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.
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.
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.
Graphical decision models based on the Decision Model and Notation (DMN) standard are easy to create and easy to communicate. The business focused decision structure provides needed clarity and facilitates collaboration and conflict resolution across business, IT and analytics teams. Flexible enough to keep up with today’s rapidly changing requirements, decision modeling helps stakeholders focus on the real needs of their organization.
Here we see the classic challenge of analytics – 70% think it is very or extremely important but only 2% say their analytics efforts have a broad, positive impact. And like every other assessment of this problem, including ones we have conducted here at Decision Management Solutions, the problem is not in the data or in the analytics themselves! The problems are in framing the problem and operationalizing the results. Everyone seems to have the analytic technology they need but they just aren’t getting it to work for them.
Earlier this month I started a series on decision modeling for Rules Architects by describing how a decision model in DecisionsFirst Modeler engages the business and extends traceability and impact analysis. Wrapping up this week I’m going to talk about the importance of agile development and how traditional rules approaches force a waterfall approach.
Last week I started a series on decision modeling for Rules Architects by describing how a decision model in DecisionsFirst Modeler engages your business partners. This week I am going to explain how decision modeling enables traceability all the way to the knowledge sources that drive rules, and impact analysis all the way to the business objectives.
Rules Architects we work with are increasingly using decision modeling as part of their business rules management system (BRMS) implementations. This month’s blog series will explore three key benefits of using decision modeling and a BRMS.
The webinar has occured.
Register here to view the recording.
Join us this month for a demonstration of the DecisionsFirst Modeler Enterprise Edition Integration with IBM Operational Decision Manager (ODM).
DecisionsFirst Modeler enables organizations to accurately specify their business using decision requirements models, structure and manage the supporting business rules and streamline business process design.
Two real world decision modeling and business rules experts, James Taylor, CEO of Decision Management Solutions and Jan Purchase, founder of Lux Magi, are working on a new book out soon, Real-World Decision Modeling with DMN. Here is a recap of the videos: