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Realizations Shape Organisations


🎭 Summary & Indices Elucidation 👁 Foreword 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 Inside Outside ValOSI DO USM CMM3-4FS 🔰
  
🚧  TIP Risk Genba Service C-Safety SMART USM CMM4-4OO 🚧
  
🎯 101-RIS ComCap Ideate-EE Plan-EE EXEC USM CMM5-4OO 🎯

U-1 Basics Understanding and Improving Services


U-1.1 Contents

⚙ U-1.1.1 Global content
BI life design bianl devops data devops sdlc design bpm design sdlc The world of BI and Analytics is challenging. It is not the long-used methodology of producing reports.
A lot needs to get solved:
❶ ⚙ Operational Lean processing, design thinking
❷ 📚 doing the right things, organisation & public.
❸ 🎭 help in underpinning decisions boardroom usage.
❹ ⚖ Being in control, being compliant in missions.
It is about shaping change.

When wanting going logical backward:
🔰 Too fast .. previous.
⚖ U-1.1.2 Guide reading this page
This page is about Optimizing. The scope for services processes routines while all kind of uncertainties are included for sensible decisions.
When a holistic approach for organisational missions and organisational improvements is wanted, starting with services covered by missions extracted from visions is the pathway.
Knowing what is going on on the shop-floor (Gemba).
👁 💡 Working into an approach for optimized services, there is a gap in knowledge and support by tools. The proposal to solve support by tooling is "Jabes".
⚒ Three Pillars as an organizational structure
The organisation powered by technology in a ship like constellation. The engines (data centre) out of sight below visibility. Serving multiple customers (multi tenancy) for the best performance and the best profits on all layers.
There are six pillars diveded over a functional and technical layer. A futuristic vision is a positive attitude but can easily become negative when too far from reality.
The three internal lines: Triangle BPM SDLC BIANL - unequal improvement lines
6w 1 how
Practising knowledge on technology
The positive approach for organisational issues: Although the positive approach is the one that is needed for achieving results & goals, the threats and challenges are also needed to know so the can get solved or bypassed.
The gap Business - ICT is well known. The gap business strategy -theory vs running operations is overlooked. Trying to connect the C-Shape to r-shape for what how why to do, the vertical lines are found broken.
The difference is that C-shape is based on visions by processes, technoloyg.
The r-shape switched for services, processes activities and avoiding the how in technology, the who by names.
The gaps found to solve for an profound working environment in the the C-Steer C-Shape C-Serve are hampering the situation at this practical content. These are in the U-*.6 references a starting point not a desired end situation.
Needed knowledge to read this
Basic knowledge: This page is the realisation area, there are refences to Jabes for enabling work.
⚙ U-1.1.3 Local content
Reference Squad Abbrevation
U-1 Basics Undertanding and Improving Services
U-1.1 Contents contents Contents
U-1.1.1 Global content
U-1.1.2 Guide reading this page
U-1.1.3 Local content
U-1.1.4 Progress
U-1.2 How to improve services? innbase_02 Inside
U-1.2.1 Floor Impediments - Gemba People
U-1.2.2 Business services processes Administrative/cyber
U-1.2.3 A functional tasks & actions floorplan, external
U-1.3 Methodologies for improvements innbase_03 Outside
U-1.3.1 Floor Impediments Gemba - process
U-1.3.2 Understanding services "cyber administrative"
U-1.3.3 A functional tasks & actions floorplan, internal
U-1.4 Operational Service Improvements innbase_04 ValOSI
U-1.4.1 The value for the Customer, Requestor, Data subject
U-1.4.2 Administrative cyberworld Information as a product
U-1.4.3 A safe environment for cyberworld information
U-1.5 Shape: Manage Information Services innbase_05 DO USM
U-1.5.1 ITIL: service management technology driven
U-1.5.2 Simplify USM: using words, lean agile
U-1.5.3 Cleaned up USM principles
U-1.6 Maturity 3: fundaments Services innbase_06 CMM3-4FS
U-1.6.1 The goal & maturity of the internal organisation
U-1.6.2 The goal & maturity of the organisation servicing external
U-1.6.3 Result: Value creation for Customer, Requestor, Data subject
U-1.6.4 Safety: Capabilities for managing uncertainties & risks
U-1.6.5 The goal & maturity of the organisation as service provider
U-1.6.6 Short checklist organisational impediments
U-2 Ideate Improving value streams, reducings risks
U-2.1 Safety - Access Management processes innline_01 TIP Risk
U-2.2.1 Central management: names, gid id LDAP, AD
U-2.2.2 Security processes - Identities access
U-2.2.3 A Safe environment quest (I)
U-2.2.3 A Safe environment quest (II)
U-2.2 Processes internal partially solving services innline_02 Genba
U-2.2.1 Positive wanted functionality & negative ones with their impact
U-2.2.2 Protection of materials for wanted and unwanted functionality
U-2.2.3 Transforming of materials into new ones defined by functionality
U-2.2.4 Protecting Transformations, expected and unexpected behaviour
U-2.2.5 Gemba, walking the shop floor, multiple maps
U-2.3 Processes servicing customers, requestors innline_03 Service
U-2.3.1 The Product
U-2.3.2 The Product Manager
U-2.3.3 The Waterstrider
U-2.3.4 PoLP Principle of Least Privilege
U-2.4 Safety & quality embedded in services innline_04 C-Safety
U-2.4.1 Safety procedures at an organisation
U-2.4.2 Safety practices at an organisation
U-2.4.3 Risk management principles
U-2.5 Service lines functionality functioning innline_05 SMART USM
U-2.5.1 Services, processes, practices, instructions
U-2.5.2 facility - support, functionality - functioning
U-2.5.3 The Service quantum
U-2.6 Maturity 4: Change Services in control innline_06 CMM4-4OO
U-2.6.1 Safety intangible at the internal organisation
U-2.6.2 Clear safe assembly lines, deliveries, by the organisation
U-2.6.3 Product: Value creation for Customer, Requestor, Data subject
U-2.6.4 Safety: Capabilities for managing uncertainties & risks
U-2.6.5 The goal & maturity of the organisation as service provider
U-2.6.6 Short checklist organisational impediments
U-3 Realisations improved value streams, reduced risks
U-3.1 Simple risk information & services inntdss_01 101-RIS
U-3.1.1 Dualities: Materialised transforming
U-3.1.2 Inference Statistical - Machine Learning
U-3.1.3 Inference purpose information processing
U-3.2 Interactions in a complicated landscape inntdss_02 ComCap
U-3.2.1 Perspectives activies in the centre
U-3.2.2 Perspectives activies over axis
U-3.2.3 Walking over floorplan lines
U-3.3 Ideate the purpose for the Enterprise inntdss_03 Ideate-EE
U-3.3.1 Enterprise Culture vision
U-3.3.2 Culture expectation threats
U-3.3.3 Threats by accountability nature
U-3.4 Evolving technical operational organisations inntdss_04 Plan-EE
U-3.4.1 From Chaos to Control
U-3.4.2 Service quality versions adding value
U-3.4.3 Data governance, analytics - business intelligence
U-3.5 Realizing optimised lean services inntdss_05 EXEC USM
U-3.5.1 OPS Serve functioning
U-3.5.2 CTM Shape functionality
U-3.5.3 SMA Steer purpose
U-3.5.4 Maturity Steer Shape Serve
U-3.6 Maturity 5: Controlled Enterprise Changes inntdss_06 CMM5-4OO
U-3.6.1 Safety: Capabilities for managing uncertainties & risks
U-3.6.2 Interacting communicating becoming an entity
U-3.6.3 The organisation servicing a product
U-3.6.4 The goal & maturity of the internal organisation
U-3.6.5 The goal & maturity of the organisation as service provider
U-3.6.6 Following steps
⚒ U-1.1.4 Progress
done and currently working on:
What is not included
Organisation accountabilities

U-1.2 How to improve services?

Searching for an understandable workable approach for analysing what is going on. The quest for improvements is not getting real solutions.
What could be the problem? A hierachy is not a floorplan.
⚖ U-1.2.1 Floor Impediments - Gemba People
🤔 Shop floor supervisor
The role of shaping work and shaping an organisation requires understanding what is going on. The way of doing this is promoted by looking at the shop floor, Gemba.
Looking for who is doing and organising the work at the shop-floor.
To do this we will have to find: For a physical plant the production line is easy to recognize and locate.
In the cyber administrative world there is no physical location. The start at seeing the shop floor is fully dependant on finding the coordinator on the shop floor.
💣 It is stated that in the cyber administrative world the floor manger and line manager are eliminated in favour of smart agile solutions. More likely is that are person doing that kind of work but not described or mentioned in hierarchical schemas.
First line, second line supervisors
Reviewing for the cyber/administrative physical equivalent of who is accountable for the value stream flow. The awareness of value streams is a requirement first to validate to find lines for managing functionality and functioning.
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
The person on the shop floor doing the coordination for the product. 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.
It should not be impossible to find that person and from there seeing what is going on.
⚙ U.1.2.2 Business services processes Administrative/cyber
🤔 Understanding & manging processes
Searching for who is doing and organising the work at the Shop-floor.
To ingnore are: The goal is being good at: knowing and understanding the organisation.
Data driven - process driven
There is strong relationship between two approaches, data-driven, process-driven they can´t exist without the other. fluxicon disco manual (vdaalst)
Data science is the profession of the future. However, it is not sufficient to focus on data storage and data analysis. The data scientist also needs to relate data to processes. At the same time, process analysis professionals need to learn how to incorporate data from the IT systems into their work.
Assumed processes - reality:
When you ask someone about how their process is being performed, or look how it is documented, the structure is typically relatively simple (“First we do X, then, we do Y, etc.”). However, in reality processes are much more complex.
👉🏾 There is rework: Steps have to be done again, because they were not right the first time.
👉🏾 Exceptions need to made to deal with special situations, different people perform the same process in different ways, and so on.
👉🏾 So, there is a discrepancy between how people assume that processes are performed and how they are actually executed.
... But looking further, this discrepancy is not even the biggest problem. After all, to a certain extent it can be expected that not everything is always going according to plan.
💣 The much bigger problem is that in most situations nobody has an overview about how the real process looks like in the first place.
Process mining W.vanAalst
In a figure:
See left side
Why is it so difficult to have an overview about how the processes are actually performed?
⚒ U.1.2.3 A functional tasks & actions floorplan, internal
functionality
Not all information is created equal. For a line there must be at least an ordinal scale. Ordinals: variables that have a natural order, but no quantifiable difference between values. Ordinal lines by tasks, activities (left to right): Aside these lines other are able to get a description, there are gaps left.
In a figure:
BPM build organisation cit
Notes:
👁 The goal for each horizontal line is at the right side (which).
👁 Interactions are only allowed vertical and horizontal not diagonal.
👁 managing design & change is conforming the SIAR cycle (PDCA/DMAIC).
functioning
Ordinal lines by tasks, activities (left to right): In a figure:
BPM use organisation cit
Notes:
🎭 The perspective change to functioning is changing the goals column.
🎭 In the centre there are generic indispensable tasks activities.
⚖ The left open gaps obligations
There are several categories needing a line but are not covered by generic indications.
To get covered by information knowledge by a portfolio: Jabes process Assurance
In a figure:
See right side.
Organisation accountabilities

U-1.3 Methodologies for improvement.

Searching for an understandable workable approach for analysing what is going on. The quest for improvements is not getting real solutions.
What could be the problem? A hierachy is not a floorplan.
⚖ U-1.3.1 Floor Impediments Gemba - process
🤔 Shop floor locations
Going to physcial locations is the first reaction when the questions is: "do a walk at the shop floor". When doing that you will see persons busy with something but unclear is wat they are really doing. The shop floor plan only is helping i you can find the person with the usefull wanted information on services activities routines.
In a figure:
A floorplan clueless
🤔 Shop floor, PDCA DMAIC cycles
Instead of being stuck on the floor go for value streams using services routines marked by activities and tasks. There must be an understandable structure in high level abstraction. devops Jabes
🕳👁❗Be open to find people accountable and responible doing tasks activities.
⚒ U-1.3.2 Understanding services "cyber administrative"
🤔 Understanding & cooperating Technology
Looking for who is doing and organising the work at the Shop-floor.
All attention is going to other topics: Better being good at is knowing and understanding the own organisation.
🤔 Context confusing: business - cyber technology
There is a lot of misunderstanding between the normal humans and their cyber counterpart colleagues. Not that cyber people are not humans but they are using another language, jargon, in communication. That culture of misunderstandings is not necessary and 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

Confusing: ICT Business
A figure:
See right side

There are several paradigm shifts:
There focus is on task activies in lines to design / develop and realize / operate a product.
Out of scope are dimensions for:
Ancient automatization

U-1.4 Operational Service Improvements

Creating an organisational structure that is efficient and effective is in an underdeveloped situation, unchanged since prehistory. A lean service mindset is completely different. What are challenges being faced?
🎭 U-1.4.1 The value for the Customer, Requestor, Data subject
Defining "Value"
Customer value is essentially the worth of a product or service to a customer. It encompasses all the benefits and costs associated with the product or service.
Customer value broken down into several types: Understanding customer value helps to meet their satisfaction.
Defining "Customer", "Requestor", "Data subject"
A customer is an individual or business that purchases goods or services from another company. Customers are crucial because they drive revenue and help businesses thrive.
There are different types of customers: Customers can also be categorized as: Understanding who your customers are helps to meet their needs.
The why of value for: Customer, Requestor, Data subject
"Justification" is the answer for why something is in need by, or in name of: "the customer", "requestor", "data subject". A "business case" is a financial underpinning for a delivery. The financial argument can be irrelevant but in those cases causing a new problem: the budget.
Describing "justification" is not simple, in both value and legal contexts. Understanding the justification helps to meet their expectations.
🎭 U-1.4.2 Administrative cyberworld, Information as a product
Multi tenancy & shared resoruces
A question is about segregation, decoupling, by accountablities, responsibilities. A multi tenancy approach looks complicated but when considered from start will simplify things a lot. Having many tenants supported in an ad hoc way e.g.: using dedicated (virtual) machines for each of them, will be very complex. The outsourcing argument for having doing it all by someone else is underpinning this.
(ITIL in 2018) Management may also need to be coordinated across multiple owners and operators. For instance, a service provider´s infrastructure management system and the cloud customer´s application management systems should be connected (see the diagram).
Figure02-Systems-management-diagram.jpg The ICT service, technology, supporting multiple services in shared infrastructural resource usage is multi tenancy. When there is no shared infrastructe the information safety and processes like access management have no managed entity.
Multi tenancy adds requirements for:
asum method ibm
thinking processess or services
Architectural thinking in the Wild West of data science (2018) Good old CRISP-DM is too limited, an attempt to get it more structured is an IBM solution method (Asum)
ASUM-DM is part of a more generic framework called Analytics Solutions Unified Method (ASUM) that provides product- and solution-specific implementation roadmaps covering all IBM Analytics products.
This is just anoter way of the PDCA and DTAP cycle, develop, test, accept, prodcution.
I prefer my developments: SIAR, process life cycles and dependencies, they are embedding lean.
🎭 U-1.4.3 A safe environment for cyberworld information
Detailed safety cybersecurity overview
Under pressure to comply with GDPR, HIPAA, PCI-DSS, ISO27k, SP800-53 and more, you're concerned about cyber incidents. Management demands action. About you? A 'management system' for information risk and security is more than just good practice. It enables the achievement of your organisation's business objectives.
A review 👓 of the whole 27k series (Isec ltd - secaware).
ISMS without and with PII
When there is PII (Information Security Management System) involved in the ISMS (Information Security Management System) there additional attention points to take care off. This is not covering why or how PII information is used. ISO 27001 vs ISO 27701: Key Differences and Similarities Explained (feb 2023 Emily Bonnie, Cavan Leung)
ISO 27001 includes six clauses that detail requirements for establishing and maintaining an effective Information Security Management System (ISMS). ISO 27701 includes four clauses that detail the requirements for establishing an effective Privacy Information Management System (PIMS). Strictly speaking, ISO 27701 certification does not satisfy GDPR requirements. While ISO 27701 compliance will help you demonstrate GDPR compliance, the two are not interchangeable. ISO 27701 is a security standard; GDPR is a legal framework — and it’s important to note that ISO 27701 does not cover every aspect of the GDPR. However, ISO 27001 and ISO 27701 compliance offer organizations a solid foundation for fulfilling GDPR requirements. By combining the two standards, organizations can build trust, demonstrate efforts to comply with current data privacy legislation, and better prepare for future privacy regulations.
reactive ISMS, Deter Detect Defend
One of many other frameworks 6 phases incident response plan Note the differences in words when the focus is on recovering from a breach.
Accountability responsibility at the organisation: Putting the two partial cycles and the full one into Jabes:
Jabes pf_secure
In a figure:
proactive ISMS, pentesting
Almost nobody likes Penetration Tests (Dietmar Margraff may 2023)
Reasons may include but are not limited to: Some of the problems we face in penetration tests: In order to attempt to solve these problems, we can derive goals ...
in order to use penetration tests as effectively as possible, it is important that we position them appropriately namely as a link in the larger cybersecurity process. The penetration test does not exist as its own separate process but should be intimately integrated into our existing processes.
...
Audit_penetest_Margraff The return of the V-model approach is remarkable to take notice off.
This uncommon vision for cyber security gives a way for restructuring it into organisations.
💡👁❗ Risk based information safety indispensable components of organisational processes.
💡👁❗ Architectural lead for information safety embedded for organisational processes.
💡👁❗ Operational activities for information safety embedded in organisational processes.
Operations

U-1.5 Shape: Manage Information Services

Optimising services is the goal for lean "processes cyber adminstrative". When the technology connection is under control the challenge is going for services.
Where to pay attention on:
🎭 U-1.5.1 ITIL: service management technology driven
ITL Layered service structure
The ICT service with a perspective in the technology provisioning is nicely described at: ITIL in 2018 – cloudy days ahead? (InsightaaS an analyst firm)
Modern IT requires an expanded range of management capabilities as is illustrated in the diagram below (this is not an exhaustive list of topics, however!).
Three levels of management need to be considered: ITIL currently addresses some parts of each level.
This is clearly a technology perspective when access, business, location and device are placed at the customer part. The customer is not the customer in the perspective of the organisation "external customer", the organisation is the customer "internal customer".
Figure-3-modern-management-002.png
A figure, see right side:

Systems: Technology infrastructure.

Services: Limited to Technology infrastructure.

User/Customer: Limited to Technology infrastructure.

Figure01-ITIL-diagram
The diagram was used in ITIL 2011 to illustrate the relationships between ITIL´s core guidance topics. The implied model is functional and siloed, i.e., a model based on a sequential plan-build-deploy paradigm. Today, "mass collaboration" using agile methods and team-based DevOps projects is changing the management model.
Changes without justifications are clueless. Peter Drucker: “There is nothing quite so useless, as doing with great efficiency, something that should not be done at all.”
What is needed are efficient effectieve services. Why to change in the service before what and how to change.
🎭 U-1.5.2 Simplify USM: using words, lean agile
feel_dual04
Words matter - Vocubalary (USM)
There is lot of misunderstanding confusion by using words in different meanings different intentions. The USM principles (Unified Service Management) are mentioning this and suffering from this. An attempt to do a cleanup is removing from the prinicples definitions and methodologies. Important methodologies to isolate are about lean & agile.
Definitions:
Intentions matter - Lean vocubalary (USM)
Lean Agile methodologies. The flow-shop (process-based), job-shop (line-based) project-shop (project-based) are three methodologies known in lean.
Service providers achieve better results with process-based work than with project-based or line-based work. Preferences: Methodologies:
🎭 U-1.5.3 Cleaned up USM principles
USM principles USM, Unified Service Management, specifies a service management architecture based on principles and not on practices. The principles are organized according to the domains of the service management system in the USM Customer-Provider Interaction Model.
Provider:
Reduce complexity by segmenting and creating standardized building blocks, and apply those building blocks consistently in continuously improving service delivery.
Services Architecting functionality:
Specify and evaluate services according to a simple and unambiguous structure.
Services Provisioning functioning:
Specify each service in terms of facilities and support, in order to manage and integrate services unambiguously and uniformly.
Customer, Requestor, Data subject:
Strive for value creation in a mature service delivery, by focusing on the customer's interests.
This restructured version of USM principles gives many new ideas for promotions and realisations.
💡👁❗Promotion how to integrate lean principles.
💡👁❗Promotion how to understand service principles.
💡👁❗A realisaton roadmap how to create a service organsiation using lean principles.
Data monetizing journey

U-1.6 Maturity 3: Fundaments Services

"Managing services" is a prerequisite for "processes: cyber/adminstrative". The focus should be on the value stream services and processes. It starts by knowing the shop floor.
From the three TIP, interrelated scopes:
⚖ U-1.6.1 The goal & maturity of the internal organisation
Open for change: PDCA - DMAIC - SIAR , lean
This is the first image: dynamic, static & stages for flow & control.
Missing link: siar pdca dmaic
Change:
PDCA
DMAIC
SIAR
What Descriptive or the situation in areas with cycles: Management in avoiding issues an doing improvements is done by empathy, good feeling, with good luck.
😉 Improving requires acceptance to unlearn and learn consciously.
👉🏾 Needed is a culture mindset: wanting improvements.
⚖ U-1.6.2 The goal & maturity of the organisation servicing external
Functionality fucntioning, internal, external
functionality internal 🎭 The difference between designing functionality and designing for functioning is hard to underestimate. Who is communicating with who, interacting for what to service the service is different by goal and initiative.

🎭 The two diagonals are representing these service lines one for functionality one for functioning.
👉🏾 Both functionality and functioning must be in scope.
functionality external 🎭 The difference between managing the internal organisation and one supporting external contacts hard to underestimate. In the centre of lines for functionality and functioning with activities there are complete different sets to manage.

🎭 The two diagonals are representing service lines that can be internal or external.
👉🏾 Both external and internal must be in scope.
⚒ U-1.6.3 Result: Value creation for Customer, Requestor, Data subject
Defining "value"
Knowing and understanding business, agreements in business interests, a well-informed customer, all are requiring alignment on value.
⚠ The alignment on value is not easy, not easy in definitions and not easy in understanding. It must be tried , however there is not a generic approach available for evaluating and measuring. ⌛⏳ Suitability by: completeness, correctness, appropriateness, efficiency, compatibility, interaction capability, will be ever lasting challenges for improvements.
⚙ U-1.6.4 Safety: Capabilities for managing uncertainties & risks
Risk management, safety
Analysis: Chief Compliance Officer (N.Dean Meyer)
Many functions can fall into the scapegoat trap by claiming authority over, and hence accepting accountability for, others behaviors. Producing products, and the quality of those products, are not two distinct jobs. Experiences in every industry prove the same principle: Responsibility for compliance, safety, security, and every other aspect of quality should never be separated from responsibility for doing the work. Coordinators help others with their accountabilities. And if oversight (Audit) is needed, it must be kept arm's-length from service-oriented Coordinators.
👉🏾 In a service oriented mindset, tasks roles and activities for safety, quality, security will get an understandable position.
CISO advisory
👉🏾 Being service oriented, the CISO can sell "compliance assessment studies" that help managers get ready for the real external audit, or know how their subordinates are doing.
⚙ U-1.6.5 The goal & maturity of the organisation as service provider
Understanding lean, example USM clean up
😉 The defined principles of USM are not bad work. They are very well defined by a list of architectural decisions with a rationale and implications. Although that high quality and grateful for that, I was convinced in doing a clean up. The most important aspect is not the result, but the journey in isolating what is covered by lean.
👉🏾 Understanding lean, the issue:
Agile, Lean: Unfortunately, a) we do not have a good definition of lean, and b) not everybody means the same thing when they talk about lean. Definition of Lean
It is like the elephant. When you know one you will recognize a similar one, when you don't know one it is impossible to define and recognize.
It is like defining what is car an automobile. When you search for it, try to do this the results are dissatisfying. The legal solution is describing the justification in properties, attributes and purpose.
❓ The question is: how to recognise "lean", evaluate "lean" practice.
❗ Do the journey by recognizing details of lean and order them in order of importance.

elephant-blind-men An attempt for lean in properties, attributes and purpose:
  1. respect for people ningensoncho ningenseisoncho a culture shock.
    The most important one but the one least mentioned. About: lean motivation leadership .
    Teams and organizations are aware of they are only a link in supply chains and networks. What applies within organizations with regard to cooperation and integration also applies between organizations.
  2. motivated people Team decisions all serve the enterprise interest.
    This one is seen at the "agile manifesto" for building software.
  3. lean - not a tool but a culture. Hence, you have to convince your people that lean can help them. This is also often called a mindset change. This is fundamentally different from installing a machine or developing a new product. -
    visual confirmation of routines and structures in a uniform design.
    In order to promote the recognizability to all parties involved, the organization uses:
    1. simple structures and pictures
    2. recognizable components
    3. uniform and elementary colors
    4. uniform dimensions
    5. arrows for logical relations
  4. work standard: key to continuous improvement - , 5S The objective of a standard is to provide a clear depiction of a task, deconstructing it into distinct stages. It ought to encompass all relevant elements, with a particular emphasis on those linked to safety and quality. A standard can encompass visual aids, textual explanations, or a combination of both. While it should include all necessary details, it also should strike a balance between too much and too few details. ...
    Work standards are best for repeatable processes. The higher the repeatability, the easier it is to write a standard. ...
    Standardization to relevant topics & components of the service management system.
    For example, standard: process descriptions, workflows, calls, profiles for process and line management, tool configurations, forms ...
  5. Muda, Mura, Muri: The Three Evils of Manufacturing , 3M
    • The most famous of the three evils of manufacturing is waste (muda). You will never reach the full potential if you only look at one of the three evils.
    • Unevenness was probably the last of the three evils that have been identified in manufacturing.
    • Depending on the type of overburden and the system, a different solution may help.
    superfluous Avoid superfluous material, superfluous actions, superfluous resources.
  6. The flow-shop (process-based) , job-shop (line-based) project-shop (project-based) are three methodologies known in lean. normal” industry uses flow shops or job shops, construction usually uses project shops.
    Service providers achieve better results with process-based work than with project-based or line-based work.
    The assumption is: there is a scale in repetition by routines for process-based service.
    A project-based delivery is able to profit from lean using: lean services, lean routines.
  7. Continous improvement: PDCA, DMAIC, closed loop
Any of those is hard the measure, difficult to give a clear unambigous definition.
✅ When they all are recognized and combined, I am convinced seeing lean.
duality busines size
Scaling and being efficient & effective
⚠ Scale of an organisations matters. 👉🏾 Structuring for scale to achieve simplicity is a big challenge, there is no silver bullet. Association for the size of an organisation doing some choice.
For example: scale at airports:
elephant-blind-men
Cleaned up USM, roadmap with lean
😉 The defined principles of USM are not bad work. They are very well defined by a list of architectural decisions with a rationale and implications. Although that high quality and grateful for that, I was convinced in doing a clean up. The most important aspect is not the result, but the journey in going for simplicity and understanding.
👉🏾 Understanding simplicity, the issue is this list should als be applied on the principles:
  1. Be consistent with the principles, but not uniform.
  2. Make everything as simple as possible, but not too simple.
  3. Standardization secures predictability of performance.
  4. Structure systems by segmenting them and monitoring the relationships.
  5. Improve service delivery continually to keep customers satisfied.

SIAR cycle There are only a few number principles left in each Logical group. In this way they are more easy this way to be translated in visions, missions, goals.
Goals and realisations:
⚖ Defined goals with a closed loop control.
⚙ Use the PDCA DMAI cycles with a pull-push.
⚒ At realisations for "People", "Tools" a different focus.
Jabes maturity vs service maturity
For Jabes there is maturity evalution for 36 attention areas. What is metnioned for service maturity is covered. There are pinciples defined in USM that are covered by Jabes.
⚖ P.1.6.6 Short checklist organisational impediments
What is to be solved: These are to be understood solved and managed by management at the higher levels.
🔰 Contents Inside Outside ValOSI DO USM CMM3-4FS 🔰
  
🚧  TIP Risk Genba Service C-Safety SMART USM CMM4-4OO 🚧
  
🎯 101-RIS ComCap Ideate-EE Plan-EE EXEC USM CMM5-4OO 🎯

U-2 Ideate improving value streams, reducings risks


dual feeling

U-2.1 Safety - Access Management processes

Connecting Business & Risk management
There is ❌ not a lot of attention for this kind of knowledge. It is the enablement 🎭 people doing intended work and 📚 technology.
The realisation is full with misunderstandings and problems:
⚙ U-2.1.1 Central management: names, gid id LDAP, AD
Authentication - names
❶ In the beginning authentication was based on using logical names. The old classic mainframe machines with all the middleware used this approach. An account, logonid, being associated to a person or a function limited to use 7 characters.
Advantages: It is in revival with web security needing to build authentication authorisations in web logic.
Disadvantages:
Authentication - files
❷ The -nix machines are using an id (number) that is translated into a logonid name with some other attributes. The dogma in this is that anything is a file. There are exceptions to this. A logon id groupid, I have not seen them as being files.
Disadvantage: There is no clustered approach for machines possible using LDAP for id, gid has the consequence they must be exactly synchronised to all local machines identical.
Advantage: Understandable at the operating system level for file although the inheritance of directories as files and files for content is usually misunderstood.
Understanding /etc/passwd and /etc/shadow Files
The /etc/passwd file is a plain-text database housing fundamental user information. Each line in the file represents a user account and is divided into fields separated by colons (:)
Fields: login shell, home directory, user information, default did, user id, encrypted password, user or login name.
For improved security, critical user authentication information, particularly hashed passwords, resides in the /etc/shadow file, accessible exclusively to privileged users.
Advantages: Disadvantages:
Authentication - Objects
❸ Windows (vax history NT) is using an object oriented approach. Evything is an object, files logon-ids whatever. This looks not a a real difference but it really is a big step. Every object has a descriptions of the content with detailed definions of types. Parsing of what the meaning of contents could be is obsolete, the object type is mandatory present. This whole concept is not the DOS history. Dave Cutler (VAX NT AD Azure )
Several important safety concepts:
🤔 Security principals (Microsoft)
A security principal is any entity that can be authenticated by the operating system, such as a user account, a computer account, or a thread or process that runs in the security context of a user or computer account, or the security groups for these accounts. ... Each security principal is represented in the operating system by a unique security identifier (SID).
authorization and access control process ... An access token is a protected object that contains information about the identity and user rights that are associated with a user account. ➡ When a user signs in interactively or tries to make a network connection to a computer running Windows, the sign-in process authenticates the user’s credentials. If authentication is successful, the process returns a SID for the user and a list of SIDs for the user’s security groups.
... Security principals are closely related to the following components and technologies: 🤔 Service accounts (Microsoft)
A service account is a user account that's created explicitly to provide a security context for services that are running on Windows Server operating systems. The security context determines the service's ability to access local and network resources. ... Group-managed service accounts provide a single identity solution for services that are running on a server farm, or on systems that use Network Load Balancing. ... By using dMSA, users can prevent the common issue of credential harvesting using a compromised account that is associated with traditional service accounts.
🤔 Active Directory security groups, group scope (Microsoft)
Active Directory has two forms of common security principals: user accounts and computer accounts. These accounts represent a physical entity that is either a person or a computer. A user account also can be used as a dedicated service account for some applications. ...
Each group has a scope that identifies the extent to which the group is applied in the domain tree or forest. The scope of a group defines where in the network permissions can be granted for the group. Active Directory defines the following three group scopes: Advantages: Disadvantages:
⚙ U-2.1.2 Security processes - Identities access
❗❓ Who is the CSO?
Security of the assets owned by the organisation is too often seen as something technical.
💣 conflicts between ICT department pretending to be in security control, HR staff and business.
👉🏾 Solutiuon: The business is accountable for the safety, security. A CSO advices.
generic security access
There is a "Devil´s Triangle" on its own with IAM. Conflicting types of interest:
secure_relate01.jpg A figure:
See right side
PoLP Principle of Least privilege
What happened to: "PoLP is an information security concept which maintains that a user or entity should only have access to the specific data, resources and applications needed to complete a required task." ?
What is PoLP The benefits are clear: 💣 The issue: without thorough knowledge of the floor and the tasks to be performed on the floor, this is a mission impossible.
Stop-Button-Assembly-pressed
🎭 P-2.1.3 A Safe environment quest (I)
Stop the line, being lean, cost saving
Keep Calm and Stop the Line—Part 2
In manufacturing, a common sentiment is that the line (or generally the process) must run. There is some truth to that, but—counterintuitively—for a system to run well you need to know when to stop it too. This is my second post in a series giving you an overview on when it may be better to stop the line rather than keeping it running (and making everything worse).
Hence, your operators need to stop the line if there are problems that they cannot resolve within the cycle. This is even the justification for the well-known Toyota approach of Jidoka, or autonomation. Jidoka means a process stops automatically if there are any irregularities.
Yet, you want to stop the line as little as possible. For this there is the andon line pulled by the operator in case of problem. This pull gives signal to an andon board, which then calls help.
The key here is to provide help to the operator quickly.
lion to action
Why not a ServiceDesk, ITSM, ITIL, using tickets?
If the operator has to fill out a maintenance request so that maintenance shows up two hours later, then your line stops for at least two hours, which is a bit much.
Stop the Line If There Is a Safety Risk!
Another reason to stop the line is if there is a safety risk. The health and safety of your operators should be paramount to your production output, and a health risk (both short-term accident and long-term hazards) must stop the line.

A secure safe environment
How safe is your environment? Monitor then number of incidents. This is a goed idea to do simmilar for cyber safety. See: The Toyota KPI Dashboard—Safety
Safety is also one of the main headings of the Toyota Hoshin Kanri, their structure for setting targets from the top down across all hierarchies.
I found pretty much everywhere is the safety cross. This is a simple cross with the days of a month (i.e., 1 to 31). Every day the previous day is filled out. Green stands for no accident. Yellow stands for a minor accident. And red stands for a major accident. Throughout the month a very visual representation of the safety statistic emerges.
🎭 P-2.1.4 A Safe environment quest (II)
Security frameworks
For the administrative/cyber world CSF 2.0 Nist
The Cybersecurity Framework (CSF) 2.0 is designed to help organizations of all sizes and sectors — including industry, government, academia, and nonprofit — to manage and reduce their cybersecurity risks. It is useful regardless of the maturity level and techncal sophistication of an organization’s cybersecurity programs.
Nevertheless, the CSF does not embrace a one-size-fits all approach. Each organization has both common and unique risks, as well as varying risk appetites and tolerances, specific missions, and objectives to achieve those missions. By necessity, the way organizations implement the CSF will vary.
Ideally, the CSF will be used to address cybersecurity risks alongside other risks of the enterprise, including those that are financial, privacy, supply chain, reputational, technological, or physical in nature.
To control govern the process there is cycle:
Nist_CSF2
A figure,
(NIST CSF 2.0)
See right side
This one is confusing:
❶ The left cycle is the process to act on an event, the right numbering with a "repeat" is the planning preparation etc to enable acting on a event. Usually a PDCS reference is done.

One of many other frameworks is:
6 phases incident response plan
  1. Preparation This phase will be the work horse of your incident response planning, and in the end, the most crucial phase to protect your business.
    • Your response plan should be well documented, thoroughly explaining everyone’s roles and responsibilities.
    • The plan must be tested to assure employees will perform as they were trained.
    • The more prepared employees are, the less likely critical mistakes are.
  2. Identification This phase will be the work horse of your incident response planning, and in the end, the most crucial phase to protect your business.
  3. Containment Contain the breach so it doesn’t spread and cause further damage to your business. ... Have short-term and long-term containment strategies ready. It’s also good to have a redundant system back-up to help restore business operations. That way, any compromised data isn’t lost forever.
  4. Eradication Once you’ve contained the issue, you need to find and eliminate the root cause of the breach.
  5. Recovery This is the process of restoring and returning affected systems and devices back into your business environment.
  6. Lessons Learned Once the investigation is complete, this is where you will analyze and document everything about the breach.
The vision that safety, cyber security, is a business organisational accountability has important consequences.
💡👁❗Chief Information Security Officer: important advisory role (risk management).
💡👁❗An understandable security scheme using PoLP, a design challenge (CSO advisory).
💡👁❗Preparing managing events identified for risks is indispensable for continuity.
dual feeling

U-2.2 Processes internal partially solving services

Connecting Business, Product & Project management is a big challenge. There is ❌ not a lot of attention for this kind of attitude
Problems in organisations:
⚒ U-2.2.1 Positive wanted functionality & negative ones with their impact
The goal
Define:
Applying materialized Information
The states of Information, has the following path: Explainability with traceability are becoming mandatory requirements by auditing.
Logical floorplan visualisation
mindmap BPMuse information
The build mirror visualisation to enlarge. mindmap BPMbuild process
⚒ U-2.2.2 Protection of materials for wanted and unwanted functionality
The goal
A healthy organisation implements safety closed loops that are independent of the normal expected information materialisations. Define and react on safety risks for:
Processing in Applying materialized Information
The analyses on materialised Information, has the following path: Explainability with traceability are becoming mandatory requirements by auditing.
Logical floorplan visualisation
mindmap BPMuse safeinformation
The build mirrors visualisations to enlarge. mindmap BPMbuild impactprocess
⚒ U-2.2.3 Transforming of materials into new ones defined by functionality
The goal
Executing transformations is the fullfillment of planning:
Applying transformation usage
The Processing of Information, transformations has the perspectives: Explainability with traceability for are becoming mandatory requirements by auditing.
Logical floorplan visualisation
mindmap BPMuse process
The build mirrors visualisations to enlarge:ation processing mindmap BPMbuild information
⚒ U-2.2.4 Protecting Transformations, expected and unexpected behaviour
The goal
A healthy organisation implements safety closed loops that are independent of the normal expected value stream flow. Define and react on safety risks for:
Building the organisation materialized information, delivery -safety
Explainability with traceability are becoming mandatory requirements by auditing.
Logical floorplan visualisation
mindmap BPMuse safeinformation
The build mirrors visualisations to enlarge: mindmap BPMbuild safeinformation
feel_brains_05
⚒ U-2.2.5 Gemba, walking the shop floor, multiple maps
Instead of having no idea of the shop floor we have: That is overwhelming and confusing. All six of them combined are making or breaking the product service.
This restructured version of doing Gemba gives many new ideas for promotions and realisations.
💡👁❗Use the logical floorplans for going, lean doing Gemba
💡👁❗Use the logical floorplans for setting goals by clear communication lines
💡👁❗Include safety, cyber security intangible in functionality, functioning activities.
dual feeling

U-2.3 Processes servicing customers, requestors

There is a distraction from the real business goal that information processing should solve. A desire for easy solutions without management impact. The reality is a needed culture change in management.
What to look at for the why:
⚖ U-2.3.1 The Product
Vocabulary
Note: A little bit modified what looks not to be being updated anymore.
Prodcut organisation
Product LCM
product lifecycle (gartner, Clifton Gilley 2022) A good summing up:
Many fast-growing solutions lose focus over time, as product teams add new features while keeping old ones that have outlived their usefulness. This can drain resources and create unwieldy customer experiences. This research equips product managers to: Making sound technology product life cycle decisions starts with a complete view of the maturity levels of the products across your portfolio. Categorize each product or service into one of the following product life cycle stages: A products age doesn't necessarily determine its life cycle stage. Some products profitably meet the needs of customers for years. Others see initial enthusiasm but soon stagnate. To ensure a more informed categorization: Use a data-driven approach with a defined standard of evidence to categorize the product life cycle. This removes the emotion and cuts short what might otherwise be long arguments. Standard metrics aligned with the product life cycle provide a common language that business and technology stakeholders can all align on. These data-based insights also help inform subsequent product management decisions, such as refining product strategy and product roadmaps, and deciding whether to maintain, refresh or retire a product.
⚖ U-2.3.2 The Product Manager
Responsibility Without Authority
💣 👓 Perhaps the greatest challenge of product management is that while product managers are responsible for the outcome of the product, they have very little actual power over the process.
❓ Those responsible for implementation, sales, marketing, support, and other key functions don't work for product managers. They seldom share the same manager. Often the organizational chart doesn't see a common boss until it gets up to the CEO. Thus, the work can get messy and sometimes political.
🕳 The challenge with product management is that without a flexible tool that integrates or replaces your other systems, you can't effectively align the team, collaborate on your roadmaps, and measure your work’s impact.
Another name: chief product officer (CPO) The CPO focuses on the why of the product ,the CTO focuses on the how of the product,
Product manager vs Projectmanger
There is a lot of confusion by PM, Product management or project management. Porject management is well visible by changes prodcut management is out of sight.
Product Manager Project manager
Researching Breaking down initiatives into tasks
Setting Product vision Planning Project timelines
Communicating vision to stakeholders Allocating project resources
Developing strategic plan Monitoring task completion
Creating and maintaining product roadmap Communicating progress to stakeholders

Product Manager Skills
product manager skills
Product management requires a combination of specific hard skills and soft people skills to effectively shepherd a product through the various phases of its lifecycle.
Product roadmap Release Plan
Communicates the "why" Details the "what"
Might cover a year or more Spans only a few mmonths
Often shared wiht executive stakeholders Typically an internal working document for the product and development teams
Serves as a high-level visual summary Takes the strategy into an actionable plan built on specifications
What are the 5 Ps?
Product Strategy (Chisle blog ) The 5 Ps are also known as the Marketing Mix. They are the five pillars of a successful marketing strategy.
Complete Product Experience Diagram Chisel Here, the product manager comes in. They are responsible for planning and maintaining the product, whether physical or virtual, throughout its lifecycle.
The figure, see right side.

The 5 P’s are:
place, price, product, promotion and people. >
⚖ U-2.3.3 The Waterstrider
allaboutlean pou method
Preparations at processes.
Physical assembly Linea are logical not really different to cyber administrative ones. Imagine materials are coming in, administrative requests, results to deliver. With the PoU function at an administrative cyber process, the role: "Functional Management" becomes clear. Introduction to Point-of-Use Providers (or Mizusumashi)
The primary objective of the point-of-use provider is to keep the workers supplied with material. Hence the workers can focus on the work and do not need to leave their post looking for material. Therefore we achieve the separation of cyclic work (the workers) and non-cyclic work (the point-of-use provider) to improve efficiency.
❗ The POU, waterstrider, manages the shop floor.
First of all, do not create an additional kanban loop between the supermarket and the assembly line. ... Instead, the point-of-use provider is close enough to the line to keep an overview about what is needed. Rather than handling additional kanban cards, his job is merely to fill up the material at the line to its target levels.
Preparations at processes.
Administrative lines are often more segregated ones in dependent chains. For worse when there is a siloed organisation, islands, different responsibilities, different goals.
allaboutlean pou method ibm Point-of-Use Provider Routing
Many point-of-use providers are circling around one line, with the material being supplied to a supermarket close to the line through a milk run. If the line does not need much material and the worker has a lot of idle time, he may be able to take care of the material supply for more than one line or cell at the same time.
❗ The waterstrider extending over the shop floor.
However, it is also possible to have a point-of-use provider that gets the material from a central warehouse. This is illustrated below. However, this significantly increases his walking distance. In these cases, it is highly suggested to give the point-of-use provider additional tools to help him transport more at the same time.
The PoU, water strider, functional management, task at operations solves some common challenges. A shortlist:
⚒ U-2.3.4 PoLP Principle of Least Privilege
PoLP autentication, autorisation scheme
Now we have defined roles for: It is realistic with advice from others to define with tasks, procedures for instructions what the least privileges needed for those are. A person can use multiple accounts for minimizing stacking high privileges on normal limited accounts. An account can have multiple tasks depending an what is approved for procedure types.
Cyber hygiene
❗ What is cyber hygiene and why is it important? The goal of cyber hygiene is to keep sensitive data secure and strengthen the organization's ability to recover if and when a successful attack occurs. Many security professionals find achieving an optimal security posture complex and overwhelming, with a plethora of recommendations and a constantly shifting threat landscape.
❗ A risk-based security strategy helps navigate this confusion, enabling security teams to prioritize cyber hygiene practices that most protect the business while still letting it operate efficiently.
While maintaining good cyber hygiene is critical, it is far from easy. Consider the following common challenges:
lists for attentions points:
The review for "product" gives is a revival for ideas for promotions and realisations.
💡👁❗ Understand the big difference PM Product Management - PM Project Management.
💡👁❗ Acknowledge the value of products by clear responsibilities by Product Management.
💡👁❗ Have the accountability with authority for product management (CPO) in place.
legal

U-2.4 Safety & quality embedded in services

There is a distraction from the real business goal that information processing should solve. A desire for easy solutions without management impact. The reality is a needed culture change in management.
What to look at for the why:
⚖ U-2.4.1 Safety procedures at an organisation
Safety accountability
The safety, security practices at an organisation is going: 💣 Security frameworks like ISO/IEC 27001 always have stated that accountability for safety security is in the boardroom (CEO). For some reason this was never materialised and they succeeded in ignoring their accountability not being held responsible by regulators.
Comply to regulations, Dora NIS2
With NIS2 and Dora the cybersecurity should brought at a level that the expected risk/impact is at an acceptable level.
What is new: ❶ The recent years it it obvious data breaches are a an accountablity for the organisation. The accountablity for safety is changing from a volontary advice to clear legal mandatory at the leaders level. Examples: ❷ What is new: Existing security frameworks are not obsolete, they are the ones for appropriate measures.
A regulation is immediate active, a directive has an obligation to the member state.
❸ Should the persons in the boardroom being accountable doing the work themself?
The assumption is they are enabling the work is done according the guidelines / regulations and are validating that is it done by closed loop reports. Product Management is including a lot, aside line functionality also safety. Some of the activities will land there but not all of them.
⚖ U-2.4.2 Safety practices at an organisation
Who is doing what?
The existing frameworks are helpful in expectations for this by categorizations.
Categorization
There is a lot to do, a categorziation suitable to metadata identifications is helful in simplifying the work. A good starting point is (NIST CSF 2.0):
CSF 2.0 Nist
Nist_CSF_categories
Recognized being important but 😱 lost in space
One would assume a regulation with a supervisor would result in clear operational instructions. This assumption is not true for several reasons.
lost in meg The situation: ❓ Question: How would the core product be in quality quantity continuity safety and cost with all this kind of uncertainties?
Involved persons 😱lost in space
The standard hierarchy (strategy tactical operations) gives a process by two loops.
The figure look sensible until asking: Nist_CSF2
A figure,
(NIST CSF 2.0)
See right side
⚖ U-2.4.3 Risk management principles
risk frameworks
There are not that many frameworks with the focus on risk. However for financial services risk management is quite mature. After some horrific incidents regulations were set for this and still expanding by more incidents.
credit risk
💰 Risk management analytics offers opportunities to improve decision-making ability and ensure compliance with requirements possibly related to the organization's credit risk management policy and external regulatory systems, often risk analytics is implemented at several different levels in the organization. Developing a credit policy can be a business issue, in which case decisions are made in the so-called in the first line of defence, but on the other hand, the risk management function participates in ensuring that the credit decisions made are in line with the agreed credit policy and the operational policy of risk management.
💰 Different accounting standards often set requirements for how different provisions for bad debts can be recorded. The organization must be familiar with the principles of the accounting standards followed in its area (for example, US FASB CECL vs IFRS 9) for evaluating loan loss provisions and their accounting treatment. It is necessary to use resources for information management and information management in order to achieve the goals for each of the areas presented above, but on the other hand, it should be noted that these target areas often use the same information sources, with slightly different goals.
➡ One international reference framework for risk management information management is BCBS 239 – principles (Basel Committee on Banking Supervision – Principles for effective risk data aggregation and risk reporting) from 2013.
Olympia_odenon.jpg
BCBS 239 Principles
❸ bcbs239 (January 2013, Bank for international settlements) The principles are generic when not seeing "bank".
The Principles cover four closely related sections:
  1. Overarching governance and infrastructure (1,2)
  2. Risk data aggregation capabilities (3,4,5,6)
  3. Risk reporting practices (7,8,9,10,11)
  4. Supervisory review, tools and cooperation (12,13,14)
  1. Governance data aggregation capabilities and risk reporting practices should be subject to strong governance arrangements consistent with other principles and guidance.
  2. Data architecture and IT infrastructure – design, build and maintain data architecture and IT infrastructure which fully supports its risk data aggregation capabilities and risk reporting practices not only in normal times but also during times of stress or crisis, while still meeting the other principles.
  3. Accuracy and Integrity be able to generate accurate and reliable risk data to meet normal and stress/crisis reporting accuracy requirements. Data should be aggregated on a largely automated basis so as to minimise the probability of errors.
  4. Completeness be able to capture and aggregate all material risk data across the group. Data should be available by business line, legal entity, asset type, industry, region and other groupings, as relevant for the risk in question, that permit identifying and reporting risk exposures, concentrations and emerging risks.
  5. Timeliness be able to generate aggregate and up-to-date risk data in a timely manner while also meeting the principles relating to accuracy and integrity, completeness and adaptability. The precise timing will depend upon the nature and potential volatility of the risk being measured as well as its criticality to the overall risk profile. The precise timing will also depend on the specific frequency requirements for risk management reporting, under both normal and stress/crisis situations, set based on the characteristics and overall risk profile of the bank.
  6. Adaptability be able to generate aggregate risk data to meet a broad range of on-demand, ad hoc risk management reporting requests, including requests during stress/crisis situations, requests due to changing internal needs and requests to meet supervisory queries.
  7. Accuracy - Risk management reports should accurately and precisely convey aggregated risk data and reflect risk in an exact manner. Reports should be reconciled and validated.
  8. Comprehensiveness - Risk management reports should cover all material risk areas within the organisation. The depth and scope of these reports should be consistent with the size and complexity of the bank’s operations and risk profile, as well as the requirements of the recipients.
  9. Clarity and usefulness - Risk management reports should communicate information in a clear and concise manner. Reports should be easy to understand yet comprehensive enough to facilitate informed decision-making. Reports should include meaningful information tailored to the needs of the recipients.
  10. Frequency The board and senior management (or other recipients as appropriate) should set the frequency of risk management report production and distribution. Frequency requirements should reflect the needs of the recipients, the nature of the risk reported, and the speed, at which the risk can change, as well as the importance of reports in contributing to sound risk management and effective and efficient decision-making across the bank. The frequency of reports should be increased during times of stress/crisis.
  11. Distribution - Risk management reports should be distributed to the relevant parties while ensuring confidentiality is maintained.
  12. Review - Supervisors should periodically review and evaluate compliance with the eleven Principles above.
  13. Remedial actions and supervisory measures - Supervisors should have and use the appropriate tools and resources to require effective and timely remedial action to address deficiencies in its risk data aggregation capabilities and risk reporting practices. Supervisors should have the ability to use a range of tools, including Pillar 2.
  14. Home/host cooperation - Supervisors should cooperate with relevant supervisors in other jurisdictions regarding the supervision and review of the Principles, and the implementation of any remedial action if necessary.
Reusing BCBS 239 Principles
The principles are ready for use at any risk management questions. The data processing for risk management is analytics, using business information but is not about improving the product, describing something of the product. The goal and usage of data processing is very different although sharing of technology for doing analytics is possible.
This review for managing risk at a product gives a change by ideas for managing functionality and functioning realisations.
💡👁❗Using a mindset to improve safety cybersecurity based on product accountabilities.
💡👁❗Promotion for a safe environment intangible part of the shop floor.
💡👁❗How to achieve a safe environment using existing knowledge and guidelines.
legal

U-2.5 Service lines functionality functioning

Optimising "services: cyber/adminstrative" is the goal behind USM. Although it is not explicitly stated in the USM pinciples it is using lean principles. Value stream processes are core business lines for services.
Where to pay attention on:
⚒ U-2.5.1 Services, processes, practices, instructions
The USM Service, processes
Process model
If we test the 'processes' from all current frameworks, standards, and reference architectures against these 10 requirements, it can be demonstrated that they all describe combinations of people, process and technology: the what, the who and the how. Therefore, they all fail the very first of the 10 requirements. They actually describe practices, and practices are not processes: practices are derived from processes by adding the who and the how to the what. ...
USM-Process Process Instruction The difference between:
⚖ processes
⚙ Procedures practices
⚒ Work instructions
The detailed descriptions in different aspects for diffrences is more clear in a figure (see left side).
Confusion: Most "processes" are internal affairs for the service provider, and as such, they are only part of the customer-facing processes.

In a process model that meets all the 10 requirements, performance is achieved with workflows: composite flows of activities, which consist of non-overlapping fragments of individual processes from the integrated process model.
Some process requirements aren't clear understandable, excerpt details:
  1. “A process can be divided into sub-processes, but that does not change the process.”
    👉🏾 E.g., software development is an internal activity. The customer couldn’t care less how the functionality is generated, as long as it is.
  2. “A process model organizes the processes.”
    👉🏾 Enterprise Service Management requires one captain on the ship
    👉🏾 In a complex environment, interoperability is key
  3. “An integral process model includes all service management activities.”
    👉🏾 An issue: Project management is not product management.
    👉🏾 See the organization through the eyes of one integrated management system.
  4. “In an integrated process model, each activity occurs only once.”
    👉🏾 Issues: "Best practices", local organizational structure, local selection of tools.
    👉🏾 Start with the things you do to realize your organization’s mission and goals
The USM Service, process model
🎭❗ Principle:
Removing all who and how from these practices then leads to the core material of a process architecture: only the what.
🎭 A solution, of multiple alternatives:
In that process model we find only five processes that are independent of the line of business of the organization. Four of these processes are reactive: they are triggered externally, by the customer. These reactive processes are used to respond to the customer's demand.
USM-Process-model
In a figure see right side:
Reasons for an alternative:
🤔 Missing is the service owner.
🤔 Proactive improvements avoiding failures is better than waiting them to happen.
🤔 The requirement for monitoring is neot seen in the USM model.
⚒ U-2.5.2 facility - support, functionality - functioning
The USM Service
A classification for tasks activities at Process model is a well thought interesting statement. Functionality- functioning is a better one than design - build or theoretical practical although they are all having the same intention.
Facility - Support
Composition of a service: A service involves a customer who is interacting with that facility (the 'use' by the user).
USM Service tree
Two by two:

See figure right side

Facility
A facility is always a mix of goods and actions:
The support
The support involves the response to support requests submitted by the customer (user). These support requests trigger the reactive processes of the service provider.
Service evaluation

Reasons for an alternative:
🤔 Missing in the USM service soultion is what about faclity and support.
🤔 The tweak done is to have a fit with the SIAR model (Pull-Push PDCA DMAIC).
The USM goal
🎭 We need at least a control approach at an end-to-end level: an Enterprise Service Management strategy that focuses on complexity reduction. provides the concept of the universal link that can be used to build endless supply chains and service ecosystems, based on a simple service management architecture, with only customer-relevant processes.
🎭 effective and efficient collaboration requires normalization of the way the teams contribute to the enterprise goal. And normalization requires some level of standardization, especially on the aspect of each team’s management system.
🎭 Service management architecture: The fundamental organization of a service management system in its components, their relationships with each other and the environment, and the principles that guide its design and development.
⚒ U-2.5.3 The Service quantum
Incompleteness USM
What is not mentioned although clearly touched: Adding those into visualisations for two different types. One for functionality, design, and one for functioning, executing.
Executing service deliveries
The process quantum for functioning:
Processquantum functioning
In a figure see right side:
In data mesh this is the operational plane.
Designing service deliveries
The process quantum for functionality:
The result is a specification of the product intended to delivered to a customer. Processquantum functionality
In a figure see right side:
In data mesh there are parts of this, the closed loop, in the analytical plane.
This restructured version of USM principles gives many new ideas for promotions and realisations.
💡👁❗Promotion how to differentiate between processes within services.
💡👁❗Promotion how to accept and start change, improvements .
💡👁❗Using a mindset to analyze improvements out of several options, a lean culture.
Data monetizing journey

U-2.6 Maturity 4: Change Services in control

"Managing services" is a prerequisite for "processes: cyber/adminstrative". The focus should be on the value stream services and processes. It starts by knowing the shop floor.
From the three TIP, interrelated scopes:
⚖ U-2.6.1 Safety intangible at the internal organisation
Requirements to set, document & validate
Information processing culture is lacking the culture for structured processes by layers and is lacking culture for sufficient explanations.
😉 The jabes proposal is about structuring processes. The documental architecting engineering and operating has to cover multiple attention points.
👉🏾 Use all these four intagible for product and at the processing lines of prodcuts. Jabes process Assurance
In a figure:
See right side
⚖ U-2.6.2 Clear safe assembly lines, deliveries, by the organisation
Whether the process in the information is a simple recipe, classic instructions, or diffuse complex (algorithm analytics) one, doesn't really matter. Advanced exchange multiple products one several product lines in a figure: Process artifactshare2
👉🏾 Translate the logical floorplans to easy understandable activities, practices, routines.
⚒ U-2.6.3 Product: Value creation for Customer, Requestor, Data subject
How: Product principles
There are several gaps for product management althought they should not be there. There is a lot of knowledge and many good guidelines. An ateempt to recap the product management challenge:
👉🏾 Using these nine aspects in 3*3 planes. There is a difference between theory and realisation, the same aspects have different perceptions from another position, other perspective. Difficulties in perception using a top down or bottom perspective helps in understanding decreasing those difficulties. Selecting nine topics, ordering those in two 3*3 planes, is a new idea. In the end there will be a multidimensional cubicle model view with three axis.

Top-down theoretical view:
Lean 9 areas
The figure,
see right side
Bottom-up practical view:
Lean 9 areas
The figure,
see right side
Another one is "data", analytics, business intelligence. There are 3 closed loops for managing a product, the processing line:
  1. functioning of the service (operations)
    • Understand the floor, work being done by doing analyses
    • Understand the floor, work being expected by doing analyses
  2. functionality of the service (design, technical and functional)
    • Getting information: What are the transitions changes planned?
    • Get to know: profits & losses last 3 years, the stage of the product
  3. achieving the purpose of the service, for the good bad and ugly:
    • direct customer feed back
    • external information: demand, satisfaction, market change
    4. This type of doing analytics for the product is competing with those for lean processing.
Bamboozled
"If we've been bamboozled long enough, we tend to reject any evidence of the bamboozle.
We're no longer interested in finding out the truth. The bamboozle has captured us.
It's simply too painful to acknowledge, even to ourselves, that we've been taken.
Once you give a charlatan power over you, you almost never get it back.” - Carl Sagan
⚙ U-2.6.4 Safety Capabilities: managing uncertainties & risks
Olympia_odenon.jpg Asking an oracle is a way to convince presumed decisions by assumptions is of all times. Ambiguity is to avoided.
😉 Alignment or decisions by help of external advisors sounds good.
Risks are by nature uncertaintities. managing uncertaainties is balancing many possible sceneraios change and their impact. This is not an binary yes/no advice, worse when new information is added scenarios could change dramatically.
👉🏾 Needed: culture Accepting imperfection while seeking perfection.
⚙ U-2.6.5 The goal & maturity of the organisation as service provider
PDCA - DMAIC - SIAR , lean
This is the second image: dynamic, static & stages for flow & control.
Missing link: siar pdca dmaic
Change:
PDCA
DMAIC
SIAR
How the areas with cycles, a mindset to external service delivery: It is setting a direction for goals matching the way of working. What is needing for improvements is getting clear although the choices in priorities are left at good luck. What the blocking constraints are and where the efforts are being spent on are not valuated.
😉 Improving requires acceptance to unlearn and learn consciously.
👉🏾 Needed is a culture mindset for understanding what the options to improve are.
PDCA DMAAC puzzle in meaning, understanding
In the image there are vertical - horizontal objects mentioned what to change, the diagonals are representing action how to change. The PDCA DMAIC are promoted in a one way direction and not being combined.
⚖ U.2.6.6 Short checklist floor impediments
Need having solved: These are to be understood solved and managed by management at the high levels. This can be measured by maturity metrics. The usual situation is: none of them is in place. Worse, there is even no awareness, CMM level-0.
  
🎯 101-RIS ComCap Ideate-EE Plan-EE EXEC USM CMM5-4OO 🎯
  
🚧  TIP Risk Genba Service C-Safety SMART USM CMM4-4OO 🚧
  
🔰 Contents Inside Outside ValOSI DO USM CMM3-4FS 🔰

U-3 Realisations improved value streams, reduced risks


dual feeling

U-3.1 Simple information & services

Running services is without a clear defined craftmanship. Variety volatility are too high in the very diverse number of circumstances. Decision makers are needing information, using other persons skills to help in underpinned decisions.
General focus areas:
⟳ U-3.1.1 Dualities: Materialised - Transforming
Complex numbers
⚖ Complex numbers
Understanding and teaching complex numbers (Ait Jaokar) 👓 In high school, you are taught complex numbers as a type of number that goes beyond the familiar real numbers (like 1, -3, or 4.5) we use every day. They are made up of two parts: a real part and an imaginary part. 'i' is defined as the imaginary unit and is the square root of -1. Then you are taught that you can perform various operations on complex numbers because you can think of complex numbers as points or vectors on a plane called the complex plane.
... Complex numbers provide a powerful mathematical framework to describe and analyze physical phenomena that involve two interrelated components, often oscillatory or wave-like.
under constrcution
⚖ The why of complex numbers at information processing
There are two components in processing information: If we could measure each of them by numbers the complex number mathematics would be useable. Imagination: the transformation is changing the intention, position, content of information to something not reachable before.
Challenges in machine learning
Why is machine learning challenging for some engineers? (ajit Jaokar 2024)
I do not refer to software or AI engineers. I am referring to traditional engineers - ex mechanical / electrical etc working in those industries. In a nutshell - engineers have a different mindset due to their perspective of Physics based modelling and simulation - which do not directly co-relate to data science (ML DL).
😱 ❓ Uhh .. what is going on here? Electrical, electronics engineers are used to working with complex systems, wave-like systems improving what tis possible, continuously working with preferable data gathered by measuring what is going on.
Windtunnel In engineering, Physics-based modelling often involves deriving equations, from first principles to describe the underlying physical processes. A wind tunnel is an example of physics based modelling.
In contrast, machine learning relies on data-driven approaches, which can be a paradigm shift for engineers more accustomed to analytical solutions. Machine learning is dependent on large volumes of data for training models. Traditional engineering approaches do not place as much emphasis on data because many real-world problems in physics are described by linear or well-defined mathematical models. Machine learning, especially deep learning, deals with non-linear and complex relationships that are not easily representable using traditional mathematical equations.
beginners-guide-to-aeronautics Is the reality.
What is under control by mathematic rules is preferable done by data processing. The model is fulled with new data showing the results visualised by data. The last verification of this is a correct new model approach goes by physical simulations but only in avoiding as much as possible the high impact by mistakes.
feel devil There are some more considerations
  1. In engineering, domain knowledge is used for feature engineering.
  2. Machine learning and deep learning try to automate this step.
  3. Traditional engineers are accustomed to interpretable models where each parameter has a physical meaning.
  4. Some machine learning models, especially complex ones like deep neural networks, are often considered "black boxes," making it challenging to interpret how they arrive at specific decisions.
  5. Traditional engineering models are often validated against theoretical principles and tested in controlled environments.
  6. Machine learning models require careful validation and consideration of their generalization to new, unseen data, which can be a novel aspect for engineers.
A lot of arguments that are indicating the opposite. Machine learning should learn more from classic engineering understanding better the system instead of hoping some API will solve it all.
Despite these challenges, the integration of machine learning with traditional engineering approaches holds great promise for solving complex problems and optimizing systems - especially when physics based modelling is not possible in some edge cases.
😉 Thus, machine learning focuses on learning patterns and making predictions from data without explicit rule-based programming. Simulation involves creating rule-based models that replicate the behaviour of real-world systems.
Materialised information Inference
Assuming quality, trustworthiness are at known levels, what tells the information? Understanding statistical inference (ajit Jaokar 2024)
👓 In statistical inference, it is assumed that the underlying distribution of the data can be known.(is knowable).
👓 Machine learning inference is the process of using a trained machine learning model to make predictions on new, unseen data. This is the stage where the model, which has already been trained on a dataset, is deployed to perform tasks such as classification, regression, object detection, etc., in real-world scenarios.
❗ 😲 It is exaggerated a model is only possible by machine learning (ML).
Instructions for a model, rules, given by a leader by good feelings is acting the same. The difference is only those good feelings are missing the proof by what is in information.
❗ 😲 In fact ML is replacing the unexplainable freedom human decision makers have with all their privileges. They are getting evaluated and still accountable leaders.
What are the steps involved in statistical inference? Because of the need for the underlying distribution to be knowable, statistical inference involves two steps: These tests are crucial for validating the assumptions of statistical models and ensuring their accuracy in representing the underlying data.
transport external
⟳ U-3.1.2 Inference Statistical - Machine Learning
Culture clashes
Understand the maths of data science (ajit Jaokar 2024)
👓 Everyone is traditionally taught that statistics is the foundation of machine learning. It is not that simple. Data models are rarely used in ML DL.
👓 The approach is that nature produces data in a black box whose insides are complex, mysterious, and, at least, partly unknowable. What is observed is a set of x's that go in and a subsequent set of y's that come out. The problem is to find an algorithm fx such that for future x in a test set, fx will be a good predictor of y.
❗ 😲 This is describing just "fitting the line" by bacl box assumptions using api's. I would prefer using determined set of predictors of combined dependent correlated features. those are more stable and predictable.
The goals in statistics are to use data to predict and to get information about the underlying data mechanism. In some situations they are the most appropriate way to solve the problem. But the emphasis needs to be on the problem and on the data.
😱 ❓ Uhh .. what is going on here? A seen distribution would be prove for some assumed solution? How to Lie with Statistics (D.Huff 1954) Themes as: "Correlation does not imply causation" , an example of a questionable-cause logical fallacy, in which two events occurring together are taken to have established a cause-and-effect relationship. The assumption that A causes B simply because A correlates with B is not accepted as a legitimate form of argument. It is weird to see even scientist are using that not legitimate argumemtation to convince other people.
Model, transformations Inference
understanding statistical inference (ajit Jaokar 2024)
Statistical inference is the process of drawing conclusions about a population's characteristics or parameters based on a sample of data taken from that population. ❗ For statisticians anything beyond describing the population is a black box. Example: statisticians are able to create nice statistics on construction materials for an object and are at the same time clueless for the engineering of the construction.
The "statisistical proof" assumption:
Finally, Type I Error involves incorrectly rejecting the null hypothesis when it is true (false positive). Type II error is failing to reject the null hypothesis when it is false (false negative).
feel devil
Model, transformations Inference
Machine learning vs Statistics (ajit Jaokar 2024) To clarify, of course, statistical ideas are used in machine learning (ML) and deep learning (DL) but the two practises differ fundamentally when it comes to inference. when statisticians say that machine learning and deep learning models are fundamentally unknowable (black box) it sounds like something bad.
❗ It is the same black box statisticians always had to and will be to face, they are no: surgeries, engineering, matter specialist.
ML and DL techniques lead to altogether new types of applications, for example based on image recognition. Lives have been saved using these techniques that do not by definition require the underlying distribution to be known.
to summarise:
  1. Statistical Inference:
    Based on known probability distributions and simpler models, suitable for smaller datasets, and provides clear interpretability and measures of uncertainty.
  2. ML Machine Learning Inference:
    Data-driven approach that uses a variety of algorithms to learn from data, requires larger datasets, and includes both interpretable and complex models.
  3. DL Deep Learning Inference:
    A specialized subset of machine learning that uses deep neural networks to model complex patterns, requires very large datasets and computational power, and is less interpretable.
What do we have up to now? Using statistics for undestanding the population and what the effects by services, the initial purpose, are is making more sense. The technology is not a blocking factor anymore for follwoing any case individual.
transport internal
⟳ U-3.1.3 Inference purpose information processing
Materialised information Inference
IID in machine learning (ajit Jaokar 2024)
In machine learning, "IID assumption" stands for "Independent and Identically Distributed." The assumption of independence implies that the generation of any data point in a dataset does not influence and is not influenced by the generation of any other data point. In other words, each data point is generated without regard to the others. And how do you know that? Through statistical tests and analysis. And therein lies the touchpoint between the two approaches.
Just add:
feel devil
Underfitting - overfitting
Bias variance tradeoff - a simple analogy (ajit Jaokar 2024)
Underfitting: Underfitting can be identified when a model has high bias and low variance, meaning it makes strong assumptions about the data and fails to learn from the training data effectively. This results in a model that does not perform well even on the training data, let alone on new, unseen data.
Overfitting: Overfitting is characterized by low bias and high variance, meaning the model makes few assumptions and fits the training data very closely but performs poorly on test data.
When the purpose is understood the level of fitting will tell something how appropiate the model is, how appropiate the pupose is.
This unique view on data, information processing gives several ideas why there ar that many difficulties in understanding.
💡👁❓Avoiding classic engineering skills and managing risks by chance-impact, why?
💡👁❓Not using classic statistics for evaluation product line purpose results, why?
💡👁❓Underfitting overfitting no matter of model origin. Model: a specified purpose.
dual feeling

U-3.2 Interactions in a complicated landscape

Running services is without a clear defined craftmanship. Variety volatility are too high in the very diverse number of circumstances. Decision makers are needing information, using other persons skills to help in underpinned decisions.
General focus areas:
⚖ U-3.2.1 Perspectives activies in the centre
confusion babylonian
Understanding changing perspectives
When there is perspective changes between functionality and functioning the goals to achieve are changing. Having a fixed starting point for the pull-push and PDCA, DMAIC cycles the axis are changing, a mirror over the product diagonal. The interactions over horizontal and vertical lines are also changing. it is who, task activity, is taken initiative who, task activity is following in what path order.
Functionality internal
functionality internal 🎭 For designing product quality internal two important central activities are about budget and access.
🎭 For designing product usage internal other two important central activities: the service and staffing people.
❗⚠ In the context of working at design there is different context to working for usage.
👉🏾 Impact Interactions: hard to underestimate.
Functioning internal
functioning internal 🎭 For designing product quality internal two important central activities are about budget and access.
🎭 For designing product usage internal other two important central activities: the service and staffing people.
❗⚠ There is a different location, change in ordering in connections to designing the product.
👉🏾 Impact Interactions: hard to underestimate.
Functionality external
functionality external 🎭 For designing product delivery external two important central activities are about infrastructure and technical support.
🎭 For designing product usage internal other two important central activities: planning realization and fullfilling request delivery.
❗⚠ In the context of working at design there is different context to working for usage.
👉🏾 Impact Interactions: hard to underestimate.
Functioning external
functioning external 🎭 For designing product quality internal two important central activities are about budget and access.
🎭 For designing product usage internal other two important central activities: the service and staffing people.
❗⚠ There is a different location, change in ordering in connections to designing the service.
👉🏾 Impact Interactions: hard to underestimate.
⚖ U-3.2.2 Perspectives activies over axis
confusion babylonian
Understanding changing perspectives
When there are perspective changes between internal and external the goals to achieve are also changing. This has an effect in ordinal orderings at axis and the ordinal order in categorisation.
Functionality internal
functionality internal
🎭 For designing products internal, levels in categorisations:
  1. Mirror: Design functionality, Devops functioning - Theoretical , Practical
    About high level simplified stages
  2. ❗ Stable: Steer, Shape, Serve - Pull, Pull& Push, Push
    About closed-loops and cycles for incremental progressing
  3. Mirror: What, How, Where, Who, When, Which - context, concept, logic 2x, physical, details
    About stages in architecting engineering and abstraction levels.
    A friction point at architecting - engineering (logic 2x).
👉🏾 Impact Interactions: hard to underestimate.
Functioning internal
functioning internal
🎭 When the activities are mirrored from functionality into functioning there is an reordering in: 👉🏾 Impact Interactions: hard to underestimate.
Functionality external
functionality external
🎭 For designing products external, levels in categorisations:
  1. ❗ Stable: Backend, Frontend - PUsh, Pull
    About closed-loops and cycles for incremental progressing
  2. Mirror: Steer, Shape, Serve - Analyze/Prepare, Compose, Deliver/Understandng
    About high level simplified stages
  3. Mirror: Where, How, What, Which, When, Who - context, recipe, logic 2x, result, details
    About stages in architecting engineering and abstraction levels.
    A friction point at architecting - engineering (logic 2x).
👉🏾 Impact Interactions: hard to underestimate.
Functioning external
functioning external
🎭 When the activities are mirrored from functionality into functioning there is an reordering in: 👉🏾 Impact Interactions: hard to underestimate.
⚖ U-3.2.3 Walking over floorplan lines
Communication: Organisation ⇄ Technology
Strategic alignment Venkatraman ea
12 manage venkatraman
Venkatraman ea argue in 1993 that the difficulty to realize value from IT investments is:
❶ firstly due to the lack of alignment between the business and IT strategy of the organizations that are making investments, and
❷ secondly due to the lack of a dynamic administrative process to ensure continuous alignment between the business and IT domains.
  1. (yellow) Strategy Execution: Business is strategy formulator, IT is implementor follower.
  2. (red) Technology Potential: Business strategy drives IT strategy, the organisaton follows.
  3. (green) Competitive Potential: emerging IT capabilities drives new business strategy.
  4. (blue) Service Level: The role of business strategy is indirect. "It should work."
The four options for who is in the lead and who is following are resulting in wich opportunities are possible. The translation into the lines vertical horizontal, diagonal with six areas interactions should go is following the idea of Venkatraman ea.
Floorplan: Interactions over lines
😉 In a small environment most is covered by the same persons.
The question and challenges of managing interactions can be ignored.
confusion ship battle 🤔 In big environments there is a split by: Enough causes to see battles by those differences harming the organsisation.
follow specialist line
Floorplan: Interactions lines by specialists
Walking over lines: following the line forward and backward receiving direct confirmation for understanding.
follow specialist line 😉 This is the natural way of workers accepting others working in that same functional flow line. Prerequisite culture: working in lines for a shared goal.
🤔 There is no hierarchical control.
follow abstraction line follow abstraction line
Floorplan: Interactions lines by abstracions
Walking over lines: following the line top-down and bottom-up receiving direct confirmation for understanding.
😉 This is the natural way of workers accepting orders in hierachy, a boss. Prerequisite culture: a boss hierarchical knowing all what to do.
🤔 There is no collaboration over workers.
For a small organisation this will work.
What Size Company Is Right for You? (hbr 2024) Summary: Medium-Scale Organizations (one thousand to several thousand employees) These organizations typically offer a positive balance between the agility of startups and the structure of larger organizations.
follow diagonal abstraction line
Interactions diagonals started by abstracions
Walking over lines: 😉 This is a complicated way of workers and hierarchy in collaboration crossing abstraction levels and specialisms in cycles for feed-back. Prerequisite culture: working for a shared goal.
🤔 Initiative hierarchical lines, feedback by specialisms.
follow diagonal specialist line
Interactions diagonals started by specialists
Walking over lines: 😉 This is a complicated way of workers and hierarchy in collaboration crossing abstraction levels and specialisms in cylces for feed-back. Prerequisite culture: working for a shared goal.
🤔 Initiative by specialisms, feedback hierarchical.
Communication interactions over all floorplans
There are in total six floorplan for all different perspectives. Travelling over all floorplans is moving around in three dimensions.
This restructured version of how to commmunicatie using floorplans ives many new ideas for promotions and realisations.
💡👁❗Promotion in using several of the communication strategies.
💡👁❗Promotion how to solve communication over the diagonal flow lines.
💡👁❗Investments in time and conflict solving for adequate alignments.
enterprise4

U-3.3 Ideate the purpose for the Enterprise

Why a product, why events, why unexpected successes/failures is: why we are living, why we need each other. Easier is describing what successful products are than defining how to achieve that a product will become successful. Those skills for seeing some future is "vision".
Challenges:
⟳ U-3.3.1 Enterprise Culture vision
Leadership
3C models
Focus Priority
3C models The 3Cs model points out that a business strategist should focus on three key factors for success. In the construction of a business strategy, three main elements must be taken into account: Only by integrating these three can a sustained competitive advantage exist. Ohmae refers to these key factors as the three Cs or the strategic triangle.
There is also a new [when?] 3 Cs model emerging which centers on sustainability. This model is: The idea behind the new 3 Cs model revolves around the concept of shared value to the company, the environment, and the community.
people, money and things
A favorite phrase of Japanese business planners is hito-kane-mono, standing for people, money and things (or assets)
Confusing titles
product manager skills
"Technical product managers" typically exist in larger product management teams. The title comes with its own particular set of expectations and responsibilities. A technical product manager is expected to possess significant, practical knowledge about programming, system design, and the like. ... They sometimes own responsibility for a particular part of the product but are also often deployed on an ad hoc basis to manage the technical aspects of different initiatives.
How does the AI product manager differ from the traditional product manager? (Ajit Jaolar 2024 )
A software product spans Customer value, business model and Technology.
⟳ U-3.3.2 Culture expectation threats
feel devil
The blame game
Blame Culture Is Toxic. Here's How to Stop It. (HBR Michael Timms 2022) At work, we show kindness by doing things like paying someone a compliment with no ulterior motive or holding the door open for a colleague. Now think about the rare occasions when we're feeling stressed and snap at a coworker or criticize their ideas.
Are we still kind?
Agile gold Rush
The Agile Community Shat The Bed (Scott Ambler 2024 I) is a harsh examination on the agile hype.
The agile gold rush is over and it isn’t coming back. Executives are clearly frustrated with agile, having seen little return on investment (ROI) after sometimes spending millions on agile training and coaching. Some snapshots of the fads: Failing fast certainly has its place, but there are other, often faster and cheaper, ways to learn. Teams could have reduced their failures through better risk management (evil though it may be) and greater investment in technical skills (stuff rather than fluff). Many times I ran into people who would tell me about this fantastic agile training they had taken, how they played games and learned a bunch of great ideas, only to go back to work and not know how to apply those ideas in practice. "The road to hell is paved with good intentions."
How Agilists Can Move Forward (II)
Agile Principles
Harsh but clear examinations: Agile Alliance Principles Examined (G Alleman 2023)
🚧 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. ➡ The concept of customer value for work performed is well-developed in any business domain. However, definitions of value, early, and satisfaction are not provided, so domain-specific definitions must be developed before this principle can be of practical use in a specific circumstance.
🚧 Working software is the primary measure of progress. ➡ Although working software is an outcome of development, many Agile processes do not address other critical deliverables and measures of progress. The focus on software alone misses many opportunities for process improvement before and after code generation.
🚧 The best architectures, requirements, and designs emerge from self-organizing teams.
➡ This is conjecture and not based on analytical measurements. This principle does not state the domains in which it is applicable. Systems engineering science has much to say here, but no recognition of this previous work is provided.
⟳ U-3.3.3 Threats by accountability nature
Threats with Changes
Prosci Explore the Levels of Change Management
Your projects and initiatives have a significant impact on the ways individual people do their work on a day-to-day basis. Change can impact processes, systems, tools, job roles, workflows, mindsets, behaviors and more.
prosci change
All too often, organizational changes end up meeting requirements without delivering expected results. They deliver the necessary outputs without delivering expected outcomes. This is what happens when the organization focuses efforts on the solution itself, rather than its benefits.
Another variation in PDCA / DMAIC: The word "ADKAR" is an acronym for the five outcomes an individual needs to achieve for a change to be successful: Awareness, Desire, Knowledge, Ability and Reinforcement.
feel devil
Change: Threats, risks
Serious change management problems: ⚠ The usual change management process in place (ITIL) doesn't have a vision for change categories evaluating associated risks.
Acountablity responsiblity, risks
My first surprise was that there the product management accountability isn't visible. Using the floorplans many positions with a key product activity were found with natural conflicting interests. A CPO, chief product officer, is the most logical position for coordination.
feel devil Accountabilities, roles:
  1. ⚖ Product manager: coordinating operations, changes, innovations.
    focus: functionality - functioning
  2. ⚖ Business analyst: manages informed product advisories by analyses.
    focus: functionality - appropiate
  3. ⚖ Account manager: coordinating flow, financial operations.
    focus: quantity availablity - profitability
  4. ⚙ Sales manager: coordinating to external customers, martketing.
    focus: profitability - appropiate
  1. ⚙ Water Strider: coordinating flow, product operations.
    focus: functioning - quantity availablity
  2. ⚠ Quality Control: Safe products by quality by specficiations.
    focus: functioning - acceptable quality
  3. ⚠ Safety analyst: Safe environment for internal and external stakeholders.
    focus: Safety - functionality
  4. ⚠ #TBD remediates: Safe environment internal and external stakeholders.
    focus: Safety - functioning
The conflicting type of interests needs to be solved by additional C-parties.
In a figure:
BPMuse operations
"The road to hell is paved with good intentions."
Using logical floorplans gives many solutions and very sadly new challenges to solve.
💡👁❓Human nature is poisoned by the risky blame game, how to avoid that?
💡👁❓Changing anything is not without risks, how to manage risks?
💡👁❓Managing the product holistic with all conflicting interests, a real challenge.
enterprise5

A-3.4 Evolving technical operational organisations

Optimising lean "processes: cyber/adminstrative" is the goal Jabes is helping to focus on. Value stream processes are core business lines. These are dependent on the quality & quantity of a technology connection.
Where to pay attention on:
⚖ U-3.4.1 From Chaos to Control
The Throughput Improvement Process (TIP)
Strategy For New Design? (K.Kohls 2024) Improving plant throughput to the design process: implementing the Throughput Improvement Process (TIP) based on the Theory of Constraints (TOC). The core principle is straightforward: the throughput of the system is limited by its bottleneck. The performance of this bottleneck dictates the performance of the entire plant.
➡ ❗ The goal: integrate system optimization into the design process. Rather than striving for perfection, we aimed to create a capable system—one that doesn’t introduce new bottlenecks. This approach requires a shift in mindset: no need perfectly accurate data; just avoid making decisions that would cripple the system.
This approach transformed the design process. Decisions that once seemed logical in isolation but harmful to the system were now easily overruled. Collaboration improved as groups worked together to achieve the common goal: ensuring the plant could run at its designed rate.
Master Data management
❗ The role of the Chief Data officer. Should not be about technology but about understandng information. Master data management (MDM) Master data management (MDM) is a process that creates a uniform set of data on customers, products, suppliers and other business entities across different IT systems. One of the core disciplines in the overall data management process, MDM helps improve the quality of an organization's data by ensuring that identifiers and other key data elements about those entities are accurate and consistent, enterprise-wide.
Naming Conventions
Using naming conventions can be very helpful for master data management. An successful classification mechanism is: The Dewey Decimal Classification (DDC) , colloquially known as the Dewey Decimal System, is a proprietary library classification system which allows new books to be added to a library in their appropriate location based on subject. An example that could be copied, extended in information technology. This is not easy to achieve. Note: nothing of this is usually in place, causing al lot of miscommunication, misinterpretations, wrong expectations.
⚖ U-3.4.2 Service quality versions adding value
under constrcution
The enterpise organisation, executive
When the product service is what is about, the CPO (Chief Product Officer) has a pivotal role. A CPO is more then than the COO (Chief Operations Officer) it is including innovation (Chief Innovation Officer), technology alignment, involving empowered people.
A proposal for a new abstract strcuture: All of them are exchangable to other enterprise
hierachy 9 areas
Top-down theoretical view:

Figure, see right side
The enterpise organisation, shop floor
Lean 9 areas
Bottom-up practical view:

Figure, see right side
Supporting Explainable transformations
Enabling any kind of activity is realised by financial budgetting. Investment-based Budgeting (NDMA 2024) forecasting the costs of planned projects and services, not just what you plan to spend. Planning forecasting, evaluating, doing accounting is analytics.
In traditional processes, each department submits a budget to get money to pay its costs. The budget is a forecast of spending on expenses such as compensation, travel, training, and vendor services.
➡ Why is this bad? ➡ ❗ Change from budgetting in hindsight to forecasting with insight.
In internal market economics, business and budget planning take a different form.
As a business within a business, you don't get money to pay your costs. You're given money to "buy" your products and services.
⚖ U-3.4.3 Data governance, analytics - business intelligence
Chief data officer (CDO)
The role of a CDO is far more than: Aside those not easy topic getting the enterprise aligned is the goal:
Information chains by time
In the ancient times of ICT storage was very expensive. Less used information was eliminated although those could be very important.
A technical and logical holistic review on how to manage previous states of important information has never materialised. That is technical and logical data debt that should get solved. Technical is about technology (CTO), logical about data governance (CDO).
Chief Analytics &mp Intelligence (CAIO)
The role of a CAIO is not an existing one, it is not about the technoloy. Support, help for: It is more advanced role what a statistcian would do for understanding usage of statistics.
Logs, journals - data collectors
The CDO is the coordinator for collecting understanding relevant data transforming into meaningful information on the floor.
The safety on the floor supports the operational connections. The business analyst is providing accountable managers what they need for forecasting, planning. Both the safety analyst business analyst can use the same resources there is only a different perspective in the goal. Lean data managemetn DIK 9 areas
Bottom-up practical view:

Figure, see right side
➡ Logs are the accepted way for extracting an collecting information. Logs are usual created for technical reasons not intended for a specific goal.
➡ ❗ Journals are more specific designed events for data-collectors. They have a more defined specfic goal. Logs and journals would look similar, a more clear difference is logs are registering technical events e.g. the time snap with of specfic an event, journals are registering logical information events e.g. the time snap the change of specfic information type.
Advantage: Disadvantage:
Analytics, intelligence operational risk
For "closed loop" analytics, transforming information into knowledge to achieve insight for decisions. The only difference between the CPO and the CAIO is: The CAIO is looking at how the analytics is done, for what goal. Decision makers giving underpinning in the why at decisions.
Top-down theoretical view:
Lean data managemetn IKI

Figure see right side
This view on using data information, lean, product lines, is very unusual but logical.
💡👁❗ Measurements for understandable attributes in functionality and functioning.
💡👁❗ Have a shared glossary vocabulary in understanding language for insights.
💡👁❗ Planning for the future while knowing the history.
Confused-2

U-3.5 Realizing optimised lean services

Optimising lean "processes: cyber/adminstrative" is the goal Jabes is helping to focus on. Value stream processes are core business lines. These are dependent on the quality & quantity of a technology connection.
Where to pay attention on:
⚒ U-3.5.1 OPS Serve functioning
The process quantum on the shop floor
The key factor is a functioning product delivery to customers (external). In an oversimplified approach there is only a single process, a single factory, that is doing the work for the delivery to the external stake holder. The factory has several flows and several closed-loops.
OPS Serve functioning communication lines
The functioning flows: One additional input: Three closed loops and a disturbing one: In a figure, see right side.
Interactions between process quantums on the shop floor
A product is never created from scratch without materials being supplied, with tools being supplied. There are several complicated supply chains: Tools are products that should comply to service agreements for products by other parties. This is something of the same kind as the product created serviced internally to external stakeholders. The chain of supply in materials is a complicated one by dependencies other external products, reuse of partial information products.
Just an attempt to visualize by a fictive example:
Supply chain factories shop-floors
see right side.
This is the most lively environment:
😉 Optimizing the factory should be a normal a normal activity within the factory.
😉 Replacing tools by more appropriate ones should be a normal within the factory.
😉 As long as the responsibility for functionality and the accountability for service are in place and there is a demand for the product functionality the factory has a underpinning for existence.
⚒ U-3.5.2 CTM Shape functionality
The process quantum for the shop floor
The key factor is a product functionality usable for deliveries customers (external). In an oversimplified approach there is only a single process, a single line of design, that is defining, creating the functionality and enabling deliveries for external stake holders. Designing the functionality has several flows and several closed-loops.
CTM shape functionality communication lines
The functionality flows: two additional input/output lines: Two closed loops and a disturbing one: In a figure, see right side.
The process quantum for the shop floor
It would be simple when there was just a single responsible body for functionality and capabilities at functioning. In reality there are several bodies with different type of expertise.
Supply chain in managing functionalities shop-floors In a figure, see right side.
This environment is not that lively :
😉 Creating and optimizing the functionality for one or more factories is very well possible by a single responsible body.
😉 Having accountability and responsibility for functionality and being responsible for the service capabilities is a challenge for closed loop evaluations.
⚠ A closed-loop direct from functioning of the service to the accountable person for the service is a requirement for quality for the service and quantity with the service.
⚒ U-3.5.3 SMA Steer purpose
The key factor is a product functionality usable for deliveries customers (external). In an oversimplified approach there is only a single process, a single line of design, that is defining, creating the functionality and enabling deliveries for external stake holders. Designing the functionality has several flows and several closed-loops.
SMA steer purpose communication lines
The purpose flows are for: two additional input/output lines: One closed loops and a disturbing one: In a figure, see right side.
The process quantum for the shop floor
It would be simple when there was just a single accountable person for the purpose of service. In reality there are several areas with other accountable persons in the material flow. This impacts the options in functionality.
Supply chain by accountabliries
In a figure, see right side.
This environment is the hitting the public arena:
😉 Issues in the service possible escalate into events hurting the flow or helping the flow.
⚠ Collaboration between accountable persons involved in the service is required.
When collaboration fails a negative spiral is a possible outcome.
⚠ Managing both functionality and functioning is needed avoiding, resolving conflicts.
A negative spiral for the service is possible when misunderstandings, conflicts escalate.
⚒ U-3.5.4 Maturity Steer Shape Serve
Maturity evalution market options
The Global Business Services maturity model (kpmg 2016) KPMG was mentioned to be an origin .Still ambigue with not clear visions, not clear understandabel actions. Operational cost reductions remain a high priority for Global Business Services (GBS) organizations, but increasingly they are viewed as a given. Much greater emphasis is placed on delivering measurable business value and innovation beyond cost savings.
 Seeing an offering an evaluation for maturity, the figure is the interesting part. Digital Maturity Assessment (kpmg 2023)
capabilites maturity model See the figure right side:
Aligned to the SIAR model.

At the top left to right, Pull (request): At the bottom right to left, Push (result): New words, new attentions points to consider.
USM Value Maturity Model
The term maturity is frequently confused with the term 'capability' (skill, competence). Capability refers to the degree of perfection with which a party delivers a certain performance, according to the definition of that performance. However, that says nothing about the value of that performance for the customer.
Services have only one goal: to create value. For that reason, USM considers maturity from the perspective of value creation. USM Value Maturity Model
Value maturity model
See figure at the right side:

There is an assumption of the actual and desired situation.

  1. Technology driven. In the service provider's first growth phase, the customer is not leading but following.
  2. System driven. In the second growth phase, the technology is under control. The service provider is able to make coherent systems available.
  3. Service driven. In the third growth phase, the service provider's attention is focused on providing services. The service provider also pays special attention to its own position and policies.
  4. Customer driven. In the fourth growth phase, attention shifts to the customer. The customer and the service provider cooperate in specifying the service and how this creates value for both the customer and the service provider.
  5. Business driven. In the fifth growth phase, the customer and the service provider deliver added value to the customer's business activities through a partnership. The service provider invests at its own risk in the development of services that create (even) more value for the customer.
The actual assumption could be too optimistic because it states technology is under control and coherent systems are available.
SEI Maturity
Market Guide for Software Engineering Intelligence Platforms (2024 Frank O'Connor, Akis Sklavounakis, Manjunath Bhat, Peter Hyde)
Gartner defines software engineering intelligence (SEI) platforms as solutions that provide software engineering leaders data-driven visibility into the engineering team’s use of time and resources, operational effectiveness, and progress on deliverables. This data-driven visibility enables software engineering leaders and their teams to make smarter business decisions, which leads to the delivery of increased value to customers. SEI platforms must be able to ingest and analyze the signals created by common engineering tools and systems. They must provide rich, tailored, role-specific user experiences to enable leaders to more easily query data to identify important trends and gain contextual insights. The JABES proposal is overarching SEI, it is a connectiong to business core values.
To be short, a maturity level indication for SEI is: level 0.
This new level build on restructured version of USM principles solving the gap for lean realisations.
💡👁❗Promotion how to see the shop floor in cyber administrative.
💡👁❗Promotion for closed loops, continuous improvements, disruptive changes.
💡👁❗From the shop floor have a clear vision on accountabilities responsibilities for quality and quantity in services.
Data monetizing journey

U-3.6 Maturity 5: Controlled Enterprise Changes

Once Dorothy and her colleagues made the journey to OZ, they quickly found out that there was no there, there. The Wizard simply told her what she really should have known all along.
Dorothy and her companions just had to figure out how to reframe their own perceived shortcomings and recast them as strengths to achieve real transformation.
⚙ U-3.6.1 Safety: Capabilities for managing uncertainties & risks
Data processing I: Regulations
Purpose: Comply with legal requirements from a minimum level up to beyond the underlying essence of those requirements. 👉🏾 Needed: culture mindset for understanding the regulations en what to do for those.
⚒ U-3.6.2 Interacting communicating becoming an entity
Data processing: support in a shared language
Purpose: Enabling more advanced tasks than a single person or small group is capable to do. 👉🏾 Needed:culture mindset for willing to collaborate, cooperate.
horse sense
⚖ U-3.6.3 The organisation servicing a product
Voice of the customer, stakeholder
It solves a problem, gives a benefit, satisfies a desire: 😉 No situation is the same forever although questions could be the same, the logical solutions is kept the same, the technology changing fast.
Data processing II: Product Service
Purpose: Use information, data that describes thea product / service. The closed loops are required to understand and adjust the changes in the market / technology / goal-use. 👉🏾 Needed: culture mindset for understanding what to offer, what options for offerings are.
horse sense
⚖ U-3.6.4 The goal & maturity of the internal organisation
Data Gathering
Information start with gathering data. Data is: 👉🏾 Needed: culture mindset for simple effective data collectors.
Information Understanding
Information understanding for insight requires an understanding by used words. Information is: 👉🏾 Needed: culture mindset using a shared master data management vocabulary.
Sei - JABES
Where Jabes is a framework and tool intended to structure software engineering by basic questions the SEI market is trying to connect the disperse complex situation. The four quadrants are remarkable positioned in a good fit in the Jabes and other philosophy context. Market Guide for Software Engineering Intelligence Platforms (2024 Frank O'Connor, Akis Sklavounakis, Manjunath Bhat, Peter Hyde)
Gartner Sei
Gartner SEI figure:
⚙ U-3.6.5 The goal & maturity of the organisation as service provider
Data processing III: Product Lines
Purpose: Use information, data that describes thea product lines. The closed loops are required to understand and adjust the changes in the internal lines. The USM maturity is in line for Product Lines and Product Service.
Why: PDCA - DMAIC - SIAR , lean
This is the third image: dynamic, static & stages for flow & control.
Missing link: siar pdca dmaic
Change:
PDCA
DMAIC
SIAR
Information, data, processing adding measurements for understanding value creation: 😉 Improving requires acceptance to unlearn and learn consciously.
Setting values for goals at all levels matching in the way of working. With understanding what needs to be done for improvements the choices in priority are getting help by better understanding of impact by changes.
👉🏾 Needed: culture mindset understanding what to improve, what options to improve are.
What: Lean Jabes maturity vs service maturity
👉🏾 The Jabes maturity measurment is based on CMMI levels 0,1-5 and lean principles. Service maturity is based on CMMI levels 1-5.
How: Lean principles
There is no standard definition of what lean is or how to recognize it. It is a combination of several strong related aspects. Two important aspects were missing from the listed seven, adding:
  1. See what is going on on the shop-floor
  2. Give feed back in closed loops with evaluations to support optimizations
👉🏾 Using these nine aspects in 3*3 planes. The aspects for lean are well known ones. There is a difference between theory and realisation, the same aspects have different perceptions from another position, other perspective. Difficulties in perception using a top down or bottom perspective helps in understanding decreasing those difficulties. Selecting nine, ordering those in two 3*3 planes, is a new idea. In the end there will be a multidimensional cubicle model view with three axis.

Top-down theoretical view:
Lean 9 areas
The figure,
see right side
Bottom-up practical view:
Lean 9 areas
The figure,
see right side
Another one is "data", analytics, business intelligence. There are 3 closed loops for a service, the processing line for a product:
  1. functioning of the service (operations)
  2. functionality of the service (design, technical and functional)
  3. achieving the purpose of the service, for the good bad and ugly
Rubiks cube
The model a 3D puzzle build up in pieces
Edge pieces will hold a combination of all of the three axis domains. Defining all pieces representing dedicated content is the first puzzle. Every area on the planes is unique only by having a logical position in the correct orientation the result is meaningful.
Three axis: A 3D hs six surfaces, The collections made is by eight surfaces, where four of them not having an interenal PDCA cycle. A 3D view of the 4D object is less clear.
The model: a 3D puzzle changing planes
For Jabes there is a maturity evalution for 36 attention areas instead of 9. With six floorplans it is a 6*6*6 dimensional world. What is mentioned for service maturity is covered.
There are pinciples defined in USM that are covered by Jabes. This would be easy when there were no correlations between the areas and floorplans. Any change Will impact and change something at other ones, it is a mulitdimensional approach.
Just the cycles to improve are, is limited to 3*3*3 dimensions.
Possible variations are high in number. The Rubik's Cube is a 3D combination puzzle. When the mapping of the change management theory is possible to map to that, there is knowledge how to solve those kind of multi-D puzzles.
⚙ U-3.6.6 Following steps
Missing link devops sdlc devops data design bpm design sdlc design bianl
These are practical sdlc experiences.

Data Information generic - previous
sdlc , development life cycle 👓 next .
 
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