Rules management and process management are both aimed at improving business agility and performance, but they're fundamentally different technologies designed for complementary purposes. So which tasks do you handle in each toolset? Article shows how to strike the right mix of techniques and score that perfect 10!

There are two key paths that can be pursued to increase the rate of innovation. First, is fostering an environment that rewards innovation to increase the amount of innovation within the organization.

In my book, Business Process Management: Profiting from Process, I emphasized the critical nature of assessing everything we do with a performance lens firmly in place. I also outlined a number of pressures and challenges affecting organizational performance. These still hold true today. All of the following are front and center when it comes to corporate challenges that Business Process Management (BPM) must acknowledge and deal with:

* Shrinking business cycles,
* Commoditization of products and services,
* Cost pressures,

Rules management and process management are both aimed at improving business agility and performance, but they're fundamentally different technologies designed for complementary purposes. So which tasks do you handle in each toolset? We'll show you how to strike the right mix of techniques and score that perfect 10!

This paper describes Ontoprocess, a prototype implementation for semantic business process management (sBPM) consisting of a simple rule editor and a process
modelling workbench. Focus is to provide means for automatically checking the compliance of business processes with business rules. It combines semantically described business processes with SWRL rules by a set of shared ontologies, capturing knowledge about a business domain. These formal specifications enable us to automatically verify if a process description satisfies the consistency constraints defined by business rules.