operational_decision_management_lustratus

Bpm is all about providing a business context model

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Unformatted text preview: ed by BPM-specified processes. BPM is all about providing a business-context model in the form of a process flowchart and driving execution based on this model. The goals of BPM are similar to those of rules-based decision management; give control to the business community, make change easier and faster and provide greater visibility and business alignment for IT operations. In fact, BPM makes an ideal consumer for business rules and events. The BPM model describes the components that are linked together to execute the desired process in flowchart fashion, but at various points in the flow it will of course need to have decision points that determine the next step in the flow. While these could be built into the BPM model definition, this would result in business decisions being embedded inside individual process models. The result would be that there would no longer be a single repository for key decision-making rules that can be browsed and validated; in order to understand the Page 6 decisions controlling operations it would be necessary to inspect each process flow and see what decisions have been embedded there. However, if a BRMS is being used, then the BPM process flow can simply invoke the appropriate rule whenever it comes to a decision point in the process flow. Most modern BRMS products have the ability to take a rule or rule-set and convert it into a callable web service that can now be invoked during execution of the BPM process. Now all operational rules can be kept together, providing a much more complete record of what decision-making rules are in place and enabling them to be inspected and changed more easily. The same is true of business events; while BPM tools enable events to be created to alter process flows if certain situations occur, by using a BEP tool all the business events affecting decision-making can be gathered together in one place. In fact, isolating the decision-making rules from the processes provides other important advantages. Decision-making rules are likely to change much more often than process definitions, and therefore separating them avoids unnecessary churn, and in addition once separated the rules become available for use by other...
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This note was uploaded on 01/29/2014 for the course ACC 230 taught by Professor Xia during the Winter '13 term at Bloomsburg.

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