C&C Realizations

W-1.1 Contents

⚙ W-1.1.1 Global content

The data explosion. The change is the ammount we are collecting measuring processes as new information (edge).

📚 Information requests.
⚙ measurements monitoring.
🎭 Agility for changes?
⚖ solution & performance acceptable?

🔰 Too fast .. previous.

⚙ W-1.1.2 Local content

Reference	Squad	Abbrevation
W-1 Command & Control - acting on situations
W-1.1 Contents	contents	Contents
W-1.1.1 Global content
W-1.1.2 Local content
W-1.1.3 Guide reading this page
W-1.1.4 Progress
W-1.2 Floor plans, ordered dimensions	C6autist_02	I_Floor
W-1.2.1 Context information technology: master data
W-1.2.2 Definitions products, goods, services: master data
W-1.2.3 Services orientation at information technology
W-1.2.4 Roles tasks levels in Information Services
W-1.3 Steering roles tasks	C6autist_03	C_Tasks
W-1.3.1 Technical "how to" for understanding steering
W-1.3.2 The what to start operational steering
W-1.3.3 Understanding the data flow, data lineage
W-1.3.4 Roles tasks levels supporting Information Services
W-1.4 Culture building people	C6autist_04	H_Culture
W-1.4.1 Project management, the change challenges
W-1.4.2 Project into Programme into Portfolio (3P)
W-1.4.3 Managing flow in activities, portfolios
W-1.4.4 CPO, CPE, Managing living viable systems
W-1.5 Sound underpinned theory, foundation	C6autist_05	C_Theory
W-1.5.1 Chosen colours and shapes for the floor plans
W-1.5.2 The viable system, conscious decisions
W-1.5.3 The viable system, autonomic technology
W-1.5.4 The viable system, autonomy mediation
W-1.6 Maturity 0: Strategy impact understood	C6autist_06	CMM0-SIM
W-1.6.1 Determining the position, the situation
W-1.6.2 Individual logical irrational together
W-1.6.3 Value stream VaSM vs Viable system ViSM
W-1.6.4 Flexibility in architecture, engineering, design
W-2 Command & Control working on gaps for solutions
W-2.1 Understanding ICT Service Gap types	C6authow_01	👁-GAP
W-2.2.1 Understanding the technical design processes
W-2.2.2 Understanding technical performance choices
W-2.2.3 Data governance, knowing wat is going on
W-2.2.4 Data governance, knowing who is acting at what
W-2.2 Floor plans, understanding ICT operating value streams	C6authow_02	T_Value
W-2.2.1 Technology quality & risk rating
W-2.2.2 Information process: Identities, Access, incident response
W-2.2.3 Safety Monitoring for anamolies by open source issues
W-2.2.4 Safety Monitoring for anamolies known internal processes
W-2.3 Information systems: Actuators - Steers	C6authow_03	C_Steer
W-2.3.1 Communicating a shared value, mission for understanding
W-2.3.2 Communications, variety & velocity and regulators
W-2.3.3 Communications, variety & velocity within systems
W-2.3.4 Product vs Service provider & Top-down vs Bottom-up
W-2.4 Roles tasks in the organisation	C6authow_04	C_Culture
W-2.4.1 Team member and organic system roles
W-2.4.2 The ignored Engineer executing everything
W-2.4.3 Mediation technology: functionality - functioning
W-2.4.4 Interactions in the organic viable system
W-2.5 Sound underpinned anatomy of a viable system	C6authow_05	✅-logic
W-2.5.1 Fundaments of activities processes (0-1-2, 4-5)
W-2.5.2 Operational deliveries, functioning portfolio (1-2)
W-2.5.3 Changing products, services, functionality portfolio (2-3)
W-2.5.4 Autonomic compliancy control & conscious decisions (3-4)
W-2.6 Maturity 3: Enable strategy to operations	C6authow_06	CMM3-SIM
W-2.6.1 SIMF-VSM Safety with Technology at Technology
W-2.6.2 SIMF-VSM Uncertainties imperfections at processes, persons
W-2.6.3 Dichotomy: generic approaches vs local in house
W-2.6.4 SIMF-VSM Multidemensional perspectives & revised context
W-3 Command & Control planning for innovations
W-3.1 Information processing in the information age	C6autsll_01	I_Sage
W-3.1.1 Master data, understanding information
W-3.1.2 Requesting data - Information as pull
W-3.1.3 Data lineage as a value stream
W-3.1.4 Strategy conflicts securing platforms
W-3.2 Floor plans, optimizing value streams	C6autsll_02	I_Serve
W-3.2.1 Information quality & risk rating
W-3.2.2 Chain of Information change & Master data Context
W-3.2.3 Information knowledge qualities by product, service
W-3.2.4 Information impact by product, service
W-3.3 Why to steer in the information landscape	C6autsll_03	C_Edge
W-3.3.1 ...........................treams
W-3.3.2 ...........................
W-3.3.3 ...........................
W-3.3.4 ...........................des asteroide world
W-3.4 Visions & missions from the boardroom	C6autsll_04	C_Vision
W-3.4.1 ..............................nterprise
W-3.4.2 ..............................& multiple dimensions
W-3.4.3 ..............................straints
W-3.4.4 ..............................gn, production
W-3.5 Sound underpinned theory, improvements	C6autsll_05	✅-dimensions
W-3.5.1 A structured enterprise, the organic cycle
W-3.5.2 A structured enterprise, Input Ideas perspective
W-3.5.3 A structured enterprise, the hidden organisation
W-3.5.4 A structured enterprise, result request perspective
W-3.6 Maturity 5: Strategy visions adding value	C6autsll_06	CMM5-SIM
W-3.6.1 SIMF-VSM Safety with Information at Technology
W-3.6.2 ............ service positioned within a system
W-3.6.3 ............tem structures following procucts, services
W-3.6.4 ............ innovation for products, services
W-3.6.5 Following steps

⚖ M-1.1.3 Guide reading this page

Avoiding the tooligan trap.

What's a 'Tooligan'? How often do you find yourself falling in love with a tool and then finding a problem so that you can use it?
Whenever I learn something new, I often want to go and try it out and test it on the peeps or systems that I work with, so I start with the tools and look for a problem.
I see this in many organisations and teams that I have worked with. I was talking to a friend expressing my frustration about the number of tools they used that didn't seem to solve any problem but were just there for the sake of a tool.

😲 "Ah," he said, "Tooligans!"
"What? " I asked "Yes, 'Tooligans'! They have a problem, so they buy a tool or implement a new tool to solve it. But sometimes they don't understand the real problem and if the tool will solve it."
"That's exactly it!" I exclaimed, "Tools are everywhere, and the problems are still there."

As humans, we are innately tool makers and users. Tools can help us express our ideas better, allow us to create beautiful things and solve real problems.

How do we know we have the right tool for the job?
How do we know that it will solve the problem for us?
How do we know if it will improve things or have the opposite effect?

We might want to ask a different question:

What tools must we use to apply our practices effectively?
And from there, the next logical question is, what are our practices?
What are the things that we do to get things done around here?

This is a great question, but probably not the first one to ask.
👉🏾 How will we know what we do is getting us what we want?
Before deciding what we will do, we might want to ask…

What are the principles that are important to apply to get work done?
What do we want to leverage to reach more of what we value?

And so before we decide how to shift the system, we must understand what we value.

Practices (what we do)
Deciding on what we value can help us understand what to optimise for, for example. We optimise for speed because we think that will enable us to get 'X' done faster.
Tools (what we use)
Principles
Human work systems behave in specific ways, and some patterns and levers influence how a system works for better or worse. Principles remain true regardless of context, so understanding which principles can be leveraged can help shift a system positively.

What are the system's needs?

This brings us to possibly the first question we want to ask:
👉🏾 "What problems are we solving here?"
When we look at things this way, we use a model that I love, The Spine Model. The Spine Model encourages us to start with understanding the system of work and the Needs of that system or the problem we are trying to solve. It asks us to identify what we Value and what we want to optimise for.

Once we know what we like to optimise, we can look for Principles and levers that apply.
Once we know what we value/want to optimise and what principles are necessary, we can decide what to do.
What Practices will we use?
Then, finally, we can choose the tools that will support all of this.

Let's walk an example through and see.

Problem: A team is having trouble keeping track of their busy work. They don't know who is busy with what and where it is in their process. It also takes a long time for things to get delivered, and they don't know why. hey want to be able to see what is going on so that they can make improvements and be faster.
Needs: Visibility of the work and the process of how work flows.
Values:
1. Transparency,
2. Speed.
Principles:
1. Visualisation of the work and process to create transparency,
2. Work In Progress Limits to help with speed and delivery,
3. Feedback loops to help with improvements and alignment,
4. Metrics to know if improvements are happening.
Practices:
1. Visualise the work and the flow of work,
2. Get together daily to sync, Weekly to plan, and every two weeks to improve,
3. Measure lead time and cycle time and look for improvements.
Tools: We have many options now, but using a checklist for our practices and principles can help us decide and ensure that the tool gives us as much of what we need as possible.
We can also start very low-tech with a physical board or wall if we are collocated with something fast, cheap, and effortless that we can iterate over instead of something rigid, expensive and challenging to implement.

Getting the tooligans into the system's needs

"If you want a straight spine, you have to start at the top, at Needs and work down iteratively."
😱 I have seen so many organisations do the opposite. They start with a tool (Jira, Pivotal Tracker, Microsoft Azure, etc.), and then that tool defines their practices.
😲 Those practices shape the principles that apply and determine what optimisations are possible. More often than not, the original problem remains, and sometimes, the cycle continues with the following tool.
“The value of the Spine Model is to enable thinking and communication, heterodoxy.”
😉 The Spine Model can help us put our critical thinking hats on and ensure we are solving the right problem. It's about communication and shared understanding, which can save us time and money on useless tools and unsolved problems in the long term.
👉🏾 When I find myself being a "tooligan", I remind myself to begin with Needs.

⚒ M-1.1.4 Progress

done and currently working on:

2020 week 05
1. Setting wiht the mind for a technology approach.
2. Splitting page into more logical parapgraphs.
2024 week 47
1. Web content redesign with Jabes being pivotal started for this page.
2. The goal for command & control has become more clear by:
  - Knowing what the conceptual gaps in command & controls are from theoretical perspectives
  - Insight needed for improvements according Gemba, using the shop-floor
3. The old content integrating and moving to the technical system serve area where applicable.
2024 week 50
1. Getting to the possible realisations is not easy.
2. The goal for command & control:
  - Using the viable system 3d system model according Gemba, shop-floor
  - Details for sophisticated technical details in information safety and information quality
  - The logical growth path for introducing into an existing system by the floor levels
3. The first chapters W-1.1 to W-1.6 getting an aligned idea for content draft level.

Planning to do & changes:

The fifth and sixth level for the viable system:
1. L5-6: Chief executives policies visions conscious leading the system
2. L6-0: The ecosystem where the system is living in.
Chief Product officer as central nerve:
1. must be technically strong, Customer oriented
2. organizational influence, cooperation
3. mental toughness is crucial, Cost awarenees

W-1.2 Floor plans, ordered dimensions

Building any non trivial construction is going by several stages. These are:

high level design & planning
detailed design & realisation
evaluation & corrections

Non trivial means it will be repeated for improved positions.
Before any design, tools are needed for measuring what is going on. Without knowing the situation or direction there is no hope in achieving a destination by improvements.

⚖ W-1.2.1 Context information technology: master data

Functional data governance 101.

There is no options in avoiding accountability. Foundation managing information processes products services for data, information is functional about:

The context purpose: 📚 it is describing.
Who is using and when: 🎭 access control and monitoring
Reliability availability: 👁 Transactional integirty, optional system recovery
Relationships: ⚙ between logical elements (meta context plan)
An inventory: ⚖ What is really being important & used

Technical data governance 101.

Using a relational database for managing information is one of the many technical options to realize the functional information processing.
The technical translation of the functional context uses a different language:

DDL Data Declaring: 📚 The translation from logical to technical has functional impact. Transactional processing is very different compared to analytics.
DCL Data Control: 🎭 This is partially "access control", "information security".
That is a generic functional topic for another level of tasks & responsibilities.
TCL Transaction Control: 👁 Loosing information can be catastrofal when it is about legal agreements. An example of critical systems is payments.
DML Data Manipulation: ⚙ Modification
DQL Data Querying: ⚖ Usage

Avoiding misunderstanding: platforms & applications

What is a "platform" is as confusing by lack of a shared definition as "the application". Not clear anymore if tangible are machines, servers.
❶ In IT, a platform is any hardware or software used to host an application or service. ... The term platform may also go beyond simply describing the underlying architecture to also include software that is built upon the architecture. For example, the adoption of virtual machines in an enterprise requires a hypervisor platform. ...
❷ Tools are software but inseparatable parts of a platform. Even though an application may require an underlying computing system, such as a particular OS and server or storage hardware, an application may be considered a platform when it is used as a tool for performing meaningful work. ... For example:

Structured Query Language (SQL) is a database application. But it is frequently used as a component in other functions, such as logging, analytics, customer relationship management and enterprise resource planning systems. SQL may be referred to as a platform.
Similarly, a web server application may be considered a platform because it is used to operate the business storefront or user/partner portal.
Software stacks, combinations of software components, that facilitate the deployment of other complex services for the business may also be referred to as platforms.

The goal of platform engineering is to create organized groups of resources and services that developers can use without needing to deeply understand or directly manage them. These organized groups, called platforms, are often built using many of the same software development skills and abilities found across DevOps teams.
❸ The "system programmer" role as defined by IBM in the mainframe context (80's).
The platform team uses tool experts to understand developer needs, select the best tools for the required tasks, perform integrations and automations, and troubleshoot and maintain the established platform over time. ...
But platforms don't just happen, and one size never fits all. Platforms themselves are typically considered a product, and they must be created and maintained for the business and its specific software development and productivity needs. Because platforms are composed of discrete components and services, they can be changed and enhanced over time.
Using a shared environment, shared way of practices, controlled quality for the production environment, there is no other option than a regulated centralised approach for platforms. It are the equivalents of machinery in the industry. These should usually not be installed nor maintained by the intended operators of the machinery. It is far too demanding to combine those skills to excel.

⚖ W-1.2.2 Definitions products, goods, services: master data

Products, Goods, Services, what is it about?

There is not a good single reference understanding the mastedata object container "service". Combining multiple sources is the best option. Links with ideas about services, goods for products:

Service (economics)
Definition, Concepts, and Unique Characteristics of Services
What are services? Definition and meaning
What are business services?
Principles of Marketing What is a service and how does it differ from a product?
Principles of Marketing Providing Great Service: The Service Gap Model
Services: Definition, Examples, Characteristics, How to Measure

Using chatgpt result for the definition of Services and from the linked sources: Services are intangible activities or benefits that an organization provides to consumers in exchange for money or something else of value.

Products: Goods vs Services

Differences are:

Tangibility: Goods are tangible and can be seen and touched, while services are intangible.
Storage: Goods can be stored and inventoried, whereas services perish if not consumed.
Services cannot be touched, stored, or transported
Service-relevant resources, processes, and systems are assigned for service delivery during a specific period in time.
Production and Consumption: Goods are produced, then sold, and then consumed.
Goods are sold first and then produced and consumed simultaneously.

❹ Unique characteristics of Services:

Intangibility: Services cannot be seen, tasted, felt, heard, or smelled before they are bought. They are performances rather than objects.
Inseparability: Services are produced and consumed simultaneously. The service provider and the consumer must be present for the transaction to occur.
Perishability: Services cannot be stored for later use. If not used, the opportunity to provide the service is lost.
Variability: The quality of services can vary greatly depending on who provides them and when, where, and how they are provided.
Each service is unique. It can never be exactly repeated as the time, location, circumstances, conditions, current configurations and/or assigned resources are different for the next delivery, even if the same service is requested by the consumer.

Products, Goods, Services: types and quality

The human factor is often the key success factor in service provision.
❺ Types of Services:

Business Services: These are services used by businesses to conduct their operations. Examples include consulting, advertising, and logistics.
Personal Services: These are services provided to individuals (consumers).
Examples of Services:
- Healthcare: Medical consultations, surgeries, and nursing care.
- Education: Teaching, tutoring, and training.
- Hospitality: Hotel stays, restaurant dining, and travel services.
- Governmental: eg passport, housing, personal finance aid, roads.

❻ Types of Services: Service quality can be measured through various dimensions such as:

reliability, Mass generation and delivery of services must be mastered before expanding.
responsiveness, Demand can vary by season, time of day, business cycle, etc.
assurance, Consistency is necessary to create enduring relationships.
empathy, and
tangibles (the physical evidence of the service).

Both inputs and outputs to the processes involved providing services are highly variable, as are the relationships between these processes, making it difficult to maintain consistent service quality. Many services involve variable human activity, rather than a precisely determined process.

Service-commodity goods continuum

The distinction between a good and a service remains disputed. Classical economists contended that goods were objects of value over which ownership rights could be established and exchanged. Ownership implied tangible possession of an object that had been acquired through purchase, barter or gift from the producer or previous owner and was legally identifiable as the property of the current owner.
😲 Adam Smith's famous book, The Wealth of Nations, published in 1776, distinguished between the outputs of what he termed "productive" and "unproductive" labor. The former, he stated, produced goods that could be stored after production and subsequently exchanged for money or other items of value. The latter, however useful or necessary, created services that perished at the time of production and therefore did not contribute to wealth. Building on this theme, French economist Jean-Baptiste Say argued that production and consumption were inseparable in services, coining the term "immaterial products" to describe them.
🤔 In the modern day, Gustofsson & Johnson describe a continuum with pure service on one terminal point and pure commodity good on the other. Most products fall between these two extremes. For example, a restaurant provides a physical good (the food), but also provides services in the form of ambience, the setting and clearing of the table, etc.

⚖ W-1.2.3 Services orientation at information technology

Managing service gaps

❼ Consequently, customers evaluation of overall service quality is based on a combination of all five aspects outlined above. Knowing the way customers evaluate service, it is important to understand, identify and measure the potential gaps that may exist in the service delivery process.

knowledge gap This occurs when there is a disconnect between what a customer wants or expects in service quality and what the management team of the service provider thinks the customer wants or expects from the service delivery.
standards gap This occurs when there is a difference between what the management team wants and the actual service delivery specification that management develops for employees to follow in delivering the service.
delivery gap This gap can occur when there is a disconnect between the service standard and the actual service delivered to the customer.
communications gap This happens when there is a difference in what the customer is told they can expect and what service is actually delivered.
Expectation gap This gap can appear when there is a difference in what the customer expects from the service (prior to consumption or purchase) and what the customer perceives of the service after it has been provided.

The soll in infomration service provision

❽ Changes in the way of working are needed at a lot of levels. Bottom-up from technology perspective starts at 6. The columns are: Customer Focus, Processes & Tools, Continuous Learning & Improvements, Team structure, Value stream management, Culture.
👉🏾 The "soll" in a matrix (top-details, context-bottom):


	Customer	P&T	CLI	Teams	VSM	Culture
	➡ What	➡ How	➡ Where	➡ Who	➡ When	➡ Which
6 5 ➡	seek satisfaction	continuous improvement	quickly actions	organic autonomy	eliminate bottlenecks	diversity in thinking
7 4 ➡	visible deliveries	automate: no defects	evolving skills	knowledge sharing	balance: speed - quality	shared visions missions
8 3 ⟳	feedback loops	effective efficiency	small iterations	breaking hierarchy	informed decisions	safe, blame-free
8 3 ⟲	feedback loops	effective efficiency	small iterations	breaking hierarchy	informed decisions	safe, blame-free
9 2 ⬅	value creation	collaboration	mistakes = learning	responsible autonomy	flow measurements	trust & openess
0 1 ⬅	Understand needs	lean: avoid 3m	adaption culture	diversity in teams	lean: flow optimisation	transparancy

🎯💡 Promoting this way of working can be only succesfull by showing it by example.

⚖ W-1.2.4 Roles tasks levels in Information Services

Building up the Information service bottom-up

❾ Every floor level is build on the next one by logical dependencies. When a task has not found its destination on the intended floor, ad-hoc bypasses are used.

Execution machines floor 0/1, the how for the organisation

Execution processes floor 1/2, the how in value streams

Change enacting floor 2/3, the what for value streams

Change control floor 3/4, the what quality & quantity for the organisation

❿ In a mature situation all levels are in place and aligned with their antipodes.

W-1.3 Steering roles tasks

Managing the building any non trivial construction follows several stages. These are:

high level design & planning
detailed design & realisation
evaluation & corrections

Non trivial means it will be repeated for improved positions.
Managing the process, information is needed for understanding what is going on. Without knowing the situation or direction there is no hope in achieving a destination by improvements.

⚖ W-1.3.1 Technical "how to" for understanding steering

The V-model extended to a W-model

Organizing, planning the work in the primary value stream is a common activity. Time is important for delivering results.
In engineering using the V-model is the standard, doing as much as possible in parallel. There is no final design for every detail during construction. The most important things at high level are however defined for achieving a defined goal.
To be extended to:

Getting requirements, backlog items, ideas into the engineering line. (wedge model)
Delivering validated results into specifications for the product: goods, services. (triple V)

Transactional operations - Normalization

❶ In transactional systems it is important to avoid any duplication of an artefact, element, because it is too complex to keep duplications synchronized. Details: 👓
The concept of database normalization is generally traced back to E.F. Codd, an IBM researcher who, in 1970, published a paper describing the relational database model.
Definion of the third Normal Form (3NF):

Each column is unique in 1NF.
All attributes within the entity should depend solely on the unique identifier of the entity in 2NF.
No column entry should be dependent on any other entry (value) other than the key for the table , 3NF is achieved, considered as the database is normalized.

Reporting Business Intelligence (BI)- Denormalization

Denormalization is the process of reversing the transformations made during normalization for performance reasons. It's a topic that stirs controversy among database experts; Tthere are those who claim the cost is too high and never denormalize, and there are those that tout its benefits and routinely denormalize.
❷ Classic Business Intelligence are reshaping all operational data into new dedicated data models. The reason for this is taht facts and dimension used in the operational process are not suited for reporting and analyses.
The concepts of a transactional operational data design with normalization are followed.

The result is a lot of transformations for tables.
What is delivered as olap or reports, is denormalised using summaries.

National language Support (NLS)

National Language Support (NLS) and localized versions are frequently confused.

NLS ensures that systems can handle local language data.
A localized version is a software product in which the entire user interface appears in a particular language.

NLS is about:

string manipulation
character classifications
character comparison rules
code character sets
date and time formatting
user interfaces
message-text languages
numeric and monetary formatting
sort orders

❸ In the moment the NLS options are propagating into logical constructs the logic has become dependent on a NLS setting. Many tools are suffering from this not wanted effects.
This also has impact on the realisation in the data processing. 👓 details
Examples:

eclipse NLS guidelines. for modifying the tool in supporting NLS.

⚖ W-1.3.2 The what to start operational steering

Scheduling, planning operations.

Scheduling is the other part of running processes. Instead of defining blocks of code in a program it is about defining blocks of programs for a process. Processes are planed in time to run in time windows with dependencies.
❹ avoiding confusion by same word other context:

For building a program "job" is used by developers.
For building a process flow, having a start and end, "job" is used at operations.
This "job" (process flow) can consist of many "jobs" (programs).
Running process flows will cause a work load for the system (technical infrastrucuture)
The developers, operations, examples of staff are doing their "job" (work).

Building a process flow

Building a process flow (job) is defining the order how to run code units (jobs).

Defining the first and last progrm units.
Used for initialisation and a message of a successful finish.
Dependencies when a next code unit may run, which ones to wait to get ready.
Allowing for multiple code units to run when there are no dependencies:
Allowing a single process flow being active at one moment or having multiple of the same process flow running at the same moment. When parallel flows are allowed, unique application datasets are needed.

See figure, link 👓, details.
schedule job flow

Operational control process flows I

Operational task: Monitoring the progress within a running process.
When automated there is only human interaction needed when there is signal of things going wrong.

blue ready,
green running,
yellow waiting,
red in error.

Andon , stop the line , and do not push the problem downstream.
❺ Human intervention ready for action (Andon).

Running planned proces flows

Having process flow defined the planning is:

when they should run, able to start.
when they should be ready.
Dependencies between flows when running
Dependencies between programs when running
what impact there is on technical system resources.
what impact there is on technical system resources.

In the example, see figure:

early morning, out of office hours, a full load of several warehouses is run. The full load in this case was faster than trying to catch all changes.
An additional advantage: missing changes in the source system will not have a big impact as the longest data synchronisation delay is one day.
During office hours every 15 minutes update for changes. Achieve a near real time updated version.

Developing a system like this is more easy, understandable when the scheduling and program units are designed and build as a system.
See figure, link 👓, details
❻ What is processed are indicators of deliveries, results for information products.

⚖ W-1.3.3 Understanding the data flow, data lineage

data lineage following the cycle

Knowing what information from what source is processed into new information at a new location is lineage (derivation), "data lineage" .
❼ Understanding changes in data requires understanding the data chain, the rules that have been applied to data as it moves along the data chain, and what effects the rules have had on the data. Data lineage includes the concept of an origin for the data—its original source or provenance—and the movement and change of the data as it passes through systems and is adopted for different uses (the sequence of steps within the data chain through which data has passed). Pushing the metaphor, we can imagine that any data that changes as it moves through the data chain includes some but not all characteristics of its previous states and that it will pick up other characteristics through its evolution. Data lineage is important to data quality measurement because lineage influences expectations.
full pull push request service delivery

In a figure,
See right side.

Details 👓

Capacity Considerations, the enterprise data warehouse (EDW)

A standardised location in normal information processes using data is brings normal capacity questions. Change data - Transformations
More in details the transport of data, flow goes:

Landing to warehouse collecting point(s).
Staging transported internally to service technically according agreements.
Semantic prepatransported internally for best service according agreements.
Databank to a customer from the warehouse provision point(s).

This breaks with the common acceptance of using a data ware house. The data warehouse is not used for operational processes but only for doing analytics to inform decision makers. In normal industrial approaches the ware house is used for operational processes. Measuring what is going on, informing decision makers is a different topic, different information flow.
The enterprise warehouse 3.0:

Covers the operation information flows by four stages
Dedicated flows of measurements, supporting closed loops are a part of the offering.
Modelling data, information with all very detailed relationships is not a function of a Datawarehouse.

In a figure,
See right side.

Details 👓
In a figure,
See right side.

When the Collecting and sending area's of the EDW 3.0 are the ones that are most limiting the flow, the planning is best done for traffic by managing this service.
❽ Data lineage, data quality, information quality is "by design" of the information products.

⚖ W-1.3.4 Roles tasks levels supporting Information Services

Building up the Information lineage bottom-up

❾ Every floor level is build on the next one by logical dependencies. When a task has not found its destination on the intended floor, ad-hoc bypasses are used.

Information quality, service product

A specification can be clearly and completely, consistently and concisely specified by means of standard attributes that conform to the MECE principle (Mutually Exclusive, Collectively Exhaustive). The MECE principle is used in mapping process wherein the optimum arrangement of information is exhaustive and does not double count at any level of the hierarchy. By reorganizing the information using MECE and the related storytelling framework, the point of the topic can be addressed quickly and supported with appropriate detail.
SCQA: Situation, Complication, Question, and Answer, a brief overview:

Situation: Sets the context or background for the issue at hand.
Complication: Introduces the problem or challenge that disrupts the situation.
Question: This is the central question that arises from the complication.
Answers, choices: Provides solutions and/or responses to the question.

From this a generic approach for pruducts, goods and/or services:

Consumer benefits: Set of benefits that are triggerable, consumable and effectively utilizable for consumer. These benefits must be described in terms that are meaningful to consumers.
Specific functional parameters: Parameters that are essential and that describe the important dimension(s) of the escape, the output or the outcome.
Delivery point: The physical location and/or logical interface where the benefits are rendered to the consumer. At this delivery preparation can be assessed, delivery can be monitored and controlled.
Consumer count: the number of consumers that are enabled to consume a product.
Delivery readiness time: the moments when the product is available and all the specified elements are available at their delivery point
Consumer support times: the moments when the support team ("service desk") is available.
The service desk is the Single Point of Contact (SPoC) for service inquiries. At those times, the service desk can be reached by defined available communication methods.
Consumer support language: the language(s) spoken by the service desk.
Fulfilment target the provider's promise to deliver the product, expressed as the ratio of the count of successful product deliveries to the count of requests by a single consumer or consumer group over some time period.
Impairment duration: the maximum allowable interval between the first occurrence of a product impairment and the full resumption and completion of the product delivery.
Delivery duration the maximum allowable period for effectively rendering all product benefits to the consumer.
Delivery unit the scope/number of action(s) that constitute a delivered product. Serves as the reference object for the product delivering price, for all product costs as well as for charging and billing.
Delivery price the amount of money the customer pays to receive a product. Typically, the price includes a product access price that qualifies the consumer to request the product and a price for each delivery.

❿ In a mature situation all levels of support are in place and aligned with their antipodes.

W-1.4 Culture building people

Managing the working force at any non trivial construction is moving to the edges. The cultural changes are:

Respect for people, learning investments at staff
Accepting uncertainties and imperfections
Trusting the working force while getting also well informed

Non trivial means it will be repeated for improved positions.
Managing the working force at processes, information is needed for understanding what is going on. Without knowing the situation or direction there is no hope in achieving a destination by improvements.

⚖ W-1.4.1 Project management, the change challenges

Culture by frameworks, hypes

There is for a many years a fight going on in the information technology world how work should get managed. Instead of learning from other STEM, Science Technology Engineering Mathematics, what they have learned and what is is possbile, reinventing the wheel is common.

The waterfall vas Agile fights, without understanding the why.
Forcing uSing tools, tooligans, without understanding the why.

No such thing as Waterfall (A.Dooley 2024)
The Agile movement has greatly enriched the project management landscape. Unfortunately the ‘cult of Agile’ is doing more harm than good with its narrow evangelical views. ...
It was perhaps naïve of me to not anticipate that there are many, many different views of what the term 'Waterfall' actually means. That shouldn't have been a surprise since there is a similar lack of common understanding of what 'Agile' actually is, so if Waterfall is the antonym of something that isn't well defined, why would I expect the term Waterfall itself to be well defined? ...
All of this has reinforced my view that in the world of project and programme management, we should stop using the terms Agile and Waterfall (and, as a consequence, Hybrid) and just talk about agility. All projects demonstrate some degree of agility at some point in their life cycle and agility can take many forms.
Feel lost

The confusion of:

managing building a product ⇆ organizing resources
the building of the product ⇆ engineering

Development life cycles focus on the delivery phase of a project or programme and often arise from particular domains such as construction, engineering or IT. They should not be confused with governance life cycles or specialist life cycles. ... As uncertainty about the detail of objectives increases, development life cycles need to be more iterative so they can adapt as more information becomes available.

Future for project, programme management

Vision is linking Innovation and value (L.Bourne)
The key is an effective and viable strategic planning process that is capable of developing a realistic strategy that encompasses both support and enhancements for business as usual, and innovation. Strategic planning is a complex and skilled process outside of the scope of this post, for now we will assume the organisation is capable of effective strategic planning. ...
There is a close link between the portfolio management processes and strategic planning, what's actually happening in the organisation's existing projects and programs is one of the baselines needed to maintain an effective strategic plan (others include the current operational baseline and changes in the external environment). In the other direction, the current/updated strategy informs the portfolio decision making processes.
linking innovation to value

In a figure:
See right side.

The strategic plan is the embodiment of the organisation’s intentions for the future and the role of portfolio management is to achieve the most valuable return against this plan within the organisation’s capacity and capability constraints. ...
👉🏾 The long term viability of any organisation depends on its ability to innovate.

⚖ W-1.4.2 Project into Programme into Portfolio (3P)

Planning, a life cycle for a product, service

life-cycle Project, programme and portfolio management (P3M) is the application of methods, procedures, techniques and competence to achieve a set of defined objectives. The goals of P3 management are to:

deliver the required objectives to stakeholders in a planned and controlled manner;
govern and manage the processes that deliver the objectives effectively and efficiently.

Investment in effective P3 management will provide benefits to both the host organisation and the people involved in delivering the work. It will:

increase the likelihood of achieving the desired results
ensure effective and efficient use of resources
satisfy the needs of different stakeholders

A consistent approach to P3 management, coupled with the use of competent resources is central to developing organisational capability maturity. A mature organisation will successfully deliver objectives on a regular and predictable basis.
A P3 life cycle illustrates the distinct phases that take an initial idea, capture stakeholder requirements, develop a set of objectives and then deliver those objectives.
The goals of life cycle management are to:

identify the phases of a life cycle that match the context of the work
structure governance activities in accordance with the life cycle phases

Projects and programmes are the primary mechanisms for delivering objectives while portfolios are more focused on co-ordinating and governing delivery of multiple projects and/or programmes.
As a result the project and programme life cycles have many similarities and follow the same basic approach. The simplest life cycle is a project life cycle that is only concerned with developing an output.

Programme

A typical programme life cycle is shown.
praxis life cycle

Steps:

idea,
identification,
definition,
delivery (1-n),
closure,
output.

Benefits realisation start at the first delivery.

See figure.
It all starts with someone having an idea that is worth investigation. This triggers high level requirements management and assessment of the viability of the idea to create a business case. At the end of the phase there is a gate where a decision made whether or not to proceed to more detailed (and therefore costly) definition of the work. ...
The full product life cycle also includes:

Operation – continuing support and maintenance
Termination – closure at the end of the product’s useful life

In a parallel project life cycle, most of the phases overlap and there may be multiple handovers of interim deliverables prior to closure of the project.

Portfolio

Unlike projects and programmes, portfolios are less likely to have a defined start and finish. Portfolio management is a more continual cycle coordinating projects and programmes. It may, however, be constrained by a strategic planning cycle that reviews strategy over a defined period.
If an organisation has, for example, a three-year strategic planning cycle, then the portfolio cycle will have compatible time constraints.
👉🏾 The portfolio management team may be responsible not only for co-ordinating the projects and programmes to deliver strategic objectives, but also for improving the maturity of project, programme and portfolio management.

⚖ W-1.4.3 Managing flow in activities, portfolios

TOC Theory of constraints

BlueDolphins Love the FLOW
To make the long story (s. above) short, "the current accounting is so complex because it tries to optimize everything! The main assumption of accounting is:

every team or department has to be efficient, means loaded at 100%.
if you load every team to 100%, then the overall output is also optimized!

But that is impossible because every system has exactly one constraint. Without a constraint, it would grow with infinite speed, explode or exhaust all resources. And will die immediately. ...
This algorithm based on the Theory of Constraints (TOC) and Throughput Accounting (TA) is easier because every step is deterministic and easy to understand for everyone.

TOC Dolphins book: Management 4.0, Handbook for Agile Practices (3.0 )

The buzzwords “Agility, Agile or Agile Management” are often interpreted as miracle-workers. But the number of different meanings attributed to these terms is immense: There are thousands of experts and tens of thousands of books and articles on what agile work actually is.
Subject of agility: everyone is an expert, everyone knows how to do it best. ...
This book was conceived as a manual or "handbook" and ended up as a "brain book". It is full of concepts and principles, some rough and coarse, some fine polished. But all help to understand and put into practice the agile movement, and to ride this great wave without sinking!
Highlights:

It is often quite astonishing to see how seldom, operative problems seem to attract management attention in today’s large corporations, unless they impact on the tactical strategies of the manager involved. A more integrated approach is needed, to encourage management to focus on the total throughput of the company, rather than on the individual interests of single departments.
“Agile Manifesto” The concept is based on the delegation of responsibilities, self-organization and incremental development steps, which allow a flexible response to customer needs.
These principles can also be transferred to general management tasks. It would be a fatal misunderstanding though, to see such an approach as an IT project.
To achieve an effective transformation the company needs to bring about nothing less than a complete culture change. Management has to relinquish its monopoly on information ownership, which may be perceived as loss of power.
Of course management still retains responsibility for steering the company as a whole in the right direction, yet its role has changed. As coaches to cross-functional teams, they need to cooperate closely with management colleagues.
👉🏾 It is necessary for management to collaborate, in order to eliminate bottlenecks for the teams, by focusing on the total throughput. There is no longer room for individual power play between departments, as all teams have cross-functional tasks.

Managing a living viable system

Current enterprises are, to a great extent, pushed by a permanent demand for change and adaption. One of their main requirements therefore is their ability to react accurately and precisely to dynamic and quickly changing market demands.
BlueDolphin VSM

Cybernetic combined with a hierarchy 6w1h.

Management cybernetics provides a structural framework of managerial functions and the required interactions that will enable the long-term success of businesses. ... changing the normative setting in an organization is crucial for reaching the desired synergy effects, i.e. initiating a process where “the whole is greater than the sum of its parts” (Aristotle).
The main driver for a collective interconnection between people, is

firstly the development of a collective vision or a shared corporate goal (“big picture”)
secondly a corporate culture based on confidence and mindful appreciation between the representatives of management functions and operational units.

... We cannot stress strongly enough how important it is from our point of view that any increase in S1’s self-organizing capabilities should always be accompanied by an agile reshaping of the higher management functions S2 through S5 in the sense described above.

⚖ W-1.4.4 CPO, CPE, Managing living viable systems

Lean Product and Process Development (LPPD)

LPPD Guiding Principles (Jim Morgan, Lara Harrington, Steve Shoemaker) CPO Chief product officer, the goal focus on the product, good or service.
The LPPD Guiding Principles provide a holistic framework for effective and efficient product and service development, enabling you to achieve your development goals.

Putting People First: Organizing your development system and using lean practices to support people to reach their full potential and perform their best sets up your organization to develop great products and services your customers will love.
Understanding before Executing: Taking the time to understand your customers and their context while exploring and experimenting to develop knowledge helps you discover better solutions that meet your customers’ needs.
Developing Products Is a Team Sport: Leveraging a deliberate process and supporting practices to engage team members across the enterprise from initial ideas to delivery ensures that you maximize value creation.
Synchronizing Workflows: Organizing and managing the work concurrently to maximize the utility of incomplete yet stable data enables you to achieve flow across the enterprise and reduce time to market.
Building in Learning and Knowledge reuse: Creating a development system that encourages rapid learning, reuses existing knowledge, and captures new knowledge to make it easier to use in the future helps you build a long-term competitive advantage.
Designing the Value Stream: Making trade-offs and decisions throughout the development cycle through a lens of what best supports the success of the future delivery value stream will improve its operational performance.

In a figure:
See right side.

Scaling without sacrificing innovation

👉🏾 Developing adaptiveness in a changing world (Sandrine Olivencia) Chief product Engineers take on the critical role of balancing customer value technology and also finance to craft their products. Actually a chief product engineer is not tied to a specific role like in agile.
Product manager or Tech lead is more of a responsibility or and a mindset.
CPE: Chief product Engineers can emerge from any part of the organization
3 Practices to scale artisanship (19m06):

Emotion-centric design
Performance-based product
Mentor Chief Product Engineers

Chief product engineer (22m42) :

Visceral passion for the customer
Strong grasp of the product
Committed to optimizing costs

The goal of this mentorship system is for experienced leaders to pass on their knowledge their vision and their artisanship to the next generation. The Cornerstone of the system is the chief product role the chief product engineer role.
Product-led approach (262m42) :

Mentor Chief Product Engineers
Design products that sell themselves
Perpetuate an artisan mindset

W-1.5 Sound underpinned theory, foundation

Knowing the position situation in by observing several types of associated information . These are:

Art of the role by observed input and results
Art of the role by follow up interactions
Kind of task in the process by role

Non trivial means it will be repeated for improved positions.
Command & control needs information for what understanding what is going on. Without knowing the situation or direction there is no hope in achieving a destination by improvements.

⚖ W-1.5.1 Chosen colours and shapes for the floor plans

SIMF colours for area's

An organisation in two dimensional blueprints for a three (and more) dimensions needs elaboration. Presenting idea's by only figures is too difficult to understand without an explanatory reference.

Explanation for the areas	Image
Steer: An orange colour are organisational command & control for: high abstracted level to the operational floor activities for functionality, the change and functioning getting the value.
Serve: A green colour are technology aspects for: high abstracted level to the operational floor activities for functionality, the change and functioning getting the value.
Shape: A blue colour are mediation aspects for: high abstracted level to the operational floor activities for functionality, the change and functioning getting the value.
Synapse: A gray colour are the logical communication aspects for: The short term, quick communication, quick reaction at the same floor level. The short term, quick communication, quick reaction over floor levels. This area is the equivalent of command & control of a viable system. The viable system theory is mentions a fifth level. Questions for that one: Who are our customers? What problems do we solve for them? What are they really willing to pay money for? This is crucial because answering those provides the primary control criterion that anchors accountability.

SIMF structure in shapes

Explanation for the areas	Image structures
Steer: Structures: Circles ➡ Interactions related to: Organisation magenta Technology green Consumer focus brown Supplier focus indigo A circle of circles, controlled Hexagons ➡ defined actions collection delegated actions, controlled duality ➡ Materialised information vs processing information
Serve: Structures: Circles ➡ Interactions related to: Organisation magenta Technology green Consumer focus brown Supplier focus indigo A tree of circles, controlled A V-shape control ➡ adaptive change Hexagons ➡ defined actions Hexagon flow ➡ fast closed loops
Shape: Structures: Hexagons ➡ defined actions Hexagon flow ➡ fast closed loops Circles ➡ Interactions related to: Organisation magenta Technology green Consumer focus brown Supplier focus indigo A collection of circles, controlled
Synapse: Structures: Circles ➡ Interactions Same floor defined orientation: Organization magenta Technology green Consumer focus brown Supplier focus indigo Hexagons ➡ defined actions Rectangles ➡external influence Antennas ➡ receiving signals

⚖ W-1.5.2 The viable system, conscious decisions

SIMF the organisation for realisations, outside view

Vision, Mission at the elementary 0-1 floor level.
It is not about defining them but assuring they are shared values for all and everything.
Long term resource planning at the operational 1-2 floor level.
It is the centre of the organisational processes.
Mission realisation 2-3 floor level is the long term planning for purposes, goals.
Medium term adaptions from 3-4 floor level follow the blue areas for the connections.
floor level 4-5 to be added

The complete area of information processing for the organisation in a figure: SIMF building build-run

⚖ W-1.5.3 The viable system, autonomic technology

SIMF the processing for realisations, outside view

Operational Execution, the elementary 0-1 floor level is exposed to external influence. Medium and long term closed loop information to communicate in the blues areas. What is needed to react on immediate, very short term, is going by the synapse areas.
Operational Transformations at the 1-2 floor level is the centre of the organisational processes. It is connecting the backend to the frontend where the value, purpose is generated.
By the outside perspective the direction is changed from left to right into right to left.
Change Mission realisation 2-3 floor level is applying long term planning for purposes goals with products. The change is clockwise triggered by feeds coming from the invisible backlog suggestions information. Changes are iterative build for non-trivial challenges.
Change Autonomic functions at 3-4 floor level there is autonomy for holistic information quality and holistic information safety. Critical short term signals to be react on immediate by the mediation and possible the organisation. Medium term closed loop information over the blue areas for connections.
floor level 4-5 to be added

The complete area of information processing for technology in a figure: SIMF building operations

⚖ W-1.5.4 The viable system, autonomy mediation

SIMF Improving the product, service

👁 Industrial age: the manager knows everything, workers are resources similar to machines.
👁 Information age, required change: a shift to distributed knowledge, power to the edges.
Understanding the support change in products, goods, service, in their four levels.
It are connections at the backend and frontend where the value, purpose is generated. By the inside perspective a direction clockwise or counter clockwise is missing.
Some peculiar interesting attention points:

Operational Execution, the elementary 0-1 floor level are the enablers for technology and organisational processes. Standards for how to work are propagated from this to all others.
Operational Transformations at the 1-2 floor level, the centre of the organisational processes. Changes are possible at only the operational levels.
Change Mission realisation 2-3 floor level is applying long term planning for purposes goals with products. Changes are possible at only the change levels.
Change Autonomic functions at 3-4 floor level there is autonomy for holistic information quality and holistic information safety. Changes are possible for the top change and bottom operational level combined.
floor level 4-5 to be added

The complete area of changing products, goods, services at information processing in a figure: SIMF improving external

W-1.6 Maturity 0: Strategy impact understood

From the three PPT, People, Process, Technology interrelated areas in scopes.

❌ P - processes & information
❌ P - People Organization optimization
❌ T - Tools, Infrastructure

Only having the focus on others by Command and Control is not complete understanding of all laysers, not what Comand & Control should be.
Each layer has his own dedicated characteristics.

⚖ W-1.6.1 Determining the position, the situation

Don't waste your precious time on creating something that is not serving the greater good:

People: find a way to empower employees to innovate and solve problems.
processes: Start fostering a culture of long-term thinking, not short-term fixes and don't do the same strategy with same expectations year after year.
Command & Control: Lead by example and start making things transparent.

Start moving beyond the “toolbox mentality” or "my Lean-thinking" and unlock real potential.

⚖ W-1.6.2 Individual logical irrational together

Paradoxes in lean, agile

Thinking about Lean Thinking Part IV Paradox Mindset At 12m40 there is a nice list of paradoces in defining lean (see 12m40) A complete list: Lean Global 2024 Here's a terrific collection of paradoxes that are inherent in Lean, compiled by Rachel Reuter and Eric O. Olsen. Rachel presented it, with John Shook, at last week's Lean Global Connection event.
Paradox, or apparent contradictions, can be in the challenge statement of the Improvement Kata model, or pop up just about anywhere along the way (Figure 2 below). Practicing Toyota Kata teaches you to work toward challenges with a scientific mindset and approach, making you more accustomed to the discomfort that uncertainties and paradoxes bring. It enhances your ability to create 'both/and' solutions rather than limiting yourself to 'either/or' options. Scientific thinking and what Rachel and John refer to as 'paradox mindset' are closely related.

Customers-focused yet employee empowering Lean is driven by delivering value to the customer. Employees focus which ultimately benefits the customer.
Yet empowering and engaging employees to reach their full potential is the focus.
Structured yet flexible Lean views structure, including standardisation and stability as key enablers for flexibility, adaptability creativity and innovation.
The framework provides a foundation for continuous improvement.
Bottom-up, yet top down Lean requires leadership to provide clear direction and create an environment where all workers drive innovation and improvements.
Both leadership and individual contribution are essential.
People-centric, respectful yet challenging Lean shows respect for people by challenging them to learn, grow, and never settle for the status quo. Respect includes providing physical professional and emotional safety to enable development.
The level of challenge is tailored to the individual's role and abelites, to stretch them appropriately.
Stop, yet flow Lean requires stopping to immediately address problems, yet this enables unsurpassed efficiency, productivity and flow. You cannot have flow without quality vice versa.
Reflection-seeking yet failure-tolerant lean pursues perfection and defined by providing on demand detect free one by-one , waste free, safe products and services.
Yet it recognizes the importance of surfacing problems and learning from mistakes through continuous improvement, rather than wating for perfection.

Dominiating: "either-Or"

Befudding us for at leat 25000 years ...

Heraclitus
Lao Tsu, Tao Te Ching
Zen, Either/Or_ Kierkegaard

With "Either-Or" explicitly dominiating much of our, especially western, thinking for centuries.

Seeing situations in blach & white
Right solutions vs wrong

No grey: no allowance for uncertaintity.

⚖ W-1.6.3 Value stream VaSM vs Viable system ViSM

Project, Programme, Portfolio (P3)

Project, Programme, and Portfolio Management (P3M) is the application of methods, procedures, techniques, and competencies to achieve a set of defined objectives. It encompasses three key areas:

Project Management: Focuses on delivering specific outputs within defined constraints such as time, cost, and quality. Projects are unique, transient endeavors with clear objectives and deliverables.
Programme Management: Involves managing a group of related projects in a coordinated way to achieve benefits and control not available from managing them individually. Programmes are designed to deliver strategic objectives and transformational change.
Portfolio Management: Concerns the centralized management of one or more portfolios to achieve strategic objectives. It involves selecting, prioritizing, and controlling an organization’s projects and programmes in line with its strategic goals and capacity to deliver.

Effective P3M ensures that initiatives are aligned with organizational strategy, resources are used efficiently, and desired outcomes are achieved.

Cybernetics S1-S5 into S1-S6

Command & control a viable system

"The commander must work in a medium which his eyes cannot see, which his best deductive powers cannot always fathom, and with which, because of constant changes, he can rarely become familiar." Carl von Clausewitz, 1832. On War.
To put effective command and control into practice, we must first understand its fundamental nature—its purpose, characteristics, environment, and basic functioning.
We often think of command and control as a distinct and specialized function—like logistics, intelligence, electronic warfare, or administration—with its own peculiar methods, considerations, and vocabulary, and occurring independently of other functions. But in fact, command and control encompasses all military functions and operations, giving them meaning and harmonizing them into a meaningful whole. None of the above functions, or any others, would be purposeful without command and control. Command and control is not the business of specialists—unless we consider the commander a specialist—because command and control is fundamentally the business of the commander.
Command and control is the means by which a commander recognizes what needs to be done and sees to it that appropriate actions are taken.

Sometimes this recognition takes the form of a conscious command decision—as in deciding on a concept of operations.
Sometimes it takes the form of a preconditioned reaction—as in immediate-action drills, practiced in advance so that we can execute them reflexively in a moment of crisis.
Sometimes it takes the form of a rules-based procedure—as in the guiding of an aircraft on final approach.
Some types of command and control must occur so quickly and precisely that they can be accomplished only by computers—such as the command and control of a guided missile in flight.

Other forms may require such a degree of judgment and intuition that they can be performed only by skilled, experienced people—as in devising tactics, operations, and strategies.

Sometimes command and control occurs concurrently with the action being undertaken—in the form of real-time guidance or direction in response to a changing situation.
Sometimes it occurs beforehand and even after. Planning, whether rapid/time-sensitive or deliberate, which determines aims and objectives, develops concepts of operations, allocates resources, and provides for necessary coordination, is an important element of command and control.

Furthermore, planning increases knowledge and elevates situational awareness. Effective training and education, which make it more likely that subordinates will take the proper action in combat, establish command and control before the fact. The immediate-action drill mentioned earlier, practiced beforehand, provides command and control. A commander’s intent, expressed clearly before the evolution begins, is an essential part of command and control. Likewise, analysis after the fact, which ascertains the results and lessons of the action and so informs future actions, contributes to command and control. Some forms of command and control are primarily procedural or technical in nature—such as the control of air traffic and air space, the coordination of supporting arms, or the fire control of a weapons system. Others deal with the overall conduct of military actions, whether on a large or small scale, and involve formulating concepts, deploying forces, allocating resources, supervising, and so on. This last form of command and control, the overall conduct of military actions, is our primary concern in this manual. Unless otherwise specified, it is to this form that we refer. ...
An effective command and control system provides the means to adapt to changing conditions. We can thus look at command and control as a process of continuous adaptation. We might better liken the military organization to a predatory animal—seeking information, learning, and adapting in its quest for survival and success—than to some “lean, green machine.” Like a living organism, a military organization is never in a state of stable equilibrium but is instead in a continuous state of flux—continuously adjusting to its sur- roundings. ...
Second, the action-feedback loop makes command and control a continuous, cyclic process and not a sequence of discrete actions—as we will discuss in greater detail later. Third, the action-feedback loop also makes command and control a dynamic, interactive process of cooperation. As we have discussed, command and control is not so much a matter of one part of the organization “getting control over” another as something that connects all the elements together in a cooperative effort. All parts of the organization contribute action and feedback—“command” and “control”—in overall cooperation. Command and control is thus fundamentally an activity of reciprocal influence—give and take among all parts, from top to bottom and side to side. (MCDP6 1996).

⚖ W-1.6.4 Flexibility in architecture, engineering, design

Fixed mindset trivial systems

Example St-Pauls cathedral

A cathedral is a non trivial construction, for example: St Pauls Cathedral . (to visit) and (wikipedia)
StPauls warrant

The task of designing a replacement structure was officially assigned to Sir Christopher Wren on 30 July 1669. Charged by the Archbishop of Canterbury, in agreement with the Bishops of London and Oxford, to design a new cathedral that was "Handsome and noble to all the ends of it and to the reputation of the City and the nation". The design process took several years, but a design was finally settled and attached to a royal warrant, with the proviso that Wren was permitted to make any further changes that he deemed necessary. The cathedral was declared officially complete by Parliament on 25 December 1711 (Christmas Day).

StPauls result

The final design as built differs substantially from the official Warrant design. Many of these changes were made over the course of the thirty years as the church was constructed, and the most significant was to the dome.
After the Great Model, Wren resolved not to make further models and not to expose his drawings publicly, which he found did nothing but "lose time, and subject [his] business many times, to incompetent judges". The Great Model survives and is housed within the cathedral itself.
The cathedral is one of the most famous and recognisable sights of London. Its dome, surrounded by the spires of Wren's City churches, has dominated the skyline for over 300 years. At 365 ft (111 m) high, it was the tallest building in London from 1710 to 1963. The dome is still one of the highest in the world.
StPauls result

The St Paul’s Collection of Wren Office drawings is unrivalled as a record of the design and construction of a single great building by one architect in the early modern era. Consisting of 217 drawings for St Paul’s dating between 1673 and 1752 (nine others, catalogued in the final section, are unconnected with the building), the Collection was originally part of a much larger corpus. This included 67 drawings now in the Wren Collection at All Souls College, Oxford, and a single plan at Sir John Soane’s Museum in London. The whole corpus is only a fraction of what must originally have existed, for it contains very few executed designs and just one full-sized profile for construction, although hundreds – if not thousands – of such drawings must have been made.
He revised the design stage by stage as work moved from one part of the building to the next. The entire design process depended on close collaboration between Wren and his draughtsmen. Often working in pairs, they produced finished or alternative schemes for his approval and made large-scale working drawings for construction.

Race to the moon

The Space race was a 20th-century competition between two Cold War rivals, the United States and the Soviet Union, to achieve superior spaceflight capability. It had its origins in the ballistic missile-based nuclear arms race between the two nations following World War II and had its peak with the more particular Moon Race to land on the Moon between the US moonshot and Soviet moonshot programs. The technological advantage demonstrated by spaceflight achievement was seen as necessary for national security and became part of the symbolism and ideology of the time. ...
Gagarin's flight led US president John F. Kennedy to raise the stakes on May 25, 1961, by asking the US Congress to commit to the goal of "landing a man on the Moon and returning him safely to the Earth" before the end of the decade. The US successfully deploying the Saturn V, which was large enough to send a three-person orbiter and two-person lander to the Moon. Kennedy's Moon landing goal was achieved in July 1969, with the flight of Apollo 11.
It is this program met those many launches that initiated the project management as we know these days (2024) for information technology. The used computers in those days were the first ones that could be used enabling those projects.
The Learning the Lessons of Apollo 13 appollo 13 ITIL

The story of Apollo 13 is one of hope, inspiration and perseverance, and one that holds many useful parallels for those in the field of information system project management.

Train Constantly: keep training until the last moment. Backup crew and test environment training beside.
Prepare for the Unexpected: a crucial part of the program
Never Consider Defeat: When disaster strikes on a project, as long as you proceed from the standpoint that you can succeed and must succeed, you'll find you have the drive to see that it will succeed.
Improvise: When being crippled, use ingenuity to solve their problems.
Take Risks: knowing when to have cut corners, take chances to achieve results.
Turn Failure into Success: The adage “Unless we learn from history, we are doomed to repeat it”. Learn from failures.

Open mindset non trivial systems

What we can learn from these kind of great examples:

A design is only needed up to start reliable to what as assumed to be possible without all kind of details.
Details for design and build are to be solved during the building in cooperation with the customer.

More examples like this one of a non trivial project, non trivial construction can be found.
The questions for this is: why should we do it different for non trivial information systems?

Organisational culture

BlueDelphins: Hence, it is dependent above all, on the leadership skills of management, to implement a vivid corporate culture, which embraces change as a steady companion of agile living.

SIMF understanding the management improvement cycle

A vision: Product / Service
Geo-mapped roles
Persons methodologies
Flows, value streams
Optimizing at constraints
Functionality, technology
Safety, technology
Product Service knowledge

in a figure: See right side.

W-2 Command & Control working on gaps for solutions

W-2.1 Understanding ICT Service Gap types

Preparing the building of any non trivial construction sould include safety.
❗Aspect: People, safety, functioning topics are:

high level design & planning
detailed design & realisation
evaluation & corrections

A viable system is non trivial, it will be repeated in structures in every layer. Conscious leading a system by command & control needs only the information for what is relevant in understanding what is going on. The shared vison mission defines a direction.

⚖ W-2.1.1 Understanding the technical design processes

Development of products and processes as a single effort

A confusion: What is called ‘waterfall’ or sometimes ´v-cycle’ is in fact systems engineering.
It is not project management although the links and connections are tight. (Jean-Charles Savornin) See ISO ISO 15288 on: Systems and software engineering — System life cycle processes
Systems Thinking in Project Management
The term "system" is often used to describe a collection of processes. However, it is only sometimes used in the form defined by Systems Engineers. INCOSE definition:

Systems engineering is an interdisciplinary approach and means to enable the realization of successful systems. It focuses on defining customer needs and required functionality early in the development cycle, documenting requirements, then proceeding with design synthesis and system validation while considering the complete problem.

There are shorter ones, my favorite is...

Systems engineering is the development of products and processes as a single effort.

The point of these two definitions is that when someone speaks of "systems," they don't always speak of the processes that go along with the products.
Separation of product from process is the basis of some "world views", that is not a system view.
Another confusion: A critically missing process in many IT projects, especially Agile development projects, is the principles of Systems Engineering. Systems Engineering dominates the programs in Space Flight, Embedded Systems, Software Intensive Systems of Systems.
In these domains, 12 principles are used to increase the probability of success.
These principles come from Section 3.2 of Engineering Elegant Systems: Theory of Systems Engineering, A Whitepaper, Michael D. Watson, NASA Marshall Space Flight Center (2020).

Systems Engineering activities Principles

Systems engineering integrates the system and the disciplines considering the budget and schedule constraints
Complex Systems build Complex Systems
The focus of systems engineering during the development phase is a progressively more profound understanding of the interactions, sensitivities, and behaviors of the system.
Sub-Principles:
1. Requirements and models reflect the knowledge of the system
2. Requirements are specific, agreed to preferences by the developing organization
3. Requirements and design are progressively defined as the development progresses
4. Hierarchical structures are not sufficient to fully model system interactions and couplings
5. A Product Breakdown Structure (PBS) provides a structure to integrate cost and schedule with system functions
Systems engineering has a critical role throughout the entire system life cycle.
Sub-Principles Systems engineering :
1. obtains an understanding of the system
2. models the system
3. designs and analyzes the system
4. tests the system
5. has an essential role in the assembly and manufacturing of the system
6. has an indispensable role during operations and decommissioning
Systems engineering is based on a middle-range set of theories.
Sub-Principles Systems engineering has:
1. a physical/logical basis specific to the system
2. a mathematical basis Sub-Principle
3. a sociological basis particular to the organization
Systems engineering maps and manages the discipline interactions within the organization

Systems Engineering managing Principles

Decision quality depends on the coverage of the system knowledge present in the decision-making process
Both Policy and Law must be adequately understood, not overly to constrain or under constrain the system implementation
Systems engineering decisions are made under uncertainty, accounting for risk
Verification is a demonstrated understanding of all the system functions and interactions in the operational environment
Validation is a demonstrated understanding of the system's value to the system stakeholders
Systems engineering solutions are constrained based on the decision timeframe needed for the system

Agility Project Management and Systems View.

In the search for a definition of Agile Project Management, the Declaration of Interdependence (DoI) proposed a set of principles.
We are, in fact, "engineering a system" when we develop software and manage the project that develops the software. Are these principles compatible with the systems engineering view?
Realizing successful systems (products) is undoubtedly the goal.

Focusing on customer needs is essential.
Defining customer needs is the result of requirements elicitation and management.
Doing this early in the system's life cycle is critical to successfully realizing those needs.
Synthesizing the design is an essential activity in any development project. This is what separates operations from development.
Validating the complete system provides the means to end the project

So why does the Agile Project Management world still need to have a connection to the Systems Engineering worldview? It seems like a natural connection.
A much better connection than to the linear, silo-focused set of processes described in PMBOK. In PMBOK, the customer is connected to the process loop at the start and at the end.
There is however no connection made, more work needed.
Definitions of terms like value, rapid, early, customer, frequent, innovation, performance, effectiveness, and reliability are used by the DoI. When these terms are given "units of measure," and those units of measure are connected to analytical outcomes for the business, Agile Project Management will have moved into the system engineering domain. A domain where the "trade space" of decisions is where management and engineers live every day.
Asking questions like:

How does this action or technology benefit our project in some measurable way?
What risks are reduced, enhanced, or made visible by this technology or action?
continually: "How do we know that customers will get what they asked for?"

⚖ W-2.1.2 Understanding technical performance choices

Performance & Tuning - Software, Hardware.

Solving performance problems requires understanding of the operating system and hardware. This is basic classic, the architecture was set by von Neumann.

Optimizing is balancing between choosing the best algorithm and the effort to achieve that algorithm. The time differences between those resources are in magnitudes factor 100-1000.
➡ A single CPU,
these days many.
➡ limited internal memory,
these days capable of holding massive data.
➡ The external storage.
these days several types for speed and purpose even more massive data.

Neglecting performance questions could be justified by advance in hardware the knowledge of tuning processes is ignored. Those days are gone, a Fundamental Turn Toward Concurrency in Software,
By Herb Sutter. (2009) The Free Lunch Is Over .
If you haven´t done so already, now is the time to take a hard look at the design of your application, determine what operations are CPU-sensitive now or are likely to become so soon, and identify how those places could benefit from concurrency. Now is also the time for you and your team to grok concurrent programming´s requirements, pitfalls, styles, and idioms.
❗ Moore's law is about the number of components, not speed. More: 👓 details
Additional components:
➡ multiple CPU's and the GPU farm for processing.
➡ external storage using the internal memory types avoiding mechanical delays.
➡ Storage in a network cam be a SAN (Storage attached Network) or a NAS (Network attached Storage). They are different in behaviour and performance.

Performance Data processing

Performance is impacted by:
IBM db2 dio cio

➡ Use of keys indexes, positieve and negative effects
➡ The order of sorting. For bulk processing presorted works the best. Transactional applications are better with a random spread.
➡ Set in Limited physical sizing. Saving all history in a single space will have a negative impact. There are more reasons to split spaces by historical values.
➡ Cache setting for both the OS level and DBMS.
For managing tables a DBA should be aware of the effects by choices.
File system caching configurations 👓 Use concurrent I/O to improve DB2 database performance (ibm 2012)
In some cases, caching at the file system level and in the buffer pools causes performance degradation because of the extra CPU cycles required for the double caching. To avoid this double caching, most file systems have a feature that disables caching at the file system level.
This is generically referred to as non-buffered I/O. On UNIX, this feature is commonly known as Direct I/O (or DIO). On Windows, this is equivalent to opening the file with the FILE_FLAG_NO_BUFFERING flag.
query concurrency management To ensure that heavier workloads that use column-organized data do not overload the system when many queries are submitted simultaneously, there is a limit on the number of heavyweight queries that can run against a database at the same time.
You can implement the limit on the number of heavyweight queries by using the default workload management concurrency threshold. This threshold is automatically enabled on new databases if you set the value of the DB2_WORKLOAD registry variable to ANALYTICS. You can manually enable the threshold on existing databases. The processing of queries against column-organized tables is designed to run fast by using the highly parallelized in-memory processing of data.

⚖ W-2.1.3 Data governance, knowing wat is going on

ELT processing pre & post steps

Doing Extract / Load processing there are many tools due to 👓 CWM (Common Warehouse Metadata specification). The standard is almost forgotten in all hypes for tools. Extract Transform Load ELT, Data Integration, control & performance usually only focus on the technical behaviour. However doing ELT in real life something is missing, that is functional control & monitoring:

What data, how many records are processed
When did the process started and when was it ready
Performance Processing optimized for bulk or for a small number of records.
Restart processing options for error recovery.

This kind of logic is only possible by having an adjusted pre and post process in place. That kind if fucntional logic is impossible to be solved by an external generic provision. It is relative easy with local customisations and using local naming conventions.
DI control performance

In a figure:
See right side.

More Details 👓

Transport of data - information

Having systems in place the usual question is how to propagate the data -information- from one system to another in a reliable way. A technical service, "micro service" is a direct interactive way with no need for storage and building up an inventory with time delay. Not every process is an interactive needing immediate response. Dedicated transfer steps are other options.
In any case a well defined storage location is needed with an associated security alignment.
In any case a well defined Functional control & monitoring is needed:

What data, how many records are processed
When did the process started and when was it ready
Performance Processing optimized for bulk or for a small number of records.
Restart processing options for error recovery.

Transferring moving information's conform moving goods.
More 👓 details

Any business application has little value when there are no interactions, no consumers.

⚖ W-2.1.4 Data governance, knowing who is acting at what

DevOps ICT - Transformations

Kim Cameron In 2000 he became the architect of Microsoft’s Active Directory, which evolved into the most widely deployed identity technology used in enterprises globally. As the growth of the Internet made the importance of identity increasingly evident, his role expanded to become chief architect of identity for Microsoft. In 2004 he wrote the Laws of Identity, a document that has long influenced both technologists and regulators, and which Microsoft adopted to guide its innovation.
blog See: "laws of identity in brief".
The Laws Of Identity
Several types of usage an identity:

Employers “know” their employees, having verified their qualifications and made them part of an enterprise team. They assign them a “corporate identity” through which they identify themselves to corporate systems. To maximize productivity, employees typically log in once and work using their corporate identity for long periods of time. The context has simply been that the employee is at work, doing his or her job.
Relationships with customers have been driven by sales and marketing departments, not by traditional IT departments. The goal has been to eliminate friction (and clicks!) so new customers come on board – even before the enterprise knows the slightest thing about them – and then deepen the relationship and get to know the customer based on his or her specific needs and behaviors.
Clearly there are also cases where customers need access to their own valuable possessions and information, for example, in financial, health, insurance and government scenarios. Here customers will be willing to jump through various hoops to prove their entitlement and protect what is theirs.

Any application developer, department, enterprise, or group of enterprises can create policies.
What is Azure Active Directory B2C? Then applications and portals can, depending on their context, invoke the identity experience engine passing the name of a policy and get precisely the behavior and information exchange they want without any muss, fuss or risk. (nov 2015)

PIM, Privileged Identity Management

What is privileged identity management (PIM)? PIM is a process or program for identifying the privileged accounts, also known as superuser accounts, within an organization. Doing this can help with the monitoring, control and management of the access privileges each superuser has to the organization's resources in order to protect those resources from harm.
Superusers, such as database administrators and system administrators, can perform actions on an enterprise system that a typical end user cannot. For example, a superuser can change other users' passwords; add, remove or modify user profiles; change device or network configurations; install new programs on enterprise endpoints; or modify enterprise databases or servers.

Business continuity management

BCM ( "Business and IT Continuity: Overview and Implementation Principles" (2008) a part of risk management.
Business Continuity is the term applied to the series of management processes and integrated plans that maintain the continuity of the critical processes of an organisation, should a disruptive event take place which impacts the ability of the organisation to continue to provide its key services. ICT systems and electronic data are crucial components of the processes and their protection and timely return is of paramount importance.
Business Continuity (BC) is now recognised as an integral part of good management practice and corporate governance.

Structured defined Cyber Security.

blog (Sarah Fluchs).
The least amount of information is needed at the pyramid top. If you want to communicate a product’s security to a consumer who only needs to use a product securely, you don’t need to communicate much. A list of features is fine. A cybersecurity label assuring the list of features is met is fine too. This is what all the consumer IoT labels are for.
If you want to communicate a product’s security to an authority, they will want to know more.
At the pyramid bottom, your addressees need to make security decisions themselves for two reasons. First, because they’re regulated themselves, as many critical infrastructure operators are. They need to do their own threat models and risk assessment, and they need to explain their security measures to authorities themselves. Second, because they often do a fair share of engineering themselves. The products they buy are just building blocks that are further integrated into complex systems of systems Interesting are the labels for the products, they give an idea of content within a managed portfolio supporting this kind of items.

W-2.2 Understanding ICT operating value streams

Building any non trivial construction is going by several stages.
❗Aspect: Machines, technology topics are:

high level design & planning
detailed design & realisation
evaluation & corrections

⚖ W-2.2.1 Technology quality & risk rating

Communication acting at the viable system

CapCom: the primary point of contact and source of truth about the state of the system.

Strong communication skills.
High-level knowledge of the viable system.
Sharing open communication with all that could possible help.
Able to make quick, confident decisions how to proceed, know to who to delegate.
Switch the interaction at the best moments to ones that give a signal to help.
Access to all accountable roles, tasks within the viable system relevant solving evenets.

In IT Service management the goal of acting reacting got lost, incidents, problems, changes.
👉🏾 CapCom these are not the attributes known from ITIL but are reverted to the source: the incident with apollo 13. The time to react on an issue is important. Variations:

immediate like the nerve system,
midterm like the oxygen with blood circulation
long-term like the overall system body condition

Able to communicate within all levels is a prerequisite for able to react in time.
👉🏾 There is a duality in being very safe but not having the service available and running the service but that service has known safety issues. To balance in the conflicts is a task role not to combine with either of the conflicting sides, segregation in duties.

Incident response readiness, education mandatatory internal

EU directive NIS2, the CapCom: article 1
Member States adopt national cybersecurity strategies and to designate or establish competent authorities, cyber crisis management authorities, single points of contact on cybersecurity (single points of contact) and computer security incident response teams (CSIRTs).
EU directive NIS2, Also requires educations for executives: article 20
Member States shall ensure that the members of the management bodies of essential and important entities are required to follow training, and shall encourage essential and important entities to offer similar training to their employees on a regular basis, in order that they gain sufficient knowledge and skills to enable them to identify risks and assess cybersecurity risk-management practices and their impact on the services provided by the entity.
Confusing: prodcuts with digital elements
is not technology neutral defined. The assumption of simple devices would be different to complicated and complex or even chaotic is not underpinned.

Risk rating, readiness

This is a standard activity. A split in technology related risk and fucntionality risks is not made yet although this is by nature of a system logical to do. An open source option: Ravib
Risk matrix

The purpose of this tool is to register risks in order to control them. Controlling risks requires knowing your risks, assigning them to people who actively deal with them and keeping track of the measures that mitigate those risks. This tool supports in that. This register is just a tool.
👉🏾 How well risks are controlled depends on how well the responsible people deal with them.

Technical resource qualities

Metrics: kpis

MTBF mean time before failure: the average time between repairable failures of a technology product.
MTTR mean time to (◎), the average time it takes to:
- repair: repair a system (usually technical or mechanical). It includes both the repair time and any testing time.
- recovery: recover from a product or system failure. This includes the full time of the outage—from the time the system or product fails to the time that it becomes fully operational again.
- respond: is the average time it takes to recover from a product or system failure from the time when you are first alerted to that failure. This does not include any lag time in your alert system.
- resolve: fully resolve a failure. This includes not only the time spent detecting the failure, diagnosing the problem, and repairing the issue, but also the time spent ensuring that the failure won’t happen again.
MTTF (mean time to failure) is the average time between non-repairable failures of a technology product.
MTTA (mean time to acknowledge) is the average time it takes from when an alert is triggered to when work begins on the issue. This metric is useful for tracking your team’s responsiveness and your alert system’s effectiveness.

⚖ W-2.2.2 Information process: Identities, Access, incident response

Continuity planning

This goal and drivers are not about technology but driven by the business organisation.
Business continuity (r-steer) measures are however technology related such as backup management, emergency planning, and crisis management. The recovery time objective (RTO) amd recovery point objective (RPO) (techtarget) are described from technology perspectives.
Metrics:

RTO , Recovery Time Objective, is measured in time. It is an important consideration in a disaster recovery plan (DRP). The RTO is the maximum tolerable length of time that a computer, system, network or application can be down after a failure or disaster occurs.
BIA, business impact analysis is needed.
With DR strategy and business continuity planning are driving the RTO goal
RPO , recovery point objective, gives the age of information that must be recovered for normal operations to resume.
Businesses can choose to have any number of different tiers for an RPO based on workload and loss tolerance.

Portfolio, without an accurate inventory, there is no way having a complete BIA.

👉🏾 Simplistic if a computer, system or network goes down as a result of a hardware, program or communications failure:

if the RTO is one hour, redundant data backup on external drives may be the best solution.
If the RTO is five days, then tape or off-site cloud storage may be more practical.

👉🏾 The simplistic idea for a DR is missing the intentional actions disabling components.

a redundant data backup that is lost at the same way as the primary gives no protection.
Having no redundant fall backup processes for components in the system in place can break the complete system, not a single component.

Identity & access

The "Devils Triangle" on its own with IAM: Conflicting types of interests, focus areas.
Frictions:

Implementing identities and access control is by technology but driven by the organisation.
Securing technical systems is using the same shared technology as for the organisation.
Segregation in duties, segregation type of processing in:
- by a person at several point in a critical flow where trustwothiness is important.
- type of processing work are important for the viable system as a whole.

In a figure:
See left side

IAM (C-Serve).

The issue is not the execution of the actions implementing something, these are at the S1 level floor 0-1. The issue is definining well defined policies that are aligning all area's with the frictions solving the higer level goals of the viable system as the organisation technology and change as a whole. That is control S4 at level 3-4 and conscious choices S5 at 4-5.
Well defined policy challenges:

Event differentation in:
- Defining access to system, event: "account log on", or
- Defining access to a resource, event: "account accessing to ... for ..."
Account differentation in:
- Personal accounts (PA). Differentation PA-s into:
  - Used for activities part of a value stream in standard activities.
  - Used for activities part of a value stream in privileged activities.
    Overruling discretionary defined described process steps is an example.
  - Generic administrative purposes for activities not part of a value stream.
  - Used for activities not part of a value stream having privileged activities.
    The local administrative rights usage on a machine is an example
- Non Personal accounts (NPA). Differentation NPA-s into:
  - Service account managing the information, data of a business application
  - Service account managing the logic, code of a business application
  - Platform account part of a platform limited to a part of defined functionality
  - System account part of the operating system
  Some systems support facilities to use the NPA avoiding the need using passwords. service a
- Anonymous account (AA) representations that serve for processing when an account is logical impossible being defined. The log in process of an account is an example for the moment a PA account is logically not known.
Group usage for:
- Grouping accounts for shared access to a resources or shared definition to log on.
- Defining access rights to resources. Main types of resource access: Read, Write, Create.
  Details for access is not exhaustive, behaviour in types can be surprising in technical details.
- Groups can be used for access for similar types as mentioned for PA-s and NPA-s
Environmental differentation for DTAP: Develop, Test, Acceptance, Prodcution for:
- Accounts, Groups
- Resources
There are many resource types, for example:
- Machines (logical)
- A shared access to a point in a file system structure
- Files within a file system structure
- Records within a database system
- Defined stored procedure within a database system
- Objects defined at some type of storage
- Account Groups wiht their content at some IAM system
- Operating system, database system, platform, logs for technical events c
- etc.
There are other types, the list is not exhausitve, e.g.:
- Idenetity, access domains (AD clusters).
- Machine clusters, segmentation for reducing risks.
- Virtual networks, segmentation for reducing risks.

⚖ W-2.2.3 Safety Monitoring for anomalies by open source issues

Security operations Processes

The security operations center is often outsourced, not being an indespensible part of the viable system. This is possible by the more generic aspects of safety. What functionality in details is needed is different for each system at a moment.
👉🏾 An outsourced SOC introduces a problem in more complicated systems where the anomalies of the internal processes is decisive for understanding a healty situation recognizing unhealty signals.

Security operations: The Team

Cybersecurity's the Team (linkedin post)
Critics: The ciso is missing the trainers on the side line like risk managers compliance managers. The people watching the game employees operaton managers and ofcourse the club owners in the skybox paying top dollars for the players which resembles the business owner or board. The FIFA as regulatory compliance institutions. Imagine a football team, but instead of players, we have cybersecurity heroes on the field, each playing a vital role to secure the "goal" (protecting systems and data)! Here's how the ultimate Cybersecurity Dream Team shapes up:
The security team

Incident Handler: The goalkeeper, always ready to block threats and recover from attacks.
Malware Analyst: The defender who tackles malicious players (malware) and keeps them off the field.
SOC Analyst: The sweeper, constantly scanning the field for suspicious activity to prevent attacks.
Threat Intelligence Engineer: The playmaker, analyzing the opponent's strategy and planning countermeasures.
Security Engineer: The solid midfielder, building a resilient defense and ensuring the game flows securely.
CISO: The captain, leading the team with strategy, vision, and oversight.
Security Architect: The tactician, designing the winning formation (secure infrastructure).
Security Consultant: The team’s engine, delivering expert advice and strategic "passes" to ensure both defense and attack operate at peak performance.
Pentester: The striker, finding and exploiting weak spots in the defense (but for good!).
Ethical Hacker: The winger, always pushing boundaries to test the team’s resilience.
Red Teamer: The challenger, simulating real-world attacks to prepare the team for anything.

Together, they form an unbeatable force, each with a unique role to ensure every play (whether defense or attack) is executed flawlessly. (Credits to @Aliou FALL.)

⚖ W-2.2.4 Continuity monitoring with anomalies known internal processes

Monitoring, Network - Storage

Organizations are debating the need of a SOC, what kind of SOC and which components their SOC should include. SOC Roles and Responsibilities .
SOCs can provide continuous protection with uninterrupted monitoring and visibility into critical assets across the attack surface.
They can provide a fast and effective response, decreasing the time elapsed between when the compromise first occurred and the mean time to detection.

Product & Service continuity

The effects of the SOC centre is directly related to what external customers are experiencing. Therefor colour brown is chosen although the others in this area are green, technology.
There is a continuously feed back knowledge needed of the organisational needs. Therefor an activity with the colour magenta is present in the SOC interaction.

Monitoring, Processes - value stream flows

Knowing how processes are normal functioning, how value streams are normally behaving is learning from measurements. Learning from information, data. This is contionously changing evolving approach, applying AI is in a hype.
Secure AI Access by Design , enabling Safe Usage of GenAI Apps. The rapid proliferation of GenAI apps, coupled with their unique characteristics and evolving AI ecosystems have introduced new security challenges. Empower your security teams to not only keep pace with the latest GenAI apps but make informed risk-based decisions about which apps to sanction or tolerate.
These policies can be customized based on user roles, departments or specific data uploads, helping ensure that AI apps are used in compliance with your organization’s security and governance standards.
The questions in this: what are the " organization’s security and governance standards"?
From: "How CISOs Are Supercharging Their Teams With Generative AI Augments" (gartner 2024, William Dupre, Anthony Carpino, Nader Henein, Kevin Schmidt), notes for GenAI.

come with a unique set of risks when compared with other AI implementations.
cost for internal enterprise use cases does not leave much room for trial and error.
will change how organizations design jobs, resource tasks and allocate responsibilities across all facets of the enterprise.

The initial hype around GenAI rushed many organizations into adopting the technology without much in terms of planning. Scenarios like this come with a high rate of risk because, outside of some fringe cases, the reward will never match the hype. The results are often months of trial and error, followed by a retroactive assessment, a financial write-off and potentially a sacrificial executive departure, depending on the size of the write-off. The bigger impact will come later, in the form of opportunities lost when the rollout of generative capabilities is delayed. The paradox, failure by:

FOMO - fear of missing out.
overconfidence fluff and fud.

"We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run." ( Amara's law)
Feel lost

Several examples for AI usage, one of them (no 3):

Target 'applications': Code assistant tools
Relevant data (knowledge graph/vector DB): Source code, unit tests, user stories
Outcome: Improve application security by providing developers with automated tests focused on security.
How it works: Code assistant AI tools can generate code and unit tests using prompts from developers. Some of those unit tests could be negative or adversarial tests to stress test the code.
The system could also generate examples of how the code could be exploited if the developer inadvertently created vulnerable code.

The assumption of the required creativity could be automated trustworthy is questionable.

W-2.3 Information systems: Actuators - Steers

Using a system is simpler than designing those actuators in the construction.
❗Aspect Processes topics are:

high level operations & planning
detailed operations & realisation
evaluation & corrections

A viable system is non trivial, a repeated structure in every layer. Every layer has their actuators to manage by observing for what is needed. Without knowing the shared goal, mission, there is no hope in achieving a destination by improvements.

⚖ W-2.3.1 Communicating a shared value, mission for understanding

A history for he most complex social system: top-down

A short extract from the introduction "conversations for action" (fernando flores). Argues that certain speech acts, particularly requests, promises, offers, assessments, and declarations, serve as building blocks for activating and fulfilling commitments in working relationships and, hence, in organizations.
The essays in his book are all about how to effectively make commitments that allow us to create something of value, to generate value for ourselves and for others in the world. In essence, they are about instilling a culture of commitment in our work with others, whether that be in an organization, our own start up, or even in working together as a family to get ahead or raise children. He was anticipating what would become the greatest challenge of capitalism hence far: unregulated free markets that coexist with value creation for the world at large.
❶ The point is that people work together to produce value, not just for self interest.
The networks of commitments/conversations for action framework for designing organizations makes explicit who is creating value and for whom value is being created, and what are the promises being completed that act as value producers at every step of the way.
The core business has to think about how its products, manufacturing processes, business processes, employee relations, services, and role in the community impact the world.
❷ Designing work to produce value is very different from designing work for maximizing the self-interest of each party involved. Fernando Flores developed a unique theory of work and organizations that has had numerous practical applications.
The seeds of these classic works were first developed in his dissertation, “Management and the Office of the Future,” which was written in 1980.

A system without classical hierarchy: Cybersyn

A viable system according CyberSyn (1970-s) ViSM is a different context than the value stream VaSM.
On July 13th 1971 Stafford Beer received a letter from Fernando Flores, then President of the Instituto Technologico de Chile, and Technical General Manager of Chile's equivalent of the National Enterprise Board, which had been charged with the wholesale nationalisation of the economy. Flores spoke of the "complete reorganisation of the public sector of the economy" and said he was "in a position from which it is possible to implement, on a national scale, at which cybernetic thinking becomes a necessity, scientific views on management and organisation". ...
❸ The entire story has been told on several occasions, but some accounts miss the essential nature of this, and indeed all VSM applications: the key is to enhance and encourage autonomy at all levels (as the only way of dealing with environmental variety) but to ensure that the autonomous parts work together in a harmonious, coherent fashion and thus enjoy the synergy which comes when parts join together to create a whole-system.

The viable system as a whole

A viable system according Stafford Beer (1960-s) ViSM is a different context than the value stream VaSM.
❹ An understanding of the theory begins with the observation that operational units must be as autonomous as possible, and thus Beer's model of sees any organisation as a cluster of autonomous operational parts which bind together in mutually supportive interactions to create a new, larger whole system.
The job of management is to provide the "glue" which enables this to happen. he diagram shows the three main elements:

the operation (O) ,
the management (M) and
the environment (E).

➡System-1: The operation. The operational units are given as much autonomy as possible so they can respond quickly and effectively. This is limited only by the requirements of system cohesion.
➡System-2: There will be conflicts of interest which must be resolved. Harmonise interactions, to keep the peace, to deal with the problems. Without this the system would shake itself to pieces.
➡System-3: is concerned with synergy. Look at the whole interacting cluster of operational units from its meta-systemic perspective. Considering ways to maximise effectiveness through collaboration.
➡System-4: ensures the whole system can adapt to a rapidly changing and sometimes hostile environment. It scans the outside world in which it operates, looks for threats and opportunities, undertakes research and simulations, and proposes plans to guide the system through the various possible pathways it could follow.
➡System-5: Rules come from System 5: not so much by stating them firmly, as by creating a corporate ethos, atmosphere: identity, ethos, ground rules under which everyone operates.
Re-thinking the workings of any organisation in these terms. Take any enterprise and identify the operational parts. Questions to answer:

How do conflicts of interest get resolved?

As the process continues a diagram something like the figure shown above will develop. Once this is complete, the diagnosis can begin:

Are the identified systems properly connected?
Are they fit for purpose?

This is a real holistic way to look at organisations, systems, it avoid the technical beliefs.

⚖ W-2.3.2 Communications, variety & velocity and regulators

VSM, multiple information channels

Viable System Model (Michael Frahm)
The static facet of the VSM involves analyzing present systems using its framework. The VSM is a strong homeostat. The VSM can be very well combined with other methods like lean management, scrum, OKR and others.
This framework process goes beyond system viability, addressing issues within the corporate structure, and the structural and procedural organization. The objective is to uncover cybernetic insights and pinpoint any absent elements by employing a cybernetics oriented checklist. This serves as a foundation for the conceptual design of an enhanced system, ensuring a comprehensive consideration without the risk of overlooking crucial asp ects. The VSM can be used for design, analysis and diagnosis. ...
❺ and six vertical information channels:

Intervention Regulation
Allocation of Resources
Operational Interrelationships
Interrelationships of the Environment
Coordination (Sympathicus) System 2
Monitoring (Parasympathicus)

❻ Moreover, within the Viable System Model, there exists an algedonic channel and transducers. Algedonic signals, serving as alarm signals, convey either positive or negative messages directly into System-5. Transducers, acting as converters, establish the interface between subsystems, guaranteeing the preservation of information authenticity.

Autonomy vs. Alignment: an important conflict wherof the outcome should never be resolved.

Viable System Model (Michael Frahm)
The organizational management can only be as good as the model on which it is based. ... Dealing with megaprojects means dealing with the functioning of complex systems.
❼ There two basic priniples aside a lot of others:

The Nyquist-Shannon sampling theorem is an essential principle for digital signal processing linking the frequency range of a signal and the sample rate required to avoid a type of distortion called aliasing. The theorem states that the sample rate must be at least twice the bandwidth of the signal to avoid aliasing. In practice, it is used to select band-limiting filters to keep aliasing below an acceptable amount when an analog signal is sampled or when sample rates are changed within a digital signal processing function. This is a well known principle in electronical communications.
The Conant-Ashby good regulator theorem , which established that "every good regulator of a system must be a model of that system," is a key tenet of the model-centric cybernetics paradigm.
The paradigm defines that a cybernetic regulator consists of a purpose, a model, a well-defined observer that only observes what the model requires as input parameters, some kind of decision-making intelligence, and a control channel that transmits selected actions or communications to the regulated system.
Thus, in order to be effective:
- a first-order (simple) cybernetic regulator requires a model of the system that is being regulated and
- a second-order (reflexive) regulator can only achieve reflexivity by also having a model of itself, which encodes a real-time representation of the possible variety that is available to the regulator.
- Finally, an ethical regulator is realized by using a third regulator to regulate a reflexive regulator to constrain it to only exhibit behavior that does not violate the ethical schema that is encoded in a third model.

PID controller

⚖ W-2.3.3 Communications, variety & velocity within systems

viablity the ability to survive or live successfully

The viable system (VSM) as a whole VSM (Michael Frahm, Dr. Martin Pfiffner - research gate)
The predominant model of organizations in the past was the machine: A more or less complicated construction designed to perform a more or less well-defined task. We still use this model when drawing organizational charts and describing processes. But a machine does what it does. Its predetermined behaviour keeps its variety low.
A model of much higher variety is the model of the living organism. ...
Simple'VSM system-3 operations

Todays management practice deals only with two of three organizational dimensions.

The first dimension is the anatomy of the organism.
We use organizational charts to represent the anatomy of the organization. We enter the names of the organizational entities (e.g., divisions or business units, steering and supervisory boards, finance or legal department) into the boxes of the chart.
The second dimension is the physiology of the organism (i.e., the different processes and routines for breathing, digesting, sleeping, etc.).
It includes capabilities not found in machines, or only to a limited extent, such as the ability to adapt to fast-changing situations, to learn, to heal, to reproduce, to converse or even the ability to produce consciousness.

As a rule, however, we neglect the third dimension: the neurology of the organism. Variety is both in horizontal and vertical lines in the strcuture. The system can contain subsystems in the same structure. Reducing variety at the higher and lower level at the cost of the complexity managing subsystems.
Simple VSM recursive

❽ This is the most important dimension in modern projects because it helps managers cope with complexity and dynamics.

the third dimension of organization, the neurology of business, is designed rather poorly in most organizations. (Showed by Studies and experience)
The neurology of the organism is its control and communication structure. Crucially, it ensures that the organism, or the organization, remains viable, that is, able to lead a separate existence.

System 3 (i.e. operational management) has several communication channels at its disposal. These allow it to take well-informed decisions as well as to implement them even if they restrict the autonomy of System 1 (i.e. operations).
Please note that we are talking about a control and communication structure here, and not about boxes in an organizational chart. In the VSM, we no longer enter names in the System 3 box.
Instead, we ask a crucial question: What mission-critical tasks must System 3 perform, and who is involved? Quite often, the same person is involved in different control functions, and thus "wears different hats".

The viable system as a whole, floor level 0-1

Categorizing an inventory of processing topics for secure information management (SIMF). The result presenting it using nine areas is (see figure):
SIMF n3

There was no immediate associations with ViSM (Viable System Model), but:

Operations systems (green) in the middle to the top horizontal is VSM system-1. (O)
Vision, missions (magenta) in the middle of the bottom horizontal is VSM system-5 (M)
The middle horizontal:
- Enabling capabilities (brown) is system-4 (M)
- The gray area is alignment communication system-2
- Executing capabilities (indigo) is system-3 (O)
The four corners are the environment (E) to deal with.
The vertical in the middle follows bottom-up: strategy, tactical, operations.
The horizontal in the middle follows left to right: steer, shape, serve.

⚖ W-2.3.4 Product vs Service provider & Top-down vs Bottom-up

Autonomy vs. Alignment: an important conflict whereof the outcome should never be resolved.

❾ The identity has important consequeunces. Produktanbieter oder Dienstleister? (blog Conny dethloff "Diagnosis of organizations with the VSM")
When breaking down an organization into operational units, the VSM systems-1, this question is crucial:

Do we want to be product providers or service providers at our core?

Knowing that most product providers also offer services around their products, this 0-1 decision should still be made as it has implications for the organizational design, namely:

Product providers should cut operational units along product components.
Service providers should cut the operational units along the user or customer journeys.

Let's take a trading organization and go through both cases.

Product provider If a trading organization wants to establish the platform business, it is then a product provider. The product is the platform. Product providers are characterized by the fact that they do not have a high rate of interaction with their customers and users along their journeys. Of course, they should know them very well in order to incorporate appropriate features into their products.
Organizations that want to act as platform operators should divide the operational units according to the components of the platform: "Partner Management", "Customer Management", "Matchmaking", "Assortment Management" etc.
Service providers have a high rate of interaction with users and customers along the journeys. They define themselves by the fact that they provide services at many points along the journeys. Accordingly, service providers should position themselves along these journeys. A trading organization that purchases goods and then sells them with a certain margin is a service provider.
Let's assume that goods are offered in the areas of food, fashion and home & living, i.e. in 3 shopping contexts. Since customers have different wishes and needs in the respective 3 shopping contexts, the organization should respond to them internally using differentiated skills, processes and structures depending on the context. The service provider should therefore cut the operational units along these 3 shopping contexts and the journeys embedded in them.

Because of the necessary differences between the operational units, it is easy to see that the "commerce" and "platform" business models should not be executed by one and the same organization, otherwise neither of the two can really be served well from an organizational design perspective.
Paradoxes in an organization increase variety and the range of actions. One could also say that without paradoxes an organization would operate in a way that is too simplistic and would neither be able to react appropriately to market surprises nor provide them with any. Organizations need paradoxes. Task force mode therefore only works for a short time at best. .

Hierarchy levels VSM person to conglomerate

Top-down VSM vs bottom-up VSM.

Having the idea on what viable systems is about there are the following questions:

Analyzing a system or designing and building
Working top-down or bottom-up

What is seen in many examples is about analyzing systems top-down.
A bottom-up design and build is missing for viable systems. The natural evolution is building those from the bottom into complex systems, going into complex systems build on complex systems.
❿ The bottom-up approach has become to live.
New insights:

Selecting 5 areas in a nine plane is a representation for the 5 systems.
The most simple representation of a viable system is a nine plane. At all the bottoms and the top this should be sufficient as model.
Building up complexity, will create new planes that are interconnected in three dimensions.
Both in the horizontal and vertical planes there are new viable systems interacting to each other.

The first start for building new planes is when the team becomes too big. A stable point is achieved when a division is completed.

W-2.4 Roles tasks in the organisation

Managing the working force at any non trivial construction is moving to the edges.
❗Aspect: Communication, cultural changes are:

Trusting the working force while getting also well informed
Respect for people, learning investments at staff
Accepting uncertainties and imperfections

Every layer has their actuators people to manage for what is needed. Only knowing the shared goal, mission, there is hope in achieving a destination by improvements.

⚖ W-2.4.1 Team member and organic system roles

team diversity - roles I

❶ Belbin Team Roles Building Effective and Balanced Teams for Success.
Dr Meridith Belbin developed the Belbin Team Roles Theory in the 1970s, based on how individuals perform in a team environment. ... What came out of the experiment was that particular individuals gravitated towards certain roles when working in a team context. Role balance within a team was found to be crucial to the positive and timely outcome of a task.
It is easy to see this in everyday life. When a team performs well, be it in sport, school, projects or general business, you can see that there is a degree of uniformity, whereby everyone knows what they are doing and how to do it. Everything looks easy and well-structured and success typically flows through the team. ...
Belbin Team Roles can be split into three different behaviours:

Action oriented
People Oriented
Thought Oriented

Each function is associated with typical team work behaviour and interpersonal strengths and weaknesses.
The goal:

manager: To pick a team that covers each team role to create balance and synergy amongst the team.
team member: To understand their Belbin team role and identify associated strengths and weaknesses, in order to improve and thus increase the performance of the team.

team diversity - roles II

The Belbin Team Roles are as follows:

Action Oriented Roles:
- Shaper. The shaper challenges, is dynamic and thrives on pressure with the drive and courage to overcome obstacles. The Shaper can also hurt the feelings of other team members through provocation.
- Completer or Completer Finisher. The Completer delivers on time is conscientious and anxious searching out errors and omissions in a project. On the negative side the completer is inclined to worry unduly and is reluctant to delegate.
- Implementer. Discipline, reliability, efficiency and the ability to turn ideas into practical action are attributes of the Implementer. Although; on the reverse side implementers can be inflexible and slow to respond to new opportunities.
People Oriented Roles:
- Resource Investigator. This is an enthusiastic and extrovert character who is communicative with a particular skill in exploring opportunities and developing contacts. Negative aspects being over optimistic and losing interest once the initial enthusiasm has passed.
- Coordinator. The coordinator is mature, confident and a good Chairperson who clarifies goals, delegates well and promotes consensus. On the minus side, the coordinator can be manipulative.
- Team Worker. Team Workers are cooperative, mild mannered and perceptive. Good listening skills are possessed with the ability to build a calming environment. Team Workers can also be indecisive in pressure situations and be easily influenced.
Thought Oriented Roles:
- Plant. The plant was identified as the creative member of the team with an imaginative and uncommon approach to solving issues. The reverse characteristics being that the Plant can ignore detail and be too preoccupied to effectively communicate with team members.
- Monitor Evaluator. Team members with this role are sober and strategic seeing all options and accurately judging situations. The Monitor Evaluator can also lack the drive and ability to inspire others and be critical of them.
- Specialist. The Specialist is single minded and self-starting . This role provides the knowledge which is in short supply. On the negative side the Specialist can only contribute narrowly to the team task.

Belbin team roles are a good indication; a great way to analyse the makeup of your team, but you should not use this model as set in stone. After all, we rarely live in a perfect world and what looks good on paper proves tricky to perfect in reality.
Another belbin reference part of a training knowledge, Belbin Team Roles explained . Competencies includes a vast array of skills, from IT expertise to an understanding of production methodologies. This is what we call the 'task focus', the primary force behind accomplishing the job at hand. This relates to how something collaborates within a group and boosts its overall efficacy. It's not just about getting the job done; it's about the process and the dynamics of how it's achieved.
Belbin Team roles 9 areas

The original Belbin figure is modified to align to the SIAR model supporting a full cycle in the PDCA and 10 detailed steps.

Except for the coordinator there are no two of the same group at the sno In a figure:
see right side

⚖ W-2.4.2 The ignored Engineer executing everything

ViSM: some important principles

Aside the principles about variety in the system and velocity of the communication signals there are many more principles in Viable System Model (Michael Frahm):
Theorem of recursive systems: If a viable system contains a viable system, then the organizational structure must be recursive. Using the same organizational genetic code by applying the VSM, complexity is thus managed.
Self organization principle:

Systems organize themselves as follows:
1. Creation of a new, superordinate structure of a system from previously disjointed parts.
2. Process of self organization within an existing system (subsystems disintegrate, form anew, change completely).
Black box principle (I): It is not necessary to understand the inner workings of the black box in order to understand how it performs.
Example: You don't need to understand in detail how a car drives, but you do need to know how it reacts.
Black box principle (II): It is not necessary to understand the inner workings of the black box to deal with the variety it produces.
Measuring complexity is not necessary. Assessing quantities and the right matching are important. The decisive factor is behavior and not primarily the inner workings of the system. Complexity is deliberately ignored the focus is on the input output relationship or on relevant systems or relevant tasks.
Darkness Principle: No system can be completely captured.
Systems are dynamic and change while you observe them. This must be accepted residual uncertainty must be dealt with.
Adam's 3rd law: It states that a system built from a series of components selected on the basis that they each represent the least risky option is exposed to higher overall risk.
Agility theorem: In order to survive, the rate of change of the organization must be greater than or equal to the rate of change of the environment.
Relaxation time principle: System stability is only possible if the relaxation time of the system is shorter than the mean time between disturbances.
- Example 1: An employee, team, department or organization is organized in such a way that a task cannot be completed "in order". Accordingly, production planning must be improved and bottlenecks avoided.
- Example 2: Organizational change, stable performance is disrupted by change. If changes are made too often, stability is never achieved.
Principle of homeostasis:: A system is stable if all its key variables remain within their physiological limits.
It is about self regulation, balance and ultra stability. In the course of changes, it is about dissolving homeostasis..

⚖ W-2.4.3 Mediation technology: functionality - functioning

VSM principles and balances

When discussing variety flows, we are qualitatively addressing the organization's ability to manage the ratio between disturbance variety and system reaction within each relationship. It also pertains to the organization's capacity to cope with the inherent variety or com plexity. In a dynamic VSM perspective, understanding variety in systems is akin to interpreting a weather map, with fluctuations in low and high pressure areas that evolve over time.
To gain a deeper understanding of the VSM's dynamic perspective, consider these five significant variety balances:

Workload
Line balancing
Autonomy vs. Cohesion
Change Rate
Change vs. Status Quo

ViSM: recognizing problematic patterns

Viable System Model (Michael Frahm)
The following is just a brief introduction to recurring problematic patterns, which are referred to as pathological archetypes and are suitable for identifying and communicating problems in systems through the viable system model:

Fantasy World
- Symptoms: Senior managers and senior executives make decisions without sound information. Neither information from the organisations environment nor from the operational base is used as a source for decisions. The perception of senior management differs greatly from reality. In a way, these managers live in a fantasy world. This can also be referred to as optmism bias.
- Solution: Senior manage ment must be aware of Crow's Law, which states: "Don't believe what you want to believe until you know what you need to know." Assumptions based on a fantasy world do not protect the decisions made and those responsible from reality. Effective operational and strategic feedback loops, critical feedback and well founded observations and analyses are necessary to escape from the fantasy world and validate assumptions.
- Frequency: Very frequent
Control Dilemma
- Symptoms: Rapid changes in the environment require a direct response from the operational systems. Senior management notices unusual activities in the base and fears a loss of control. It therefore demands additional reporting and issues more instructions. The management of the operational systems now has to act on two fronts: on the one hand, to fulfill the increased requirements from the environment and, on the other, to meet the increased reporting requirements and instructions from senior management. This means pressure from outside and pressure from within. Senior management, on the other hand, neglects strategic activities because it wants to retain its supposed control over the operational systems. By intervening, senior management also denies its subsystems the autonomy they need to deal with their challenges.
- Solution: Control dilemma or micromanagement requires standardized and regular reporting that stands up to scrutiny by senior management and third parties. This creates trust for both superiors and employees.
- Frequency: Very common triggered by "bottle necks"
Bottle Necks
- Symptoms: Classic symptoms are uncoordinated, unexpected or uncontrollable fluctuations in workload between the operational units and their environments. See also the Beer Game, which Peter Senge (1990) from MIT has made a standard part of management training. The archetype can be triggered by the control dilemma.
- Solution: Adequate coordination mechanisms as well as bottleneck concentration, standardization and cooperative project management are effective levers for countering the archetype.
- Frequency: Very common, triggers "control dilemma"
Re-Inventing the Wheel
- Symptoms: In this archetype, no or insufficient standards are defined. For example in large and complex projects or organisations with a large number of departments, this leads to the wheel being reinvented several times and there are many isolated solutions. Due to the lack of standards and communication, unnecessary resources are used for activities already carried out in the subsystems and by senior management.
- Solution: Uniform standards for implementation must be made binding. Implementation must be checked by means of suitable monitoring. The standards must be adapted to the unique requirements.
- Frequency: Frequent The standards must be adapted to unique requirements.
Bunker Mentality
- Symptoms: The "bunker mentality" is a common problem when sudden events occur, e.g. crises. The organization closes itself off and a bunker mentality prevails both within the organization and towards the environment. Information and knowledge are neither exchanged nor accepted. Isolation takes place in order to understand the situation, reduce the amount of incoming information and regain the illusion of control. In a strategic context, this isolation is fatal for the organization.
- Solution: With this archetype, there is no substitute for practice. It is also said that "you emerge stronger from a crisis", which is indeed the case. Fortunately, many crises only happ en once. You can increase resilience through an organizational culture of trust, transparency and a constructive error culture. Nevertheless, an effective approach to dealing with crises is to use scenario exercises to prepare management teams for the emot ional and behavioral impact of dealing with crises.
- Frequency: Very common

⚖ W-2.4.4 Interactions in the organic viable system

Power and the edge

Power to the Edge (David S. Alberts, Richard E. Hayes 2003) The source is defence but mentioned is that is generic appplicable.
An organization's power is also a function of the power of its members and the nature of the interactions among those members. Organizations realize their potential power by instantiating mission capability packages. ... In a hierarchical organization, one with a topology organized by status and power, those at the top are at the center and those at the bottom are at the edge. In addition, there is a significant portion of the organization in the middle. Those at the top have the power to command, to set the direction for the organization, allocate its resources, and control the reward structure. Information flows along the axes of power, hence these flows are vertical. Information collected at the bottom flows vertically to the top, and directives flow vertically from the top to the bottom. The middle is needed to deal with the practical limits on span of control. The middle serves to mediate and interpret information flows in both directions, allocate resources, and delegate authority. ... Worst of all, stovepipes result in cultural differences and tensions between and among different parts of the organization. ...
In the Industrial Age, stovepipes were necessary because the economics of information made it prohibitively costly to support widespread information sharing and peer-to-peer interactions. ... The adverse affects of stovepipes often come to light as a result of a catastrophic failure. ... The only way to ensure that information will be shared and that individuals and organizations will work together appropriately is to move power to the edge. (page 173- 176)

Beyond individuals

The puzzles were meant to be so demanding that no individual could possibly complete them all. But immediately after the discovery of the game on the Web, teams of curious players developed organically across the country. Working together, their combined knowledge allowed them to complete the first 3 months' worth of game content in only 1 day. These teams excelled at solving problems, and they could do so at surprising speeds. However, learning the work processes associated with information sharing, exploiting collective knowledge, and conducting the efficient, authoritative collaboration will require establishing new mind sets (education and training) as well as new tools.
Without being able to fall back on traditional approaches to strategic planning, without being able to rely on intuition, from where does leadership and direction now come? The answer for industry is the same as for the military; constantly dealing with unfamiliar situations places a premium on agility in all of its dimensions. The approach to developing the agile organization, the Information Age approach to command and control presented in this book, is based on the application of power to the edge principles. This enables an enterprise to bring all of its available information and its brain power to bear by allowing information to be recombined in untold ways and by allowing individuals to interact in unplanned ways to create understandings and options not previously possible. ...
Four minimum essential capabilities are required for a given operation:

The ability to make sense of the situation;
The ability to work in a coalition environment including nonmilitary (interagency, international organizations and private industry, as well as contractor personnel) partners;
Possession of the appropriate means to respond; and
The ability to orchestrate the means to respond in a timely manner.

Three of these four essential capabilities involve command and control. The third is about the tools of war and policy implementation. (page 90-98)

Power to the edge

Power to the edge involves changes in the way we think about the value of entities and desirable behaviors and interactions. Ultimately, this involves a redefinition of self and the relationship between self and others, and self and the enterprise. Thus, in order to move power to the edge, we need to do more than redraw an organization chart; we also need to change what is valued and the way individuals think and behave. We need to rethink the way the enterprise is motivated and led. We need to revamp processes and the systems that support these processes. We need to reeducate and retrain. ...
The concept of adaptability (changes in organization and work processes) is a crucial element of agility. However, it directly contradicts Industrial Age solutions of complexity, decomposition, deconfliction, specialization, and optimization. ... However, a network topology alone will not achieve the desired result; it does not create the conditions necessary to achieve productive self-synchronization. To complete the package, a suitable approach to command and control must be developed to leverage the capabilities provided by a robustly connected network topology. (page 181- 186)

W-2.5 Sound underpinned anatomy of a viable system

Understanding the position, situation by understanding the system.
❗Aspect: Information, types of association relations:

Art of the role by follow up interactions
Kind of task in the process by role
Art of the role by observed input and results

A viable system is non trivial, it will be repeated in structures in every layer.
Conscious lead of a system needs only the information for what is relevant for understanding what is going on. Using the knowledge of the anatomy enables to limit the set of information flow for improvements.

⚖ W-2.5.1 Fundaments of activities processes (0-1-2, 4-5)

The enterpise organisation, viable system model

System-1 all of the basic, primary operations of the organisation, which justify the existence of the system as a whole.
The elementary 0-1 floor level is and 1-2, are mostly system-1.
➡ The floor 01 vs 1-2 differences:
- Floor 0-1 is missing internal activities at the corners.
  Only reacting on external influence for the good bad and ugly.
- Floor 1-2 is the full cycle of a value stream (product: good, service).
  Mostly acting conformin internal set guidelines for the good bad and ugly.
System-2 represents all of the communication channels and communication methods.
- Gray areas (centres) are system-2: very short time, term communications.
- The blue areas are shared to other systems: medium time, term communications.
- Vertical en horizontal lines: long time, term communications.
System-3 represents all of the structures that are the broad view of all the operations active within the first systems. Activities, roles at floor 2-3 is mostly system-3. The results are guidelines, instructions for the others that enables everyday control for their processes.
❗ Combining system-3 with system-1, mixing up floor 2-3 and floor 1-2 will result in conflicts by conflicting interests, conflicting type of specialisms.
System-4 floor 3-4, responsible for looking externally from the organisation or overall system, at the environment in which it operates, and establishing which factors may impact operations, and how it needs to adapt in order to remain viable and sustainable.
System-5 is the Organisation Policy, Ethos, encompassing all decisions within the organisation. Floor 4-5 as a virtual floor position in the virtualisation of a viable system.
❗ This system should always be maintained as separate from the System 3 control.

Added to the usual viable system model is:

system-1: differention in types of primary activities
system-2: differention in speed of communication
system-5: abandoning the ivory tower, shifting power to the edges

The enterpise organisation, system-5 executive

When the product service is what is about, the CPO (Chief Product Officer) has a pivotal role.
An abstracted proposal for a structure:

CFO Chief Finance officer, CDO Chief Data officer, CEO Chief executive officer
CAIO Chief Analytics & intelligence officer, CPO , CTO Chief technology officer
FM/HR Facilities and Humanity, CSO Chief Safety officer, CRO Chief risk officer

All of them are universal exchangeable to other type of enterprise.
Positions within the green areas are changed when the context is changed between operational or change, innovation.
hierachy 9 areas

Top-down theoretical view:

Figure, see right side

The enterpise organisation, system-5 executions

When the product service is what is about, the CPO (Chief Product Officer) has a pivotal role. A CPO is also accountable responsible for the coordination at the floor, empowering people.
An abstracted proposal for a structure:

Product Manager, Sales Manger, Quality control
Safety analist, -, Business Analyst
Account Manager, Water Stride, Cyber defence, Safety

All of them are universal exchangeable to other type of enterprise.
Positions within the green areas are changed when the context is changed between operational or change, innovation. Lean 9 areas

Bottom-up practical view:

Figure, see right side

SIMF the foundation floor 0-1

Some peculiar interesting attention points:

Vision, missions are what executives build and maintain as foundation for the whole.
In a very small enterprise just having this floor it is still indispensable.
Technology operations representation does not not have a logical leader at floor 0-1.
In a very small enterprise this will not be an issue. When there is growth into an organised values stream flow the questions arise what to do.
Being an indispensable part of the value stream floor 1-2, it is positioned to be leaded by the operations area in the value stream.
Supporting the organisation, enabling capabilities, will become a question when the organisation becomes that big, it has become important dedicate tasks.
Combining it with the long term time planning at floor 1-2 is the most logical choice.
Supporting the product operations, executing capabilities, will become a question when the variety and complexity for products, services becomes that big, it has become important dedicate roles with tasks.
Combining it with the long term time planning at floor 1-2 is the most logical choice.

In a figure: SIMF n3

⚖ W-2.5.2 Operational deliveries, functioning portfolio (1-2)

SIMF the value stream in information processing

A full complete generic value stream flow in a cycle with a pull-push.
Some peculiar interesting attention points:

There are three area's with planning:
- Long time term:
  - What products: goods, services are in scope in quality quantity (processes)
  - Expectations what can be processed for products: goods, services (machines)
  - What is the needed staff for all activities (people)
- Medium time term, "prepare picking", what is getting processed.
- Short time term, "execute packaging", what is getting to delivered.
Two area's with coordination, assuring the completeness of planning:
- Supplier oriented at the backend.
- Consumer oriented at the frontend.
There is a V-shape for the planning and coordination task at a whole.
There are three areas intensive activities:
- Consumer, Customer oriented for the products: goods, services.
- products goods, services oriented oriented for the purposes values.
- Operations process oriented creating the products, executing the services.

In a figure: SIMF run build devops complete

⚖ W-2.5.3 Changing products, services, functionality portfolio (2-3)

SIMF changing the vale stream

A full complete approach for creating & changing value streams in managed suggestions, backlog for requirements in a cycle with a pull-push. This is a segregated from system-4 and
Some peculiar interesting attention points:

There are three areas intensive activities:
- portfolio management: Aligning the missions for realisations by suggestions, wishes and specfications for all products. (horizontal oragnge areas)
- program management: coordination of the lifecycle of products adding and validating requirements. (horizontal blue areas)
- project mangement: coordination of partial stages in the lifecycle of prodcuts, completing and validating requirements. (horizontal green areas)
There is a reversed (upside down) V-shape for the planning and coordination task at a whole.
There are V-shapes for:
- Engineering type: design, build validate the product.
- Compliance design type: narrowing down to what is needed at what level in the product.
- Compliance validation type: narrowing down the level specified into specifications.

In a figure: SIMF modify build devops complete

⚖ W-2.5.4 Autonomic compliancy control & conscious decisions (3-4)

SIMF the foundation antipode, controlled change.

When C&C gets more mature there are options in proactive starting activities by risk evaluated changes (system-4). What gets attention and what gets ignored is the identity, ethos, ground rules. These should be an indispensable part of the vision.
The technical peculiar interesting attention points:

There are two area's for command & control in the vertical blue areas:
- The organisation withn an executive decisive point and parts supporting the additonal task, processes.
- The technology with supporting SMED (Single Minute Exchange of Dies) and autonomous parts that can interact by alerts and others signals.
Two area's with coordination, assuring knowledge related to the product (good, service) in the external environment wint the internal relationships in the horizontal blue araas.
The central nerve system, gray area.
There are four areas with sensors to the external enviroment and much autonomy in activities:
- Consumer oriented: innovate, align the internal organisation, innovate and align the portfolio, products.
- Internal organisation oriented: safety impact vs stability and stability of the organisational by e.g. good financial stability and legal compliancy.
- Internal technology services oriented: technology stability and continuity.
- Product (good, service) quality quantity an given service. More specific: information quality, explainability, accountability.

In a figure: SIMF c3 command control

W-2.6 Maturity 3: Enable strategy to operations

From theoretical to practical needing the collaboration.
❗Aspect: Purpose, value, interrelated areas in scopes:

✅ P - processes & information
✅ P - People Organization optimization
❌ T - Tools, Infrastructure

Only having the focus on others by Command and Control is not complete understanding of all laysers, not what Comand & Control should be.
Each layer has his own dedicated characteristics.

⚖ W-2.6.1 SIMF-VSM Safety with Technology at Technology

How to act in a situation, plan driven vs goal driven

When to choose a plan or a goal, Agile Cynefin
I believe the simplest explanation of Agile has its roots in military warfare. Understanding Agile begins with understanding friction and how it affects our plans, actions and results. ...
Why does this matter? Well, the level of friction we face determines the amount of surprises and the extent to which we can rely on planning and prediction. When what we’re doing is Clear or Complicated, plan-driven approaches work well.
Clear or complicated, is what I have labelled as: trivial. A plan driven approach will work but is an overkill for the clear situation.
When plan-driven approaches work, where we can plan and predict while leaving the goal implicit and embedded in our plans, then we don't need Agile approaches.
Complex

Those , complex or chaotic, is what I have labelled as: non-trivial.
It is important to don't get lost in confusion.
When we want to people to do what is expected of them, let them define the plans and actions, and report them back to the higher levels. When our actions don't pan out as expected, let the people that do the work adjust plans and actions as necessary in line with the intent of the original plan. ...
When we can't adequately plan and predict to achieve the desired results, we should switch towards goal-driven approaches. We should start with humble plans that are adjusted as we learn and discover what’s necessary while we do the work.
Why does it matter?
In complex systems there exists algedonic channels and transducers.

Principles: Safety with Technology at Technology

- SIMF_SATT_01:
- Rationale:
- Implications:

⚖ W-2.6.2 SIMF-VSM Uncertainties imperfections at processes, persons

Two-valued logic and liveliness

Viable systems and Polycontextual Logic (PCL), "The Viable System Model as a transclassical organizational model" ( PKL VSM Conny Dethloff 2017)
I was asked to explore and describe the similarities between Stafford Beer’s Viable System Model (VSM) and Gotthard Gunther's Polycontextual Logic (PCL). My suspicion of some similarities was certainly there, since the VSM is a model for liveliness and the PKL is a formal language for modeling liveliness. The PCL, designed by Gotthard Günther, represents a formal theory that makes it possible to model complex, self-referential processes that are characteristic of all life processes in a non-reductionist and logically consistent manner.
The problem at modelling human actions:

Two-valued logic excludes contradictions and therefore liveliness.
It is not possible to model human actions on the basis of this logic, or only with great caution, since people have to be trivialized to apply two-valued logic to them.
This trivialization often occurs without reflection, as it occurs within the framework of two-valued logic.

This is why this fact of trivialization is so dangerous.
Please do not confuse this with multi-valued logic.
Kore

The PCL includes the person making the statement and does not just deal with the statement itself. That's why this logic is often called multi-digit or location-dependent logic. Often, "place" is used instead of "location". It therefore addresses where someone is standing who is making a statement. Each person making a statement makes their statement on the basis of two-valued logic.
Now here comes the trick.

These statements are mediated with each other.
This means that a quasi-objectification between different subjectivities is created within the logic framework.
It is precisely this fact that the VSM uses to mediate between individual viable systems.

With two-valued logic, this quasi-objectification is created outside the logic framework because this framework does not know any mediation. Only when this mediation has been done, for example in values of "yes", "no", "maybe", etc., can the logic be applied. ...
The clue, novelty of VSM is not the individual systems 1 to 5, but the reflexive, interrelated structure between the individual systems. ... We humans are capable of acting polycontextually because we are alive. However, since we are not able to model this ability in the classic sense.
As a result, people in binary systems are always caught "between the devil and the deep blue sea". Dichotomous poles:

no defined processes vs defined processes and present vs. future
Specialists vs. Generalists functional vs. procedural
Strategy vs. Operational and innovation vs. optimization
Planbarkeit vs. Überraschung and Errors, failures vs. quality compliance
etc.

There must be no hierarchy and therefore no priority between these pairs of values. They must be treated equally, but this is not possible in the classic models. Why does it matter?
Because the real world is full of uncertainties imperfections we should not ignore that in our models and assumptions. When we ignore that will create bad systems with undesired behaviour.

Principles: dichotomies, uncertainties for inputs and results

- SIMF_DUIR_01:
- Rationale:
- Implications:

⚖ W-2.6.3 Dichotomy: generic approaches vs local in house

Product-based vs Project-based

A project managers perspective by a nice cycle in the same orientation that is used following the SIAR model.

The flow from briefing to delivery left to right
The idea at the bottom, Operational realisation: at the top
Enabling, bottom left. Quality: delivering in time, top right
Ideate question bottom right. Design activities: top left

The post attention was for the image, agility for projects:

Interative vs One-time (Linkedin)

Topic: Project Manager in a Product Based Company?

Product-Based:
- Focus: Long-term product development 👁 aligned with a roadmap.
- Stakeholders: Internal teams & end-users.
- Approach: Iterative delivery (Agile) 👁 evolves with the product lifecycle.
- Success: Product adoption & customer satisfaction.
Project-Based:
- Focus: Delivering one-off client projects with defined goals.
- Stakeholders: External clients.
- Approach: Fixed timelines (Waterfall/Hybrid).
- Success: On-time delivery & client satisfaction.

Key difference: Product-based PMs work on roadmap-driven initiatives, while project-based PMs focus on client-specific solutions.

Team member balancing the construction of a system

The Belbin figure is adjusted in the related paragraph (W-2.4.1). Goal: fit into the SIAR orientation and directions. Communication between persons in a system will impact the system.

Details on topics that made in the paste

Data information chain links:

Reference	Topic
👓 Performance OS	Performance OS level
👓 EL constructs	Etl constructs & performance
👓 Data flow	Data lineage & xml, json
👓 NLS	National language support
👓 Scheduling	Scheduling

Master data links:

Reference	Topic
👓 naming conventions	Naming artifacts
👓 data receive&send	Transport of data - information
👓 information pull request	Requesting data -information as pull
👓 private metadata	a private metadata approach
👓 Securing applications	Securing Technical & Business (SAS)

Dichotomy: generic approaches that are insufficient secure and special local builds to get it secure. personal frustrations resulted in some local builds. Examples using SAS, code: feel_brains_06

Source	Description
xkeypsw	having a password that could be reused in a wrong way Using a manageable Password vault without needing obscurity.
xgetsetpsw	Synchronise account stored obfuscated reading re-using and storing a obfuscated user password combination.
xmetadirlst	Definitions of data connection obfuscated reading to visible usable syntax.
..	failing home dir definition, missing saswork, wrong pwd, java /tmp correcting run time settings.
..	Dictionary database processing synchronise (users/rights).

⚖ W-2.6.4 SIMF-VSM Multidemensional perspectives & revised context

SIMF ViSM: system-2 & three dimensions

Principles: dichotomies, uncertainties for inputs and results

- SIMF_DUIR_01:
- Rationale:
- Implications:

SIMF ViSM: the functional perspective.

In a figure: SIMF ViSM functional

SIMF ViSM: the technical perspective.

In a figure: SIMF ViSM technical

SIMF ViSM The sympathic verticals extended to the floors.

W-3 Command & Control planning for innovations

W-3.1 Information processing in the information age

Information processing, administration using machines tools is a rather novelty for mankind. Status:

Became commodity for work flows in the 1990-s.
Hypes based on tools technology, not the purpose.
Focus internal organisational, not the customer.

Exceptions are successful organisation everyone wants to copy.
👉🏾 Preach: set the purpose, customer central. ✅ When the service for a customer is the core value dot it in a effective efficient way: no overburdening, no unnecessary complexity.

⚖ W-3.2.1 Master data, understanding information

Naming artefacts

Naming conventions, when done correctly, are narrowing down a complex environment into many smaller environments. Smaller environments with less challenges are more easy to solve.

A book library has a fine tuned labelling (naming) convention to be able to find and store a huge number of books.
For a information system is needed:

Life Cycle indications on any component
Unique business process lines
Classification business artefacts (technical)
Classification technical artefacts (tools)
Hierarchy of technical support for administration and monitoring
The decoupling and connection to other business processes

Invented in house or a bought solutions.

👓 A proposal for a naming convention. My intention once to bring this fully into a production environment.

The important segregation of the tool from the business process was after that clear.

Invented in house or a bought solutions.

When the problem to solve is a standard well known one there would be a good chance there is commercial software available for that. Building and maintaining once for many is usually cheaper and giving more functionality than building it yourself.

When buying a solution for a process:

it will be just partial at the intended target environment.
Just a part of what is bought will be used, it could be below 10%.
What parts being used is important to have managed by the customers.
How to ignore all that overhead not being used, is a new problem.
A switch to a new Vendor is something to evaluate as a new problem.
The challenge still to solve is the integration with all other processes.

There is no way out in avoiding responsibility for the own organsiation.

Requesting data - Information as pull, Volatile metadata

The full stack request interactions of information starts with questions:

What information is needed
Who should deliver the information
When is the information needed

This is similar to defining the pull question.

👓 A full stack information flow including the request and the basic delivery. Executed as small project at a regulator. Starting at IV goes to III connecting to better known I and II. The order got mixed up by historical BI approaches I and II.

⚖ W-3.2.2 Definitions information technology: master data

What is a business application?

❶ A business application is defined by:

Composed of two complementary components.
- Information at the value stream seen materialised as "data".
- Transformations of information in the value stream, "processes".
Materialised data is seen at some type of storage.
Transformations are processed by tools, platforms.
Covers the value stream for customers and
all related activities, documentation, registrations.

What is a Platform?

❷Platforms are the combination of tangible goods (hardware) and intangible and services (software & support) that are enabling the business applications.
Detailed atributes are:

A platform is composed of many complementary components.
- Tangible products, goods (hardware): servers CPU-s GPU-s-s memory, network components, cables, storage, etc.
- Intangible products, services (software): operating system, databases, communication, programming tools, etc.
- All products, goods &services, are at some support level by a suplier for support
Have a defined functionality.
Specficiations are how functionality is defined and communicated.
Have a defined way for functioning.
Usage instructions are how that is defined. An education and certfication program is a way for communication when usage is non-trivial.
have a defined set of maintenance instructions.

Business applications, transformation types

❷Three types of business applications transformations:

ALC-V1 A process that is run once.
When after each run many adjustments are needed, then it is also a one-off.
ALC-V2 processes with transformations are based on rules set by human decisions. Processes are repeated many times without change. A change in processes is versioned with specifications. Development and verifications is done with fake, synthetic information.
❗ Only the production environment uses operational information.
ALC-V3 processes are based on what is seen in the operational information and what is known by operational examples. Processes are repeated many times without change. A change in processes is versioned with specifications. Development and verifications are done with operational information.
❗ All environments are using operational information. Segregation between the stages is important but not the same as at ALC-V2.

Business applications, context

❸Two contexts of business applications:

Running operating the value stream mapping process, VaSM
Changing the value stream process within a viable system model, ViSM

⚖ W-2.3.3 Data lineage as a value stream

Realizing data lineage with understanding data.

Data lineage is often mentioned as being important. The goal is following the flow of information in the logical process.
During technical realisations it gets lost by the limited focus on the technical tools.

A private metadata approach

The challenge is how to manage the metadata when the data -information- doesn&acutt follow the well known solutions.
Describing the problem that is solved.

Wanting a single object for exchanging data
Having many types with elements to exchange (complexity)
The variety and variability both can be high and different which each element
Wanting to have useful information quickly when the deliveries are complete
Doing trend analyses on selected information elements for a longer period (multiple years)

👓 A private metadata naming solution.

Executed as small project at a regulator.
Technical details what has done.

Using a spreadsheet (Excel) with a single sheet having one table collecting all information
Using the spreadsheet (Excel) for validating the integrity and consistency for selected elements
Retrieving the spreadsheet table organised vertical and building a basic history on what has delivered
Converting the temporal indicators, version indicators to current valid values and organised with current valid data-time indicators.
Transposing the vertical adjusted elements to more practical column oriented tables.
Adding additional computations on transposed elements.

All this is based on private metadata tables. Some have the workable "valid-from" "valid-thru" indicators. The basic metadata table is based on a naming convention hierarchy for elements that can be a number or a string. The table being exchanges is having just three columns. Within that table being exchange there are string elements that are defining the delivery type and origin.
There are many other often used approaches. This one has several advantages over those.

Data lineage, commercial standard tools

There is something weird with commercials solutions for metadata and data lineage. There is a duality in the type of artefacts being stored and maintained.

That is:

Metadata business elements (objects artefacts) are stored in some hierarchy.
Technical elements like servers and connections are combined in that same metadata storage.
Users and groups for access right aside that of those that are already present are combined in that same metadata storage
disconnection from normal available technical approaches for backup-restore and availability.

Those dedicated topics should be handled and discussed separately.

⚖ W-2.3.4 Strategy conflicts securing platforms

Data - Software, Security Access (SAM).

Using standard commercial solutions get along with the external guidelines of the supplier. These guidelines are possible conflicting with the organisations goals standards and compliancy by regulations.
Some challenges are:

preventing data breaches (leaking information).
Having the availability as needed by the organisation.
Ease of the requested functionality by the organisations.
Underpinning of behaviour by monitoring and logs for the organisation.

Example securing SAS

SAS is delivering a complex environment with a lot of components. Their solutions are build of comments and than adding some dedicated logic and/or data to that.
The process of installing and configuring has many steps and is never fully complete.

👓 In my ING era (banking / insurance) a complete design and setup was done.
The requirements of the organisations being in the lead over the instructions of the external vendor.

Other issues aroused with architects not wanting to be compliant for the set regulations. Reviewing the issues and my approach I am convinced it is still correct.

Pitfalls with middleware application systems.

Some generic ones are:

Defining outbound connections usually is giving a store for a user and password.
Because it is an external system, the password must be able to get decrypted.
A self service approach allowing business users to code is different than a limited web service functionality. Some configurations settings must be made different according intended usage.
Running processes automated in a batch approach is adding another differentiation for business usage. An additional list of functionals.
The alignment to the organisations Identity and authorisation model is challenging. That with the required administration and logging of security events.
Processes once up&running are not automatically synchronised with external security (host). The only way assuring system consistency is by regular full machine restarts.
Backup Restore, availability and DR (disaster recovery) is not standard included in the external vendors setup. What is required and what is acceptable is to be solved during the business implementation.
Confusing:
- common words like "backup" are used for what is a database offload.
- ACL Granting access rights: responsible accountable consulted informed.
- "Application" business or supplied tool.

W-3.2 Floor plans, optimizing value streams

Building any non trivial construction is going by several stages. These are:

high level design & planning
detailed design & realisation
evaluation & corrections

Non trivial means it will be repeated for improved positions.
👉🏾 Practice what your preach. ✅ When as a service provider the real lean culture is promoted for customers the service should be according the real lean service culture.

⚖ W-3.2.1 Information quality & risk rating

Service as a Product, Information processing

Communication acting at the viable system

CapCom: the primary point of contact and source of truth about the state of the system.

Strong communication skills.
High-level knowledge of the viable system.
Sharing open communication with all that could possible help.
Able to make quick, confident decisions how to proceed, know to who to delegate.
Switch the interaction at the best moments to ones that give a signal to help.
Access to all accountable roles, tasks within the viable system relevant solving evenets.

immediate like the nerve system,
midterm like the oxygen with blood circulation
long-term like the overall system body condition

Incident response readiness, education mandatatory internal

EU directive NIS2, the CapCom: article 1
Member States adopt national cybersecurity strategies and to designate or establish competent authorities, cyber crisis management authorities, single points of contact on cybersecurity (single points of contact) and computer security incident response teams (CSIRTs).
EU directive NIS2, Also requires educations for executives: article 20
Member States shall ensure that the members of the management bodies of essential and important entities are required to follow training, and shall encourage essential and important entities to offer similar training to their employees on a regular basis, in order that they gain sufficient knowledge and skills to enable them to identify risks and assess cybersecurity risk-management practices and their impact on the services provided by the entity. Confusing: prodcuts with digital elements
is not technology neutral defined. The assumption of simple devices would be different to complicated and complex or even chaotic is not underpinned.

Risk rating, readiness

This is a standard activity. A split in technology related risk and fucntionality risks is not made yet although this is by nature of a system logical to do. An open source option: Ravib
Risk matrix

Technical resource qualities

Metrics: kpis

MTBF mean time before failure: the average time between repairable failures of a technology product.
MTTR mean time to (◎), the average time it takes to:
- repair: repair a system (usually technical or mechanical). It includes both the repair time and any testing time.
- recovery: recover from a product or system failure. This includes the full time of the outage—from the time the system or product fails to the time that it becomes fully operational again.
- respond: is the average time it takes to recover from a product or system failure from the time when you are first alerted to that failure. This does not include any lag time in your alert system.
- resolve: fully resolve a failure. This includes not only the time spent detecting the failure, diagnosing the problem, and repairing the issue, but also the time spent ensuring that the failure won’t happen again.
MTTF (mean time to failure) is the average time between non-repairable failures of a technology product.
MTTA (mean time to acknowledge) is the average time it takes from when an alert is triggered to when work begins on the issue. This metric is useful for tracking your team’s responsiveness and your alert system’s effectiveness.

⚖ W-3.2.2 Chain of Information change & Master data Context

Service as a Product, Information processing

Security operations Storage

Security operations Processes

On the basis of the cybersecurity risk assessment referred to in Article 13(2) and where applicable, products with digital elements shall: (a) be made available on the market without known exploitable vulnerabilities; (b) be made available on the market with a secure by default configuration, unless otherwise agreed between manufacturer and business user in relation to a tailor-made product with digital elements, including the possibility to reset the product to its original state; (c) ensure that vulnerabilities can be addressed through security updates, including, where applicable, through automatic security updates that are installed within an appropriate timeframe enabled as a default setting, with a clear and easy-to-use opt-out mechanism, through the notification of available updates to users, and the option to temporarily postpone them; (d) ensure protection from unauthorised access by appropriate control mechanisms, including but not limited to authentication, identity or access management systems, and report on possible unauthorised access; (e) protect the confidentiality of stored, transmitted or otherwise processed data, personal or other, such as by encrypting relevant data at rest or in transit by state of the art mechanisms, and by using other technical means; (f) protect the integrity of stored, transmitted or otherwise processed data, personal or other, commands, programs and configuration against any manipulation or modification not authorised by the user, and report on corruptions; (g) process only data, personal or other, that are adequate, relevant and limited to what is necessary in relation to the intended purpose of the product with digital elements (data minimisation); (h) protect the availability of essential and basic functions, also after an incident, including through resilience and mitigation measures against denial-of-service attacks; (i) minimise the negative impact by the products themselves or connected devices on the availability of services provided by other devices or networks; (j) be designed, developed and produced to limit attack surfaces, including external interfaces; (k) be designed, developed and produced to reduce the impact of an incident using appropriate exploitation mitigation mechanisms and techniques; (l) provide security related information by recording and monitoring relevant internal activity, including the access to or modification of data, services or functions, with an opt-out mechanism for the user; (m) provide the possibility for users to securely and easily remove on a permanent basis all data and settings and, where such data can be transferred to other products or systems, ensure that this is done in a secure manner. Manufacturers of products with digital elements shall: (1) identify and document vulnerabilities and components contained in products with digital elements, including by drawing up a software bill of materials in a commonly used and machine-readable format covering at the very least the top-level dependencies of the products; (2) in relation to the risks posed to products with digital elements, address and remediate vulnerabilities without delay, including by providing security updates; where technically feasible, new security updates shall be provided separately from functionality updates; (3) apply effective and regular tests and reviews of the security of the product with digital elements; (4) once a security update has been made available, share and publicly disclose information about fixed vulnerabilities, including a description of the vulnerabilities, information allowing users to identify the product with digital elements affected, the impacts of the vulnerabilities, their severity and clear and accessible information helping users to remediate the vulnerabilities; in duly justified cases, where manufacturers consider the security risks of publication to outweigh the security benefits, they may delay making public information regarding a fixed vulnerability until after users have been given the possibility to apply the relevant patch; (5) put in place and enforce a policy on coordinated vulnerability disclosure; (6) take measures to facilitate the sharing of information about potential vulnerabilities in their product with digital elements as well as in third-party components contained in that product, including by providing a contact address for the reporting of the vulnerabilities discovered in the product with digital elements; (7) provide for mechanisms to securely distribute updates for products with digital elements to ensure that vulnerabilities are fixed or mitigated in a timely manner and, where applicable for security updates, in an automatic manner; (8) ensure that, where security updates are available to address identified security issues, they are disseminated without delay and, unless otherwise agreed between a manufacturer and a business user in relation to a tailor-made product with digital elements, free of charge, accompanied by advisory messages providing users with the relevant information, including on potential action to be taken.

⚖ W-3.2.3 Information knowledge qualities by product, service

Applicable correctness, traceability

Those interacting to the external customers should have this in liablity of the organisation.

Purpose explainable for impact

Information knowleddge

Why 'If It Works, Don’t Touch It' Limits Potential
Many programmers and organizations stick to the "If it works, don’t touch it" mindset. It feels safe and reliable; after all, if something isn’t broken, why change it? But this way of thinking has its limits. Instead of exploring why and how things work, it can lead us to avoid improvement and miss opportunities to innovate.
In dynamic fields like cybersecurity, AI, and technology, this approach can actually prevent us from keeping up with new challenges. On the other hand, the scientist’s mindset pushes us to constantly question, investigate, and refine. Scientists don’t stop at "It works." They ask, “Why does it work?” and “How can it work even better?” This curiosity leads to breakthroughs and solutions we wouldn’t find if we only focused on the status quo.
By shifting from “If it works, don’t touch it” to a mindset of discovery, we open doors to growth and advancement. Let’s embrace the scientist’s curiosity to not just keep things running, but to improve and evolve them. (Credits to @Cyber Writes)

⚖ W-3.2.4 Information impact by product, service

Applicable correctness, traceability

Those interacting to the external customers should have this in liablity of the organisation.

Purpose explainable for impact

Those interacting to the external customers should have this in liablity of the organisation. https://eur-lex.europa.eu/legal-content/EN/TXT/HTML/?uri=OJ:L_202402847#anx_III Class I 1. Identity management systems and privileged access management software and hardware, including authentication and access control readers, including biometric readers 2. Standalone and embedded browsers 3. Password managers 4. Software that searches for, removes, or quarantines malicious software 5. Products with digital elements with the function of virtual private network (VPN) 6. Network management systems 7. Security information and event management (SIEM) systems 8. Boot managers 9. Public key infrastructure and digital certificate issuance software 10. Physical and virtual network interfaces 11. Operating systems 12. Routers, modems intended for the connection to the internet, and switches 13. Microprocessors with security-related functionalities 14. Microcontrollers with security-related functionalities 15. Application specific integrated circuits (ASIC) and field-programmable gate arrays (FPGA) with security-related functionalities 16. Smart home general purpose virtual assistants 17. Smart home products with security functionalities, including smart door locks, security cameras, baby monitoring systems and alarm systems 18. Internet connected toys covered by Directive 2009/48/EC of the European Parliament and of the Council (1) that have social interactive features (e.g. speaking or filming) or that have location tracking features 19. Personal wearable products to be worn or placed on a human body that have a health monitoring (such as tracking) purpose and to which Regulation (EU) 2017/745 or (EU) No 2017/746 do not apply, or personal wearable products that are intended for the use by and for children Class II 1. Hypervisors and container runtime systems that support virtualised execution of operating systems and similar environments 2. Firewalls, intrusion detection and prevention systems 3. Tamper-resistant microprocessors 4. Tamper-resistant microcontrollers

W-3.3 Why to steer in the information landscape

Managing the goal for any non trivial construction follows several stages. These are:

high level strategy, vision & planning
detailed strategy, missions & realisation
evaluation & corrections

⚖ W-3.3.1 Customer centricity value streams

The AI act, what is an algorithm

To classify an AI system as high-risk under the AI Act. This is a formal process: either you are a regulated product (Annex I) or a high-risk use case (Annex III), or you are not. There's little room for debate. There are four exceptions to this classification:

The AI performs a narrow procedural task
The AI merely improves previously completed human activity
The AI detects deviations from prior decision-making patterns
The AI performs a preparatory task

When a data scientist manually builds these models, selecting variables and validating results step by step, it's clearly traditional statistical analysis. But modern credit scoring systems are a different beast entirely.
They use automated logistic regression that:

Autonomously selects which variables to consider
Tests thousands of variable combinations automatically
Dynamically updates coefficients as new data flows in
Makes thousands of credit decisions daily without human intervention

This autonomous inference of patterns from data is exactly what art. 3(1) AI Act targets when it defines AI systems as those that "infer, from the input it receives, how to generate outputs such as predictions." The logistic regression algorithm itself is performing this inference by mathematically determining which combinations of input variables best predict creditworthiness, without being explicitly programmed with these relationships.

The AI act, what is an algorithm

The distinction between "pure statistics" and "automated inference" isn't about the mathematical technique, it's about how autonomously the system operates in drawing conclusions from data. Consider three phases in actuarial evolution:

Early days: Actuaries manually calculated probabilities using statistical formulas
Computerization: Automated calculations but human-guided model building
Modern systems: Autonomous selection of variables, dynamic updates, minimal human oversight

This mirrors exactly why logistic regression can be "just math" and qualify as an AI system under Art. 3(1) AIA, it depends on the level of autonomy in "inferring from input how to generate outputs.". He amusingly noted how people viewed early actuarial systems as "fortune-telling machines" where "you insert a coin, and out rolls a paper predicting the future with infallible certainty.
"They were shocked when two actuaries, calculations differed by 10&percent, as if writing down formulas could somehow eliminate the variation in underlying assumptions.
AI is not about how much math you put in or how many nodes your neural net has. It's about letting computers loose, making up their rules and allowing them to inflict output on the world. ...
Generative AI and the Ethical Risks Associated with Human-Computer Symbiosis
The central philosophy of the tech pioneers proposed a synergy, a symbiosis or a partnership between humans and computers. For them, it would be preferable for humans and machines to work together cooperatively instead of not at all. That can be formulated as the central question for evaluating GenAI use: Is it better for a person to use GenAI or not? There exist multiple ways of understanding that question. At the big-picture level, it questions whether society would be better if people were to use GenAI. It may also be considered in a much more nuanced, detailed way; that is, for a particular use in a particular way at a partic ular time by a particular person, is it preferable to use or not use GenAI?
While it may not be necessary to maintain the exact same values, it is important to note their early cautions. Their philosophy urges us to foreground education on the ethical use of AI—leaving a potential choice not to use it as the preferred ethical choice—and emphasizes the priority and value of human thought, creativity, and responsibility. Together with education, the social responsibility of tech companies and the need for rigorous governance systems have been highlighted in support of successful human-computer symbiosis using GenAI

7s mckinsey model

The 7S Model is designed to help organizations achieve their goals and implement change. It focuses on the importance of coordination over rigid structure in driving effectiveness. 7-s-framework
To use the 7S Model effectively:

Identify the seven key elements.
Assess each element.
Align them and identify gaps.
Develop improvement strategies.
Implement changes.
Monitor and adjust as needed.

It is a nice good model. Updating this model to what is seen and evaluted since then.
Added:

supply, suppliers
Service Serving
Social Intelligence

Combined:

Strategy
Servant Leader
Shared values

Achieved is alignment with the SIAR model an all other with the 4 quadrants and 9 areas as structure.
When introduced in the late 1970s, the 7-S framework was a watershed in thinking about organizational effectiveness. A previous focus of managers was on organization as structure: who does what, who reports to whom, and the like. As organizations grew in size and complexity, the more critical question became one of coordination.
Featured in the book In Search of Excellence, by former McKinsey consultants Thomas J. Peters and Robert H. Waterman, the framework maps a constellation of interrelated factors that influence an organization's ability to change. The lack of hierarchy among these factors suggests that significant progress in one part of the organization will be difficult without working on the others. Some 30 years later, 7-S remains an important tool to understand the complexity of organizations. Today, more than ever, structure alone isn't organization. 7-s-framework

⚖ W-3.3.2 Customer centricity value streams

⚖ W-3.3.3 Customer centricity value streams

Changing products, services

Obeya is a team spirit improvement tool at an administrative level, originating from a long history of learning & improving. It is considered a component of lean manufacturing. Obeya objectives are rapid decision-making, reduction in rework and reconsiderations, and reduction in unnecessary discussions. The Obeya Association enumerates 11 Obeya Principles that define Obeya and guide its improvement. ... A variety of different analogies have been drawn between an obeya and other real life systems and structures. One such example is the bridge of a ship, where many different crewmates come together to support the operation of a complex entity by allowing all roles to be connected and understood. Obeya has been described as "the brain of the system".

Changing the organisational structure

Unleashing the power of small, independent teams (2017)
Small, independent teams are the lifeblood of the agile organization. Top executives can unleash them by driving ambition, removing red tape, and helping managers adjust to the new norms. hat does it take to set loose the independent teams that make agile organizations hum? These teams are the organizational units through which agile, project-based work gets done.
The empowering executive:

Focuses small teams in customer-facing areas
Stacks small teams with top performers
Gives teams a clear, direct view of customers
Allocates resources up front, then holds teams accountable

The independent team:

Authorized to conduct activities without first seeking approval
Has minimal dependencies on internal functions
Builds and launches digital solutions on its own
Draws on preassigned funding with no formal budget requested

The enabling manager:

Defines outcomes for teams to pursue as they see fit
Acts as a steward rather than superior
Prioritises problem solving over decision making
Spends more time than usual on coaching and learning

⚖ W-3.3.4 The question 6C-Control specific or generic?

Risk and impact at results

correctly manage the work
Like the Roman God Janus, we gain perspective by looking both backward and forward. In looking forward we conclude that marketing is undergoing another paradigm shift and is increasingly characterised by having an institutional-wide focus. Balmer (1998, 2001, 2006) in observing the above, has given the label “corporate marketing” to the area. ...
A corporate marketing philosophy represents a logical stage of marketing’s evolution and introduce a revised corporate marketing mix (the 6Cs) as an illustrative framework representing the key concerns that underpin this expanded viewpoint of marketing. ... "Can we, as an institution, have meaningful, positive and profitable bilateral on-going relationships with customers, and other stakeholder groups and communities?”.
Each model employs different assumptions about the power/balance in the marketplace, the origin of consumer needs and desires, the type of consumer power exercised, the “warning” to consumers or business that pervades the marketplace, and the role of the marketer. To us, corporate marketing represents a logical fourth stage in terms of the above. ...
For this reason the mix elements should be seen as informing an organisational-wide philosophy rather than as encompassing a mix of elements to be orchestrated by a department of corporate marketing. In essence, the philosophy of corporate-level marketing should permeate how people in the organisation think and behave on its behalf.
^c marketing framework

in a figure: See right side.

W-3.4 Visions & missions from the boardroom

Managing the working force at any non trivial construction is moving to the edges. The cultural changes are:

Accepting uncertainties and imperfections
Trusting the working force while getting also well informed
Respect for people, learning investments at staff

⚖ W-3.4.1 Structuring, engineering the enterprise

Inseparable product documentation layer.

⚖ W-3.4.2 Structuring, engineering the enterprise

High performance organisations

high performance organisations with steve spear (murray robinson)

Agile project management

agile project management with johanna rothman (murray robinson)

⚖ W-3.4.3 Structuring, engineering the enterprise

Haier’s Decentralized Autonomous Enterprises

haier model william malek (murray robinson)
the Haier model Institute wanted me to do a presentation at their annual events called nine 20, and they said Oh, I’ve read your stuff. Would you be interested in telling us what our organization look like from an outsider’s perspective. ... And so bottom line is I had an existential crisis. What I was teaching was obsolete, irrelevant. I realized this is so radically different. The genesis was the appliance world. So washing machine, stoves, and refrigerators and things like this at the very beginning and the appliance part of the business is still there, but that’s just the product. They could go in any direction, as a product manufacturer, because now I can add services on top of that through ecosystem partners. ...
Now, what they're known for is the services that they develop in the marketplace that are what I call ecosystemic based services where they’ve allowed themselves to have a whole new operating model, a boundary-less organization. They are not afraid of working with competitors to bring solutions to the marketplace that are rather unique and different. ...
More importantly, they have about 5,700 micro enterprises. The entire organization is comprised of these micro enterprises. Which are small entrepreneurial teams. And that is the primary DNA of the organization that’s delivering these ecosystemic services and products into the marketplace driven by a decentralized operating model. And, part of this is due to the fact that strategy doesn’t come from the top. It comes directly from the micro enterprises. It’s bottom up. ...
But more importantly they have double digit growth with gross margin. Now that happens to be because of the ecosystemic approach. What they do is they co create with other partners to deliver services. They share in the risk, but it’s not a contract relation where I have to pay for the service. So they’re able to lower and optimize their operating costs, the value chain that they’re delivering a service on. This is how they can actually get the gross margins while they’re growing. And that’s because one, the ecosystem strategy externally, and then internally they have a whole mechanism of an internal marketplace where people compete, they get the lowest price, but yet the highest value is the goal out of the system.

Tribal politics turning the situation

Surviving organisational politics with John Cutler (murray robinson)

⚖ W-3.4.4 Structuring, engineering the enterprise

Hoshin kanri loop.

👉🏾 Discovering Hoshin Kanri - X matric (Verka Alexieva) Chief product Engineers can emerge from any part of the organization Ho Shin, Kan RI (13m14) some translations:

Vision:
- Direction
- Needle, compass
Management:
- channel, tube
- administration, Logic

In a translation the intended meaning gets easily lost. The name X-matrix is meaningless.
The validation is the last bottom right corner, getting to little attention. We identified the need for more regular reviews and adaption of objectives - min Quarterly!
Leadership is the key to ensure Commitment. (21m55, 25m55)

W-3.6 Maturity 5: Strategy visions adding value

From the three PPT, People, Process, Technology interrelated areas in scopes.

✅ P - processes & information
✅ P - People Organization optimization
✅ T - Tools, Infrastructure

Only having the focus on others by Command and Control is not complete understanding of all layers, not what Command & Control should be.
Each layer has his own dedicated characteristics.

⚖ W-3.6.1 SIMF-VSM Safety with Information at Technology

A Paradigm Shift in the Information and Cybersecurity Mindset

correctly manage the work

Heisenberg’s Paradox in Information Security

Focusing on compliance offers a challenge that parallels the uncertainty principle, also known as Heisenberg’s indeterminacy principle, introduced in quantum mechanics. The principle explains that we cannot simultaneously measure two complementary properties of a system, such as position and momentum, with absolute precision. The more accurately you measure one property, the less precise the measurement of the other becomes.
In the context of information security, this principle offers an insightful analogy. By focusing intensely on measuring and documenting compliance (a static attribute of security), organizations lose clarity on the more dynamic and contextual aspects of security:

How well users adopt measures.
How effectively these measures improve resilience and protect against existing and evolving threats.

This creates a paradox:

The harder we try to document and measure security compliance with detailed precision, the more we risk losing sight of achieving the actual secure processing of information.
Instead of acting as a means to an end, compliance often becomes a standalone goal, disconnected from its real purpose of supporting organizational success.

When organizations pour resources into proving compliance, they often fail to anticipate future risks. These blind spots leave them vulnerable to emerging threats, as their efforts focus on past performance rather than adaptive resilience. Measuring and documenting security is important, but it shouldn’t come at the expense of actually being secure.

Principles: Safety with Information at Technology

- SIM_SAIT_01:
- Rationale:
- Implications:

⚖ W-3.6.2 The product, service positioned within a system

Fail safe state in results

Systems thinking, differences between the systems

correctly manage the work
There's a vast difference in types of work.

Routine work - should be highly predictable both in execution and outcome.
Delivery work - should be highly predictable in outcome.
Creative work - is hardly predictable.

There are two fundamental mistakes people make, especially in the hashtag#management and hashtag#consulting space:

Misunderstanding the nature of the work, thus not understanding why the outcomes are suboptimal.
Misapplying management approaches that are intended for a specific type of work to others - that leads, at best to waste. And at worst, to complete and utter failure.

Now, the difficulty is that you may need to be an expert in the work itself to determine which is which. And that's why the concept of "manager experts" is fundamental to complex environments where all types of work are present.
Can you classify what percentage of the work your team is doing belongs to which category? That's already hard.
But can you correctly predict it for everything being worked on? That's hardly possible - as a simple routine might explode in complexity when circumstances suddenly change!

Systems thinking, optimizing KISS principle

Kiss "Keep It Super Simple" is the fundament for many good viable systems.
Introduction to Karakuri Kaizen
Industry 4.0 is currently all the rage (maybe except on this blog here or there). Yet, karakuri kaizen with its focus on mechanical solutions is pretty much the opposite! These gadgets are not connected wirelessly, and not online as part of the internet of things or cyber physical systems. Heck, they don’t even have a microchip! So why use them? After all, any of these actions can also be done using sensors , actuators, and processors. Yet, karakuri is often better. In my view, there are a few advantages.

Cheaper ...
Easier to maintain ...
Much Easier to Improve ...

Hence, karakuri devices allow for a grass-roots continuous improvement in lots of little steps. Computer systems are big steps, usually initiated by management when they notice the problem (often too late, and only the biggest ones), and implemented by engineers and programmers when they have the time (rarely). In sum: Kaizen is so much easier with karakuri!

In the information landscape there are no known nice examples. Why not?

Value Chain Analysis

Value chains streamline the processes that take a product from concept to market. The integral linkages are supported by both structure and effective communication between direct, indirect, and support components. Direct activities, such as hiring and training human capital, are further supported through appropriate indirect activities, such as record keeping and quality control.
When analyzing the effectiveness of a value chain model, the economist Michael Porter introduced the following 10 cost drivers that help identify areas for improvement:

Economies of Scale: A true picture of need includes cost analysis for the size of the demand, whether local, national, or global.
Learning: Activities that change the environment for efficiency or improvement, such as scheduling, asset use, and office or warehouse layout.
Capacity Utilization: Procedures that keep capacity at efficient levels to prevent under-utilization or the addition of unnecessary capacity.
Linkages among Activities: Identifying areas of cross-functional improvement through coordination and optimization.
Interrelationships among Business Units: Opportunities to share information and resources.
Degree of Vertical Integration: Identifying areas of joint integration or, in some cases, de-integration.
Timing of Market Entry: Driven by economic or world conditions and competitive position in the marketplace.
Firm's Policy of Cost or Differentiation: Identified value integrated into the process.
Geographic Location: This includes wages, climate, and raw materials.
Institutional Factors: These include taxes, unions, and regulations.

Ultimately, value chain modeling offers the following benefits:

Cost reduction
Competitive differentiation
Increased profitability and business success
Increased efficiency
Decreased waste
Higher-quality products at lower costs

The figure below takes Porter's value chain model and shows primary and support activities that may relate to an organisation, Porter support and primary activities

⚖ W-3.6.3 Changing system structures following procucts, services

⚖ W-3.6.4 Improving vs innovation for products, services

⚖ W-3.6.5 Following steps

These are practical data experiences.

MetaData Information generic - previous
bianl, Business Intelligence & Analytics 👓 next.

Others are: concepts requirements: 👓
Data Meta Math

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

Command & Control Realisations

W-1 Command & Control - acting on situations

W-1.1 Contents

⚙ W-1.1.1 Global content

⚙ W-1.1.2 Local content

⚖ M-1.1.3 Guide reading this page

Avoiding the tooligan trap.

What are the system's needs?

Getting the tooligans into the system's needs

⚒ M-1.1.4 Progress

done and currently working on:

Planning to do & changes:

W-1.2 Floor plans, ordered dimensions

⚖ W-1.2.1 Context information technology: master data

Functional data governance 101.

Technical data governance 101.

Avoiding misunderstanding: platforms & applications

⚖ W-1.2.2 Definitions products, goods, services: master data

Products, Goods, Services, what is it about?

Products: Goods vs Services

Products, Goods, Services: types and quality

Service-commodity goods continuum

⚖ W-1.2.3 Services orientation at information technology

Managing service gaps

The soll in infomration service provision

⚖ W-1.2.4 Roles tasks levels in Information Services

Building up the Information service bottom-up

Execution machines floor 0/1, the how for the organisation

Execution processes floor 1/2, the how in value streams

Change enacting floor 2/3, the what for value streams

Change control floor 3/4, the what quality & quantity for the organisation

W-1.3 Steering roles tasks

⚖ W-1.3.1 Technical "how to" for understanding steering

The V-model extended to a W-model

Transactional operations - Normalization

Reporting Business Intelligence (BI)- Denormalization

National language Support (NLS)

⚖ W-1.3.2 The what to start operational steering

Scheduling, planning operations.

Building a process flow

Operational control process flows I

Running planned proces flows

⚖ W-1.3.3 Understanding the data flow, data lineage

data lineage following the cycle

Capacity Considerations, the enterprise data warehouse (EDW)

⚖ W-1.3.4 Roles tasks levels supporting Information Services

Building up the Information lineage bottom-up

Information quality, service product

W-1.4 Culture building people

⚖ W-1.4.1 Project management, the change challenges

Culture by frameworks, hypes

Future for project, programme management

⚖ W-1.4.2 Project into Programme into Portfolio (3P)

Planning, a life cycle for a product, service

Programme

Portfolio

⚖ W-1.4.3 Managing flow in activities, portfolios

TOC Theory of constraints

TOC Dolphins book: Management 4.0, Handbook for Agile Practices (3.0 )

Managing a living viable system

⚖ W-1.4.4 CPO, CPE, Managing living viable systems

Lean Product and Process Development (LPPD)

Scaling without sacrificing innovation

W-1.5 Sound underpinned theory, foundation

⚖ W-1.5.1 Chosen colours and shapes for the floor plans

SIMF colours for area's

SIMF structure in shapes

⚖ W-1.5.2 The viable system, conscious decisions

SIMF the organisation for realisations, outside view

⚖ W-1.5.3 The viable system, autonomic technology

SIMF the processing for realisations, outside view

⚖ W-1.5.4 The viable system, autonomy mediation

SIMF Improving the product, service

W-1.6 Maturity 0: Strategy impact understood

⚖ W-1.6.1 Determining the position, the situation

⚖ W-1.6.2 Individual logical irrational together

Paradoxes in lean, agile

Dominiating: "either-Or"

⚖ W-1.6.3 Value stream VaSM vs Viable system ViSM

Project, Programme, Portfolio (P3)