We are back from an excellent week at the Building Business Capability Conference 2016. Our thanks to the organizers. We are thankful for the opportunity to discuss and share with you our expertise and experience in using the Decision Management approach and decision modeling technique to help our clients achieve operational excellence through a modern business architecture that is analytic, agile and adaptive.
At the recent Building Business Capability 2016 conference, I presented with David Herring, who leads the Process Transformation and Decision Management Program at a large healthcare provider in Northern California, on “Pioneering Decision Services with Decision Modeling”. His organization is a large, not-for-profit health plan providing everything from inpatient, to home health, hospitals, hospice, pharmacy, and insurance. 10M+ members, 17,000 doctors and nearly 200,000 total employees.
Join us at this year’s Building Business Capability Conference (BBC 2016) and for tutorials, presentations with Kaiser Permante and Goldman Sachs & Co. and more in decision management and decision modeling:
A hands-on course for analysts and architects developing decision requirements based on the Decision Model and Notation (DMN) standard for business rules analysis, BRMS implementation, predictive analytics requirements, business process optimization and decision-centric dashboard design.
As I discussed in my earlier post, analytics or data science teams know that two key challenges for analytics projects are making sure you solve the real business problem (framing the problem) and making sure you can operationalize the result (deployment). In this second post I am going to talk about deployment.
Experienced analytics or data science teams know that two key challenges for analytics projects are making sure you solve the real business problem (framing the problem) and making sure you can operationalize the result(deployment). In this post I am going to talk about framing the problem and I’ll follow-up with another on deployment.
One of the best ways to think about framing is to consider the questions the analytic team should get answers to before they start building a model:
Analytic teams are using decision modeling to frame the problem with their business partners, assess the predictive model’s value in business terms and clarify the people, process and technologies needed for successful deployment.
Learn how decision modeling with DMN is central to Kaiser Permante’s effort to ensure decisions are based on current best practices and increasingly made in real time in this BBC 2016 presentation by David Herring, Manager of BPM & ODM Delivery, Office of the CTO, Kaiser Permanente and James Taylor, CEO Decision Management Solutions, Pioneering Decision Services with Decision Modeling at Kaiser Permanente.
A decision modeling approach using DMN is the best practice for for scaling BRMS programs.
Learn how a modern business architecture was developed to leverage new technologies and align organizational change projects in this BBC 2016 presentation by Andrew Ray, VP Business Architecture & Change Management, Goldman Sachs & Co. and Gagan Saxena, VP & Principal Consultant, Decision Management Solutions, Beyond Textbooks: Building the Modern Business Architecture.