General
This is my first blog entry on businessrules-café.com and so I'd like to start out with a brief introduction of my philosophy as it relates to the business of implementing business rules.
I have been implementing business rule systems for about ten years and in general have been working in enterprise environments for well over twenty years. I consider my self a technologist, but more than that a pragmatist. By that I mean I have seen my share of IT failures and (jaded by these experiences) I've grown weary of the mumbo jumbo that is touted in so many "industry experts". Rather, I've ended up with the saying "git'er done" ringing through my temples. Not that I think expediency is a best practice mind you, however I've seen enough mega-projects get bogged down in debates about architecture. In the end, the projects that fly low, under the radar, with a small agile team, is more likely to be successful than a monolithic undertaking with MS Project Gantt charts coming out the yin yang.
As a business rule developer, I tend to notice that a good amount of business rules projects tend to be linear across the business. What I mean by "linear", is that I tend to notice projects that share a good amount of similarity between one project and another, all within the same business application. For example, Business_A has 5 separate rules projects, Project1, Project2, etc...
That being said, at what point does reusability, extensibility and consistency play a part in enforcing a robust and fruitful rule application, beyond the scope of the current requirements and utilization? Does it come into play during architecture? Implementation? Or does it fall all the way back in the Iterative cycle to flush out the best place to implement a scalable project?
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