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Design - Business Proces Management


🎭 Summary & Indices Elucidation Foreword 🎭

👐 BPM SDLC BIAnl 👁 Data Meta Math👐
👐 bpm sdlc bianl 👁 data meta math👐

🔰 Contents Cascade V-Model Assess Run CMM3-4AS 🔰
  
🚧  Missions Processes F-ALC Gold T-ALC CMM4-4AS 🚧
  
🎯 Visions Mutate Legal Public T-*AAS CMM5-4AS 🎯


B-1 Basics, Logic BPM, life cycle processes


B-1.1 Contents

B-1.1.1 Global content
Mindmap start devops math devops bpm design sdlc devops sdlc devops bianl (wikipedia))
Business process management (BPM) is a discipline in operations management in which people use various methods to discover, model, analyze, measure, improve, optimize, and automate business processes. ... Any combination of methods used to manage a company´s business processes is BPM

There are six pillars in a functional and technical layer. Within the the three internal pillars linked access is possible by an imagemap over the given figure.
🔰 Down to earth .. epilogue.

B-1.1.2 Guide reading this page
Research process management
Everybody is looking for a solution to manage the challenges with business, information and technology processes. For physical processes there are a lot of regulations and knowledge how to manage those.
🤔 For administrative (cyber) processes there are many frameworks, ideas proposals how to work. As far I know there is nothing on the market for solving those challenges for administrative processes.
What is BPM about?
Processes are the interactions between people and possible other artifacts, a series of actions that you take in order to achieve a result. There are many frameworks sources for information on processes.
ABPMP
Business Process Management (BPM) is a disciplined approach to identify, design, execute, document, measure, monitor, and control both automated and non-automated business processes to achieve consistent, targeted results aligned with an organization´s strategic goals.
BPM involves the deliberate, collaborative and increasingly technology-aided definition, improvement, innovation, and management of end-to-end business processes that drive business results, create value, and enable an organization to meet its business objectives with more agility.
BPM enables an enterprise to align its business processes to its business strategy, leading to effective overall company performance through improvements of specific work activities either within a specific department, across the enterprise, or between organizations.


B-1.1.3 Local content
Reference Squad Abbrevation
B-1 Basics, Logic BPM, life cycle processes
B-1.1 Contents contents Contents
B-1.1.1 Global content
B-1.1.2 Guide reading this page
B-1.1.3 Local content
B-1.1.4 Progress
B-1.2 Question how to change? bpmpr_02 Cascade
B-1.2.1 Lean processing
B-1.2.2 Decisions - quadrant choices
B-1.2.3 Steer Shape Serve - within business pillar
B-1.3 BPM: Process Life Cycle bpmpr_03 V-Model
B-1.3.1 Processes Abstraction
B-1.3.2 ALC-V1 model
B-1.3.3 ALC-V2 model
B-1.3.4 ALC-V3 model
B-1.4 BPM: Value stream simplistic bpmpr_04 Assess
B-1.4.1 Data model, stage: Information delivery
B-1.4.2 Data model, stage: Information transformation
B-1.4.3 Data model, stage: Information gathering
B-1.4.4 Retrospective relationships
B-1.5 Serve: (Information) Technology bpmpr_05 Run
B-1.5.1 Wish: Data driven processes
B-1.5.2 Goal: Data driven processes
B-1.5.3 Delivering data products in a cycle
B-1.5.4 Technology Service information streams
B-1.6 Maturity 3: fundaments processes bpmpr_06 CMM3-4AS
B-1.6.1 Regulations: technicals & functionals
B-1.6.2 Incentives, Culture, Structure, Resources
B-1.6.3 Maturity fundaments processes "Cyber/administrative"
B-2 Changing business processes
B-2.1 Missions - Goals bpmmt_01 Missions
B-2.1.1 Mindset prerequisites
B-2.1.2 Why doing architecting, engineering?
B-2.1.3 Going for real lean
B-2.1.4 Continous improvement
B-2.2 Missions into processes bpmmt_02 Processes
B-2.2.1 Engineering Business processes
B-2.2.2 Functional regulations (cyber)
B-2.2.3 Technical regulations (cyber)
B-2.2.4 Impact result regulations (cyber)
B-2.3 BPM - architecting bpmmt_03 F-ALC
B-2.3.1 Processes Abstraction
B-2.3.2 Implement changes
B-2.3.3 Build changes
B-2.3.4 Architect Changes
B-2.4 BPM - implementing Jabes bpmmt_04 Gold
B-2.4.1 Data model, Architect: functional accountabilities
B-2.4.2 Process cycle: Data model, Architect: value stream
B-2.4.3 Data model, Architect: technical transformations
B-2.4.4 Impact result regulations (cyber)
B-2.5 BPM - Processes Technology alignment bpmmt_05 T-ALC
B-2.5.1 Wish: Controlled processes
B-2.5.2 Goal: Controlled operations
B-2.5.3 Goal: Controlled product changes
B-2.5.4 Goal: Steer - Shape - Serve
B-2.6 Maturity 4: business processes in control bpmmt_06 CMM4-4AS
B-2.6.1 Understanding Why How What
B-2.6.2 Deep dives ALC - BPM
B-2.6.3 Maturity Planes: Technology, Operational, Analytical
B-2.6.4 External references
B-2.6.5 Intermediate Advice
B-3 Changing business missions
B-3.1 Visions - Goals bpmad_01 Visions
B-3.2 Visions translations into missions bpmad_02 Mutate
B-3.3 Regulations, compliant processes bpmad_03 Legal
B-3.4 Public culture alignment bpmad_04 Public
B-3.5 BPM Change alignment with (Information) Technology bpmad_05 T-*AAS
B-3.6 Maturity 5: PDCA business processes bpmad_06 CMM5-4AS

B-1.1.4 Progress
done and currently working on:


Planning, to do:

Hiearchy strategy, tactics, operations

B-1.2 Question how to change?

Hierarchy in a pyramide.
Segregation in responsibilities in roles:
  1. Strategy,
  2. Tactics,
  3. Operational
Working culture is set by the hierarchical top:
  1. Hierarchy dictate details 👉🏾 micromanagement
  2. Micromanagement 👉🏾 siloed organisations
  3. Shared abstract goals.
    Siloed organisations 👉🏾 replacing for other goals

B-1.2.1 Lean processing
The factor: time
The most important difference in the pyrmaid: This hierarchical idea will not empower all committed people. Only a limited number are of involved ones. For a real lean mindset there is a change needed.
How about business improvement using lean?
Key Points for a Lean Transformation

B-1.2.2 Decisions - quadrant choices
Gartner quadrant
According to Gartner, Forrester and more in their tools, suppliers analist reports.
The top right corner is the preferred location while strong strategy (value long term) is at the right side.
Those two dimensions are the best fit in human understanding in trade-off choices.
There are however many more dimensions than just two. To use this multiple those quadrants are needed. None of them will give an answer for all possible interactions.
Gartner Magic Quadrant Gartner Magic quadrant A Magic Quadrant provides a graphical competitive positioning of four types of technology providers, in markets where growth is high and provider differentiation is distinct:
  1. Challengers execute well today or may dominate a large segment, but do not demonstrate an understanding of market direction.
  2. Leaders execute well against their current vision and are well positioned for tomorrow.
  3. Niche Players focus successfully on a small segment, or are unfocused and do not out-innovate or outperform others.
  4. Visionaries understand where the market is going or have a vision for changing market rules, but do not yet execute well.
This approach is useable for many choices to offer in he hierarchy to decide on.
Innovation X Stable operations
Innovation X Stable Operations
A conflict of interests that will last forever. (4q, 👓 click figure) The choice: Doing two major changes at the same time often results in unwanted surprises. Scheduling actions spread in time makes more sense. 👉🏾 continous deployment - doing evalutions at each

Changing to using machine learning
Business value X Complexity Simplicity
This is Prioritizing Value versus effort. The choice:
Summarizing planning journeys:
  1. Low value, simple 👉🏾 park them for later / reconsider.
  2. high value, simple 👉🏾 way to win customers / easy win.
  3. Low value, complex 👉🏾 not worth the effort / drop them?.
  4. high value, complex 👉🏾 do these first / strategic - split them.
It may be unexpected to start as soon as possible with the complex ones. They are needing to be ready in-time, because the delivery will take longer, you should start in time.
The easy quick wins are helpful in getting acknowledgement from the business. Doing some of those will give good feeling. The pitfall on addiction on those "good feelings" is loosing the outlook for the long term goals.

B-1.2.3 Steer Shape Serve - within business pillar
Strategic alignment - Conflict of interests
As soon as more than one person is in the organisation and more departments are getting created there are more different interests on each. All personal interests are also to be managed although they are not always clear an even not documented.

There is a long history with management approaches. One of those the Amsterdam Information Model (AIM) model, a figure:
4qinn_9vlaks.jpg
Vertical split:
Strategic,
Tactical,
Operational.

Horizontal split:
Business,
Information,
Technology.


Aside nine green planes there are four intermediate areas.
The hierarchy of control authority is clear: top-down.

This AIM model is often used in reorganisation advices by consultancy companies. The hidden goal of cost saving. Those reorganisations going along with a split up in the operations layer. The generic operational technical challenges to be outsourced. The intention is keeping the staff that are aligned with business goals.
❓ Question what are the core competencies of an organisations?

There are several issues with this AIM model: 🕳👁❗ Avoid micro management , empower staff, focus ➡ core competencies.
😉 tldr: go for real lean.
Strategic alignment - Overhauled
The original nine plane was not using organisational pillars but a type of tasks to be done. Overhauling this nine plane that way an putting tasks in them gives a complete different approach.

Organizing the task and roles, reuse of the nine-plane.
dtap layers application A figure,
See right side:

Information accountability is clearly at "steer", business organisation.
The hierarchy of control authority is less clear.

There are several challenges with this overhauled model: 🕳👁❗ Set clear accountabilities responsibilities.
🕳👁❗ Organise tasks, roles, aligned to accountabilities.
💡❗✅ For information use Jabes to have all involved metadata information.
💡❗✅ For transformations use Jabes to collect all instructions (algorithms).

Ancient automatization

B-1.3 BPM: Process Life Cycle

Humans are aversive for change.
Negative sentiment:
  1. Machines are taken over the world
  2. Any failure or mistake: "Computer says no"
  3. Dispose humans made obsolete by machines
Positive sentiment:
  1. Machines 👉🏾 monotonously hard labour
  2. Automatization 👉🏾 decrease failures, bias
  3. Machines 👉🏾 help humans, support at complex hard comprehensible algorithms.

B-1.3.1 Processes Abstraction
Process abstraction is a mindset with the goal to see similarities. Recognizing similarities allows to reuse the same concepts in different areas. Examples at high level:
<|> Instructions Raw material <|> Operations <|> Administration Result Delivery
Food 👓understanding nature Seed, Soil, Fertilizer, livestock 👓agricultural labour 👓legal & financial rights Crop, Fruit, meat, Grain, diary products
Trade 👓Knowledge: Travel, Negotiate Storage, Warehouses, conveyor belt 👓Ships, Trucks, carriage 👓Legal & Financials rights Storage, Warehouses, conveyor belt
Textile 👓understand how to weave Cotton, wool, threads 👓Loom, sewing machine 👓Trade Cloths, canvas
Mining 👓materials knowledge Earth 👓mining labour 👓Trade Iron, Coal, Silicon, Glass, Cuprum
Industry mechanics 👓Engineering mechanics Raw materials 👓Factory 👓Trade Machines, tools
ICT Logic, code Information 👓Computer Process Log, Trade Documents (Information)
(yours) 👁 ... ... 👁 👁 ... ...

😱 The ICT Cyber approaches is the first one without physical artifacts. Only a physical computer is somewhere. Processes to differentiate in: 🕳👁❗ Get the cyber mindset at involved staff solved: no physical artefacts.
🕳👁❗ Cyber mindset: focus to value streams. Tools are needed but not decisive.

B-1.3.2 ALC-V1 model
The most simplistic approach. From human knowledge build a process.
⚒ Physical:

⚙ Cyber/administrative:

bp_lifedev01.jpg
⚖ In a figure:

B-1.3.3 ALC-V2 model
A more advanced approach. Human knowledge, human decisions building and changing processes.
⚒ Physical:

⚙ Cyber/administrative:

bp_lifedev02.jpg
⚖ 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".
🕳👁❗ Get functional processes aligned with technology services (process)
🕳👁❗ Get safety guidelines aligned with technology services (people)
🕳👁❗ Get operational guidelines aligned with technology services (machines)

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:

⚙ Cyber / administrative:
bp_lifedev03.jpg
⚖ In a figure:

😱 The "physical" and "Cyber/administrative" approaches for processes are: 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.

Ancient automatization

B-1.4 BPM: Value stream simplistic

There is a long history for executing processes. What are the steps in a value stream ?
  1. Ideate Asses - Plan Enable
    🎭 These are pull actions
  2. Demand / push:
    👉🏾 Prepare, validate information input
  3. Process / push:
    👉🏾 Transform conform instructions
  4. Deliver / push:
    👉🏾 Validate results before handing over

B-1.4.1 Data model, stage: Information delivery
⚒ Physical:
Out of scope.
⚙ Cyber/administrative:
At "T-3.5.1 Data model, stage: Information delivery" the nine plane in the upper corner is explained. The goal with the information delivery: Jabes process Assurance
A figure:
See right side

Mind set change
Don´t micro manage everything. Have the requirements for adequate tooling&actes's in place an let the workforce do their work.
B-1.4.2 Data model, stage: Information transformation
⚒ Physical:
Out of scope.
⚙ Cyber/administrative:
At "T-3.5.2 Data model, stage: Information transformation" the nine plane in the upper corner is explained. The goal with the transformation: Jabes process Assurance
A figure:
See right side

B-1.4.3 Data model, stage: Information gathering
⚒ Physical:
Out of scope.
⚙ Cyber/administrative:
At "T-3.5.3 Data model, stage: Information gathering" the nine plane in the upper corner is explained. The goal with the material retrieval:
Jabes process Assurance
A figure:
See right side

B-1.4.4 Retrospective relationships
⚒ Physical:
Out of scope.
⚙ Cyber/administrative: Data processing in a nine plane
A one dimensional approach is very limited for understanding what is possible. There many viewpoints in an ideate approach.
There are three type of processes: ALC-V1, ALC-V2, ALC-V3.
There are three steps in processing: Demand, Transform, Deliver.
❓ Would there come more ALC types?
The real difference in attitude is drive by experiences in time. More ALC types are not expected.
❓ What would the relation be between ALC types and the three logical information steps be?
Putting them in a mindmap, a nine plane:
(Strategic) (Tactical) (Operational)
ALC-V3
bp_lifedev03.jpg
ALC-V2
bp_lifedev02.jpg
ALC-V1
bp_lifedev01.jpg
Demand information
Jabes process Assurance
long term
optimized

high variety
high variability
Intermediate term
controlled

Standard managed
Short term
executing

One-off product
Process - Transform
Jabes process Assurance
long term
optimized

quality:
continously optimized
Intermediate term
controlled

quality:
managed control
Short term
executing

quality:
craftmanship
Deliver Information
Jabes process Assurance
long term
optimized

Ambiguous
low predictability
Intermediate term
controlled

Standard managed
Short term
executing

One-off product

❓ Where is the stream?
Split the transformation step in multiple ones in the same approach.

⚙ Cyber/administrative: Jabes Metadata domains
From "Y.2.5.2" (Meta) a completeness for metadata domains is given.
For a start with value streams not alle domains are needed.
⟳ A ⇅
PMOV (----)
 I PPIC vision PPIC
(---)
⇅ S ⟳

💡 🎯 The following Jabes metadata domains are required:

Operations

B-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.
B-1.5.1 Wish: Data driven 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.?
Situation Input Actions Results, SIAR lean structured processing
Mindset prerequisites: Siar model
The model covers all of:

Data driven mindset from the Siar model
The mindset by this model is used over and over again.
B-1.5.2 Goal: Data driven processes
The functional location of compliancy
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.
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?
Managing information only can be solved within the organisation❗
This ascertainment is:
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:

👓 Click figure for context.
Typical characteristics: 👁 Fast changing available technology (hypes) is in scope, are an option
⚠ Attention on aspects: Maturity, quality of information, possible impact caused by results
B-1.5.3 Delivering data products in a cycle
When you want to process information in a value stream, going for the best quality best performance, the following is a good approach.
Data driven processing in a figure:
Jabes generic process
A figure:
See right side

Typical characteristics:
B-1.5.4 Technology Service information streams
Strategic alignment - Overhauled
Organizing the task and roles, reuse of the nine-plane.
dtap layers application A figure,
See right side:

Axiom: Accountability information processing is within the organisation.
Roles, tasks:
Confused-2

B-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:
T-1.6.1 Regulations: technicals & functionals
Although there are no direct regulations on the technology at this moment, there are many regulations to comply by organisations. The topics for those regulations are mostly similar Confidentiality Integrity Availability (CIA). The result of a BIA analyses for CIA levels should be verifiable.
💡❗✅ For process requirements & design use Jabes to collect all information:

Cerberos dog three heads
T-1.6.2 Incentives, Culture, Structure, Resources
Work to do: solving BPM, process, issues by their root-causes.
(N.Dean Meyer) The right way to build high-performance, cross-boundary teamwork is to get to fundamentals. Find out why the nice people in your organization don't team, and then address the root causes of incentives, culture, structure, and the internal economy. See also: "E-1.3.1 Recognizing the 3M evils"
Maturity id SubId Source Context
CMM-4AS
-0-Muda
Waste
MCRM-1 B-1.2.3 Avoid micro management Conceptual
MCRM-2 B-1.2.3 Empower staff Conceptual
MCRM-3 B-1.2.3 Focus ➡ core competencies. Conceptual
RACI-1 B-1.2.3 Clear accountabilities responsibilities. Conceptual
RACI-2 B-1.2.3 Tasks, roles, aligned to accountabilities. Conceptual
CYBR-1 B-1.3.1 Cyber mindset staff, no physical artefacts Conceptual
CYBR-2 B-1.3.1 Cyber mindset to value streams Conceptual
SRVT-1 B-1.3.3 Information functional process technology alignment Organisational
SRVT-2 B-1.3.3 Information safety & regulations Organisational
SRVT-3 B-1.3.3 Information operational process technology alignment Organisational
CYBR-3 B-1.3.4 Involved staff: understanding, using feedback loops Conceptual
CMM-4AS
-0-Mura
Uneveness
MCRM-1 B-1.2.3 Avoid micro management Conceptual
MCRM-2 B-1.2.3 Empower staff Conceptual
MCRM-3 B-1.2.3 Focus ➡ core competencies. Conceptual
RACI-1 B-1.2.3 Clear accountabilities responsibilities. Conceptual
RACI-2 B-1.2.3 Tasks, roles, aligned to accountabilities. Conceptual
CYBR-1 B-1.3.1 Cyber mindset staff, no physical artefacts Conceptual
CYBR-2 B-1.3.1 Cyber mindset to value streams Conceptual
SRVT-1 B-1.3.3 Information functional process technology alignment Organisational
SRVT-2 B-1.3.3 Information safety & regulations Organisational
SRVT-3 B-1.3.3 Information operational process technology alignment Organisational
CYBR-3 B-1.3.4 Involved staff: understanding, using feedback loops Conceptual
STRC-1 B-1.3.4 Functional Sensors information value stream Structural
STRC-2 B-1.3.4 Technical Sensors information value stream Structural
STRC-3 B-1.3.4 Functional Metrics information value stream Structural
STRC-4 B-1.3.4 Technical Metrics information value stream Structural
CMM-4AS
-0_Muri
Unreasonableness
MCRM-1 B-1.2.3 Avoid micro management Conceptual
MCRM-2 B-1.2.3 Empower staff Conceptual
MCRM-3 B-1.2.3 Focus ➡ core competencies. Conceptual
RACI-1 B-1.2.3 Clear accountabilities responsibilities. Conceptual
RACI-2 B-1.2.3 Tasks, roles, aligned to accountabilities. Conceptual
CYBR-1 B-1.3.1 Cyber mindset staff, no physical artefacts Conceptual
CYBR-2 B-1.3.1 Cyber mindset to value streams Conceptual
SRVT-1 B-1.3.3 Information functional process technology alignment Organisational
SRVT-2 B-1.3.3 Information safety & regulations Organisational
SRVT-3 B-1.3.3 Information operational process technology alignment Organisational
CYBR-3 B-1.3.4 Involved staff: understanding, using feedback loops Conceptual
STRC-1 B-1.3.4 Functional Sensors information value stream Structural
STRC-2 B-1.3.4 Technical Sensors information value stream Structural
STRC-3 B-1.3.4 Functional Metrics information value stream Structural
STRC-4 B-1.3.4 Technical Metrics information value stream Structural


T-1.6.3 Maturity fundaments processes "Cyber/administrative"
Maturity Basic organisation
BPM approaches maturity in distinct layers for:
BPM aspects

👓 click on the figure for Jabes maturity organisation.

Deviation to Classic BPM. Not going for a siloed BPM approach but:
Maturity Attention Points
Attention points for maturity level considerations & evaluations:
Maturity id SubId Source Context
CMM-4AS-1 Access Data
T1 B-1.4.3 Data sources locations known Technology
O1 B-1.4.3 Data sources accountablity known Security
P1 B-1.4.3 Data sources content quality known Reliability
T1 B-1.4.3 Data destinations locations known Technology
O1 B-1.4.3 Data destinations accountablity known Security
P1 B-1.4.3 Data destinations content quality known Reliablity
CMM-4AS-2 Platforms usage
T1 B-1.3.2 ALC-V1 in control serviced by technology Technology
T2 B-1.3.3 ALC-V2 in control serviced by technology Technology
T3 B-1.3.4 ALC-V3 in control serviced by technology Technology
O1 B-1.3.2 ALC-V1 clear functional operator instructions Integrity
O2 B-1.3.3 ALC-V2 clear functional operator instructions Integrity
O3 B-1.3.4 ALC-V3 clear functional operator instructions Integrity
O4 B-1.3.2 ALC-V1 clear information authorisations Security
O5 B-1.3.3 ALC-V2 clear information authorisations Security
O6 B-1.3.4 ALC-V3 clear information authorisations Security
P1 B-1.3.2 ALC-V1 in control at the organisation Process
P2 B-1.3.3 ALC-V2 in control at the organisation Process
P3 B-1.3.4 ALC-V3 in control at the organisation Process
CMM-4AS-3 Monitoring
T1 B-1.3.2 Applicable technical sensors in ALC-V1 streams Reliability
T2 B-1.3.3 Applicable technical sensors in ALC-V2 streams Reliability
T3 B-1.3.4 Applicable technical sensors in ALC-V3 streams Reliability
T4 B-1.3.2 Applicable functional sensors in ALC-V1 streams Process
T5 B-1.3.3 Applicable functional sensors in ALC-V2 streams Process
T6 B-1.3.4 Applicable functional sensors in ALC-V3 streams Process
O1 B-1.3.2 ALC-V1 clear technical operating metrics Reliability
O2 B-1.3.3 ALC-V2 clear technical operating metrics Reliability
O3 B-1.3.4 ALC-V3 clear technical operating metrics Reliability
O4 B-1.3.2 ALC-V1 clear functional operator metrics Integrity
O5 B-1.3.3 ALC-V2 clear functional operator metrics Integrity
O6 B-1.3.4 ALC-V3 clear functional operator metrics Integrity
P1 B-1.3.2 Analytics metrics at ALC-V1 streams Reliability
P2 B-1.3.3 Analytics metrics at ALC-V2 streams Reliability
P3 B-1.3.4 Analytics metrics at ALC-V3 streams Reliability


💣 The assumption is made task & roles are organized according capabilities in a "Steer", "Shape", "Server" hierarchy. Organizing the organisation is however an hierarchical top-down responsibility with the accountability at the top of pyramid.
🔰 Contents Cascade V-Model Assess Run CMM3-4AS 🔰
  
🚧  Missions Processes F-ALC Gold T-ALC CMM4-4AS 🚧
  
🎯 Visions Mutate Legal Public T-*AAS CMM5-4AS 🎯


B-2 Changing business processes


Hierarchy feodal

B-2.1 Missions - Goals

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.

👁 B-2.1.1 Mindset prerequisites
Ideate - Asses, Plan - Enable, Demand - backend, Frontend - Delivery
Transitional mindset
It is lean process mindset:
Why: the Goal why it is done
How: defining processes, the organisations fingerprint
What: products, services being provided

Golden Circle (Simon Sinek) People don’t buy WHAT you do, they buy WHY you do it.
Situation Input Actions Results,
SIAR: lean structured processing
The model covers all of:

B-2.1.2 Why doing architecting, engineering?
Ideate - Asses, Plan
❓ The question for "Jabes" is: why would it be useful, important?

Enterprise architecture defined
Why lean
What is enterprise architecture?
Enterprise architecture looks at a company´s mission, stakeholders, customers, networks, and data to improve processes in the following ways:
Benefits of enterprise architecture
The following are some of the benefits of employing an enterprise architecture strategy:

What is lean
B-2.1.3 Going for real lean
Going for real lean is breaking down the hierarchal micro management.
What is Lean
❓ What is Lean Thinking and Practice?
Lean is about creating the most value for the customer while minimizing resources, time, energy, and effort.
A lean approach to work is about: Lean thinking and practice helps organizations become both innovative and competitive, which in turn allows them to become sustainable. Today, lean has become a new, more effective approach to doing work, no matter what the work is, the sector, or the size of the organization. In a lean organization, problems are opportunities for meaningful learning rather than errors to be swept under the rug or quickly resolved.
Managers act as coaches, helping others get comfortable identifying problems and practicing daily continuous improvement. Leadership means creating a management system to support a new kind of engagement with the real work at hand, the way the work is being done now (not the way you and your teams hope to be doing work sometime in the future). LGN´s goal is to help individuals and organizations start making things better through lean thinking and practice today.
❌ Many People Incorrectly Define Lean As....

✅ What is LGN´s definition of Lean Thinking & Practice?
Embracing the challenge of creating more value for each customer and prosperity for society by:
✅ To Improve (or Transform) an Organization Must Address

🤔 What is Transformation?
  • Enterprise transformation is the process of an organization shifting its business model to a desired future state.
  • Lean transformation requires learning a new way of thinking and acting, characterized not by implementing a series of steps or solutions, but addressing key questions of purpose, process, and people.

B-2.1.4 Continous improvement
What it is different when going for lean?
A living process of planning, testing ideas, adapting, and learning in which people work towards clear targets addressing the next big obstacle. This approach reflects scientific thinking instead of mindless implementation.
Achieve Your Deeper Goals Through Daily Work With Hoshin Kanri (LNG 2021)
aligns direction so the middle and bottom are working toward objectives that matter to the top, and so all those great improvement activities are focused on achieving the big results executives will notice.
Webinar: Why You Should Link Your Hoshin Kanri and A3 Management Processes (youtube leanglobal.org)
Pyrammid PDCA
In a figure,
see right side
Hierarchy Confused

B-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.

B-2.2.1 Engineering Business processes
Structuring organisation design
An organisation is a virtual structure with physical artifacts, humans. Designing, engineering business processes is about who is doing what and who are accountable.
ABPM process levels
A figure,
See right side:


Basic artifacts processes (cyber)
Another area for engineering information processes are components: ABPM process layers
A figure,
See right side:

Components:

jabes save point
Structuring process artifacts
The Flow chart is an ancient but helpfull approach for software development. Understanding the business processes in detail and have them documented is important.
The equivalent for processes, "enterprise engineering": OMG org BPMN standard, Camunda Business Process Model and Notation (BPMN 2.0) was developed as a graphical notation to represent complex processes and address these challenges.
It is maintained by the non-profit The Object Management Group (OMG) and employed by numerous organizations globally.


Structuring information artifacts
There are two instantions: 1/ transformation and 2/ information (data).
"Information quality" is a measure of the value which the information provides to the user of that information. "Quality" is often perceived as subjective and the quality of information can then vary among users and among uses of the information. Nevertheless, a high degree of quality increases its objectivity or at least the intersubjectivity.
😉 This is how an organisations is working. This should be covered in knowledge internal.
🕳👁❗ Have the knowledge secured by documentation for processes and information.

Modern public
B-2.2.2 Functional regulations (cyber)
Financials SOX - SOX 404 (cyber)
Sox was one of the first regulations. The vocabulary is peculiar with explanations of the intentions. The 404 part is about the cyber/administrative processing. A Guide to Compliance with Section 404 of the Sarbanes-Oxley Act of 2002 (2004)
There is a legal disclaimer:
This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect you or your business. ...
Neither Deloitte & Touche LLP, Deloitte Touche Tohmatsu nor any of their affiliates or related entities shall have any liability to any person or entity who relies on this publication.
A note for SOX-404:
Meeting the requirements of section 404 of Sarbanes-Oxley is akin to planning a business trip: You can´t book your flight until you´ve chosen your destination. Similarly, you can´t plan for section 404 compliance until you know where you´re heading.
In both cases, you should start with the end in mind.
Some of the peculiar vocabulary:
A control deficiency exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent or detect misstatements on a timely basis.
A deficiency in design exists when
  1. a control necessary to meet the control objective is missing or
  2. an existing control is not properly designed so that,even if the control operates as designed, the control objective is not always met.
A deficiency in operation exists when a properly designed control does not operate as designed, or when the person performing the control does not possess the necessary authority or qualifications to perform the control effectively.
A significant deficiency is a control deficiency, or combination of control deficiencies, that adversely affects the company's ability to initiate, authorize, record, process, or report external financial data reliably in accordance with generally accepted accounting principles such that there is more than a remote likelihood that a misstatement of the company´s annual or interim financial statements that is more than inconsequential will not be prevented or detected.
A material weakness is a significant deficiency, or combination of significant deficiencies, that results in more than a remote likelihood that a material misstatement of the annual or interim financial statements will not be prevented or detected.
Note that management is not permitted to conclude that the company´s internal control over financial reporting is effective if there are one or more material weaknesses in the company´s internal control over financial reporting. As demonstrated by this chart, the severity of the deficiency increases in direct proportion to increases in the likelihood and the magnitude of a financial misstatement.

Basel
The "Basel" regulation is for EU banking. bis.org
Our mission is to support central banks' pursuit of monetary and financial stability through international cooperation, and to act as a bank for central banks. To pursue our mission, we provide central banks with: Established in 1930, the BIS is owned by 63 central banks, representing countries from around the world that together account for about 95% of world GDP

Solvency
The "Solvency" regulation is for EU insurance. eiopa
Solvency II is the prudential regime for insurance and reinsurance undertakings in the EU. It has entered into force in January 2016.
Solvency II sets out requirements applicable to insurance and reinsurance companies in the EU with the aim to ensure the adequate protection of policyholders and beneficiaries. Solvency II has a risk-based approach that enables to assess the “overall solvency” of insurance and reinsurance undertakings through quantitative and qualitative measures.

😱 It is far too complicated to have all regulations internal covered in knowledge.
🕳👁❗ Have regulations aligned with external parties secured internal.

jabes save point
B-2.2.3 Technical regulations (cyber)
IEC/ISO 27002
This is a strategical and tactical framework.
There are no detailed implementation guidelines. These details for implementation instances should be designed created & reviewed internal. iso/iec 27000 family
IT security, cybersecurity and privacy protection are vital for companies and organizations today. The ISO/IEC 27000 family of standards keeps them safe.
ISO/IEC 27002 is an international standard that provides guidance for organizations looking to establish, implement, and improve an Information Security Management System (ISMS) focused on cybersecurity. While ISO/IEC 27001 outlines the requirements for an ISMS, ISO/IEC 27002 offers best practices and control objectives related to key cybersecurity aspects including access control, cryptography, human resource security, and incident response. The standard serves as a practical blueprint for organizations aiming to effectively safeguard their information assets against cyber threats.
...
It equips businesses with a tried and tested framework of best practices, ensuring they not only protect their sensitive data but also foster trust among stakeholders, clients, and partners.

STIG / Nist
This is a strategical and tactical framework (NIST). There are detailed implementation guidelines for acceptance by the DOD, Department of Defence.
stigviewer Heading: " STIGS - DOD 8500 - NIST 800-53 - COMMON CONTROLS "

💣 Misleading: Implementing "Stig". Doesn´t follow mandatory obligations in accountablity.
😉 This is maturity in cyber security for an organisation. Knowledge to be covered internal.
🕳👁❗ Have the knowledge for instantions secured by documentation internal (Jabes).

Modern public
B-2.2.4 Impact result regulations (cyber)
GDPR
GDPR eurlexr
The principles of, and rules on the protection of natural persons with regard to the processing of their personal data should, whatever their nationality or residence, respect their fundamental rights and freedoms, in particular their right to the protection of personal data. ...
The right to the protection of personal data is not an absolute right; it must be considered in relation to its function in society and be balanced against other fundamental rights, in accordance with the principle of proportionality.
AI - algorithm
ISO/IEC 42005 proposal development
Topic ➡ ISO/IEC 42005 Information technology. Artificial intelligence. AI system impact assessment

😉 This is maturity for result responsibilities at an organisation.
🕳👁❗ Have the knowledge for instantiations secured by documentation internal (Jabes).

SIAR cycle

B-2.3 BPM - architecting

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:
B-2.3.1 Processes Abstraction
⚙ cyber, no hands eyes
Process abstraction is a mindset with the goal to see similarities. Recognizing similarities allows to reuse the same concepts in different areas. Examples at high level:
<|> Instructions Raw material <|> Operations <|> Administration Result Delivery
👓Factory 👓Trade Machines, tools
ICT Logic, code Information 👓Computer Process Log, Trade Documents (Information)
(yours) 👁 ... ... 👁 👁 ... ...

😱 The ICT Cyber approaches is the first one without physical artifacts. Only a physical computer is somewhere. Processes to differentiate in: 🕳👁❗ Get the cyber mindset at involved staff solved: no physical artefacts.
🕳👁❗ Cyber mindset: focus to value streams. Tools are needed but not decisive.

⚖ process notation - cyber
Swimlanes, interactions request, deleviery: What happened to "Enterprise Engineering"?
It is standardised into a notation,BPMN , an example:
bpmn example
BPMN Symbols and Meanings (edrawmax.com)

Since there can be so many BPMN symbols, mastering them can be tough.

⚒ Information modelling
Better known as data modeling (techtarget)
The models typically are created in a progression as organizations plan new applications and databases. These are the different types of data models and what they include:
This conceptual model seems to be about processes. An understandable visual is better.
... However, data modeling is a complicated process that can be difficult to do successfully. These are some of the common challenges that can send data modeling projects off track.

B-2.3.2 Implement changes
Starting a plan developing a design is having the end situation in mind. The questions to answer: When going live with a new process, what is to change for that.
⚒ Physical impact:
When the change involves: Sufficient preparation time is needed for those.
A fall-back plan in case the change is not going conform promises, expectations.
⚖ Organisational impact:
When the change involves: Sufficient preparation time is needed for those.
A fall-back plan in case the change is not going conform promises, expectations.
ABPM process implement
⚙ In a figure:

B-2.3.3 Build changes
⚒ running a project
This is hard work needing a lot of different capabilities. Cooperation by several type of resources with a planning is needed. The same methodology to use in sub projects.
A divide-and-conquer algorithm recursively breaks down a problem into two or more sub-problems of the same or related type, until these become simple enough to be solved directly. The solutions to the sub-problems are then combined to give a solution to the original problem.
ABPM process ideate build
⚙ In a figure:

⚖ The goal
😱 The functional value stream processes should have the focus.
Common confusions are:
B-2.3.4 Architect Changes
⚒ design for a project
This is hard work needing a lot of different capabilities. Cooperation by several type of resources with a planning is needed. The same methodology to use in sub projects.
A divide-and-conquer algorithm recursively breaks down a problem into two or more sub-problems of the same or related type, until these become simple enough to be solved directly. The solutions to the sub-problems are then combined to give a solution to the original problem.
There are many aspects that have become complex specialistic:
ABPM architecting
⚙ In a figure:

⚖ The goal
😱 To be implemented in "Process business rules, algorithms" a long list:
Change timing lean mindset Information security
Change goal ALC feed back loops Information quality
Sensors and metrics Applicable regulations (algorithms)
Impact by processes (holistic)

🕳👁❗ How to get an overview, how to document, how to manage?
💡❗✅ For processes, functional algorithms: use Jabes to collect all information.
💡❗✅ For information quality, responsible usage: use Jabes to collect all information.

Enterprise platsform

B-2.4 BPM - implementing 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:
B-2.4.1 Data model, Architect: functional accountabilities
⚖ Obligations
To get covered in knowledge by a portfolio:
⚙ Cooperation
All the necessary knowledge is impossible to fulfil by a single person. Cooperation is communicating with other persons.
In an incremental process: This is a process in his own wiht the goal of only going that far in details other can start their work while covering at least known mandatory requirements.
Jabes process Assurance
⚒ In a figure:

B-2.4.2 Process cycle: Data model, Architect: value stream
⚖ Obligations
To get covered in knowledge by a portfolio:
⚙ Cooperation
All the necessary knowledge is impossible to fulfil by a single person. Cooperation is communicating with other persons.
In an incremental process: The whole of the new process is in scope for this. It is future promised outcome, expectations.
Jabes generic process
⚒ In a figure:

B-2.4.3 Data model, Architect: technical transformations
⚖ Obligations
To get covered in knowledge by a portfolio:
⚙ Cooperation
All the necessary knowledge is impossible to fulfil by a single person. Cooperation is communicating with other persons.
In an incremental process:
Jabes process Assurance
⚒ In a figure:

B-2.4.4 Retrospective relationships
⚖ Obligations
There are many of those in the previous sections.
⚙ Cyber/administrative: Data processing in a nine plane
A one dimensional approach is very limited for understanding what is possible. There many viewpoints in an ideate approach.
There are levels for processes: operational, tactical, strategical.
There are three steps in processing: Demand, Transform, Deliver.
❓ Would there be a similarity in process engineering and software engineering?
Putting them in a mindmap, a nine plane:
(Strategic) (Tactical) (Operational)
ABPMP_BPMarchit.jpg ABPMP_BPMdevideate.jpg ABPMP_BPMimplement.jpg
Demand information
Jabes process Assurance
long term
optimized

Trustworhty
low variability
Intermediate term
controlled

Standard managed
Short term
executing

Issues:
bypass "known errors"
Process - Transform
Jabes generic process
long term
optimized

quality:
solve known issues by replacement
Intermediate term
controlled

quality:
solve known issues when possible
Short term
executing

quality:
get issues known
Deliver Information
Jabes process Assurance
long term
optimized

Trustworhty
low variability
Intermediate term
controlled

Standard managed
Short term
executing

Issues:
bypass "known errors"


⚙ Cyber/administrative: Jabes Metadata domains
From "Y.2.5.2" (Meta) a completeness for metadata domains is given.
For value streams not alle domains are needed.
⟳ A ⇅
PMOV PMIT
 I PPIC vision PPIC
PPVS
⇅ S ⟳

💡 🎯 "B.1.4.4" The following domains are required operational: 💡 🎯 The following Jabes metadata domains are required tactical:

Operations

B-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.
B-2.5.1 Wish: Controlled 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.?
Ideate - Asses, Plan - Enable, Demand - backend, Frontend - Delivery
Mindset prerequisites: Siar model
The model covers all of:

Data driven mindset from the Siar model
The mindset by this model is used over and over again.
B-2.5.2 Goal: Controlled operations
The functional location of compliancy
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.
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?
Managing information only can be solved within the organisation❗
This ascertainment is:
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:
Jabes run technoloy deviations change
A figure:
See right side

Typical characteristics: 👁 Fast changing available technology (hypes) is in scope, are an option
⚠ Attention on aspects: Maturity, quality of information, possible impact caused by results
B-2.5.3 Goal: Controlled product changes
When you want to process information in a value stream, going for the best quality best performance, the following is a good approach.
Data driven processing in a figure:
Jabes technoloy change
A figure:
See right side

Typical characteristics:
B-2.5.4 Goal: Steer - Shape - Serve
Strategic alignment - Overhauled
Organizing the task and roles, reuse of the nine-plane.
dtap layers application A figure,
See right side:

Axiom: Accountability information processing is within the organisation.
Roles, tasks: >
Confused-2

B-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:
B-2.6.1 Understanding Why How What
Intermediate, zachman surprise
Start with Why (Simon Sinek, 2009) Sinek says people are inspired by a sense of purpose (or "Why"), and that this should come first when communicating, before "How" and "What"
The difference between architecting (representation) and engineering (specification) is solved by an additional level, six levels instead of the original five. The ordering of "6W 1h" in the horizontal classifications is not aligned for multiple dimensional relationships. That is the part where I do it here a little bit different: Lucid Zachman
"Enterprise architecture defined" (lucid))
Named for its creator, John Zachman, this framework uses a structured matrix as a means to view and categorize an enterprise. The framework consists of a 36-cell matrix, with each cell focusing on a different perspective (such as business owner, planner, designer, and so on).
This matrix gives EA professional insights into the company's assets and how various components of the enterprise are related. This information can help companies be more agile and help to make better decisions.

B-2.6.2 Deep dives ALC - BPM
Intra References
BPM , ALC, is touching almost anything in an environment.
The following is about relationships between processes and information:
Reference Topic <|> Topic Reference
ml prc01 Historical developments 👓
ml lcm01 Combining several concepts to a new complete circular one 👓
4q inn01 four quadrants: Innovation X stable Operations 👓

More links associated - entry/exit
Intra References by topics
BPM, ALC, is touching almost anything in an environment.
The following relationships are here in the mindmap approach:
Is used at:
👓 threats for data & tools Proces Life Cycle.
👓 Machine supported develop Change ML AI.
👓 threats for data & tools Proces Life Cycle.
👓 resulting Life Cycle ALM, business Life Cycle.

T-2.6.3 Maturity Planes: Technology, Operational, Analytical
VSM learingtosee
Maturity standard organisation
👓 click on the figure for Jabes maturity organisation.
The value stream is an answer for the "why".
"How" it is done: "What": known at every organisation.

Maturity Attention Points
Attention points for maturity level considerations & evaluations:
Maturity id SubId Source Context
CMM-4AS-4 Data preparation
O1 B-2.1.1 Organisation Lean Mindset policy Lean agile
O2 B-2.1.(2,3,4) Organisation Lean culture realisation Lean agile
T1 B-2.2.1 Logical Process algorithm (business rules) Integrity
T2 B-2.2.2 Financial and other public regulations compliancy Integrity
T3 B-2.2.3 Technical security regulations, & visions compliancy Integrity
T4 B-2.2.4 Logical Process algorithm (business rules) Integrity
P1 B-2.4 Metrics & sensors policy Process
P2 B-2.4 Metrics & sensors realisations Process
O3 B-2.5 Organisation processes life cycle management Process
CMM-4AS-5 Transformations
O1 B-2.1.1 Organisation Lean Mindset policy Lean agile
O2 B-2.1.(2,3,4) Organisation Lean culture realisation Lean agile
T1 B-2.2.1 Logical Process algorithm (business rules) Integrity
T2 B-2.2.2 Financial and other public regulations compliancy Integrity
T3 B-2.2.3 Technical security regulations, & visions compliancy Integrity
T4 B-2.2.4 Logical Process algorithm (business rules) Integrity
P1 B-2.4 Metrics & sensors policy Process
P2 B-2.4 Metrics & sensors realisations Process
O3 B-2.5 Organisation processes life cycle management Process
CMM-4AS-6 Data delivery
O1 B-2.1.1 Organisation Lean Mindset policy Lean agile
O2 B-2.1.(2,3,4) Organisation Lean culture realisation Lean agile
T1 B-2.2.1 Logical Process algorithm (business rules) Integrity
T2 B-2.2.2 Financial and other public regulations compliancy Integrity
T3 B-2.2.3 Technical security regulations, & visions compliancy Integrity
T4 B-2.2.4 Logical Process algorithm (business rules) Integrity
P1 B-2.4 Metrics & sensors policy Process
P2 B-2.4 Metrics & sensors realisations Process
O3 B-2.5 Organisation processes life cycle management Process


📚 T.2.6.4 External references
Global compliancy
These references are at the index, they are a shared interest.

Local BPM
A limited BPM organisation list:
link , newstopic interest who, source date
LGN is a community of lean thought leaders and practitioners with the goal of making things better by advancing lean thinking and practice LGN 2007
10 principles for modernizing your company’s technology PwC 2019
Enterprise architecture defined: Why this documentation is crucial for your business Lucidchart Blog
Basic Principles BPM CBOK © - What´s New abpmp 2020
Enterprise Engineering Business Process Model and Notation OMG 2014
Sarbanes-Oxley Act of 2002 ©
A Guide to Compliance with Section 404
Deloitte, 2004

T.2.6.5 Intermediate Advice
What to do Job-shop flow-shop?
The agile hype is running into a blame game. Simplistic agile is failing at large systems. Get basics understanding of the real lean theory and root causes of the problem.
The clue: Running organisations is not about creating software as fast as possible. Only a limited number of enterprises have that as vision.
Running process in then administrative/cyber setting are mostly defined in flows but have many steps in a job context. ❓How to organise value streams?

Agile, job shop mismatch
Perference flow-shops: Why Are Job Shops Always Such a Chaotic Mess? Part 1 Job shops have a strong tendency toward chaos. Even well managed plants struggle to maintain order in a job shop. This is due to the inherent nature of a job shop, and there are no good solutions to manage job shops.
...
Imbalances in the workload can be buffered somewhat by inventory. Larger imbalances, however, eventually require some processes to work more than others in the long term. This is usually done by reassigning workers. If a process is running out of parts, the workers are reassigned to an process that has way too many parts. In a flow shop, workers often work for longer periods at the same spot, changing the location only at predetermined times. In job shops, such changes are much harder to predict. It is usually impossible to have a preventive planning of the staffing, but only a reactive action.
..

Another viewpoint: How Does Lean Apply In a Job Shop? Many people I meet assume that lean can only be useful in high volume situations. This misconception is particularly interesting when you consider that many lean techniques were developed by Toyota when the company was in fact a job shop that was evolving into a full-blown mass production model.
...
And so artisans often price themselves out of the market, losing consumers to cheaper mass produced goods or services. Only in the luxury segment can excellent artisans make a living without having to improve drastically their efficiency. On the other hand, mass production operations could benefit greatly from the care artisans give to their work.
...
Your challenge is to make artisans more efficient without forcing them to adopt techniques that will lower the quality of their work and piss them off in the process. To visualize your gemba, I am going to imagine your job shop designs dies for specific parts.
Your work has two essential components:
  • One is the design cycle, and
  • two is the production of the die cycle.
Both cycles are deeply interlinked, but typically, the flow will be broken down between specialists (the engineer, the miller, the grinder, etc.). Flow integration is typically done through an ERP that mixes and matches information about customer demands, component availability, standard times and machine capacity to come up with job orders and a schedule. And then people do the work as best they can, following production orders produced by the computer system.
....

What makes sense for job-shop flow-shop choices?
In a retrospective:
The argument of phyical transport in administrative/cyber is not valid.
The argument of phyical operatort actios in administrative/cyber is not valid.
Two cycles: one for the operational activities, aonther for changing operations, is valid.
In the physical world engineers building machines are not also operators.
In the physical world operators of comples machines are highly skilled.

🎯 Visions Mutate Legal Public T-*AAS CMM5-4AS 🎯
  
🚧  Missions Processes F-ALC Gold T-ALC CMM4-4AS 🚧
  
🔰 Contents Cascade V-Model Assess Run CMM3-4AS 🔰


B-3 Changing business missions


B-3.1 Visions - Goals

Hierarchy feodal Hierarchy Confused Balancing the organisation managing act in a hierarchical or a network approach.
B.3.1.1 The competition in visions goals and forces
Frameworks
Made simple:
Solve the organization. Agility will happen.
Push agility frameworks on an organization, you will fail

The biggest source of waste is not low performers or having too many employees.
The biggest source of waste is untapped skilled pragmatists.
The number of skilled pragmatists in any given company is much larger than people realize and, therefore, represents a HUGE opportunity. But almost by definition, they are less visible.

the-problem-with-agile-transformation (failfastmoveon 2019)
An agile framework transformation program, conceptualized, planned and executed by people who do not exhibit an agile mindset and who do not practice agile organizational development - is going to produce a politically motivated, insignificant success story.

Stop thinking frameworks, stop thinking programs.
Start thinking agile, and embark the agile journey in an agile way.

HBS five forces porter
Competition 5 forces
Porters 5 forces (wikipedia)
Porters 5 forces (HBS)
It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack thereof) of an industry in terms of its profitability. An "unattractive" industry is one in which the effect of these five forces reduces overall profitability.

porters strategy Porter´s generic strategies In general:
If a firm is targeting customers in most or all segments of an industry based on offering the lowest price, it is following a cost leadership strategy;
If it targets customers in most or all segments based on attributes other than price (e.g., via higher product quality or service) to command a higher price, it is pursuing a differentiation strategy.
It is attempting to differentiate itself along these dimensions favorably relative to its competition. It seeks to minimize costs in areas that do not differentiate it, to remain cost competitive; or If it is focusing on one or a few segments, it is following a focus strategy. A firm may be attempting to offer a lower cost in that scope (cost focus) or differentiate itself in that scope (differentiation focus).

B.3.1.2 Vison for Orgnisations Leaders
There are a lot of management advisories. For example PwC, the following visual: PwC (2019)
PWC proces steps
1 Put customer value first
Although any number of factors may trigger a decision to modernize IT, one explicit goal is paramount: to deliver value. Every investment in technology should amplify the benefits for end customers, whether through better experiences, higher product quality, or operating efficiencies that reduce prices and add value. ...
2 Simplify your architecture
... Instead of assuming a trade-off between simplicity and the features you need, look for systems that give you both. Many modern systems can combine simplicity at the back end with enhanced functionality at the front end. ...
3 Design for flexibility and speed
... Develop your own capabilities for the design and deployment of future-ready IT systems that can flex as needed for innovation. Learn to use them to quickly reorient your operations while retaining the quality of user experience that your customers and staff expect. ...
4 Engage with your workforce and culture
... An evolution in technology architecture may well involve a significant cultural shift, with a new structure and new competencies. Consider where the stumbling blocks may be. For example, ...
5 Adopt a services mindset
... Questions for adopting a services mind-set:
6 Plot the journey before starting
... Having set a direction based on customer value (as in principle number 1), you now plot a systems modernization road map, that is, a sequence of milestones and markers that you can expect along the way.
7 Organize by capabilities
... What if you organized by capabilities instead? Your organization´s most distinctive capabilities are the combinations of systems, processes, and functions that deliver value in a way that no other enterprise can match. Think of your systems modernization initiative as an opportunity to energetically improve these capabilities, drawing on your digital expertise.
... When you organize by capabilities, you don´t have to worry about the different layers of the technology stack. They´re all in scope. Your IT organization is no longer wedded to legacy concept. ...
8 Be agile and user-centric
... Questions for taking an agile and user-centric approach:
9 Invest in resources that make the change stick
Before commencing modernization, perform a careful analysis of the breadth and diversity of resources needed for a successful outcome. Project management and transformational leadership capabilities are as important as technical capabilities. Be highly selective in forming the team that oversees the effort. Choose people with a strong bias for change, a strong desire and ability to learn, a high tolerance for complex and uncertain situations, and a solid reputation for collaboration and teamwork. ...
10 Partner based on shared values and trust
... Questions for selecting a trustworthy partner with shared values: ...

Enterprise platsform

B-3.2 Visions translations into missions

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B-3.2.1 Task & roles in processses

B-3.2.2 Functional management
⚖ Waterstrider, Scrum master, Product owner

⚙ Physical: Waterstrider, Scrum master, Product owner
Introduction to Point-of-Use Providers (or Mizusumashi)
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.
...
do not create an additional kanban loop between the supermarket and the assembly line. The effort would heavily outweigh the benefit, making the whole idea pointless. Instead, the point-of-use provider is close enough to the line to keep an overview about what is needed.

⚙ Cyber/administrative: Waterstrider, Scrum master, Product owner
lean water spider (techtarget)
Pros and cons of lean water spiders
There are a number of benefits to creating a lean water spider position; however, it can also come with some downsides if they are not utilized properly. Some benefits of the position include the following: Some potential downsides to water spiders, however, may include the following:
Lean water spider job responsibilities
When looking for a lean water spider position, job seekers may see postings that express specific responsibilities and look for certain characteristics. For example, a company looking for a lean water spider may seek someone who will carry out the following tasks: Employers may also look for key characteristics, including the following:
Lean water spider position growth
While the water spider position may sometimes be seen as less important than it really is, the position does also hold a lot of potential for growth. An individual in this position will learn much about the production floor and how the organization they're working for operates. Ideally, they will get to know the people there and the individual challenges in day-to-day work.
This role is a good experience to have in order to become a future manager, supervisor or team leader. Knowing what work is like on the floor before moving into a leadership role gives previous lean water spiders an appreciation for the work process everyone needs to go through, what the workflow is currently like and how it can be kept lean

SIAR cycle

B-3.3 Regulations, compliant processes

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B-3.3.1 Data model, stage: Information delivery
⚒ Physical:
Out of scope.
⚙ Cyber/administrative:
At "T-3.5.1 Data model, stage: Information delivery" the nine plane in the upper corner is explained. The goal with the information delivery: ABPM strategy A figure:
See right side

Mind set change
Don´t micro manage everything. Have the requirements for adequate tooling&actes's in place an let the workforce do their work.
B-2.4.2 Data model, stage: Information transformation
⚒ Physical:
Out of scope.
⚙ Cyber/administrative:
At "T-3.5.2 Data model, stage: Information transformation" the nine plane in the upper corner is explained. The goal with the transformation: Jabes generic process
A figure:
See right side

B-2.4.3 Data model, stage: Information gathering
⚒ Physical:
Out of scope.
⚙ Cyber/administrative:
At "T-3.5.3 Data model, stage: Information gathering" the nine plane in the upper corner is explained. The goal with the material retrieval:
ABPM process asses pdca A figure:
See right side

B-1.4.4 Retrospective relationships
⚒ Physical:
Out of scope.
⚙ Cyber/administrative: Data processing in a nine plane
A one dimensional approach is very limited for understanding what is possible. There many viewpoints in an ideate approach.
There are three type of processes: ALC-V1, ALC-V2, ALC-V3.
There are three steps in processing: Demand, Transform, Deliver.
❓ Would there come more ALC types?
The real difference in attitude is drive by experiences in time. More ALC types are not expected.
❓ What would the relation be between ALC types and the three logical information steps be?
Putting them in a mindmap, a nine plane:
(Strategic) (Tactical) (Operational)
ALC-V3
ABPMP_BPMarchit.jpg
ALC-V2
ABPMP_BPMdevideate.jpg
ALC-V1
ABPMP_BPMimplement.jpg
Demand information
Jabes process Assurance
long term
optimized

high variety
high variability
Intermediate term
controlled

Standard managed
Short term
executing

One-off product
Process - Transform
Jabes generic process
long term
optimized

quality:
continously optimized
Intermediate term
controlled

quality:
managed control
Short term
executing

quality:
craftmanship
Deliver Information
Jabes process Assurance
long term
optimized

Ambiguous
low predictability
Intermediate term
controlled

Standard managed
Short term
executing

One-off product

❓ Where is the stream?
Split the transformation step in multiple ones in the same approach.

⚙ Cyber/administrative: Jabes Metadata domains
From "Y.2.5.2" (Meta) a completeness for metadata domains is given.
For a start with value streams not alle domains are needed.
⟳ A ⇅
PMOV PMIT
 I PPIC vision PPIC
PPVS
⇅ S ⟳

💡 🎯 The following Jabes metadata domains are required:

Modern public

B-3.4 Public culture alignment

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Operations

B-3.5 BPM Change alignment with (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.
B-1.5.1 Wish: Data driven 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.?
Situation Input Actions Results, SIAR lean structured processing
Mindset prerequisites: Siar model
The model covers all of:

Data driven mindset from the Siar model
The mindset by this model is used over and over again.
B-1.5.2 Goal: Data driven processes
The functional location of compliancy
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.
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?
Managing information only can be solved within the organisation❗
This ascertainment is:
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:

👓 Click figure for context.
Typical characteristics: 👁 Fast changing available technology (hypes) is in scope, are an option
⚠ Attention on aspects: Maturity, quality of information, possible impact caused by results
B-1.5.3 Delivering data products in a cycle
When you want to process information in a value stream, going for the best quality best performance, the following is a good approach.
Data driven processing in a figure:
Jabes generic process
A figure:
See right side

Typical characteristics:
B-1.5.4 Technology Service information streams
Strategic alignment - Overhauled
Organizing the task and roles, reuse of the nine-plane.
dtap layers application A figure,
See right side:

Axiom: Accountability information processing is within the organisation.
Roles, tasks:
Confused-2

B-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:
B-3.6.1 Maturity fundaments processes "Cyber/administrative"
Gaps to structured approaches
❷ 💰 Not knowing a fiancial value possible ignores the real value.
❸ 💰 Executing by financial key performance indicators is possible a disastrous.
❶ 💰 OpEx and CapEx is an financial accounting choice.
Those kind of choices can have a big impact on the organisation long term life expectations.

The break-up of: 6W-1H
provides some guidance for categorization of content. In the scope of processes: 6w 1 how Don´t force this into a fixed hierarchy role. The same approach can be used over and over again in any more detailed situation. It also possible to change roles in time shifting or combining roles. This categorization is for the intended for content in the different pillars.
B-3.6.2 Maturity fundaments processes "Cyber/administrative"
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".
Confusing: ICT Business
A figure:
See left side

A gap to a structured approach
There is a lot of management jargon hiding the real goals with all uncertainties. Clear communication is very difficult, impossible, when the situation and the solution is not clear. Would that be the cause of that weird jargon?

Trying to understand the challenges and difficulties for a solution helping at the "Cyber/administrative: Data processing" in all details this is the perspective from an organisation. So far I understand it: ❓ Would it possible to improve and change in a more structured approach?
pioneering
💡 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.
B-3.6.2 Maturity optimized processes "Cyber/administrative"
Maturity Basic organisation
Maturity id SubId Source Context
CMM-4AS-7 Corrective
STR-? B-                    
CMM-4AS-8 Algorithms
STR-? B-                    
CMM-4AS-9 Regulations
STR-? B-                    


B-3.6.3 Summary Advice
A shortlist:
Culture : Go for real lean.
Administrative/Cyber : Use a holistic approach for the portfolio.
Organisation : Align roles taks according accountability without running into 3M evils.

B-3.6.4 Following steps
Missing link design sdlc devops math devops bpm devops sdlc devops bianl
These are design sdlc concepts, others:

Development Life cycle next
mathprevious, technical operationals.



Others are operational realisations: 👓
BPM SDLC Bianl:


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