Redesing of this index page. Converted into something that is similar to a Foreword.
Added generic process framework.
Added pitch of Jabes. Running and changing a portfolio conforming standards.
2024 week 35
Minor updates.
F-1.1.3 ⚙ Vitae: jakarman, ICT my detailed profession Experiences
In my working lifetime there are many periods while changing the technical details and changing attention to issues I did want getting solved.
There is gap between the passion and what was possible getting done.
Not being dependent anymore for payments gives the freedom for sharing proposals that are not conforming to usual commercial interests. 👓 link for vitae details including cases.
F-1.2 Motivation ikigai
F-1.2.1 👁 Passion
A philosophical approach for finding a balance in doing work and how to live is this Venn diagram.
Similar kinds of hierarchy relationships are extended in my personality and profession seeking a mission.
The four cirkels are having always a missing junction. There is no single junction to "what yuo are good at" with "what the world needs".
I found my profession in ICT Information Communication Technology (ICT).
For communciation I have not a strong language story telling mindset. Analysing for a strategy and possible solutions is strongly associated with images with a logistician base.
F-1.2.2 ⚒ Getting Paid
During all the years with the experiences in the race for jobs doing work being paid for the ideas how to solve issues have grown.
This was not easy because expectations were not always conform hierarchical lines.
F-1.2.3 ⚙ Good at
What I always liked to do was simplifying the work, optimizing processes, with already available tools. No matter what I had my hands on at that moment.
Removing bottlenecks was the key factor in automating to run and evaluate business jobs.
F-1.2.4 ⚖ Love to do
Working on simplifying work, optimizing processes, a framework as mindset has grown.
This framework mindset resulted in an option to create a tool that is not existing in the market covering that running and changing of ICT processes for business solutions.
F-1.3 Personal history
F-1.3.1 ⚖ Technical - Mathematics
My education is electro-technical engineering, added with mathematics including statistics. Not quite a logical fit for information technology nowadays.
At that moment courses for ICT didn´t exist as it was building from scratch being a spin-off with those mentioned technology backgrounds.
The microprocessor being used during one of the course lines was the 6502 (Motorola).
My father had his connections with computing educating and mathematics. As the interest rates went up high for some years there was a problem with the used calculation tables that were commonly in use those days.
He did some circumventions using an Olivetti P101 for that at our home. It was one of the first programmable calculators.
F-1.3.2 ⚒ Statistical support
My first job was as "technical statistical support" role, helping researchers under supervision of statisticians.
The area was preventive healthcare it was a not well known governmental small department.
I switched within a couple of years into technology in the financial area.
F-1.3.3 ⚒ Systems programmer
My background has become the "system programmer".
The descriptions of roles by IBM (mainframe world):
Mainframe sysprogrole
System programmers are needed to install and maintain the middleware on the mainframe, such as database management systems, online transaction processing systems and Web servers.
Middleware is a software "layer" between the operating system and the end user or end user application.
It supplies major functions that are not provided by the operating system. Major middleware products such as DB2, CICS, and IMS can be as complex as the operating system itself, if not more so.
That good IBM description mentions of course IBM products.
Instead of those I was exposed to Cullinet (CA now Broadcom) IDMS DB/DC with an IDD (Integrated Data Dictionary) and in house made solutions.
The IDD was a centralised metadata approach using a network DBMS (NoSQL) and ER schema design.
F-1.3.4 ⚒ SAS - software product usage
My experience with SAS is going back as far as the early years 1980.
This has become my major working area since 2004 and up to 2023.
The focus has been the way of implementing that and supporting SAS users (analysts, marketing, actuarist, data science) running operataional and changing environments (devops).
The role of the system programmer has the same key points of that of the SAS platform administrator.
Someone has to understand the way to integrate those two worlds to get it all function effectively and well working for businss usage.
Many positions are found while using middleware, as it is technical, and needing for your business.
The most interesting one is doing the support or Business Information supporting decisions and helping with data analytics.
The postions being involved in this technical area is remarkable. 👉🏾 What is going on in an organization at many places and levels is seen.
F-1.4 Misunderstanding: ICT - Business
F-1.4.1 ⚖ A three dimensional relationship model
The gap with all misunderstanding between ICT (Information Communication Technology) has been there since I started to work at the ICT.
This is strange because attempts to solve this are failing. An attempt to understand this is using the Amsterdam Information model (AIM) with adjustments.
Adjustments are in using words and in adding the shop-floor. The strategical level consultancy is often lacking the mission target realization by the "shop-floor".
F-1.4.2 💡 Adjustment changing words strategical level.
Old word(s)
New word
Reason for changing words
Business
Functional
Working, implementing business goals. The mission is adding value. Avoiding the frame of only a cost-center. The value can be financial and non financial.
Information Communication
Compliancy
The business organization needs a lot of communication in expectations and instructions to get things done. This kind of communication is not the technical communication using technology.
Using the word compliancy to align with the organization is more appropiate.
Technology
Technical
The word Technology is associated that buying it would solve all problems.
Collected and gathered information (data) within the business is at best technical represented as "data".
F-1.4.3 🎯 Adjustment adding the "shopfloor".
Business
ICT
alignment & similarities.
People
Confidentiality
Going for a modern robust lean working environment there are a lot of attention points.
Process
Integrity
What is manufactured, assembled should have a level of quality.
Machines
Availablity
Tools should support People and processes in the best holistic fit.
F-1.4.4 🤔 Management hierarchy.
Business
ICT
Shared negative experiences
Control
Strategy
There is a big gap to the "shopfloor".
Orchestration
Tactical
Personal goals are hidden placed above organizational ones.
Realization
Opertional
Suffering by micromanagement or misalignment with organisational goals set by the hierachical opinions.
F-1.5 Business Processes - how to optimize
F-1.5.1 ⚖ SIAR - Situation (control), Input, Activity, Result
Doing an abstraction of how a process should work:
Properties:
PDCA (Plan Do Check Act) is embedded. Follow: III, I, II, IV
DMAIC (Define Measure Analyze Improve Control) is embedded. Follow: II, I, III, IV
Real lean, Pull (IV to III ) and Push (I to II) actions are embedded. Notice the customer request is comes in at IV (right side bottom).
The adjusted AIM model: The Control (strategy) is in the middle with four extensions.
Two twin components: Information (data) & transformations (processes) represented by the compass using black/white area´s at the four stages.
The backend, Input, plan, manufacture, purchase, assembly is at the left side.
The frontend, sales, product validatation, packaging deleivery is at the right side.
A logical flow line for realiation is numbered from 0, 1 .. to 8, 9 is defined.
The value stream is Left to right (big blue arrows).
Negotations with customers (IV) and negotations purchasing components (I) don´t have a simple logic clockwise order.
F-1.5.2 ⚖ JABES, a real holistic simplistic Business ICT alignment
Reverting the infographic SIAR back into processes (focus ICT) the result: "JABES".
F-1.6 New opportunities, change in mindset support
F-1.6.1 ⚖ Interest - how to contact me
The two described approaches, basic process cycle and jabes, have very good opportunities to be solutions that are wanted but being missed in the daily way of doing things.
Seeing something you are interested in?
I am reachable at: mailto:metier@jakarman.nl jakarman7w7
@ja_karman
Recent years changes:
❶ Twitter got a new logo
❷ Skype is slowly being replaced teams, other options
I am living at the NetherlandsGelderland -
j.a.karman My profession (metier) is: ICT specialist vcard: J A Karman
F-1.6.2 Looking back - learning the future
There is a strange feeling when looking back all those years.
Starting at a support department, that is as early 1980´s.
Sometimes it is indicated as the stone age of ICT.
All of the following did not really change:
⚖ Security
The environment must be safe.
Instead of the buzzword "cybersecurity" the indicator for safety is more appropriate.
⚖ Algorithms
What is done must be understood.
The buzzword "algorithms" is poisoned by false framings of not being understandable, interpretable.
An old normal technical word is: business rules.
⚖ Risk mangement
What is processed should be evaluated beforehand in all possible scanarios.
⚖ Privacy impact
The impact of outcomes should be evaluated beforehand.
A stable safe situation should be included in the cases that are not handled as what is normal (pareto) expected.
F-1.6.3 ⚙ Looking back - evaluating for the future
lean, toc
The work process was improved (PDCA kanban) learning from what was expected by requests.
When thinking more about that got the conscience that is almost the same steps as was done at the early years when SDM (System Development Methodology, Cap gemini), was promoted.
Maturity
Maturity of processes is a qualification that should be an objective measure. A standardized accepted framework for objective measurements is missing.
I neglected this when thinking on a framework for processes. Data Information quality level 0 is an exapmple for maturity (1-5).
Completeness
Not all information recently learned is on this site.
I need time to change and aligning it to what I did before into something new.
Transparency
What I am sharing as personal knowledge may be shared, not freely copied without reference.
References are part of the well ordered subjects but the references I made here looks to originate from a neverland location.
a game changer - transition
👉🏾 creating new products, dropping old ones
💰 investments, cost are needed while unpredictable in profits
⏳ Innovating in the wrong way easily results in an obsolete product never getting profits.
being predictable & reliable.
👉🏾 same trustworthy product
💰 the well knowing situatuion is predictable in profits
⌛ Become outdated means getting obsolete. Being obsolete there will be no profits.
The organisation usually wants it all at the same moment with no cost investments only wanting to see profits.
A conflict of interests that will last forever. The choice:
conservative running as-is (vertical) 👉🏾 stable operations 👎🏾 no process changes, no innovation, legacy
Doing two major changes at the same time often results in unwanted surprises. Scheduling actions for time is sensible.
The physical industrial environment has a high maturity level.
Information communcation processing (ICT) for administrative tasks, all the technology enabling automation recently became available.
The technology did show an incredible growth in capacity.
When the generic complaint is that productivity growth is lagging with information processing, obviously something fundamental is still missing.
F-2.1.2 ⚖ Going for a full process cycle
Using the SIAR infographic is a mindset that is workable in many situations.
The value stream for a product is from input by assembly activity into delivering results.
The vertical and horizontal lines are representations for information (data):
Situation (control) - It contains collected requests that are or are not to be fullfilled.
Input(s) - Compononents materials building blocks that are needed for the construction.
Activity - the constructed assembled products.
Result(s) - The delivered products can be physical or virtual (cyber).
The diagonal lines are process representations:
IV Ideate Assess (bottom right) is where it starts and ends for customers "over the shelf"
III Enable Plan (bottom left) the finishing of the pull request. The product(s) ordered to get build.
I Demand Backend (top left) starts the pull. Constructing products according instrcution in an assmebly line.
II Delivery Frontend (top right) Verifying the products on order request and quality before delivery.
F-2.2 How a data mission could be organized.
F-2.2.1 ⚙ Becoming "data driven"
The process design in the following infographic is a result of involvement at several Machine Learning (ML) projects. ML is a part of AI (Artificial Intelligence).
I created this infographic in 2018 before the SIAR infographic. The goal was changing and adjusting the widely used crisp-dm infographic in a full closed circle.
The chosen orientation is:
The business, organization goals are leading, placed in the center at the top.
At the floor (left), operations running processes creating products conform specifications.
At the floor (right), changing existing processes or creating new ones from requirements.
In this infographic the top is also the hierarchical order.
Reviewing this infographic with the very old classic developing and running programs (Cobol era). The principles are the same, only technical details are a little bit different.
Data provision - authorizing enabling information (data) access
Data preparation - Selecting, sub setting sorting adjusting
Modelling - defining, building business logic into code
Model evaluation - Verifying, testing the crated code for functionality
Reviewing this infographic with "SIAR". The principles are the same although locations and technical details have changed.
The SIAR infographic moved to hierarchical top into the center, the eye.
The data driven process infographic is missing the control with ideate, asses enable plan.
IV Ideate Assess, top Left
III Enable Plan, top right
I Demand Backend, bottom right
II Delivery Frontend, bottom left
F-2.2.2 ⚙ Align the SIAR model to "Agile"
Lean and agile are buzzwords with the hope of increasing productivity, lowering costs.
If your organization emphasizes doing agile rather than being agile, you’re on the wrong foot right from the start.
Agile is a paradigm, a mental shift in how you approach running and doing development of processes.
The specific techniques and ceremonies come later, and they’re the least important part even can left out at all.
The focus should not be on building software but running an organization with products (information data) and processes.
Starting with understanding lean and agile is what brought me to JABES beginning with SIAR.
F-2.3 Professional Life Cycle
F-2.3.1 🚧 Working environment
A career could define what you do for a living and range from those that require extensive training and education to those you can perform with only a high school diploma and a willingness to learn.
Becoming wealthy, powerful, admired, is not a goal on his own. Be careful what you wish for, life is about seeking a balance.
Question: What would the SIAR model be in an organizational environment?
IV - Request & Result delivery valuable artifacts
The goal is simple stated for going for products that will deliver value and are in demand.
The real problem is: there are more questions without clear answers:
whose task is defining the organizational goals,the why , and what are these?
which internal requirements and public regulations are in scope?
where will the activities being processed, what to do and what not to do?
what will be constructed and what is the required quality?
how will the construction setup, will it be engineered?
who will be responsible accountable to fulfill the product requests?
when it is the correct time to jump into the market?
To solve partially all those questions human communication with interactions is the key factor.
It is intentioally to have 7wh questions.
Partially solving is avoiding needing all the details getting to be known before something is started.
Doing the details when necessary reduces time to go to market / delivery.
Supoort for decisions has changed wiht technology. One upon a time a human was doing all the calculations with information he could process.
Aritifical Intelligence, AI, is replacing that using predefined recipes.
There are several areas to cover that have different scopes. These three levels in a triangle are behaving devilish: 📚 Information -- Product Ideas, associated information, Project scopes 🎭 Communication -- Architecting, Research options, alignment with stakeholders ⚙ Technology -- Realization technology, Operations stability, Monitoring results
III - Planning enabling
For enabling plans there must be
financial budgets for technical resources. --financial budgets for human capabilities.
Negotations with internal suppliers -- Negotations with external suppliers
All is including schems for moments of request and deliveries for the necessary forecasting.
A suggestion box did not work. The ideas of all staff is indespenible.
A backlog organized for product is an option helpfull for defining requirements when a project is run.
Without any requirement there is np plan no goal.
I - Running
When the product is operational:
Data, information, is being processed while evaluated for important controls.
This is the moment of the truth when value is generated.
It is too often seen as boring ICT by the organization. Classified as just keeping the lights on.
Many improvements might be possible in PDCA iterations. These kind of improvements is the fundament of lean - agile.
II - Delivering
What is delivered is validated for correctness of the associating request and on the required quality.
Any issue seen is solved in coordination with involved parties.
F-2.3.2 ⚙ planning vs doing
Planning is a core activity when wanting to be agile lean on all levels in the organization.
Understanding goals with options and making decisions is a key activity.
There is a lot real lean agile for planning using muda mura muri.
This goes far beyond creating code, the scope of agile manifesto.
Any case it is important to document and archive what has happened.
The history of events is the source of learning for similar new ones.
F-2.4 Personal Life Cycle
F-2.4.1 🚧 Personal live
It is a person´s choices and preferences outside of work that define personal life, including one´s choice of hobbies, cultural interests, manner of dress, mate, friends, and so on.
Becoming wealthy, powerful, admired, is not a goal on his own. Be careful what you wish for, life is about seeking a balance.
Question: What would the SIAR model be in a personal private environment?
Question: How does personal interest harm organizations vice versa?
IV - Requests & Results, from personal wishes
For all kind of wishes a financial budget is ver often needed.
Not everything is for sale but it will help when there is some available to offer.
Going to work for a company is the most common approach for getting an income solving the budget questions.
The immediate question: there is no natural involvment for working at an organisation. How to solve that?
The ammount of payment could be a way for getting involvment.
Abuse of high payments will harm the organisation and other workers.
Engagement using public admirement is an alternative with no direct financial impact.
Abuse will create long lasting distrust harm the organisation and other workers.
III - Planning enabling
The simple private planning is not working, enjoying life.
When I´m off and it is for a longer period that could be a holiday. On my holidays, I´m charging the batteries.
I can get a telephone call, asking for help, from someone at the office.
After the support question handling off, the statement of my holiday at a nice location.
With the modern smartphone tooling you will get a picture.
It has become an anecdotal story with old friends.
A place where I can be is like this one:
Planning work for an organization easily conflicts with planning personal interests.
Needed: Agreement within teams having the work to do. National directives are helping.
I - Running: personal private environment
This is running, organizing all what is needed for the private environment.
Taking care of the persons around, handling illness, getting the food, managing the house.
Once upon a time this was a full time job.
Private obligations easily conflicts with organizational procedures and / or interests.
Agreement from both sidesis needed to solve this as much as possible.
II - Delivery
Private goals usually are not for the public.
There are exceptions when these are also social goals doing social discussions or for sharing knowledge.
In the case the there is a private company that is using the private area more is shared than when it is just a commercial enterprise.
Sharing knowledge, seeing an opportunity to improve something everybody would like to get improved.
Don't assume it is free to copy.
F-2.4.2 ⚙ planning vs doing
All private hig set goals with planning is hardly ever met, the rate of succes is low.
The most simple goals however are satisfying in enjoying live.
There is a legacy from experiences and what wah hoped for and what is achieved.
Al lot is documented and archived for what has happened.
This history of experineces the source of learning for similar new ones.
F-2.5 Data centric tools Life Cycle
F-2.5.1 ⚖ How organisations should work
This title is the title of a book. This book is indicating a complete different approach than is set by the usual management strategy consultancies.
What did I learn:
There is a match in the way the organisation should work and the SIAR infographic.
A recursive approach, "running a business within the business" is a valid mindset.
There is a discrepancy in personal interests and organisational interests that should be taken into account. Don't expect those personal interests be banned.
Some functions like the security department (compliancy) are better in an advisory position than in one interrupting the operational processes.
The same approach is found in the infogrpahics I am proposing.
F-2.5.2 ⚙ Simple Example information processing
A simple approach using the SIAR model would be review the accounting and book-keeping system used for temporary staff.
The person for the accounting can be external working for the companies delivering temporary staff. In this simple case a lot of information processing going on.
Regular salary pay outs for the temporary staff based on declarations by agreed work and other costs. The cost of the book keeping service is added.
Annual reporting for the involved companies and for the involved book-keeping company. This activity is fullfilling other regulations.
Regulations for what is allowed and what to hand over with taxes and more are in place. Hopefully used tools are supporting all these requirements.
There obvious at least three cycles where the SIAR model is applicable.
Salary cycle IV - Request & Result: pay out salaries
Have defined intervals with goals for aligned contracts with aligned involved persons.
III - Planning enabling
Collect information on delivered working activities with their agreed costs.
Have a validate plan for composing annual reports. When using a service for this do an alignment on goals and expectations.
III - Planning enabling
Collect information on consolidated salaries and all additional costs for the involved company.
I - Running
Consolidate the payments declarations with additional company cost. Align the outcome with accountable persons.
II - Delivering
Verify the annual reports are conform to regulations and delivered to the regulators.
Optimize knowledge and tools IV - Request & Result: technical environment(s) with alignment to regulations
Review changed regulations, visit meetings for verifying available knowledge.
Get to know what is going in in the nice market of accounting book-keeping for tooling.
III - Planning enabling
Collect information on tools that are possible to be used and evaluate on possible improvements.
I - Running
Implement new chosen tools.
II - Delivering
Verify new chosen tools.
F-2.5.3 ⚙ Common misunderstandings with ICT analytics
The world of ICT is full of technical buzz words. These buzz words do not help in a clear understanding.
Closing the gap with more understandable approach is what the new buzz architecture is.
The cloud buzz is hiding the needed technical machines as needed infrastructure.
Infrastructure like fiber data communication is a fundament. When found it is in a well-protected areas in the bottom of a structure.
I have made this infographic beginning 2018. The goal was understanding to new ML approach. It is a combination of Crisp-dm and many more well known frameworks.
A closer look and changing words it, could be my first job (health research). It could also cover the involvement of the first projects at an Insurance company using assembler & Cobol.
Not all information recently learned is on this site. I need time to change and aligning what I did before into something new. Missing are:
Maturity of data governance, starting with BIDM.
Data mesh, changing into the data-product with an analytical en operational plane.
The recusrsive application of running the SIAR model in several conditions and contexts. Running a business within a business.
Extending better the time factor into information chains. Operational databases were designed in an era technical resources were scanty. The question of previous information versions left out of scope.
The SIAR model is a generalization of many well-known process frameworks.
With the mindset to do this recursive and apply this to information processing results in a new vision.
It is not focussing on technology but sets the focus on the goals and vision of organizations.
F-3.1.2 🎭 Application Process Administrative Information
The push: having a clear defined business goal, customers are serviced while monitoring what is going on.
I Demand , Request for what is to be delivered needing input materials and/or components.
I Backend , The shop-floor that is constsructing the product for delivery.
II Frontend , validations and packaging make it ready for delivery.
II Delivery , handing over the product with after-sales support.
The pull: Not having a clear defined business goal, alignment with customers is done for defining and evaluating to enable & plan.
IV Ideate, An aligned vision on what is needed by customers and what is possible to deliver.
IV Assess, From proposed ideas, analyze options for feasible steps for realizations.
III Enable, Orchestrate budgets wiht time for needed materials and components, persons.
III Plan, Orchestrate actions with detailed time dependencies for building and validating.
Use the VUCA method to go through what is known and not known about a situation or plan.
This helps create better understanding of the situation and what the vulnerabilities and risks are.
Volatility - Don´t expect standard values being applicable for all situations.
Uncertainty - Don´t expect situations to be stable and immutable.
Complexity - Expect dependencies to external parties impacting internals.
Ambiguity - It depends: Never simply black or white, anything can be viewed and interpreted in myriad ways.
To manage this the people responsible and accountable should be part of knowing what is happening and how issues are getting solved.
The deviations in the automated processing are to expected and budgetted with plannings.
Ignoring the deviations looks an easy cost saving. The possible impact is why all knowledge with operational research, lean processing (agile) has been build up and getting much attention, gets lost.
F-3.2.2 ⚖ Discretionary Adjustments
The uncertainties should be able to get bypassed by discretionary decisions.
Staff that is only able to follow the computerized outcomes is not adding value.
Customer Care is an important part for the quality of service, it aligns with adding value.
An ICT service management framework like ITIL is commonly used. This does not add value.
Add support conform Jabes:
F-3.2.3 ⚖ Process Transition
When there too many discretionary decisions solving the lack of quality in deliveries it has become necessary to do maintenances or do a redesign.
If there is a big competition in the market or regulations are changing the product evaluation and redesign gets continuous.
Note there is no goal from a technology viewpoint of just delivering "applications".
Organize and maintain "applications" using Jabes:
F-3.3 Some building blocks
F-3.3.1 ⚙ Multiple levels, attributes, to blame
Every building block has logical viewpoints by a crossing of two planes wiht three layers.
The data preparation and data delivery are having:
ICT
--
Data Preparation Data delivery
--
Process
--
Compliancy
Functional
--
Business value
--
Administration
--
Administration
Compliancy
--
Processes
--
Authorization
--
Responsible Accountable
Technical
--
Data as Product
--
Networking
--
Consulted Informed
Data preparation follows the classic Extract Load Transform (ELT) steps for defined input(s).
F-3.3.2 ⚙ Information transformations (processing)
The process can use a classic humand defined algorithm but also AI, ML (machine learning) learning the algorithm from labeled data.
Data quality is a important issue for several compliancy aspects.
F-3.3.3 ⚙ Information Accountability
The control & steering from a situation is not related to any technology.
It is an organisational driven context that is far too often neglected.
The ⚖ topics part of specficiations and requirements in corporate context are:
Security, The environment must be safe.
Algorithms , What is done must be understood.
Operational Risk , What is processed should be evaluated beforehand.
Privacy impact, The impact of outcomes should be evaluated beforehand.
F-3.4 Process framework - product
F-3.4.1 💡 Operational - Analytical
There is a difference between the primary operational process that is delivering the business product and supporting analytical process helping to understand that primary process.
Any administrative processes follows the same cycle, the cycle:
Request (R) passing by controls (S), controls are:
Algorithms used by processes
Security for used information and involved staff
Privacy on used information
Operational Risk for continuity
a step preparing information (I). Possible is a collection of information sources.
processing transformation (A).
delivery (R). to an agreed external location or ready for an autorized customer to retrieve.
F-3.4.2 💡 Jabes Framework
The first proposal is the framework. Using this framework a clear structured definition of generic steps with a portfolio becomes possible.
Although this idea is very well, there is not obvious unique distinctive competitive advantage.
F-3.4.3 💡 Jabes Product
Extending the framework with a product supporting the portfolio operational and transformational is unique distinctive.
There is nothing like this in the market. There is a high demand to be more in control for information processing.
The shown data model is for a transformation building up a platform supporting business administrative processes.
F-3.5 Pitch Jabes product realisation
F-3.5.1 💡 Building Jabes
The building of Jabes will be a lot of pioneering. A bootstrap approach while developing the product is possible.
I have several ideas worked out into more details.
The whole of Jabes is needing several persons to realize for the magnitude and scope.
Needed is a team with more competencies I have.
Idea for composing a team:
An enthusiastic performer understanding Jabes able to promote the product to prospects.
A data enthusiast helping in selecting and configuring the backend database.
An agile / lean person translating what is currently done into Jabes.
Data scientist defining and using the information that is generated into stories that are predictive prescriptive.
Designer front end user interface.
Legal support for running a business.
Financial administration also doing support in choices.
...(what we will hit during the adventure)...
Some properties to implement are:
The database should support blob artifacts aside the classic elements for free formatted content. Free fomratted content could be a pdf or jpg file.
The used metadatamodel for possible elements should become standardized one.
Exporting and importing to other databases based on a product identification should be easily possible.
The product identification is to be retrieved from a registrar or using a range for local usage.
There are artifacts mentioned that should not part of the venture building the product.
These two artifacts with the jabes framwork should be isolated into foundations.
F-3.5.2 💡 Defining Jabes Metadata model
The framework and metadata model with ontology has the goal of maintaining it as open standard. A foundation is the best option for this.
The metamodel covers all elemements in three layers, servicing the life cycle stages.
Innovation or solving known issues needs a defined "backlog".
The "backlog" items should be made clear enough and well understood to define requirements.
When the transtion is finished, the product consolidates with specifications.
Using an uniform product identification enables trade and exchange while exporting and importing the database containing an information product conforming the Jabes metadata model.
Following a naming convention schema an identification could be like:
PPIC:ITC-00-000-001:ACT:ScoreNewCust-03
F-3.5.4 📚 Market equivalents
There are companies that are doing something that seems similar at first sight but a closer look it is not anything like Jabes.
SAP
delivers fixed sets of standard process frameworks and software that fits within many industries. What is possible:
The portfolio software of SAP could get defined with Jabes.
Leanix (owned by SAP))
A collaborative and data-driven solution helping to lead transformation initiatives and strategic planning engagements that enable new sources of business value.
These are partial topics covered by Jabes. The knowledge is not open source.
The portfolio software of Leanix could get extended to a commercial Jabes products.
Celonis
offers process mining, what is happening. What is possible:
A mindshift for focus on ICT administrative processes.
A mindshift for not only analyzing what is going on (descriptive hindsight) but also for predictive and prescriptive.
F-3.6 To be continued
F-3.6.1 📚 Knowledge reference
In the old previous naming approach a 6*6 matrix naturally developed.
It is reused with adjusted content.
The navigation in the upper right corner is a follow up of this.
👓 Click on images (icons) hover over it or use table of contents:
Administration often is still far behind manufacturing in terms of quality, efficiency, and standard. To me it feels like manufacturing before Henry Ford and his assembly line (i.e., very chaotic).
Architecturally, to support data as a product that domains can autonomously serve or consume, data mesh introduces the concept of data product as its architectural quantum.
Told as a story, this book is detailed and comprehensive, and yet it´s an easy read.
It can help you clarify and communicate your vision, and engage your leadership team in building a high-performing organization.
qualities that make a situation or condition difficult to analyze, respond to or plan for.
Understanding how to mitigate these qualities can greatly improve the strategic abilities of a leader and lead to better outcomes.
The BANI model goes a step further and helps companies consider the chaotic and completely unpredictable impacts that can have a major impact on their operations.
Command... Control... in the Information Age. A result of technological advances that will, in the coming decade, eliminate the constraint of bandwidth,
free us from the need to know a lot in order to share a lot, unfetter us from the requirement to be synchronous in time and space, and remove the last remaining technical barriers to information sharing and collaboration.
In my working lifetime there are many periods while changing the technical details and changing attention to issues I did want getting solved.
My experience with SAS is going back as far as the early years 1980.
This has become my major working area since 2004 and up to 2023.
The focus has been the way of implementing that and supporting SAS users (analysts, marketing, actuarist, data science) running operataional and changing environments (devops). 
mailto:metier@jakarman.nl 
jakarman7w7
@ja_karman 
All of the following did not really change: 
conservative running as-is (vertical) 
Data, information, is being processed while evaluated for important controls.
This is the moment of the truth when value is generated. 
Private goals usually are not for the public.
There are exceptions when these are also social goals doing social discussions or for sharing knowledge.
In the case the there is a private company that is using the private area more is shared than when it is just a commercial enterprise. 
