Viable Project Business: A Bionic Management System for Large Enterprises 3030629031, 9783030629038

Table of contents :
Abstract
Preface
Acknowledgements
Contents
Figures
Tables
1 Introduction
1.1 Challenges in Project Business
1.2 Learning from Project to Project
1.3 Improvement Machine
1.4 Benchmarking
1.5 Research Idea
Develop a Management System that utilizes the System Dynamics of Life.
1.6 Research Questions
2 State of the Art
2.1 Projects
Project Management Institute
International Project Management Association
Summary
2.2 Organizations
Summary
2.3 Lean and Agile
Agile
Lean
Summary
2.4 Learning Organization
Learning Organization
2.5 Systems Dynamics and Theory of Constraints
System Dynamics
System Archetypes
Theory of Constraints (TOC)
Summary
2.6 Autopoiesis
Autopoiesis as a Holistic Perspective on Living Organisms
2.7 Cybernetics and the Viable System Model
Cybernetics
Viable System Model
Management of Complexity
Holistic Complexity Management
Summary
2.8 Autopoietic Organizations
Autopoiesis in Sociology
Luhmann
Summary
2.9 Autocatalysis
Autocatalysis as the Reason for Autopoiesis
Autocatalytic Sets
Autocatalysis in Social Systems
Summary
2.10 Intermediate Summary
2.11 Decision for Further Research
2.12 Summary
3 Methodical Approach
3.1 Benchmarking
3.1.1 Basic Idea
3.1.2 Benchmarking Approach
3.1.3 Benchmarking Question
3.1.4 Benchmarking Partner
3.1.5 Identification of Deviations
3.1.6 Definition and Implementation of Countermeasures
3.2 Six-Step Approach
3.2.1 Identify Patterns in Living Organisms
3.2.2 Translate Patterns to Business World
3.2.3 Derive Requirements and Identify Existing Solutions
3.2.4 Define Viable Business as a Management System
3.2.5 Specialize Viable Business for Large Plant Manufacturing
3.2.6 Apply Concept in Large Organizations
3.3 Remarks
3.3.1 Humans
3.3.2 Evolution
4 Viability
4.1 Forms of Life
Business
Biology
Translations
4.1.1 Simple Viable Systems
Biology
Business
4.1.2 Simple Viable Systems with Substructures
Biology
Business
4.1.3 Multilevel Viable Systems
Biology
Business
4.1.4 Summary
4.1.4.1 Insights
4.1.4.2 Definitions
4.1.4.3 Existing Solutions
4.1.5 Annotations
Abstract Terms
Simple Viable Systems
Multi-level Viable Systems
4.2 Functions of Life
Business
Biology
Translations
4.2.1 Live Long and Prosper
Biology
Business
4.2.2 Summary
4.2.2.1 Insights
4.2.2.2 Requirements
4.2.2.3 Existing Solutions
4.2.3 Annotations
Autopoiesis: The Component That Creates Itself (and Others)
Creation and Protection
Sequence of Main Functions
4.3 Foundation of Life
Biology
Business
Translations
4.3.1 Objects and Object Types
Chemistry/Biology
Business
4.3.2 Time and Relative Dimensions in Space
Physics
Business
4.3.3 Relationships
Chemistry
Business
4.3.4 Processes
Chemistry
Business
4.3.5 Speed, Concentration and Flow
Chemistry
Business
4.3.6 Summary
4.3.6.1 Insights
4.3.6.2 Requirements
4.3.6.3 Existing Solutions
4.3.7 Annotations
About the Foundation
5 Simple Viable Systems
Business
Biology
5.1 Autocatalysis
Business
Biology
Translations
5.1.1 Processes
Biology
Business
5.1.2 Catalysts
Biology
Business
5.1.3 Auto-catalysts
Biology
Business
5.1.4 Modular Auto-catalyst
Biology
Business
5.1.5 Summary
5.1.5.1 Insights
5.1.5.2 Requirements
5.1.5.3 Existing Solutions
Process Approach
SIPOC
Muda/Waste
Fishbone Diagram
5S
PDCA
5.1.6 Annotations
Other Aspects That Have Not Been Translated
5.2 Self-Reference
Business
Biology
Translations
5.2.1 Two-Component Auto-catalyst
Biology
Business
5.2.2 Translation
Biology
Business
5.2.3 Transcription
Biology
Business
5.2.4 Evolution
Biology
Business
5.2.5 Summary
5.2.5.1 Insights
5.2.5.2 Requirements
5.2.5.3 Existing Solutions
Standard Work
Work Instructions
Tailoring
Training & Coaching
Process Improvement (PDCA, Kaizen, A3)
5.2.6 Annotations
Other Aspects That Have Not Been Translated
Training Within Industry (TWI)
5.3 Metabolic Network
Business
Biology
Translations
5.3.1 Feed the Auto-catalyst
Biology
Business
5.3.2 Metabolic Pathways
Biology
Business
5.3.3 Direct Connection
Biology
Business
5.3.4 Anabolic Pathways
Biology
Business
5.3.5 Catabolic Pathways
Biology
Business
5.3.6 Energy
Biology
Business
5.3.7 Summary
5.3.7.1 Insights
5.3.7.2 Requirements
5.3.7.3 Existing Solutions
Value Stream Mapping (VSM)
Muda, Muri, Mura
One Piece Flow, U-Cells
Make-or-Buy Decisions
Merger & Acquisition and Post-Merger Integration
Coffee Breaks
Motivation
5.3.8 Annotations
Other Aspects That Have Not Been Translated
About Building Blocks and Process Chains
Platform of Building Blocks
Systems Biology
Databases of Metabolic Pathways
5.4 System Boundary
Business
Biology
Translations
5.4.1 Inside and Outside
Biology
Business
5.4.2 Protection
Biology
Business
5.4.3 Import
Biology
Business
5.4.4 Export
Biology
Business
5.4.5 Storage
Biology
Business
5.4.6 Summary
5.4.6.1 Insights
5.4.6.2 Requirements
5.4.6.3 Existing Solutions
Empowerment of Teams
Collocated Teams
No Split Heads
5.4.7 Annotations
About Space
5.5 Lifecycle
Business
Biology
Translations
5.5.1 Replication
Biology
Business
5.5.2 Summary
5.5.2.1 Insights
5.5.2.2 Requirements
5.5.2.3 Existing Solutions
Forming-Storming-Norming-Performing
5.5.3 Annotations
About Cell Cycle
Limitations of Growth/Apoptosis
5.6 Adaptation
Business
Biology
Translations
5.6.1 Perceive, Decide, Act
Biology
Business
5.6.2 Regulation of Pathways
Biology
Business
5.6.3 Regulation of Gene Expression
Biology
Business
5.6.4 Change of Form, Movement
Biology
Business
5.6.5 Control of Lifecycle
Biology
Business
5.6.6 Signal Pathways
Biology
Business
5.6.7 Perception of the Outside World
Biology
Business
5.6.8 Summary
5.6.8.1 Insights
5.6.8.2 Requirements
5.6.8.3 Existing Solutions
Retrospective
Scorecard, Metrics and Key Performance Indicators, Dashboard
Maturity Assessments
Pull Systems, Kanban, WIP-Limit
5.6.9 Annotations
Other Aspects That Have Not Been Translated
5.7 Interactions with Other Viable Systems
Business
Biology
Autotroph
Heterotroph
Mutually Beneficial Symbiosis
Parasitism
Translations
5.7.1 Mutually Beneficial Symbiosis
Biology
Business
5.7.2 Summary
5.7.2.1 Insights
5.7.2.2 Requirements
5.7.2.3 Existing Solutions
Stakeholder Analysis
Market Segmentation and Value Propositions
Customer Orientation
Employees and Organizational Behavior
5.7.3 Annotations
Other Aspects That Have Not Been Translated
5.8 Compartments
Business
Biology
Translations
5.8.1 Compartments
Biology
Business
5.8.2 Compartment for Self-Creation
Biology
Business
5.8.3 Compartment for Export
Biology
Business
5.8.4 Compartment for Creating Blueprints
Biology
Business
5.8.5 Compartment for Creating the Primary Auto-catalyst
Biology
Business
5.8.6 Compartments for Endosymbionts
Biology
Business
5.8.7 Summary
5.8.7.1 Insights
5.8.7.2 Requirements
5.8.7.3 Existing Solutions
Lean/Agile: Visualization on Kanban boards, Obeya
Agile: Sprint meeting, dedicated roles
Getting things done: Plan
5.8.8 Annotations
Other Aspects That Have Not Been Translated
Exocytosis, Golgi Apparatus and Vesicle
Endocytosis, Endosomes and Lysosomes
Transcytosis
6 Multilevel Viable Systems
Business
Biology
6.1 Collaboration & Specialization
Business
Biology
Translations
6.1.1 Junctions
Biology
Business
6.1.2 Specialization
Biology
Business
6.1.3 Bilateral Exchange of Resources
Biology
Business
6.1.4 Multilateral Exchange of Resources
Biology
Business
6.1.5 Summary
6.1.5.1 Insights
6.1.5.2 Requirements
6.1.5.3 Existing Solutions
Self-Organizing Teams
Holacracy
Team Types in Project Business
6.2 Subsystems
Business
Biology
Translations
6.2.1 High-Level Structures
Biology
Business
6.2.2 Low-Level Structures
Biology
Business
6.2.3 Specialization of Subsystems
Biology
Business
6.2.4 Summary
6.2.4.1 Insights
6.2.4.2 Requirements
6.2.4.3 Existing Solutions
Viable System Model, Cybernetics
Hoshin Kanri
6.2.5 Annotations
Classification of Subsystems by the Main Functions
Human Medicine: Anatomy and Physiology
Human Medicine: Pathology, Inner Medicine and Pharmacology
7 Viable Business
7.1 Introduction
Structures accelerate Dynamics, Dynamics create Structures.
7.1.1 Organization
Person or Group of People
Objectives
Functions
Responsibilities and Authorities
Relationships
7.1.2 Management System
7.1.3 Viable Business Management System
7.2 System Dynamics
7.2.1 Best Working Conditions for Each Process
7.2.2 Resources
Import
Develop
Protect
Allocate
7.2.3 Reinforcement Loop
7.2.4 Balancing Loop
7.2.5 Stakeholders
Balancing Stakeholder Relationships
Give …
… and Take …
… to Create Best Working Conditions for Each Process
7.2.6 Summary
Reinforcement Loop of Self-Creation
Balancing Loop to Identify and Eliminate Bottlenecks (Adaptation)
Reinforcement Loops of Give and Take with Stakeholders (Symbiosis)
7.3 Organization
7.3.1 Organization and Stakeholders
7.3.2 Organization as a Legal Entity
7.3.3 Self
7.4 Objectives
7.4.1 Mission Statement
7.4.2 Vision Statement
7.4.3 Principles and Values
7.5 Functions
7.5.1 Create Best Working Conditions for Each Process
Best Working Conditions
Non-production Environments
Create Best Working Condition
7.5.2 Create Competences, Develop Documented Knowledge
7.5.3 Provide Resources
7.5.4 Import and Develop Resources
7.5.5 Protect Resources
7.5.6 Balance the System
7.5.7 Create Value for Stakeholders
7.5.8 Acquire Stakeholders
7.5.9 Communicate to Stakeholders
7.6 Responsibilities, Authorities and Relationships
7.6.1 Viable Role
Responsibilities and Authorities
Structures to Realize Viable Functions
7.6.2 Viable Team
Sprint Meeting
Standup
Support
Sharing Information
Sharing Resources
7.6.3 Large Viable Organization
Replication of Teams
Specialization of Teams
Team Types
7.7 Identification and Elimination of Bottlenecks
7.7.1 Perceive System
Purpose of Perception
Growth
Throughput of Functions
Stocks
Duration of Functions and Concurrency
Scarce Resources
Value for Stakeholders
Viable Business Dashboard
7.7.2 Analyze and Make Decisions
Identification of Bottlenecks
Elimination of Bottlenecks
How Management Achieves the Future State
7.8 Viable Business Management System
7.9 Summary
8 Viable Project Business
8.1 Introduction
8.1.1 People Perspective
8.1.2 Functional Perspective
Viability on Multiple Levels
Internal Stakeholders, Exchange of Resources
Purpose of Teams
8.1.3 Organizational Perspective
Teams
Team Types
Specialization
Aggregation
Association
Object-Orientation
Viable Teams
8.1.4 Time and Location Perspective
8.1.5 Team Collaboration Diagram
8.1.6 Greenfield or Brownfield?
8.2 Ontogenesis 1: Create Suborganizations
8.2.1 Team 1: Top Management Team
8.2.2 Team 2: Leadership Team
Situation/Challenge
New Team: Leadership Team
Comment
8.2.3 Team 3: Portfolio of Bids and Projects
Situation/Challenge
New Team: Portfolio of Bids & projects
New Collaborations
8.2.4 Team 4: Continuous Improvement
Situation/Challenge
New Team: Continuous Improvement Team
Comment
8.2.5 Team 5: Business Excellence
Situation/Challenge
New Team: Business Excellence
8.2.6 System Dynamics, Teams and Collaborations
8.2.7 Origin of the First Five Teams on a Timeline
8.3 Ontogenesis 2: Detail Permanent Teams
8.3.1 Growth
8.3.2 Detail Portfolio Teams and Introduce Experience Exchange
8.3.3 Detail Continuous Improvement Teams
Sub-Teams
Continuous Improvement End-to-End
Portfolio of Complex Improvements
8.3.4 Detail Leadership Teams
8.3.5 Further Detailing
8.3.6 Growth Phase on a Timeline
Permanent Teams
8.3.7 Growth and Balance
8.4 Ontogenesis 3: Add Temporary Teams
8.4.1 Add Existing Bid Teams, Project Teams and Subproject Teams
Bid Teams
Project Teams
Subproject Teams
Cascaded Portfolio
Temporary Teams Contribute to Specific Functions
8.4.2 Add Existing Improvement Programs and Projects
A3 Problem Solving
Improvement Programs and Projects
8.4.3 Team Collaboration Diagram
High-Level Structures
Low-Level Structures
8.4.4 Ontogenesis on a Timeline
Temporary Teams
Other Teams
8.5 Improvement Machine
8.5.1 Create Overall Transparency
Acquire Customers and Create Customer Value
Value Stream Analysis
Key Performance Indicators
Status of Projects
Further Detailing
8.5.2 Create Work Instructions
Best Working Conditions for a Single Process
Mapping the Fishbone to Internal Supplier Teams
Work Instructions
8.5.3 Provide Best Working Conditions
Collaboration with Project and Subproject Teams
Preparation
Training
Coaching
Support
Monitoring/Review
Collect Data
Collect Improvement Ideas
8.5.4 Collect and Categorize Improvement Ideas
Sources for Improvement Ideas
Categorization of Improvement Ideas
8.5.5 Improve with Kaizen Cards
Kaizen
8.5.6 Improve with A3 Problem Solving Story
Local Improvements
Distributed Improvements
A3 Problem Solving Story
Background/Motivation
Current State
Target State
Root Cause Analysis
Countermeasures
Effect Confirmation
Milestones and Net Benefit
Management Decision
8.5.7 Manage a Stream of A3 Problem Solving Stories
Plan 1: New ideas
Plan 2: Backlog for analysis
Plan 3: Analyze and Plan
Plan 4: Backlog for implementation
Do: Execute Countermeasures
Check 1: Check local effect
Check 2: Check remote effect
Act: Follow-up and lessons learned
8.5.8 Improve the Improvement Process
KPIs on A3 Problem Solving
Improvement Value Stream
Leaving the End-to-End Value Stream
Improvement of Improvement
8.5.9 Define the Future State
Future States
Development of Organization-Wide Future States
8.5.10 Manage Large Improvements with Programs
Program Management
Benefit Map
Program Identification Phase
Program Definition Phase
Program Execution Phase
A3s and Programs
Coordination of Programs
8.5.11 Manage a Portfolio of Programs
Portfolio
Portfolio, Program and Project Office
8.5.12 Improve Other Functions
8.5.13 Make Improvements Transparent
8.5.14 Summary: Continuous Improvement as a Team Type
Team Purpose and Scope
Team Setup
Lifecycle
Methods and Collaborations
8.5.15 How Does the Improvement Machine Help?
Problem 1: Projects do not document problems accurately
Problem 2: Teams do not exist or have insufficient resources / know-how
Problem 3: Communication between teams is too slow
Problem 4: Teams have different targets and priorities
Problem 5: Projects are not trained in new standards
Problem 6: Projects do not follow standard processes
Problem 7: Improvements are not used in new bids
Summary
8.6 Practical Implementation
8.6.1 Use Predefined Team Types as Building Blocks
8.6.2 Design the Team Collaboration Chart Based on Organizational Needs
8.6.3 Find the Best Opening Strategy
Standard Opening from Top Management
Opening with a Single Department
Opening with a Crisis Project
Opening with a Complex Improvement
Recommendation
8.7 Viable Business on Higher Levels
Large Organizations with Several Business Units
Internal Ecosystems
External Ecosystems
8.8 Summary
9 Case Studies
9.1 Case Study as a Scientific Method
9.1.1 Scientific Methods in Social Sciences
9.1.2 Case Study Design
Research Question
Propositions
Selection of Cases
Possible Cases
Selected Cases
About Parallelized Case Study and Theory Development
Chronology
Chronology of Research
Collection of Data
Analysis of Data
Reporting
Anonymity
Structure of the Case Study
9.1.3 Measures to Ensure the Quality of the Research Design
Construct Validity
Internal Validity
External Validity
Reliability
9.2 Case Study 1
Background
Implementation
Results
Observations
Learning Organization
End-to-End Coverage
Usage of Predefined Team Types
Viable Business
Conclusion
9.3 Case Study 2
Background
Implementation
Results
Observations
Volunteer Implementation
Active Part of Top Management
Conclusion
9.4 Case Study 3
Background
Implementation
Results
Observations
Top-Down Approach
Scorecard
Main Key Performance Indicators
Improvement Programs
Culture
Conclusion
9.5 Case Study 4
Background
Implementation
Business Results
Observations
Separation of Leadership Teams and Continuous Improvement Team
Top Management Driven Implementation
Collaboration Between Several Locations
Implementation in Tranches
Conclusion
9.6 Summary
Summary
10 Summary and Outlook
10.1 Translation from Biology to Business
10.2 Viable Business
Viable Business Management System
Life as the Best-of-Best Benchmark for Sustainably Growing Systems
Utilizing the System Dynamics of Life
Functional Overview Diagram
Autocatalysis, Self-Reference and Metabolism
System Boundary, Compartments
Adaptation
Symbiosis and Endosymbiosis
Viable Project Business Management System
Case Studies
10.3 Answers to the Research Questions
10.4 Outlook
1. Organizational behavior
2. Evolution
3. Foundation
4. Model for Simulation
5. Detail translation of cells
6. Translation for other business types
7. Lean and Agile
8. Business management textbooks
9. Viable Consulting
10. Digitalization of Viable Business
Appendices
Abbreviations
Glossary
5S
Amino acid
Adenosine-triphosphate (ATP)
Auto-catalyst
Best working conditions
Bottleneck
Business Catalyst
Catalyst
Competence
Continuous improvement
Deoxyribonucleic acid (DNA)
Efficiency
Effectiveness
Enzyme
Function
Improvement
Interested Party
Kanban
Large Viable Organization
Management
Management System
Metabolism
Mission
Objective
Organelle
Organization
Performance
Policy
Process (technical view of IEC)
Process (quality management view of ISO 9001)
Product
Product
Protein
Program
Project
Requirement
Resource
Ribosome
Ribozyme
RNA (ribonucleic acid)
RNA world
Strategy
Structure
Success
Sustained success
System
Top Management
Transcription
Translation
Value Stream Mapping
Viable Business Management System
Viable Organization
Viable Project Business Management System
Viable Team
Vision
Work Environment
References