A per cloud feature to share and publish co-created works

Co-creation and sharing or improving others work

A per cloud would empower the users to co-create works for others to build upon.

Per Cloud for Public and Private Partnerships

Public and Private Sector Partnerships

Show information based on highest use and most re-use

Establish information engineered for the right information to the right audience for the right purpose.

Each person has their own cloud which pushes from all public and private sectors

Lean projects will tell us how much waste we can eliminate and how many opportunities to avoid human rights violations.

Per clouds are the option to govern by design

Offers are structured to deliver to clouds

Structured Means of Implementation addressing the Information, Communications and Technology in every new offer.

Offers are using the same party records with offer items

Serve People with One Record using a Per Cloud

https://prezi.com/ljs9s5w7ave8/laws-we-are-unable-to-enforce-and-no-ones-held-accountable/

Strong Natural Hierarchies versus Analytical Hierarchies in an Enterprise

Understanding the Common parts of an Enterprise

Use case, in 2008 a group of 35 super subject matter experts convened to address the use of hierarchies in a major organization with global presence and well respected for its ability to innovate, change and operate.

Strong Natural Hierarchies 

The structured information used by applications and reference architectures to inter-operate within and beyond the organizations boundaries. Real World requires us to align closest with the physical world.

Financial purposes requires a physical alignment and exclusion on paper if technology doesn't use strong natural hierarchies. 

• A real world perspective of information otherwise referred to as the physical implicit order by which we base the foundation before we execute the explicit order in our actions.  
• A location on the planet 
• If viewed from a zip code we are in the node at the lowest leaf node level of the hierarchy.  
• If viewed from a city, we are one level up from the leaf node (zip codes) which has a single city to many zip code relationship.
• If viewed from a county, we are another level up from the city with one county to many cities relationship.
•  If viewed from a state, we are another level up from the county with one state to many counties relationship.
• If viewed from a nation or country, we are another level up from the state with many states in a nation relationship.
• If viewed from the international or world, we are another level up from the nation with a single world to many nations relationship.   
• A fit for purpose use would be in a case where a region was defined by a group of users and they may elect to select specific nations without selecting all nations.  
• The implicit order remains with a region having a part of the whole 
• The regional use may apply but the ability to enforce the benefits are far more difficult in a fit for purpose model.  
• Each person has a different mental model 
• Each person may be without the facts about the whole
• Each fit for purpose type may benefit only the people in a sub-group.   
• The explicit order often results in false positives as we never compare to the whole of implicit order.  Without the two types we are not aligned well to the physical world and change based on partial information.   
• Data in lieu of performance measurements - 5th normal form suggest an ability to overstate or exclude parts which others include misrepresenting the actual performance for one, while overstating another or simply not having the cost represented to appear more profitable.

Impossible to Influence Stakeholders 

Volunteers a group of Super SME's

The SME's organized into five working groups, a single person agreed to lead each team and a centralized business leader was the bridge between the business and IT including enterprise architecture.

The SME's were both business and technology leaders in individual contributor roles or functional architect leaders.  The business stakeholders had never joined forces with their IT architects in a way that was collaborative, instead an architect often guided the business high performers (fresh graduates from college) through the requirements in a solution architecture.

The business SME's were often the ones who had far more knowledge than both the high performers and beyond the scope of any one technology.  The hidden networks of trusted advisers in an organization, the people who ask the "uh, oh" questions in a very large meeting.

Barriers for the Experts (Type 30) 

The impossible to influence stakeholders are the Super SME's who are in a hidden network within the organization.  The same resources are often excluded from initiatives and not consulted at the most critical times within the organizations strategy and execution.

High performers and people managers are often intimidated by these super SME's as they hold others accountable openly and these types are usually burned often by those in power.  The problem is thrown over the fence where the super SME catches the mess made by others. 

These resources are often discounted or excluded from working on the major initiatives, as they are unlikely to allow the resources without experience room to break the dependencies and work in silos.  Difficult to work with, does not communicate well, doesn't understand the scope of work and other similar complaints will surface when these persons are invited to the conversation.

These people are difficult to influence when they are not presented with a solution or those developing the solution are not understanding the wholeness of the work. 

High Performers (Type 20)

High Performers rely on SME's within the organizations, although there are no motivations and no rewards for performing the synthesis and including all impacted areas of the organizations.

• Resources are not experienced enough to challenge and ensure the synthesis or wholeness of their work. 
• High performers are graduates with degrees in processes with a focus on the parts.  
• High performers are assigned a project manager whose purpose intends to reduce scope versus manage the change when a risk surfaces due to a lack of synthesis.  
• High Performers are considered the leaders who elicit requirements and influence others to change.  

People Managers (Type 20)

People managers are the ones who are accountable for the changes in terms of their workers in the hierarchy according to reporting relationships.

Both Leaders and People Managers would be represented in the segment type (20) or advanced workers, in looking from an executive or real world context.

Generalist (Type 10)

The majority of workers who are not changing the organization and without a people manager title.

Effectiveness of the Initiative 

Credit would be to the experts in the groups and their value to the organization overall.  Many organizations are unlikely to understand these resources roles and only the best people managers know how to leverage them without forcing them into exclusion or allowing them to be bullied out of the organization. 

Timeline 

Initiatives of these types are likely to span a year or more for high performers.

• Outcome; The work was complete in 10 weeks 42 weeks effort saved and the following benefits
• Benefits 1; No incremental funding request - entirely supported by Volunteers 
• The resources are the highest grade individual contributors or domain architects 
• Funding to allocate 50% - 100% of the resource time  was saved for the balance of the 42 weeks estimated on the initiative.  
• Cost to staff these types of initiatives was saved
• 42 weeks of program and project team resources
• Benefits 2; 5 million dollar asset savings - Team B - DO NOT PURCHASE A TOOL
• Cost savings on one groups pending purchase 
• as the work stopped the purchase of a tool which was unlikely to produce the outcomes intended.   
• Cost savings on another groups pending development of a tool
• the work stopped the plans to develop another in house tool

These stakeholders are unlikely to have participated with a high performer as they were not interested in educating a new graduate on such a complex topic as the enterprise business data.

Each Leader - Commitment of Time as volunteers 2 - hours for cross functional work

Each work group leader met with the business leader for an hour each week and each work group met as a team for an hour each week.

Work Group Objectives and Goals

A) Collect and Inventory the pain points associated with hierarchies
B) Collect the top 3 tools in the industry for managing hierarchies in an Enterprise Ready Solution
C) Design an Ideal Business Architecture
D) Define the way hierarchies impact financial close and reporting
E) Design a template for create, update and read capabilities on an enterprise hierarchy publishing for business and IT.

Initiative 

The group convened with the understanding that we would need to write the business case to fund the year long initiative.  Each person committed to work within their own operating roles through the development of a business case.

Building Bridges and Relationships through Influencing

We managed to collaborate well despite barriers held in the past.

Team A (Work group) - Pain Point Inventory

• Collecting the historical references to projects over time allowed us to avoid wasting time
• Re-use of the artifacts - making adjustments and understanding what approaches may have worked or not worked.  
• Ie,...two prior attempts - "buying a tool to address the problems associated with hierarchies" produced no gains over time the same problems remained. 
• Each of the leaders were very supportive of using the historical records as a point of reference.    
• Aids in alignment of work done in the past with current issues

Create, Read, Update and Archive

• Design the vision and strategy
• As we design the vision and strategy, we need to understand cross functional 
• We modified the language on the pain point inventories from both earlier projects and mapped the former to a new inventory.  
• We grouped the pain points into the following segments;
• Definition and Terms of Use 
• Quality 
• Governance 
• Quality - When we failed to apply the definition in functional applications we produced lower quality results. 
• Governance - When we failed to monitor and enforce the terms of use

• Quality of information 

• Implicit order was absent while the group focused entirely on the explicit use by each function

• Governance

• Those in charge of governing established implicit order with a set of conflicting explicit order requirements.
• The people governing were in fact the reason the tools were not behaving
• The people governing could point to the IT group and blame the execution of projects on the custodian of the enterprise business data.  
• Yet, the attempts to pro-actively prevent the risk were discounted and left for the custodian to approve in production (exclusion from the trustee). 

Digital Transformation - A Blue Ocean Strategy De-composed

Social Media as a Channel 

Imagine a blue ocean, its clear and clean.  

However, in the real world we know our current state appears much more like the following;

Assume, every client or company whether public or private irrespective of the industry and regardless of the geography; 

• Every company, organization or agency will have a different current state environment.   

   Many Solution Architectures exist today!

The view above gives us an opportunity to group and delivery effectively.  

Generic Systems 

Organize and Group civil society into segments by age.  by vectors if the subject is a fact based identifier.  Every person can be only one age from date of birth at any given time.   measure civil society in ways that benefit the community and targets our communications appropriately through the appropriate venues.  

As shown above - The diagram infers sub-groups of people.  

• Our person to location vector has not been determined as we may need to change or constrain our views to our own geographies.  
• People to residency based on zip code allows us to measure objectively every time. 
• Transformation from our current over-production and waste in data acquisition offers an improvement return on investment.  
• Removing risk from current processing
• Avoiding risk on any new proposals  

Applied Variables with Associated Vectors in a Stock and Flow Diagram

The above diagram drills into one of the groups or three groups are targeted in this example;
The model is the same with the choices and ways the programs are delivered will be unique for every geography. 

Social Media Thematic Relationships with content/information/knowledge

Assume each social media platform is the point where Private and Public change to support the current use of social media and opinions of the data brokers.  Information or we change the way people think about their privacy on Facebook.  Assume its not private and open to many subscribers; Intimacy Gradient (IG) Level 7 - Facebook, Google, LinkedIn or Grom Social may exist in the 7th IG.

The key exist in the left bottom corner of the above picture.  

• What we show 
• What we restrict   

 Laws exist to support Reasonable Person(s) public opinion(s) as shown above

If the law protects each of us, why do we have no legal nor are any of these laws enforced.
If we have full assurance from the government to filter our private identifiable information and control the same in any and all corporations in the private sector or agencies in the public sector.

A national tax administration - federated data services 

The above photo highlights an example of where we have private information we need to share and protect.  The number of times we would need to share and integrate are far less than the many we want to simply filter. 

• Ideally, the federal tax administration would supply the identifiers for each gradient layer.  
• Ideally, an access control link would be assigned for each Intimacy Gradient Layer (IGL) and an Encryption Key by IGL

A current state assessment and benchmarking the process

Current State Assessment 

Process Benchmarking according to APQC Business Process Framework (APQC-BPF)

Originally APQC was published with Business Process 1-5 as shown with Offers translated from Goods and Services to the word Offer.  

Irrespective of the way an organization, agency or business runs their operations each has common requirements; 

Rates of Speed or Segregate to Avoid Outages caused by Change

During run time we have three different business operating paths with workers of different types best associated with these outcomes.  

Slow Lane - The workers are performing Innovation and Transformation as we commonly invest in long term planning.  Far less people with greater skills and returns are limited or often realized over time.

Middle Lane - The workers are advanced enough to manage other workers, understand changes to business and their performance requires changes to show up in the people they are managing. Fewer People than Basic but more than Experts.  

Fast Lane - The workers are generalist and work is well defined without disruptions caused by change or proven before reaching the Fast Lane.  Most of the workers are moving at the highest speeds to produce offers with the highest quality.

Manage Resource Requirements 

Understanding the resource skills against a common return or where to get the value from experts and when the experts will fail or not be managed to produce desired results must be un-biased or fair.   

Far too often a low level manager will not have the skills to manage an expert and these are the first to be pushed out of the organization.  Let's see the real cost or what it really cost for each resource type.  

We don't have a capability for each type of model

• Each will require a phase where they define or design new offers associated with long term investments 
• Each will require a phase where they define or develop based on changes with one time cost associated with the changes and ongoing cost to operate with the changes.  
• Each will require a phase where they operate and run an organization or agency

Effort and Complexity Monitoring and Measurements

Patterns exist across every stakeholder group

Healthy Living Organizations or Agencies 

Healthy living organizations measure effectiveness without bias or beyond the managers opinions,   Workers have clear performance criteria based on industry accepted results.

Viable System Models or Cybernetics Applied 

a) if you do not prescribe to an operational use of Viable System Models - See Javier Livas an expert on the subject
b) a minimum viable system model best describes the following diagram which applies the concepts about management versus transaction capabilities and focuses on process assuming we transform to services.

Going back to Process which translates to Services using APQC

Each has a phase where "we design the strategy and vision"An output of the strategy and annual planning or budget processes which each manager must submit to retain their current workforce and submit any would be to create and update any identity attributes often associated with the management of an organizations or agencies identity by segregation of duties (Sarbanes Oxley Act 2002) amongst the resources who create the identity and master records used by transaction systems to operate the business.  

The annual investment budgets are most often setup in ERP systems at the close of the planning work.

Expense and Revenue Transaction Capabilities

Every financial transaction has a set of financial codes, an offer type and party identified-each must be set up and managed by a controlled user group avoiding variances associated with pricing, tax or cost.  

• Financial Management Capability
• Offer Management Capability
• Party Management Capability

The users who create transactions of either type must not have the ability to influence pricing, tax or other financial variables in the transactions without validation performed by an authorized management capability user.  

A sales user can request a new customer must the customer must be authorized by a group of workers in other roles who validate the organization meets the criteria for a legal entity.  The management capability user must create and validate before the sales user can submit orders for their customer.  

A sales user cannot sell an offer without a valid item or group of items defined in the design phase with the work to make the offer performed by others in the"develop the offers" phase.

Sustainable Development and Reduction of Risk would manage these Five capabilities carefully and as prescribed as the design systematically governs as the law intends and establishes the segregation of duties amongs the workers.  

Resiliency and Risk associated with Party Management Capabilities (create, change or archive) must meet the zero data loss criteria AND Sarbanes Oxley Act of 2002 requires validations and monitoring of all new, updates or changes.  Never delete only archive these records.  

• Design and strategy serve as the implicate order which requires a different level of skill
• Create, Design and Define based on knowing more than most
• Develop offers through to managing offers are the transaction during run time for explicate order

If I took APQC as it was in 2016, it had been changed dramatically.  

• Rather BP-1-5 we now have BP 1-12
• However, BP 6-12 are work we do in BP1 most often we design or define the work in BP-1 and these BP 6-12 processes are part of the administration or overhead associated with Planning.    
• The best way to help us understand one primary reason we fall short in realizing targets has far more to do with our inability to stay the course or deliver to the plan.  
• 30-Highly skilled persons - Experts are needed in the design work and these people become ineffective in operational roles.  
• 20-Advanced Skilled Persons - Have general knowledge and mastered the basics with another layer of experience.  
• 10-Basic or General Skilled Persons - Have entry level to mastery of a subject.
• The following graphic synthesized the entire file supplied with all levels applying the category of 10-20-30 based on the skills required to effectively deliver on the task.  

A list of the added processes which are not Level 2 Processes instead the shared services associated with administration and planning of three types of work;

• 30-Transformation or Invention for Innovation - long term planning 
• Experts support the work in design and define based on knowledge across offers and across the organizational process boundaries.
• 20-Change business change - short term projects 
• Managers and Leaders are best supporting and performance based on changes must be measured against the plans.  
• 10-Running and operating the business - operating cost
• All other workers are generalist or entry level in the operations where work is known

Cost or Expense Transaction Capabilities 

Every people manager and every project manager needs to manage the cost or expenses of resources as an operational cost associated with the department and/or to deliver on a project associated with change or transformation.  

To bring on a new person as a consultant we must require an expert skill type not employed within the organization.  Otherwise, the worker is going to supplement the work done by employees under ta temporary worker contract type.  

These are two distinct paths for a people manager.  Both paths are working with suppliers or vendors and a payment or purchase order must be issued in advance.  The supplier and vendor master record must be in the system of record (party management capability) before requisitions (expense transaction capability) or purchase orders issued.  

The consultant is typically going to require a statement of work to define the work and deliverable which will be defined in the SOW for accrual accounting and billing from the vendor for the contract work. Consultants are expected to bring their own tools like their own computers and communications devices.  The separation of duties is of great importance to any organization or agency considering the person can hold the company liable as an employee.  

The temporary worker is most often a work order issued to a preferred supplier who recruits and arranges interviews to fill a position for a known amount of time.  Not to exceed 15 months.

Therefore, the worker cost has the most use within any organization as one of the universal requirements for organizations or agencies and these cost are going to be charged to the cost of goods or applied to administration cost.   

Restoring original BP 1-5 Rationale

Each of the following capabilities can be described as shared services or used by all roles in an organization or agency.  

Each of the following are administrative cost and services supplied to each business unit within the organization not designed or developed constantly.  

• BP 6 Develop Human Capital is an HR function and always a cost associated with administration.

• BP 7 Manage Information Technology another cost associated with administration.  

• BP 8 Manage Financial Resources another cost associated with administration 

• BP 9 Acquire, Construct and Manage Assets another cost associated with administration and a sub-process to the manage financial resources process.

• BP 10 Manage enterprise risk, compliance, remediation and Resiliency are all cost associated with running the executive office and administration.

• BP 11 Manage external relationships often refers to the legal work done as a cost to administration.

• BP 12 Develop Business Capabilities is a cost associated with Administration 

Outcomes of BP 1 Design Strategy and Vision 

All work associated with developing the plans for transformation, changes and operating the business.

• All create of party, offer and financial segments associated with management capabilities.
• All budgets and allocations are entered and available to workers in ERP systems

If we assume the identity and planning associated with a viable system model we transition from management capabilities to transaction capabilities associated with BP 2 - 5 

No new offer can begin development until setup and financial account segments assigned in the system of record.  

System of Record

• All new items in an offer must be setup before we develop an item in an offer
• ERP enterprise resource planning applications are the best place for the management capabilities.  
• Master record setup requires a very well designed mapping between offers and cost accounts for the appropriate chart of accounts results.  
• Only a super user group has the authority to setup items, parties and/or general ledger account codes.
• The users in the super user group cannot have the authority to create a transaction
• The transaction user group cannot have the authority to create master records  
• Transaction records must be validated by an authorized person before reporting to outside regulatory authorities
• Setting up a party record may influence the customers discount on all transactions
• Setting up an item or offers may influence pricing on every transaction 

No two organizations or agencies are going to have the same current state (As Is).

• The strategy for Enterprise and Business Architecture would complement the foundation architecture work (Modeling); by learning the latest industry standards and using them as tools or a guide to apply in any environment.  
• Transform to a model which empowers people with an online global platform

Women's Equality - Showing up and Saying Something!

Business Model Visualization in Debate Graph

DebateGraph
An online open source application; promoted to ensure accountability and transparency with public and private partnerships to civil society