Design Sense - thoughts

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How to organize ICT, existing knowledge.

Thinktank, brainstorm.

sense or not. Living ICT, can feel:
(I) - strictly controlled
(II) - luxurieus settled friendly
(III) - feel abandoned, lonely
(IV) - beautiful, full of uncertainty
🔰 An index contents is the counterpart of thsi page.


Reference Topic Squad
Intro Thinktank, brainstorm. 01.01
it4mind Mindmap Strategic Alignment. 02.01
AIM-classic Strategic Alignment, classic frameworks. 03.01
conflict Recognizing & handling conflicts. 04.01
archimind ICT Architecture Alignment. 05.01
Agile ict Being Agile, Pull system. 06.01
Following steps 06.02
same rv Business - Technology (SAM) revised. 07.01
control Span of control, revised. 08.01
core adm Core business - Administration. 09.01
meta rv Meaning of data metadata, revised. 10.01
tech rv Technology usage, revised. 11.01
Leanwise Lean Agile, Horse Sense. 12.01



Mindmap Strategic Alignment.

IT is like exploring of a big elephant. 🤔 having a lot of details to concerns. Like:
  1. IT governance,
  2. Compliance,
  3. Security,
  4. Tools,
  5. Proces patterns,
  6. Life Cycle Management,
  7. .. etc.
Focussed on a single detailed easily conflicts to reality, the bigger picture. The generic security with compliancy is having my special attention as being one often bypassed and forgotten. It is part of describing data that is: "meta".

The focus on Technology is not nice Information and Communication are not less important. Communication in the context of understanding each other aside also being a technology component. Information Communication Technology. I prefer ICT above IT.
ICT is sometimes used synonymously with IT (for information technology); however, ICT is generally used to represent a broader, more comprehensive list of all components related to computer and digital technologies than IT.

Categorizing working experience
When structuring all of my wildest experiences in a mind map for the content the first category level was:
It is switching between a bottom up, what is possible, and a top down, for what is the dream to achieve.

The next categorisation was the type and environment for the work. Using not that common abbrevations helped for a new way that fits into the classic ones.
The technology (Data, Meta, Math) view is different tot that of the organisation - business (BPM,SDLC BIANL). Their interactions with each in all levels is the challenge.

IT Activitiets IT4IT
Doing Information Technology is requiring al lot of communications. When IT is seen as a problematic kind of work frameworks to organize that work are getting made, promoted and sold. A long list of activities is seen in figures for those frameworks. it4it it4it.png
An infrastructure that provides Boundaryless Information Flowhas open standard components that provide services in a customer's extended enterprise that: Combine multiple sources of information Securely deliver the information whenever and wherever it is needed, in the right context for the people or systems using that information.

Strategic Alignment, classic frameworks.

The classic one is: Business * Information Technology (Henderson Venkatran). The communication between the external provider and the internal lines is a problematic by the different goals of the involved parties. Added in between is Informations management using business analytics (AIM).

Henderson Venkatraman (1993 IBM)
The Strategic Alignment Model (see Figure) identifies the need to specify two types of integration between business and Iff domains. The first, termed strategic integration, is the link between business strategy and Iff strategy reflecting the external components. More specifically, it deals with the capability of Iff functionality to both shape and support business strategy.
The framework was promoted by the technology provider. "IT strategy" for the technology scope was never and will never be activity that each organisation will solve on their own. Generic and commercial available solutions will be preferred being more robust having more functionality and cost less.
A part that is causing concerns is this is the I/T governance not being part of Business strategy. With the GDPR it is made clear that this idea is untenable. The data controller role is mandatory within scope of a the business.
Another concern is the administrative infrastructure is separated from that of information technology. These days administration is not possible anymore without information technology. Some organisations core processes are administrative only.

SAME, AIM model.
The learning loop from "Working Paper 99-03 A Generic Framework for Information Management R. Maes, April 1999"
For a long period, strategists have distanced themselves from operations on the shop floor: "operational effectiveness is not a strategy" (Michael Porter). The strategic importance of excellent operations has rather recently been (re)discovered in the context of customer-oriented thinking; it goes together with a reorientation of core capabilities (Hayes, Pisano and Upton, 1996) and with the breakthrough of ERP software packages.
🤔 The capacity loop is for optimisation of business processes. With an overburdening in frameworks like ITIL it has revised in the DEVOPS (development / operations) labelling. That overburdering has a cause by the commercial interests in selling and implementing those frameworks.

SAME SAM enhanced, AIM R.Maes
Now we have IT4IT. Initially set up by a number of vendors (Accenture, CapGemini, HP, PwC) and some user organizations (Shell a.o.), but then transferred to the Open Group, where it was handled by again some of the global leading consulting organizations and a number of user organizations (read Geoff Harmer´s analysis). The faces of IT4IT now are Accenture, HP, and of course a few customer organizations to avoid the idea of a commercial interest (Shell, Achmea).

Recognizing & handling confficts.

With different concerns, different interests, different type of persons conflicts will arise. You cannot avoid conflicts, it is the challenge how to manage those conflicts in an acceptable way. The ethical questions are not always felt as conflicts as theys should seen to be a conflict.

brmbok bisl
Relationship Management Institute´s BRMBoK© with the ASL BiSL Foundation´s Business Information Services Library (BiSL©). The explicit distinction between information and technology emphasizes that the business needs information, and that technology is the enabler. Information and technology are intimately intertwined, yet each needs to be managed in its own right.
Solving frictions, problems
(cynefin wikimedia) Cynefin Framework helps managers to identify how they perceive situations and make sense of their own and other people´s behavior.
Disorder domains happen when you become uncertain of what stage you are in in your project and you do not know if any plans are working or not.

Leaders Job:
( By Maxgeron - Own work, CC BY-SA 4.0,
Enlarge for details, an overview:
    leader task,
    danger signals,
👓 (By Maxgeron - Own work, CC BY-SA 4.0)

Ethical awareness
Working wirh ICT seems to be a binary world true/false. The reality is a complex and complicated one full of uncertaintities. Working wiht uncertaintities gives ethical responsibilities.
There is increasing use of algorithms in the health care and criminal justice systems, and corresponding increased concern with their ethical use. But perhaps a more basic issue is whether we should believe what we hear about them and what the algorithm tells us. It is illuminating to distinguish between the trustworthiness of claims made about an algorithm, and those made by an algorithm, which reveals the potential contribution of statistical science to both evaluation and "intelligent transparency." In particular, a four-phase evaluation structure is proposed, parallel to that adopted for pharmaceuticals.
Finally, whenever I hear claims about any algorithm, 👓 my shortlist of questions I would like to ask include:
  1. Is it any good when tried in new parts of the real world?
  2. Would something simpler, and more transparent and robust, be just as good?
  3. Could I explain how it works (in general) to anyone who is interested?
  4. Could I explain to an individual how it reached its conclusion in their particular case?
  5. Does it know when it is on shaky ground, and can it acknowledge uncertainty?
  6. Do people use it appropriately, with the right level of skepticism?
  7. Does it actually help in practice?
I feel that question 5 is particularly important.
(David Spiegelhalter 2020)

ICT Architecture Alignment.

Planning designing discussing at a high conceptual level is giving a structure for planning and realisation. Not everything is isolated to some isolated domain. IT governance and the Software Development Life Cycle are global for an organisation.

Reference to an architecture.
praba shiva 🤔 Thoughts: The blog of prabasiva has a nice reference for the generic lines SDLC and IT governance, Compliance, Security, Tools. I got those lines in SDLC and "meta" both a combined series of similar topics.

Do a shopping list for what components, materials are needed. Software_bill_of_materials (wikipedia)
Software vendors often create products by assemblingopen source and commercial software components. The software BOM describes the components in a product. It is analogous to a list of ingredients on food packaging.

Business Event Analysis & Modeling.
Asking what is needed using the 7w´s is modelstorming, beam. 🤔 Not boiling the ocean, but delivering what is needed as soon as possible. It is about what data is needed for reporting. The same questions can be asked for what is needed procsessing the information.
agile dwh

Being Agile, Pull system.

🤔 Going for: lean, agile, doing more with less is mostly about cost saving. The lead for lean is car manufacturing in Japan. A pull system, only build what is needed and avoiding evils. There is not one evil to avoid, there are many of them.

Muda, Mura, Muri
The Three Evils of Manufacturing (
You will never reach the full potential if you only look at one of the three evils.

Muda: The most famous of the three evils of manufacturing is waste (muda). This is commonly divided into the famous seven types of waste:
  1. Transportation
  2. Movement
  3. Waiting
  4. Over-Processing
  5. Defects and Rework
  6. Inventory
  7. Overproduction (the worst one)

  • Uneven customer demand
  • Inventory swings ? from too much to too little
  • Uneven production speed or changing production quantities
  • Uneven quality of good parts (however, if the part fails or has to be scrapped it is waste)
  • Irregular or erratic working rhythm
  • Uneven training of the workers
  • Uneven distribution of the workload

  • Muri: as per translation, muri is overburden, unreasonableness, and things that are too difficult. Naturally, the main focus here is on people. However, it also can apply to materials, machines, and organizations. Here are a few examples:
    • Working too long hours (and yes, I am frequently guilty of that myself)
    • Heavy lifting, Noise, Lack of training/li>
    • Unsuitable posture or inadequate ergonomics
    • Too-difficult tasks
    • Too-easy tasks (which may be boring or mentally tiring)
    • Anything that leads to burn out, bore out, or repetitive strain injury
    • Humiliation, but possibly also excessive praise
    • Dangerous, dirty, and difficult tasks (the 3K in Japanese)

    Following steps

    Missing link
    These are high level considerations

    Starting top down business - organisation the first entry. Starting at understanding the data metadata is another approach 👓. (click figure). This the elucidation, a personal explantion on what I have experienced and learned. It is not part of the outer circle of 6 * 2 = 12 topics.

    For a table of contents, generic references 👓, Site contents, external references.

    ⚖   Intro   it4mind   AIM-classic   conflict   archimind   Agile ict   ⚖
    same rv   control   core adm   meta rv   tech rv   Leanwise   ⚒

    Adding to existing knowledge for doing ICT.


    Business - Technology (SAM) revised.

    The SAM was enhanced to SAME. That is the same as the AIM model (R.Maes).
    Those nine squares of SAME an evolvement on the one with 4 squares. Using a classification in (6*3), eighteen squares the internal external segregation is added and mapped. It fits nicely to the original nine quadrants.

    Contents/ mindmap
    Topics in the mindmap are placed by order of quadrants (figure with mapped links):

    The quadrant 4 area´s:
    Business (Internal) Technology (External)
    The AIM 9 area´s:
    Business (Internal) Information (IM) Technology (External)
    🤔 Thoughts: The AIM model uses three verticals, ordered: 1- business, 2- information, 3- technology. Splitting up in two series of three verticals internal/external reverses the order: 1- business, 2- core activity (technology), 3- information. The information vertical is split up in internal / external.
    The Technology (external supplied) and "devops sdlc" better indicated as " Core business - operational", using technology are easily mixed up although they have a very different position.
    🤔 Thoughts: The AIM model is used by accountancy firms in advices to decrease staff, outsourcing operations capabilities.
    💣 Outsourcing and breaking down core business activities just because it is technology and technology is no core activity is a bad idea for am organisation. Those kind of bad ideas could be presented as smart by short term financial figures.
    It doesn´t help when naming function roles what is intended to keep internal as "functional" and what is intended to replace outside the organisation as "technical".

    advice request Pythia

    Span of control, revised.

    The span of control is direct related to the size of an organisation. Another one related to that is level of control between micro management and self steering. With the agile hype the expectations are that workers will show no need for being managed.

    Single person working.
    Having your own company as self employed, that is the jackass of all trades. The CEO CFO CMO, middle management and worker in realised one single person. The theoretical levels are collapsing.
    Single person having a limted number of working staff.
    The company is growing the boss is still the CEO CFO CMO, middle management and possible worker in realised one single person. There are others working for the boss. The theoretical levels are collapsing but operations is getting diverted.
    A small / medium sized organisation that is building up the management control in the tactics line.
    It easily results in a complex structure of relations not cooperative silo´s working on their own. The CEO with CFO CTO CMO (internal) are getting their fame by the power of control and dictating decisions. Each of them having many responsibilities split up.

    Frictions positioning - choices
    Frictions are growing at point where the flows in relationships voor communication meet each another in a contrary direction. Having big circles wiht al lot of stations in the relationships problems caused by misundertanding confusion and diifferent targets. With a growing number of involved people the size of circle needs adjustments. In pictures where the small circle loops in the horizontals are not drawn:

    mindmap_9vlak_2crkv.jpg mindmap_9vlak_3crkv.jpg
    2 levels
    + Less frictions but a bigger circle.
    - Every friction is more difficult.
    + Hierarchical distance is small.
    - more direct involvmentare required.
    3 levels
    - More frictions in smaller circles.
    + Every friction is less difficult.
    - Hierarchical distance increases.
    -/+ Direct involments can get avoided..

    New problems by avoiding direct involvment:
    🤔 Thoughts: The AIM model is used by accountancy firms in advices to implement a dedicated IM (Information Management) vertical staff department. It is the central position in the AIM figure information / tactics. In my mindmap there is no location for a single IM. The idea of an IM is that ICT is too difficult to understand and/or to manage and this new IM staff will solve to burden in management.
    💣 Creating the IM vertical staff and not having made clear all the activities are expected to fullfil by them will create a bunch of new challenges while not solving the old ones.
    dtap layers application

    Core business - Administration.

    Having ICT used for administrative core business activities makes what is technology to get bought external and what is technology belonging to the functional organisation more disperse. The visible applications at the top are not possible without the not visible underlaying infrastructure. To have a stable robust situation that underlaying infrastructure must have a good condition.

    Push into Pull system
    Processing information using ICT is assembling parts of information into new information products. The production orders are (push system): What is missing is those assembly orders is (defining the pull):
    Situation Input Action Result
    In a figure:
    Situation Input Actions Results It the same as pdca shewart and to It the same as star soar
    The product is from left to right (clockwise rounding top). The order of activities is a circular one.
    The ordering system and preparations of condition fulfilment is right to left (clockwise rounding bottom).
    External preparations are out of order in time in the circular product assembly flow (small bidirectional) . This requires a good plan and preparation to get it starting and keep running.

    Numbering in a logical administrative way the corners for processing on the information storage points. The partial process to complete are:
    Process Focus, circular - linear.
    The Push order of I,1,A,2,R is understandable.
    The Pull request R,4,S,3,I,1,A,2,R looks strange. It is a mapping of a visible linear line on a circular one.
    Fire order 4-3-1-2 1-2 1-2-4-3 This strange reordering is not unique. In a 4 cylinder (in line) 4 stroke engine the fire order also is changing from the visible linear. Fire order 1,2 is just for tw cylinder.. Fire oreder 4-3-1-2 is ( the same as 1-2-4-3) makes more sense because the request/result is shared between 2,4.
    Activities of partial processes are spread in by time with some sharing in 1,4 en in 3,2.
    🤔 Thoughts:
    🤔 Thoughts:
    dtap layers schema metadata

    Meaning of data metadata, revised.

    Once upon a time the meaning of the data was a job with database design. Applications had to build in house. Most commercial of the shelf applications (cots) are coming in with a database design describing a lot of data.
    Organisations are looking of a suffciënt fit in those cots software with as little configuration programming as possible. Relationships to core applications was and is strong.

    Shift Internal to External.
    Having core business applications processing defined with business rules there is the information processing as the "business application". Describing the properties of a "business application".
    1. Business rules are possible realised a:
      • data elements using generic code.
      • by dedicated in house build code.
    2. Using business rules as data elements is requiring more complicated code. The code must be more generic handling a variety for logic by data elements.
    3. When business rules are defined by data elements than generic commercial application that are implementing that could be a good fit. ERP software is an example.
    4. Using generic commercial software (cots) assumes the "business application" is generic (not an unique situation) and it is no core business differentiator.
    dtap layers application
    It is the easy assumption that cots applications are always cheaper and faster to implement for a business question.

    That assumption is ignoring the question whether the quality "good" is appropriate for what is needed. The result of that are very costly failures by long running projects.
    🤔 Failing fast will decreasing damage cost but is no solution for the problem.
    More links associated - entry/exit
    SDLC core application 1-1 relationship.
    That relationship is very strong because:
    🤔 Thoughts: Building on premise applications takes time, a lot of effort. Even when they started and build than a lot of commmon available building blocks will be used. Those building blocks are external components.

    The Technology (external supplied) for building blocks in on premise applications or using cots with a lot of dedicated configurations are holding to old issues of:
    🤔 Thoughts: The AIM model is used by accountancy firms in advices to decrease staff, outsourcing operations capabilities. These operating capabilities are related to service levels. Not defining service levels, support by releases and all that in a "best effort" quote, results into a lockin to the supplier.

    💣 Outsourcing just because everybody else does it, going for the latest hypes just because they are hyping will miss the business case for why doing costlty changes
    🎯 🚧 Almost forgotten again. Who has access to What (information) and When How and Why Where that is processed are important questions. They are part, should be part, of describing the information. This is not an external responsibility it is internal core risk based related. It is a never ending story of change and adjumstments.
    Removing bottlenecks
    Optimising work, seeing and understanding what is going on is what I do. The first project doing this was JST although I did not recognize it that way. Seeing a ToC "Theory of Constraints" book. Reading the chapter "11 workplace bottleneck - eve" seeing a happy recognition. The reference: 👓 The Bottleneck Rules (Clarke Ching)
    A reaction on a review: I´m so glad you liked the book ---- . It took a lot of work to write such a short book!

    advice request Penelope

    Technology usage, revised.

    There is a lot of knowledge already there. The question is how to use that with trust. Negotions are not only on technical issues but also on financials and other topics.
    No matter whether it is on premise or a full externally run service the fundamental questions are not changing.
    organisation goals - technical enablement.
    There is a set of different focus points between running an organisation and helping an organisation doing their work with technology.
    Organisation focus
    1/ Financial, governmental, non-profit
    2/ Hierachical control line for activities
    3/ Legal requirements, social behaviour
    Technoloy enablement
    1/ State of art technology
    2/ Managing and improving technology
    3/ information: encryption archive DR

    Frictions positioning - choices
    The Technology that is to get in house for improvement and new products is often confused with the technology used at the core business line. Dumping your core business out of the organisation doesn´t make any sense.
    Outsourcing product improvement activity vertical (IM) in images:
    mindmap_9vlak_2crkl.jpg mindmap_9vlak_3crkl.jpg
    2 levels
    + Internal contacts for issues.
    - Frictions at external tech support.
    + Better long term continuity.
    - Possible missing tech developments.
    3 levels
    - Every issue is an external order.
    + No frictions external tech support.
    - Missing Long term strategy.
    -/+ tech development alignment.

    With the cost saving argument the easy mistake is that reduction in staff is lucrative. It is not about short-term cost saving.
    New problems:
    Buying technology external
    With the shift from only in house build software into preferred externally retrieved software a lot has changed. The position of Strategy Tactics Operations are also possible outsourced or repositioned. devils triangle Strategy Tactic Operations
    That assumption is ignoring the question whether the "Stratagy" is appropriate and what that is. The result of that are very problematic failures in disfunctional organisations.
    🤔 Failing fast will decrease short term impact but is no solution for the problem.
    detailed descriptive information at ..
    Technology building blocks.
    Relationships are linear, because:
    🤔 Thoughts: The AIM model is used by accountancy firms in advice to Build an IM staff. The activities by IM that shoudl be in place are not well guided.
    devils triangle mude mura muri
    Avoiding the tree evils
    That assumption is that avoiding overhead is the only evil to fight for achieving effective ethical lean processes. The result of those ohter two evils is problematic failures and disfunctional organisations.
    🤔 Failing fast will decrease short term impact but is no solution for the problem.
    horse sense

    Lean Agile, Horse Sense.

    A complete ICT environment is difficult by the variety of technology, difficult by the velocity of information, difficult by the volume to explain and communicate. The less complex technology, information more easy and simple to explain and communicate it will be. Divide and conquer as strategy.
    devils triangle ICT
    Choosing in ICT
    The communcaton is already often forgotten, the used abbrevation IT Information Technology.
    Working on the question of processing information is a diificult one. Left is the focus on Technology. The result: missing insight on processing of information.
    🤔 Failing fast will decrease short term impact but is no solution for the problem.
    Lines of control & communication
    For the Internal information model it is bsck on three lines like AIM, the ordering is new.
    At the strategic level operations, core business, has a weak position. At the routinisation, shop-floor, business and improvement are weak. However they are two parties against the strong operations, core business. There could be more core business activities being in scope at an organisation. The are in the middle internal area.
    Ideal would be a "esingle version of the truth" "single common shared goal". External suppliers deliviring what is needed to become better. This gives the following figure. Triangle BPM SDLC BIANL - unequal power lines

    Lines of influence, internal external
    In a more generic public approach there is no "single version of the truth" no "single common goal". There are a lot of not coordinated actions for change or there is pathetic avoidance for change by bad experiences. There are subtopics in the mindmap structure they god a structure according the following figure.
    Triangle BPM SDLC BIANL - unequal improvement lines
    Internal threats
    - Management advice (analytics) as real leaders without being responsible.
    - Personal positions (wealth, power, fame) as main hidden goals.
    - unaligned changes by external influences.
    External know how
    * Practical available products having no clear alignment to theoretical science.
    * High over theoretical science on far ends, missing sufficiently knowledge.
    * focus on delivering technology instead of needed solutions.

        Contents mindmap
    Topics in the mindmap are placed by order of quadrants (figure with mapped links):
    sense or not. Living ICT, can feel:
    (I) - strictly controlled
    (II) - luxurieus settled friendly
    (III) - feel abandoned, lonely
    (IV) - beautiful, full of uncertainty
    🔰 An index contents is the counterpart of thsi page.

    same rv   control   core adm   meta rv   tech rv   Leanwise   ⚒
    ⚖   Intro   it4mind   AIM-classic   conflict   archimind   Agile ict   ⚖
    📚   BPM   SDLC   BIAanl   Data   Meta   Math   📚

    © 2012,2020 J.A.Karman
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