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Design - Business Proces Management


🎭 Concerns & Indices Elucidation 👁 Summary Vitae 🎭

👐 C-Steer C-Serve C-Shape 👁 I-C6isr I-Jabes I-Know👐
👐 r-steer r-serve r-shape 👁 r-c6isr r-jabes r-know👐

🔰 Contents BurOrg BurCrat OprFlow MngFlow CMM3-4AS 🔰
  
🚧  Missions Processes F-ALC Gold T-ALC CMM4-4AS 🚧
  
🎯 Visions Mutate Legal Public T-*AAS CMM5-4AS 🎯


B-1 The path in understanding organizing


B-1.1 Contents

B-1.1.1 Looking back - paths by seeing directions
Organizing, organisations
Aside the line of thoughts for what to organize, there are are related contexts.
Mindmap start devops math devops bpm design sdlc devops sdlc devops bianl When the image link fails, 🔰 click here.
Contexts:
r-know, the external distractor technology
r-steer details on organizing, safety
C-Serve context on technology, models
r-serve details on technology, processes
r-shape details on mediation communication

The "What" of organizing, organisations
The existing experienced situation was assumed to be as it is. The question for that is how to have that described, what is the "business" - the "organisation". 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
This is a description by activities methodologies, missing is the reason of doing those.
The "Why" of organizing, organisations
In the why there has been made a segregation in: Technology, Organizing, Changing, a philosophical hard one. These questions are reviewed and documented by historical experiences searching and learning for best approaches in the human nature by seeing humans as systems creating systems. Any answer is one with only partially usability.
Describing the historical change for this gives a direction for the future.
B-1.1.2 Local content
Reference Squad Abbrevation
B-1 The path in understanding organizing
B-1.1 Contents contents Contents
B-1.1.1 Looking back - paths by seeing directions
B-1.1.3 Local content
B-1.1.2 Guide reading this page
B-1.1.4 Progress
B-1.2 How do organisations organize? bpmpr_02 BurOrg
B-1.2.1 Defining the administrative roles, the bureaucracy
B-1.2.2 Pathology in the organisations by bureaucracy
B-1.2.3 Lean processing combined to bureaucracy
B-1.2.4 Lean dichotomies in the bureaucracy combination
B-1.3 How do organisations change? bpmpr_03 BurCrat
B-1.3.1 Defining the bureaucracy maturity by administrative tasks
B-1.3.2 Rational-legal authority a cultural discriminator
B-1.3.3 The evaluation of values in a bureaucracy
B-1.3.4 Perspective dynamics in a bureaucracy
B-1.4 Flows: functional - technical bpmpr_04 OprFlow
B-1.4.1 Obvious & complicated process flows
B-1.4.2 Complex & chaotic process flows
B-1.4.3 The flow stage preparations in value creating
B-1.4.4 The flow stage of value creating & delivery
B-1.5 Managing flows knowledgeable bpmpr_05 MngFlow
B-1.5.1 The vision of understandable systems
B-1.5.2 Wish:: Data driven processes
B-1.5.3 The system as a whole to organize
B-1.5.4 What to organize in the system as a whole
B-1.6 Maturity 3: fundaments processes bpmpr_06 CMM3-4AS
B-1.6.1 Connecting Systems thinking to bureaucratic systems
B-1.6.2 Connecting bureaucratic systems to topologic systems
B-1.6.3 Incentives, Culture, Structure, Resources
B-1.6.4 Maturity fundaments processes "Cyber/administrative"
B-2 Changing organisational 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 External references
B-2.6.3 Maturity Planes: Technology, Operational, Analytical
B-2.6.4 Intermediate Advice
B-3 Changing business missions
B-3.1 Visions - Goals bpmad_01 Visions
B-3.1.1 Functional missions visions of an organisation
B-3.1.2 Competition in visions goals by forces
B-3.1.3 Vision for Organisations: Leaders
B-3.2 Visions translations into missions bpmad_02 Mutate
B-3.2.1 Imbalance: Steer Shape Serve
B-3.2.2 Functional management
B-3.2.3 C-roles ambiguities
B-3.3 Regulations, compliant processes bpmad_03 Legal
B-3.3.1 Requirements, stage: Inventory, Categories
B-3.3.2 Compliancy, stage: Transformation Realisations
B-3.3.3 Compliancy, stage: Evaluations Validations
B-3.3.4 Retrospective relationships
B-3.4 Public culture alignment bpmad_04 Public
B-3.4.1 Public obligations
B-3.4.2 Uncertainties in processes - decisions
B-3.4.3 Uncertainties in processes - algorithms
B-3.5 BPM Technology Change alignment bpmad_05 T-*AAS
B-3.5.1 Wish: In control with processes
B-3.5.2 Control: Manage relationships
B-3.5.3 Control: Process Purpose
B-3.5.4 Control: Manage hierarchy
B-3.6 Maturity 5: PDCA business processes bpmad_06 CMM5-4AS
B-3.6.1 Maturity fundaments processes "Cyber/administrative"
B-3.6.2 Maturity optimized processes "Cyber/administrative"
B-3.6.3 Summary Advice organisational leaders
B-3.6.4 Following steps

B-1.1.3 Guide reading this page
The layout of this page
There are six pillars for describing functional and technical layer context. There is a coverage for 6w1h. Within this the first three pillars is is about what and how, working to the next three how and why. For each pillar there are three layers, working from what is the context on the page to the meaning and why of the context.
What is Business Process Management (BPM) about?
Everybody is looking for a solution to manage the challenges with: 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.
There are many frameworks sources for information on processes. Processes are the interactions between people and possible other artifacts, a series of actions that you take in order to achieve a result. A more detailed definition (ABpmp) of: 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:
The content started for trying to understand what the problem for acceptance of Jabes is. It changed into trying to understand the position of Jabes in a system, but than we should understand systems.
🤔 As far I know there is nothing on the market for solving those administrative knowledge challenges for processes in an framework and technical system. The idea of Jabes is for closing that gap.
The origin of BPM, Research process management
When trying to understand systems a more clear role of what the main components are and what their role is. Going back from systems thinking of the period of 1960ths, there is another period long before that, the end of 18th century. What Weber depicted was not only the secularisation of Western culture, but also and especially the development of modern societies from the viewpoint of rationalisation. The new structures of society were marked by the differentiation of the two functionally intermeshing systems that had taken shape around the organisational cores of the capitalist enterprise and the bureaucratic state apparatus. Weber understood this process as the institutionalisation of purposive-rational economic and administrative action. To the degree that everyday life was affected by this cultural and societal rationalisation, traditional forms of life – which in the early modern period were differentiated primarily according to one's trade – were dissolved. —Jürgen Habermas in The Philosophical Discourse of Modernity: Twelve Lectures, 1990
Bureaucratic Theory of Max Weber (Explanation + Examples) (PSy 2023) A bureaucracy is an organizational model defined by a hierarchy of authority, clear divisions of labor, strict rules and procedures, and impersonal relationships, all designed to enhance efficiency and consistency.
It's often said that to understand something truly, you need to know where it came from. So, let's move back to the late 19th and early 20th centuries.
😲 This period was marked by rapid industrialization, urbanization, and the expansion of formal organizations. In other words, the spirit of capitalism was growing, and traditional structures were not keeping up. Imagine cities growing at a crazy-fast pace and factories buzzing with activity. All these institutions needed a way to manage their size and complexity.
😲 Enter Max Weber, a keen observer of his times. Born 1864 in Erfurt, Germany, Weber grew up witnessing the transformative changes sweeping through Europe. The world around him was evolving, and traditional managing methods were proving ineffective. There was a need for a more systematic approach. Weber's Bureaucratic Management Theory was his response to this challenge.
The term "bureaucracy" might conjure up images of red tape and slow-moving government agencies, but Weber saw it differently. According to Max, bureaucracy was the most powerful tool for organizing large-scale operations. Instead of seeing it as a problem,
👉🏾 he identified it as a structure that could bring order to chaos.

B-1.1.4 Progress
done and currently working on:


Planning, to do:

Hiearchy strategy, tactics, operations

B-1.2 How do organisations organize?

There is historical reason for hierarchy in a pyramide. Segregation in siloes by responsibilities, roles:
  1. Strategy,
  2. Tactics,
  3. Operational
A working culture set by the leaders threats:
  1. Hierarchy dictate details 👉🏾 micromanagement
  2. Micromanagement 👉🏾 siloed organisations
  3. Shared abstract goals.
    Siloed organisations 👉🏾 replacing into other goals
Are organisational goals visions missions really leading
B-1.2.1 Defining the administrative roles, the bureaucracy
Changing the aristocratical organisation to impersonated roles
Bureaucratic Theory of Max Weber (Explanation + Examples) (PSy 2023) According to Weber, one of the first things needed was a division of labor based on practical and technical qualifications. An organization must have a hierarchy of authority to maintain control of informal groups. Weberian bureaucracy demanded there be an impersonal relationship between an employee and employer. This well-defined management theory, with a clear set of rules, is meant to overcome the limitations faced by traditional structures.
The basic principles Weber outlined in his 'manual'. Remember that the entire organizational structure is rules-based, which are the basics that governments or business organizations must follow.
  1. Hierarchical Structure: Imagine a pyramid. At the top, there's the boss or the leader of a bureaucratic organization, and as you move downwards, there are various levels with different roles and responsibilities.
  2. Division of Labor: Consider when you and your friends tackled a big project together. Each of you took on a specific task matching your skills.
  3. Formal Selection: Positions in bureaucratic organizations are filled based on technical qualifications and performance. They shouldn't be based on favoritism or personal relationships. These formal rules and regulations guide both selection and promotion.
  4. Rule-based Conduct: Established rules and procedures guide actions in bureaucratic systems, ensuring consistency and fairness.
  5. Impersonal Relationships: Personal feelings or relationships shouldn't interfere with work. Decisions are based on facts and rules, not emotions or personal biases.
  6. Career Orientation: People are encouraged to grow, get promoted, and achieve higher ranks based on merit.
Weber believed these principles could provide a solid foundation for any large organization. But he was also aware that nothing was perfect. This model has both shining advantages and glaring limitations, which you'll soon discover.

Other Organizational Theories
The world of organizational theories is vast and varied. There's more than one way to organize and manage large groups of people. While bureaucracy stands out as one of the most well-known, other theories have unique merits and challenges. Let's look at a few.
  1. Scientific Management Theory. Pioneered by F.W.Taylor, this approach is all about efficiency. Taylor believed in optimizing every job for the most productivity. Unlike bureaucracy, which emphasizes structure, scientific management focuses on the tasks themselves.
  2. Human Relations Theory. This theory, sparked by the Hawthorne Studies in the 1920s and 1930s, emphasizes workers' social and emotional needs. It's a stark contrast to bureaucracy’s impersonal approach. It argues that happier employees are more productive.
  3. Systems Theory. Systems theory views organizations as complex systems with interrelated parts. Instead of focusing on hierarchy or tasks, it emphasizes the relationships and interactions within the organization.
  4. Contingency Theory. This theory is about adaptability. It suggests that there's no one-size-fits-all approach. Instead, business organizations should adapt their structures based on their environment and challenges. This makes it more fluid than the rigid structure of bureaucracy.
From its start, bureaucracy was all about creating order from chaos. It did this by establishing a system where large groups could function together. While the world has transformed dramatically since Weber's time, this core need for structure remains.
Think about it: even in our personal lives, we create routines, lists, and schedules to manage our time and tasks.

division of labor Psy
The duality in impersonated roles for bureaucracy
👉🏾 What we can classify now as the "organisation", "the business" Is that the administrative systems are bringing structure in what would otherwise be chaotic.
However, it is not without disadvantages.
Every coin has two sides; the same goes for Weber's Bureaucratic Theory.
Benefits of Bureaucracy
  1. Efficiency. With their clearly defined roles and procedures, bureaucracies ensure tasks are completed quickly.
  2. Clarity. The clear hierarchy and rules ensure everyone knows their job and responsibilities in bureaucracies.
  3. Predictability. Everyone, from employees to clients, knows what to expect because of the consistency in operations.
  4. Fairness. Bureaucracies, with their impersonal nature, make sure decisions are made objectively, without favoritism.
  5. Stability. Bureaucracies offer stability because of their established structures and rules.
red office tape   Psy Limitations of Bureaucracy
  1. Rigidity. Bureaucracies can sometimes be slow to adapt to changes because of their fixed rules and procedures.
  2. Red Tape. The maze of procedures and paperwork in bureaucracies can sometimes hinder swift decision-making.
  3. Dehumanization. Ever felt like just a number in a system? Bureaucracies, emphasizing impersonal relationships, can sometimes make individuals feel undervalued.
  4. Resistance to Innovation. Bureaucracies can sometimes resist new ideas because of their commitment to established procedures.
  5. Bureaucratic Inertia. Bureaucracies can become so self-serving that they resist changes, even if they're for the better.
In life and organizational structures, there's no one-size-fits-all. Bureaucracy, with its many advantages, has its fair share of challenges. It's essential to understand both to make informed decisions and to recognize where improvements or changes might be needed.
All of Adaption, Goal, Integration is missing while Latency (pattern maintenance) is persistent present. There is some explanation needed for the meaning of a words.
Red tape is a concept employed to denounce excessive or redundant regulation and adherence to formal rules for creating unnecessary constraints on action and decision-making. While the term is intended to describe an institutional pathology, some organizational theorists have argued that the existence of practices seen as red tape may be beneficial, and others have pointed to difficulties with distinguishing red tape from legitimate procedural safeguards.
👉🏾 The results of this are:
The structure for impersonated bureaucracy roles
For a bureaucracy to work efficiently, it needs to have some rules based on certain characteristics. These are like the precise measurements and steps in a recipe.
  1. Clearly Defined Roles. In an ideal bureaucracy, everyone knows exactly what they’re responsible for. This takes advantage of human capital, ensuring everyone has their proper place based on their abilities, skills, and experience. This also ensures central planning.
  2. Documentation. Keep records for everything. Whenever you need to verify something, there’s always a paper trail or, in modern times, a digital record.
  3. Consistent and Unbiased Rules. Just as traffic laws apply to everyone on the road, rules are the same for everyone in a bureaucracy and are applied consistently, without bias.
  4. Predictability. Imagine going to your favorite restaurant and ordering your go-to dish. You expect it to taste the same every time, right? Similarly, in a bureaucracy, actions, and decisions are predictable because they follow rules and procedures.
  5. Expertise. Just as a surgeon specializes in surgery and a chef excels in cooking, members of a bureaucratic system are trained and skilled in their specific roles. It’s all about putting the right person in the right job.
  6. Continuity. Institutions built on bureaucratic principles are designed to outlive any one person. In other words, they want to last as long as possible.
That what is required for the bureaucracy is a blocking factor for adaption and innovation.
B-1.2.2 Pathology in the organisations by bureaucracy
Bureaucratic Dysfunctions
Bureaucracy has a negative connotation caused by the excesses and the lack of corrective regulations. The reason why an administration is done and needed is going back to: Without legal assurances any kind of activities are too uncertain for doing any investment in work and/or capital. That result would be: no change, no innovation, just consuming and exhausting of what is existing. Instead of fighting the bureaucracy as a problem, the root causes of what is going wrong in a bureaucracy should seen as problems, got attacked.
A description of pathologies: Organizational Structure and Design
In a period of increasing demands for accountability, demographic changes in population, and economic crisis, most organizations are being forced to examine their fundamental structural assumptions. Bureaucracy - the basic infrastructure of organizations in the industrial world — is ill suited to the demands of our postindustrial, demographically diverse information society (Murphy, 2002). Bureaucratic characteristics not only are being viewed as less than useful but also are considered to be harmful.
Some of these built-in dysfunctions of bureaucracy include the following:
  1. Division of labor and specialization A high degree of division of labor can reduce staff initiative. As jobs become narrower in scope and well defined by procedures, individuals sacrifice autonomy and independence. Although specialization can lead to increased productivity and efficiency, it can also create conflict between specialized units, to the detriment of the overall goals of the organization. For example, specialization may impede communication between units. Moreover, overspecialization may result in boredom and routine for some staff, which can lead to dissatisfaction, absenteeism, and turnover.
  2. Reliance on rules and procedures Weber (1947) claimed that the use of formal rules and procedures was adopted to help remove the uncertainty in attempting to coordinate a variety of activities in an organization. Reliance on rules can lead to the inability to cope with unique cases that do not conform to normal circumstances. In addition, the emphasis on rules and procedures can produce excessive red tape. The use of rules and procedures is only a limited strategy in trying to achieve coordinated actions. Other strategies may be required. But bureaucracy's approach is to create new rules to cover emerging situations and new contingencies. And, once established, ineffectual rules or procedures in a bureaucracy are difficult to remove.
  3. Emphasis on hierarchy of authority The functional attributes of a hierarchy are that it maintains an authority relationship, coordinates activities and personnel, and serves as the formal system of communication. In theory, the hierarchy has both a downward and an upward communication flow. In practice, it usually has only a downward emphasis. Thus, upward communication is impeded, and there is no formal recognition of horizontal communication. This stifles individual initiative and participation in decision making.
  4. Lifelong careers and evaluation Weber's (1947) bureaucratic model stresses lifelong careers and evaluations based on merit. Because competence can be difficult to measure in bureaucratic jobs, and because a high degree of specialization enables most employees to master their jobs quickly, there is a tendency to base promotions and salary increments more on seniority and loyalty than on actual skill and performance. Thus, the idea of having the most competent people in positions within the organization is not fully realized. Loyalty is obtained; but this loyalty is toward the protection of one’s position, not to the effectiveness of the organization.
  5. Impersonality The impersonal nature of bureaucracy is probably its most serious shortcoming. Recent critics of bureaucracy attack it as emphasizing rigid, control-oriented structures over people.
Leaders in the twenty-first century will see a change in some of their duties. One change will be a shift away from simply supervising the work of others to that of contributing directly to the organization's goals. Instead of shuffling papers and writing reports, the modern administrator may be practicing a craft (Glickman, 2006).
👉🏾 That "one change" would be made possible when the administration is made very simple outside the administrant bureaucracy.
B-1.2.3 Lean processing combined to bureaucracy
How about business improvement using lean?
Culture is the key also in the administration, bureaucracy, information processing. Key Points for a Lean Transformation
Another VERY important part is to involve the workers in the lean transformation that affects their area. This has two main benefits. First, the chances of success are higher. Nobody knows the shop floor as well as the workers who work there every day. Access their knowledge to ensure the improvement actually works.
💣 On the opposite end, management by cost accounting is more likely to hinder lean. Often, the benefits of lean projects are hard to calculate. Anything that cost accounting can’t calculate is usually set to zero. If you believe this “zero,” then lean has no benefit, even though in reality it does.

Gartner quadrant
According to Gartner, Forrester and more in their tools, suppliers analyst reports.
The top right corner is the preferred location while strong strategy (value long term) is at the right side. The mindset of many decisions makers are trained and distorted by this way of interpreting a quadrant. 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.
Those two dimensions are the best fit in human understanding in trade-off choices. Another dissaving: there are however many more dimensions than just two. To use more dimensions in this simplistic visualisation multiple of those quadrants are needed. None of them will give an answer for all possible interactions.
👉🏾 The advantage: a useable approach for simple choices to offer in the hierarchy to decide on.
B-1.2.4 Lean dichotomies in the bureaucracy combination
Innovation X Stable operations
Innovation X Stable Operations
A conflict of interests that will last forever. 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

Eisenhower in qudarants
Business value X Complexity Simplicity
Only the evaluation on cost and promised estimate of delivery time is ignoring the obvious, complicated, complexity, chaotic as problem attribute. Prioritizing Value versus effort: It is a lot about expectations promises and emotions what should get done. A bias in forced technology forced way of working are unmentioned dangers.
👉🏾 The disadvantage: the conflicts are a everlasting search in balance, there is no simple solution.
Eisenhower decsion
Business value X Complexity Simplicity
Eisenhower matrix
Using the Eisenhower decision principle, tasks are evaluated using the criteria important/unimportant and urgent/not urgent, and then placed in according quadrants in an Eisenhower matrix (also known as an Eisenhower box or Eisenhower decision matrix".
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 advantage: a useable approach for simple choices to offer in the hierarchy to decide on.
Ancient automatization

B-1.3 How do organisations change?

Humans are aversive for change, as a result organisationa are als change aversive. The 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 seein a solution for:
  1. Machines 👉🏾 monotonously hard labour
  2. to decrease failures, bias 👉🏾 Automatization
  3. 👉helping humans, support at complex hard comprehensible algorithms. 👉🏾 Algorithms
Structure, the only problem

B-1.3.1 Defining the bureaucracy maturity by administrative tasks
The bureaucrat categories 1 and 4 extracted from Likert
Organizational Structure and Design Rensis Likert (1979, 1987) opposes the kinds of organizations that hew to the bureaucratic model. Likert's theory treats the structural prescriptions for organizational effectiveness more explicitly and completely.
R.Likert developed his theory of management_systems in the 1950s. He outlined a way of describing typical relationships, degree of involvement, and the roles of managers and subordinates in industrial settings. Four clusters of arrangements are identified. These "management systems" are known as:
  1. Exploitative Authoritative
  2. Benevolent Authoritative - less classical than System 1
  3. Consultative System - less supportive than System 4
  4. Participative System.
Using the words "system-#" in the VSM context the categorisation for Likert confusing, for this Likert is changed to "bureaucrat-#". There is enough similarity to see the levels as VSM and bureaucrat as a match with some adjustments: Start of "bureaucrat" classification (Likert):
Operations bureaucrat-1 bureaucrat-4
Leadership 1 Little confidence and trust between administrators and subordinates Subordinates ideas are solicited and used by administrators
Communication 3 One-way, downward communication Communication flows freely in all directions
Motivation 2 Taps fear status and economic motives exclusively Taps all major motives except fear
Interaction Influence 4 Little upward influence;
downward influence overestimated
Substantial influence upward downward and horizontally
Goal setting 6 Established by top-level administrators and communicated downward Established by group participation
Decision making 5 Centralized; decisions made at the top Decentralized; decisions made throughout the organisation
Control 7 close over-the-shoulder supervision Emphasis on self-control
Performance goals 8 Low and passively sought by administrators;
little commitment to development humans resources
High and actively sought by administrators;
full commitment to developing human resources

Likert argues that an organization will function best when its personnel function not as individuals but as members of highly effective work groups with high performance goals. The leader is seen as a "linkingpin;" that is, the leader is the head of one group but a member of another group at the next higher level.
The object of this approach is to move an organization as far as possible toward bureaucrat-4.

Category "bureaucrat-5", brain in a living organisation
In recent years, organization theorists have extended the open systems model by adding a "brain" to the "living organization." Peter Senge (2006), a professor at the Massachusetts Institute of Technology, popularized the concept of learning organization in his bestselling book The Fifth Discipline.
A learning organization is a strategic commitment to capture and share learning in the organization for the benefit of individuals, teams, and the organization. It does this through: Senge describes a model of five interdependent disciplines necessary for an organization to seriously pursue learning. He identifies systems thinking as the "fifth discipline" because he believes that thinking systemically is the pivotal lever in the learning and change process. Brief definitions of principles: The "bureaucrat" P.Senge classification:
Operations perspective bureaucrat-5
Leadership 1 Mental models influence personal & organizational views & behaviors.
Communication 3 Shared vision Sharing an image of the future you want to realize together.
Motivation 2 Personal mastery personal commitment to vision, excellence, and lifelong learning.
Interaction Influence 4 3M Muri, Mura, Muda: Continous improvement, closed loops
Goal setting 6 Team learning learning collectively, two brains are smarter than one.
Decision making 5 Systems thinking that sees all parts as interrelated and affecting each other.
Control 7 3M Muri, Mura, Muda: Continous improvement, closed loops
Performance goals 8 3M Muri, Mura, Muda: Continous improvement, closed loops

A metaphor to describe this systems theory-based model would be DNA or a hologram. Each is a complex system of patterns, and the whole is greater than the sum of its parts.

Category "bureaucrat-3", Rational-legal authority
What Weber In political sociology, one of Weber's most influential contributions is his lecture "Politics as a Vocation", in which he defined the state as an entity that was "based on the legitimate use of force". Weber proposed that politics is the sharing of state power between various groups, whereas political leaders were those who wielded this power. He divided action into the oppositional gesinnungsethik and verantwortungsethik [de] (the "ethic of ultimate ends" and the "ethic of responsibility").
Weber distinguished three ideal types of legitimate authority: In his view, all historical relationships between rulers and ruled contained these elements, which could be analysed on the basis of this tripartite classification of authority. Charismatic authority was held by extraordinary figures and was unstable, as it relied on the charismatic figure's success and resisted institutionalisation.
🤔 Rational-legal authority unlike the other types of authority, it gradually developed. That was the result of legal systems ability to exist without charismatic individuals or traditions
The development of communication and transportation technologies made more efficient administration possible and popularly requested. Meanwhile, the democratisation and rationalisation of culture resulted in demands that the new system treat everyone equally.
➡ To practice rational-legal authority effectively, certain details need to be prioritized to ensure adherence to its principles. Key elements to focus on:
Operations perspective bureaucrat-3
Leadership 1Structured
Hierarchies
⚖🎭
⚖ Define clear chains of command and responsibilities within an organization.
🎭 Ensure that roles and expectations are documented and understood.
Communication 3Documentation & Record-keeping
🚧⟳
🚧 Maintain detailed records of decisions and actions to enable review and accountability.
⟳ Use standardized formats for documentation to simplify processes.
Motivation 2Qualified
Personnel
⚠📚
⚠ Position individuals in roles based on qualifications and expertise rather than personal connections or charisma.
📚 Provide ongoing training and development for employees to maintain competence.
Interaction Influence 4Clear Rules &
Procedures
⚖🔰
⚖ Develop well-defined policies, laws, and protocols that guide decision-making and actions.
🔰 Ensure these rules are accessible and understandable to everyone involved.
Goal setting 6Impartial Application
⚖ 👓
⚖ Apply rules consistently across individuals, without bias or favoritism.
👓 Ensure transparency in decisions to foster trust in the system.
Decision making 5Adaptability
🚧⟲
🚧 Be open to revising rules and procedures when circumstances change or new information emerges.
⟲ Regularly evaluate the effectiveness of policies and update them as needed.
Control 7Accountability Mechanisms
🎭👁
🎭 Set up processes for auditing and monitoring actions to ensure compliance with established rules.
👁 Have systems in place to address grievances or violations effectively.
Performance goals 8Strategic Alignment
& Risk Management
⌛💰
⌛ Selecting and prioritizing change activities that align with the organization's strategic goals, portfolio.
💰 Budgets help identify financial constraints and opportunities, enabling proactive adjustments

👉🏾 The postion between his between bureaucrat-1 and bureaucrat-4 is the enablement of that transformation. There are five "bureaucrat-#" usuable understandble definitions. The art of communication bureaucrat-2 using closed-loops good-regulators is a topic on his own.
B-1.3.2 Rational-legal authority a cultural discriminator
The "Western culture", rational-legal capitalism
What Weber did covers very broad spectrum with interrelationships seen at that moment of the world. As part of his overarching effort to understand the Western world's unique development, Weber wrote a general study of the European city and its development in antiquity and the Middle Ages titled "The City".
These cities were previously under the jurisdiction of several different entities that were removed as they became autonomous. That process was caused by the granting of privileges to newer cities and the usurpation of authority in older ones.
🤔 His work got into the circle of systems thinking. As the 1940s ended, Weber's scholarly reputation rose as a result of scholarly interpretations of it through the lenses of Parsons's structural functionalism and Mills's conflict theory. ... Talcott Parsons, an American scholar, was influenced by his readings of Weber and Sombart as a student in Germany during the 1920s. ...

The "Western world", changing in time - start 21th century
The world has changed since Weber made his writings: 💣 New: the emotional discours against rationality. The charismatic and religious authority getting traction by misconceptions and emotions of not understanding what is going on, what was done in the big social community changes.
B-1.3.3 The evaluation of values in a bureaucracy
The "Western culture", rational-legal social impact
A review for Weber in the sociological context: Max Weber: bureaucracy theory and accounting approach (Researchgate: Burcu Bahceci Baskurt, Şuayyip Doğuş Demirci 2022 )
One reason for the interest in Weber's ideas from different fields is that these ideas can pose sociological questions within the scope of a horizon that covers an unexpectedly wide range of disciplines (Mommsen & Osterhammel, 2013, p. 1). Given the sociological and religious outline of Weber's theories, Weber's research in the field is expected to find a response on the religious plane.
🤔 In any case, rationality underlying the development of accounting in the West has been characterized as dependent on the characteristics of Western science, and specifically on mathematics and other natural sciences based on experimentation and rationality (Yayla, 2010, p. 31). From Weber's point of view, capitalism is rooted in Western culture. In addition, he argued that the types, forms and tendencies developed by capitalism within Western culture are unique to Western societies and cultures.
🤔 In addition to these, the use of technology is also a prerequisite for modern capitalism, and this condition can be rationally defended by mechanization. Finally, the separation of production enterprises from households and their institutionalization in a sense is essential for modern capitalism (Giddens, 1973, p. 180). The validity of these preconditions depends on the continuation of the existence of rational legal administrations of modern states.
👉🏾 That "capitalism" is caused by only seeing money as value, more types of value to add.
Strategic alignment - Conflict of interests
There is a long history with management approaches. One of those the Amsterdam Information Model (AIM) model.
Hierarchy strategy, tactics, operations This is sed in reorganisation advices by consultancy companies, the hidden goal: cost saving (See figure). There are several issues with this AIM model, these are: A switch from these quadrant and nine-plane ideas is difficult because they are pushed that hard for persistence. The mindset switch seeing the categorizations in different perspectives.

B-1.3.4 Perspective dynamics in a bureaucracy
Change in perspectives Organisation technology
Strategic alignment - Conflict of interests
The organising of organization and organising technology do not have a shared vision of direction. The orientation of the two interrelated systems is a dynamic wheel without a fixed position.
Dynammically sizing horizontal communication
Strategic alignment - Conflict of strength
The organising of organization and organising technology do not have an automatic balance in powers. The organisation ⚖ The power can be between balanced strong and little.
Reasons for an unbalance can be: The orientation of the two interrelated systems is a dynamic wheel changing its shape. Shapes that can hurt or are difficult to move in the environment.
Knowledge managent - Strategic alignment
Choices by decisions are part of how the system is expected to work and are defining limitations for what the system is capable of. How the process went into a choice is another aspect for knowledge. Both are information for doing administrations.
There can be conflicts in interests in openness, transparency for that kind of information.
💡❗✅ For information use Jabes to have all involved metadata information.
💡❗✅ For transformations use Jabes to collect all instructions (algorithms).

Ancient automatization

B-1.4 Flows: functional - technical

Processing in flows has a long history for what to do by who (impersonated). The stages 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
Processing in flows, the only problem

B-1.4.1 Obvious & complicated process flows
Deterministic ALC-V* approaches
The four stages are the generic full cycle, value stream mapping often goes only into the transformations. The steps in the transformations are important but we need to understand the whole for choices in a process structure.
  1. ALC-V1: For obvious systems there is no need for a validation.
  2. ALC-V2: For complicated systems the solution unambiguous.
    A validation in correctness of the realisation is required by uncertainties of quality of work.

The ALC-V1 model
The most simplistic approach. From human knowledge build a process.
The obvious flow ⚖ In a figure:
bp_lifedev01.jpg
There is a reusage of knowledge and experiences, only the validation is not done before going operational.

The validation could be too costly for one-offs that are used for new knowledge and used only once.

The ideas for doing lifecycle is on an old page: click here.
The ALC-V2 model
A more advanced approach. Human knowledge, human decisions building and changing processes.
The complicated flow ⚖ In a figure:
bp_lifedev02.jpg
⚖ In a figure:

😱 Functional value stream processing and their technical ICT realisations got confused, caused by volatile uncertain complex ambiguate regulations.

Also the knowledge of the technical realisation got lost. At the summary see: "F-1.2.4 Misunderstanding: ICT - Business".
🕳👁❗ The gaps to solve: 💡❗✅ For these gaps Jabes would be a solution to collect all information.

B-1.4.2 Complex & chaotic process flows
The non-deterministic ALC-V3 approach
The four stages are the generic full cycle, value stream mapping often goes only into the transformations. The steps in the transformations are important but we need to understand the whole for choices in a process structure.
  1. ALC-V3: complex and chaotic systems are ambiguous in a solution.
    The approach is using closed-loops while measuring the situations an improvement in desired results is possible. Limitations to understand:
    • Unknown-unknown question, a solution is possible: true / false / withrestrictions.
    • There are always uncertainties inaccuracies to deal with in the results.
    • 💣 The analogue approach of nature is difficult when the human education is full for unambiguity, predictability and exact digital values.

The 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.
The complex and chaotic flow ⚖ In a figure:
bp_lifedev03.jpg
The ideas for doing life cycle on an old page: click here.

😱 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".
🕳👁❗ The gaps to solve: 💡❗✅ For information quality, responsible usage: use Jabes to collect all information.

Landing staging duality
B-1.4.3 The flow stage preparations in value creating
The two fundamental dichotomies for information
Information processing is about: There is a continuous interaction between these two states in a process. A information process is based on four stages where the perspective for its usage can shift dynamically.
⚙ Parallel processing - reusing components
The goal with the flow in information processing:
parallel flows reuse
A figure:
See right side

😉 Component / material reusage from the semantic perspective or from the staging perspective.

⚙ Information preparation- Landing, Staging
There goal with the material retrieval:
Jabes process Assurance
A figure:
See right side

See: "T-3.5.3 Data model, stage: Information gathering" the nine plane in the upper corner explained.

B-1.4.4 The flow stage of value creating & delivery
⚙ Transforming information:
There are two perspectives with a transformation: 💡❗✅ For information quality, responsible usage: use Jabes to collect all information.
Jabes process Assurance
A figure:
See right side

See: "T-3.5.2 Data model, stage: Information transformation" the functionality and functioning.

⚙ Cyber/administrative:
The delivery has multiple options dependent on some agreement for its usage. Jabes process Assurance
A figure:
See right side

See: "T-3.5.1 Data model, stage: Information delivery" the goal for the transfoamtion process.

Delivery options:

Operations

B-1.5 Managing flows knowledgeable

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.
Hot to understand the processing in flows

B-1.5.1 The vision of understandable systems
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: There are all over dichotomies the evalution of a situation (static) amd processing (dynamic) one of those. The mindset by this model is used over and over again.

The functional location of compliancy
  1. 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.
  2. 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?
  1. Managing information only can be solved within the organisation❗
This ascertainment results to:
B-1.5.2 Wish: Data driven processes
Data driven in reality technology driven
When you want to build much software doing many deployments using data as the source of information, the following is a good approach.
Data driven processing in a figure:


Typical characteristics: 👁 Fast changing available technology (hypes) is in scope, are an option
⚠ Attention on aspects: Maturity, quality of information, possible impact caused by results
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: 💡❗✅ For information quality, responsible usage: use Jabes to collect all information.

B-1.5.3 The system as a whole to organize
Strategic alignment - Overhauled
Organizing the task and roles, reuse of the nine-plane. dtap layers application
A figure,
See right side:

In the context of information processing and using Jabes for knowledge management for what has been done and what will be done.

Axiom: Accountability information processing is within the organisation.
Roles, tasks:
⚙ Cyber/administrative: Data processing in a nine plane
A one dimensional approach is very limited for understanding what is possible.
Viewpoints in an ideate approach:
  1. There are three type of processes: ALC-V1, ALC-V2, ALC-V3.
  2. 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?
  1. Split the transformation step in multiple ones in the same approach.
💡❗✅ For information quality, responsible usage: use Jabes to collect all information.

B-1.5.4 What to organize in the system as a whole
⚙ Safety cyber/administrative: Jabes Metadata domains
💡 🎯 The following Jabes metadata domains are required:
⟳ A ⇅
PMOV (----)
 I PPIC vision PPIC
(---)
⇅ S ⟳
For a start with value streams not alle domains are needed.
Jabes detail see: "Y.2.5.2 Unique identifier knowledge containers (1)" more domains.
🕳👁❗ The ICT Cyber approaches is the first one without physical artifacts. Only a physical computer is somewhere. Safety 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.
💡❗✅ For information quality, responsible usage: use Jabes to collect all information.

⚒ The seeds for a growing 3D fractal system
In a two dimensional nine plane with the several types of external influence at the edges (4) and the mentioned 5 activity types in the SIAR orientation there is a square. For a small organisation that simple two dimensional model is sufficient.
The floorplans in a vertical perspective, in a video:

At the summary see: "F-1.5.3 Foundation plan of a 3D system model" Understanding the four layers.
💡❗✅ For information quality, responsible usage: use Jabes to collect all information for all layers.

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:
B-1.6.1 Connecting Systems thinking to bureaucratic systems
Usage area systems thinking
Process abstraction is a mindset with the goal to see similarities. Recognizing similarities allows to reuse the same concepts in different areas.
Examples at a very 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) 👁 ... ... 👁 👁 ... ...

Overview of the five bureaucrat orderings
Combining VSM system attributes opens bureaucracy for fractals in shifting log frames.
Operations System-1
bureaucrat-1
-2 System-3
bureaucrat-3
System-4
bureaucrat-4
System-5
bureaucrat-5
1 Leadership Structured Hierarchies Leadership Mental models
3 Communication Documentation &
Record-keeping
Communication Shared vision
2 Motivation Qualified Personnel Motivation Personal mastery
4 Interaction Influence Clear Rules &
Procedures
Interaction Influence 3M
6 Goal setting Impartial Application Goal setting Team learning
5 Decision making Adaptability Decision making Systems thinking
7 Control Accountability Mechanisms Control 3M
8 Performance goals Strategic Alignment
& Risk Management
Performance goals 3M


Cerberos dog three heads
Completing requirements for a topology
Work to do: solving BPM issues. (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. Real root causes:
  1. Incentives: Salaries based on the size of the group to manage, headcount and budget.
  2. Culture: "the way we work around here" the common practices.
  3. Structure: People think that the only way to work together by a shared boss.
  4. Resources: staff's time and budgets are fully committed to their own priorities.
See also: "Elucidation E-1.3.1 Recognizing cultural challenges, issues".
👁 Combining the attributes into the VSM system categorisation is leaving some gaps at the system-5 (normative management) that ensures that the organisation function as a whole cohesively and maintains its identity. These are assumed getting solved in continuous improvements to specialized in their context for setting something normative.
😉 The hidden 3M-s to maintain in bureaucrat-5: 😉 The too limited evaluation in value.
  1. value measured in capital enabling activities
  2. entropy value of the resources used and products produced
  3. value evaluated by ethos in the social community

B-1.6.2 Connecting bureaucratic systems to topologic systems
Regulations: technicals & functionals
There are many regulations to comply by organisations. The one that is changing fast in regulations is on safety in information processing. Safety in the context of functional aspects where the technology safety aspects are not leasing but following. The topics for that are mostly related to Confidentiality Integrity Availability (CIA) by different perspectives. The result of a BIA analyses for CIA levels should be verifiable.
💡❗✅ For process requirements & design use Jabes to collect all information:

Morpholgy Mug -wikipedia
An understading in topology for interactions
Topology (mathematics) Topology (from the Greek words τόπος, 'place, location', and λόγος, 'study') is the branch of mathematics concerned with the properties of a geometric object that are preserved under continuous deformations, such as stretching, twisting, crumpling, and bending; that is, without closing holes, opening holes, tearing, gluing, or passing through itself.
A topological space is a set endowed with a structure, called a topology, which allows defining continuous deformation of subspaces, and, more generally, all kinds of continuity. Euclidean spaces, and, more generally, metric spaces are examples of topological spaces, as any distance or metric defines a topology.

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

The original nine plane was not using organisational pillars but a type of tasks to be done. Overhauling this nine plane that way and putting tasks in them gives a complete different approach.

Properties advantages: There are disadvantages: 💡❗✅ For information use Jabes to have all involved metadata information.
💡❗✅ For transformations use Jabes to collect all instructions (algorithms).

B-1.6.3 Incentives, Culture, Structure, Resources
The 3M cahallenges to measure for maturity
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
irrationality
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


B-1.6.4 Maturity fundaments processes "Cyber/administrative"
Maturity Basic organisation
The deviation to Classic BPM, not going for siloes.
BPM aspects
BPM approaches maturity in distinct layers, see figure.
These can be activities tasks/roles without siloes when communicating cooperating horizontally.
👓 click here for Jabes chapters maturity organisation .


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 BurOrg BurCrat OprFlow MngFlow CMM3-4AS 🔰
  
🚧  Missions Processes F-ALC Gold T-ALC CMM4-4AS 🚧
  
🎯 Visions Mutate Legal Public T-*AAS CMM5-4AS 🎯


B-2 Changing organisational 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 with 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 cubicle representation of the model did show a lot. The static element information is well to place. Processing, transforming, is a dynamic process.
A circular representation is a better fit.
The cycle:
Customer interaction: bottom right side.
Supply chain interaction: bottom left side.

Data driven at the Siar model
Still valid: It is the customer demand that triggers activity. Who is the customer?
Answer: That depends.
The Business-within-a-business Paradigm every group on the organization chart is an entrepreneurship serving internal and external customers ... The business-within-a-business paradigm is not just a driver of vision. It guides every step of your transformation road-map.
B-2.5.2 Goal: Controlled operations
The impact of functional compliancy
The "Data Controller" is accountable.
When everything would go perfect, no actions are needed for corrections.
Expecting perfection is an illussison. Wat about the line?
One of the principles in lean is not propagating downstream for what went wrong.
Keep Calm and Stop the Line—Part 2
The need to stop the line applies not only to quality problems, but also to other types of problems like missing material or a broken tool. Similar to quality issues, problems will compound. ....
Please note that this pressure is also not so much pressure on the operators, but rather pressure on the managers to improve the system. The operators can and must help, but the responsibility lies with management.

🕳👁❗ The equivalent of the first and second line superviors are more important in administrative/cyber than the physical world. However they are not recognizable or visible.
🕳👁❗ Awareness for quality & reliability administrative/cyber world.

Mentioned for the managemetn of the line (value stream): 🤔 first line, and second line is associated with the customer ServiceDesk. The customer ServiceDesk is seen as not important for the organisation. The ServiceDesk a commodity role, with the cost saving argument, often set on distance.
⚠ there is something weird going on given these contradictions.
Controlled process data driven
Assume a process with quality, integrity, reliability in mind.
The goal: most of the processed cases are delivered without issues, without complaints.
To solve: the exceptions with issues or / and complaint.
Data driven processing in a figure:
Jabes run technoloy deviations change
A figure:
See right side

Typical case processing: 👁 Known issue are input for cage to operating instructions. They are to be documented for knowledge information. A recent modern name: "backlog".
⚠ The line supervisor of the value stream must be a role in place.
💡 🎯 Use the Jabes structure for this within the portfolio product metadata domain.
B-2.5.3 Goal: Controlled product changes
When the product is not what is wanted, a change for that an option. The change can be a technical tool or the functional value stream logic. It is usually not a good idea to change both in the same time when wanting to analyse unexpected behaviour.
Product change in a figure:
Jabes technoloy change
A figure:
See right side

In this one th ordering of activities is more surprising.
❗ 👁 There is no need for: Doing many interations in parallel is a common approach in engineering.
💡 🎯 Use the Jabes structure for this within the portfolio product metadata domain.

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:

Doing a change for a product is requiring a lot of communication to achieve alignment. From the initiative position "Tactical - Steer" to four other direct parties that will involve all.
Direct relations: 💡 🎯 Use the Jabes structure for this within the portfolio product metadata domain.

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, why?
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"
Sinek highlights the importance of taking the risk and going against the status-quo to find solutions to global problems. He believes leadership holds the key to inspiring a nation to come together and advance a common interest to make a nation, or the planet, a more civilised place.

Intermediate, zachman surprise
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: "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.

Lucid Zachman

📚 B.2.6.2 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

B-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


B-2.6.4 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. The way out: get basic understanding of real lean theory and the root causes of the blame game problem. 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 the 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 physical transport in administrative/cyber is not valid.
The argument of physical operator actions in administrative/cyber is not valid.
Two cycles: one for the operational activities, another for changing operations, is valid.
In the physical world engineers building machines are not also operators.
In the physical world operators of complex machines are highly skilled.

🎯 Visions Mutate Legal Public T-*AAS CMM5-4AS 🎯
  
🚧  Missions Processes F-ALC Gold T-ALC CMM4-4AS 🚧
  
🔰 Contents BurOrg BurCrat OprFlow MngFlow CMM3-4AS 🔰


B-3 Changing business missions


B-3.1 Visions - Goals

Hierarchy feodal Hierarchy Confused Managing the organisation is balancing act in a hierarchical command and a network shared interests approach.
B.3.1.1 Functional missions visions of an organisation
Out of scope.
B.3.1.2 Competition in visions goals by forces
Frameworks
Framework are not the silver bullet solution.
Made simple by seen remarks:
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.

Competition 5 forces
In a mature market with an existing market competition:
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.
What is missing: Porters 5 forces
The cost factor with scale tends to natural formed monopolies.
Monopolies can be formed by mergers and integrations, form naturally, or be established by a government. In many jurisdictions, competition laws restrict monopolies due to government concerns over potential adverse effects. Holding a dominant position or a monopoly in a market is often not illegal in itself; however, certain categories of behavior can be considered abusive and therefore incur legal sanctions when business is dominant. HBS five forces porter
in a figure:

Choosing a business model:
Porter´s generic strategies In general:
❶ 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;
❷ 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
❸ 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).
Three_Generic_Strategies
in a figure:

B.3.1.3 Vision for Organisations: Leaders
There are a lot of management advisories. is a lean approach something peculiar?
Not really. 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

Before a mission can be started equipment must be in order: Without authority, a leader cannot direct and guide their followers towards a common goal.
Without accountability, a leader cannot be held responsible for their performance and outcomes.
B-3.2.1 Imbalance: Steer Shape Serve
⚙ Operational governance
See: 🕳👁❗ Reorganize: Authority, accountability for planning operations at the shop floor
🕳👁❗ Alignment: Authority, accountability for recovery planning at the shop floor

⚙ Security governance
See: 🕳👁❗Reorganize: have the CSO in a position for coordinated advice.
🕳👁❗Define: When it is necessary to stop the line.
🕳👁❗Reorganize: Define a direct point of communication within the supervising (organisation) that will stop the line in case of an event seen by the SOC.

B-3.2.2 Functional management
⚙ First line, second line supervisors
Looking for the cyber/admiministrative physical equivalent of who accountable for the value stream flow. The hierarchical implementation is easily missed.
Training Within Industry—Second-Line Supervisor Job Instructions Training Within Industry and its modules Job Instructions, Job Relations, and Job Methods are well known. ...
Job Instructions for Second-Line Supervisors (nowadays called managers). This is a hierarchy level higher, and the goal is to support and guide the shop floor supervisors on how to use job instructions.

Line management Lean
⚙ 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

🕳👁❗Alignment: Align Authority, accountability: value stream Cyber/administrative
🕳👁❗Alignment: Use the waterstrider for information source Cyber/administrative
In the physcial world anybody can see what is going on. In the Cyber/administrative world we need a tapping point.
B-3.2.3 C-roles ambiguities
CIO Chief Information officer
CIO (techtarget) The responsibilities of CIOs vary according to the organization, industry and region in which they work. The chief information officer at one organization could have an entirely different set of responsibilities from the CIO down the street. CIOs in most organizations are responsible for the IT and computer systems that support enterprise goals. It is the CIO´s job to innovate, collaborate, balance the IT budget and motivate IT staff. ...
Regardless of their educational background, CIOs must be able to monitor and understand technology trends and tap the knowledge of technology experts. Other skills and expertise that can be useful in the top tech job include the following: ...
As their jobs evolve and require disparate skillsets, CIOs must be flexible. They will have to draw on their own diverse strengths and those of their colleagues, teams and partners. Collaboration will be key, and duties and job titles will overlap. When working with their teams, CIOs may have to shift their focus from talent acquisition to talent development on the job and through training programs.

CSO Chief Security officer
CISO, CSO (techtarget) When the CISO is also responsible for the overall corporate security of the company -- which includes its employees and facilities -- they might simply be called the chief security officer.
The functions of the CSO role can be broken down into three main subcategories: prevention, governance and investigation. Strong research competencies are required for risk mitigation and regulatory compliance. Analytical thinking and problem-solving skills are necessary for incident response and crisis management.
Strong communication skills are essential to deal effectively with a variety of stakeholders, both internal and external. These include law enforcement agencies, homeland security, internal management and employees of different departments.

There are a lot of special capabilities. The CSO is a strange interaction when placed in some pillar or above all of them. Stakeholder are in all pillars, another line authority where someone else is in lead is a conflict.
🕳👁❗Reorganize: have the CSO in a position for coordinated advice.

SIAR cycle

B-3.3 Regulations, compliant processes

During performing a mission, equipment must be in order: Without authority, a leader cannot direct and guide their followers towards a common goal.
Without accountability, a leader cannot be held responsible for their performance and outcomes.
B-3.3.1 Requirements, stage: Inventory, Categories
⚒ Applicable regulations
This is a growing list. Many are for a particular segment in the market, others are generic. For administrative/cyber there are frameworks but what is applicable by regulations is by a segment in the market. An example, PCI security standards:
PCI SSC Overview PCI Security Standards are developed specifically to protect payment account data throughout the payment lifecycle and to enable technology solutions that devalue this data and remove the incentive for criminals to steal it. They include standards for merchants,service providers, and financial institutions on security practices technologies and processes, and standards for developers and vendors for creating secure payment products and solutions. See figure:
PCI DSS

⚙ Cyber/administrative product line
Before requesting to build a product line, the strategical requirements must be clear enough for design, architecting. What to deliver: It is the first step controlling the product line.
ABPM strategy
A figure:
See right side

B-3.3.2 Compliancy, stage: Transformation Realisations
⚒ Design - Architect - Build
Having enough details and a starting budget, work can get initiated.
A decision to made and communicate.
⚙ Cyber/administrative life cycle
The architectin & building process is a continous cycle, progress feed-back part of the cycle. The goal, "Jabes", is having a solid fundament for what is agreed and what is going on.
The product process line: Jabes generic process
A figure:
See right side

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

B-3.3.3 Compliancy, stage: Evaluations Validations
⚒ Design - Validate
Technical and functional validations are part of the line solution, it is well possible aspects have been missed.
⚙ Cyber/administrative product line
Just before or immediate after deployment of the process line, it is the moment for affirmation on a holistic validation for the compliancy requirements. The goal with independetn reviews:
Not being prepared for unknown events is detrimental to the image.
ABPM process asses pdca
A figure:
See right side

B-3.3.4 Retrospective relationships
⚒ regulations requirements - validated compliancy
⚙ Cyber/administrative processing processes
The "processing processes" is a process. In the abstraction of processes there shoud be a fit with the more easy understandable ones (operational tactical).
There are three sever type of missions: ALC-V1, ALC-V2, ALC-V3.
There are three steps in processing: Annual Objectives, Top Priorities, Improvement Targets.
❓ Would there be mission goals?
Hopefully there are mission goals for processes, when not there is work to do.
❓ What would the relation be between missions and changes?
Putting them in a mindmap, a nine plane:
(Annual) (Top priorities) (Improvement targets)
ALC-V3
ABPMP_BPMarchit.jpg
ALC-V2
ABPMP_BPMdevideate.jpg
ALC-V1
ABPMP_BPMimplement.jpg
Demand requirements
ABMP strategy
long term
optimized

Intermediate term
controlled

Short term
executing

Process - Transform
Jabes generic process
long term
optimized

Intermediate term
controlled

Short term
executing

Delivery Compliant
ABMP pdca
long term
optimized

Intermediate term
controlled

Short term
executing



Modern public

B-3.4 Public culture alignment

After a mission results are evaluated for: Without authority, a leader cannot direct and guide their followers towards a common goal.
Without accountability, a leader cannot be held responsible for their performance and outcomes.
B-3.4.1 Public obligations
⚒ Annual financial
The yearly mandatory annual reports based on financial obligations should be well known.
🤔 ❓ Are financial profits the only goal?
To be honest, not❗. Budgets are enabling activities whether the are personal or for an organisation. There should be no shortage but being overflooded with finance is 😉 waste.
⚒ mission values
Hoshin Kanri:
Part 1: The To-Do List x-matrix 4 seasons
... you will sooner or later come across an X-Matrix. It is a visually very impressive tool, but I am in serious doubt about its usefulness. It focuses on the creation of the Hoshin items, but to me this approach is overkill, and – even worse – may distract the user from actually following the PDCA, especially the Check and Act parts. ...
Setting the right goals and filtering them through the organization is important in Hoshin Kanri. In my first post I talked in detail about this as the "to-do list." ...
Like the “normal” Hoshin Kanri, this document is done at different levels in the hierarchy, starting with the top executive. These are named rather straightforward as top-level matrix, second-level matrix, and third-level matrix.

Hoshin Kanri X-matrix
A figure:
See right side

Criticsm:
Most Hoshin Kanri documents that I know cover one year. This is usually a good duration, since one year allows for quite a bit of improvement activity. This duration is also long enough to see the results and review the outcome.
The fit with the SIAR model and PDCA DMAIC is far to nice. It solves: "who and why" going from "knowledge" (Jabes stage proposals backlog) into initiating activities.
🕳👁❗Hoshin Kanri maturity evaluation.

⚖ News in the media
Positive news is hardly memorized, negative news is harmful, memorized for a long time.
Better to avoid negative news and when bad things happen not worsening by acting by more bad things for the media.

⚙ Internal communication
The attitude can be with e negative sentiment, harming the organisation, or motivational. For example: Telling staff they are just simple replaceable resources is not motivating.
B-3.4.2 Uncertainties in processes - decisions
decision-matrix
From strategic planning to policy evaluation to process modeling, your choices are often complex and have a direct impact on the business. With so much at stake (and so many factors to consider), how can you know if you’re making the best choice? A decision matrix can help.
The nice thing about the decision matrix is that it can apply to many different types of decisions. However, it is most effective when you or your team is comparing multiple options or criteria that need to be narrowed down to one final choice.
Lucid decision scores
A figure:
See right side

This example of team building is an automatic scoring model with an possible high impact on a person revealing sensitive personal details.
Confusion_matrix Confusing text on this decision matrix, the language is incomprehensible: In the field of machine learning and specifically the problem of statistical classification, a confusion matrix, also known as error matrix, is a specific table layout that allows visualization of the performance of an algorithm, typically a supervised learning one; in unsupervised learning it is usually called a matching matrix.
Wiki confusion matrix
A figure:
See right side

This is a simple binary decision matrix.
❓ 💣 Wat is missing? Expected profit game theory, pay off matrix. Although game theory can be and has been used to analyze parlour games, its applications are much broader. In fact, game theory was originally developed by the Hungarian-born American mathematician John von Neumann and his Princeton University colleague Oskar Morgenstern, a German-born American economist, to solve problems in economics. ...
In stressing the strategic aspects of decision making, or aspects controlled by the players rather than by pure chance, the theory both supplements and goes beyond the classical theory of probability. It has been used, for example, to determine what political coalitions or business conglomerates are likely to form, the optimal price at which to sell products or services in the face of competition, the power of a voter or a bloc of voters, whom to select for a jury, the best site for a manufacturing plant, and the behaviour of certain animals and plants in their struggle for survival. It has even been used to challenge the legality of certain voting systems. ...

(Rationality): The theory of rational choice advises deciders among risky alternatives on how to keep their decisions consistent with one another and with their values. It says one should choose the option with the greatest expected utility: the sum of the values of all the possible outcomes of that choice, each weighted by its probability. People may flout it by taking steps to avoid an imaginable outcome while ignoring its probability, ...that they pay more ... than they would, over the long run, for the repairs.
...
So, why do people so often make irrational judgments and decisions? It´s not that we´re an inherently irrational species.
  1. Rationality is always bounded.
  2. Human rationality is optimized for natural contexts.
  3. Rationality is always deployed in pursuit of a goal,
    and that goal is not always objective truth.
  4. Many of our rational beliefs are not grounded in arguments or data that we establish ourselves but are based on trusting institutions that were established to pursue truth, such as science, journalism, and government agencies. (negative/positive)

With this big gap and the resulting high impacts it should get solved. The theoretical topic is that complicated specialists are needed. Operations research , application of scientific methods to the management and administration of organized military, governmental, commercial, and industrial processes. .... it focuses on the performance of organized systems taken as a whole rather than on their parts taken separately.
See also Abraham Wald, survivorship bias.
🕳👁❗Rational decision underpinning.

B-3.4.3 Uncertainties in processes - algorithms
Operations research
Phases of operations research
With this big gap and the resulting high impacts it should get solved. The theoretical topic is that complicated specialists are needed.
🕳👁❗Process Purpose, solution reasoning , formula usage.

Operations

B-3.5 BPM Technology Change alignment

Product data management (PDM) is focused on capturing and maintaining information on products and/or services through their development and useful life. Change management is an important part of PDM/PLM.
⚖ Legal:
Contracts, negotations are left out of scope although important.
B-3.5.1 Wish: In control with processes
The proces life cycle
Product lifecycle (wikipedia)
In industry, product lifecycle management (PLM) is the process of managing the entire lifecycle of a product from inception, through engineering design and manufacture, to service and disposal of manufactured products. PLM integrates people, data, processes and business systems and provides a product information backbone for companies and their extended enterprise.
❓Why should PLM be reserved for industry of physical artefacts.?
Situation Input Actions Results, SIAR lean structured processing
Mindset prerequisites: Siar model - static
The model covers all of:

Data driven mindset from the Siar model
The mindset by this model is used over and over again.
Ideate - Asses, Plan - Enable, Demand - backend, Frontend - Delivery
Mindset prerequisites: Siar model - dynamic
The cubicle representation of the model did show a lot. The static element information is well to place. Processing, transforming, is a dynamic process.
A circular representation is a better fit.
The cycle:
Customer interaction: bottom right side.
Supply chain interaction: bottom left side.

B-3.5.2 Control: Manage relationships
⚖ Strategic alignment - Overhauled
Organizing the task and roles, reuse of the nine-plane. This nine plane is an overhauled version intended for for strategy alignment.
Following the required match of accountability and authority there are no diagonal interactions.
dtap layers application
A figure,
See right side:

Simple clear Roles, tasks: Following horizontals, verticals several PDCA / DMAIC manageable cycles are visible.
⚒ Crossing lines communication issues
Seeking symbols for tasks-roles resulted in the visual, showing new issues :
Organisation accountabilities
B-3.5.3 Control: Process Purpose
⚖ processes line supervisor
Assumption to verify: There is role task defined for the line supervisor. ⚠❓ When this is not in place how would it be possible to manage a process line?
see: B-3.2.2 Functional management.

⚙ solution reasoning
The public discussion on algorithms is vague full of ambiguity. More understandable is: see: B-3.4.3 Uncertainties in processes - algorithms.

❗📚 Actions are needed to overcome this fundamental problem.
What is needed to set by guidelines:
⚒ formula usage
The public discussion on algorithms is vague full of ambiguity. ⚠ 😱 The impact of wrong outcomes is a problem that should have been mitigated in the solution.

❗📚 Actions are needed to overcome this fundamental problem.
Understandable to set by guidelines is:
B-3.5.4 Control: Manage hierarchy
Strategic alignment - Overhauled
Organizing the task and roles, reuse of the nine-plane, taks roles are simple and clear.
dtap layers application
A figure,
See right side:

An organisation is hierarchical organised, reason: authority - accountability.
There is obvious no easy match with the nine-plane layout.
organisational  chart
A figure,
See right side:

❗📚 Actions are needed to overcome this.
There is no generic advice for this, everybody has to solve that by themself. There are challences:
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"
Financial gaps to structured approaches
❶ 💰 Not knowing a financial value possible ignores the real value.
❷ 💰 Executing by financial key performance indicators distract from real values.
❸ 💰 OpEx, CapEx are financial accounting choices not based on real values.
Choices made on only financial profits can have big impact on the organisation long term life expectations. Examples:
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. This categorization is for the intended "why" 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 right side

A gap to a structured approach
There is a lot of management jargon hiding the real goals with all uncertainties.
❓ 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. 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:
B-3.6.3 Summary Advice organisational leaders
Shortlist
At a high level:
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.

Maturity Basic & advanced organisation
Basic at:
"B-1.6.2 Incentives, Culture, Structure, Resources" the culture metrics are categorised. Culture is created and maintained by organisational leaders they are the first ones to be good enough to enable the working staff.
Advanced:
Maturity id SubId Source Context
CMM-4AS-7 Corrective
RACI-1 B-3.2.- VSM Clear accountabilities responsibilities. Conceptual
RACI-2 B-3.2.- VSM Tasks, roles, aligned to accountabilities. Conceptual
O1 B-3.3.2 Compliancy to regulations and additionals Process
T1 B-3.3.2 Compliancy to regulations and additionals Integrity
P1 B-3.3.2 Compliancy to regulations and additionals Availablity
O2 B-3.4.1 Hoshin Kanri maturity evaluation Process
T2 B-3.4.2 Rational decision underpinning. Integrity
P2 B-3.4.3 Process Purpose, solution reasoning, formula usage. Availablity
CMM-4AS-8 Algorithms
RACI-1 B-3.2.- VSM Clear accountabilities responsibilities. Conceptual
RACI-2 B-3.2.- VSM Tasks, roles, aligned to accountabilities. Conceptual
O1 B-3.3.2 Compliancy to regulations and additionals Process
T1 B-3.3.2 Compliancy to regulations and additionals Integrity
P1 B-3.3.2 Compliancy to regulations and additionals Availablity
O2 B-3.4.1 Hoshin Kanri maturity evaluation Process
T2 B-3.4.2 Rational decision underpinning. Integrity
P2 B-3.4.3 Process Purpose, solution reasoning, formula usage. Availablity
CMM-4AS-9 Regulations
RACI-1 B-3.2.- VSM Clear accountabilities responsibilities. Conceptual
RACI-2 B-3.2.- VSM Tasks, roles, aligned to accountabilities. Conceptual
O1 B-3.3.2 Compliancy to regulations and additionals Process
T1 B-3.3.2 Compliancy to regulations and additionals Integrity
P1 B-3.3.2 Compliancy to regulations and additionals Availablity
O2 B-3.4.1 Hoshin Kanri maturity evaluation Process
T2 B-3.4.2 Rational decision underpinning. Integrity
P2 B-3.4.3 Process Purpose, solution reasoning, formula usage. Availablity

This sums up to six metrics. Half of the total number of metrics in direct influence sphere by organisational leaders.

B-3.6.4 Following steps
retrospective
Going trough all this again, some experience from the paste are resurrected: The switch to how to improve something is a np-hard problem.

other pages
Missing link devops bpmc design_sdlc devops bpm devops sdlc devops bianl
These are design sdlc concepts, others:

Serve
Technology SDLC Development Life cycle (next)

Shape
Business intelligence, Analytics and others

math previous,
get-away technical operational.



🎯 Visions Mutate Legal Public T-*AAS CMM5-4AS 🎯
  
🚧  Missions Processes F-ALC Gold T-ALC CMM4-4AS 🚧
  
🔰 Contents BurOrg BurCrat OprFlow MngFlow CMM3-4AS 🔰

© 2012,2020,2024 J.A.Karman
🎭 Concerns & Indices Elucidation 👁 Summary Vitae 🎭