When IT doesn't work in its business use, referring to how IT is structured in supply is no longer enough of an explanation. Regardless of any ITSM orthodoxy, the business needs its demand perspective to define how "configuration" of IT makes logical business sense. That perspective must shape the next normal CMDB.
Enterprise Representation An Analysis Of+Standards Issueslegal2
This document discusses issues related to standardizing enterprise modeling and integration. It addresses:
1) The need for standards to define key components of enterprise models in order to facilitate information sharing and integration between enterprises. However, enterprises also require freedom to define their own processes and products.
2) The characteristics of effective enterprise models, including using consistent views and modeling processes and components in a standardized way to allow for interoperability.
3) The role of an enterprise reference architecture in providing a framework and guidelines for enterprise representation and modeling to achieve integration goals. However, completely standardizing enterprise structures may not be practical or desirable.
Manage Rapid Changes and Exceed Service LevelsDavid Messineo
CA CMDB and CA Service Level Management provide tools to help manage IT services and resources. The CMDB provides visibility into IT dependencies and relationships. CA SLM then uses this information to define and monitor service levels, ensuring quality of services meets business needs in a cost-effective manner. Key benefits include alignment of IT with business objectives, end-to-end visibility of services and performance monitoring against SLAs and OLAs. This helps optimize investments, manage changes and costs, and improve customer satisfaction.
Commercial risk management and contracting good practice. Digital, automated assistance for you to manage your business
econsys is a SaaS platform hosted on the cloud providing commercial management good practice governance, in-built automated risk management and compliance.
Designed for specialist contracting businesses to control and manage end to end core commercial processes, econsys is built upon the premise of best practice and has been developed to directly address real issues and concerns experienced by real companies.
While the prime objective of active asset management
firms is the search for alpha, important questions arise:
How does one measure alpha, identify levers that
contribute to alpha and define a consistent process?
In simpler terms, these could be viewed as return
computation, performance attribution and systemic
automation of the investment performance process
respectively. A deeper insight into the process reveals
nuances and behavior required from an investment
performance management solution/product.
This document discusses how IT asset management is evolving to focus on organizing assets to support business needs and processes. Assets are increasingly viewed as resources that enable environments needed for business processing. Effective asset management now focuses on aligning assets to business needs, managing operations, and viewing assets as resources that provide value through availability of environments and services on demand.
To be truly effective, organizations have to really understand and embrace the holistic concept of Enterprise Architecture. Focusing solely on the standards aspect greatly limits the benefits that an enterprise can achieve. Enterprise Architecture (EA) is the description and design of a portfolio of processes, applications, information and their supporting technologies that enable business strategy. It addresses the structure of that portfolio over time and its interactions through guidelines including principles, rules, patterns, reference models, standards, initiatives and governance structures and processes to use when building new IT capability.
How an integrated management system (IMS) helps companies to remain competitive Etienne Venter
To thrive in global competitiveness and to survive in today's markets, organizations and companies need to look at every aspect of their business processes. While providing quality products and services, they should consider other management standards as well i.e. Quality Management, Environmental Management, Safety Management, Energy Management, Information Security Management, GDPR & Food Safety Management. Thus, an integrated management system will enable organizations to work as a single unit with unified objectives. These management standards can be integrated by embedding them with the core business processes of the organization. With Symbio this is straight forward and easy to achieve.
This white paper discusses the concept of visibility in business and the need for total visibility. It argues that total visibility, having all necessary information in real time to control problems and inefficiencies, is essential for companies to be agile and competitive. The paper also states that individual tools only provide partial visibility and that an integral, multi-platform solution is needed to provide visibility across an entire organization. Such a solution would monitor events, applications, and processes to help with proactive decision making and aligning different business areas and sectors.
Enterprise Representation An Analysis Of+Standards Issueslegal2
This document discusses issues related to standardizing enterprise modeling and integration. It addresses:
1) The need for standards to define key components of enterprise models in order to facilitate information sharing and integration between enterprises. However, enterprises also require freedom to define their own processes and products.
2) The characteristics of effective enterprise models, including using consistent views and modeling processes and components in a standardized way to allow for interoperability.
3) The role of an enterprise reference architecture in providing a framework and guidelines for enterprise representation and modeling to achieve integration goals. However, completely standardizing enterprise structures may not be practical or desirable.
Manage Rapid Changes and Exceed Service LevelsDavid Messineo
CA CMDB and CA Service Level Management provide tools to help manage IT services and resources. The CMDB provides visibility into IT dependencies and relationships. CA SLM then uses this information to define and monitor service levels, ensuring quality of services meets business needs in a cost-effective manner. Key benefits include alignment of IT with business objectives, end-to-end visibility of services and performance monitoring against SLAs and OLAs. This helps optimize investments, manage changes and costs, and improve customer satisfaction.
Commercial risk management and contracting good practice. Digital, automated assistance for you to manage your business
econsys is a SaaS platform hosted on the cloud providing commercial management good practice governance, in-built automated risk management and compliance.
Designed for specialist contracting businesses to control and manage end to end core commercial processes, econsys is built upon the premise of best practice and has been developed to directly address real issues and concerns experienced by real companies.
While the prime objective of active asset management
firms is the search for alpha, important questions arise:
How does one measure alpha, identify levers that
contribute to alpha and define a consistent process?
In simpler terms, these could be viewed as return
computation, performance attribution and systemic
automation of the investment performance process
respectively. A deeper insight into the process reveals
nuances and behavior required from an investment
performance management solution/product.
This document discusses how IT asset management is evolving to focus on organizing assets to support business needs and processes. Assets are increasingly viewed as resources that enable environments needed for business processing. Effective asset management now focuses on aligning assets to business needs, managing operations, and viewing assets as resources that provide value through availability of environments and services on demand.
To be truly effective, organizations have to really understand and embrace the holistic concept of Enterprise Architecture. Focusing solely on the standards aspect greatly limits the benefits that an enterprise can achieve. Enterprise Architecture (EA) is the description and design of a portfolio of processes, applications, information and their supporting technologies that enable business strategy. It addresses the structure of that portfolio over time and its interactions through guidelines including principles, rules, patterns, reference models, standards, initiatives and governance structures and processes to use when building new IT capability.
How an integrated management system (IMS) helps companies to remain competitive Etienne Venter
To thrive in global competitiveness and to survive in today's markets, organizations and companies need to look at every aspect of their business processes. While providing quality products and services, they should consider other management standards as well i.e. Quality Management, Environmental Management, Safety Management, Energy Management, Information Security Management, GDPR & Food Safety Management. Thus, an integrated management system will enable organizations to work as a single unit with unified objectives. These management standards can be integrated by embedding them with the core business processes of the organization. With Symbio this is straight forward and easy to achieve.
This white paper discusses the concept of visibility in business and the need for total visibility. It argues that total visibility, having all necessary information in real time to control problems and inefficiencies, is essential for companies to be agile and competitive. The paper also states that individual tools only provide partial visibility and that an integral, multi-platform solution is needed to provide visibility across an entire organization. Such a solution would monitor events, applications, and processes to help with proactive decision making and aligning different business areas and sectors.
A process view framework for artifact centric business processesDr. Sira Yongchareon
1) The document proposes a process view framework for artifact-centric business processes that allows constructing different views of business processes for various roles.
2) It introduces a motivating example where different views of an "Order" artifact are constructed for "Sale" and "Accounting" roles based on their view requirements.
3) The framework consists of artifact-centric process models, view models, and a mechanism to derive views from underlying process models while maintaining consistency.
How to Implement a Manufacturing SystemSania Baker
* Assemble the Project Team and Leader
* Define Your Business “Pain” and Why It Exists
* Define System Scope and Implementation Phases
* Gather and Define System Requirements
* Structure the Implementation and Prepare for Change
* Prepare People
* Data Integrity and Migration
* Test the System
* Run and Refine the System
* Don’t Implement without Them
http://www.mrpconsulting.com/methodology/process.html
IT is an increasingly autonomous force challenging the past conventions and future expectations of how the enterprise asserts itself. Does the organization have to restrain IT, or will IT redefine how the organization can be an enterprise?
BPM or Business Process Management is a holistic management approach that aligns business processes with customer wants and needs to improve business effectiveness and efficiency. It aims to continuously improve processes through a process optimization process. BPM sees processes as strategic assets that must be understood, managed, and improved to deliver value. It offers an integrated approach to organizational change that is both human and technological.
The modern working world knows both: the same structured
activities that work more efficiently when managed by process
models, and knowledge-based tasks whose completion demands
greater freedom during execution. Modern BPM provides support
for both concepts.
Presentation given at the IIR Business Process Management Conference, San Diego, CA, November 13th, 2007. It focuses on the difference between rules and processes, the integration points of BPMS and BRMS, and ways to get started.
This document discusses the relationship between governance, innovation, and performance management. It argues that governance should not be constrained by performance management, as this can inhibit innovation. Innovation is a type of production that aims to create new opportunities. Governance establishes prerequisites for all production activities to ensure alignment with business values and compatibility between different productions. Performance management focuses on optimization of current production but can restrict governance and innovation. Governance and a portfolio approach can support innovation by allowing for different performance models and types of production.
BUSINESS RULE MANAGEMENT FRAMEWORK FOR ENTERPRISE WEB SERVICES ijwscjournal
Making a business rule extraction more dynamic is an open issue, and we think it is feasible if we decompose the business process structure in a set of rules, each of them representing a transition of the business process. As a consequence the business process engine can be realized by reusing and integrating an existing Rule Engine. We are proposing a way for extracting the business rules and then to modify it at the runtime. Business rules specifies the constraints that affect the behaviors and also specifies the derivation of conditions that affect the execution flow. The rules can be extracted from use
cases, specifications or system code. But since not many enterprises capture their business rules in a structured, explicit form like documents or implicit software codes, they need to be identified first, before being captured and managed. These rules change more often than the processes themselves, but changing and managing business rules is a complex task beyond the abilities of most business analysts. The capturing process focuses on the identification of the potential business rules sources. As business logic requirements change, business analysts can update the business logic without enlisting the aid of the IT staff. The new logic is immediately available to all client applications. In current trend the rules are modified or changed in the static time phase. But this paper provides to change the rules at the run time. Here the rules are extracted from the services and can be a changed dynamically. The existing
rules are modified and attached to source code without hindering service to the end user which can be achieved with source control systems. When the rules are revised, it provides a path in budding new business logic. This new business logic can be adopted for the efficient software development.
Where the business has a dependency on the IT organization as its provider, the business is a stakeholder in the IT organization. Where the IT organization has a dependency on technology to enable its production, the organization is a stakeholder in the technology. This actually explains "how" business should be concerned about information technology.
Allegro Opportune Success Factors For Etrm System Implementationrobertjparker
There is no “Silver Bullet” to ETRM system implementation success. Each software solution has strengths and weaknesses, and success is highly dependent on tight project execution and the extensibility of the system to scale with the trading environment. Project execution areas critical to successful delivery and deployment are discussed in this paper.
Building an effective and extensible data and analytics operating modelJayakumar Rajaretnam
To keep pace with ever-present business and technology change and challenges, organizations need operating models built with a strong data and analytics foundation. Here’s how your organization can build one incorporating a range of key components and best practices to quickly realize your business objectives.
The value-of-energy-trading-and-risk-management-systems (1)Samantha Johnston
The document discusses how energy trading and risk management systems can help energy companies increase revenue, reduce costs, manage risk, and comply with regulations through 16 key areas such as mitigating market price exposure, counterparty exposure, and liquidity exposure as well as driving growth through improved position analysis, trader productivity, position valuation, and transactional growth. It notes that the business benefits of these systems are significant and that an investment can generate a strong return on investment for companies.
The document provides recommendations for implementing a federated Configuration Management Database (CMDB) in a phased approach. It suggests that federation can introduce new levels of simplicity in planning a scaled rollout. The key recommendations include defining detailed requirements, focusing on processes, gaining executive support, assembling the right team, selecting technologies that integrate well, gaining stakeholder buy-in, starting with a targeted first phase to demonstrate value, not equating phases with additional CMDBs, automating where possible, and using common sense above rigid frameworks. Ultimately the goal is transforming IT operations, not just deploying the CMDB itself.
The document discusses the General Endeavor Management (GEM) approach for managing enterprises. GEM views an enterprise as a single dynamic subsystem within a larger environment. It provides a methodology for moving an enterprise from its current "As-Is" state to a desired "To-Be" state through planning, execution, monitoring, and adjustment. GEM can support management at various scales from organizations to groups of nations. It aims to reduce complexity and inconsistency in enterprise management.
The Three Pillars of Modern Business Process Management SolutionsAppian
Business Process Management (BPM) is a term that has evolved over the past few years from software tools to technology suite to management system - now it helps accelerate digital transformation. Learn more: http://ap.pn/2s13WqW
The Hidden Financial Costs Of Erp SoftwareDonovan Mulder
This document discusses how enterprise resource planning (ERP) systems can negatively impact a company's flexibility and decision-making ability. It argues that ERP software often requires companies to conform their core business processes to fit the software, rather than allowing flexibility. This rigidity increases the costs of making changes and implementing innovations. As a result, many cost-saving or efficiency-improving projects may be rejected due to the high costs of altering the ERP software. The document also notes that ERP systems were often sold with promises of future cost savings but led to unanticipated high implementation costs and disruptions for companies.
Insanity has been famously defined as "doing the same thing over and over, and expecting different results". So what is it aout your CMDB that is making you crazy: is it the results, or is it the doing? How close are you to a drawing board?
Making Every Asset Count - A Lean IT Best PracticeDavid Messineo
This white paper discusses implementing lean IT practices through effective asset management. It argues that properly managing assets is critical for business performance, as assets provide resources to support business processes. The paper outlines four key asset management practices - ownership, deployment, operation, and standards - and how measuring aspects of each can help identify waste and inefficiencies. Effective asset management requires balancing outcomes across these practices to optimize asset utilization and ensure alignment with business needs.
This document discusses unifying IT asset and configuration management. It outlines the challenges of managing assets throughout their lifecycle and keeping configuration management in sync. By clarifying the differences between asset, configuration and change management processes, as well as the data used, organizations can improve coordination. The document recommends tools from CA that support each process and can be integrated to provide a unified view of assets, configurations and changes. This achieves interoperability and allows the processes to work together effectively.
A process view framework for artifact centric business processesDr. Sira Yongchareon
1) The document proposes a process view framework for artifact-centric business processes that allows constructing different views of business processes for various roles.
2) It introduces a motivating example where different views of an "Order" artifact are constructed for "Sale" and "Accounting" roles based on their view requirements.
3) The framework consists of artifact-centric process models, view models, and a mechanism to derive views from underlying process models while maintaining consistency.
How to Implement a Manufacturing SystemSania Baker
* Assemble the Project Team and Leader
* Define Your Business “Pain” and Why It Exists
* Define System Scope and Implementation Phases
* Gather and Define System Requirements
* Structure the Implementation and Prepare for Change
* Prepare People
* Data Integrity and Migration
* Test the System
* Run and Refine the System
* Don’t Implement without Them
http://www.mrpconsulting.com/methodology/process.html
IT is an increasingly autonomous force challenging the past conventions and future expectations of how the enterprise asserts itself. Does the organization have to restrain IT, or will IT redefine how the organization can be an enterprise?
BPM or Business Process Management is a holistic management approach that aligns business processes with customer wants and needs to improve business effectiveness and efficiency. It aims to continuously improve processes through a process optimization process. BPM sees processes as strategic assets that must be understood, managed, and improved to deliver value. It offers an integrated approach to organizational change that is both human and technological.
The modern working world knows both: the same structured
activities that work more efficiently when managed by process
models, and knowledge-based tasks whose completion demands
greater freedom during execution. Modern BPM provides support
for both concepts.
Presentation given at the IIR Business Process Management Conference, San Diego, CA, November 13th, 2007. It focuses on the difference between rules and processes, the integration points of BPMS and BRMS, and ways to get started.
This document discusses the relationship between governance, innovation, and performance management. It argues that governance should not be constrained by performance management, as this can inhibit innovation. Innovation is a type of production that aims to create new opportunities. Governance establishes prerequisites for all production activities to ensure alignment with business values and compatibility between different productions. Performance management focuses on optimization of current production but can restrict governance and innovation. Governance and a portfolio approach can support innovation by allowing for different performance models and types of production.
BUSINESS RULE MANAGEMENT FRAMEWORK FOR ENTERPRISE WEB SERVICES ijwscjournal
Making a business rule extraction more dynamic is an open issue, and we think it is feasible if we decompose the business process structure in a set of rules, each of them representing a transition of the business process. As a consequence the business process engine can be realized by reusing and integrating an existing Rule Engine. We are proposing a way for extracting the business rules and then to modify it at the runtime. Business rules specifies the constraints that affect the behaviors and also specifies the derivation of conditions that affect the execution flow. The rules can be extracted from use
cases, specifications or system code. But since not many enterprises capture their business rules in a structured, explicit form like documents or implicit software codes, they need to be identified first, before being captured and managed. These rules change more often than the processes themselves, but changing and managing business rules is a complex task beyond the abilities of most business analysts. The capturing process focuses on the identification of the potential business rules sources. As business logic requirements change, business analysts can update the business logic without enlisting the aid of the IT staff. The new logic is immediately available to all client applications. In current trend the rules are modified or changed in the static time phase. But this paper provides to change the rules at the run time. Here the rules are extracted from the services and can be a changed dynamically. The existing
rules are modified and attached to source code without hindering service to the end user which can be achieved with source control systems. When the rules are revised, it provides a path in budding new business logic. This new business logic can be adopted for the efficient software development.
Where the business has a dependency on the IT organization as its provider, the business is a stakeholder in the IT organization. Where the IT organization has a dependency on technology to enable its production, the organization is a stakeholder in the technology. This actually explains "how" business should be concerned about information technology.
Allegro Opportune Success Factors For Etrm System Implementationrobertjparker
There is no “Silver Bullet” to ETRM system implementation success. Each software solution has strengths and weaknesses, and success is highly dependent on tight project execution and the extensibility of the system to scale with the trading environment. Project execution areas critical to successful delivery and deployment are discussed in this paper.
Building an effective and extensible data and analytics operating modelJayakumar Rajaretnam
To keep pace with ever-present business and technology change and challenges, organizations need operating models built with a strong data and analytics foundation. Here’s how your organization can build one incorporating a range of key components and best practices to quickly realize your business objectives.
The value-of-energy-trading-and-risk-management-systems (1)Samantha Johnston
The document discusses how energy trading and risk management systems can help energy companies increase revenue, reduce costs, manage risk, and comply with regulations through 16 key areas such as mitigating market price exposure, counterparty exposure, and liquidity exposure as well as driving growth through improved position analysis, trader productivity, position valuation, and transactional growth. It notes that the business benefits of these systems are significant and that an investment can generate a strong return on investment for companies.
The document provides recommendations for implementing a federated Configuration Management Database (CMDB) in a phased approach. It suggests that federation can introduce new levels of simplicity in planning a scaled rollout. The key recommendations include defining detailed requirements, focusing on processes, gaining executive support, assembling the right team, selecting technologies that integrate well, gaining stakeholder buy-in, starting with a targeted first phase to demonstrate value, not equating phases with additional CMDBs, automating where possible, and using common sense above rigid frameworks. Ultimately the goal is transforming IT operations, not just deploying the CMDB itself.
The document discusses the General Endeavor Management (GEM) approach for managing enterprises. GEM views an enterprise as a single dynamic subsystem within a larger environment. It provides a methodology for moving an enterprise from its current "As-Is" state to a desired "To-Be" state through planning, execution, monitoring, and adjustment. GEM can support management at various scales from organizations to groups of nations. It aims to reduce complexity and inconsistency in enterprise management.
The Three Pillars of Modern Business Process Management SolutionsAppian
Business Process Management (BPM) is a term that has evolved over the past few years from software tools to technology suite to management system - now it helps accelerate digital transformation. Learn more: http://ap.pn/2s13WqW
The Hidden Financial Costs Of Erp SoftwareDonovan Mulder
This document discusses how enterprise resource planning (ERP) systems can negatively impact a company's flexibility and decision-making ability. It argues that ERP software often requires companies to conform their core business processes to fit the software, rather than allowing flexibility. This rigidity increases the costs of making changes and implementing innovations. As a result, many cost-saving or efficiency-improving projects may be rejected due to the high costs of altering the ERP software. The document also notes that ERP systems were often sold with promises of future cost savings but led to unanticipated high implementation costs and disruptions for companies.
Insanity has been famously defined as "doing the same thing over and over, and expecting different results". So what is it aout your CMDB that is making you crazy: is it the results, or is it the doing? How close are you to a drawing board?
Making Every Asset Count - A Lean IT Best PracticeDavid Messineo
This white paper discusses implementing lean IT practices through effective asset management. It argues that properly managing assets is critical for business performance, as assets provide resources to support business processes. The paper outlines four key asset management practices - ownership, deployment, operation, and standards - and how measuring aspects of each can help identify waste and inefficiencies. Effective asset management requires balancing outcomes across these practices to optimize asset utilization and ensure alignment with business needs.
This document discusses unifying IT asset and configuration management. It outlines the challenges of managing assets throughout their lifecycle and keeping configuration management in sync. By clarifying the differences between asset, configuration and change management processes, as well as the data used, organizations can improve coordination. The document recommends tools from CA that support each process and can be integrated to provide a unified view of assets, configurations and changes. This achieves interoperability and allows the processes to work together effectively.
Given the current world of IT evolving and expanding all around the company, adopting and adapting innovations is not optional. The CIO’s most important role in business effectiveness is in managing this IT change to sustain the value of internal information.
Demand-Based ITSM as Business Resource ManagementMalcolm Ryder
Management paradigms change in IT. Most often this occurs on the "supply" side. But demand-based management is what reflects the business and why it cares about ITSM.
The document discusses organizing IT asset management. It argues that assets should be managed to support availability of environments for business processes on demand. This requires aligning assets to business needs, managing assets as resources through their utilization impacts, and creating value through flexible and efficient resource utilization. Key goals are to turn existing investments into private clouds and coordinate new approaches to delivering business functions from external applications and services.
Capability maturity in management means that the adoption and implementation of a management methodology can go from primitive or slight, to advanced or comprehensive. In other words, it is necessary to "manage management" - essentially, an executive responsibility, and a prerequisite for making management perform as promised. This discussion reflects broadly observed reasons why management maturity failures can occur, putting the practical efforts of operating under management at risk.
Enterprise Architecture (EA) can be used as an effective change management agent by providing a consistent description of the business, including processes, services, technology, risks and other important elements. This centralized description in an "Enterprise Repository" enables rapid impact analysis of potential changes. It increases efficiency by sharing best practices, reduces risks through impact assessment, and expedites project management by centralizing important information. An EA approach supports change initiatives through visibility and understanding of the entire organization and how different elements are related.
Segregation of duties is an important internal control for reducing risk when migrating application changes into production. It involves separating the duties of those who create changes from those who deploy them to production. While it can be challenging to implement, segregating duties provides a safety net against mistakes and fraud. Companies should evaluate their current processes, document roles and responsibilities, and establish a repeatable process with segregated development and production control roles before automating controls wherever possible. This approach reduces risks while allowing for flexibility given each company's unique resources and needs.
The document discusses approaches for structuring difficult-to-automate business processes that are human-centric and unstructured. It notes that traditional process automation approaches can be inflexible and require exceptions to be explicitly catered to. The document proposes taking an object-oriented approach to impose structure on such processes in a way that is not inflexible. It suggests modeling business processes and activities as objects with classes, inheritance, encapsulation and polymorphism to provide consistency while allowing for flexibility. The document argues this approach can provide needed structure for auditability, decision-making and efficiency metrics without requiring the business process to strictly conform to the constraints of a system.
Managing Interdependencies in Complex OrganizationsNicolay Worren
Presentation held at the Organization Design Forum conference in the US, 2006.
For more on this and related topics, see my blog http://www.organizationdesign.net
How Evolven Blended Analytics Is Helping to Transform IT Efficiency and ValueEvolven Software
This report will examine more closely how and why blended analytics adds value. It will also introduce Evolven’s distinctive analytics capability in context with a deployment interview showing strong benefits in change, performance, and in particular, in facilitating a DevOps initiative through superior levels of insight and automation.
Manufacturing a digital transformation - ebookElliot Drabs
The document discusses how manufacturing companies can undergo a digital transformation to improve operational efficiency. It explains that digital transformation involves increasing interconnectivity between business units, gaining granular data insights from processes, and automating repetitive tasks. Case studies show how design changes, supplier relationships, and fault detection can benefit from these approaches. The conclusion emphasizes that digital transformation is a multidisciplinary effort requiring technology and business expertise to strategically leverage data and drive business performance.
The document discusses the TOGAF (The Open Group Architecture Framework) enterprise architecture framework. It provides an overview of TOGAF and why it is useful, including how it can help optimize business processes and IT systems through the Architecture Development Method (ADM) and use of an enterprise architecture repository. The document also addresses common questions around how and why to develop an enterprise architecture using TOGAF.
This document discusses how introducing the concept of "responsibility" can enable business agility by allowing management systems to quickly reflect changes to business structure and organization. It notes that traditional hierarchical systems require extensive effort to reorganize data for new structures. Introducing flexibility through responsibility definitions that allow on-the-fly aggregation based on reference data can allow near real-time changes. This enhances a company's ability to simulate new organization structures and transition systems seamlessly. The document shares how Procter & Gamble is implementing customized responsibility functionality to address immediate needs while refreshing reporting platforms.
XaaS -- Everything As A Service -- encourages us to take liberties if not leaps. In this discussion, we start describing Management as a Service (MaaS), an organized reaction to the decentralization of IT management in the face of ongoing change.
The business selects the IT organization as a provider, but that means the organization must be a producer. Production for business has the same four bases today that it always has had. Today's necessary agility must be produced from those bases.
Continual Improvement with Status EnterpriseRich Hunzinger
This document outlines how Status Enterprise can be used to implement continual improvement programs through information modeling, workflow tasks, reporting, and data mining of process data. Status Enterprise allows users to create an information model that connects operational and business data from multiple sources. This enables the visualization of relationships that reveal opportunities for optimization. Workflow tasks can automate activities like condition-based maintenance or report generation. Data mining techniques can be used to detect anomalies and patterns indicating areas for improvement. Changes implemented through continual improvement programs can then be easily repeated and scaled across the organization using the information model.
Corporate inertia is commonplace everywhere, but business goals are still the key to having innovation be constructive and not just disruptive. The problem is for the company to learn to construct itself with innovations. The strategy is about migrating to the future.
Strategic structures for aligning Cooperation_the Enterprise.pdfMalcolm Ryder
A comparison of four different organizational models for co-operative pursuit of goals. Emphasis is on distinguishing "enterprise" as a specific configuration rather than as a catch-all synonym for "business".
Inclusion is the Equity of Diversity 04.19.23.pdfMalcolm Ryder
In a society that contains multiple cultures, the ideas of multi-culturalism and diversity appear to be the same goal, but social behaviors have their own systems outside of culture that predispose inclusion or exclusion at any level of community. This description navigates and categorizes the constellation of terms and dynamics presumed to characterize equitable inclusivity in a heterogeneous culture.
A Semantic Model of Enterprise Change.pdfMalcolm Ryder
This presentation is a distillation of language used to describe the scope and configuration of change managed at the enterprise level. Its goal was to find a way to drastically reduce the vocabulary necessary to model managed change, and to have the model be far more intuitively familiar.
Being simple-minded about complexity does not help to understand it nor to work with it successfully. This breakdown abstracts and compiles the many aspects of recognizing, creating, and managing with complexity as is consistent across many different domains of effort.
1. The document discusses decision making and the factors that influence it. It distinguishes between underlying conditions, which are the actual pre-existing causes and effects, and perceived conditions, which are the states recognized as factors that need to be addressed in making a solution or decision.
2. Decision makers are held responsible for the consequences of their decisions, which leads them to calibrate decisions to make the consequences acceptable. However, there is not always more than one justifiable decision to make.
3. The level of certainty in a decision depends on whether the underlying conditions prevent effective perception from guiding solutions. Different decision makers have different knowledge and opportunities to make the same decision.
We accept that everyone has Bias, and the study of that is exhaustive if not complete. But we continue to ask Why we have bias; the answer is that we need it.
Debating about design in the social media of business seems aimed at designing Design itself; but the results so far are not very persuasive. This is a significant knowledge management problem.
The document discusses a framework for managing organizational change. It argues that change will occur whether managed or not, so the purpose of management is to establish conditions where deliberate change is supported by continuous alignment of abilities to a targeted future value. It also discusses key influences on change success, alignment, and developing the capability to produce change when demanded by stakeholders. The overall framework presented focuses on managing change by cultivating alignment and responsiveness to demands rather than executing projects.
Alignment of Value and Performance - Reference modelMalcolm Ryder
Performance is meaningless unless it also amounts to needed value. The activity that generates this relationship is visible in a hierarchy of logical dependencies. The vocabulary for this visibilty is already very common; here it is also fully disambiguated.
As opposed to execution, delivery, and other common terms of progression, "production" is a perspective that directly relies on designing continuous value-driven activity, not on achieving a single prescribed outcome. Enabling active capability is the management concern, and value creation is the experience.
Management's relationship to complexity is clarified in this short piece based on revisiting basic definitions. No special domain expertise is required but the argument applies to all domains.
A meeting is a group behavior, and the value of the meeting will depend on why people will do what they do with it. This framework explains the cause and effect linkages occurring within a meeting that actually is needed instead of merely held.
Not all workgroups are teams, and teams may not be enough to cover the work needed to meet requirements. This framework identfies the scale of workgroup and scope of requirements that distinguishes one type of workgroup from another.
Waterfall was never so much of a development management method addressing a customer demand issue. Rather, it is a build management method addressing a product management issue. See how.
The future of work depends on the future of managed change. This overview identifies why work, as arranged by organizations, is modified both in practice and policy but must become focused primarily on why the worker works.
The design and redesign of organizations today more regularly pursues agility, but very often it thinks that a given model will cause it, rather than discovering its best model from knowing what agility needs. This discussion surveys the underpinning archihtecture of agility, from which to cultivate or discover a site's appropriate model(s).
The purpose of organization is to influence effectiveness, and the logic behind that is practiced through the model of organization. This notebook compiles a common logic behind all models of organization.
Managed Change efforts overall still fail at 66% to 75% of the time. This means that the prevailing perspective on how to "make" change is defeating most other factors. Here's why.
The document contrasts authority and leadership. Authority relies on control and power over others, while leadership relies on gaining agreement and trust from followers. Authority can create conditions for leadership but having authority alone does not make one a leader. Leadership can emerge without formal authority. The document also discusses how authority and leadership can be confused, with authority sometimes being mistaken for leadership when a person in charge is successful. It provides examples of different leadership strategies like revolutionary, restorative, sustaining, and inspirational in relation to the existing environment created by authority.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
GridMate - End to end testing is a critical piece to ensure quality and avoid...ThomasParaiso2
End to end testing is a critical piece to ensure quality and avoid regressions. In this session, we share our journey building an E2E testing pipeline for GridMate components (LWC and Aura) using Cypress, JSForce, FakerJS…
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
3. The Point of Diminishing Returns
A business increasingly has to get things done using things it didn’t make, provided from
external sources it does not control.
At the same time it usually has a culture of risk prevention that is enforced in what it
makes itself, for its own use or use by customers and partners.
For management of risks in operations, the business needs information that explains why
something behaves in the business the way that it does.
But that is not the same as the information that explains how something works.
When something does not work, the need is to know if the why is because of the how.
If the link between the how and the why cannot be openly clarified, then who cares about
how much detailed data there is on either side?
What’s necessary is someplace dependable to get that clarification, on demand.
The more variable the data is on each side, the more obvious it is that the clarification
must come from rapid analysis of timely, reliable discoveries.
4. The Who Cares Test
Successfully leveraging “prospects” despite current challenges is the business of business.
In business tactics, the leverage involves a balancing act: the probability of losing an opportunity or
a customer, weighed against the difficulty of gaining new opportunities and customers.
Any imbalance necessitates a trade-off – a calculated risk. In any given business, that calculation can
be a strong point or a serious weak point in capability.
Discovering valuable new opportunities and customers (development) requires more intensive and
difficult analyses than does assuring continuity (support).
But for business, continuity essentially has meaning as “continual effectiveness from preparedness”,
not as “don’t change anything”.
Preparedness should always mean being able to do different things at different times, as necessary.
The new normal for business is that there is continuous environmental change exerting influences
that create imbalances and the subsequent need for re-evaluating trade-offs.
That puts pressure on whether the business’s current preparedness actually does include the ability
to do different things at different times as necessary.
Current preparedness fails if it cracks under pressure. It is necessary to understand how the
pressure threatens continuity, and how to organize management of the threats.
6. Engineering outcomes
Service Management is, of course, about managing services. But the point of management per se is
independent of what it is managing.
Management is always concerned that:
• The right thing is resulting
• in a reliable way
• with predictable effects
• that are not counter-productive
• and that immediately have adequate value
Increasingly, tasks that provide assurance of the above outcomes are tasks that can be automated.
Automation makes the production of desired outcomes significantly more readily achievable as
intended. Automation essentially turns the producing into persistent engineering.
Engineering is expected to “pre-configure” both a service for business and the underpinnings of the
service. If services as originally engineered were then impervious to damage and/or did not need to
change, then further managing their configuration would not be necessary. But damage and change
are both facts of life.
Due to the impacts of damage and change on finance and performance, management of the
configurations of services is not optional.
Services help management,
but a service itself must be managed.
7. What is a Configuration
In IT, a “service” has typically been a logical view of a “configuration” of components,
important for supply to the business.
A component is meaningful as a static item; components are sub-units of system
structures.
Components are managed through systems management, and there are component
topologies to describe their managed arrangement.
But, a “configuration” of a service is not just a structure of components; it is an
arrangement of elements.
An element is meaningful as a dynamic item: an element is a required aspect of a cause of
action. It is a logical view, important to demand by the business.
Action elements are implemented through forms that may be virtual (emulated) or real
(physical).
The implementation of the forms amounts to the configuration of the service.
8. What is a Configuration Item
A “CI” (configuration item) is not simply a component that has specified attributes.
An “item” of a service configuration is a logical view of an element (a cause of action) of a
service in operation as prescribed.
That logical view is identified as a form used to implement an element.
A configuration item is, therefore, a form used to implement an element of a service.
The form called a “CI” has a prescribed behavior as an element of an action or event that
constitutes a function.
The behavior may have dependencies on particular components made available as
resources, but the prescribed behavior is the focus of managing the service configuration.
In other words, an identified CI is a resourced instance (an identified “actor”) of a role.
9. The essential CMDB
An identified CI is a resourced instance (an identified “actor”) of a role.
The form called a “CI” is accountable as an element that has its prescribed behavior
engineered in a function.
What makes the entity behavior “engineered” is intentionality.
The intentionality is a combination of definitions identifying what is (to be) appropriate ,
with evidence indicating that the realization of the behavior (as is) correctly corresponds.
The definition and evidence data necessary to accurately account for the form in terms of
the intentionality are usually expected to be contained for management in a configurations
management database (CMDB).
The CMDB also includes identifiers of the interaction of the forms in terms of intentionality.
10. The Anti-agile CMDB
Up to now, a conventional Configuration Management Data Base (CMDB) has cataloged
and mapped managed components according to the dependent interactions that describe
the mechanics of production systems. It has called those components “CIs”.
In effect, it attempts to instrument quality assurance of system implementations that make
up a production environment.
Both as a purpose and as a result of that, the most prevalent use of a conventional CMDB
is to provide a blueprint allowing reverse-engineering and support of what it tries to
descriptively document. That amounts to supporting the systems usage by business.
But for current businesses, flexibility at high speed is the order of the day. Conventionally, a
system’s mechanics are not known to have flexibility without high levels of complexity.
In those mechanics, stabilizing complexity for the purpose of gaining reliability
(preparedness) usually involves high-energy optimization and/or high resistance to change.
That increases the risk of “stability” becoming rigidity or brittleness, reducing its relevance
to different future conditions than already existed.
A conventional CMDB, focusing on components, is thereby always at risk of becoming
either unmanageable or obsolete, unless the level of investment in its maintenance can be
sustained at any necessary intensity.
11. CMDB for Business Meanings
On the business side, the influences of competition, of technology innovation, and of cost-
efficiency are now each strongly escalated and together endlessly re-combined.
That has overwhelmed many traditional assumptions about how business production
environments work and evolve.
Most evolution is now user-demand driven, with remarkably low barriers against rapid and
dramatic changes at many architectural levels of production.
Consequently, the conventional CMDB is more unlikely to keep up with the velocity,
volume and variety of changes – except through extraordinary amounts of labor.
Its fundamental weakness for business use lies in the difficulty of maintaining complete and
accurate data despite the continually increasing dynamic (not mechanical) complexity of
what it tries to describe.
For business purposes, a corrected CMDB focus would be on service implementations
rather than on systems implementations.
12. Self-Healing Systems vs. Management
Everyone knows that automation is the principle solution to labor burdens.
Automation essentially brings execution power at high speed. More automation means
that, through any combination of prediction and response that it offers, significant
production can occur closer and closer to real-time demand.
In I.T., automation now must be understood as a phenomenon of intelligence driving
instructions that in turn are driving machine-based procedures.
That definition clearly involves analyses, communications, and commands – all matters
that are dramatically amplified and optimized by advanced information systems and
information management technologies available today.
I.T. automation brings both recovery (maintenance) and re-engineering (change) of the
production systems to much higher levels of effectiveness versus complexity, diversity or
volatility of operational circumstances, without manual intervention.
Even more significant, I.T. (intelligence-based) automation increasingly means that the vast
majority of adjustments may be made without requiring the notification and response of
people.
13. Management Automation
To operations, a major implication of the automation of management is that there is an
unprecedented availability of real-time transparency of all current effects and states.
Operations in a maintained engineered environment then automatically uses that
intelligence to guide immediate follow-up re-engineering at whatever intensity is
appropriate.
For managing continuity, that automation ultimately means promoting, adjusting and
correcting behaviors of service elements in real time, continuously.
For managing services, the automation dramatically reduces the required level of real-time
human attention to risks in the viability of systems underlying service elements.
That automation allows shifting management’s attention mainly to addressing the
business’s interpretation of service behaviors.
14. Value Recognition
The implications of intelligent automation are big and already very real.
Automation can detect, analyze and respond to vast amounts of data, both local
and remote, with otherwise unattainable speed and consistency.
Programming in automation removes the need for continual human interventions
in existing detection, analysis and response – and accommodates decentralization
of the data.
The data processing in automation drives automated interpretations of current
conditions.
Advancing along the lines of A.I., machine learning, Big Data, IoT, and digital
(virtual) architectures, configuration management will evolve to resemble the
operation of quantitative analyses driving trading behaviors on Wall Street.
Behaviors are evaluated for their meaning with regard to gains, stabilities, and
losses (i.e., value) in the market.
15. Central Intelligence
In the stock market, the enormous amount of intelligence is not held in some container as
a static reference.
Instead, it is continually streaming input.
The “central database” of significant information exists mainly as a channel with a credible
point of contact, for federated real-time reporting (feeds of data) about entities that are
recognized through qualification by rules.
Recognition rules process detected entity attributes (called fundamentals).
Those attributes logically correlate with when demand leads to gains, stabilities, and losses
in the market through transactions.
And they correlate with how arrangements of the events and behaviors underpin the
transactions.
The actual real-time correlations may or may not conform to prescriptions or expectations.
16. Business Model Logic
For business managers, the example of the stock market management processing is clearly
important.
In an environment where change continuously occurs aggressively and intentionally, the
market management model is a more logical approach than conventional component-
based factory management of IT services requiring control of a master inventory.
That is, the environment of business capability is described and interpreted mainly as a
selective market of opportunities for “provision” (offer) of benefits, not mainly as a
proprietary factory of machines for “production” (inventory) of systems.
Services are responsible for organizing the elements that make offers viable, feasible, and
available.
To support pursuing and exploiting business-relevant opportunities:
• the business expects the benefits manager to practice Portfolio management.
• the business expects the service provider to practice Performance management.
• the business expects the systems manufacturer to practice Product management.
17. Business Management perspective
The business brings its demand-orientated perspective to management.
It interprets current conditions in terms of their impacts on its portfolio.
The portfolio is a registry of items (including assets, capabilities, and positions) having a
specific type of value.
Current events and opportunities represent potential impacts on value.
Desirable impacts are explicitly pursued with services that are directed behaviors.
The services offer behaviors of recognized roles (entities and actors) in the environment.
The roles are “change agents” that themselves rely on supporting resources.
The business can tolerate a high volume of changes occurring at the resource level without
having to do anything about it – as long as it can still directly manage the current states at
the service level.
18. “Configurations” of Business Capability
For pursuing opportunities on demand, the business is offered prescribed capabilities to use.
The capabilities are based on co-operative functioning of prescribed entities.
Under management, services offer prescribed behaviors of recognized roles in the environment.
The roles rely on prescribed resourcing.
• Systems instantiate the entities and actors that resource the roles.
• Components constitute prescribed modules of systems.
To enable managed business capability:
An operations director deals with functional (entity) relation.
A service provider deals with behavioral (role) orchestration.
A systems manufacturer deals with structural (resource) integration.
A component supplier deals with unit (part) assembly.
Four Types of
prescribed
Configurations
20. Configuration Information
for Business
A “CI” is a resourced instance (an identified “actor”) of a role.
A configuration is a purposeful arrangement of the instances for a capability.
21. Engineering desired effects with
prefabrication and orchestration
Innovative technology automation has created a new range of infrastructure patterns by offering
more of what appears to be “prefabricated” functionality.
Prefabrication suggests to the business user that there is little-to-no need for “micro-managing” the
item engaged as the source of the functionality.
In this view, the quality and integrity of the item’s “internals” are the responsibility of the item
producer, not the item user. The producer, not the user, is held accountable for a reliable assurance
that the item’s functionality will be available as advertised.
The overall approach is to assemble modules of capability, where a module has “no user-serviceable
parts inside” but can work with other modules in a user-required way called a “deliverable”.
A defined deliverable comes with a designated scope, time and cost – all of which apply to a module
of capability providing enabling behaviors. But with modularity, assurance of capability shifts from a
basis of producers building things with user-owned assets to a basis of providers enabling things
with user-defined behaviors.
Assembling behavior modules for their co-operation means that they must be coordinated. The
coordination is aimed at all modules supporting the same designated function requested by
demand. Orchestrating the behaviors is a sophisticated mode of coordination that addresses the
diversity and variability of requirements imposed by demand on the modules. The resulting
coordination is called a configuration.
22. Defining Capability Modules: Actors
Functions exist at all scales and scopes
of responsibility.
To execute a function, operators within
the boundary of the function perform
actions in a specified role within a
production.
Operators can be solo, integrated,
chained, bundled, or sequenced in
order to have them generate production
progress through a coordination of their
responsibilities.
A defined operator, when included by a
function, is an actor.
Actors exist at all scales and
complexities of form, as necessary to
retain singular accountability for a
defined influence recognized as an
effect.
The effective influence is the value of
the actor to the function.
Small/simple
large/simple
Medium/complex
Medium/simple
large/complex
Medium/complex
23. Producing Actors (functional operators)
Actors in a role are created through a combination of:
Character definition (conception)
Training and support (development)
Casting and Rehearsal (testing)
Direction (monitoring, evaluation and adjustment)
As a result, we can say that the behavior supplied by the role has been engineered, where all
aspects from the “expectation” to the “reality” are being managed to have a particular outcome.
Successfully creating needed actors generates the availability of production capability, through role
performance.
One actor can perform several roles.
One role can be performed by several actors.
One actor can interact distinctively with several other actors.
Capability is the existing potential for an intended performance, which is expressed in operation.
The on-demand delivery of effects to known users is the target function of production.