I had the pleasure of visiting with some fine folks at Cycorp in Austin, Texas recently. Cycorp is interesting for many reasons, but chiefly because they have expended more effort developing a deeper model of common world knowledge than any other group on the planet. They are different from current semantic web startups. Unlike Metaweb‘s Freebase, for example, Cycorp is defining the common sense logic of the world, not just populating databases (which is an unjust simplification of what Freebase is doing, but is proportionally fair when comparing their ontological schemata to Cyc’s knowledge). Not only does Cyc have the largest and most practical ontology on earth, they have almost incomprehensible numbers of formulas describing the world. (more…)
April 3, 2008
January 31, 2008
December 31, 2007
Both of the following statements are true, but the first is more informative:
- Business Rules Management Systems (BRMS) typically produce forward chaining production rules that are interpreted by a business rules engine (BRE) based on the Rete Algorithm.
- BRMS typically generate rules that are interpreted by a BRE.
First, dropping the word “production” before “rules” loses information. BRMS do not typically generate rules that are not production rules. Consider, for example, the BRMS vendors involved in the OMG effort produced the Production Rule Representation (PRR) standard. The obvious question is:
- What is different about production rules?
Second, dropping the words “based on the Rete Algorithm” loses information. The dominant rules vendors and open-source engines are all based on the Rete Algorithm.
- Why does the Rete Algorithm matter?
Third, dropping the word “chaining” before “rules” loses information. Chaining refers to the sequential application of rules, as in a chain where each link is the application of one rule and links are tied together by their interaction. But:
- Why does chaining matter?
Fourth, dropping the word “forward” before “chaining” loses information. Forward chaining reacts to information without requiring goals. This begs the question:
- Don’t goals matter?
December 11, 2007
A client recently asked me for guidance in establishing a center of excellence concerning business rules within their organization. Their objectives included:
- Accumulate requisite skills for productive success.
- Establish methodologies for productive, reliable and repeatable success.
- Accumulate and reuse content (e.g., definitions, requirements, regulations, and policies) across implementations, departments or divisions.
- Establish multiple tutorial and reusable reference implementations, including application development, tooling, and integration aspects.
- Establish centralized or transferable infrastructure, including architectural aspects, tools and repositories that reflect and support established methodologies, reusable content, and reference implementations.
- Establish criteria, best practices and rationale for various administrative matters, especially change management concerning the life cycles of content (e.g., regulations or policies) and applications (e.g., releases and patches).
I was quickly surprised to find myself struggling to write down recommendations for the skill set required to seed the core staff. My recommendations were less technical than the client may have expected. After further consideration, it became clear than any discrepancy in expectations arose from differences in our unvoiced strategic assumptions. Objectives, such as those listed above, are no substitute for a clearly articulated mission and strategy.