A decision making methodology in support of the business rules lifecycle

Rosca, Daniela; Greenspan, Steven; Feblowitz, Mark; Wild, C.

doi:10.1109/isre.1997.566874

Cited by 31 publications

(33 citation statements)

References 13 publications

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“…Overall this cause was graded as having the second largest impact on overscoping, despite one questionnaire respondent (an RT leader) disagreeing to this cause. Our results support the findings from related papers [4,18,20,40,49,61] that stress the importance of selecting requirements aligned with the overall business goals and discarding others as early as possible. In addition, failure of stakeholders to concur on project goals was found by DeMarco and Lister to pose the biggest risk for a project [20].…”

Section: Experienced Agree Partly Agree Disagree Do Not Knowsupporting

confidence: 90%

Are you biting off more than you can chew? A case study on causes and effects of overscoping in large-scale software engineering

Bjarnason

Wnuk

Regnell

2012

Information and Software Technology

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a b s t r a c tContext: Scope management is a core part of software release management and often a key factor in releasing successful software products to the market. In a market-driven case, when only a few requirements are known a priori, the risk of overscoping may increase.Objective: This paper reports on findings from a case study aimed at understanding overscoping in largescale, market-driven software development projects, and how agile requirements engineering practices may affect this situation. Method: Based on a hypothesis of which factors that may be involved in an overscoping situation, semistructured interviews were performed with nine practitioners at a large, market-driven software company. The results from the interviews were validated by six (other) practitioners at the case company via a questionnaire. Results: The results provide a detailed picture of overscoping as a phenomenon including a number of causes, root causes and effects, and indicate that overscoping is mainly caused by operating in a fastmoving market-driven domain and how this ever-changing inflow of requirements is managed. Weak awareness of overall goals, in combination with low development involvement in early phases, may contribute to 'biting off' more than a project can 'chew'. Furthermore, overscoping may lead to a number of potentially serious and expensive consequences, including quality issues, delays and failure to meet customer expectations. Finally, the study indicates that overscoping occurs also when applying agile requirements engineering practices, though the overload is more manageable and perceived to result in less wasted effort when applying a continuous scope prioritization, in combination with gradual requirements detailing and a close cooperation within cross-functional teams. Conclusion: The results provide an increased understanding of scoping as a complex and continuous activity, including an analysis of the causes, effects, and a discussion on possible impact of agile requirements engineering practices to the issue of overscoping. The results presented in this paper can be used to identify potential factors to address in order to achieve a more realistic project scope.

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Section: Experienced Agree Partly Agree Disagree Do Not Knowsupporting

confidence: 90%

Are you biting off more than you can chew? A case study on causes and effects of overscoping in large-scale software engineering

Bjarnason

Wnuk

Regnell

2012

Information and Software Technology

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“…This term is used for describing several different types of declarations. Different researchers [20,25,26] classify them into different categories, which can be summarised into the following two:…”

Section: Oisr Frameworkmentioning

confidence: 99%

Modelling Off-the-Shelf Information Systems Requirements: An Ontological Approach

et al. 2001

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Requirements for choosing off-the-shelf information systems (OISR) differ from requirements for development of new information systems in that they do not necessarily provide complete specifications, thus allowing flexibility in matching an existing IS to the stated needs. We present a framework for OISR conceptual models that consists of four essential elements: business processes, business rules, information objects and required system services. We formalise the definitions of these concepts based on an ontological model. The ontology-based OISR model provides a framework to evaluate modelling languages on how appropriate they are for OISR requirements specifications. The evaluation framework is applied to the Object-Process Methodology, and its results are compared with a similar evaluation of ARIS. This comparison demonstrates the effectiveness of the ontological framework for evaluating modelling tools on how well they can guide selection, implementation and integration of purchased software packages.

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“…Rosca [133] defined the requirements that determine or affect how a business is run as business rules. In other words, business rules are statements about the enterprise's way of doing business.…”

Section: Business Rule Definitionsmentioning

confidence: 99%

“…In other words, business rules are statements about the enterprise's way of doing business. They reflect policies, procedures or other constraints on ways to satisfy customers, make good use of resources, and conform to laws or business conventions and the like [133].…”

Section: Business Rule Definitionsmentioning

confidence: 99%

Integrated Modeling of Business Processes and Business Rules

Wang¹

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Two major components in current information system architectures in terms of modeling business requirements are business processes and business rules, both of which focus on creating a representation of the organization's policies and practices. The conceptual and pragmatic overlap between business process models and business rules indicates a need to model the two related aspects together. Over the past two decades the need to model business rules in an integrated manner with business processes has been argued theoretically as well as validated empirically, and a variety of integration methods have been developed. However, the following questions have not yet been answered by current research. First, while researchers have argued that integrated modeling of business process models and business rules can improve the understanding of business processes, this proposition has neither been theoretically analyzed, nor empirically evaluated.Second, there are situations in which a business rule is better modelled independently of a business process model, but also situations in which it is more appropriate to integrate the rule with a business process model. An important aspect of integrated modeling is the understanding of such situations and how they influence business rule representation.Thus, the aim of this thesis is to address the above two questions and then develop a decision framework that guides modelers on whether and how to integrate a business rule with a business process model. Accordingly, the thesis has the following three objectives:(1) theoretically analyze and empirically evaluate if and when business rule integration can improve business process model understanding, (2) identify and evaluate factors that will influence the decision of whether or not a business rule should be integrated with a business process model, and (3) develop a decision framework that guides modelers on whether or not, and if so how, to integrate a business rule with a business process model.

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A decision making methodology in support of the business rules lifecycle

Cited by 31 publications

References 13 publications

Are you biting off more than you can chew? A case study on causes and effects of overscoping in large-scale software engineering

Are you biting off more than you can chew? A case study on causes and effects of overscoping in large-scale software engineering

Modelling Off-the-Shelf Information Systems Requirements: An Ontological Approach

Integrated Modeling of Business Processes and Business Rules

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