Part II - CPIM - A Collaborative Planning and Investment Methodology

Chapter 5 - An Asset-Aware Collaborative Planning and Investment Methodology (CPIM)

Chapter 6 - A Societal Architecture for the Techno Globe

Chapter 7 - A Societal Architecture Repository enabling CPIM Phases

To Part I - II - III - IV - V-Annexes - VI-References

Chapter 5 - An Asset-Aware Collaborative Planning and Investment Methodology

5.1 - A Collaborative Planning and Investment Methodology
5.2 - Re-use of Knowledge Assets in Communication
5.3 - Re-use of Knowledge Assets in a Decision Support Study
5.4 - Capabilities for CPIM
5.5 - Principles that are Realized by the CPIM Capabilities
5.6 - Including Investment Decision Making in CPIM
5.7 - Implications for CPIM of General Requirements and Constraints

To Part I (Chapter 1 - 2 - 3 - 4) _ II (5 - 6 - 7) _ III (8 - 9 - 10 - 11 - 12 - (no 13)) _ IV (14 - 15) _ V (Annexes) _ VI (References)

5.1 - A Collaborative Planning and Investment Methodology

• The phases of CPIM
• Levels of Scope
• Portfolio, Program, Project and Iteration
• Portfolio Management
• Program Management
• Project Management
• Agile Management

To the chapter

The Phases of CPIM

The Collaborative Planning Methodology (CPM) defined in the Common Approach to the US Federal Enterprise Architecture offers a simple, repeatable process that consists of integrated, multi-disciplinary analysis and results in recommendations formed in collaboration with leaders, stakeholders, planners, and implementers.

The first release of the CPM includes the master steps and detailed guidance for planners to use throughout the planning process. Enterprise architecture is but one planning discipline included in this methodology. In this e-book some methods and approaches of other planning disciplines are being interwoven into this common methodology.

CPIM01 - Identify and Validate

The purpose of this step is to identify and assess what needs to be achieved in a portfolio, program, project or iteration, understand the major drivers for change, and then define, validate, and prioritize the operational realities of the mission and goals with leadership, stakeholders, and operational staff.

During this step, the leadership, stakeholder, and customer needs and the operational requirements are validated so that ultimately, all interested parties are working towards the same, well understood, validated outcome.

CPIM02 - Research and Leverage

The purpose of this step is to identify external organizations and service providers that may have already met, or are currently facing needs similar to the ones identified in #CPIM01 - Identify and validate, and then to analyse their experiences and results to determine if they can be applied and leveraged or if a partnership can be formed to address the needs together.

In alignment with “Shared First” principle, it is at this point that the planners consult both internal and external service catalogues for pre-existing services that are relevant to the current needs. In some instances, an entire business model, policy, technology solution, or service may be reusable to address the needs defined in #CPIM01 - Identify and validate. This is an important benefit in these cost-constrained, quickly evolving times.

CPIM03 - Define and Plan

The purpose of this step is to develop the integrated plan for the adjustments to the work system that are necessary to meet the needs identified in Identify and validate, while taking into consideration the insights regarding re-use and the solution resulting from the Research and Leverage phase.

Recommended adjustments could be within any or all of the architecture domains: strategy, business, data, applications, infrastructure, and security.

CPIM04 - Invest and Execute

The purpose of this step is to make the investment decision and implement the changes as defined in the integrated plan. Many groups participate in this step, however, it is important to note that these groups will need to work as a coordinated and collaborative team to achieve the primary purpose of this step: to successfully implement the planned changes within the scope set for a project or program.

• CPIM04a: Invest (Financial flows)
• CPIM04b: Execute (Material flows)

CPIM05 - Perform and measure

The mission is performed and measured at a plateau (target) with the new capabilities planned in Define and plan and implemented in CPIM04a - Invest & CPIM04b - Execute. Prior to the implementation, the mission was performed and measured at a “baseline” plateau.

• CPIM05a: Perform - Service delivery (Material flows)
• CPIM05b: Perform - Charge users (Financial flows)
• CPIM05c: Perform - Repay investment (Financial flows)
• CPIM05d: Measure (Semiotic flows)

Asset awareness

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Levels of Scope

Both CPM and CPIM can serve as a full planning and implementation life cycle for use at all levels of scope described in the common approach:

• International ,
• National ,
• Federal ,
• Sector,
• Agency,
• Segment ,
• System, and
• Application.

Therefore we propose it as a pattern from which we derive methods that are customised for actors in

• macro journeys,
• meso journeys,
• micro journeys and
• household journeys.

Target outcome: Consistent planning and decision making that leverage experiences and results of other agencies and levels of scope as a means to address priority needs in the most efficient way possible, following recommendations formed in collaboration with local beneficiaries, leaders, interested parties, planners, and implementers.

In its most successful form, enterprise architecture is used by organizations to enable consistent planning and decision making beyond the boundaries of a single initiative, agency or business.

The Societal Architecture needs a community of practice and collaborative method that support efforts to leverage experiences, services and capital provided by others in order to achieve more efficient government service delivery and private sector operations, and synergy.

CPM served as the main source of inspiration for the Collaborative Planning and Investment Methodology (CPIM).

CPIM adds these features to CPM:

• Clarifying re-use of models (and data) in the content stratum, from portfolios, through programs to projects and small scale initiatives;
• Clarifying the link to principles;
• Adding attention for investment;
• Positioning of the steps (phases) with respect to the asset strata: content and knowledge, material, finance;
• Splitting of investment in a substeps involving material and financial resources;

Four of the five steps in Adair’s five point plan can be considered specializations of the value chains that are part of the semiotic flows.

Scaling decision making thus means that generalizations and specializations are performed for those steps, and in these an advanced use is made of Modeling tools.

To the section

Portfolio, Program, Project and Iteration

Figure 5.4 positions several management capabilities and resources and gives an impression of the potential dependencies among the planning levels Strategy, Portfolio, Program, Project and iteration.

In this book, we will focus on “model-based” dependencies among the resources that CPIM leverages:

• the 2030 Agenda Strategy must provide resources upon which the various portfolios can build,
• portfolio resources must support program, project and iteration resources,
• program resources must support project and iteration resources, and
• project resources must support iteration resources, and
• that capability/resource pairs may rest upon one another in the collaborative planning methodology.

The nature of the dependencies will be explained in the sections introducing each of the steps:

• #CPIM01 - Identify and Validate
• #CPIM02 - Research and Leverage
• #CPIM03 - Define and Plan
• #CPIM04 - Invest and Execute
• #CPIM05 - Perform and Measure

But first lets take a look at key concepts of each of the “planning” levels as defined in the Open Project Management Methodology (PM²) series by the European Commission Centre of Excellence in Project Management (European Commission, 2021 and 2022), pdf versions of which are free from the website of the Publications Office of the European Union:

• PM² Agile - Guide 3.0.1
• PM² Project Management Methodology - Guide 3.0.1.
• PM² Program Management - Guide 1.0
• PM² Portfolio Management 1.5

Note that these concepts cover only the phases CPIM01 - Identify and Validate to CPIM04 - Invest and Execute and that relatively little attention is given to the quantification of the investment, and its “recuperation” during the CPIM05 - Perform and Measure phase.

Concepts from the area of public-private partnerships may be useful for elaborating the financial aspects of the colaborative planning.

To the section

Portfolio Management

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Program Management

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Project Management

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Iterations in Continuous Improvement and Agile Management

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5.2 - Re-use of Knowledge Assets in Communication

At each planning level, communication with stakeholders is important.

In this section we will explore how communication products of initiatives with narrow scope build upon the communication products of those with a wider scope.

To the section - To the chapter

5.3 - Re-use of Knowledge Assets in Decision Support Studies

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To the chapter

5.4 - Capabilities for CPIM

The Societal Architecture General Capabilities matter for all members of the 2030 Agenda Partnership, across the public services they provide and consume, and across the initiatives to achieve the sustainable development goals. These society-wide capabilities have been derived from the General Principles of the Common Approach to the US Federal Enterprise Architecture. Each capability is introduced and where possible a link is added to an Actor Atlas page with related principles that stem from the development research.

In the socio-technical landscape where innovations involve value systems, dashboards, operational processes and supporting information systems of multiple stakeholders, the total number of requirements pertaining to the operations and systems is huge.

Where state-of-the art practices indicate a strong intra-enterprise utility of architectural frameworks, our work indicates important additional gains from the cross-level alignment of requirements captured as models at macro and meso levels and provided to the micro level and to the pico or household levels.

• The Future Ready Capability
• The Investment Support Capability
• The Shared Services Capability
• The Interoperability Standards Capability
• The Information Access Capability
• The Security and Privacy Capability
• The Technology Adoption Capability

To the chapter

The Future Ready Capability

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The Investment Support Capability

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The Shared Services Capability

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The Interoperability Standards Capability

Collaborative Planning and Investment enabled by Societal Architecture promotes intra- and inter-actor standards for aligning strategic direction with business activities and technology enablement.

Actors should ensure that selected solutions conform to international or nation-wide standards whenever possible.

See also: Open Standards Principles and the earlier cited 6th Principle for Digital Development: Create open and transparent practices.

To the section

The Information Access Capability

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The Security and Privacy Capability

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The Technology Adoption Capability

Collaborative Planning and Investment enabled by Societal Architecture helps all actors to select and implement proven market technologies. Systems should be decoupled to allow maximum flexibility. Incorporating new or proven technologies in a timely manner will help actors to cope with change.

To the section

Principles that are Realized by the CPIM Capabilities

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5.6 - Including Investment Decision Making in CPIM

In the context of the 2030 Agenda for Sustainable Development, also access to finance, and impact on material resources - the environment - are critical issues.

Finance for Development is a topic that is addressed in the Addis Ababa Action Agenda, and the environmental and social impact are addressed via the sustainable development goals and their targets.

Therefor, to CPIM we added collaborations for capital investments and operational expenses and income, to add the investment aspect.

To the chapter

5.7 - Implications for CPIM of General Requirements and Constraints

The figure below highlights constraints and requirements on the resources that CPIM depends on.

Cognitive, material and financial means are accessed in the collaborations, and for those means we have included some social requirements - these are negotiable - and systemic constraints.

To the chapter

Chapter 6 - The Societal Architecture for the Techno Globe

6.1 - Societal Architecture: an Overview
6.2 - Transformation at Multiple Levels
6.3 - Transformation at the Pico level
6.4 - Transformation at the Micro level
6.5 - Transformation at the Meso level
6.6 - Transformation at the Macro level
6.7 - Why Societal Architecture?

To Part I (Chapter 1 - 2 - 3 - 4) _ II (5 - 6 - 7) _ III (8 - 9 - 10 - 11 - 12 - (no 13)) _ IV (14 - 15) _ V (Annexes) _ VI (References)

6.1 - Societal Architecture: an Overview

The societal architecture is a reference architecture that recognizes multiple levels of scope and socio-technology in society and its transformation (SlideShare).

Everyone’s path is a composition of journey segments:

• Segments as a curious student, in sports, as a loving mother or father are part of pico-journeys, which are displayed as the highest level in the figure to convey the centrality of the human beings in the social order and as citizen.
• Segments while one is working in a business or organization. Here it is convenient to further distinguish the organizations in accordance with their mission:
  • private sector, business for profit, livelihood, non-profit, for sports, etc.: the micro level;
  • confederations protecting and representing members with similar interests with respect to the executive and legislative organs in a country, or local government unit: the meso level;
  • executive and legislative organs which set and enforce general norms for society as a whole, at levels of (geographic) scope: local over national to international

Given the common use of customer journey maps and in order to support Collaborative Planning (and Investment) at multiple levels in society we introduce terms journey map, macro journey, meso journey, micro journey and pico journey.

To the chapter

6.2 - Transformation at Multiple levels

The following sections generically characterizes actors at different levels in a modern society.

Development agendas such as Addis Ababa Action Agenda involve actors at multiple levels in society. A regulative cycle or collective regulative bundle describes one possible way to deal with (required) change by key actors and in key systems or constellations. The socio-technical level of the actors is depicted in the figure “Socio-technical Transition Pathways”.

The level (macro, meso, micro, or pico) of a principal will determine attributes of its interests (e.g., the resources for survival and growth that it must consume, produce or protect). A Principal is an entity that can own a claim to an object (such as to a piece of land, the right to harvest certain trees in a forest, a liability, the property rights of traditional or new knowledge) and be a party in a contract or agreement.

Also behavioural constraints are determined by the level. For instance:

• within their jurisdictions, macro and meso-level actors should refrain from giving preferential treatment to any of their micro or pico-level “subjects”;
• companies compete at the micro-level in their sector of industry;
• persons or teams compete in sports contests (in sports disciplines (meso-level)) or for job promotion (in the micro-context of an organization);
• the institutional instruments that governments can use to promote or protect domestic industries, or attract foreign investors, are constrained by global trade agreements.

In what follows, for each socio-technical level and for the multi-level, we will address:

• Extent and principals
• Domains and systems
• Design
• Cases
• Problems
• Outcomes and values

Extent and principals

Improved livelihood-centrism in knowledge conversions builds upon attitude changes and decisions by actors responsible at multiple levels of socio-technology and scope: macro, meso, micro and pico.

The interaction in a value-constellation of principals and entities of all four levels: pico, micro, meso and macro.

Domains & systems

What is the domain and what are typical interactions and systems at the different levels?

The ecosystem, including the natural, social and technical environment and the socio-cultural arrangements.

Improved livelihood-centrism in knowledge conversions builds upon these changes in communications:

Design

What are typical design or development methods? How is change initiated and decided?

Poverty reduction strategies.

See for instance: the Poverty-Wellbeing Shareweb.

Cases

Which cases illustrate change factors? What representative cases are there in the literature?

Several cases are included in Geels & Schot (2007).

Problems

Which approaches are used to identify problem messes?

• (Economic) Growth Diagnostics
• Benchmarking per level in combination with cross-level causal-chain analysis as illustrated in Goossenaerts (2007).

Outcomes / values

What outcomes are valued, consumed and produced? How are they measured?

Sustainable and equitable socio-economic growth by capable people in rural livelihoods. Chambers and Conway (1991) report on their search for ways in which capability, equity and sustainability can be combined so that in practice conflict is low and mutual support is high.

To the chapter

6.3 - Transformation at level Pico

Extent and principals

Humans are self-conscious, anticipatory, imaginative, creative beings. This means that they are not restricted to act in narrowly confined ways according to fixed rules of behaviour. They can invent new solutions—or they may not even see the obvious ones (Bossel, 1999, page 5.) Where people fulfil roles in economic activities, as public servants or as participants in institutions, specific skills, knowledge and attitudes are expected from them.

Persons as members of households and in the role of teachers, workers, engineers, managers, librarians, farmers, parents, public servants, politicians. For more details, see: pico-classification.

The target actors at the Pico level are all persons that might use and produce externalized knowledge during their life, education and work. The community of person-actors is very heterogeneous, with age, gender, resource endowment, education, health, kinship and family-relationships, employment and livelihood as some of the typical determinants. Yet, the Universal Declaration of Human Rights and the UN Convention on the Rights of the Child confirms the same rights for all human beings, young or aged, rich or poor.

The Actor Atlas lists and describes a range of pico-level actors (and roles).

Domains & systems

Typical interactions take place in the livelihood, the learning and/or work context of the person in which various systems are used.

In addition to the resource endowment, attitude, skills and knowledge matter.

Learning

In the Preface of atria.us, four broad competence areas are briefly explained: Communications & Teamwork, Knowledge Translation, Listening Attitude and Skills for Civic Participation.

These competences must be combined with specific knowledge, experience and physical capacities of people as they fulfil the roles of pico actors in the classes of economic activity listed in the International Standard Industrial Classification of All Economic Activities (ISIC). Without an ambition to be complete, Figure 6.2 depicts some aspects of the persons lifeworld, related goals, capabilities and gaps. The “xy digital content gap in many countries” refers to the lack of digital content in the native languages of many countries, especially developing countries.

Kolb; learning paths.

The article How companies learn your habits by Charles Duhigg (February 16, 2012, New York Times Magazine) explains and illustrates the importance of cue-routine-reward loops for people, and it explains how life-events, such as giving birth, make customers vulnerable to intervention by marketers.

The Max-Neef Model of Human-Scale Development: for a brief summary, see Max-Neef on Human Needs and Human-Scale Development(Rainforestinfo.org), or the full version as part of Human Scale Development - Conception, Application and Further Reflections (Manfred A. Max-Neef, with contributions from Antonio Elizalde, Martin Hopenhayn).

Maslow’s hierarchy of needs gives a holistic perspective on a person’s needs. These needs must be taken into consideration in change, education and training initiatives (Simons, Irwin and Drinnien, 1987).

• Physiological Needs consist of needs for oxygen, food, water, and a relatively constant body temperature. They are the strongest needs because if a person were deprived of all needs, these would come first in the person’s search for satisfaction.
• Safety Needs. When all physiological needs are satisfied and are no longer controlling thoughts and behaviours, the needs for security can become active. Adults have little awareness of their security needs except in times of emergency or periods of disorganization in the social structure (such as widespread rioting). Children often display the signs of insecurity and the need to be safe.
• Needs of Love, Affection and Belongingness can emerge next. Maslow states that people seek to overcome feelings of loneliness and alienation. This involves both giving and receiving love, affection and the sense of belonging.
• Needs for Esteem can become dominant next. These involve needs for both self-esteem and for the esteem a person gets from others. When these needs are satisfied, the person feels self-confident and valuable as a person in the world. When these needs are frustrated, the person feels inferior, weak, helpless and worthless.
• Needs for Self-Actualization are activated if and only if all of the foregoing needs are satisfied. Maslow describes self-actualization as a person’s need to be and do that which the person was “born to do.” “A musician must make music, an artist must paint, and a poet must write.” These needs make themselves felt in signs of restlessness that cannot be attributed to the non-satisfaction of the foregoing needs

For a person in a high-tech facility, Yamada (2002) explains the issues.

The Person’s Context

The Sustainable Livelihoods Framework (Chambers and Conway, 1991) offers a comprehensive view of the assets and capacities a person needs to escape poverty on a sustainable basis, and of the interactions between the vulnerability context and the poverty of persons and households. Any person needs a critical mass of assets to cope with stresses and shocks, and to maintain and enhance capabilities.

For the person in a high-tech facility, Yamada (2002) explains the issues.

Several proposed education sector initiatives to help overcoming failures in meeting fundamental human rights are listed at (possible) education Initiatives.

Cases and problems

The literature on psychology and pedagogy lists many cases and problem analyses and illustrates change factors and their drivers.

Outcomes / values

What outcomes are valued and produced? How are they measured?

In methods of sustainable development it must be ascertained that even smallholders, poor and disadvantaged persons can interactively influence the joint generation of options, joint decision making and joint actions. This is inclusion.

The use of the mother tongue in education, and the availability of educational content are important enabling conditions for smallholders’ participation in socio-economic development. They are even fundamental human rights, as stated in Article 17 of the UN Convention on the Rights of the Child. Yet in many languages the offering of educational and other content is very limited, as can be seen for a range of languages.

Care of the self and the family. Personal health and wealth.

The backlinks tab of the 2030 Agenda Indicators lists some surveys that include indicators for persons and househoulds:

• Census
• Civil Registration and Vital Statistics System (CRVS)
• Demographic and Health Survey (DHS)
• Global Findex
• Health Facility Data (HFD)
• Household Income and Expenditure Survey (HIES)
• ILO
• Labour Force Survey (LFS)
• Living Standards Measurement Survey (LSMS)
• Programme for International Student Assessment (PISA)

To the chapter

6.4 - Transformation at level Micro

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6.5 - Transformation at level Meso

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6.6 - Transformation at level Macro

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6.7 - Why Societal Architecture?

North, Wallis and Weingast (2009) explain the difference between natural states and modern societies. Modern societies create open access to economic and political organizations, and by doing so they foster political and economic competition, and development.

In the modern society, the balance between open access resources and private property is a subtle one. For knowledge resources, this balance seems to be least understood. Also claims on land, sea and its use are a contentious area.

Vagueness regarding the allocation of resources, be it land, knowledge or material, induces individual risk considerations that hinder development.

By using a multi-level classification of the actors in a “landscape” in which we distinguish biotope, sociotope and technotope we can articulate and vary the rules of interaction and the claims on resources.

By visually representing the claims that exist on contested resources various actors can be allocated better understood and delineated claims on resources, which will be inputs to the construction of sustainable and equitable futures. This construction of a sustainable future must proceed at each of the four socio-technical levels where stakeholders develop or acquire capabilities and interact with resources as mapped or encountered in their journeys.

Both the classification and the visual representations are indispensable instruments in re-architecting the socio-technical fabric of the techno-globe, to enable more inclusive, equitable and sustainable development and clarify what it means to be a member of a global partnership for the #2030Agenda for Sustainable Development - #SDGs. #LeaveNoOneBehind.

In the next chapter, we describe each CPIM phase in detail and propose modalities for performing it, taking into consideration the 2030 Agenda for Sustainable Development, the Addis Ababa Action Agenda and digital public goods.

To the chapter

Chapter 7 - A Societal Architecture Repository enabling CPIM Phases

7.1 - #CPIM01 - Identify and Validate
7.2 - #CPIM02 - Research and Leverage
7.3 - #CPIM03 - Define and Plan
7.4 - #CPIM04 - Invest and Execute
7.5 - #CPIM05 - Perform and Measure

To Part I (Chapter 1 - 2 - 3 - 4) _ II (5 - 6 - 7) _ III (8 - 9 - 10 - 11 - 12 - (no 13)) _ IV (14 - 15) _ V (Annexes) _ VI (References)

7.1 - #CPIM01 - Identify and Validate

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7.2 - #CPIM02 - Research and Leverage

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7.3 - #CPIM03 - Define and Plan

The purpose of this step is to develop the integrated plan for the adjustments to the work system that are necessary to meet the needs identified in Identify and validate, while taking into consideration the insights regarding re-use and the solution resulting from the Research and Leverage phase.

Recommended adjustments could be within any or all of the architecture domains: strategy, business, data, applications, infrastructure, and security.

The integrated plan, the project plan, defines what will be done, when it will be done, how much it will cost, how to measure success, and the significant risks to be considered. Additionally, the integrated plan includes a timeline highlighting what benefits will be achieved, when their completion can be expected, and how the benefits will be measured. It is during this step that analysis of current capabilities and environments results in recommended adjustments to meet the needs identified in Identify and validate phase.

Also during this step, the formal design and planning of the target capabilities and environment is performed. In addition to the integrated plan, the full complement of architecture, capital planning, security, records, budget, human capital, and performance compliance documents is developed based on analysis.

The end outcome is an integrated set of plans that can be considered and approved by leadership and governance.

Target outcome: At the end of this Step (which is also end of Organize and plan), leadership and stakeholders will possess an integrated set of plans and artefacts. This set of plans should be synthesized into discrete decision-making packages for leadership and governance that are appropriate given financial, political, and organizational constraints.

In (the current version of) this book we will not elaborate much on this phase as it is well-covered in project management literature and practice.

To the chapter

7.4 - #CPIM04 - Invest and Execute

The purpose of this step is to make the investment decision and implement the changes as defined in the integrated plan. Many groups participate in this step, however, it is important to note that these groups will need to work as a coordinated and collaborative team to achieve the primary purpose of this step: to successfully implement the planned changes within the scope set for a project or program.

Target outcome: A decision is made concerning the investment in the changes that were planned in Define and plan. At the end of this step the recommendations for addressing the defined needs have been implemented. If the investment is not approved, the architect, leadership, and stakeholders return to previous steps to alter the recommendations and plans for future leadership consideration. It is important to reiterate that the integrated plans and the implementation could consist of a variety of changes to include, but not limited to, policy changes, organizational changes, technology changes, process changes, and skills changes.

In (the current version of) this book we will not elaborate on this phase as it is well-covered in project management literature and practice.

To the chapter

7.5 - #CPIM05 - Perform and measure

The mission is performed and measured at a plateau (target) with the new capabilities planned in Define and plan and implemented in #CPIM04a - Invest & #CPIM04b - Execute. Prior to the implementation, the mission was performed and measured at a “baseline” plateau. The purpose of this interaction is to operate the mission and measure performance outcomes against identified metrics.

Target Outcome: The new capabilities as planned in Define and plan and implemented in #CPIM04a - Invest & #CPIM04b - Execute will be operational. The key outcome of this step is measured performance outcomes against identified metrics.

In (the current version of) this book we will not elaborate on this phase as it is well-covered in project management literature and practice.

To the chapter