BIG In The Minimum Words

Caring for our Capital (Asset base)
or
Maintaining and Delivering Strategy/Vision

B.I.G. Expanded

G = Governance: a term for (subjectively) balancing the total considerations to Deliver Strategy while Maintaining a long-term viable asset base
Integrated: giving appropriate regard to the synergies and contradictions between all elements/ interests
Business: All organisations with any business-like needs or wants

BIG Explained In a Few More (<30) Words

Guidance about desirable decision making to balance all short term or and tactical factors with long term strategic ones. Tailorable by any/ every organising

Longer (<150 Words) - Balancing Operations with Evolutionary Forces

General, holistic, incomplete (BoK Page33 link to BOK Opens in this window 🙁 ) guidance on the set-up and actions within organisation structure elements, and between them when balancing competing interests to deliver an organisation’s Mission ('enduring reason for being’) consistent with Values in an evolving (some controlable factors others not so much) context of Threats and Opportunities and Capabilities.

Run the Organisation
Using current Operating Models, often within repeating cycles with cadences and or (&|) event driven triggers in order to provide value (products and or services &| dividends &| social return) to stakeholders.
RtO depends on shared understanding of Operating Models (OM).
The organisation’s OM’s are the means used to shape, share and deliver purpose cooperatively as directed and managed and supervised via meaningful status data->information and fair accountability (BoK Pg 46 link to BOK Opens in this window )) for decisions required and in a timely fashion)
Needs and or Opportunities to Change the Organisation's Operating Models of Procedures and or Roles and relationships arising from all triggers (internally and externally, sudden or evolving) that cause activity to amend the Run The Organisation’s operations (Target Operating Models(TOM BoK Pg 51)-> Detect->Describe-> Decide-> Develop-> Deploy as new Current Operating Models(COM)

/RtOCtO

Descriptive Précis

BIG is a Body Of Knowledge comprised of a ‘framework’ of concepts (See Ch 4 Pgs 38–60) of the BIG-BoK PDF.” and guidance and an Implementation Roadmap for the introduction of, and improvement of processes that integrate all consideration into actions, intentions/ options and culture.
Adapting BIG’s models speeds adoption of complete and appropriate capabilities and accountabilities and the information paths to enable boundedly rational decision making under conditions of (minimised) uncertainty

Production Logistics and Supply Chain Management

Governance frameworks such as Cadbury or King, COSO, Cobit etc

Listing requirements

Blockchain enabled Smart Contracts and Agentic AI

Lean and 6σ (eg TPS, kanban, muda-TIMWOODS/ mura/ muri ),

Theory of Constraints/ Flow,

Iterative and or Incremental and or Design First Development Life-Cycles,

agile mixtures of Toolkits and Product & Team Management,

Project Control flows like Prince2,

Project toolkits & Structures like Guide to the Project Management Body of Knowledge

Program Controls,

Portfolio Management approaches

Steering Committees and Board Meetings

Budgetary & Resource planning cycles,

Succession Planning,

Corporate Culture,

PMO and ERP and Accounting Conventions/ Standards/ Regulations

etc without limit

/List - Complementary

BIG is guidance based on a number of principles (self-evident and perpetually true statements that underpin and guide other structures - typically consulted when defining processes and designing procedures to meet novel situations).

BIG boils down to:-

Capturing the necessary data (eg Performance achieved) and

Transforming it into information-flows* Pg150 & Pg42-Fig.11 & Pg45
(Eg Performance versus Target and versus Alternate Options and…) for use by

Hierarchies (Organisation Structure) of Accountability Nodes
(Roles with Skills and Capacity and Authority and Autonomy - Human Capital/ People Assets or Smart Contracts on a Blockchain or Agentic AI) to make decisions about amending (or not) the

Required processes and their expression in the context specific Operational Procedures in use (OMs are Implemetations of processes in contexts by role holders)

Raw Materials (Passive Resouces/ Assets/ Capital consumed or transformed in or catalytic to the process of delivering stakeholder value)

Support and Tools available versus desirable (Assets held versus would be benefical),

Triggering Events and Cadences (and defaults for unanticipated events)

Targets and or(&|) Future Targets (Strategy, OKRs , KGIs, GQM(I) etc).

An Organisation’s Activities are within:

Business as Usual Operations
Procedures of actions and decisions within current capabilities posited to align to Current/ Implemented Strategic Vision.

Achieving future states
Target Operating Models-TOM Pg 50 link to BOK in this window to exploit amended capabilities in support of mission within shifting global influences.

Strategy and Strategic Processes Pg 34 Fig 6

Strategy Information Model

Strategy Implementation ={Define and Build/Acquire and Integrate Assets}

Strategy Delivery (Use assets to provide benefits to selected stakeholders)

Hierarchy of roles

Tools

Processes->Procedures / Methods

Triggers/ Cadences

} /Operating Model-41&49-58

Strategy LifeCycle (Operating Model) Pg 41

BIG Integration (of Operating Models)
} /Key Concepts-41

Principles,

Methods (Pg 112 =“a Procedure”)

Identified by analysis of Uncertainty/ Threats & Opportunities to Purpose to give (Strategic) Goals & Controls for

Run and Change and

Progress vs ‘Burn’ and

Drivers,

Uncertainties (Possible Upsides and Downsides) are monitored & intent adjusted

}/Agenda Drivers

Boards (A form of) Accountability Node,

Portfolio Status (A form of control versus benefits received for assets employed/ consumed.
Contained self-similar -fractal structures- can be Programs, Work-Stream, Projects, Work-Packages, Jobs, Tasks, etc al),
Pg 127-examples

}/Models

Organisation -Pg66 Structure = The lines of escalation and delegation between Accountability Nodes

[Fair] Accountability -Pg75 ={
Accountability = {obligation to make decisions aligned to agreed values and objectives}
Pg 46 - Fair means Competent and appropriately Resourced
Accountability map Pg 72
Finite vs Continuous Pg 79}
}

Governance -Pg69

Data Pg 92 & 130 ={warehouse & schema, Data + Context = Information }

Information -Pg87 ={Information + Purpose = Knowledge for Decisions (using Role capabilities & Capacities) to meet Accountabilities}

Business Support Pg 35 fig 7

All feeds to a common data warehouse for MI & BI with a cadence for Dashboards & accountability

Capabilities -Skills and Capacity- grouped in the interest of some optimisations at the expense of flexibility)
} /Support

Assurance -Pg96 (A business support)
QC - Quality Control knowing what good job looks like before work starts and checking / correcting so as to deliver it while work continues
QA - quality assurance: reviewing QC’s audit trails to spot trends deficiencies and inefficiencies, Cost Benefit Analysing possible amendments to QC

Leadership -Pg98
Enabling and inspiring others to meet goals for the common good in parochial framed ways

} /Components

}/FrameWork

Lifecycles

{Issues/Threats->Needs/ Opportunity->Desires}->Action:Framing->1:Qualify Proposal Gate->Action:Agree Suitable Controls->2:Sanction Proposal Gate (Enter CtO state)->LifeCycle Actions+Metrics->3:Tech+Social-Progress Gates->4:Benefits Entry Gate->Operations Tuning->5:Benefits Stabilising Gate /Exit CtO State Gate
} / LifeCycles

Pg 30, 136 Stakeholders/ Beneficiaries ={

All those with an interest (legitimate or vested or not) ranked be influence exerted (and potential and trigger)
}

Still a work in progress…

Aaaaaaaaaaaaaaaaaaaa

5. Methods (Strategic, Product/ BAU & Finance, P3),
6. Concepts (Strategy & Strategic
7. Process,
8. Strategy Information Model={
    Vision+Strategy->Strategic Plan+Objectives}Pg45 & Operating Model={People's Duties+Capabilities,Procedures+QC,Data->Information->Decisions, Tech+Tools}Pg49)

Models(Readiness, Agendas, DataSchemas, MI Examples)

41 Strategy and Strategic Processes
= Strategy Information Model – sum
of information on ‘strategy’
= Strategy Implementation and Delivery – used outside BIG
• BIG Operating Model - how governance is integrated

Pg 42 OTIG - Opportunities, Threats, Imperatives and Goals.
OTC - Objectives, Targets and Challenges
Pg 47 PDG & PPG accountability nodes
Pg 47 Delivery = BAU
Pg 48
Strategy = Objectives
Strategic Plan = Timing sequence resources
Implementation= Enable BAU
Delivery = Run the Org
Outcomes = Results
Pg 49
Operating model = description of procedures in BAU = Actions=Results, QC+QA Assets/Agents/Resources, Decisions, Data+Context=Information+Objectives+Opinions=Decisions
Pg 51 TOM
Pg 86-90 Agenda = P2 DP Meetings
Pg 93 CommonDataModel
Pg 96 Business Support
Pg 104 Company Culture= Shared beliefs
Org Reporting Lines, + SOM & SIM}
106 Governance
Accountability
info
Data
Supports
Assurance
Leadership
Methods
Pg 111-114 Models
} /Deliverables
Pg 115-122 Introducing BIG
Pg 131 Readiness Model
Pg 136 Apdx 2

Example use

Pg 145 Document Links
External Materials
146
Pg 148 Glossary

Using the uploaded PDF as the reference to sources in the post with the following address https://big-exams.logicalmodel.net/flarum/public/d/71-complete-big-overviews. Identify errors in the cross-references in the overview post and suggest components of the source PDF that have been emitted from the overview bearing in mind it is not intended to be a complete rewrite of the PDF

Here’s a targeted analysis comparing the “Complete BIG Overviews” post at https://big-exams.logicalmodel.net/flarum/public/d/71-complete-big-overviews with the source PDF (BIG-BoKwToC.pdf). This review identifies:

Errors in cross-references (incorrect or misleading references to the PDF)
Significant omissions (important components in the PDF not reflected in the overview, while recognizing it is not a full rewrite)
Concrete suggestions for improvement

—

1. Cross-Reference Errors in the Overview Post

A. Incorrect or Incomplete Referencing of Key Concepts

Overview Issue: The post summarizes “Key Concepts” but does not clearly cite the corresponding section in the PDF (Chapter 4, pp. 38–60).
PDF Source: The PDF’s “Key Concepts” section is detailed and foundational, with definitions and diagrams.
Suggestion: Add explicit references or links to the “Key Concepts” section of the PDF (e.g., “see Chapter 4, pp. 38–60 of the PDF for full detail”).

B. Omission of Glossary and Definitions

Overview Issue: The overview does not mention the glossary or the importance of standardized definitions.
PDF Source: The PDF contains a comprehensive glossary (pp. 147–150).
Suggestion: Reference the glossary in the overview, especially for readers new to BIG terminology.

C. Inconsistent Use of Framework Components

Overview Issue: The overview sometimes mixes or abbreviates framework components, potentially confusing readers about the structure.
PDF Source: The PDF strictly divides “Key Concepts,” “Principles,” and “Components” into separate, detailed chapters.
Suggestion: Use the same headings and structure as the PDF for clarity and consistency.

D. Missing References to Appendices and Models

Overview Issue: The overview does not mention the appendices, which contain models and additional BIG information.
PDF Source: Appendix 1 (pp. 123–134) and Appendix 2 (pp. 135–146) provide valuable supporting material.
Suggestion: Briefly mention that appendices in the PDF contain models and further reading for those seeking depth.

—

2. Significant Omissions from the Overview

A. The “BIG Journey” and Capability Building

Omission: The overview does not cover the “BIG Journey” (Chapter 8, pp. 115–122) or “Building a BIG Capability” (Chapter 7, pp. 101–114).
PDF Content: These chapters provide stepwise guidance for organizations to implement BIG, including capability maturity and phased adoption.
Suggestion: Add a summary or note about the “BIG Journey” and capability-building steps, even if only as a pointer for further reading.

B. Principles and Practical Examples

Omission: The overview may list principles but omits practical examples or case studies provided in the PDF (see Chapter 5, pp. 61–64).
Suggestion: Where possible, include a brief example or reference to the practical application of each principle.

C. Models and Visuals

Omission: The overview lacks diagrams or references to the visual models found in the PDF’s appendices.
Suggestion: Mention that the PDF provides visual models to support understanding, and suggest readers consult those sections.

D. Change Management and Implementation Challenges

Omission: The overview does not address change management or organizational challenges in adopting BIG, which are discussed in the PDF (notably in Chapters 7 and 8).
Suggestion: Add a brief note about the importance of change management and direct readers to the relevant PDF chapters.

—

3. Other Notable Issues

A. Over-summarization of Complex Content

Issue: The overview condenses nuanced discussions (e.g., on governance, accountability, and integration) into single sentences or bullet points, risking loss of meaning.
Suggestion: Where brevity is necessary, add “see PDF for full discussion” to encourage deeper reading.

B. Lack of Attribution

Issue: The overview does not attribute content to the original authors or contributors listed in the PDF’s foreword and acknowledgments.
Suggestion: Add a note crediting the source document and its contributors.

—

4. Summary Table: Omissions and Reference Issues

PDF Section	Overview Status	Suggestion
Key Concepts (Ch. 4)	Summarized, not cited	Add explicit PDF page/chapter references
Glossary (Ch. 11)	Omitted	Reference glossary for terminology
Components (Ch. 6)	Summarized, structure unclear	Use PDF’s structure for clarity
Appendices (Ch. 9–10)	Omitted	Mention models and additional info in appendices
BIG Journey (Ch. 8)	Omitted	Add summary or pointer to implementation guidance
Principles (Ch. 5)	Listed, no examples	Reference PDF for practical examples
Change Management (Ch. 7–8)	Omitted	Note importance and reference relevant chapters
Visual Models	Omitted	Suggest readers view diagrams in PDF
Attribution	Omitted	Credit original authors and contributors

—

5. Concrete Suggestions for the Overview Post

Add Explicit Cross-References:
- E.g., “For a detailed explanation of
Reference the Glossary:
- “For definitions of BIG terms, see the glossary (pp. 147–150) in the PDF.”
Mention Appendices and Visuals:
- “Appendices in the PDF provide supporting models and further reading.”
Summarize or Point to Implementation Guidance:
- “For stepwise guidance on adopting BIG, see Chapters 7–8.”
Acknowledge Authors and Source:
- “This overview is based on the BIG-BoK (2023) by Business Integrated Governance CIC.”

—

In summary:
The overview post is a useful high-level summary but would benefit from clearer cross-references, mention of omitted but important sections (especially on implementation, models, and terminology), and explicit attribution to the source PDF and its contributors. This will help readers navigate between the overview and the full body of knowledge, ensuring accuracy and depth.