Many initiatives in IT are treated as projects with defined start dates and delivery dates. At the beginning of a typical project, everyone is bursting with enthusiasm, and by the end of it they are only too eager to get out. The deliverables are handed over to someone else, enabling the original team to move on to the next project. I have witnessed a number of business rules projects that follow this pattern and have come to the conclusion that "projectizing" the business rules approach in this way may not always yield the desired results. Projects dealing with business rules can work out well if they are individual components of a coordinated strategy. However, problems seem to arise when business rules projects exist in isolation with no linkages between them.
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