All technologies go through the life cycle of maturity and adoption. For most technologies, over-enthusiasm or “hype” and subsequent disappointment precedes mainstream adoption and realization of how the technology solves real business problems. Gartner has modeled this evolution in the Hype Cycle and identified distinct key phases (Gartner).

Business Rule Management Systems (BRMS) began the descent towards the “Trough of Disillusionment” in 2011 (Dixon & Jones, 2011), wherein many implementations fail to deliver what businesses expected it could.

The focus of this series is to provide guidelines for truly reaping the benefits of a business rule management system. It clarifies certain implementation steps, debunks unrealistic expectations, and warns of common pitfalls to a BRMS implementation.

The first part of this series tackles the common pitfalls related to unrealistic expectations of BRMS, how to avoid them and distinguishing the true benefits of a BRMS implementation from the market hype.

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All technologies go through the life cycle of maturity and adoption. For most technologies, over-enthusiasm or “hype” and subsequent disappointment precedes mainstream adoption and realization of how the technology solves real business problems. Gartner has modeled this evolution in the Hype Cycle and identified distinct key phases (Gartner).

Business Rule Management Systems (BRMS) began the descent towards the “Trough of Disillusionment” in 2011 (Dixon & Jones, 2011), wherein many implementations fail to deliver what businesses expected it could.

The focus of this series is to provide guidelines for truly reaping the benefits of a business rule management system. It clarifies certain implementation steps, debunks unrealistic expectations, and warns of common pitfalls to a BRMS implementation.

BRMS is not a stranger to the Law of the Instrument. It is either misused or overused for problems that could otherwise have been solved by different or simpler solutions. The second part of this series focuses on correctly identifying the need for a BRMS and distinguishing it from similar technologies.

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All technologies go through the life cycle of maturity and adoption. For most technologies, over-enthusiasm or “hype” and subsequent disappointment precedes mainstream adoption and realization of how the technology solves real business problems. Gartner has modeled this evolution in the Hype Cycle and identified distinct key phases (Gartner).

Business Rule Management Systems (BRMS) began the descent towards the “Trough of Disillusionment” in 2011 (Dixon & Jones, 2011), wherein many implementations fail to deliver what businesses expected it could.

The focus of this series is to provide guidelines for truly reaping the benefits of a business rule management system. It clarifies certain implementation steps, debunks unrealistic expectations, and warns of common pitfalls to a BRMS implementation.

All systems require an enterprise to be ready for a successful implementation. But having an ill-prepared organization for a BRMS implementation could quickly result in its demise. The third part of the this series focuses on how your organization can avoid this common pitfall. It will help you determine and prepare your group’s readiness for BRMS and implement the system with the collaboration and coordination required to be successful (and perhaps produce a happy organization as well).

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All technologies go through the life cycle of maturity and adoption. For most technologies, over-enthusiasm or “hype” and subsequent disappointment precedes mainstream adoption and realization of how the technology solves real business problems. Gartner has modeled this evolution in the Hype Cycle and identified distinct key phases (Gartner).

Business Rule Management Systems (BRMS) began the descent towards the “Trough of Disillusionment” in 2011 (Dixon & Jones, 2011), wherein many implementations fail to deliver what businesses expected it could.

The focus of this series is to provide guidelines for truly reaping the benefits of a business rule management system. It clarifies certain implementation steps, debunks unrealistic expectations, and warns of common pitfalls to a BRMS implementation.

The conclusion to this series discusses the often forgotten discipline of governance, surrounding the BRMS. Proceeding without a governance model could, at best, limit BRMS adoption and, at worst, spell failure for the entire system. Defining and implementing clear BRMS governance is important to sustaining the benefits of business rules for the long term.

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