BABOK v3 Demystified
Webinar Series
Chapter: Chennai IIBA Chapter
Date & Time: 29-Dec-16 | 6:30 to 7:30 PM IST
Topic: Decision Modelling
Presenter: Jegan Jayabal, MBA
Example of a decision:
should I have another Wine?
Organising Information:
How much money I have
How much money a wine costs
How drunk am I?
Do I have to drive?
How fat am I?
How much do I like the people in the pub?
How much do I like the people at home?
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Decisions and Decision Making
Decision = choice made from available alternatives
Decision Making = process of identifying problems and
opportunities and resolving them
Programmed Decisions
Situations occurred often enough to enable decision rules to be
developed and applied in the future
Made in response to recurring organizational problems
Non-programmed Decisions in response to unique, poorly
defined and largely unstructured, and have important
consequences to the organization
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Certainty, Risk, Uncertainty,
Ambiguity
Certainty
All the information the decision maker needs is fully available
Risk
Decision has clear-cut goals
Good information is available
Future outcomes associated with each alternative are subject to
chance
Uncertainty
People know which goals they wish to achieve
Information about alternatives and future events is incomplete
People may have to come up with creative approaches to
alternatives
Ambiguity
By far the most difficult decision situation
Goals to be achieved or the problem to be solved is unclear
Alternatives are difficult to define
Information about outcomes is unavailable
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Decision Modelling
Decision models show how data and knowledge are combined to
make a specific decision
Decision models can be used for both straightforward and
complex decisions
Straightforward decision models use a single decision table or
decision tree to show how a set of business rules that operate on
a common set of data elements combine to create a decision
Complex decision models break down decisions into their
individual components so that each piece of the decision can be
separately described and the model can show how those pieces
combine to make an overall decision
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Types of Models and Notations
Decision tables represent all the rules required to make an atomic
decision
Decision trees are common in some industries, but are generally used
much less often than decision tables
Complex decisions require the combination of multiple simple decisions
into a network
All of these approaches involve three key elements:
-Decision
-information
-knowledge
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Decision tables
A decision table is a compact, tabular representation of a set of these
rules
When all the conditions in a particular rule evaluate to true for a set of
input data, the outcome or action specified for that rule is selected
Decision tables generally contain one or more condition columns that map
to specific data elements, as well as one or more action or outcome
columns
If all the cells in a rule are either blank or evaluate to true, the rule is true
and the result specified in the action or outcome column occurs
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Decision tables
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Decision trees
Decision trees are also used to represent a set of business
rules.
Each path on a decision tree leaf node is a single rule.
Each level in the tree represents a specific data element; the
downstream branches represent the different conditions that
must be true to continue down that branch.
Decision trees can be very effective for representing certain kinds
of rule sets, especially those relating to customer segmentation.
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Decision trees
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Decision Requirements Diagrams
A decision requirements diagram is a visual representation of the
information, knowledge, and decision making involved in a more
complex business decision.
Decision requirements diagrams contain the following elements:
Decisions: shown as rectangles. Each decision takes a set of
inputs and selects from a defined set of possible outputs by
applying business rules and other decision logic.
Input Data: shown as ovals, representing data that must be
passed as an input to a decision on the diagram.
Business Knowledge Models: shown as a rectangle with the
corners cut-off, representing sets of business rules, decision
tables, decision trees, or even predictive analytic models
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Decision Requirements Diagrams
Knowledge Sources: shown as a document, representing the
original source documents or people from which the necessary
decision logic can be or has been derived.
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Strengths
Decision models are easy to share with stakeholders, facilitate a
shared understanding, and support impact analysis
Multiple perspectives can be shared and combined, especially
when a diagram is used
Simplifies complex decision making by removing business rules
management from the process
Assists with managing large numbers of rules in decision tables
by grouping rules by decision. This also helps with reuse
These models work for rules-based automation, data mining, and
predictive analytics, as well as for manual decisions or business
intelligence projects.
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Limitations
Adds a second diagram style when modelling business
processes that contain decisions. This may add unnecessary
complexity if the decision is simple and tightly coupled with the
process
Defining decision models may allow an organization to think it
has a standard way of making decisions when it does not. May
lock an organization into a current-state decision-making
approach
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Limitations
Cuts across organizational boundaries, which can make it difficult
to acquire any necessary sign-off
May not address behavioural business rules in a direct fashion
Business terminology must be clearly defined and shared
definitions developed to avoid data quality issues affecting
automated decisions
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About Fhyzics
Fhyzics, a leader in Business Analysis Services and Training, is an
Endorsed Education Provider [EEPTM] of International Institute of
Business Analysis [IIBA], Canada.
www.fhyzics.com
For more details about our course, please speak to Bharathi at
+91-900-305-9000
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Next Webinar: Financial Analysis
19-January-2017 [Thursday]
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Thank You
Webinar Platform
Compliments from
Fhyzics Business Consultants Private Limited
Presented By
Mr. Jegan Jayabal, MBA
Assistant Vice President [Training]
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