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March 21, 2008

Ontology of time in progress – amounts needed

Recent posts on money and time have produced some excellent comments and correspondence.  There is even recent OMG effort that is right on the money, at least concerning time.  For details, see the Date-Time Foundational Vocabulary RFP.  I am particularly impressed with SBVR “Foundation” Vocabularies, which I understand Mark Linehan of IBM presented last week at an OMG meeting in DC[1].

Mark’s suggestions include establishing standard upper ontologies for:

  1. Time & dates
  2. Monetary amount
  3. Location
  4. Unit of measure
  5. Quantities, cardinalities, and ratios
  6. Arithmetic operations

I will skip operations for now since they are not taxonomic concepts but functional relationships involving such concepts.  I believe the post on CEP and BPM covered time in adequate detail and the post on Siebel’s handling of foreign exchange covered the currency exchange aspects of money.  It only touched on the more general concept of amounts that I will focus on here.

The remaining concepts are common to almost every application conceivable.  They are some of the most primitive, domain-independent concepts of a critical and practical upper ontology.  They include: (more…)

January 3, 2008

When Rules Meet Requirements

I am working on some tutorial material for business analysts tasked with eliciting and harvesting rules using some commercial business rules management systems (BRMS). The knowledgeable consumers of this material intuitively agree that capturing business rules should be performed by business analysts who also capture requirements. They understand that the clarity of rules is just as critical to successful application of BRMS as the clarity of requirements is to “whirlpool” development.[1]  But they are frustrated by the distinct training for requirements versus rules. They believe, and I agree, that unification of requirements and rules management is needed.

Consider these words from Forrester:

One might argue that Word documents, email, phone calls, and stakeholder meetings alone are adequate for managing rules. In fact, that is the methodology currently used for most projects in a large number of IT shops. However, this informal, ad hoc approach doesn’t ensure rigorous rules definition that is communicated and understood by all parties. More importantly, it doesn’t lend itself to managing the inevitable rules changes that will occur throughout the life of the project. The goal must be to embrace and manage change, not to prevent it. [2]

But note that Forrester used the word “requirements” everywhere I used “rules” above!


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