Improve Your Process Models by Modeling Decisions

Presented by James Taylor, CEO, Decision Management Solutions
 
Business analysts know that modeling business processes, rather than writing about them, defines them more accurately. Business process models make it easier to validate requirements, easier to see opportunities for improvement and easier to manage the process once it is implemented. Replacing traditional specifications with logical business process models based on standard notations like BPMN improves requirements and increases the likelihood of project success.
 
Yet over-complex processes are common. Complex process models make it harder to engage business owners and reduce the manageability of implementations. One of the prime causes of over-complex processes is the inclusion of decision-making in process designs. Business analysts that identify the decisions in their processes and model them separately – not part of the process but supporting it – find they can simplify process designs, increase agility and bring business users and IT into better alignment. With the publication of a new standard notation - OMG's Decision Model and Notation - and the inclusion of decision modeling in the BABOK, it's time for business analysts to improve their process models by modeling decisions.
 
Key learning points:
  • Decisions are central to straight through processing, process innovation and process effectiveness.
  • Process models obscure decision-making and become over-complex when it is embedded
  • A standards-based approach to decision modeling is a key technique for process analysts
The Presenter
 
James Taylor is the CEO and a Principal Consultant of Decision Management Solutions. He is the leading expert in how to use business rules and analytic technology to build Decision Management Systems. James is passionate about using Decision Management Systems to help companies improve decision making and develop an agile, analytic and adaptive business. He provides strategic consulting to companies of all sizes, working with clients in all sectors to adopt decision making technology. James has spent the last 20 years developing approaches, tools, and platforms that others can use to build more effective information systems. He has led Decision Management efforts for leading companies in insurance, banking, health management, manufacturing, travel and telecommunications.
 
James is the author of “Decision Management Systems: A practical guide to using business rules and predictive analytics” (IBM Press, 2011). He previously wrote Smart (Enough) Systems: How to Deliver Competitive Advantage by Automating Hidden Decisions (Prentice Hall) with Neil Raden, and has contributed chapters on Decision Management to multiple books as well as many articles to magazines. In addition to strategy and implementation consulting, James delivers webinars, workshops and training. He is a regular keynote speaker at conferences around the world. James was previously a Vice President at Fair Isaac Corporation where he developed and refined the concept of decision management. 
 
The best known proponent of the approach, James helped create the emerging Decision Management market and is a passionate advocate of decision management. He understands how companies buy and use these technologies and he has helped companies successfully adopt these technologies and apply them in the context of Business Process Management and Business Intelligence initiatives.
 
Decision Management Solutions work with clients to improve their business by applying analytics and analytic technology to automate and improve decisions. Clients include major North American insurers, Apple Vacations, the health management division of a major healthcare company, one of the world’s largest mobile phone operators, Fiserv, IBM, SAS, Experian