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Design Foreword

🎭 Summary & Indices Elucidation Foreword 🎭

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🚧 Contents Ikigai Vitae ICT-Gap  Vision Contact   🚧
🎯 Govern Data Enterprise Personal Example Links  🎯
💡 SIAR VUCA SBBlocks  Jabes-Product   Jabes-Pitch TBC  💡

F-1 Who I am -Introduction, Information process cycle, Jabes process Assurance

F-1.1 Contents

Reference Squad Abbrevation
F-1 Introduction -Who I am
F-1.1 Contents contents Contents
F-1.2 Motivation Ikigai human_02 Ikigai
F-1.3 Personal history human_03 Vitae
F-1.4 Misunderstanding: ICT - Business human_04 ICT-Gap
F-1.5 Business Processes - how to optimize human_05 Vision
F-1.6 New opportunities, change in mindset support human_06 Contact
F-2 Business ICT Process Cycle - Devops
F-2.1 How organisations work process_01 Govern
F-2.2 How a data mission could be organized. process_02 Data
F-2.3 Professional Life Cycle process_03 Enterprise
F-2.4 Personal Life Cycle process_04 Personal
F-2.5 Data centric tools Life Cycle process_05 Example
F-2.6 Information driven Life Cycle process_06 Links
F-3 Jabes - Process Assurance & Transition
F-3.1 Lean, agile - ICT processes machine_01 SIAR
F-3.2 Volatility, Uncertainty, Complexity, Ambiguity machine_02 VUCA
F-3.3 Some building blocks machine_03 SBBlocks
F-3.4 Process framework - product machine_04 Jabes-Product
F-3.5 Pitch Jabes product realisation machine_05 Jabes-Pitch
F-3.6 To be continued To_Continue TBC


jakarman - ICT - My detailed profession Experiences
working life - experiences
In my working lifetime there are many periods while changing the technical details and changing attention to issues wanting to be solved.
These details should not decisive for my ideas and proposals. There is gap and the passion and what is possible to be done. Being not dependent anymore for payments gives the freedom for proposals that are not conforming the common big commercial companies.
👓 There is link with details.

F-1.2 Motivation ikigai

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".
Operational support
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.
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.
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.
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

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.

Statistical support
My first job was as "technical statistical support" role, helping researchers under supervision of staticians. I switched within a couple of years.

Systems programmer
Operational support 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 nice IBM description mentions IBM products. I was instead 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.

SAS - software product usage
Operational support 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 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 for Business Information supporting decisions and helping with data analytics. What is going on in an organization at many places and levels is seen.

F-1.4 Misunderstanding: ICT - Business

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". Operational support
💡 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.
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".

🎯 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.

🤔 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

SIAR - Situation (control), Input, Activity, Result
Doing an abstraction of how a process should work:
Operational support
JABES, a real holistic simplistic Business ICT alignment
Reverting the infographic SIAR back into processes (focus ICT) the result: "JABES".
Operational support

F-1.6 New opportunities, change in mindset support

The two described approaches, basic process cycle and javes, 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?
How to contact me
JaKarman picture head I am reachable at: View jaap  karman's profile on LinkedIn
old skype logo jakarman7w7         old twitter logo @ja_karman

Recent years: Twitter got a new logo and Skype is slowly being replaced teams.
I am living at the NetherlandsGelderland - j.a.karman
My profession (metier) is: ICT specialist vcard: J A Karman

Looking back - learning the future
feel complicated looking back 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:
The environment must be safe.
What is done must be understood.
Operational Risk
What is processed should be evaluated beforehand. Data quality
Privacy impact
The impact of outcomes should be evaluated beforehand.
The work proces was improved (PDCA kanban) learning from what was expected by requests. When thinking more about that got te conscience that is almost te same steps als was done at the early years when SDM (System Development Methodology, Cap gemini), was promoted.

Maturity of processes is a qualification that should be an onbjective measure. A standardized accepted framework for oobjective measurements is missing. I neglected this when thinking on a framework for processes. Data 0 Informtion quality I Should add.

Not all information recently learned is on this site. I need time to change and aligning what I did before into something new.
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.

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F-2 Business ICT Process Cycle - Devops

F-2.1 How organisations work

Innovate - Operate
All organisations wants to be: 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:

business quad conservative running as-is (vertical)
👉🏾 stable operations
👎🏾 no process changes, no innovation, legacy

disruptive innovation (horizontal)
👎🏾 unstable operations
👉🏾 process changes, innovations, transitions

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.
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):
The diagonal lines are process representations:
Operational support

F-2.2 How a data mission could be organized.

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: In this infographic the top is also the hierarchical order. Business Process Management Life Cycle
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.
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.
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.
machine learning

F-2.3 Professional Life Cycle

🚧 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: machine learning
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 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:
business quad 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.
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.

machine learning

F-2.4 Personal Life Cycle

🚧 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?

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: nowork 01

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.

II - Delivery
Dualism 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.

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.

evolution question

F-2.5 Data centric tools Life Cycle

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:
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.
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.
I - Running
Do all invoice declarations and payments.
II - Delivering
Verify expectations on declarations and payments.

Annual reporting cycle
IV - Request & Result: companies annual results
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.

business vmap - layers cloud fucndament
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.

F-2.6 Information driven Life Cycle

📚 Knowledge reference
👓 Click for jumping into context . Table of contents: 👓 devops sense

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:

📚 External references
link , newstopic interest who, source date
Data science and AI are a mess? and your startup might be making it worse. Cassie Kozyrkov 202003
Should We Trust Algorithms? David Spiegelhalter 202001
The human is not the weakest link ? the human is the solution! Jelle Niemantsverdriet 202001
Forget the robots! Here´s how AI will get you Cassie Kozyrkov 201909
Combining SQL and NoSQL to Support Information Context Barry Devlin
A Brief History of Machine Learning Keith D. Foote 201903
Understanding algorithmic decision-making: Opportunities and challenges Scientific Foresight Unit (STOA) 201903
The first step in AI might surprise you Cassie Kozyrkov 201810
BIDM - The Business Intelligence Development Model Marco Spruit, Catalina Sacu 201001, 202106

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F-3 Jabes - Process Assurance & Transition

F-3.1 Lean, Agile - ICT processes

🎭 Generic Lean Agile Process
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.
Operational support
🎭 Application Process Administrative Information
The push: having a clear defined business goal, customers are serviced while monitoring what is going on.
The pull: Not having a clear defined business goal, alignment with customers is done for defining and evaluating to enable & plan.
Still the very generic cycle is like: JAbes simplistic process cycle

F-3.2 Volatility, Uncertainty, Complexity, Ambiguity

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. 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.
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:
Jabes portfolio run
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: Jabes portfolio Change

F-3.3 Some building blocks

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).
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. Jabes process Analytics
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:
Jabes process Assurance

F-3.4 Process framework - product

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:
💡 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. Jabes generic process

💡 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. Jabes product

F-3.5 Pitch Jabes product realisation

💡 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:
Some properties to implement are: 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.
💡 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.
. . . Stages
Layers . . .
  Innovate - Issues
  ➡ Backlog
  Backlog ⬇
  Requirements ⬇
  Design Build
  Requirements ⬇
  Validaton ⬇
Strategical 📚 📚 📚 📚 📚
Tactical 📚 📚 📚 📚 📚
Operational 📚 📚 📚 📚 📚

💡 Defining Jabes Portfolio naming standards
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:

📚 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.

F-3.6 To be continued

📚 Knowledge reference
👓 Click on images (icons) hover over it or use table of contents: 👓 devops sense
mindmap site strcuture topics

📚 External references
link , newstopic interest who, source date
Archive of All Posts (lean as should be, origin TPS) - The Challenges of Lean Administration
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).
Christpoh Roser 2013xx
Which flavor of data professional are you?
If the decision-maker knows nothing but is in charge anyway, you’ll be needed for translating between them and everyone else.
Cassie Kozyrkov 201909
Data Mesh Principles and Logical Architecture
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.
Zhamak Dehghani 202203
How Organizations SHOULD Work
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.
N Dean Meyer 202209
VUCA is an acronym that stands for volatility, uncertainty, complexity and ambiguity
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.
Techtarget 202302
BANI vs. VUCA: How Leadership Works in the World of Tomorrow
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.
WU Executive Academy of Vienna 202210

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© 2012,2020,2024 J.A.Karman
🎭 Summary & Indices Elucidation Foreword 🎭