Decision model change patterns for dynamic system evolution

Abstract

In the modern digital era, information systems must operate in increasingly interconnected and dynamic environments, which force them to be changeable yet consistent. Such modern information systems are usually decision-and knowledge-intensive. A recently introduced standard, the Decision Model and Notation (DMN), has been adopted in both industry and academia as a suitable method for modelling decisions and decision rules. Noteworthy is that, despite the dynamic nature of modern knowledge-intensive systems, DMN was only studied and implemented in a static fashion, as decision schema change patterns have not received any attention so far. This paper identifies and analyses the change patterns that can occur in a DMN decision model. A change in the decision model can require the triggering of other changes in order to safeguard consistency. As such, this paper will also investigate for each change pattern which further changes should be performed to ensure model consistency. The patterns presented in this paper will not only facilitate the understanding of decision change management and within-model consistency, but can also be capitalised on for developing and implementing flexible decision management systems. To illustrate this, we present a modelling environment prototype that provides modelling support when applying the proposed change patterns.

Enhancing the Decision-Making Process through Industry 4.0 Technologies

“…This standard is dedicated to operational decisions made as part of day-to-day business processes rather than strategic decisions with fewer rules and representations. Hasic et al [61] pointed out that DMN has only been studied and implemented statically, despite the dynamic nature of modern knowledge-intensive systems. Models of changing decision patterns have not received much attention so far.…”

“…Therefore, this type of model does not accommodate a changing and uncertain environment for which decision rules, input data, and business knowledge cannot be established in advance. Therefore, these models do not apply to any type of decision and are unsuitable for operational decisions leading to specific solutions in response to unknown or poorly controlled situations [61]. In addition, some articles attempt to make a connection with research on decision support systems (DSS) [62] or demonstrate how certain technologies facilitate the implementation of this standard [63].…”

Introduction to the Minitrack on Business Rule Management Technologies

“…Finally, (3 -implementation) BRM comprises the actual integration, application and monitoring of BRs. In all of these phases, there has been a wealth of recent works, e.g., [2,3] (strategic alignment), [4,5,6,7,8] (capturing/mining), [9,10,11,12] (verification), [13,14] (monitoring and analysis), to name a few. As it seems, the topicality of business rules management seems to have gained recent interest in the community.…”

Online Decision Mining and Monitoring in Process-Aware Information Systems

“…A decision rule consists of combinations of input and output variables, i.e., decision classes. [8] propose four change categories. First, change within decision rules, i.e., the decision table changes by including or deleting input or output, or a change in the decision logic.…”