- Business Rules Governance and Management – Part I
- Business Rules Governance and Management – Part II – Definitions
- Business Rules Governance and Management – Part III – First Steps
- Business Rules Governance and Management – Part IV – Stakeholders
- Business Rules Governance and Management – Part V – Roles
- Business Rules Governance and management – Part VI – Rule Life Cycle
- Business Rules Governance and Management – Part VII – Management Processes
- Business Rules Governance and Management – Part VIII – Access Control
- Business Rules Governance and Management – Part IX – Center of Excellence
- Business Rules Governance and Management – Part X – Best Practices
This post is part of a series on Business Rules Governance and Management for which the main article can be found here.
In previous posts I covered most of the main points relating to Business Rules Governance and Management.
I now want to put all of this work into context with an even bigger picture in mind.
Most of the business rules implementation will come through an initiative that is part of a project. An IT Project will look at what it needs to accomplish, do some research, decide they need a Business Rules Management System (BRMS) and implement one as part of the project.
The next phase will come when they are delivering the project and need to pass on the responsibility of the rules to operations in the organization. The need for management processes and governance is greater at that time and the work discussed as part of this series of posts is performed.
In the meantime, or as part of a separate project in the organization, another initiative that uses business rules is started. They had seen the success and benefits of the first business rules initiative and decided to start using the same approach. Eventually this new project will also need to instill management and governance processes.
As one can imagine, the evolution will probably not stop there and now is the time to think about how to take it to the next level.
Enters the Center Of Excellence (CoE). The CoE is the next step that the organization will probably have to take. The CoE’s mission should be to support any project that intends to use business rules.
The CoE should be the place where:
- Business Rules specialists (Business and Technical) are united to support projects in a consulting role
- Training for new people can be coordinated
- Projects look to get additional resources for execution of the project plan
- Best practices, Management Processes, Governance Processes are developed
I have covered some of this topic in a previous post called “BPM Center of Excellence applied to Business Rules” (https://www.primatek.ca/blog/2009/03/22/bpm-center-of-excellence/)
Once the Center of Excellence is in place, other projects can more easily benefit from the experiences of other projects.
Although the interactions are shown as “one way” in the diagram above, in real life the interactions are expected to be bidirectional.
In the next post, we will look at some of the challenges you should anticipate as well as some best practices to hopefully make your Governance and Management initiative a successful one.