Target Reference Model for Enterprise Business Architecture. 1) Front-line Support 2) Collaboration among Experts 3) Ecosystems for Sharing Value (shared reality) 4) Efficiency in Coordination 5) Flexible Structures v.44a

1. End State
1
A reference model for organizations
to address leadership challenges,
efficiently integrate daily operations,
and provide effective governance,
especially across the spans and gaps
where an organization may be most at-risk.
How the world works – or won’t except through strong, visionary leadership.

2. Outline
A. Introduction: The secret sauce of strong relationships within an integrated model.
B. The organization’s neural network across portfolios, dev, ops, and improvement.
1. Frontline support must be closed-loop or it’s a dead-end.
2. Expert collaboration can be set in forums that engage all diagonals.
3. Ecosystems of value networks negotiate processes with promising and receiving.
4. Coordination is side-to-side first, then top-down and bottom-up.
5. Strong yet flexible universal joints hold it all together.
C. Conclusion
2
Here’s what we’ll talk about.
© Gregory P. Rowe, greg@roweservices.com
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3. A Eureka Moment - How the world works. Yet first things first – what about you…
Do any of these challenges sound familiar?
• Follow-up is failing or inconsistent.
• Experts disagree and then can make anything into an argument.
• Compliance constraints are so cumbersome it puts the mission at risk.
• Waste is hurting – including off-agenda meetings and units.
• Silos are battling – including who has authority over what.
3

4. Follow-up failing?
Experts arguing?
Compliance cumbersome?
Waste hurting?
Silos battling?
Solve problems to achieve coordinated action
1. Frontline Support
2. Collaboration among Experts
3. Ecosystems for Sharing Value
4. Efficiency in Coordination
5. Flexible Structures
4Here’s what we’ll talk about.© Gregory P. Rowe, greg@roweservices.com
Slide 18
Slide 24
Slide 30
Slide 41
Slide 53
Feel free to
jump to a
section of
interest,
1 through 5
(Slide bar at
bottom)

5. Bottom Line Up Front
1. Close the loops of support.
2. Lead experts in small forums.
3. Negotiate processes to exchange value
4. Have a coordination hub for planning,
scheduling, and meeting management
across life cycles.
5. Tie it together with an integrated model.
5Here’s what we’ll talk about.
Success is in strong interconnections of an integrated model.
• Smart, dedicated people drive success.
• A strong, flexible organization enables them.
Here’s how:
© Gregory P. Rowe, greg@roweservices.com

6. Eureka! An amazing discovery.
The basis of the model. Here’s my story.
A lifetime of work in management systems,
automated workflow, consulting, and operations.
• Military Operations
Everything’s a drill
• Enterprise Applications
Order fulfillment
• Healthcare Systems
Medical records and patient flow
• IT Management
ITSM Technologies and
infrastructure management
So, from ops to apps to infrastructure:
 It’s all the same some-ways.
 Nothing always works well.
 There’s gotta be a better way.
6
Problem MgmtIncident Mgmt
Technical Management
Application Mgmt *and Product and Project)
Request Fulfillment
Event Mgmt
Operations Control
Continuous Improvement
PreventativeCorrective
Transition
Planning &
Support
BA PM
Finance & Budgeting
Architects & Developers
Charging & Accounting
Service DeskRelationship Mgmt Relationship Mgmt
Physician’s Offices (PCP), Outpatient Clinics
Rehab.PharmacyMedical Services
Insurance – Payables - etc
Forecasting
CUSTOMERS
SUPPLIERS
Purchasing
Production
FinishedGoods
Warehouse/Shipping
TruckLoad
PlanningFinalInspection/CreditCheck
Changes
Order
Processing
Credit Checks &
Scheduling
Satis-
faction
Require-
ments
Expecta-
tions
Customer
Service
Relationship Mgmt
Customer
Orders
Acknowledge
/Promise
Shipment
Invoice
Sales
Supplier Mgmt
Raw
Material
Purchase
Orders
Supplier
Mgmt
Continual
Improvement
Transition Management
Business
Strategy
Service
Design
Service
Operation
Continuity Mgmt
Knowledge Mgmt
Service Validation and Testing
Change
Management
Demand Mgmt
Measurement
Lean Six Sigma
Financial Management
Release and Deployment Mgmt
Application Mgmt
Portfolio Management
Transformation Events
Evaluation
Transition Planning & Support
Availability Mgmt Problem Mgmt
Incident
Mgmt
Capacity
Mgmt
Service Asset and Configuration Mgmt
Infrastructure
Technical Management
Facilities Management
at Various Localitieszzzzzzzzzzzzz
Application Mgmt
Supplier Mgmt
Service Desk
Request Fulfillment
Relationship Mgmt
Catalog Mgmt
Service Level Mgmt
Proactive Problem Mgmt
Event Mgmt
Standard Changes
Information
Security
Management
Access Mgmt
Operations
Control
Architects & Developers
at Various Localities
Disbursement
VendorInvoice
Remittance
Accounting
Production
Orders
Gurney-Halls
Admitting
Hold
Rehab.
Beds,
Units
AdmissionRegistrationTriage/ED
Discharge
PathologyHistology
Direct Admits
Patient
PPT
Clean
Recovery
Post-op
Rms
PACU
Surgery
O.R.s
Equipm.
Prep. for Surgery
Preop
Hold
Turn-over
Supplies,
Instrum.
Diagnostics
Trauma
Pharmacy
Physician’s Offices,
Outpatient Clinics
Heart Catheriterization
Medical Services
Trauma
Procedural units
Beds,
Telepathy
Beds,
ED
Beds,
Med/Surg
Beds,
ICU
Cath Lab
CVOU
Neural
Transplant Evaluation Organ
List
PAT (Pre-Admit)
Supplies
Radiology
Other Diagnostics
Laboratory
Hospice
Enterprise
Apps IT Infrastructure
Operations
Hit a key when ready.
A
Mentioned in Slide 3
Healthcare

7. What I learned:
Breakthroughs come in small packages,
yet
Inspiration comes from seeing the end.
7
A
Introduction
So,
Build in incremental stages that move toward a target state.
An example target state is the Organizational Reference Model.

8. Organizational Leadership across Lifecycles
Agile teams, processes, automation and infrastructure
8
Architecture
and
Integration
Operations
and
Monitoring
Executive Leadership
Corporate Communications
Coordination
of Continual
Transformation
© Gregory P. Rowe, greg@roweservices.com
In your world, do the small worlds or micro-cultures disagree?
Top – Bottom. Left – Right.

9. The First Premise
An organization falls apart wherever interconnections fail.
• A healthy organization’s many parts are precisely interconnected.
• The reference model helps build strong inter-relationships.
• It defines essential functions and the processes that flow through them.
• Modelling makes the complexity manageable.
9
A
Introduction
See a larger image of
the model on Slide 49

10. Strategy: Apply best practices onto your baseline management system
for better integration that keeps it from falling apart so that -
Goal:
• The system dynamically aligns layers of operations to strategic objectives.
• It also enlightens leadership, empowers management, overcomes pain points, and,
• Leverages balanced teams through orchestration of processes and automation of workflow.
10
Strategy and Goal - Win on the First Premise

11. AIntroduction
11
A
Introduction
Overview – Achieving the Goal
• An Enterprise Model: End-to-End
• Inter-Organizational Relationships
• Intra-Organizational Connections
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Verticals of Authority
4. Horizontal Management
5. Universal Joints
C. Conclusion
1. Support
2. Expertise
3. Authority
4. Coordination
5. Structure
Slide 18
Slide 24
Slide 30
Slide 41
Slide 53
Gamification?
Over the wall
Pointier
Swaggier
By-passing lane
Silos rule
= Burnin’ down the house

12. What’s the point? Principles and doctrine must be applied in context
as revealed when success and failure are predictable.
• Difficulty can be avoided by applying best practices within a stable reference model.
• Eventual success will be assured by operating under its principles.
• The first step is to find the worst broken connections within your system of systems.
12
A
Introduction
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Verticals of Authority
4. Horizontal Management
5. Universal Joints
C. Conclusion

13. How?
See difficulty coming and mitigate before a crisis arises.
By applying the model you will be able to watch evolving macro-trends.
Then you can take action to avoid failure and ensure success in micro-ecosystems.
13
A
Introduction
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Verticals of Authority
4. Horizontal Management
5. Universal Joints
C. Conclusion
Workload

14. Theme and Summary of the Introduction
• A strong, flexible organization enables smart, dedicated people to succeed.
• Their people with authority lead frontally and manage from the center.
14
A
Introduction
Basis
• The strong interconnections of an integrated, flexible model provide a
system of systems to enable coordinated action.
• Wherever you’re connected to what’s best you do what’s right.
• Wherever you’re disconnected the system gets lost and tends to fail.
• Leadership invites a spirit of corporate culture that opens the floodgates of
forward movement.

15. Contents - Next
A. Introduction: Strong interconnections of an integrated model
B. Success across life cycles
1. Frontline Support needs to be closed-loop.
2. Expert Collaboration must be empowered to engage across diagonals.
3. Ecosystems equitably promise and receive value after mediated negotiation.
4. Coordination must be side-to-side, top-to-bottom and bottom-up.
5. Strong yet flexible Universal Joints are required to hold it all together.
C. Conclusion
15Here’s what we’ll talk about.
©GregoryP.Rowe,greg@roweservices.com
B
Life Cycles

16. Follow-up failing?
Experts arguing?
Compliance cumbersome?
Waste hurting?
Silos battling?
Revisit: Section Highlights with Cross-reference to slide numbers
1. Frontline Closed-Loop
2. Collaboration: Forum of Experts
3. Ecosystems for Sharing Value
4. Efficiency in Coordination
5. Flexible Structures
16Here’s what we’ll talk about.
©GregoryP.Rowe,greg@roweservices.com
Feel free to jump to a
section of interest,
1 through 5
(PowerPoint hyperlinks)
Slide 18
Slide 24
Slide 30
Slide 41
Slide 53

17. B
Success across life cycles
17
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Verticals of Authority
4. Horizontal Management
5. Universal Joints
C. Conclusion
B
Life Cycles

18. Success across lifecycles requires a system of systems
Primary Elements
1. Support: Front-Line Support Cycles
2. Expertise: Middle Diagonals of Integration
3. Authority: Up, Down and across Verticals
4. Coordination: Heroic Horizontals
5. Collaboration: Universal Joints
18
Hit a key when ready.
B
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Verticals of Authority
4. Horizontal Management
5. Universal Joints
C. Conclusion
Life Cycles

19. How often do you experience fundamental failures
in simple follow-up that you’ve directed?
A closed-loop system of support avoids common failures
and ensures uncommon success.
19
Hit a key when ready.
B
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Verticals of Authority
4. Horizontal Management
5. Universal Joints
C. Conclusion
>> Back to Contents
Life Cycles

20. 1
The Front Line:
A closed loop of operational support ensures continual success.
20
B1
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Verticals of Authority
4. Horizontal Management
5. Universal Joints
C. ConclusionIntra-organizational relationships
Life Cycles - Support

21. Reconciling the Horizontals that are most often in Conflict
Architecture
and
Integration
Operations
and
Monitoring
21
B1
The First Set of Battling Silos
Life Cycles - Support

22. Is your chaos
manageable?The Baseline Cycles –
A closed loop of support
The Classic
Conundrum of
Human Brokenness
Centralized Simple
Synchronization
Collaboration between Analysts, Architects,
Engineers, Technical Experts and Admin’s
(Internal/External)
Close the loop!
22
Hit a key when ready.
Agree
Improve
Quality
Provide
Resolve
Issues
Management
of Teams
Leadership
& Guidance
Common, Predictable Failures
Hit a key when ready.
©GregoryP.Rowe,greg@roweservices.com
Architecture
and
Integration
Operations
and
Monitoring

23. • The loop at the top breaks down,
especially at quality assurance.
• The dots in the middle isolate
themselves like oil and vinegar.
• The top three challenges:
1. Technical collaboration.
2. Priorities and schedules.
3. Measurement and improvement
as part of centralized
synchronization.
We can all do better.
Is your chaos
manageable?The Baseline Cycles –
A closed loop of support
The Classic
Conundrum of
Human Brokenness
Centralized Simple
Synchronization
Collaboration between Analysts, Architects,
Engineers, Technical Experts and Admin’s
(Internal/External)
Close the loop!
23
Hit a key when ready.
Agree
Improve
Quality
Provide
Resolve
Issues
Management
of Teams
Leadership
& Guidance
Common, Predictable Failures
Hit a key when ready.
©GregoryP.Rowe,greg@roweservices.com
Architecture
and
Integration
Operations
and
Monitoring

24. Contents - Revisit
A. Introduction
B. Success across Lifecycles
1. Frontline Support Cycles
2. Expert Collaboration at Cross-Diagonals
3. Promising and Receiving within Ecosystems
4. Horizontal Coordination across Life Cycles
5. Flexible Universal Joints
C. Conclusion
24
Hit any key for next slide when ready.

25. 2
Lively Collaboration Amongst Experts
25
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Verticals of Authority
4. Horizontal Management
5. Universal Joints
C. Conclusion
B2
Life Cycles - Expertise

26. Ever wonder why a technical expert spends
so much time reinventing the wheel?
Or why they won’t listen?
Because they’re experts. And it’s easy to get stuck in their heads.
26
Hit a key when ready.
B2
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Bottom-Up Verticals
4. Top-Down Horizontal Management
5. Universal Joints
C. Conclusion
>> Back to Contents
Life Cycles - Expertise

27. • Again, in more detail, the interaction
cycle at the top must be closed-loop.
• The dots in the middle need to be
connected.
Agree
Is your chaos
manageable?
Gregory P. Rowe, greg@roweservices.com
Hit a key when ready.
Deployment
Management
Budgeting
Accounting
Charging
Improve
Quality
Provide
Resolve
Issues
The Activity Layer of the Model Management
of Teams
Leadership
Guidance
Disintegrated and
frazzled - or whole
and functioning well
in decision-making
Collaboration amongst Analysts, Architects,
Engineers, Technical Experts and Administrators
(Internal/External -- Experts)
Coordination across Projects, Changes,
Releases and Operations
(Transition Planning -- Admin)
Continuity
27
The beginnings of a huge
model that can predict
and fix your future.
©GregoryP.Rowe,greg@roweservices.com

28. • Again, in more detail, the interaction
cycle at the top must be closed-loop.
• The dots in the middle need to be
connected.
• Common challenges persist:
1. Lack of facilitation of technical
collaboration.
2. Unclear coordination of priorities
and schedules.
3. Little or no measurement of what
really matters, including leadership.
4. Lack of centralized synchronization.
• When the unexpected happens it’s
out of control because management
and leadership are not proactive
together.
We can do better, as the model shows.
Agree
Is your chaos
manageable?
Gregory P. Rowe, greg@roweservices.com
Hit a key when ready.
Deployment
Management
Budgeting
Accounting
Charging
Improve
Quality
Provide
Resolve
Issues
The Activity Layer of the Model Management
of Teams
Leadership
Guidance
Disintegrated and
frazzled - or whole
and functioning well
in decision-making
Collaboration amongst Analysts, Architects,
Engineers, Technical Experts and Administrators
(Internal/External -- Experts)
Coordination across Projects, Changes,
Releases and Operations
(Transition Planning -- Admin)
Continuity
28
The beginnings of a huge
model that can predict
and fix your future.
©GregoryP.Rowe,greg@roweservices.com

29. Fundamentals – Expert Collaboration
• Smart people
 Yet with clear roles within each project
 Everyone can be a chief, but not on the same design effort
• Communities and collaboration
 They ask for input and may suggest participants
 A coordinator quickly forms the problem team for root cause analysis
 The coordinator chairs, the architect defines, a sponsor accepts risk
 Know if you are responsible, participating, consulted, or only informed
• Strong, flexible leadership.
29
B2
Life Cycles - Expertise

30. Context at the Stem of the System of Systems
• Know your role in a given moment and play it well
• Life can be simple and you can be at your most effective.
• Will you allow for it?
• At the stem of the system, when allowed by leadership and management, it will:
• Position people, and,
• Organize work so that good naturally happens the right way.
30
Hit a key when ready.
B2
Life Cycles - Expertise

31. Follow-up failing?
Experts arguing?
Compliance cumbersome?
Waste hurting?
Silos battling?
Cross-reference to contents
1. Frontline Support
2. Collaboration among Experts
3. Ecosystems for Sharing Value
4. Efficiency in Coordination
5. Flexible Structures
31Hit any key for next slide when ready. Here’s what we’ll talk about.
©GregoryP.Rowe,greg@roweservices.com
Feel free to jump to a
section of interest,
1 through 5
(PowerPoint hyperlinks)
Slide 18
Slide 24
Slide 30
Slide 41
Slide 53

32. 3
Standards, Compliance, Boundaries
– The edges of promising and receiving.
A responsibility of authority.
32
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
B3
Life Cycles – Top-Down

33. Has bureaucracy ever saved you from yourself?
Accounting matters. So does compliance. It’s not the mission.
So instead of senior management only focusing only on that
or today’s stock price, have staff close-by who negotiate processes.
1. It’s a responsibility of authority to negotiate internal relationships.
2. They must also make sure everyone plays well in the sandbox in
shared planning, scheduling, and priorities.
• Staff appeals to senior leadership to achieve break-throughs.
• Call in Performance Management, Process Improvement, Whatever.
33
Hit a key when ready.
B3
>> Back to Contents
There’s a difference between constraints and criteria.
We need strong accounting to avoid pitfalls of constraints.
Life Cycles – Top-Down

34. Success Across each Lifecycle
1. Baseline Cycles – A closed loop of support
2. Middle Diagonals – Lively collaboration amongst experts
3. Up and Down Verticals – Reconciling projects and operations
4. Heroic Horizontals – Coordination across stages
5. Universal Alignment – Integration to strategy
34
Hit a key when ready.
B3
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Vertical Authority
4. Horizontal Management
5. Universal Joints
C. Conclusion
Life Cycles – Top-Down

35. Context of a Baseline System within a wider Value Chain
35
Produce Support
Produce
Support
Customer
Supply
Chain
Produce Support
Hit a key when ready.
• A value network includes
many value chains.
• One of them is depicted in
the flow.
©GregoryP.Rowe,greg@roweservices.com
Inter-organizational relationships

36. The Core Cycle of Value Realization
36©2005 Gregory P. Rowe
Design
Fund
Promise
Payable
Receivable
Cash
SERVICE
IMPROVEMENT
PRODUCE SUPPORT
SALES
GENERATED
ARCHITECTURE
FUNDED
INFRASTRUCTURE
DEVELOPED
RECEIVEABLES
PROCESSED
CASH
BOOKED
PAYABLES
PROCESSED
Hit a key when ready.
B3
©GregoryP.Rowe,greg@roweservices.com
• A value network includes
many value chains.
• One of them is depicted in
the flow.
• It progresses from promising
delivery to receipt of order to
receipt of cash.
• It portrays the world in which
we must operate to succeed
within an ecosystem.
• It’s complicated.
• And simple.
Inner loop as discussed,
adding the outer loop here.
Life Cycles – Top-Down

37. The Core Cycle of Value Realization 2
37
Design
Fund
Promise
Payable
Receivable
Cash
© Gregory P. Rowe
Hit a key when ready.
B3
• A value network includes
many value chains.
• One of them is depicted in
the flow.
• It progresses from promising
delivery to receipt of order to
receipt of cash.
• It portrays the world in which
we must operate to succeed
within an ecosystem.
• It’s complicated.
• And it can be simple.
Produce
&
Deliver
Support
&
Maintain
©GregoryP.Rowe,greg@roweservices.com
Life Cycles – Top-Down

38. The Core Cycle of Value Realization 3
38
Deliver Support
Products Services
Receive Service
Improve Products
© Gregory P. Rowe
Hit a key when ready.
• A value network includes
many value chains.
• One of them is depicted in
the flow.
• It progresses from promising
delivery to receipt of order to
receipt of cash.
• It portrays the world in which
we must operate to succeed
within an ecosystem.
• It’s complicated.
• And it can be simple.
B3
©GregoryP.Rowe,greg@roweservices.com
Life Cycles – Top-Down

39. 39
Strategy
& Design
Transition
& Operation
© Gregory P. Rowe
The
Core
39
Hit a key when ready.
B3
©GregoryP.Rowe,greg@roweservices.com
Life Cycles – Top-Down

40. The Stem of the System
a. The Core of Value-Adding Activities for Value Realization
b. Establishments on the Edge
c. Fundamental Cycles of Value Realization
40
Hit a key when ready.
B3
The
Core
Life Cycles – Top-Down

41. Follow-up failing?
Experts arguing?
Compliance cumbersome?
Waste hurting?
Silos battling?
Cross-reference to contents
1. Frontline Support
2. Collaboration among Experts
3. Ecosystems for Sharing Value
4. Efficiency in Coordination
5. Flexible Structures
41Hit any key for next slide when ready. Here’s what we’ll talk about.
©GregoryP.Rowe,greg@roweservices.com
Slide 18
Slide 24
Slide 30
Slide 41
Slide 53
Feel free to jump to a
section of interest,
1 through 5
(PowerPoint hyperlinks)

42. 4
Coordination across Stages –
Reconciling Programs, Projects and Operations
with shared planning, scheduling, and meeting management
42
B4
Life Cycles – Bottom-Up
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal
Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion

43. Do your project managers ever insist that their schedules
supersede, and are allowed to interfere, with operations?
If so, reconcile schedules and adjust project baselines or fail.
43
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
>> Back to Contents
Life Cycles – Bottom-Up

44. Success Across each Lifecycle
1. Baseline Cycles – A closed loop of support
2. Middle Diagonals – Lively collaboration amongst experts
3. Up and Down Verticals – Reconciling projects and operations
4. Heroic Horizontals – Coordination across stages
5. Universal Alignment – Integration to strategy
44
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
Life Cycles – Bottom-Up

45. Coordination and Administration: Fixin’ ain’t easy.
Reconcile schedules or fall apart.
45
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
Life Cycles – Bottom-Up

46. 46Hit a key to go to the next slide.
Next Situation – Coordination Falls Apart
• People don’t listen.
• Projects go off course.
• Agendas collide.
• There’s a better way.
B4
Life Cycles – Bottom-Up

47. Coordination and Administration
47
Reconcile schedules or fall apart.
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
A. Introduction
B. Success across Lifecycles
1.Support Cycles
2.Cross-Diagonal Expertise
3.Central hub of planning and scheduling
4.Vertical and horizontal
a. Top-Down and Bottom-Up
b. Side-to-Side
5.Universal Joints
C. Conclusion
Life Cycles – Bottom-Up

48. Coordination and Administration
48
Reconcile schedules or fall apart.
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
a. Top-down and bottom-up
b. Side-to-Side
Life Cycles – Bottom-Up

49. 49
Vertical LayersThe Middle Vertical
Coordination Layer
Hit a key when ready.
B4c
©GregoryP.Rowe,greg@roweservices.com
Products & Services
Governance Systems
Strategy Management
Engineering &
Knowledge
Relationships & Requirements
Master Scheduling &
Resource Management
InfrastructureApplications
Ops Control
FulfillmentPrograms
Projects
IncidentsDevelopment
Catalogs
&
Problems
&
Portfolios
&
Design
&
Maintenance
Plan & Sched.
Action Agents
attack issues
Collaboration
juggles priorities
Service Reps
Cover all
Constituencies
(Channels)
First Line
Responds and has
Points of Contact
The inner loop is horizontal.
Strategy & products above.
The
Coordination
Vertical
Life Cycles
- Top-Down
- Bottom-Up

50. Coordination and Administration
50
Reconcile schedules or fall apart.
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
a. Top-down and bottom-up
b. Side-to-Side
Life Cycles – Bottom-Up

51. Best Practice and the defacto Coordination Layer –
The flow of collaboration across the life cycle
51
Demand
Management
Access
Management
Capacity Management
Availability Management Incident
Management
Information Security
Management
IT Service Continuity
Management
Supplier
Management
Event
Management
Request
Fulfillment
Service Validation
and Testing
Release and Deployment
Management
&Monitoring
Working(Technical)
Context: An applied framework with a strategic
perspective on twenty-six core processes
Release
Package
Service Portfolio
Management
Knowledge
Management
Service Catalogue
Management
Continual Service
Improvement (CSI)
Problem
Management
Design
Coordination
Transition Planning
and Support
Improvement -
Charter Service
Design
Package
Strategic
Plan
Continual Service Improvement &
The 7-Step Improvement Process
Strategy
& Leadership
Design
& Analysis
Transition
& Projects
Operations
& Infrastructure
Service Asset…
…and Configuration
Management
Service Level
Management
Business Relationship
Management
Financial Management for
IT Services
Change Evaluation
Change Management
Strategy Management
for IT Services
Managing
&Reporting Service
Desk
Ops
Control
Application Management
Technical Management
Collaboration & Coordination across Functional &
Organizational Boundaries
Coordinating&
Collaborating
Hit a key when ready.
B4c
©GregoryP.Rowe,greg@roweservices.com
Life Cycles
- Side-to-Side

52. Follow-up failing?
Experts arguing?
Compliance cumbersome?
Waste hurting?
Silos battling?
Cross-reference to contents
1. Frontline Support
2. Collaboration among Experts
3. Ecosystems for Sharing Value
4. Efficiency in Coordination
5. Flexible Lifecycle Structures
52Hit any key for next slide when ready. Here’s what we’ll talk about.
©GregoryP.Rowe,greg@roweservices.com
Slide 18
Slide 24
Slide 30
Slide 41
Slide 53
Feel free to jump to a
section of interest,
1 through 5
(PowerPoint hyperlinks)

53. Bottom Line 1. Close the loops of support.
2. Lead expert cats in small forums.
3. Negotiate process to exchange value
4. Have a coordination hub for planning,
scheduling, and meeting management
across life cycles.
5. Tie it together with an integrated model.
53Hit any key for next slide when ready. Here’s what we’ll talk about.
©GregoryP.Rowe,greg@roweservices.com

54. Coordination and Administration
54
Reconcile schedules or fall apart.
Hit a key when ready.
B4c
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
Bottom-Up Verticals
a. Top-Down
b. Bottom-up
c. Side-to-Side
Teams and Cultures
Life Cycles
- Side-to-Side

55. Know
Truth
Respond to
Situations
Agree to
Make
Near-Term
Changes
Plan &
Coordinate
Long-Term
Reconcile
Rules
Quiet
Contemplation
Architect &
Engineer
© Gregory P. Rowe
Executive
Team
Make Changes
Happen
Physical
Energy
Take
Action
Know Your
Capabilities
Outside
Resources
Hit a key when ready.
Gracious Romantics
Liberating Conquerors
Broad-Minded Philosophics Service-Oriented Pragmatists
Ambivalent Orchestrators
Chairmanship of Councils of Authority from all of the above
Coordinating action for all, as we carry the best intentions through implementation into completion.
Inspired Visionaries
Focused Idealists
55
Skillsets and Personality Factors
Each individual holds a key to a part of the process, including gatekeepers, which they share if inspired leadership will listen.
Hit a key when ready.
B4c
©GregoryP.Rowe,greg@roweservices.com
Life Cycles
- Side-to-Side

56. Know
Truth
Respond to
Situations
Agree to
Make
Near-Term
Changes
Plan &
Coordinate
Long-Term
Reconcile
Rules
Quiet
Contemplation
Architect &
Engineer
© Gregory P. Rowe
Executive
Team
Make Changes
Happen
Physical
Energy
Take
Action
Know Your
Capabilities
Outside
Resources
Hit a key when ready.
Gracious Romantics
Liberating Conquerors
Broad-Minded Philosophics Service-Oriented Pragmatics
Ambivalent Orchestrators
Chairmanship of Councils of Authority from All of the Above
Coordinating action for all as we carry the best intentions through implementation into completion.
Inspired Visionaries
Focused Idealists
56
Skillsets and Personality Factors
Each individual holds a key to a part of the process such as gatekeeper, which they will share if leadership is inspired and listens.
Order Entry Specialist /Architect
- People Person -
Business Managers and Senior Leadership
- Administration, Finance and Orchestration -
Chairmanship of Councils with Authority in all of the above
Coordinating actions for all as we carry best intentions through implementation into completion.
Customer Relations Rep. /Exec.
- Big-Picture Visionary -
Technologist, Engineer or SME
- Idealist -
Business and Enterprise Architects
- Philosophical, Broadly Intellect-Based -
Collaborate
Synchronize
Technical Supervisors
- Hierarchical Structure (Power Person) -
Coordinate
Order Entry Specialist /Architect
- People Person -
Customer Relations Rep. /Exec.
- Big-Picture Visionary -
Technologist, Engineer or SME
- Idealist -
Business and Enterprise Architects
- Philosophical, Broadly Intellect-Based -
Technical Supervisors
- Hierarchical Structure (Authorities /
- Power Person) -
Reality Check, Practical
Insights, Voice of Reason
Formal Decision
with Initial Plan
Vision &
Concept
Service Owners
- Pragmatic, Technical and Business-Minded -
Hit a key when ready.
B4c
©GregoryP.Rowe,greg@roweservices.com
Life Cycles
- Side-to-Side

57. Final Elements of Cycles of Success
Front-Line Cycles, Middle Diagonals, Heroic Horizontals, Up and Down
Verticals, Universal Joints
57>> Back to Contents
B5
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
Life Cycles – Universal Joints

58. Success across Lifecycles within an Integrated System
1. Front-Line Cycles – A closed loop of interactive support
2. Middle Diagonals – Lively collaboration amongst experts
3. Heroic Horizontals – The ecosystem from promising to receiving
4. Up and Down Verticals – Coordination from strategy to projects and operations
5. Universal Joints – Flexibility to adjust quickly at all levels
58
Hit a key when ready.
B5
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
Life Cycles – Universal Joints

59. Do you ever go through constant pain just to maintain?
A baseline alignment
59
Hit a key when ready.
B5
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
>> Back to Contents
Complexity Behind the Model
Life Cycles – Universal Joints

60. ProductSupport
Don’t just
“slam in”
changes –
transition
smoothly
Customer
Leadership
Agree what’s
required
Fill
Orders
Change
Management
Is your chaos
manageable?End User
Consumers
Risk
Management
Technical
Management
Project
Management
Resources
Programmatic
Change
Control
Security
Management
Problem
Management
Architect &
Engineer
New Services
Customer
Service /
Operations
ProduceProducts Infrastructure
Issues
Some incidents
have a hidden root
or are systemic.
Account
Managers
(BRM, SLM)
Quality
Controlled
Source
Recurring
Incidents
Managing
Capacity,
Availability
& Continuity
Service
Desk
© Gregory P. Rowe, gp@kgit.net
Hit a key when ready.
Incident
Management
Transition Planning
and Release
Management
Decision-
Making
& Master
Scheduling
Financial
Management
24x7
Operator
Resources
Budgeting
Accounting
Charging
Quality Re-
Alignment
to Value
Count costs
of change
Decide
Redundancy
Operate as efficiently
as if in a bottom-line
business or mission.
60
Catalog Type
of Orders
(Standard)
New/Changing
Requirements
Request
Fulfillment
Application
Management
Releases
Changes
Errors
Configuration
Management
Recrods
Problems
Items
Incidents
As specialize
also integrate.
(Closed-Loop)
The 26 Processes Assigned to Two to Four Positions or Domains
Those are the processes. Next: What it looks like in action…
Relationships & Requirements Products & Services
InfrastructureApplications &
Ops ControlFulfillment
Master Scheduling & Knowledge Management
Governance & Quality Management
Strategic Leadership
Demand Management
Service Portfolio Management
Service Level Management
Knowledge Management
Service Asset…
…and Configuration Management
Service Catalogue Management
Business Relationship Management Transition
Planning…
…and Support
Financial Management for IT Services
Access Management
Availability Management
Incident Management
Information Security Management
IT Service Continuity Management
Supplier Management
Event Management
Capacity Management
Request Fulfillment
Projects
Architects -
- Engineers
App Dev -
- App Management
Technical Management
CSI's 7-Step Improvement Process Problem Management
Service Validation and TestingChange Evaluation
Release and Deployment Management
Change Management
Design Coordination
(Service Asset and Configuration Management and the Transition Planning and Support Process)
Strategy Management for IT Services
Busi.
Analysts
Sys.
Admins
User
Calls
Service
Owners
©GregoryP.Rowe,gp@kgit.netgreg@roweservices.com
1
2 3
4
1 4
B5
©GregoryP.Rowe,greg@roweservices.com
Life Cycles
– Universal
Joints

61. C
Conclusion
61
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion

62. Principles Covered
1. Support: Front-line closed-loop
2. Expertise: Well-led forums and small groups
3. Authority: Leading and negotiating across verticals
4. Coordination: Heroic horizontals of central scheduling
5. Collaboration: Universal joints in a strong, flexible model
62
Hit a key when ready.
C
Conclusion

63. Leading Frontally,
Managing from
the Center
Don’t just
“slam in”
changes –
transition
smoothly
Customers
(Upstream)
Requirements,
Proposals &
Portfolios
Change
Coordination
Is your chaos
manageable?
Individual
Consumers
Security
Management
Technical
Experts
(internal/external)
Design
Coordination
(Cross-
Functional)
Project
Change
Control
Continuity
Management
Root Cause
Analysis
Architecting &
Engineering:
New/Updated
Business
Analysis,
Price & Cost
Quality
Controlled
Definitive Source
Gregory P. Rowe, greg@roweservices.com
Hit a key when ready.
Release
Management &
Deployment Planning
Decision-Making
for major changes &
Transition Planning.
Financial
Management
Operations
Control
and
Deployments
Budgeting
Accounting
Charging
Measuring
Quality
Costs of change
Interactions
& Request
Fulfillment
Resolution
of Issues
At some point we all get stuck.
Tactical and Operational
Activity Layers of Core
Organizational
Processes
Back Office
Negotiation End Users
Level 1 Support
& Service Desk
Level 2
Level 3
Music by Longzijun
Service
Levels
Agreements &
Expectations
Releases
Changes
Configuration
Management
Problems
Items
Incidents
Errors
Catalog
63

64. Leading Frontally,
Managing from
the Center
Don’t just
“slam in”
changes –
transition
smoothly
Customers
(Upstream)
Requirements,
Proposals &
Portfolios
Change
Coordination
Is your chaos
manageable?
Individual
Consumers
Security
Management
Technical
Experts
(internal/external)
Design
Coordination
(Cross-
Functional)
Project
Change
Control
Continuity
Management
Root Cause
Analysis
Architecting &
Engineering:
New/Updated
Business
Analysis,
Price & Cost
Quality
Controlled
Definitive Source
Gregory P. Rowe, greg@roweservices.com
Hit a key when ready.
Release
Management &
Deployment Planning
Decision-Making
for major changes &
Transition Planning.
Financial
Management
Operations
Control
and
Deployments
Budgeting
Accounting
Charging
Measuring
Quality
Costs of change
Interactions
& Request
Fulfillment
Resolution
of Issues
At some point we all get stuck.
Tactical and Operational
Activity Layers of Core
Organizational
Processes
Back Office
Negotiation End Users
Level 1 Support
& Service Desk
Level 2
Level 3
Most leaders who work hard eventually arrive
at basic incident and change management.
Yet most never move beyond Level 3, as
shown to the right. (Click when ready.)
At that point anyone who has stopped at
a fundamental, rudimentary basis fails.`
Stalin: “We have no problems.” Instead,
grow up, ok? Wanna dance the 12-step?
Then deeper issues arise.
Music by Longzijun
Efficient processes for effective
management
Service
Levels
Agreements &
Expectations
Releases
Changes
Configuration
Management
Problems
Items
Incidents
Errors
Catalog
There was eloquence and relative
simplicity for IT Management under ISO
20,000 & ITIL® v2 (before v3 2007, 2011)
64

65. Whole
Don’t just
“slam in”
changes –
transition
smoothly
Customers
(Upstream)
Requirements
& Catalog
Change
Coordination
Is your chaos
manageable?
Individual
Consumers
Security
Management
Technical
Experts
(internal/external)
Design
Coordination
(Cross-
Functional)
Project
Change
Control
Continuity
Management
Root Cause
Analysis
Architecting &
Engineering:
New/Updated
Business
Analysis,
Price & Cost
Quality
Controlled
Definitive Source
Gregory P. Rowe, greg@roweservices.com
Hit a key when ready.
Release
Management &
Deployment Planning
Decision-Making
for major changes &
Transition Planning.
Financial
Management
Operations
Control
and
Deployments
Budgeting
Accounting
Charging
Measuring
Quality
Costs of change
Requests &
Fulfillment
Resolution of
Issues
The eloquence
and relative
simplicity of
ISO 20000
& ITIL® v2
(before v3
2007, 2011)
Tactical and Operational Activity Layers of Core
Processes
Back Office
Negotiation End Users
Level 1 Support
Level 2
Level 3
Most people who work
hard eventually arrive
here.
At that point anyone
who has stopped at
a fundamental,
rudimentary basis
fails.` Stalin:
“We have no
problems.” Instead,
grow up, ok?
Wanna dance
the 12-step?
Then deeper issues arise.
Music by Longzijun
Efficient
processes for
effective
management
Service
Levels
Agreements
Releases
Changes
Configuration
Management
Problems
Items
Incidents
Errors
A healthy,
energetic,
integrated
system.
65

66. Theme and Summary
A strong, flexible organization enables smart, dedicated people when
people with authority lead frontally and manage from the center.
66
A
Introduction
Review of Basis
• The strong interconnections of an integrated, flexible model provide a
system of systems to enable coordinated action.
• Wherever you’re connected to what’s best you do what’s right.
• Wherever you’re disconnected the system gets lost and tends to fail.
• Leadership invites a spirit of corporate culture that opens the floodgates of
forward movement.

67. Next step?
Agree in principle.
67
Hit a key when ready.
B5
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
>> Back to Contents
Incrementally build the model.
Life Cycles – Universal Joints

68. 68
Continual Service &
Process Improvement
Technical
Management
Transition
Planning and
Support
Service Portfolio
Other
Functions
Other
Resources
Application
Management
Service Asset and Configuration Management
Customers
Service
Desk
Operational
Change
Implementers
Consumers
ITIL® Version 3 2011 with Lifecycle – Entire Management System
IT Service
Continuity
Management
Problem
Management
Availability
Management
© Gregory P. Rowe, gp@kgit.net.
Release and
Deployment
Management
Incident
Management
Capacity
Management
Financial
Management
Event
Management
Demand
Management
Request
Fulfillment
IT Service Operations
Access
Management
Info. Security
Management
Project
Teams
DevelopmentProcurement
Business Analysis
System Architecture
Supplier
Management
Ops Control Facilities Mgt
Service Strategy: Take a strategic view of services
The Realization of Value
Service
Level
Management
Change
Management
Infrastructure
Continual Service Improvement
Systematically improve
Design and develop
Service Transition: Implement and update
Service Operation:
Deliver & support
Service
Catalogue
Management
(Not ITSM)
Business Relationship
Management
PMO SMO
Service
Knowledge
Management
System
C
Watch the model in action.

69. Coordination Layer – The flow of
collaboration across the service life cycle
69
Senior
Leadership &
Programs
Architects Project Management
Technologists &
Implementation SMEs
Customer/Patron
Relations
Operations
Change
Management
Developers &
Design Engineers
Design
Package
Collaboration Coordination
BRM
Reference
Architectures
SMO*
PMO
Automated
Change Models
Portfolios
OLAs
Steering
Groups
Operational
Scheduling
Lifecycle
Leadership
Transition
Planning
*Service Management Office
Weak
Link
Service
Strategy
Service
Design
Service
Transition
Service
Operation
Functions through which
processes flow
easily when
properly
aligned
Context: An applied framework with a strategic
perspective on twenty-six core processes
C
Lead from the center.

70. End
See References
70

71. Contents
1. Support Activities
2. Expert Collaborating
3. Delegation of Authority over Value
4. Coordination of Changes and Tasks
5. Organizational Structure
71Hit any key for next slide when ready. Here’s what we’ll talk about.
©GregoryP.Rowe,greg@roweservices.com
Slide 18
Slide 24
Slide 30
Slide 41
Slide 53
Feel free to jump to a
section of interest,
1 through 5
(PowerPoint hyperlinks)

72. Oversight
Board or
Head Office
Projects,
Transition
Architecture,
Development
Business
Relationship
Management
Fundamental
Elements/Ops
Infrastructure
Design
Service Areas
(Technical Mgmt)
Operations &
Administration
Management
Product
Management
Service Owners
(e.g., program material
selection or creation)
Governance Council/
Audit, Finance, Quality,
Change Management
A simple example
from G.P. Rowe…
Strategy
Design
Operation
The stages of the Lifecycle
span the entire organization.
Processes within the Lifecycle
hold the lifeblood that keeps
the organization together.
For example, before formal Service Ownership, Transition Planning or Business Relationship Management, the
corresponding roles often default to a senior leader or exist on an ad hoc (“hey you”) basis. Otherwise it’s a pain
point or “sore thumb” because staff gets out of touch with changing requirements in the field or in sub-groups.
Continual Service
Improvement
© Gregory P. Rowe, greg@roweservices.com
Release &
Deployment
Management
Transition
How many organizations organically grow a collaborative structure…
Project Manager
hand-off to
Service Owner
Service Level
Management
Account/Service Reps
(e.g., leaders of
small groups)
Technical Services
But then it gets bloated.
Hard times hit hard. Crunch.
What will you do now, executive leadership?
As the organization develops, differentiation and specialization tend to evolve organically,
often with redundancies even less structured than above.
72
End User Business Services

73. Business
Relationship
Management
Finance &
Accounting
Business Architecture -- Designing for Value
Programs,
Innovation &
Transition
©Gregory P. Rowe, greg@roweservices.com
Procurement
& Supplier
Management
Configuration
Management
Deputy for
Technical
Services
Business
Units/Div.
(&/or Sales)
Shared Corp.
&/or Regional
Functions
Asset
Management
HR, Legal, Apps,
etc.
Operations,
Infrastructure
& Platforms
Governance
Strategic
Functional
Leadership
in Mission/
Business
Strategy
Operations
Management,
Infrastructure
Head
Transition
Management
(BA & Projects)
Research &
Development
(or Engineering)
Product
Management
QA &
Performance
Improvement
Security
Management,
Policy & Ethics
Customer
Support
Example Integrated, Collaborative
Organization (Large)
Change &
Knowledge
Management
Deputy for
End/Business
Services
Deputies
by product, region,
etc.

74. OUTLINE OF THE FRAMEWORK
74
Products & Services
Governance Systems
Strategy Management
Engineering, Knowledge & Quality Metrics
Relationships & Requirements
Master Scheduling & Resource Management
ApplicationsPrograms
Ops Control
InfrastructureFulfillment
Projects
IncidentsDevelopment
Catalogs
&
Problems
&
Portfolios
&
Design
&
Maintenance
Demand Management
Service Portfolio Management
Service Asset…
…and Configuration Management
Service Level Management
Knowledge Management
Service Catalogue Management
Business Relationship Management
Financial Management for IT Services
Access Management
Capacity Management
Availability Management
Incident Management
Information Security
Management
Supplier Management
Event Management
IT Service
Continuity Management
Request Fulfillment
CSI's 7-Step Improvement Process Problem Management
Service Validation & TestingChange Evaluation Release and Deployment Management
Change Management
Design Coordination
Transition Planning and Support
Strategy Management for IT Services
EXPANDING FROM THE CORE
by three
Overlaying an applied framework of governance to initiate strategic growth leveraging all 26 process areas.
meiosis
Founding Partners
Architecture and Engineering
Coordination,
Finance, Administration, Legal…
Business and Program Management
The framework can also be used to design career paths through an organization
utilizing individual strengths. Retention will be appropriately encouraged by
showing each -not only what they are today- but also what they are to become.
"But we only have a few people in corporate governance. How can we cover all processes?!"
Click on screen to read

75. SupportProducts
Team
Requirements
Service Reps
Cover all
Constituencies
(Channels)
Is your chaos
manageable?
Individual
Requests
Starting Point: Functions of the Second Layer
Plan &
Resource
Long-Term
Changes
(Re)Architect
Organizational
Capabilities
Action Agents
Take on Issues
ProduceProducts
© Gregory P. Rowe, gp@kgit.net
Programs
Adjust to Needs
75
1st Line Support
Response and
Points of Contact
(Admin)
Communication
of Vision
Balanced vs. Personality-Based
Leadership & Governance
Define sandboxes
Agreed service levels
Problem Solving
& Recommending
Improvements
Agree on the
need to
change
and register it
Master
Scheduling
(De-conflict)
Steering Groups
(Prioritizing Actions) Working Groups
(Designing Solutions)
Operations
Control
(Eventually 24x7)
of a Management System
The second layer is integration.
Young middle management.

76. Example: Organizations that Split at the Seams
• Reps (Service-Driven/Requirements) • Programs (Product-Driven/Dev)
• Operations and Administration
Facilities
Reps / BA
(Constituencies)
Ops/AdminProjects
Programs
(Products)
Service to Individuals
and technical specialty
Programs for Purpose
and generalist knowledge
Balanced vs. Personality-Based
"Don't ask them."
[the constituency]
"Let's ask them."
[the constituency]
Governance and Process Workflow
on Management Staff
"No one thinks of logistics until
they don't have 'em.."
"Developers can't even
talk to the field."
Provide a flexible
framework, integrated
to move with strategy.
• Facilities (Engineers/Logistics) • Projects (Event-driven/Schedules)
© Gregory P. Rowe, gp@kgit.net
Click - pause- read
The common
People/Rela. -- Tech./Prod.
creative tension