Augmenting processes with decision intelligence: principles for integrated modelling

Until recently decisions were mostly modelled within the process. Such an approach was shown to impair the maintainability, scalability, and flexibility of both processes and decisions. Lately, literature is moving towards a separation of concerns between the process and decision model. Most notably, the introduction of the Decision Model and Notation (DMN) standard provides a suitable solution for filling the void of decision representation. This raises the question whether decisions and processes can easily be separated and consistently integrated. We introduce an integrated way of modelling the process, while providing a decision model which encompasses the process in its entirety, rather than focusing on local decision points only. Specifically, this paper contributes formal definitions for decision models and for the integration of processes and decisions. Additionally, inconsistencies between process and decision models are identified and we remedy those inconsistencies by establishing Five Principles for integrated Process and Decision Modelling (5PDM). The principles are subsequently illustrated and validated on a case of a Belgian accounting company.