Part 3 contains five useful steps for delivering both kinds of models in a project. Part 2 is a review of how decision models and process models connect in a much better way. Part 1 is a review of how most people connect business rules to process models. In his case, he simplified the process models and someone else developed the corresponding decision models.īecause this (very welcomed) side effect of decision models is so intriguing, this month’s column provides a detailed explanation for it and, more importantly, how you, too, can achieve it in your projects. Nevertheless, he eliminated many tasks in existing process models merely by recognizing where decision models belong. Most interesting is one business analyst who was not confident enough to create a decision model. Several people have declared that their process models of 20 shrunk to 1-3 pages. Another reduced an 80-page process description to a process model consisting of a handful of tasks and five decision models.
In fact, we regularly receive unsolicited messages from people who experience this effect.įor example, one practitioner condensed a 45-page process model to one with eight task boxes. The most obvious and powerful surprise is how it drastically simplifies process models.
The Decision Model in practice has delivered many unanticipated, but positive surprises.
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