Category: Agile

  • The Dream Team for Business Rules: How LLMs and BRMS Revolutionize Your Processes

    The Dream Team for Business Rules: How LLMs and BRMS Revolutionize Your Processes

    The Challenge: Prose and Manual Processes

    Business rules are the invisible framework of your company. They determine how decisions are made, what criteria must be met, and how workflows are structured. However, today these rules are often documented in policies, guidelines, and best practices in pure “prose.”

    LLM and BRMS could revolutionize process management

    The problem?

    – When handling customer inquiries, orders, or complaints, employees must sift through documentation to find the relevant rules.

    – This is not only time-consuming but also prone to errors.

    Perhaps you have already considered using generative AI (GenAI) for decision-making. However, in practice, this often reaches its limits:

    – The rules are vaguely formulated, sometimes contradictory.

    – The AI’s decisions are not always transparent.

    – Can you really trust it?

    My Proposal: LLM + BRMS – A Rarely Implemented Combination

    Business Rules Management Systems (BRMS) offer a proven solution:

    – Rules are stored in a machine-readable format and automatically validated.

    – The challenge has been the labor-intensive manual transfer of rules into a BRMS.

    – The good news? Large Language Models (LLMs) can drastically simplify this process.

    Two-Stage Process for AI-Supported Business Rule Processing

    Two-Stage Process for AI Supported BRM

    1. Preprocessing (Rule Extraction & Standardization)

    – Your documents—contracts, policies, and best practices—are analyzed by an LLM.

    – The AI extracts relevant rules and converts them into a standardized, machine-readable format.

    – A manual review by an AI administrator ensures that the rules are correct and free of contradictions.

    2. Processing (Automated Decision-Making)

    – Customer inquiries (claims, orders, requests) are processed by a traditional AI.

    – The AI extracts relevant data and forwards it to your workflow system.

    – Decisions are based on the rules stored in the BRMS, which have been reviewed by human experts.

    Why This Approach Works

    1. The Best of Both Worlds: LLM + Traditional AI

    – LLMs handle the tedious task of extracting rules from documents.

    – Traditional AI processes inquiries and structures input data.

    2. Human Oversight for Security and Precision

    – Rules are not blindly adopted but validated by experts.

    – Errors and unclear formulations can be identified and corrected early.

    3. Transparency and Traceability

    – No black-box decisions: all rules are explicitly stored and traceable.

    – No risk of “hallucinations” or bias from a generative AI.

    – You always have control and can review and adjust decisions.

    Why You Should Consider This Now

    The combination of LLMs and BRMS is a promising approach to making business rule management more efficient and transparent. You can:

    – Save time.

    – Reduce errors.

    – Establish an AI-supported yet human-controlled decision management system.

    Since this approach has been rarely implemented so far, it is worth exploring its potential for your company in more detail.

    Sources:

    [1]: Original diagram for AI-supported business rule processing, created by the author.

  • From Lean to Agile IT and DevOps A Journey with a Clear Compass

    From Lean to Agile IT and DevOps A Journey with a Clear Compass

    Imagine you have a reliable compass that guides you from the roots of Lean in manufacturing all the way to modern approaches in IT and services. That’s exactly what we’ll explore here: how Lean began at Toyota, how it evolved into Agile and DevOps – and what practical steps you can take yourself.

    Lean as a basis of agile and devops

    The Starting Point Lean in Manufacturing

    Your compass’s “North” lies in Japan in the 1950s, when Toyota began developing a new production system. This Toyota Production System (TPS) was built on:

    – Elimination of waste (Muda)

    – Continuous improvement (Kaizen)

    – Pull systems (e.g., Kanban)

    – Respect for people and involving employees

    Although Taiichi Ohno, Shigeo Shingo, and other Toyota pioneers initially passed on their knowledge mostly internally, influential books like Toyota Production System*by Taiichi Ohno[1] and A Study of the Toyota Production System by Shigeo Shingo[2] later brought TPS worldwide attention.

    In the 1980s and 1990s, Lean was popularized by works such as Masaaki Imai’s Kaizen[3] as well as The Machine That Changed the World[4] and Lean Thinking[5] by James P. Womack and Daniel T. Jones. Western industry soon realized that Lean could make processes more efficient, improve quality, and better involve people in improvement initiatives.

    Changing Course From the Shop Floor to IT

    Your compass now points to a new direction – IT and product development. The article “The New New Product Development Game” (1986) by Hirotaka Takeuchi and Ikujiro Nonaka[6] highlighted that cross-functional, self-organized teams and rapid iterations can spark true innovation. Ken Schwaber and Jeff Sutherland later built on these ideas to develop Scrum.

    2001 marked a milestone: the Agile Manifesto[7] with its four values and twelve principles directly linked to Lean concepts. Rapid feedback loops, a constant focus on delivering maximum value to the customer, and an emphasis on essentials closely resembled Lean’s core ideas. Scrum – first described in detail in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle[8] – put these ideas into practice.

    Mary and Tom Poppendieck underscored this connection in 2003 with Lean Software Development An Agile Toolkit [9], showing that agility is essentially Lean repackaged for a new environment fast, streamlined, value-oriented, waste-free, and continuously improving.

    DevOps From Individual Teams to the Entire Value Stream

    Now your compass zooms out from software development to the entire process. Books like Continuous Delivery [10] and The DevOps Handbook [14] made it clear that efficiency and fast value delivery don’t end with development. By consistently automating and tightly integrating development and operations (Dev and Ops), you can eliminate long wait times, coordination problems, and seemingly endless release cycles.

    DevOps demonstrates how a continuous flow – from idea to delivery – is possible, aligning with Lean principles but tailored to the IT world. The Phoenix Project [13] introduced these ideas to a wider audience by using a novel-like format, showing how companies can optimize their IT processes with Lean and DevOps practices. Accelerate [15] offered scientific evidence that these approaches really do lead to faster deployment cycles, greater stability, and better business outcomes.

    timeline from Lean to Agile with important book publications

    Sources:

    [1]: Ohno, T. (1978/1988) Toyota Production System Beyond Large Scale Production. Productivity Press

    [2]: Shingo, S. (1981) A Study of the Toyota Production System From an Industrial Engineering Viewpoint. CRC Press

    [3]: Imai, M. (1986) Kaizen The Key to Japan’s Competitive Success. McGraw Hill

    [4]: Womack, J. P. Jones, D. T. Roos, D. (1990) The Machine That Changed the World. Free Press

    [5]: Womack, J. P. Jones, D. T. (1996) Lean Thinking. Simon & Schuster

    [6]: Takeuchi, H. Nonaka, I. (1986) The New New Product Development Game. Harvard Business Review Jan–Feb 1986

    [7]: Agile Alliance (2001) Manifesto for Agile Software Development [the agile manifesto](https://agilemanifesto.org)

    [8]: Schwaber, K. Beedle, M. (2002) Agile Software Development with Scrum. Prentice Hall

    [9]: Poppendieck, M. Poppendieck, T. (2003) Lean Software Development An Agile Toolkit. Addison-Wesley

    [10]: Humble, J. Farley, D. (2010) Continuous Delivery. Addison-Wesley

    [11]: Anderson, D. J. (2010) Kanban Successful Evolutionary Change for Your Technology Business. Blue Hole Press

    [12]: Ries, E. (2011) The Lean Startup. Crown Business

    [13]: Kim, G. Behr, K. Spafford, G. (2013) The Phoenix Project. IT Revolution Press

    [14]: Kim, G. Humble, J. Debois, P. Willis, J. (2016) The DevOps Handbook. IT Revolution Press

    [15]: Forsgren, N. Humble, J. Kim, G. (2018) Accelerate The Science of Lean Software and DevOps. IT Revolution Press