Collaboration between decision models and process impact both decisions and process outcomes. The Decision Model and Notation (DMN) was designed to complement the Business Process Model and Notation (BPMN) and particular concerns around implementing decisions associated with various process models. Some process models include encoded decisions throughout the flow structure and data flow elements. In this article, we will explore the separation of decision modeling from BPMN and which a decision model should capture components of decision-making. Lastly, we will look at how it plays a role in collaborative networks.
What is decision modeling?
To initiate decision modeling, start with the decision: “What question needs to be answered?” Then, add the inputs (considerations) necessary for answering the inquiry. Include all the possible combinations of values and outcomes (conclusions). Now, ask the following: “How does the outcome rely on the considerations?” For each consideration that does not include immediately-observable data, consider what would be required to create the input as a sub-decision outcome. Continue playing out all possible combinations and effects until every consideration is configured in verifiable data and does not need additional sub-decisions.Consider a wine-of-the-month subscription box. The rules that determine whether an incoming order is accepted should be designed unambiguously. For instance, if the question is asked, “Accept incoming order?” then the outcome should only include two potential values, “Yes,” or “No.” Besides, there should be legal factors considered:
- Whether the customer is of legal drinking age in the state where they have placed their order.
- Whether their state allows alcohol delivery.
- Whether the shipping address is outside of delivery parameters, such as outside the U.S.
Adding all these factors together, the wine-of-the-month company can proceed with an unambiguous decision whether to accept the order or not.
