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 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.
http://www.cybsys.co.uk/ProtoforMeta.htm

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 
http://en.wikipedia.org/wiki/Process_Management with 
http://en.wikipedia.org/wiki/Viable_System_Model
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 
correction.
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 
> is
> 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 
> ?
>
> Thanks
> Arthur
>
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