presentation on event semantics and focusing on events in order to simplify process definition and to facilitate more robust governance and compliance are at Event-centric BPM.

After the talk I spoke with Jan Verbeek and Gartjan Grijzen of Be Informed and reviewed their software, which is excellent.  They have been quite successful with various government agencies in applying  the event-centric methodology to produce goal-driven processing.  Their approach is elegant and effective.  It clearly demonstrates the merits of an event-centric approach and the power that emerges from understanding event-dependencies.  Also, it is very semantic, ontological, and logic-programming oriented in its approach (e.g., they use OWL and a backward-chaining inference engine).

They do not have the top-down knowledge management approach that I advocate nor do they provide the logical verification of governing policies and compliance (i.e., using theorem provers) that I mention in the talk (see Guido Governatori‘s 2010 publications and Travis Breaux‘s research at CMU, for example) but theirs is the best commercially deployed work in separating business process description from procedural implementation that comes to mind. (Note that Ed Barkmeyer of NIST reports some use of SBVR descriptions of manufacturing processes with theorem provers.  Some in automotive and aerospace industries have been interested in this approach for quality purposes, too.)

BeInformed is now expanding into the United States with the assistance of Mills Davis and others.  Their software is definitely worth consideration and, in my opinion, is more elegant and effective than the generic BPMN approach.

What could be more strategic than process or decision management?

The folks from Knowledge Partners have a post that I found thanks to Sandy Kemsley, whose blog often provides good pointers.  This article talks about the decision perspective on business rules.  It makes some good points, on which I would like to elaborate albeit at a more semantic or knowledge-level.

Every language has three kinds of statements: questions, statements, and commands.   There are also some peripheral types, such as exclamations (Yikes!), but in business processes and decisions only declarative and imperative sentences matter.

From a process- or decision-oriented perspective, decisions are always phrased as imperative sentences.  Otherwise, the statements reflected in any business process, whether you are using BPMN or a BRMS, are declarative sentences.

Decisions are imperative sentences because they state an action to be taken.  For example, decline a loan or offer a discount.  It’s really pretty simple.  A decision is an action.  Rules that don’t take actions are statements of truth.  Such declarative statements of truth are perfect for formal logic, logic programming, and semantic technologies.  It’s the action that requires the production rule technology that dominates the market for and applications of rules.

The authors of the aforementioned article use the following diagram to explain the benefits of the decision-oriented approach in simplifying business processes:

The impact of rules on business process complexity

The impact is very simple.  If you eliminate how you reach decisions from the flow that you diagram in BPMN things get simpler.  It’s really as simple as realizing that you have removed all the “if” parts (i.e., the antecedents) of the rule logic from the flow chart.

So who in their right mind would use a business process tool to express any business logic? Continue reading “What could be more strategic than process or decision management?”

In the names of CEP and BPM

Have you heard the one about how to drive BPM people crazy? 

Ask them the question that drives CEP people crazy!

Last fall, at the RuleML conference in Orlando, was the first time I heard a consensus that a standard ontology of events and processes was sorely needed.  I’ve had a number of discussions with others on this over the interim until today’s posts by Paul Vincent, summing up an OMG meeting in Washington, DC, and Sandy Kelmsley’s comments on a survey of 590 business process modeling notation users.   Continue reading “In the names of CEP and BPM”