- 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 have discussed almost all the topics I wanted to cover (so far) concerning Business Rules Governance and Management. This last post will look at the challenges to expect and some best practices.
At DIALOG08, Pierre Berlandier made a presentation on the Challenges expected when implementing Business Rules Governance and Management Processes.
Here are a few :
- Staffing of the various roles
- Staffing of roles is not considered a priority initially
- Workers are performing other tasks at the same time (multi-tasking)
- Have a plan with realistic resource availability
- Have staffing specific tasks in the plan
- Internal politics
- The new, closer relationship between IT and business is difficult to manage
- This is one of the key benefits of having appropriate governance in place
- Need to build mutual trust by having appropriate processes in place, and having well defined roles and responsibilities
- Lack of BRMS experience
- Hire outside help and take an incremental approach
- Train your staff
James Taylor wrote a blog post called “Governance Change Control And Rules” based on a presentation he saw at DIALOG09.
Below is a list of the takeaways from the panel.
There are many things that can help improve the results of a governance implementation in a company. Some of these have been identified by different sources and are reported here to put emphasis on key items that will help implanting the governance process.
- Executive sponsorship and active evangelism are key
- Build expertise – centers of excellence – within the groups that are managing rules
- Start early and iterate the process as you learn more
- One size will not fit all – be flexible, classify different kinds of rule change and manage them differently
- Give rule change authority to the people who are expert in the policy
- People and process matter far more than tools
From http://blogs.ilog.com/events/2009/02/05/governance-change-control-and-rules/, by James Taylor
Live from DIALOG – Best Practices in Rule Governance, Blog Post by James Taylor On a Presentation By Pierre Berlandier at DIALOG08