If you are considering the use of any of the following business rules management systems (BRMS):
- IBM Ilog JRules
- Red Hat JBoss Rules
- Fair Isaac Blaze Advisor
- Oracle Policy Automation (i.e., Haley in Siebel, PeopleSoft, etc.)
- Oracle Business Rules (i.e., a derivative of JESS in Fusion)
you can learn a lot by carefully examining this video on decisions using scoring in Ilog. (The video is also worth considering with respect to Corticon since it authors and renders conditions, actions, and if-then rules within a table format.)
This article is a detailed walk through that stands completely independently of the video (I recommend skipping the first 50 seconds and watching for 3 minutes or so). You will find detailed commentary and insights here, sometimes fairly critical but in places complimentary. JRules is a mature and successful product. (This is not to say to a CIO that it is an appropriate or low risk alternative, however. I would hold on that assessment pending an understanding of strategy.)
The video starts by creating a decision table using this dialog:
Note that the decision reached by the resulting table is labeled but not defined, nor is the information needed to consult the table specified. As it turns out, this table will take an action rather than make a decision. As we will see it will “set the score of result to a number”. As we will also see, it references an application. Given an application, it follows references to related concepts, such as borrowers (which it errantly considers synonomous with applicants), concerning which it further pursues employment information.
Continue reading “IBM Ilog JRules for business modeling and rule authoring”
Some time ago I spoke with public sector leadership at Oracle and Accenture about applications in Health and Human Services. Oracle was already my client with what was then Haley Authority (now Oracle Policy Automation) integrated within Siebel CRM. Lagan was also one of my clients who competed with Oracle and others, such as Curam Software, for public sector case management applications. It was obvious then that then market-leading approach of Curam Software, which largely relied on IBM Global Services to codify the policies that determine eligibility and levels of benefit for various programs would not be viable for much longer. Oracle and Lagan were going to change the playing field with a more accessible and knowledge-centric approach based in Haley’s natural language business rules management system.
There was a current battle going on in one state (Kansas, as I recall) among these three companies which went Oracle’s way thanks to Accenture and support from Haley. We were also working with them on a larger opportunity in Ontario. Continue reading “Accenture, Public Policy and Governance at Oracle”
Recent posts on money and time have produced some excellent comments and correspondence. There is even recent OMG effort that is right on the money, at least concerning time. For details, see the Date-Time Foundational Vocabulary RFP. I am particularly impressed with SBVR “Foundation” Vocabularies, which I understand Mark Linehan of IBM presented last week at an OMG meeting in DC.
Mark’s suggestions include establishing standard upper ontologies for:
- Time & dates
- Monetary amount
- Unit of measure
- Quantities, cardinalities, and ratios
- Arithmetic operations
I will skip operations for now since they are not taxonomic concepts but functional relationships involving such concepts. I believe the post on CEP and BPM covered time in adequate detail and the post on Siebel’s handling of foreign exchange covered the currency exchange aspects of money. It only touched on the more general concept of amounts that I will focus on here.
The remaining concepts are common to almost every application conceivable. They are some of the most primitive, domain-independent concepts of a critical and practical upper ontology. They include: Continue reading “Ontology of time in progress – amounts needed”
Not long ago I posted on the need to understand common concepts well. My example then concerned the need to understand time well enough to answer a question like, “How much did IBM’s earnings increase last quarter?”. Recently, in contemplating some training issues related to the integration of Haley Authority within Siebel, I came across examples phrasings from the documentation on Siebel’s web site, including:
- if an account’s location contains “CA” then add 50000 in “USD” for the account
- if an account’s location contains “CA” then add 70000 in “USD” on today for the account
Two things are immediately obvious.
- Oracle does not understand location.
- Oracle has an interesting, but nonetheless poor understanding of money.
Of course, I am intimately familiar with Authority’s understanding of money. However, Siebel needs more than Authority understands. Continue reading “Oracle should teach Siebel CRM about location and money”
A client recently asked me for guidance in establishing a center of excellence concerning business rules within their organization. Their objectives included:
- Accumulate requisite skills for productive success.
- Establish methodologies for productive, reliable and repeatable success.
- Accumulate and reuse content (e.g., definitions, requirements, regulations, and policies) across implementations, departments or divisions.
- Establish multiple tutorial and reusable reference implementations, including application development, tooling, and integration aspects.
- Establish centralized or transferable infrastructure, including architectural aspects, tools and repositories that reflect and support established methodologies, reusable content, and reference implementations.
- Establish criteria, best practices and rationale for various administrative matters, especially change management concerning the life cycles of content (e.g., regulations or policies) and applications (e.g., releases and patches).
I was quickly surprised to find myself struggling to write down recommendations for the skill set required to seed the core staff. My recommendations were less technical than the client may have expected. After further consideration, it became clear than any discrepancy in expectations arose from differences in our unvoiced strategic assumptions. Objectives, such as those listed above, are no substitute for a clearly articulated mission and strategy.
Continue reading “Managing Semantics, Vocabulary and Business Rules as Knowledge”