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B.R. Special Interest Group 05/10/05 Presented by; Mike Peters, Whitespace Consulting :v24-#TopicsAbout the Survey Sponsor: LTS Business Rules Development Practice Who participated? Participants Rankings Overall Findings Survey Findings Survey Conclusions Common Survey Requests Survey best-practices Summary For More Information v11About the SurveyCommissioned by a U.S.- based Business Rules (BR) implementation vendor: Lambert Technical Services - Business Rules Development Practice Takes a snapshot of Business Rules (BR) implementations  verbal and written responses to a survey questionnaire Covers business and technology topics related to Business Rules (BR) implementations^ZZqZZUZI@#2About the Survey (cont d)Solicits Business Rules implementer s experiences and feedback on a give-to-get basis in several industries and segments Results compiled and documented by Whitespace Consulting of Harvard, Ma, USA @yM"Who participated? #<Companies at various stages of Business Rules implementations and experience Approx. 16 business entities, 30 plus interviews Primarily US-based companies Both technology and business participants Primarily Level 1, 2, and some 3 s on Knowledge Partners Inc. s BR Value Maturity Model LMM Participants RankingsOverall Findings0Financial Services companies, specifically the insurance sector, were the predominant adopters of BR approaches Many organizations within the Fortune 500 are showing interest in a BR approach Early adopters of BR are also pursuing new Service Oriented Architectures to accommodate these new approaches112Overall Findings (cont d)BBR approaches appear to be equally driven by the business and IT functions within organizations Credible, high-level guidance is available from a variety of credible sources (von Halle, Ross, Moriarty, Zachman) Organizations may still benefit from a BR approach, though they may not utilize a Business Rules Engine (BRE)@`snC 2Overall Findings (cont d)More hands-on BR implementation support needs to be made available Methodology, Business Rules Engine (BRE) and tools vendors are  racing to expand supporting product and service offerings Business community involvement in BR development efforts iscritical, yet sometimes difficult because BR management tools are still maturingMM2Overall Findings (cont d)FBR Return-On-Investment metrics were mostly informal, unavailable or not sharable at this time BR approaches cause major cultural change between the business and IT functions, and can alter the way applications are built and maintained The major vendors appear to be taking a conservative approach investing in the BR marketGF  Survey Findings:&##BR Methodologies Current System Development Lifecycle Methodologies (SDLM s) require  extensions to fully support BR development approaches Most companies are developing manual  work-arounds as interim solutions until SDLM vendor offerings catch-up There is need for linkage, tracing specific business rules back to the business requirements @GG 6Survey Findings (cont d) : BR Engines and Tools Business rules management vendor tools are evolving in the areas of repositories, traceability, and methodology integration Automated Rules testing tools need to mature for both business user and IT use Business Rules Engine vendors need to continue evolving their products to support volatile, complex calculations directly within the engine to reduce maintenance costs and complexity The availability and use of decision tables and trees within rules management and rules maintenance tools for creating and maintaining the appropriate types of business rules significantly increase the productivity and quality of the business rules analyst*Survey ConclusionsEarly BR results are positive and early adopters are expanding their BR development efforts, many across the enterprise The return-on-investment of a BR approach can be difficult to quantify due to the  softness of the benefits (time-to-market, quality, etc& ) Business user tools in a BR environment are evolving (Rules management, validation, traceability, testing, etc& ) $xZZy!6Survey Conclusions (cont d)The BR approach is spreading virally, and will reach a tipping-point where it becomes the norm, rather than a  boutique approach The major vendors, IBM, MS, Oracle, SAP et. al. will gradually embrace the BR approach and market adoption will accelerate Software package vendors will integrate a BRE and add business process functionality to influence  middle-market co. s to adopt the BR approachZ  Common Survey RequestszMany surveyed felt more practical, hands-on implementation assistance was needed A standard B.R. metadata format across vendors  allowing best-of-breed compatibility between BR tools and engines Wanted more industry standard System Development Lifecycle Methodologies (SDLM) specifically designed for BR approaches>>>Common Survey Requests (cont d);More BR training tools and educational sources More sophisticated BR testing tools for both IT and business stakeholders The BR Rule Management function needs additional vendor focus and investment to: support implementation efforts and eliminate dual maintenance of source and implementation rule repositories *pp Survey best-practices0A joint business and IT effort instituting a BR approach provides the best results Selecting the appropriate SDLM is key, and should be done prior to any rule engine decision Using a high-level BR Consultancy assisting with the cultural change necessary as you transition to any new BR approach is key  01<Survey best-practices (cont d)jLimiting the amount of change and technology you introduce to the culture at any given time is a consideration Train your staff thoroughly onthe new BR approach. Pay particular attention to defining the new role of business rule analyst Integrate your SDLM with your BR approach. Current methodological alternatives do not define or accommodate BR approaches8kZnz8$<Survey best-practices (cont d)Consider using visual metaphors like decision tables and decision trees when appropriate to express, document, and change similar rule patterns and families.  SummarywMany Fortune 500 companies are piloting applications using a BR approach, some without the use of a business rule engine Vendors need to catch-up to the demand for products assisting with BR approaches (tools, training, and consulting) Understand your business culture, and your expected ROI, as well as the maturity of the BR tools and support available before you proceedxZx Summary (cont d)kBR development priorities appear to be in areas where: decision consistency is critical business change (application volatility) is above average transaction volume is high (i.e. loan eligibility, insurance underwriting) Solution quality and time-to-market business drivers alone can justify a BR approach, in addition to any potential technology cost savings 7ZvZ1ZZZ7v1      "$For More Information Please Contact:%G Mike Peters Whitespace Consulting (978)456-9208 Mpeters001@hotmail.com2H $4 01G  Lee Lambert Lee@Lambert-tech.com Lambert Technical Services L.L.C. - Business Rules Development Practice (860)642-3920 http://www.lambert-tech.com/brdp.htm zZZZ Y%0 0(/ 0/h,./023456 7 = >@ABCEFGHIJ  0` Ot{h______` M <ff33̙3` +ffO=ff̙H7` fff3f̙` Tff33ff` 0Ky{kOz` )R{f` GiIfff̙fR` ̙|̙3f` 3ff~>?" dd@'?lFd@ulnK'o`P( n?" dd@   @@``PT     o (`0p>> ''(  ZB  c $D"`   6 "M }  X Click to edit Master title style!!  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