The value of a decision can be increased through analyzing the decision logic, and the outcomes. The more often a decision is taken, the more data becomes available about the results. More available data results into smarter decisions and increases the value the decision has for an organization. The research field addressing this problem is Decision mining. By conducting a literature study on the current state of Decision mining, we aim to discover the research gaps and where Decision mining can be improved upon. Our findings show that the concepts used in the Decision mining field and related fields are ambiguous and show overlap. Future research directions are discovered to increase the quality and maturity of Decision mining research. This could be achieved by focusing more on Decision mining research, a change is needed from a business process Decision mining approach to a decision focused approach.
The visual representation of Information System (IS) artefacts is an important aspect in the practical application of visual representations. However, important and known visual representation principles are often undervalued, which could lead to decreased effectiveness in using a visual representation. Decision Management (DM) is one field of study in which stakeholders must be able to utilize visual notations to model business decisions and underlying business logic, which are executed by machines, thus are IS artefacts. Although many DM notations currently exist, little research actually evaluates visual representation principles to identify the visual notations most suitable for stakeholders. In this paper, the Physics of Notations framework of Moody is operationalized and utilized to evaluate five different DM visual notations. The results show several points of improvement with regards to these visual notations. Furthermore, the results could show the authors of DM visual notations that well-known visual representation principles need to be adequately taken into account when defining or modifying DM visual notations.
Since an increasing amount of business decision/logic management solutions are utilized, organizations search for guidance to design such solutions. An important aspect of such a solution is the ability to guard the quality of the specified or modified business decisions and underlying business logic to ensure logical soundness. This particular capability is referred to as verification. As an increasing amount of organizations adopt the new Decision Management and Notation (DMN) standard, introduced in September 2015, it is essential that organizations are able to guard the logical soundness of their business decisions and business logic with the help of certain verification capabilities. However, the current knowledge base regarding verification as a capability is not yet researched in relation to the new DMN standard. In this paper, we re-address and - present our earlier work on the identification of 28 verification capabilities applied by the Dutch government [1]. Yet, we extended the previous research with more detailed descriptions of the related literature, findings, and results, which provide a grounded basis from which further, empirical, research on verification capabilities with regards to business decisions and business logic can be explored.
