Processes in the Nazi System

Processes (Gestapo investigations, development and production of new military hardware, preventive detention, etc.) are important components of Nazi system (actually, of any organization). Consequently, to produce a genuinely comprehensive and user-friendly guide to Nazi Germany, it is necessary to describe and analyze these processes in a uniform way.

In other words, it is necessary to follow the same process (no pun intended) for the description and analysis of every project in the history of the Third Reich. This process is presented in an easy-to-understand visual form in a Nazi Process. Description Diagram (see Figure A4).

Unlike other objects in the Nazi system, description of Nazi processes needs not one, but three categories of diagrams. In addition to abovementioned diagram, it uses the context diagram (“Level 0”) and the decomposition diagrams (“Level 1” and, if necessary, lower-level diagrams) developed according to the rules, standards and principles of the IDEF0 visualization methodology.

The context diagram template is presented on Figure A5 and the decomposition diagram – on Figure A6.

Obviously, every description of every object in the Nazi system (not just a process), must have an executive summary (as not everyone will have the time to read the whole million-word book).

This description is also developed according to the IDEF0 standards. These standards describe project manager, its subprocesses (jobs, activities, tasks), inputs (products and/or services required by the process), outputs (products and/or services produced by the process), controls (laws, regulations, instructions that process must adhere to); tools used by the process; actors (individuals who perform jobs & activities needed by the process).

Consequently, “all of the above” must be identified, structured and analyzed.

All processes (like all organizations and events) have ultimately one and the same mission – to create the maximum possible amount of aggregate value (financial, functional, emotional and spiritual) for its stakeholders. Aggregate value (created and/or destroyed by the process in question) that must be measured and analyzed.

Therefore I will perform the “performance evaluation” of the project in question. Functional, of course (how efficient it was in achieving its objectives and whether the objectives themselves were good from the aggregate value perspective), but also legal (whether the project or some of its activities constituted a crime).

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