Laurent Tarin B P M Ilog

This Presentation Courtesy of the
International SOA Symposium
October 7-8, 2008 Amsterdam Arena
www.soasymposium.com
info@soasymposium.com

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ILOG BRMS
for BPM Solutions
Are your business processes « ready for
improvement » ?

Larens Oliver Taurin
Laurent Olivier Tarens
Laurent Olivier Tarin
Product Marketing Manager
Business Rules

1

Agenda

 Business Rule Management System / BPM in short
 Decision intensive Business Processes
 Transparent Decision Services
 Methodologies and best practices
 Conclusion

Copyright© 2007 - ILOG, Inc., All Rights Reserved 3

BRMS in Short
 Business Rule Management Systems (BRMS) allow
organizations to define, deploy, monitor and maintain
decision logic that is used by operational systems.
 A BRMS includes:
 A repository allowing decision logic to be externalized from core
application code
 Tools allowing business experts to define and manage decision
logic
 A runtime environment allowing production systems to access
and execute decision logic managed within the BRMS

Rules
+
Metadata

Repository Rule Authoring Execution Engine


2

The Decision Intensive Process

Streamlined process
works fine today…

• Until
•New Product
•New Policy
•New Regulation
•New Pricing Rules / Model
•New Scoring Rules / Tables
• …


The Decision Intensive Process

Streamlined workflow
works fine until…

Your ‘streamlined’ process in x months


3

The Nightmare Intensive Process

Streamlined workflow
works fine until…

Your ‘streamlined’ process in x months
Your ‘streamlined’ process in x years


Process Improvement with BRMS

 Processes are too complex to maintain
 Simplify processes diagrams by extracting decision-making
 Cost per transactions is to high
 Increase decision automation
 Update Lifecycles are too long
 Manage short life cycle decisions from outside the process
 Business users are not involved enough
 Give more control to business teams to maintain processes
 Business policies are not shared across processes or
applications
 Manage business policies as an enterprise asset


4

Externalize your business decisions

Validation

Eligibility

Transparent Decision Service

Pricing


Transparent Decision Services supporting complex
decisions

10
Copyright© 2007 - ILOG, Inc., All Rights Reserved

5

Business Decision supported by TDS

 The Transparent Decision Service (TDS):
 Out of the box Business Rules Based Web Service
 Able to automate complex decisions
 Easy to understand and to maintain by non-IT skills
 Accurate execution reports
 Easy to adapt to apart from a BPM process
 Easy to integrate with any BPM processes
supporting WSDL


Automating complex decisions

Business Rules

Decision trees

TDS
Decision Tables


6

TDS: The connection point to the BPM

BRMS

Improve BPM
Maintenance by

User Tools empowering business
teams

Design time
Policies are extracted
and stored in a
Rule Repository
Rule Repository

Execution time
Stand alone Execution
Server which allows
OOTB
easy re-use of rule
Execution
based decision services
Transparent Server
Decision Service across processes
(TDS)

Business Process Business Decisions


Change once, impact anywhere

BRMS

User Tools

Transparent
Decision Service
Rule Repository
(TDS)

Execution
Server

Business Processes Business Decisions


7

Redefined process change cycle

Business Technical
Decisions / Policies Tasks / Flow
Days / Weeks Months / Years


Understanding the decision
 Les business rules reports
Information on the data
required as input or output
for the service execution

Comprehensive service
documentation contains all the
rules artifacts composing the
business policy like Decision
Tables …

…or easy to understand
action rules

10/22/2008

8

Auditing the decision

 Every rule fired clearly appears in the report
Business report
where rules can
push business level
trace messages

Execution report
providing detailed Every executed rule
trace information can be traced in the
execution report
Examples of customized rules execution reports


Managing Change

Business users can
track changes
between different
decision versions


9

Methodology and best practices

19
Copyright© 2007 - ILOG, Inc., All Rights
Reserved

Predicting change in decision intensive
processes
 Embedded VS externalized design:

Request for a
Medical Certificate
Yes
Evaluate
Required
Medical Certificate?
No Requirement

Age > 40 ? No
Next Step

Yes Yes
Request for a IF
State = CA? Next Step The state of the residence of the borrower
medical certificate
is CA
No Yes And The age of the borrower is greater
than 40
Age > 50 ? THEN
The case requires a Medical Certificate

No IF
The age of the borrower is greater than 50
THEN
The case requires a Medical Certificate
BPM alone VS BPM + BRMS

10

Identifying Business Decisions

B
u
s
i
n
Ownership

e
s
s

IT

Low High
Change rate

More than 70 BPM references…
Customer Process Pains BPM - Decision Service Results using ILOG BRMS

Insurance • Policy based on Underwriting and pricing • 75% of submissions managed
underwriting underwriter judgment decision service in a STP
• Regulatory and • Fast and regular deployment
compliance complexity cycles
• Dispersed policies

Mortgage • Legacy systems • Validations/workflow • Better response time to
Lending automating specific areas routing business requirements – faster
of the organization. • Product factory/credit development cycles & process
• Little/no business policy deployment
participation/control in • Document decisioning • Empowered business users –
application evolution flexibility and user-friendliness
• Poor IT understanding
and service to the
business needs
Social • Fragmented systems • IBM/FileNet P8 to • Better service delivered to the
benefits with inconsistent data manage the application citizens: less interactions, clear
eligibility meant decisions to grant process end-to-end and fair application process
benefits were not • ILOG JRules to • Consistency
consistent from one determine the eligibility of • Transparency
centre to another applicants to social • Flexible decision
• Several departments benefits implementation
but no clear “interface”
for the citizens


11

Return on experience

Process BPM alone Coupled with a BRMS

Cycle time to validate an order 3 days (manual) 30 seconds
Telecom - # orders validated manually 40,000 orders/day 1200/day (3%)
Order Invalid order entering system 35% of 40,000 orders 3%
Processing Adapting to regulatory change 2 months training 2 days (rule change)

Insurance - Average time for quotes 2 weeks (manual) 6 minutes
Underwriting Implement a policy change 4 months 1 day
Launch a new product 9 months less than 3 months


Conclusion
ILOG BRMS working with BPM tools

24

12

Keeping your process under control

 Combining BRMS with BPM:

 Streamlining processes – automate a combination of
decisions and tasks to reduce maintenance cycle
times
 Operating more consistently – explicit process
structure and business rules ensure consistency
 Increasing transparency – easily track process
performance and audit process activities and
decisions


For more information

 About ILOG BRMS
 www.ilog.com/products/businessrules
 About ILOG and BPM
 http://www.ilog.com/solutions/business/bpm/
 BRMS Resource Center
 http://www.ilog.com/dev/brms/


13

Laurent Tarin B P M Ilog

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