Transforming the way of working is a goal on its own. At least that is my personal experiences.
I don´t believe that it is the intention, only not knowing better options to achieve change eliminating unsatisfying dillemma´s.
The one that is dropped first is: "Business"
There is a desire for simple fast solutions for the incomprehensible challenges needing a solution.
Instead of analysing and understanding the issues the easy way is to mention new hyping technologies although they are not proven or researched.
The circular walk through in this site by topics is broken at the edges.
Diagonal connections replaces the normal vertical Zachman lines.
When you are hitting this page (r-steer) from C-Know you have followed that tempting wrong path.
The negative approach for organisational issues:
What: Ignore the organisation floor empowerment.
How: Bring in advisors with new technology .
Why: Hide in commodity approaches, hope for miracles.
Needed knowledge to read this
Basic knowledge:
Logic of Information processing for an organisation.
Basic understanding of computeres and their ICT technology.
Understanding what he impact of changing processes can be.
This page is the realisation area, there are refences to Jabes for enabling work.
Practising knowledge on technology
Everybody is watching for new options new ways how to do something.
Some approaches are new others are just old ones having got an new look.
The positive approach for organisational issues:
Reuse existing commodity knowledge wisely
Reuse existing portfolio knowledgegement
Look for improvements with options in the commodity market
Conversion started from 2020 content to align with new content Jabes.
2024 week:18
A first draft version ploaded with very limited paragraphs being ready.
Planning, to do:
Cleaning up old parts in Data data or meta moving into this location.
Refering to data paterns into new Data.
P-1.2 Question how to change?
Hierarchy in a pyramide.
Segregation in responsibilities in roles:
Strategy,
Tactics,
Operational
Working culture is set by the hierarchical top:
Hierarchy dictate details 👉🏾 micromanagement
Micromanagement 👉🏾 siloed organisations
Shared abstract goals. Siloed organisations 👉🏾 replacing for other goals
⚖ P-1.2.1 Lean processing
The factor: time
The proces life cycle
Product lifecycle (wikipedia)
In industry, product lifecycle management (PLM) is the process of managing the entire lifecycle of a product from inception, through engineering design and manufacture, to service and disposal of manufactured products.
PLM integrates people, data, processes and business systems and provides a product information backbone for companies and their extended enterprise.
❓Why should PLM be reserved for industry of physical artefacts.?
Mindset prerequisites: Siar model - static
The model covers all of:
simple processes: 0 - 9
The duality between processes, transformations, and information, data
four quadrants:
Push Pull,
lean agile requests deliveries
realistic human interaction & communication. nine plane:
Steer Shape Serve
Strategy, Tactics, Operational
Accountabilities, responsibilities, roles
Data driven mindset from the Siar model
value stream: left to right
PDCA, DMAIC, lean agile improvements
The mindset by this model is used over and over again.
Mindset prerequisites: Siar model - dynamic
The cubicle representation of the model did show a lot.
The static element information is well to place.
Processing, transforming, is a dynamic process.
A circular representation is a better fit.
The cycle:
Ideate - Asses
Plan - Enable
Demand, Backend
Frontend , Delivery
Customer interaction: bottom right side.
Supply chain interaction: bottom left side.
Project management Generic
Project management
The primary challenge of project management is to achieve all of the project goals within the given constraints.
This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, quality and budget.
Project management Generic
There is a big market for management advice. A generic starter: PMI PMBOK
The ideal skill set, the Talent Triangle, is a combination of technical, leadership, and strategic and business management expertise.
ICT project management.
The change in managing ICT is a fast continously change.
The Design Thinking process first defines the problem and then implements the solutions, always with the needs of the user demographic at the core of concept development.
This process focuses on needfinding, understanding, creating, thinking, and doing. At the core of this process is a bias towards action and creation: by creating and testing something, you can continue to learn and improve upon your initial ideas.
The design thinking process consists of these 5 steps:
EMPATHIZE: Work to fully understand the experience of the user for whom you are designing. Do this through observation, interaction, and immersing yourself in their experiences.
DEFINE: Process and synthesize the findings from your empathy work in order to form a user point of view that you will address with your design.
IDEATE: Explore a wide variety of possible solutions through generating a large quantity of diverse possible solutions, allowing you to step beyond the obvious and explore a range of ideas.
PROTOTYPE: Transform your ideas into a physical form so that you can experience and interact with them and, in the process, learn and develop more empathy.
TEST: Try out high-resolution products and use observations and feedback to refine prototypes, learn more about the user, and refine your original point of view.
Agile Modeling (AM) is a practices-based software process whose scope is to describe how to model and document in an effective and agile manner.
The practices of AM should be used, ideally in whole, to enhance other, more complete software process such as eXtreme Programming (XP),
the Rational Unified Process (RUP), Disciplined Agile Delivery (DAD), and the Enterprise Unified Process (EUP) to name a few.
AXELOS is responsible for developing, enhancing and promoting a number of best practice frameworks and methodologies used globally by professionals working primarily in IT service management, project, programme and portfolio management and cyber resilience.
These methods, including ITIL, PRINCE2, MSP and our collection of cyber resilience best practice products, RESILIA, are adopted by private, public and voluntary sectors in more than 150 countries to improve employees skills, knowledge and competence in order to make both individuals and organizations work more effectively.
Cap Gemini SDM, or SDM2 (System Development Methodology) is a software development method developed by the software company PANDATA in the Netherlands in 1970. The method is a waterfall model divided in seven phases that have a clear start and end. Each phase delivers (sub)products, called milestones.
P-1.3 BPM: Process Life Cycle
Humans are aversive for change.
Negative sentiment:
Machines are taken over the world
Any failure or mistake: "Computer says no"
Dispose humans made obsolete by machines
Positive sentiment:
Machines 👉🏾 monotonously hard labour
Automatization 👉🏾 decrease failures, bias
Machines 👉🏾 help humans, support at complex hard comprehensible algorithms.
⟳ P-1.3.1 Processes Abstraction
Process abstraction is a mindset with the goal to see similarities.
Software Life Cycle mangement.
Every enviroment has his omn approach on the Life Cycle Management of hardware, operating system, tools - middleware , business applications.
The confusion on the meaning of "the application" is mentioned seperately. The consequence is that is impacting the release management in several ways
There are many dependicies between those. ⚠
Changing the OS layer can impact the behavior of tools - middleware causing unexpected undesirable results at the business applications
⚠
Changing the tools - middleware layer can cause unexpected undesirable results at the business applications
⚠
Needing new features within tools middelware for development for the business it would the best thing to do to change the acceptance (regression testing) and production environmet as first steps after the proof of the installation setup in a infrastructural environment.
That is not the Develop Test Acceptance Production order of the business applications.
⚠
Anlytics determing and really understanding what is to change is a very nasty activity full of bias beliefs and expectations.
Who is the CSO?
Security of the assets of the business is too often seen as something technical where no accountability exist within the business 💣 Actions by the ICT department pretending to be in security control ⚒ Make the business responsible for the security guideline. See ICT staff as enablers data processor not as data controller (GDPR)
Realisation details IAM
When doing user access management instead of Information Access Management (IAM) the access of business assets by service - and high privileged accounts are getting lost 💣 Important business information assets are left vulnerable at the technology layer in many ways. ⚒ Design and implement security access for tools middleware. Dot that in alignment with the well know user access management approach.
Data governance.
Business logic (code) and (information) are important assets. They are to be governed, data governance for the information.
The operational area is a well known area. The challenge is in improving operational business processes using analytics.
Process Innovation, stable operations 💣 Seeing the operational environment completely isolated from innovation request underpinned by analytics will result in blocking processes and/or innovations. ⚒ See the data warehouse data lake as their physical representations.
A solution for in time availablity of resources in the logistical chain.
⌛ With "just in time" JIT delivery there will be no need for storing. The concept is Streaming data (lambda architecture).
⚖ Copying information to another location is called "datawarehousing" modernized "data lakes".
Historical there is no security concept access included, although is should be present.
🎯 The datawarehouse concept is based on the assumption NO information will brought back to operations.
That makes no sense (see dwh data lake).
The meaning of "The Application".
What does somebody really meain by the word "the application".
The answer is in Who onWhat When. For most people a computer application is just a black box offering results on input.
Within ICT it is less obvious, we have:
hardware (physical components, the box)
operating system (being programs, code)
tools - middleware (being programs, code)
business logic (being programs, code) - data (information)
The word is an adjective on what is used on. Each of the higher order one can be seen as being an application of the former.
Confusion is problematic
Hardware, operation system, anything else: "the application".
Business "the application": that is only business logic - data. 💣 It does not go well for the tools, middleware.
⚒ Use different indicators and words for the layers:
business logic - data.
tools middleware
Naming Conventions.
Having well defined set of names associatied with their types and meaning (metadata) is making a technical realization easy.
It would be even far better having a generic standard approach for that.
It is something I have never seen an attempt within the ICT. Document systems: archiving, connecting to busienss workflows are existing.
Why don´t they exist in the software development workflow?
Starting a local attempt: 📚
Naming standard like ibrarians have a succesfull approach. Includes the Intial end End of life stages with versioning ⚠
As those namings conventions aren´t generic, porting the solution to another environment is almost impossible.
🎭 Changing a technology can be a business requirement. ⚙
The implementations can be continued without a generic nameing convention using an in house local one that based on tools that are convenient available.
Naming conentions are both for a technical solution and for the daily human communciation important. When the same word is used for "completion of work" an for "destroying the work" the problem starts with finish.
P-1.4 BPM: Value stream simplistic
There is a long history for executing processes.
What are the steps in a value stream? Wat is to be done?
Ideate Asses - Plan Enable 🎭 These are pull actions
Demand / push: 👉🏾 Prepare, validate information input
Process / push: 👉🏾 Transform conform instructions
Deliver / push: 👉🏾 Validate results before handing over
🎭 P-1.4.1 Managing Poduct flows using processes
Not recognized 😱 being important
One would assume the working force for delivering the product servicing the product being seen as key assets for the product line.
Strange enough this assumption is not true.
A very normal seen situation:
Workers being classified: easily replaced by othera, for lower cost.
Servicing a product is easily seen as something to be outsourced to other parties without further attention.
Examples are:
A third party call center for solving questions for a product.
A robot that does questions and answers for a product.
The questionaire by a third party For quality experiences on the service.
❓ Question: How would known issues getting solved, unknown issues being escalated to become known ones?
There is a complete framework for information technology: ITIL.
I have never seen Itil got success by supporting product lines it is a technology driven approach.
( to be continued - see role)
Product Management is not Project Management although they have both the letters PM.
The process flow
❶
A Value stream
is the set of actions that take place to add value to a customer from the initial request through realization of value by the customer.
The value stream begins with the initial concept, moves through various stages of development and on through delivery and support.
A value stream always begins and ends with a customer. Value stream is usually aligned with company processes. ❷
Value streams are artifacts within business architecture that allow a business to specify the value proposition derived by an external (e.g., customer) or internal stakeholder from an organization.
A value stream depicts the stakeholders initiating and involved in the value stream, the stages that create specific value items, and the value proposition derived from the value stream.
he value stream is depicted as an end-to-end collection of value-adding activities that create an overall result for a customer, stakeholder, or end-user.
...
⟲ P-1.4.1 Business processes modelling
⚒ Physical:
Out of scope.
Business valuse stream scope
copied from: A-2.3.2 Business processes modelling
VSM, process mining, processes
The idea of using data, transformed into information for seeing what is going on the shop floor.
In a figure:
See right side
Not all process events will follow the expectation form the VSM map.
In a figure:
See right side
⟲ B-2.4.2 Process cycle: Data model, Architect: value stream
⚖ Obligations
To get covered in knowledge by a portfolio:
Input: value stream of the product
Result: value stream of the product
Consequences of functional accountabilities (what)
Impact to organisational accountabilities (who)
⚙ Cooperation
All the necessary knowledge is impossible to fulfil by a single person.
Cooperation is communicating with other persons.
In an incremental process:
Input: What is the existing or expected information quality
Result: What is the required expected information quality
Who are accountable for the input information
Who will be accountable for the information results
What are existing transformation options
What are alternative transformation options
The whole of the new process is in scope for this. It is future promised outcome, expectations.
⚒ In a figure:
⟲ B-2.4.1 Data model, Architect: functional accountabilities
⚖ Obligations
To get covered in knowledge by a portfolio:
Security architecture (technical)
Operational risk (functional)
Privacy - impact
Process - impact
⚙ Cooperation
All the necessary knowledge is impossible to fulfil by a single person.
Cooperation is communicating with other persons.
In an incremental process:
Shared understanding of the direction
Shared information of work in progress
Review of the design incrementals
Correction or remarks on review results
This is a process in his own with the goal of only going that far in details other can start their work while covering at least known mandatory requirements.
⚒ In a figure:
P-1.5 Serve: (Information) Technology
Product data management (PDM) is focused on capturing and maintaining information on products and/or services through their development and useful life.
Change management is an important part of PDM/PLM.
⚒ Physical:
Out of scope.
⚖ Legal:
Contracts, negotations are left out of scope although important.
🎭 P-1.5.1 The Product Management role
Not recognized 😱 being important
One would assume the working force for delivering the product servicing the product being seen as key assets for the product line.
Strange enough this assumption is not true.
A very normal seen situation:
(continuation from flows)
Improving a productline on the other hand, gets a lot of attention but lacking the real why's for the improvements.
What I am indicating are the hypes and focus one:
Changes for using the latest new programming languages.
Becoming datadriving while the core product processes are not understood.
Going for new technology while the core product processes are not understood.
❓ Question: How would the core product process be in quality continuity and cost with all this kind of uncertainties?
I have seldom seen accountable management being committed to product lines it moved to they are only getting involved.
The Chicken and the Pig
For a Scrum project the Development Team, Product Owners & Scrum Masters are considered as people who are committed to the project while stakeholders, customers and executive management are considered as involved but not committed to the project.
As of 2011, the fable has been removed from the official Scrum framework.
Product Management is not Project Mangement although they have both the letters PM.
The proces life cycle 👁
Going back to the basics where product management is the key player. Going into the core processes, value streams. ❶ Product management
is the process of planning, developing, launching, and managing a product or service.
It includes the entire lifecycle of a product, from ideation to development to go to market.
Product managers are responsible for ensuring that a product meets the needs of its target market and contributes to the business strategy, while managing a product or products at all stages of the product lifecycle.
... ❷
Product managers are responsible for managing a company's product line on a day-to-day basis. As a result, product managers are critical in both driving a company's growth, margins, and revenue. They are responsible for the business case, conceptualizing, planning, product development, product marketing, and delivering products to their target market.
... ❸
Product managers analyze information including customer research, competitive intelligence, industry analysis, trends, economic signals, and competitive activity, as well as documenting requirements, setting product strategy, and creating the roadmap.
Product managers align across departments within their company including product design and development, marketing, sales, customer support, and legal.
...
The holistic approach for Product management the full circle of the SIAR model, static & dynamic.
The product is part of a portfolio having specifications. How the product is created is set by requirements.
What are the steps in a value stream? Wat is to be done?
IV Ideate - Asses / pull : 🎭 These are interactions with the customer
Advice in options, Align customer - Monitor requests
III Enable - Plan / pull: 📚 Prepare, validate information input
Continuity & support- solve known issues, Escalate unknowns
I Demand - Backend / push: ⟳ Transform conform instructions
Service evaluation - Demand
II Frontend - Delivery/ push: 👉🏾 Validate results before handing over
Delivery - Customer after Care
In a figure:
See right side
🎭 P-1.5.2 A tool supporting Product management
A toolset that is missing in administrative/cyber world
❓ Question what is missing aside the previous mentioned issues?
How about a portfolio management system:
Describing specifications of the products and how they should bee used
Having the requirements from what the products are build
Supporting in instructions for how the products are build
Copied from:
Y-2.2.1 Change initiation
A-2.5.1 PDCA cycle administrative support
A toolset for the portfolio (static executing)
Jabes a proposal for the administrative/cyber product processes.
The meta model conforms to the layers in the nine-plane with some differences.
The major constructs for information stores on processes: ❶ The suggestion box, backlog, known issues, innovation proposals (down left)
❷ design & building the process or components (top left)
❸ validations of the process the process, is at the II (top right)
❹ the specifications with, known issues, is at the IV (down right)
A figure:
See left side
Agile value stream changes - execute
The product validations are consolidates into product specfications.
Validations are repeatable to deliver proof of the specfications.
Having the requirements from what the products are build.
Supporting in instuctions for how the products are build
Once a change has been started there is continuous activity for "design/build" and "product validation".
This stops at the moment the enablement is blocked or the new specifications are accepted to be of high quality where no need for change is requested.
🎭 P-1.5.3 Supporting Product management Projects
A tool for the portfolio (dynmaic change)
For every activity there is a planning and logging control dataset.
The meta model conforms to the layers in the nine-plane with some differences: ❶ The suggestion box, backlog, known issues, innovation proposals (down left)
❷ design & building the process or components (top left)
❸ validations of the process the process, is at the II (top right)
❹ the specifications with, known issues, is at the IV (down right)
Copied from:
Y-2.2.1 Change initiation
A-2.5.1 PDCA cycle administrative support
A figure:
See left side
🎭 P-1.5.4 Wish: Data driven processes
⚖ Monitoring the design process
Knowing how the change process is evolving for what is done and what is planned is important information for feed-back.
Registration actions, documenting progress is a requirement to do underpinned analyses and reporting.
✅ 🚧 Any design is not possible in a single cycle, many cycles will be needed.
P-1.6 Maturity 3: fundaments processes
"Managing technology service" is a prerequisite for "processes: cyber/adminstrative".
Although the focus should be on the value stream processes it starts by the technology connection.
From the three PTO, BPM interrelated scopes:
❌ P - Processes: cyber/adminstrative
✅ T - Managing technology service
❌ O - Organization optimization
⚖ P-1.6.1 Organisation of work
🤔 Shop floor supervisor
Looking for who is doing and organising the work at the Shop-floor.
All attention is going to other topics:
creating software
New interesting technology
What big tech advisors are saying
Better being good at is knowing and understanding the own organisation.
The "C-Steer" chapter is: B-3.2.2. 💣 Need having solved: Shop Floor accountabilities.
👁 First line, second line supervisors
Looking for the cyber/admiministrative physical equivalent of who accountable for the value stream flow.
The hierarchical implementation is easily missed. Training Within Industry—Second-Line Supervisor Job Instructions
Training Within Industry and its modules Job Instructions, Job Relations, and Job Methods are well known. ...
Job Instructions for Second-Line Supervisors (nowadays called managers).
This is a hierarchy level higher, and the goal is to support and guide the shop floor supervisors on how to use job instructions.
The point-of-use provider takes care of the "last mile" (or more precisely last few meters) of the material transport.
This is often for assembly lines, as there is a lot of material arriving.
⚒ P-1.6.2 Understanding information "Cyber/administrative"
🤔 Understanding & cooperating Technology
Looking for who is doing and organising the work at the Shop-floor.
All attention is going to other topics:
creating software
New interesting technology
What big tech advisors are saying
Better being good at is knowing and understanding the own organisation.
The "C-Shape" chapter is: A-3.3.2. 💣 Need having solved: Shared glossary with cooperation.
Context confusing: business - cyber technology
There is a lot of misunderstanding between normal humans and their cyber colleagues.
That culture is not necessary, should be eliminated. A translation of words to start:
ICT
Business
ICT
Business
ICT
Business
Strategy
Control
-
Functional
Target-Value
-
Confidentiality
People
Tactical
Orchestration
-
Compliancy
Communication
-
Integrity
Processes
Operational
Realization
-
Technical
Information
-
Availability
Machines
Note that the asset "Information" is a business asset not something to be pushed off as something incomprehensible "cyber".
A figure:
See right side
⚙ P-1.6.3 Security processes - Identities access
🤔 Understanding & cooperating Technology
Looking for who is doing and organising the work at the Shop-floor.
All attention is going to other topics:
creating software
New interesting technology
What big tech advisors are saying
Better being good at is knowing and understanding the own organisation.
The "C-Serve" chapter is: T-2.5.3. 💣 Need having solved: Responsibility for clear security.
generic securyt access
There is a "Devil´s Triangle" on its own wiht IAM. Conflicting types of interest:
Giving granting access to humans. Conforming the hierarchical organisation structure.
Securing technical systems, the supply chain included. Conforming.
Design secure Platforms, secure organisational business information processes.
A figure:
See right side
⚙ P.1.6.4 Business processes Administrative/cyber
🤔 Understanding & manging processes
Looking for who is doing and organising the work at the Shop-floor.
All attention is going to other topics:
creating software
New interesting technology
What big tech advisors are saying
Better being good at is knowing and understanding the own organisation.
The "C-Shape" chapter is: A-2.3.3. 💣 Need having solved: Responsibility for managing processes.
Data driven - process driven
There is strong relationship between two approaches, data-driven, process-driven they can´t exist without the other.
fluxicon disco manual (vdaalst)
Data science is the profession of the future. However, it is not sufficient to focus on data storage and data analysis.
The data scientist also needs to relate data to processes.
At the same time, process analysis professionals need to learn how to incorporate data from the IT systems into their work.
Assumed processes - reality:
When you ask someone about how their process is being performed, or look how it is documented, the structure is typically relatively simple (“First we do X, then, we do Y, etc.”).
However, in reality processes are much more complex.
👉🏾 There is rework: Steps have to be done again, because they were not right the first time.
👉🏾 Exceptions need to made to deal with special situations, different people perform the same process in different ways, and so on.
👉🏾 So, there is a discrepancy between how people assume that processes are performed and how they are actually executed.
... But looking further, this discrepancy is not even the biggest problem.
After all, to a certain extent it can be expected that not everything is always going according to plan.
💣 The much bigger problem is that in most situations nobody has an overview about how the real process looks like in the first place.
In a figure:
See left side
Why is it so difficult to have an overview about how the processes are actually performed?
Subjectivity: Everyone has a subjective picture of the process.
Partial view: Specifically for processes there is the additional challenge that there is not one single person that performs the complete process.
Change: Processes change all the time, often while they are being analysed.
Invisibility through digitization of processes. In the old times, a pile of paper on the desk was an indication.
Nowadays a customer case can stuck in the system only hearing about it once the customer complains.
⚖ P.1.6.5 Short checklist floor impediments
Need having solved:
❌ ✅ Shop Floor accountabilities.
❌ ✅ Shared glossary with cooperation for technology
❌ ✅ Responsibility for clear security at the shop floor.
❌ ✅ Responsibility for managing processes at the shop floor.
These are to be understood solved and managed by management at the high levels. This can be measured by maturity metrics.
The usual situation is: none of them is in place. Worse, there is even no awareness, CMM level-0.
The organisation structure is a hierarchical line of command. Group formations using leaders is human nature.
⚠ Challenges: avoiding leadership to micro details, bad goals.
A swarm organisation, self organisation, are networked structures without leaderships. Using some shared goal.
⚠ Challenges: have a shared goal, have a good shared goal.
👁 P-2.1.1 Mindset prerequisites
Unhappy on what is going on.
Sometimes you get a feeling there is some path still to go, you are not at the real destination yet.
Not really aware what it is until gettting some hints and a little bit being hurt.
The explanations are in the many detailed documented design topics. There are ideas in those not common mainstream, rather disruptive.
Summarize - Explanations
Only a summarize what is bothering me is given here under 7w´s.
An illustration can say much more than a lot of words. I included many illustrations. What is servant leadership? A philosophy for people-first leadership
Servant leadership is a leadership style that prioritizes the growth, well-being, and empowerment of employees. It aims to foster an inclusive environment that enables everyone in the organization to thrive as their authentic self. Whereas traditional leadership focuses on the success of the company or organization, servant leadership puts employees first to grow the organization through their commitment and engagement. When implemented correctly, servant leadership can help foster trust, accountability, growth, and inclusion in the workplace.
....
The theory of servant leadership was started by Robert K. Greenleaf, who popularized the term in a 1970s essay titled “The Servant as Leader.”
After reading the book Journey to the East, Greenleaf was inspired by the main character, Leo, a servant who disappears from work.
After his disappearance, the productivity and effectiveness of the rest of the workers falls apart, revealing that Leo was in fact a leader all along.
This led Greenleaf to believe that servant leadership is effective in its ability to allow workers to relate to leaders and vice versa, creating more trust and autonomy for workers.
Greenleaf first put this theory to test while working as an executive at AT&T, and it’s gained traction over the years as an effective leadership style.
Inverted pyramid idea Robert Greanleaf.
Person of character: A servant leader is someone who maintains integrity, makes decisions based on ethics and principles, displays humility and serves to a higher purpose in the organization.
Puts people first: A servant leader demonstrates care and concern for others and helps employees meet their goals and grow within the organization.
Skilled communicator: Communication skills are integral to servant leadership, and you will need to ensure you can effectively listen to and speak with your employees, while also inviting feedback.
Compassionate collaborator: To be a strong servant leader, you’ll need to consistently work with others and work to strengthen relationships, support diversity, equity, and inclusion, and navigate conflict in the workplace.
Has foresight: As a servant leader, you will need to keep an eye on the future and anticipate anything that might impact the organization. You’ll also need to have a strong vision for your organization and be the type of person who can take decisive action when needed.
Systems thinker: Servant leaders need to be comfortable navigating complex environments and able to adapt to change. This type of leadership requires strategic thinking and the ability to effectively lead change in the organization.
Leads with moral authority: As a servant leader, it’s important to establish trust and confidence in your workforce by establishing quality standards, accepting, and delegating responsibility and fostering a culture that allows for accountability.
My elucidation for my personal figures when needed, on request.
P-2.2 Missions into processes
A swarm organisation, self organisation, are networked structures without leaderships. Using some shared goal.
⚠ Challenges: have a shared goal, have a good shared goal.
The organisation structure is a hierarchical line of command. Group formations using leaders is human nature.
⚠ Challenges: avoiding leadership to micro details, bad goals.
⚙ P-2.2.1 Engineering Business processes
Becoming data driven
Note: this figure is having "monitoring" after deployment.
Presidion, formerly SPSS Ireland, was set up in Dublin as a regional office of SPSS UK in 1994 to be the main partner office in Ireland.
Presidion crisp-dm was showing this more advanced picture.
It is in 2020 part of Version1.
Presidion will today, June 17th 2019, operate under the new name Version 1 Analytics Limited trading as Version 1. The change follows the acquisition of Presidion by Version 1 in October 2018.
The company has operated under an interim brand as part of the Version 1 Group since the acquisition.
Dublin headquartered Presidion was founded over 20 years ago and established itself as a leading advanced analytics solutions and services provider in the UK and Ireland supporting customers to make more accurate evidence-based decisions.
History Crisp-dm
The deployment setup in a similar figure as ML modelling is not mentioned before. crisp-dm history Cross-industry standard process for data mining
CRISP-DM was conceived in 1996 and became a European Union project under the ESPRIT funding initiative in 1997.
The project was led by five companies: Integral Solutions Ltd (ISL), Teradata, Daimler AG, NCR Corporation, and OHRA, an insurance company.
This core consortium brought different experiences to the project. ISL, was later acquired and merged into SPSS.
The computer giant NCR Corporation produced the Teradata data warehouse and its own data mining software.
Daimler-Benz had a significant data mining team. OHRA was starting to explore the potential use of data mining.
The first version of the methodology was presented at the 4th CRISP-DM SIG Workshop in Brussels in March 1999,[5] and published as a step-by-step data mining guide later that year.
The crisp-dm document is owned now by:
IBM SPSS
⚙ P-2.2.2 Data driven processes for the business
Issues to solve at Analtics life cycle
The devlopment proces of a "machine learning" proces has been invented separated from Business processes and separated from ICT.
The used words are different. One of the oldest an best frameworks is crisp-dm.
For information on data science a good site is "kdnuggets".
The assocation is getting gold from "knowledge discovery in databases" process, or KDD.
Searching for crisp-dm challenges and data science.
The crisp-dm proces is felt problematic: 👓
fail crisp-dm -1- or
fail crisp-dm -2- .
Missing or neglected or otherwise going bad are the connections to business and ICT.
The Microsoft approach
data-science-process
Microsoft has bought "Revoltion Analytics" and is going for an important role at Analytics and BI. Azure cloud computing is the other part.
Although they are using the same step as Crisp_dm, it is not circular. It is business request without the PDCA cycle, there is start (charge) and end (delivery).
The ICT deployment is mentioned, needed for a delivery, but not detailed.
Nice are the statements on the data pipeline and monitoring:
In this stage, you develop a solution architecture of the data pipeline. You develop the pipeline in parallel with the next stage of the data science project. Depending on your business needs and the constraints of your existing systems
-//- , -//-
It is a best practice to build telemetry and monitoring into the production model and the data pipeline that you deploy. This practice helps with subsequent system status reporting and troubleshooting.
Their approach is this figure aside. (👓)
P-2.3 BPM - realisations
Business processes are abstract artifacts. It is information, not physical artifacts.
All is existing in an imaginary cyber world.
Results however can have physical instantiations.
Cycled Stages:
Situation / Steer
Input / Inquiry
Activity / Analyse
Request / Results
⟳ P-2.3.1 Processes Abstraction
⚙ cyber, no hands eyes
Information source AIM
The hierachical top down communcation line is a pyramid. There are many departments doing a part of the job.
The tactical level is also there for guidelines and compliancy with legal requirements.
Placing the data, information, in the middle the legal requirements aside the data a circle for running processes can by made clockwise.
A figure is like:
The requests from business perspective at the right side going down to the operational area. The operation ICT delivering the service at the left side.
At the bottom there is curious connection where business requests having developed and ICT realization are coming together under supervison of business control.
Of many departments involved in a data driven environment (bottom left to right):
Delivering ICT infrastructure Network, Servers (hardware), Desktops (hardware), Operating Systems (software), Storage, Security, all tools like BI - and Analytical (software) =ICT-Tools=
Getting the business software aligned according to their goals using the available Infra, changing those configurations helping at alignments. =ICT-Analytics= ⚙
Programming, analyzing the data, proposals for better business decisions. =DS Analtyics= 🎭
Managing the data commonly using a DBMS with a roles of the DBA, DataBase Administrator. Using NoSQL, more simple or more complicated: Hadoop, Cloud. =DW Support
There can be much more than these mentioned depatments.
These four are the ones essential in an Analytics Proces Life Cycle.
Some of those departments have a direct shared control, others only by going up the whole hierarchy up and than going back.
Information source adding PDCA
The PDCA cyclus is a standard approach. With DMAIC (Lean Six Sigma) there is an additional control step after an improvement to prevent falling back in old problems.
I use small colored circles in the picture for every involved party doing their work. It covers planning, deadlines with changes.
There are multiple PDCA cycles. One for the overall process and three others for every direct involved party.
The picture is getting too crowded, cleaning up the departments that are necessary in the holostic cycle but NOT within the continously improvement of the business proces.
Improvements doing the own work of the shown departments should also be included in the continously improvements.
The figure transforms into:
Modifications on the AIM hierachy:
Tactical representation (blue) moved outwards, making room for inner circle .
A full big PDCA colored circle having the "DO "at the bottom (operational) is added with three smaller ones.
The diagonal green and orange lines are departmental involvments.
Preparation of data is done with the help of =ICT Analytics= ⚙
Monitoring of scores needs the help of =DS Analytics= 🎭
The visible lines:
Business with four representations in the vertical and horizontal crosshair lines (blue), The one in the bottom is lacking a clear definiton being a tempory role.
=ICT Analtyics= ⚙ having two representations, a duality from a single department, in the diagonal: bottom-left , top-right (green)
=DS Analtyics= 🎭 having two representations, a duality from a single department, in the diagonal: bottom-right , top-left. (orange)
=ICT Analtyics= ⚙ and =DS Analtyics= 🎭 are both having different tasks at each of their corners, depending on all the others being involved.
When doing work without any ainteractions the focus for each is getting the agreed work getting done within deadlines.
The figure transforms into:
Modifications on the AIM + PDCA:
All crisp-dm stages 🎭 added at the ML devlopment ara (right side).
The deployment ⚙ in a split up with model monitoring added (left side).
External connections (streaming, api, poc) added at modelling and scoring
Multiple data pipelines (dev - ops) because different set of policy requirements although they are logical / technical similar.
P-2.4 BPM - using Jabes
The moment all effort for analysing design and build is getting to deliver possible value is when it gets deployed.
The level of achieved success to measure from metrics.
How to change:
Changing existing situations by understandable increments, continuous change
Overhauling existing situation, preferable: small bangs
Building something completely new is disruptive.
⟲ P-2.4.1 Data model, Architect: functional accountabilities
⚖ Obligations
⟳ P-2.4.2 ALC-V1 model
The most simplistic approach. From human knowledge build a process.
⚒ Physical:
For a long time (thousands of years) used, predominantly agriculture.
The yearly cycle is limiting improvements by one person. Maximum apx 30 trials.
Any failure on success can have a big impact.
The activity and decisions are based on knowledge and historical experiences.
There are not many options by those risks for experiments, doing it different.
⚙ Cyber/administrative:
The first real big software projects used this in the middle of the 20th century.
The Apollo project, "race to the moon", being an innovator for a lot spin-offs.
World War II, caused a lot of innovation including the basics of operational research.
⚖ In a figure:
⟳ B-1.3.3 ALC-V2 model
A more advanced approach. Human knowledge, human decisions building and changing processes.
⚒ Physical:
Industrialisation 18th century got disconnected form the yearly cycle.
Introduction of the loopback feature.
Many options for trials doing things better by manageable cycles. Textile in lead at the beginning of the 19th century.
Mechanics, machines became common. The assembly line introduced in 1913.
Managing enterprises got a scientific approach in the beginning of the 20th century. Triggered by mining and mechanics, industrial engineering.
⚙ Cyber/administrative:
Computers doing administrative processing became commodity end of 20th century.
The loop back feature got a mindset lock-in in the new world of ICT.
⚖ In a figure:
😱 Functional value stream processing and their technical ICT realisations got confused.
Caused by volatile uncertain complex ambigue regulations the technical realsiation got lost.
See also: "F-1.4 Misunderstanding: ICT - Business".
⟳ B-1.3.4 ALC-V3 model
A sophisticated approach. Machines are interacting on events themself, balancing by measurements into new situations.
Algorithms for machines and sensors are improving fast using computers in their nice areas.
⚒ Physical:
The feed back loop was quickly used in mechanical industrial solutions. The steam engine has several of those, started in the 18th century.
There was a boost when the working class household got machines making live easier. This boost was in the middle of the 20th century.
Fast evolving technology, computers becoming commodity in industrial and household solutions in the beginning 21th century.
⚙ Cyber / administrative:
The mindset lock-in from ALC-V2 hampering for better solutions.
Using the loopback feature to automate in the sophisticated approach, generating better logic is tried but not getting accepted easily and not understood well enough.
⚖ In a figure:
😱 The "physical" and "Cyber/administrative" approaches for processes are:
not at same level of maturity
not at same level of understanding
An important difference is in understanding and using the feedback loops.
In the Cyberworld this feedback loop is the driving factor behind "Artifical Intelligence". 🕳👁❗ Solve at involved staff: understanding and using feedback loops. 🕳👁❗ Add sensors for metrics in the value stream and feedback loops.
💡❗✅ For processes, functional algorithms: use Jabes to collect all information.
💡❗✅ For information quality, responsible usage: use Jabes to collect all information.
P-2.5 BPM - Processes Technology alignment
Product data management (PDM) is focused on capturing and maintaining information on products and/or services through their development and useful life.
⚒ Physical:
Out of scope. The abstract virtual world is the challenging one.
⚖ Legal:
Contracts, negotations are left out of scope although important.
⚙ P-2.5.1 Wish: Controlled processes
The proces life cycle
Agile or optimizing work.
The whole of the new process is in scope for this. It is future promised outcome, expectations.
⚒ In a figure:
value stream
Having all activities for a process in the nine plane, the question is what happened with the value stream for missions?
The result delivery is going out at the bottom when the visualisation is having "Strategic" at the top.
🤔 Turn the visualisation 90° counter clockwise ⟲.
The value stream will be left to right
The role of the leader changes to an enabler
Lean - pull push
The three "Shape" planes are the "pull" line, shaping the organisation. 🤔 Where is the "push"?
Good alignment by all three lines is needed.
Both are "push":
the three "Steer" (functional business) planes
the three "Serve" (technical enabling) planes
⚒ Activating teams for a change
After decisionmakers have approved the change and it is initiated.
Additional requirements are possible during the project.
Engineering and validation teams can start using:
Strategic requirements,
Tactical requirements,
Operational requirements,
Design for build and design for validation.
Agile value streams change - closed loop
Going for a closed loop control the first actions is a structured registration of activities and results.
For every activity there is a planning and logging control dataset.
All of these control datasets are sources for reporting and analytics.
A standardised centralised approach enables standard reporting solutions.
More important it is an opening to advanced analytics giving more insight more knowledge more wisdom on changes.
The four control datasets:
P-2.6 Maturity 4: business processes in control
"Managing technology service" is a prerequisite for "processes: cyber/adminstrative".
Although the focus should be on the value stream processes it starts by the technology connection.
From the three PTO, BPM interrelated scopes:
✅ P - Processes: cyber/adminstrative
✅ T - Managing technology service
❌ O - Organization optimization
⚒ P-2.6.1 Floor experiences
Mythical man month
Underestimating the effort for change, ignoring the capabilities on the floor.
F.Brooks
Brooks observations are based on his experiences at IBM while managing the development of OS/360.
He had added more programmers to a project falling behind schedule, a decision that he would later conclude had, counter-intuitively, delayed the project even further.
He also made the mistake of asserting that one project -involved in writing an ALGOL compiler- would require six months, regardless of the number of workers involved (it required longer).
The tendency for managers to repeat such errors in project development led Brooks to quip that his book is called "The Bible of Software Engineering", because "everybody quotes it, some people read it, and a few people go by it".
The book is widely regarded as a classic on the human elements of software engineering.
Critism Project management.
What the frustrations are, the best is by infographics.:
Swing Tree project
The Dead Horse Theory
Canoe Race...
Agile Waterfall
Customer Journey.
What the frustrations are, is best shown by infographics. The metro line of London is an option for getting lost.
Although Agile Waterfall is the work that is expected to do is not in this paragraph but in P-3.6 the micromanagement approach wit all nor realistic assumptions is the shared frustration and impediment for real lean real agile.
⟳ P-2.6.2 Wish: In control with processes
Swing Tree project
A very old one showing the steps in a customer journey for delivery a toy, "swing tree".
It is a classic. Having seen already in the 80´s and never got outdated as legacy.
How the customer explained it
How the Project Leader understood it
How the Analyst designed it
How the programmer wrote it
How the Business Consultant described it
How the project was documented
What operations installed
How the customer was billed
How it was supported
What the customer really needed
The Dead Horse Theory
Buying a stronger whip.
Changing riders.
Threatening the horse with termination.
Appointing a committee to study the horse.
Arranging to visit other countries to see how others ride dead horses.
Lowering the standars so that dead horses can be included.
Re-classifying the dead horse as "living impaired".
Hiring outside contractors to ride the dead horse.
Harnessing several dead horses together to increase speed.
Providing additional funding and/or training to increase the dead horse´s performance.
Doing a productivity study to see of lighter riders would improve the dead horse´s performance.
Declaring that as the dead horse does not have to be fed, it is less costly, carries lower overhead , and therefore contributes substantially more to the bottom line of the economy than doe some other horses.
Rewwriting the expected performance requirements for all horses.
Promoting the dead horse to a superviory position of hiring another horse.
Canoe Race...
Another famous one.
A clear overkill by managers micromanagement.
Blaming the worker not fullfilling unrealistic expectations.
Rewarding managers for the excellent peformance.
Of course there are a lot more than those. What is not mentioned in these two infographics is:
Lack of coöperation by not shared business goals (silo´s).
Not willng to change with correct effective working innovations.
Agile Waterfall ...
comicagile
Don’t take a waterfall approach to working agile; the DoR, A.C. and DoD are not gates, and even after starting development, you can refine your stories further, so don’t let the direction of your workflow, represented by the activities on your Kanban board, trick you into doing the activities only serially.
⟳ P-2.6.3 Wish: In control with processes
9 Plane overhauled, Jabes
The mindset is opied from C-Steer: "B-3.5.1 Wish: In control with processes"
⚙ B-3.5.2 Control: Manage relationships
⚖ Strategic alignment - Overhauled
Organizing the task and roles, reuse of the nine-plane. This nine plane is an overhauled version intended for for strategy alignment.
Following the required match of accountability and authority there are no diagonal interactions.
Axiom: Accountability information processing is within the organisation.
Having no diagonal interactions solve a lot of issues but introduces new ones.
A figure,
See right side:
Simple clear Roles, tasks:
Steer pillar: basic core competencies (holistic)
Strategy Why processes are executed, purpose - profit values.
Tactical What the defined processing specifications are: quality Quantity
Operational How it is processed by who, when.
Serve pillar: technology and other generic resources for processes
Strategy Why specific technologies are available y/n for processes.
Tactical What the capability of available technology tools are.
Operational How technology tools are used.
Shape pillar: assures future fitness of the organisation
Strategy Why specific technologies are used in processes.
Tactical What technology is used in a processes.
Operational How the performance of a process line is.
Following horizontals, verticals several PDCA / DMAIC manageable cycles are visible.
⚒ Crossing lines communication issues
Seeking symbols for tasks-roles resulted in the visual, showing new issues :
Steer - strategy is not attached to: tactical - shape, tactical - server
although accountable feeling to not having influence
Steer - shape sees direct inluence options at: operational -steer, operational - serve
The easy quick escape is harming autority and accountabilities
Steer - serve isolated from what is going on at: tactical -steer, operational - shape
⟳ P-2.6.3 Wish: In control with processes
Rotaded plane overhauled, Jabes
The rotated version is copies from I-Know: "Q-2.6.3 Retrospective building reference pages"
Rotating the overhauled nine plane reordering into Steer Serve Shape.
Replacing the hierarchical assocaited words: strategy, tactical, operations into: basic competent advanced.
Three levels of growing skills, the activities are mixed:
Basic: Well known activities, keeping the lights on.
Competent: Forsight, able to act on changes, start changes.
Advanced: Insight planning for running and changes in wisdom.
Putting technology in the middle allows to show acting on simple adjustments (Steer-Serve) and ones with more impact (Server-Shape).
The figure,
See right side:
⚖ P.1.6.5 Short checklist floor impediments
Need having solved:
❌ ✅ Shop Floor accountabilities.
❌ ✅ Shared glossary with cooperation for technology
❌ ✅ Responsibility for clear security at the shop floor.
❌ ✅ Responsibility for managing processes at the shop floor.
These are to be understood solved and managed by management at the high levels. This can be measured by maturity metrics.
The usual situation is: none of them is in place. Worse, there is even no awareness, CMM level-0.
Managing the organisation is balancing act in a hierarchical command and a network shared interests approach.
⚖ P.3.1.1 Functional missions visions of an organisation
Out of scope.
P-3.1 Following steps.
Managing people isn´t my priority. Getting aligned to practice at organizations to get things done are the daily way of life.
Process Life Cycle mangement.
Processes are changing when the needs of an organisations are changing or the customers and / or suppliers are changing.
The change in time is a certaintity.
Tools like software being used in supporting the organsisation also have to change.
P-3.2 Business Alignment
Understanding the needs of an organisation and doing things in line with that is a never-ending story of misunderstanding.
Speaking a common language that everybody understands is the first thing usually missing.
Evaluating, What others post
When this "quadrant of interest conflict" is understandable, the following ones also are making sense: Xomnia Imrich
I to IV, Data delivery by =DW support= falls into "business as usual".
I to IV, Data delivery by =DW support= falls into "business as usual".
The unsolved question is how to achieve innovation, counterclockwise pull, when the other force is clockwise push.
The magic that an innovative stable proces would be created out of nothing, makes no sense.
A holostic strategy view: Proces Life Cycle.
Conflict of interests, Innovation X Stable operations
The dilemma is what is hanving the priority.
Starting with an innovation and than making that robust and stable or
Making the running processes stable and than innovate.
That question is of getting anserwers to business value and complexity - simplicity.
A startup doesn´t need to get answer on that.
labeling the quadrant:
Doing things as used to be (push) rigid but: predictable repeatable reliable.
Ideal combination of new innovations and being trustworthy.
Adhoc, nothing as should be operational or legal but maybe having the necesssary new opportunities.
Innovation, changing the business by doing things different. (pull)
Obvious is "doing things different" is conflicting with "doing things as usual".
Issues solving coöperation innovation X operation
The challlenge to solve the conflict is an mission impossible. The issues are well known for a very long time.
New technologies like moving into the cloud -AAS delivering by external parties will not solve it.
SukumarNayak (2015)
did publice a nice presentation on all kind of organizational issues. Showing a figure:
He refers to what-is-devops.
Don´t expect the misalignment will be solved by placing the people for the different roles in a room. With cloud approaches you are placing people outside the organization.
Business-IT alignment is a process in which a business organization uses information technology (IT) to achieve business objectives -
typically improved financial performance or marketplace competitiveness.
Some definitions focus more on outcomes (the ability of IT to produce business value) than means (the harmony between IT and business decision-makers within the organizations). (wikipedia)
When turning the pyramid 45 degrees clockwise it will fit into the "Innovations X Stable operations" quadrant.
The departments for the best fit location according the quadrant descriptions.
The figure transforms into:
In the middle of the quadrant there is the "wall of confusion".
Note the counterclockwise rmovements by the animation for changing technical impediments. (data tools)
Request counterclokcwise, start =DS Analytics= , not getting delivery caused by hierarchical decision.
Request counterclokcwise by hierarchy, result into disposable tools, disposable data.
Having nice data, nice tools being declare EOL by =ICT tools=, =DW support=
There much more ways to do it incorrect as to do it correct.
P-3.2 Visions translations into missions
Before a mission can be started equipment must be in order:
trained staff
possible activities
available equipment
Without authority, a leader cannot direct and guide their followers towards a common goal.
Without accountability, a leader cannot be held responsible for their performance and outcomes.
⚙ P-3.2.1 Imbalance: Steer Shape Serve
⚙ Operational governance
Adding Operations - monitoring
The full crowded picture "SDLC analytics" without the DTAP is like:
Explanations:
The vertical dashed green lines are the release of versios to be coördinated. There are three of them, not relevant here.
The data delivery for model building the transform to a DNF (DeNormalized File), ABT(Analytical Base Table) and modelling, not relevant here.
Notes arround, links referring used sources, not relevant here.
The operational pipeline has four dashed pink lines.
The picture in focus is like:
Watch Dog - Operational Monitoring:
The first stage is verifying the retrieved data is consistent enough to proceed. Every segregated table can grow and shrink, the speed of change shoud be within expected margings
If possible a full update is the most reliable in synchronisation information. At that moment a best technically tuned version is easily done.
The mutations when appropiate are able to profit from that tuned version. Degradation in performance can be expected when many updates are applied.
When there has nothing being logically changed, a scoring proces running on selected updates should not crash.
When doing a score on the total populations regulary, the scoring results should in changed numbers variations are monitored.
The variation in changes shoulfall within expected ranges. When there is something unexpected score deliveries should be halted until someone a review for the cause has done.
Adding Scoring results - monitoring
The scoring monitoring has two blue lines and two storage containers that are usually labled as "nasty unknown" getting them "out of scope" by business.
Knowing what is happening with scores might be very important information.
An unstable profiling result will cause legal problems when that is discovered by external complaints.
For the business analyst, data scientist it is important to be able to analyze prodcution score results without having a conection into that process possible harming it.
The picture in focus is like:
Attention points Score monitoring:
Scoring results are best stored incremental with time marks and scoring model version indication.
The incremtnal storing has an question to solve, that is: what is the scoring moment on any moment even when no scores were changed.
The needed segregation in machines servers tgWhen there has nothing being logically changed, a scoring proces running on selected updates should not crash.
When doing a score on the total populations regulary, the scoring results should in changed numbers variations are monitored.
The variation in changes shoulfall within expected ranges. When there is something unexpected score deliveries should be halted until someone a review for the cause has done.
P-3.3 Regulations, compliant processes
During performing a mission, equipment must be in order:
trained staff
possible activities
available equipment
Without authority, a leader cannot direct and guide their followers towards a common goal.
Without accountability, a leader cannot be held responsible for their performance and outcomes.
Solving request for more data sources will involve more parties.
In this case =DW support= managing data central using DBMS systems.
A clear proces having a single direct line in control is lacking.
A direct request from =DS Analytics= to =DW support= is neglecting =ICT Analytics=
Pitfalls:
Bad performance or even unworkable operationable processings.
Not being aligned with business properties and legal requirements.
Not suited for future changes by a technology lock-in.
A direct request from =ICT Analytics= to =DW support= is neglecting =DS Analytics=
Pitfalls:
Wrong data being retreived or not in state being expected.
Timing of delivery data might not as needed. Model building and scoring have differences in requirements.
Requesting tools - ICT Operations
Solving request for more data sources will involve more parties.
In this case =ICT Tools= managing servers and "the applications" (tools).
A clear proces having a single direct line in control is lacking.
A direct request from =ICT Analytics= to =ICT tools= is neglecting =DS Analytics=
Pitfalls:
Unnecessary steps by crossing machine layers causing difficulties in data representation (encoding transcoding).
Even not able to proces what has developed operationally.
An one-off once analyse report dashboard is different to one that should be embbeded into to business operations.
Not being aligned with generic business policies (eg security) and legal requirements.
Not suited for future changes by a technology lock-in.
A direct request from =DS Analytics= to =ICT tools= is neglecting =ICT Analytics=
Pitfalls:
The requested state of the art tools as expectation in mismatch.
The delivery getting blocked for not clear reasons.
P-3.4 Information culture alignment
After a mission results are evaluated for:
staff healthiness
executed activities
equipment condition
Without authority, a leader cannot direct and guide their followers towards a common goal.
Without accountability, a leader cannot be held responsible for their performance and outcomes.
⟲ P-3.4.1 Public obligations
⚒ Annual financial
P-3.4 Security (business: logic - data).
Risk management and security policies are not very well accepted activities as strategy and tactic. They are however high level business requirements by regulations and can´t be ignored
⚙ B-1.5.2 Goal: Data driven processes
The functional location of compliancy
❶ The accountability and most of the responsibility for information (data) is at the "Data Controller" not at the "Data Processor".
Outsourcing accountability is legally not possible although that mistake is too often attempted. ❷ Compliancy regulations are set for "Data Controllers".
Followed in regulations are "Data Processors" by the controllers needing assurance rules are met within boundaries.
❓ Who is managing information? ❸ Managing information only can be solved within the organisation❗
This ascertainment is:
a change in the usual culture: information processing is for technology guys
requires dedicated tasks and roles to be placed within the organisation
requires awareness and knowledge on processes within the organisation
Data driven in reality technology driven
When you want to build much software doing many deployments using data as the source of information, the following is a good approach.
Data driven processing in a figure:
Typical characteristics:
A horizontal line West-East touches the points in the circular process for compliancy reviews.
In a top down approach, there are four stages:
Ideate - Asses, Enable - Plan
Design - Build - evaluate
Accept yes/no, deploy
Build - operate - evaluate
The development can be in any ALC-V* type.
This process is a combination from PDCA, AIM model and Crisp-DM. Adding deployment, monitoring and compliance all equally important parts of the cycle
👁 Fast changing available technology (hypes) is in scope, are an option
⚠ Attention on aspects: Maturity, quality of information, possible impact caused by results
⟲ P-1.4.1 Business processes modelling
⚒ Physical:
Out of scope.
Business valuse stream scope
copied from: A-2.3.2 Business processes modelling
VSM, process mining, processes
The idea of using data, transformed into information for seeing what is going on the shop floor.
In a figure:
See right side
Not all process events will follow the expectation form the VSM map.
In a figure:
See right side
⟲ B-2.4.2 Process cycle: Data model, Architect: value stream
⚖ Obligations
To get covered in knowledge by a portfolio:
Input: value stream of the product
Result: value stream of the product
Consequences of functional accountabilities (what)
Impact to organisational accountabilities (who)
⚙ Cooperation
All the necessary knowledge is impossible to fulfil by a single person.
Cooperation is communicating with other persons.
In an incremental process:
Input: What is the existing or expected information quality
Result: What is the required expected information quality
Who are accountable for the input information
Who will be accountable for the information results
What are existing transformation options
What are alternative transformation options
The whole of the new process is in scope for this. It is future promised outcome, expectations.
⚒ In a figure:
⟲ B-2.4.1 Data model, Architect: functional accountabilities
⚖ Obligations
To get covered in knowledge by a portfolio:
Security architecture (technical)
Operational risk (functional)
Privacy - impact
Process - impact
⚙ Cooperation
All the necessary knowledge is impossible to fulfil by a single person.
Cooperation is communicating with other persons.
In an incremental process:
Shared understanding of the direction
Shared information of work in progress
Review of the design incrementals
Correction or remarks on review results
This is a process in his own with the goal of only going that far in details other can start their work while covering at least known mandatory requirements.
In a figure:
P-3.5 BPM Technology Change alignment
Product data management (PDM) is focused on capturing and maintaining information on products and/or services through their development and useful life.
Change management is an important part of PDM/PLM.
⚖ Legal:
Contracts, negotations are left out of scope although important.
⟳ P-3.5.1 Wish: In control with processes
The proces life cycle
Agile or optimizing work.
The whole of the new process is in scope for this. It is future promised outcome, expectations.
⚒ In a figure:
🎭 P-1.5.2 Change initiation
A tool for change change
Copied from:
Y-2.2.1 Change initiation
A-2.5.1 PDCA cycle administrative support
⚒ Activating teams for a change
After decisionmakers have approved the change and it is initiated.
Additional requirements are possible during the project.
Engineering and validation teams can start using:
Strategic requirements,
Tactical requirements,
Operational requirements,
Design for build and design for validation.
⚖ Monitoring the design process
Knowing how the change process is evolving for what is done and what is planned is important information for feed-back.
Registration actions, documenting progress is a requirement to do underpinned analyses and reporting.
✅ 🚧 Any design is not possible in a single cycle, many cycles will be needed.
⚒ A-2.5.1 PDCA cycle administrative support
Agile value stream changes - execute
Assume all the specifications are physical stored artifacts in a standard meta model.
When going for change the goal is an adjustment of specifications by the change.
That adjustment is describing new version of the product in the portfolio.
For every activity there is a planning and logging control dataset.
The meta model conforms to the layering in the nine-plane with some differences:
❶ The suggestion box, backlog, known issues, innovation proposals (down left)
❷ design & building the process or components (top left)
❸ validations of the process the process, is at the II (top right)
❹ the specifications with, known issues, is at the IV (down right)
Once a change has been started there is continuous activity for "design/build" and "product validation".
This stops at the moment the enablement is blocked or the new specifications are accepted to be of high quality where no need for change is requested.
A figure:
See left side
Agile value streams change - closed loop
Going for a closed loop control the first actions is a structured registration of activities and results.
For every activity there is a planning and logging control dataset.
All of these control datasets are sources for reporting and analytics.
A standardised centralised approach enables standard reporting solutions.
More important it is an opening to advanced analytics giving more insight more knowledge more wisdom on changes.
The four control datasets:
A figure:
See left side
P-3.6 Maturity 5: PDCA business processes
"Managing technology service" is a prerequisite for "processes: cyber/adminstrative".
Although the focus should be on the value stream processes it starts by the technology connection.
From the three PTO, BPM interrelated scopes:
Sometimes you get a feeling having seen things before. Just different words being used.
In this case Scaled Agile Framework
The Fate cartoon makes it clear.
Three layers strategy, tactics, operations are there.
The development stages like the waterfall approach.
Less
This is like operating an assembly belt line, not the real innoviation or improvement.
The reason: missing the business core process environment.
The daily stand-up
Knowing what the colleagues are doing is important with a shared business goal.
The implementation of a stand-up can be brought in mandatory. I would assume sitting in each neighbourhood and doing that during working on items, would be sufficiënt.
From the common ground in a technical approach there is something strange going on:
Forced is using hyped modern technologies although there are bleeding edges not solved well.
The bleeding edges are not marked to solve and avoided for the time being but are a trigger to get in more modern technology with bleeding edges.
Asked is a the keep it as simple and cheap as possible, lean agile.
The diagonal connections at both ends in the sitemap are defined instead of the normal vertical siloed lines.
The surprise is: they are practical in understanding the misunderstandings and big distances at organisations with processes.
Epilogue - Operational
Building and / or doing the operational work.
Making your mind up how to present all information was the first step. ⏳Starting and finding yourself in trouble by the work to be done and still not knowing what is to do for better, time passes.
Epilogue - Tactical
The usual discussions are daily management involvement.
There is an elephant, the big boss likes to be bothering with technical details when he is having a problem. ⌛The simple solutions are " build a database" - " roll out an app "
The "The proces life cycle" is copied from C-Steer: "B-3.5.1 Wish: In control with processes"
The proces life cycle
Product lifecycle (wikipedia)
In industry, product lifecycle management (PLM) is the process of managing the entire lifecycle of a product from inception, through engineering design and manufacture, to service and disposal of manufactured products.
PLM integrates people, data, processes and business systems and provides a product information backbone for companies and their extended enterprise.
❓Why should PLM be reserved for industry of physical artefacts.?
Mindset prerequisites: Siar model - static
The model covers all of:
simple processes: 0 - 9
The duality between processes, transformations, and information, data
four quadrants:
Push Pull,
lean agile requests deliveries
realistic human interaction & communication. nine plane:
Steer Shape Serve
Strategy, Tactics, Operational
Accountabilities, responsibilities, roles
Data driven mindset from the Siar model
value stream: left to right
PDCA, DMAIC, lean agile improvements
The mindset by this model is used over and over again.
Mindset prerequisites: Siar model - dynamic
The cubicle representation of the model did show a lot.
The static element information is well to place.
Processing, transforming, is a dynamic process.
A circular representation is a better fit.
The cycle:
Ideate - Asses
Plan - Enable
Demand, Backend
Frontend , Delivery
Customer interaction: bottom right side.
Supply chain interaction: bottom left side.
P-3.5 Using machines, using computers.
Machines are no humans, computers are no humans. The "Artifical Intelligence" hype is misunderstood as would machines computers replace humans ethical and emotical decisions.
As easy scapegoat for bad automated decisions the machines are easy to blame. The better question is who (human) made that decision of an automated machine would always be without failures.
Expectations Project management.
At complicated situations everybody can be right, form his viewpoint. Viewpoints being that different they can´t be true both.
Other words, hypes, working approaches: Scrum, Agile, Lean six sigma, Kanban
In the agile world, using the scrum syntax, the work is decribed as a "customer journey". They can be never ending stories.
At some time "no work" is the objective goal, going for a private journey, better described as holidays.
To be repeated predictable over and over again. Not really boring wiht this kind of feeling.
It is a holiday picture made at Lakka Paxos Greece. The transport and sleeping place being the place at home in the right corner with the colored fancy fish in the aft.
During the journey doing "sprints" by going from one place to another.
The story in the gateway
I used this picture at the end of chapters, intention:
◎ following a logical sequential order.
This picture is personal (holidays). An entrance and exit of Monemvasia, laconia Greece.
Being both, the single pathway (the name in greek) it is unclear whether it is the start or an ending.
⚒ P-3.6.3 No followings steps
retrospective
Going trough all this again, some experience from the paste are resurrected:
The get-away to technology as a solution for what is not well understood.
Parody stories, cartoons for what is perceived to be not going well.
The switch to how to improve something is a np-hard problem.
Transforming the way of working is a goal on its own. At least that is my personal experiences.
PMI PMBOK
The ideal skill set, the Talent Triangle, is a combination of technical, leadership, and strategic and business management expertise. 
The Design Thinking process first defines the problem and then implements the solutions, always with the needs of the user demographic at the core of concept development.
This process focuses on needfinding, understanding, creating, thinking, and doing. At the core of this process is a bias towards action and creation: by creating and testing something, you can continue to learn and improve upon your initial ideas.
The design thinking process consists of these 5 steps:
Agile Modeling (AM) is a practices-based software process whose scope is to describe how to model and document in an effective and agile manner.
The practices of AM should be used, ideally in whole, to enhance other, more complete software process such as eXtreme Programming (XP),
the Rational Unified Process (RUP), Disciplined Agile Delivery (DAD), and the Enterprise Unified Process (EUP) to name a few.
AXELOS is responsible for developing, enhancing and promoting a number of best practice frameworks and methodologies used globally by professionals working primarily in IT service management, project, programme and portfolio management and cyber resilience.
These methods, including ITIL, PRINCE2, MSP and our collection of cyber resilience best practice products, RESILIA, are adopted by private, public and voluntary sectors in more than 150 countries to improve employees skills, knowledge and competence in order to make both individuals and organizations work more effectively.
Cap Gemini SDM, or SDM2 (System Development Methodology) is a software development method developed by the software company PANDATA in the Netherlands in 1970. The method is a waterfall model divided in seven phases that have a clear start and end. Each phase delivers (sub)products, called milestones.
A very normal seen situation:
A figure: 
What is servant leadership? A philosophy for people-first leadership 
He had added more programmers to a project falling behind schedule, a decision that he would later conclude had, counter-intuitively, delayed the project even further. 
The dilemma is what is hanving the priority. 
It is a holiday picture made at Lakka Paxos Greece. The transport and sleeping place being the place at home in the right corner with the colored fancy fish in the aft.
During the journey doing "sprints" by going from one place to another.
