2 Appendix 2: Document Management Systems

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Appendices

Appendix 1: Scorecard success factors in NPD processes______________________________ 2 Appendix 2: Document Management Systems_______________________________________ 3 Appendix 3: Project management Systems__________________________________________ 6 Appendix 4: Departments Ulrich and Eppinger vs. departments and tasks Company X____ 7 Appendix 5: Work streams DD ___________________________________________________ 9 Appendix 6: Tasks defined by TN________________________________________________ 10 Appendix 7: Design Structure Matrices of Company X.______________________________ 11 Appendix 8: Explanations of the Political Work Stream______________________________ 12 Appendix 9: Explanations of the Technical Work Stream ____________________________ 12 Appendix 10: Questionnaires for NPD project managers. ____________________________ 14 Appendix 11: Mintzberg’s Generic Structures______________________________________ 20

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Appendix 1: Scorecard success factors in NPD processes Error! Objects cannot be created from editing field codes.

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Appendix 2: Document Management Systems

A document management system (DMS) is a computer system (or set of computer programs) used to track and store electronic documents and/or images of paper documents.

The term has some overlap with the concepts of Content Management Systems and is often viewed as a component of Enterprise Content Management Systems and related to Digital Asset Management, Document imaging, Workflow systems and Records Management systems.

Most methods for managing documents address the following areas:

Location Where will documents be stored? Where will people need to go to access documents?

Physical journeys to filing cabinets and file rooms are analogous to the onscreen navigation required to use a document management system.

Filing How will documents be filed? What methods will be used to organize or index the documents to assist in later retrieval? Document management systems will typically use a database to store filing information.

Retrieval How will documents be found? Typically, retrieval encompasses both browsing through documents and searching for specific information.

Security How will documents be kept secure? How will unauthorized personnel be prevented from reading, modifying or destroying documents?

Disaster Recovery How can documents be recovered in case of destruction from fires, floods or natural disasters?

Retention

How long should documents be retained? This is an organizational policy and practice that defines what information, or documents, are to be retained; for what length of time; and what point in time the information must be removed or deleted. Retention rules are usually based on organizational practice of Records Management

Archiving

How can documents be preserved for future readability? Archiving is the removal from the active repository of documents and related metadata that have, by organizational definition, reached the end of their active lifespan, and are required to be stored, or archived, in a separate area. Usually archiving entails movement of documents, whether paper or electronic to a separate storage facility, be it an archival warehouse, or a nearline or offline storage device.

Distribution How can documents be available to the people that need them?

Workflow If documents need to pass from one person to another, what are the rules for how their work

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should flow?

Creation How are documents created? This question becomes important when multiple people need to collaborate, and the logistics of version control and authoring arise.

Authentication/A

pproval How do we provide needed requirements for legal submission to government and private industry that the documents are original and meet their standards for authentication?

Components

Document management systems commonly provide storage, versioning, metadata, security, as well as indexing and retrieval capabilities.

Metadata

Metadata is typically stored for each document. Metadata may, for example, include the date the document was stored and the identity of the user storing it. The DMS may also extract metadata from the document automatically or prompt the user to add metadata. Some systems also use optical character recognition on scanned images, or perform text extraction on electronic documents. The resulting extracted text can be used to assist users in locating documents by identifying probable keywords or providing for full text search capability, or can be used on its own. Extracted text can also be stored as a component of metadata, stored with the image, or separately as a source for searching document collections.

Integration

Many document management systems attempt to integrate document management directly into other applications, so that users may retrieve existing documents directly from the document management system repository, make changes, and save the changed document back to the repository as a new version, all without leaving the application. Such integration is commonly available for office suites and e-mail or collaboration/groupware software..

Capture

Images of paper documents using scanners or multifunction printers. Optical Character Recognition (OCR) software is often used, whether integrated into the hardware or as stand- alone software, in order to convert digital images into machine readable text.

Indexing

Track electronic documents. Indexing may be as simple as keeping track of unique document identifiers; but often it takes a more complex form, providing classification through the documents' metadata or even through word indexes extracted from the documents' contents.

Indexing exists mainly to support retrieval. One area of critical importance for rapid retrieval is the creation of an index topology.

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Retrieval

Retrieve the electronic documents from the storage. Although the notion of retrieving a particular document is simple, retrieval in the electronic context can be quite complex and powerful. Simple retrieval of individual documents can be supported by allowing the user to specify the unique document identifier, and having the system use the basic index (or a non- indexed query on its data store) to retrieve the document. More flexible retrieval allows the user to specify partial search terms involving the document identifier and/or parts of the expected metadata. This would typically return a list of documents which match the user's search terms. Some systems provide the capability to specify a Boolean expression containing multiple keywords or example phrases expected to exist within the documents' contents. The retrieval for this kind of query may be supported by previously-built indexes, or may perform more time-consuming searches through the documents' contents to return a list of the potentially relevant documents. See also Document retrieval.

Distribution Security

Document security is vital in many document management applications. Compliance requirements for certain documents can be quite complex depending on the type of documents. Some document management systems have a rights management module that allows an administrator to give access to documents based on type to only certain people or groups of people.

Workflow

Workflow is a complex problem and some document management systems have a built in workflow module. There are different types of workflow. Usage depends on the environment the EDMS is applied to. Manual workflow requires a user to view the document and decide who to send it to. Rules-based workflow allows an administrator to create a rule that dictates the flow of the document through an organization: for instance, an invoice passes through an approval process and then is routed to the accounts payable department. Dynamic rules allow for branches to be created in a workflow process. A simple example would be to enter an invoice amount and if the amount is lower than a certain set amount, it follows different routes through the organization.

Collaboration

Collaboration should be inherent in a EDMS. Documents should be capable of being retrieved by an authorized user and worked on. Access should be blocked to other users while work is being performed on the document.

Versioning

Versioning is a process by which documents are checked in or out of the document management system, allowing users to retrieve previous versions and to continue work from a selected point. Versioning is useful for documents that change over time and require updating, but it may be necessary to go back to a previous copy.

(Source: Wikipedia.com)

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Appendix 3: Project management Systems

Project management software is a term covering many types of software, including

scheduling, cost control and budget management, resource allocation, collaboration software, communication, quality management and documentation or administration systems, which are used to deal with the complexity of large projects.

Tasks of project management software Scheduling

One of the most common tasks is to schedule a series of events, and the complexity of this task can vary considerably depending on how the tool is used. Some common challenges include:

• Events which depend on one another in different ways or dependencies

• Scheduling people to work on, and resources required by, the various tasks commonly termed resource scheduling

• Dealing with uncertainties in the estimates of the duration of each task

• Arranging tasks to meet various deadlines

• Juggling multiple projects simultaneously to meet a variety of requirements Calculating critical path

In many complex schedules, there will be a critical path, or series of events that depend on each other, and whose durations directly determine the length of the whole project. Some software applications (for example, Dependency Structure Matrix solutions) can highlight these tasks, which are often a good candidate for any optimization effort.

Providing information

Project planning software needs to provide a lot of information to various people, to justify the time spent using it. Typical requirements might include:

• Tasks lists for people, and allocation schedules for resources

• Overview information on how long tasks will take to complete

• Early warning of any risks to the project

• Information on workload, for planning holidays

• Evidence

• Historical information on how projects have progressed, and in particular, how actual and planned performance are related.

(Source: Wikipedia.com)

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Appendix 4: Departments Ulrich and Eppinger vs. departments and tasks Company X

Task Department U&E Department GU

Articulate market opportunity

Marketing DD (Task 7)

Define market segments Marketing DD (Task 6)

Collect customer needs Marketing DD (Task 10, 22, 37, 112)

Identify lead users Marketing DD (Task 71)

Identify competitive products Marketing DD (Task 9, 38) Develop plan for product

options and extended product family

Marketing DD (Task 8, 14,

Set target sales Marketing Not specifically mentioned,

only economic models are made (DD)

Develop marketing plan Marketing DD (o.a. task 4, 11, 95, 106, 117, 123, 134)

Consider product platform

and architecture Design / r&d TN (149, 153)

Assess new technologies Design / r&d TAP (142) Investigate feasibility of

product concepts

Design / r&d DD (17,) TAP (142) Develop industrial design Design / r&d TN (153, 179, 183) Build and test experimental

prototypes Design / r&d Not specifically mentioned in

model Generate alternative product

architectures

Design / r&d TN (153) Define Major subsystems

and interfaces Design / r&d Not specifically mentioned in model

Refine industrial design Design / r&d TN (186, 188)

Define part geometry Design / r&d Not specifically mentioned in model

Choose materials Design / r&d TN

Assign tolerances Design / r&d TN

Complete industrial design Design / r&d TN (188, 212, 231)

Reliability testing Design / r&d Not specifically mentioned in model

Life testing Design / r&d Not specifically mentioned in model

Performance testing Design / r&d Not specifically mentioned in model

Obtain regulatory approvals Design / r&d TN (192, 194) TA-J Implement design changes Design / r&d TN (188, 212) Identify production

constraints

Manufacturing / operations TN (190, 196) / TAP (173, 169)

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Set supply chain strategy Manufacturing / operations Not specifically mentioned in model

Estimate manufacturing cost Manufacturing / operations TAP (148, 174) / TN (203 – 210)

Assess production feasibility Manufacturing / operations TN (190, 196) / TAP (173, 169)

Identify suppliers for key components

Manufacturing / operations TN (246-252) Perform make-buy analysis Manufacturing / operations TN (247) Define final assembly

scheme

Manufacturing / operations TN (231) Set target costs Manufacturing / operations TN (203-210) Define piece-part production

process

Manufacturing / operations Not specifically mentioned in model

Design tooling Manufacturing / operations Not specifically mentioned in model

Define quality assurance process

Manufacturing / operations TN (256, 258)

Facilitate supplier ramp up Manufacturing / operations TN (229 230, 246-252) Refine fabrication and

assembly process

Manufacturing / operations TN, External contractor Train work force Manufacturing / operations Not specifically mentioned in

model Refine quality assurance

processes

Manufacturing / operations TN (256, 258)

Begin production Manufacturing / operations TN (o.a. 226, 253), External contractors

Begin operation Manufacturing / operations TN (257, 259) TO Conclusion:

• DD performs 100 % of marketing tasks

• TN performs 53 % of design tasks o TAP involved 12%

o DD involved in 6 % o not specified 35 %

• TN performs 76 % of Manufacturing tasks o TAP in involved in 18%

o Not specified 23 %

Based on this analysis it is safe to say that DD can be compared to Ulrich and Eppingers marketing department, and TN can be compared to the design and Manufacturing department and TAP aids in these tasks.

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Appendix 5: Work streams DD

Elem. Work stream I. Identify II. Assess III. Select IV. Define

1. Corporate

a Portfolio management Strategic fit x x x X

b Project definition op. Framing x x ? ?

c Assurance reviews & second look x x x X

d Authorities ? ? x X

e Opportunity & project governance ? ? x X f Compliance with group policies & standards ? ? x X

2. Technical

a Concept selection & technical Definition ? ? x X

b Site selection & control ? ? x X

3. Economic

a Market Analyses & value drivers x X x X

b Tax x X x X

c Economic modeling x X x X

d Risk management ? ? x X

e Due diligence ? ? x X

f Carbon Cost factored into economics ? ? x X

4. Commercial

a Deal structure ? ? x X

b Corporate structure ? ? x X

c Partnering x X x X

d Regulatory x X x X

e Costumer focus ? ? x X

f Competitor analysis x X x X

g Financing x X x X

h Contracting & procurement ? ? x X

i Bid deals ? ? X X

5. Organizational

a Cost management x x x X

b Project planning & critical success factors x x x X

c Responsibilities & resources x x x X

d Business development & project management x x x X

e Venture Set-up x x x

6. Political

a Stakeholder management x x x X

b Issues management x x x X

c Communications x x x X

d Impact assessment (environmental, social & health) x x x X

e Permits x x x X

f HSE & Security x x x X

g SD plans ? ? ? ?

Figure 1 Different workflows at DD

The activities that are done are marked by an X in the according phase. The question marks indicate that the activity can occur, but it is not always the case.

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Appendix 6: Tasks defined by TN (…)

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Appendix 7: Design Structure Matrices of Company X.

(…)

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Appendix 8: Explanations of the Political Work Stream (…)

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Appendix 9: Explanations of the Technical Work Stream (…)

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Appendix 10: Questionnaires for NPD project managers.

Example questionnair for TAP

Questions obtained from Rodriguez et al. (2005) and Kahn (1996) Vragen:

Naam

Leeftijd

Functie

Geslacht

Aantal jaren werkzaam bij

Company X

Aantal jaren werkzaam voor TAP Werkzaam geweest op de

volgende andere afdelingen van Company X.

Interactie en Collaboratie

In hoeverre was er volgens u sprake van interactie tussen uw afdeling en de initiatiefnemer in uw vorige project met betrekking tot de volgende activiteiten?

Bijeenkomsten

Vergaderingen Nooit Soms Af en toe regelmatig vaak

Commissies / Task Force Nooit Soms Af en toe regelmatig vaak

telefoongesprekken Nooit Soms Af en toe regelmatig vaak

SMS texberichten Nooit Soms Af en toe regelmatig vaak

Email Nooit Soms Af en toe regelmatig vaak

Gedocumenteerde informatie uitwisseling

Uitwisseling van formulieren Nooit Soms Af en toe regelmatig vaak Uitwisseling van rapporten Nooit Soms Af en toe regelmatig vaak

Uitwisseling van memo's Nooit Soms Af en toe regelmatig vaak

Uitwisseling van fax materiaal / uitwisseling

van email attachments? Nooit Soms Af en toe regelmatig vaak

In hoeverre was er volgens u behoefte aan interactie tussen uw afdeling en de initiatiefnemer in uw vorige project met betrekking tot de volgende activiteiten?

Bijeenkomsten

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In hoeverre voerde uw afdeling volgens u de volgende activiteiten uit met de initiatiefnemer in uw vorige project?

Samen doelen bereiken Nooit Soms Af en toe regelmatig vaak

Gemeenschappelijk begrip hebben Nooit Soms Af en toe regelmatig vaak

informeel samenwerken Nooit Soms Af en toe regelmatig vaak

Ideeën, informatie en resources delen Nooit Soms Af en toe regelmatig vaak Dezelfde visie voor het bedrijf delen Nooit Soms Af en toe regelmatig vaak Samenwerken als een team Nooit Soms Af en toe regelmatig vaak In hoeverre was er volgens u behoefte aan vanuit uw afdeling om de volgende activiteiten uit te voeren met de initiatiefnemer in uw vorige project?

Ideeën, informatie en resources delen Nooit Soms Af en toe regelmatig vaak Dezelfde visie voor het bedrijf delen Nooit Soms Af en toe regelmatig vaak Samenwerken als een team Nooit Soms Af en toe regelmatig vaak

In hoeverre was er volgens u sprake van interactie tussen uw afdeling en TN in uw vorige project met betrekking tot de volgende activiteiten?

Bijeenkomsten

In hoeverre was er volgens u behoefte aan interactie tussen uw afdeling en TN in uw vorige project met betrekking tot de volgende activiteiten?

Bijeenkomsten

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In hoeverre voerde uw afdeling volgens u de volgende activiteiten uit met TN in uw vorige project?

Ideeën, informatie en resources delen Nooit Soms Af en toe regelmatig vaak Dezelfde visie voor het bedrijf delen Nooit Soms Af en toe regelmatig vaak Samenwerken als een team Nooit Soms Af en toe regelmatig vaak In hoeverre was er volgens u behoefte aan vanuit uw afdeling om de volgende activiteiten uit te voren met TN in uw vorige project?

Ideeën, informatie en resources delen Nooit Soms Af en toe regelmatig vaak Dezelfde visie voor het bedrijf delen Nooit Soms Af en toe regelmatig vaak Samenwerken als een team Nooit Soms Af en toe regelmatig vaak

Eerdere ervaringen en vertrouwen

In hoeverre bent u het eens met de volgende stellingen wanneer DD initiatiefnemer is van een project?

complee t mee oneens

mee oneen s

Beetje mee

oneens Neutraal

Beetje mee eens

mee een s

complee t mee eens Wij zijn tevreden met onze werk relatie met de

afdeling DD als initiatiefnemer 1 2 3 4 5 6 7

Wij vinden het leuk om met mensen van de

afdeling DD te werken 1 2 3 4 5 6 7

Zelfs als het niet zou hoeven, zou ik graag weer

met de afdeling DD als initiatiefnemer werken 1 2 3 4 5 6 7

DD is een goede afdeling om mee samen te

werken 1 2 3 4 5 6 7

Als ik met DD werk, vertrouw ik de werk relatie

die mijn afdeling heeft met DD 1 2 3 4 5 6 7

DD is oprecht en eerlijk wanneer wij

samenwerken 1 2 3 4 5 6 7

Wij geloven altijd alle informatie die DD ons

aanlevert 1 2 3 4 5 6 7

DD komt haar beloften na wanneer wij

samenwerken 1 2 3 4 5 6 7

DD is oprecht geïnteresseerd naar onze

belangen wanneer wij samenwerken 1 2 3 4 5 6 7

Wij vertrouwen in de capaciteiten van DD om

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De leden van de verschillende afdelingen hebben een andere visie op de beste manier om de doelen van een nieuw project te

bereiken 1 2 3 4 5 6 7

TAP en DD helpen elkaar om hun taken te

bereiken in de meest efficiënte manier 1 2 3 4 5 6 7

De afdelingen proberen samen doelen te

bereiken 1 2 3 4 5 6 7

De afdelingen delen ideeën, informatie en

andere resources 1 2 3 4 5 6 7

De afdelingen werken samen als een team 1 2 3 4 5 6 7

De afdelingen namen samen de technische en

operationele beslissingen 1 2 3 4 5 6 7

Er is sprake van bilaterale communicatie (in

twee richtingen) tussen TAP en DD 1 2 3 4 5 6 7

Er wordt informatie uitgewisseld tussen TAP en

DD 1 2 3 4 5 6 7

Er is sprake van open communicatie tussen de

twee afdelingen 1 2 3 4 5 6 7

TAP en DD leveren elkaar informatie en ideeën

waarvan ze denken dat ze elkaar beïnvloeden 1 2 3 4 5 6 7

De informatie die uitgewisseld wordt tussen de

twee afdelingen is adequaat en gepast 1 2 3 4 5 6 7

In hoeverre bent u het eens met de volgende stellingen als TN een project uitvoerd.

compleet mee

oneens mee oneens

Beetje mee

oneens Neut raal

Beetje mee

eens mee

eens compleet mee eens Wij zijn tevreden met onze

werk relatie met de afdeling TN 1 2 3 4 5 6 7

Wij vinden het leuk om met mensen van de afdeling TN te

werken 1 2 3 4 5 6 7

Zelfs als het niet zou hoeven, zou ik graag weer met de

afdeling TN werken 1 2 3 4 5 6 7

TN is een goede afdeling om

mee samen te werken 1 2 3 4 5 6 7

Als ik met TN werk, vertrouw ik de werk relatie die mijn afdeling

heeft met TN 1 2 3 4 5 6 7

TN is oprecht en eerlijk

wanneer wij samenwerken 1 2 3 4 5 6 7

Wij geloven altijd alle informatie

die TN ons aanlevert 1 2 3 4 5 6 7

TN komt haar beloften na

wanneer wij samenwerken 1 2 3 4 5 6 7

TN is oprecht geïnteresseerd naar onze belangen wanneer

wij samenwerken 1 2 3 4 5 6 7

Wij vertrouwen in de

capaciteiten van TN om haar taken naar behoren uit te

voeren 1 2 3 4 5 6 7

Wanneer leden van TAP en TN

samenkomen, zijn er vaak 1 2 3 4 5 6 7

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spanningen

De doelen die onze afdeling nastreeft zijn niet in lijn met die

van TN 1 2 3 4 5 6 7

Conflicten ontstaan over hoe taken uitgevoerd moeten

worden 1 2 3 4 5 6 7

De leden van de verschillende afdelingen hebben een andere visie op de beste manier om de doelen van een nieuw project

te bereiken 1 2 3 4 5 6 7

TAP en TN helpen elkaar om hun taken te bereiken in de

meest efficiënte manier 1 2 3 4 5 6 7

De afdelingen proberen samen

doelen te bereiken 1 2 3 4 5 6 7

De afdelingen delen ideeën,

informatie en andere resources 1 2 3 4 5 6 7

De afdelingen werken samen

als een team 1 2 3 4 5 6 7

De afdelingen namen samen de technische en operationele

beslissingen 1 2 3 4 5 6 7

Er is sprake van bilaterale communicatie (in twee

richtingen) tussen TAP en TN 1 2 3 4 5 6 7

Er wordt informatie

uitgewisseld tussen TAP en TN 1 2 3 4 5 6 7

Er is sprake van open

communicatie tussen de twee

afdelingen 1 2 3 4 5 6 7

TAP en TN leveren elkaar informatie en ideeën waarvan ze denken dat ze elkaar

beïnvloeden 1 2 3 4 5 6 7

De informatie die uitgewisseld wordt tussen de twee

afdelingen is adequaat en

gepast 1 2 3 4 5 6 7

Behoefte en voorzieningen

compleet mee oneens

mee oneens Neutraal mee eens compleet mee eens Voor mijn

werkzaamheden heb ik altijd de benodigde

1 2 3 4 5

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Ik weet altijd wie ik moet benaderen als zaken over het project mij onvoldoende duidelijk zijn, ook buiten mijn eigen afdeling

1 2 3 4 5

Ik heb altijd voldoende mogelijkheden om anderen te benaderen

1 2 3 4 5

De meest essentiële informatie haal ik uit rapporten en meetings

1 2 3 4 5

De meest essentiële informatie haal ik uit informele één tweetjes op de gang, belletjes en e-mail.

1 2 3 4 5

De meest essentiële informatie haal ik uit een van de beschikbare tools als projectpro,

sharepoint, SAP, etc

1 2 3 4 5

Ik ben tevreden met het huidige systeem van informatievoorziening tussen afdelingen

1 2 3 4 5

Ik weet precies wat de werkzaamheden van DD en TN zijn in het project

1 2 3 4 5

Soms heb ik het idee dat ik andere afdelingen zou kunnen helpen met informatie die voor mij beschikbaar is, maar voor hen niet

1 2 3 4 5

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Appendix 11: Mintzberg’s Generic Structures

Simple Structure Machine Bureacracy

Professional Bureaucracy

Divisionalized Form

Adhocracy Key coordination

Mechanism Direct

supervision Standardization

of work Standardization

of skills Standardization of outputs Mutual

Adjustment Key part of

organization

Strategic Apex Technostructure Operating Core Middle line Support staff Design Parameters:

Specialazation of jobs Little specialization

Much horizontal and vertical specialization

Much horizontal specialization

Some horizontal and vertical speciliation

Much horizontal specialization

Traning and

indoctrination Little Little Much Some Much training

Formalization of

behavior Little Much Little Much Little

Bureaucratic / organic Organic Bureaucratic Bureaucratic Bureaucratic Organic

Grouping Usually

functional

Usually functional

Functional and market

Market Functional and market

Unit size Large Large at bottom,

small elsewhere Large at bottom,

small elsewhere Large Small troughout Planning and Control

systems Little planning

and control Action planning Little planning and control Much

performance control

Limited action planning

Liaison devises Few Few Liason devices in

administration Few Many liason

devices throughout Decentralization Centralization Limited

horizontal decentralization

Horizontal and vertical decentralization

Limited vertical

decentralization Selective decentralization Functioning:

Strategic apex All administratice

work Fine-tuning,

coordination of functions, conflic resolution

External liasion, conflict resolution

Strategic portfolieo, performance control

External liaision, conflict resolution, work balancinc, project monitoring Operating core Informal work

with little discretion

Routine, formalized work, with little discretion

Skilled, standardized work with much individual autonomy

Tendency to formalize owing to

divisionalization

Truncated or merged with administration to do informal project work Middle line Insignificant Elaborated and

differentiated;

conflict resolution, staff liason, support of vertical flows

Controlled by rofessionals;

much mutual adjustment

Formalization of division strategy, manageing operations

Extensive but blurred with staff; involved in project work

Technostructure None Eleborated to

formalize work

Little Elaborated at HQ for performance control

Small and blurred within middle in project work

Support staff Small Often elaborated

to reduce uncertainty

Elaborated to support professional.

Split between HQ and divisions

Highly elaborated, but blurred within middle in project work

Flow of Authority Significant from

top Significant

throughout insignificant Significant

throughout Insignificant Flow of regulated

system Insignificant Significant

throughout insignificant Significant

throughout Insignificant Flow of informal

communication Significant Discouraged Significant in

Administration Some between

HQ and divisions Significant throughout Work constellations None Insignificant Some in

administration Insignificant Significant throughout Flow of decision

making Top-down Top-down Bottom-up Differentiated

between HQ and divisions

Mixed, all levels

Situational Factors:

Age and size Typically young Tipically old and

large Varies Typically old and

very large Typically young Technical system Simple, not

regulation

Regulating, but not automated, not sofisticated

Not regulating or sophisticated

Divisible, otherwise typically like Machine Bureaucracy

Very sophisticated often automated;

not regulating or sophisticated

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Figure 2: Liason devises between structures