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The Business Rules Community's
Business Rules Journal (BRJ) Update
December, 2005 Vol 6 No. 12
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**The emerging OMG standard, Semantics of Business Vocabulary and Business Rules (SBVR), created a buzz of excitement at the November Business Rules Forum in Orlando. Find out for yourself what the excitement is about in our new Perspectives column, SBVR Speaks for Itself.** .......................
**DISCOUNTS on Professional Conferences and Seminars and Books** Refer to the bottom of this Update.
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In this issue of your periodic Business Rules Journal Update...
1. Business Rules in Requirements Analysis, by Ralph Nijpels
2. Premise & Conclusion: How Rules and Processes Relate ~ Part 3.
Three Best Practices for Designing Business Processes with Rules,
by Ronald G. Ross
3. Modeling Concepts: Verbalizing Business Rules (part 13),
by Terry halpin
4. SBVR Speaks: The Key Notions of the SBVR Approach
If you'd like to read all our articles on the web, visit:
http://www.brcommunity.com

1. Business Rules in Requirements Analysis, by Ralph Nijpels ...............................................................
There is one clear giveaway that something is wrong with the capability of an organization to accurately describe what it needs:
the stack of change requests appears as soon as a project is done.
Unfortunately a lot of organizations instinctively jump to the conclusion that the change process is forming a bottleneck, and they resort to ever more sophisticated change management processes.
To address this problem correctly the question is not "how do I manage this pile change requests?" but, instead, it's "how do we improve our capability to determine what is needed? In this month's column, Ralph Nijpels defines 'requirements analysis' as the process of determining what is needed, as part of every change project, and outlines where 'business rules' fits in the requirements mix.
to read more, visit:
http://www.BRCommunity.com/a2005/b259.html

2. Premise & Conclusion: How Rules and Processes Relate ~ Part 3.
Three Best Practices for Designing Business Processes with Rules,
by Ronald G. Ross
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Having flesh-and-blood people involved 'in the loop' for business processes makes a big difference. Simply stated, people can break rules. That key observation leads to important guidelines about business process design. In this month's column, the third of a 6-part series (excerpted from the just-released second edition of "Business Rule Concepts: Getting to the Point of Knowledge"), Ron Ross reviews several best practices for modeling business processes with rules and people.
to read more, visit:
http://www.BRCommunity.com/a2005/b260.html

3. Modeling Concepts: Verbalizing Business Rules (part 13),
by Terry halpin
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Business rules should be validated by business domain experts, and hence specified using concepts and languages easily understood by business people. This is the thirteenth in a series of articles on expressing business rules formally in a high-level, textual language.
In this month's column, Terry Halpin discusses verbalization of basic subtype constraints.
to read more, visit:
http://www.BRCommunity.com/a2005/b261.html

4. SBVR Speaks: The Key Notions of the SBVR Approach ...............................................................
In September 2005, the Object Management Group (OMG) approved the "Semantics of Business Vocabulary and Business Rules" (SBVR) to become a final adopted specification of the OMG. An understanding of SBVR must begin by understanding the three elements of its title: Semantics, Business Vocabulary, and Business Rules. In this introductory installment of "SBVR Speaks (for itself)" SBVR explains what these three key notions mean in the SBVR approach.
to read more, visit:
http://www.BRCommunity.com/a2005/b263.html

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