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The Better Business Analysis 
Institute presence, the Better 

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Business Analysis Podcast with 
Kenjan Walsh. 

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Hi, everybody, and welcome back 
to the Better Business Analysis 

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podcast with Benjamin Walsh. 
And we're continuing our BA Byte

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series. 
And today we're talking about 

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business rules and why they're 
so confusing. 

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Business rules, I find, are one 
of the areas that aren't talked 

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about much in business analysis.
They don't really have a 

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structured format in terms of 
how you should follow them or 

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the pattern in terms of how you 
should write them. 

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And I think they're one of the 
most misunderstood pieces of the

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puzzle when it comes to business
analysis. 

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So let's dive in. 
What is a business rule and why 

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it might be different to what 
you think of business rule is 

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and why you may need to change 
your mindset when it comes to 

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business rules. 
So business rules are scenario 

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rules that come from the 
business, which are driven by 

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legislation changes or what the 
business wants, right? 

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And they're defined for the 
business and then they can 

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translate to how the machine, 
the business machine operates. 

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So you've got requirements, 
which of course are requirements

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either within a change process 
or for something you're telling 

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or defining what you want the 
system or solution to do. 

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These are now scenario rules. 
Here's an example. 

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A simple example would be a 
customer needs to be 18 to open 

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an account. 
That's the business rule, and I 

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like the way that's structured. 
A customer, one of our actors, 

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needs to be 18, a defined 
variable to open function, which

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of course open an account would 
be a requirement here. 

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And then account, an account is 
one of our business entities. 

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That's a really great example of
our business rule, and that's 

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actually the format in which you
should write it. 

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A more complicated example would
be a discount depends on the 

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customer's loyalty tier, and 
then that could reference maybe 

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Excel spreadsheet, a table or a 
matrix which had the lists of 

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the discounts and the loyalty 
tier. 

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Nothing in there is defining how
the code should be written. 

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And this is where B as get 
mucked up. 

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This is where B as go too low or
don't think it's their job to 

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construct business rules or it's
the technical team asking for 

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rules to be filled in. 
Once they're building the 

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solution, they should all be 
done up front before a solution 

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is defined. 
In order to make your business 

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rules better, we need them to 
be. 

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We need to have like some 
consistent way of defining them.

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OK. 
Business rules are things where 

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decisions can be made. 
There there there are a a prime 

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point where you should review 
business rules when you're 

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making a change to a system or a
product. 

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And a lot of times actually you 
may just be changing business 

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rules. 
An example here would be of a 

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piece of legislation came out 
that changed how old you needed 

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to be in order to get your 
driver's license. 

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Let's say, let's say it was 
reduced from 18 to 16. 

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That could translate directly to
a business rule for the 

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government department that 
issues driver's license that 

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there may there would might be a
change project. 

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Of course there would be a 
change project to implement. 

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OK, what does that mean? 
OK, well, this legislation could

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will go two ways here. 
One, we've got a business rule 

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and then we've got business 
requirements off there issuing 

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what we print on the IDs, how we
check people's ages, maybe based

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on passports or whatever. 
So all of those which are just 

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the process requirements, which 
would drop out because it's the 

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process problem and a policy 
problem. 

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And then the business rule would
be OK, we've got a legislation 

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change here from 18 to 16. 
That's the business rule. 

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So that's a business rule 
change. 

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And that's exactly the language 
we need to use are the benefits 

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of defining a business rule as 
an explicit statement and maybe 

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even having them in an explicit 
list so you can pull them out 

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because they exist regardless of
the solution that you have put 

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in place. 
Refer back to them and you can 

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check them from time to time. 
And you should do that as a 

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business. 
Business rules provide less 

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confusion, OK, and less waste 
figures figuring things out. 

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Business rules are really 
important. 

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If you document them, then you 
can really see any legal or 

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regulatory requirements or 
policy requirements. 

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They generally come from 
organization or policy 

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requirements or environmental 
requirements that you need to 

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adhere to. 
But the business can also adopt 

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their own rules which are hence 
the word business rules. 

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They help with decision making 
and it helps everyone understand

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why behind the decision and when
you write them. 

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Here are some key points you 
need to me make sure that you're

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using plain language. 
Everyone in the business can 

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understand everyone. 
Probably everyone outside the 

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business can understand. 
You need no room for 

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interpretation. 
OK, there are almost terms and 

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conditions here. 
Clear terms and conditions. 

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I'm not talking about going to 
the legal department, but 

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sometimes you might need to if 
you really want to get clear on 

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a point. 
But then you want to reinterpret

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that into business language and 
refer to the document. 

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If people want to understand 
what you mean by some of the 

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definitions or some of the terms
you're using, you need to focus 

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on outcomes. 
State the desired result, not 

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the specific steps, OK, unless 
they are critical in the 

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business rules. 
So for example, if customer 

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chooses X then Y, if they choose
A then then B. 

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But that's the only only if that
is affecting the scenario of the

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business rule. 
Otherwise state the desired 

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result which has maybe providing
discounts to customers. 

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Test and refine them with your 
stakeholders and revise them. 

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And actually some of these 
business rules, not the system, 

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not the product, are things you 
could test, AB test. 

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You could say, OK, well one of 
our business rules is we're not 

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going to provide loans to people
with bad credit ratings, right? 

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Under a certain threshold that 
could that's a business rule. 

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And you've applied that into the
system. 

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You're like, well, we're testing
this. 

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So you could have a flexible 
business rule in the system. 

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And then maybe you're like, 
actually a whole business model 

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will fail business, business 
model, business rule that we 

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will now open up some loans, a 
smaller amount of money to 

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people with better credit 
ratings, but we're not gonna 

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have as high risk. 
So we're not gonna loan them 

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large amounts of money. 
And actually we've defined that 

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we've had our sweet spot. 
So these business rules need to 

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be malleable and they need to be
able to change at some point. 

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I'm going to now talk to you 
about what business rules are 

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not. 
So we've talked about that. 

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Business rules are almost Co 
equal with other requirements 

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such as process model 
requirements, where a lot of 

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requirements come from, right? 
They're the rules that govern 

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the process sub process steps or
how you carry out the procedure.

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They are definitely part of the 
model year. 

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So you need to put them under 
your requirements, your user 

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stories, and they do drop out of
process steps. 

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So a business rule guides the 
behavior and the decision making

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within the organization. 
So it's what actions can they 

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take under what conditions. 
Whereas a system rule governs 

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the behavior of the specific 
system or solution and and B as 

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need to walk a tightrope here. 
I think there was a term I used 

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this week. 
System rules dictate how the 

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system processes datas and 
performs calculations. 

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Some of the rules are written so
in the system, as in we've we've

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said we want to implement. 
If someone has a bad credit 

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rating, do the following thing. 
We've, we've only ever defined 

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that in the system to say, oh, 
when we hit the system step in 

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the, I don't know, SQL 
procedure, we're going to pump 

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them out. 
Business rules can relate to 

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system rules, code code rules, 
but the business rule comes 

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first. 
Do you need, if you've got 

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those, if you're in a current 
state where you haven't actually

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defined your business capital B 
business rules, pull them out. 

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OK, so you can do that with your
current state. 

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You can go through and go, hey, 
look, I'm going to spend the 

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day, I'm going to write up all 
our business rules. 

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We don't actually have them 
defined. 

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They're all baked into our code 
and that's why we're stuck with 

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the system we've got. 
It's one of the reasons why we 

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don't have optionality. 
So I'm going to go through, I'm 

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going to interview the the DBA 
or the developers and I'm going 

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to pull out some of these rules 
so they're clearer to our 

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product owners, to the business,
so they understand what's baked 

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into our process. 
This happens often and I'm sure 

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you're in this situation too. 
Whereas no one actually knows 

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what the rules are that were 
applied. 

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It's just legacy. 
And so by pulling those out and 

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defining them, you can actually 
take stock and do an audit, a 

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business rule audit, which I 
think is really good for BAS to 

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do. 
And the other thing that 

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business rules really talk to 
is, is flexibility that business

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rules can change business 
changes. 

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And things like the fact that we
had system rules in place for 

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GST or VAT which were baked into
our systems or we had, you know,

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Y2K like dates baked into our 
systems. 

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They were all system rules that 
were never really defined or 

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explicit as business rules. 
And if they were then the 

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business, of course, our 
leadership team would go, what 

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do you, what do you mean our 
system can't go past the year 

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2000? 
Sorry, that's definitely not a 

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business rule. 
That might be a system problem 

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that we have inherited because 
it's, you know, bad code or 

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someone's baked it in or 
equally, what do you mean we 

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can't change the GST VAT right 
from 15 to 17% without giving 

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$1,000,000 to SAP to do a change
program? 

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So in summary, business rules 
are from the business, they come

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from your stakeholders, they 
come from the owner of the 

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system or product or area in 
which you are managing the 

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business owner. 
So if you're not in a project 

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form, you know, like you have A 
and you don't have a product 

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owner, that's your business 
owner. 

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You define them in a list. 
When you are defining 

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requirements in that change 
space, in those process change 

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spaces, your scope, you would 
define them and review them as 

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part of your requirements. 
And they should be under your 

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user stories. 
That's probably the easiest way 

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to do it. 
But I'd also have them in a 

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defined list. 
They should be reviewed often 

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and they should be written in a 
business, easy to understand why

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in business terms, and they 
should be really clear and 

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concise. 
And if they're complex, then you

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may need to reference, you know,
an article or a piece of 

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legislation to explain why the 
statement exists. 

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And yes, it's your job as ABA to
do these. 

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Actually, it's somewhere where B
as can shine. 

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Just like process modelling. 
Business rules are also an area 

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where the BA, the B and BA comes
out on top. 

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I'll see you next week.
