« August 2005 | Main | October 2005 »

September 29, 2005

News Orleans CIO: Breaking the Rules to Restore Democracy

Here's an interesting tale from New Orleans CIO Greg Meffert on surviving Hurricane Katrina and reviving New Orleans. Goes to show you that most business rules are great in a normal world under normal business conditions. But in times of crises, sometimes you have to throw the standard operating procedures and rulebook away. That's when you need to whip out your emergency operating procedures (EOP) and rulebook. You have one right?

September 27, 2005

M&A: Fair Isaac acquires RulesPower

Sep. 27, 2005: The Business Rule Management industry shakeout continues.

Today Fair Isaac announced it has acquired RulesPower, development staff, rights to the RETE III algorithm, and other patent pending technology.

More details on strategy & direction to be announced later by FI. See www.fairisaac.com/rulespower for details.

September 13, 2005

Who are the Subject Matter Experts and Super Experts in your company? (FAQ #18)

Every company has Subject Matter Experts (SMEs). But great companies also have what I call Super Experts.

Everyone knows who the Super Experts are: They are the people that even the Subject Matter Experts call when they need help making a decision. They are the people that lead executives to seriously wonder, "what do we do if Peter gets hit by a truck?". Super Experts are the "brains" behind key, complex, and high-value decisions.

Subject Matter Experts

Subject Matter Experts are the people who make a lot of decisions in a little bit of time. These are microdecisions. SMEs seem to know a lot about a few topics.

SMEs could easily make hundreds or thousands of microdecisions in a day. Yet each decision is a crucial step in a larger process, such as building a product, making a sale, or taking a reservation. And each microdecision is crucial: A mistake at any point in the process will make the entire entire product, service or process defective.

Microdecisions are things like:
  • Is this customer eligible for this particular product?
  • What discounts is this customer entitled to for this particular transaction?
  • What is the commission for this booking?
  • What should I up-sell to this customer?
  • What should I cross-sell to this customer?
  • Do I have all the information I need to save this record in the system?
  • How do I work-around the bug or limitation in the system?
  • Who should we assign as the company contact person for this sale?
  • Does the customer want window or aisle?
  • Does the customer want a double bed or king bed?
  • What credit card does the customer want to use?
Super Experts

Super Experts are the rare individuals who solve the toughest problems in the company. They routinely make complex decisions, and they make it look easy. Their phone is constantly ringing. A Super Expert is the only one in the company who has the knowledge, experience, and expertise to make the right decision every time. Instead of making a hundred microdecisions a day, the Super Expert worries about making one big decision. Super Experts seem to know everything about lots of topics.

Super Experts may only make one decision a day. They may take a few days, or even weeks, to make an final decision. But each decision can save the company millions of dollars. Each decision can determine how thousands of transactions will be handled, and how millions or dollars will recorded in the books.

I'm talking about bottom line decisions... million dollar decisions like:
  • How do we solve this customer's mission critical problem right now?
  • What is our underwiting strategy and policy?
  • How do we design this plant so as to prevent and contain fires?
  • How do we clean up this oil spill?
  • Where should we build the plant?
  • Where should we build the product?
  • Where should we hire the employees?
  • What will our price program structure look like next year?
  • What will our discount policy be next year?
  • What promotions should we run?
  • What do we do to improve improve yields and revenue?
  • Should we create a new legal entity for this deal?
  • What Legal Entity structure should we use for this company?
  • What is the best way to structure this deal?
  • How do we minimize tax and maximize revenue for this contract?
  • What Legal Entity should we use for this contract?
  • How should we record these types of accounting transactions?
  • How do we calculate this quarter's tax provision?
  • What is the best product or right product that we should recommend for this customer situation?
  • How do we troubleshoot this problem?
Who are the Subject Matter Experts and Super Experts in your company?

If you are going to work on a business rules management project, one of the first things you need to do is identify who the true Subject Matter Experts and Super Experts are. You need to work with and elicit knowledge from both types of experts in order to succeed.

September 08, 2005

Critical Challenges Facing Business and IT Today

I was looking through some presentations I gave five years ago and found a list of critical challenges facing Business and IT. These problems could be solved using a business rules approach and BR technology. I'm afraid many companies that haven't climbed aboard the business rules train still face many of these challenges today.

Now that I'm blogging, I thought it would be a good idea to "externalize" this list and make it available on the Web. I'd like to keep adding to this list over time. And of course I welcome your suggestions or additions.

Critical Challenges Facing Business Today

  • Compliance with external regulations/laws and with internal policies/rules
  • Ability to change business rules instantly
  • Managing knowledge
  • Managing business rules
  • Re-engineering and simplifying business rules and business processes
  • Product development time to market
  • Application development time to market

Critical Challenges Facing IT Today

  • Dealing with rapid business change and increasing complexity
  • Time to market
  • Increasingly complex business rules
  • Changing or adding business logic can break existing logic
  • Business rules aren't properly documented
  • Business logic duplicated across systems
  • Building flexible systems that can support unknown future requirements.
  • Many systems today limit what the business can do
  • We don’t know the rules in our systems, yet these systems run the business
  • Existing rules may actually be inherited system constraints
  • Different IT units document business rules differently, if at all
  • Business people speak business rules, yet IT speaks data and code
  • Managing knowledge, especially business rules

The business rules approach and business rules technology can help solve each of these problems.

Locations of visitors to this page