The main question in this PhD thesis is: How can Business Rules Management be configured and valued in organizations? A BRM problem space framework is proposed, existing of service systems, as a solution to the BRM problems. In total 94 vendor documents and approximately 32 hours of semi-structured interviews were analyzed. This analysis revealed nine individual service systems, in casu elicitation, design, verification, validation, deployment, execution, monitor, audit, and version. In the second part of this dissertation, BRM is positioned in relation to BPM (Business Process Management) by means of a literature study. An extension study was conducted: a qualitative study on a list of business rules formulated by a consulting organization based on the Committee of Sponsoring Organizations of the Treadway Commission risk framework. (from the summary of the Thesis p. 165)
DOCUMENT
‘Bedrijfsprocessen uit de cloud, business rules als succesfactor’ is een publicatie van het Platform Outsourcing Nederland en is het verslag van een onderzoek van de Hogeschool Utrecht, Lectoraat Extended Enterprise Studies, die tot stand is gekomen met een subsidie van het PON (Platform Outsourcing Nederland).
MULTIFILE
During the timespan of the implementation of a system, the why and what against the actual state of the system can change. This difference is referred to as the design problem. Currently, no design problems are identified in Business Rules Management (BRM) and Business Rules Management System (BRMS) literature. To solve problems with a BRMS implementation it is important that the problems solved by this implementation are known, which is not the case. A case study approach is utilized containing two phases of data collection. Phase one consisted of multiple expert interviews focused on creating a set of design problems utilizing existing literature on BRMS design problems. Then, in phase two, the set of design problems were proposed to a selection of thirteen organizations, which indicated if the design problems occurred in a BRMS implementation. This resulted in a set of 24 design problems. The identification of design problems contributes to future research in evaluating BRMS’s. Furthermore, the identification of design problems is a contribution towards situational artifact construction in the field of BRM.
LINK
From the article: Business process management and business rules management both focus on controlling business activities in organizations. Although both management principles have the same focus, they approach manageability and controllability from different perspectives. As more organizations deploy business process management and business rules management, this paper argues that these often separated efforts should be integrated. The goal of this work is to present a step towards this integration. We propose a business rule categorization that is aligned to the business process management lifecycle. In a case study and through a survey the proposed rule categories are validated in terms of mutual exclusivity and completeness. The results indicate the completeness of our main categorization and the categories’ mutual exclusivity. Future research should indicate further refinement by identifying rule subcategories.
LINK
Author supplied Business rules play a critical role in an organization’s daily activities. With the increased use of business rules (solutions) the interest in modelling guidelines that address the manageability of business rules has increased as well. However, current research on modelling guidelines is mainly based on a theoretical view of modifications that can occur to a business rule set. Research on actual modifications that occur in practice is limited. The goal of this study is to identify modifications that can occur to a business rule set and underlying business rules. To accomplish this goal we conducted a grounded theory study on 229 rules set, as applied from March 2006 till June 2014, by the National Health Service. In total 3495 modifications have been analysed from which we defined eleven modification categories that can occur to a business rule set. The classification provides a framework for the analysis and design of business rules management architectures.
DOCUMENT
Planning of transport through inland shipping is complex, highly dynamic and very specific. Existing software support is focusing on road transport planning and/or is merely a visual representation of shipments to be manually assigned to particular vessels. As a result inland shipment planning is time-consuming and highly relies on the personal skills of the planner. In this paper we present a business rules based model that aims to further support inland shipping organizations in their shipment planning by identifying the characteristics and constraints that are of interest and the related explicated business rules. The model is derived from transport-related literature, explorative expert interviews and transport management software vendors. The usability and applicability of the model is subsequently successfully empirically tested using identified performance measures through a case study at a major European inland shipping broker
DOCUMENT
Dit artikel beschrijft een onderzoek waarbij gekeken is naar mogelijkheden die Business Rules Management-concepten bieden bij het aanbieden van bedrijfsprocessen as a service via een cloud-dienst. BRM helpt bedrijven door het gestructureerd vastleggen van organisatorische keuzes en regels waaraan organisaties moeten voldoen. http://intelligence.agconnect.nl/content/dynamisch-cloudsourcen-van-bedrijfsprocessen
DOCUMENT
From the publishers' website: The goal of this research is to define a method for configuring a collaborative business rules management solution from a value proposition perspective. In an earlier published study (Business rules management solutions: added value by means of business interoperability. In: van Sinderen M, Oude Luttighuis P, Folmer E, Bosms S (eds), International IFIP working conference on enterprise interoperability, vol 144. Springer, Twente, pp 145---157, 2013) we took a business rules perspective on interorganisational collaboration optimization, when we addressed the question what the relation was between types of business interoperability and an organisation's business rules management solution. Different types of collaboration were defined and subsequently combined with eleven identified types of service systems; these service systems together make up the business rules management solution. In this paper we re-address and -present our earlier work, yet based on the findings, we extend it with the construction of a method for determining the configuration of collaborative business rules management solutions. This method is tested by applying it to a case study at an alliance of airlines. Presented results provide a grounded basis from which empirical and practical research on business rules management solutions can be further explored.
LINK
From the article: Abstract Since more and more business rules management solutions are utilized, organizations search for guidance to design such solutions. Principles are often applied to guide the design of information systems in general. Scientific research on principles for business rules management is limited. The purpose of this paper is to specify, classify, and validate design principles that can be applied to guide the design of a business rules management solution. We conducted a three round focus group and three round Delphi Study, which led to the identification of 22 principles. These 22 principles can be clustered into four categories: 1) deep structure principles, 2) physical structure principles, 3) surface structure principles, and 4) organizational structure principles. Our results provide a framework for the design and analysis of business rules management solutions.
LINK
Business rule models are widely applied, standalone and embedded in smart objects. They have become segregated from information technology and they are now a valuable asset in their own right. As more business rule models are becoming assets, business models to monetize these assets are designed. The goal of this work is to present a step towards business model classification for organizations for which its value position is characterized by business rule models. Based on a survey we propose a business model categorization that is aligned to different types of assets and business model archetypes. The results show five main categories of business models: The value adding business rule model, the ‘create me a business rule model’ business model, the KAAS business model, the bait and hook business model and the market place business model.
DOCUMENT
