Maybe I misunderstood your question. For me VSM is a process a management
paradigm. Sorry, THE process management paradigm. I hope this is plain! :-).
At the bottom of the paradigm is someone actually doing something (taking a
booking, mending a tyre, flying a plane etc) then there is the management of
that activity with the co-ordination of S2 as products are processed by
successive sys ones. Thence management of the management of the process
recursing up to the CEO and board, (who by now, I hope, know and approve
your need for performance data on, well, everything). I did a paper on this
for variables in computer science Upper Ontology (see wiki
http://en.wikipedia.org/wiki/Upper_ontology). I have Pask type activities at
system one being managed by recursive 5432.
Given your company's commitment to process management they might easily
embrace VSM: dedicated to picking up errors and autonomously correcting them
and Sys 4 making sure state of the art best practice is adopted. Compare
By comparison BPM seems an almost arbitrary collection of interconnected
activity boxes with no implicit formal facilities for exception processing.
But BPM/VSM can coexist well if VSM is seen as a tool to enrich control of
process with its unique insights into performance monitoring and error
At some stage you will need a very large piece of paper or a wall, even
better, to map all the system one processes in your company that
interconnect to deliver the product: "a safe plane ride". Then you can add
the 5432 functions to reflect current company architecture and associated
variety estimates or traffic through components.This will tell you a lot.
Time for a nice big diagram!
----- Original Message -----
From: "Arthur Dijkstra" <[log in to unmask]>
To: <[log in to unmask]>
Sent: Wednesday, December 17, 2008 7:44 PM
Subject: Process management and cybernetics
> Dear all,
> My company is full of process management, I guess this is a familiar
> situation for you. I feel that something is lacking is this approach but
> find it hard to express, maybe you can help.
> For one I can't find the organizing principles for the processes, so what
> organizing, relating the processes ?
> It also seems like system 1,2,3,3* activities, the inside and now. Hard to
> find processes for the other functions.
> What is lacking in the current process management approach ?
> And what are the benefits, suitable area of application for this approach
> For more information go to: www.metaphorum.org
> For the Metaphorum Collaborative Working Environment (MCWE) go to:
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