In a business activity model, which of the following type of activities respond to deviations between actual and planned performance?

In a Business Activity Model (BAM), activities are categorized based on their function within a system. Controlling activities are specifically defined as the management actions taken in response to information provided by monitoring activities. When monitoring reveals a deviation between the actual performance of "doing" activities and the targets set by "planning" activities, the controlling activities are triggered to implement corrective measures. This ensures the system adapts and steers back towards its intended objectives, forming a crucial part of the system's feedback loop.

A. Monitoring activities: These activities are responsible for measuring performance and comparing it against the plan to identify deviations, but they do not take the corrective action themselves.
B. Doing activities: These are the primary, operational tasks that transform inputs into outputs. They are the subject of monitoring and control, not the control function itself.
D. Planning activities: These activities occur before the "doing" activities to set goals, define performance measures, and allocate resources. They establish the plan, they do not respond to deviations from it.

1. Checkland, P., & Poulter, J. (2006). Learning for Action: A Short Definitive Account of Soft Systems Methodology and its use for Practitioners, Teachers and Students. John Wiley & Sons. In Chapter 4, when describing the creation of a conceptual model (BAM), it is stated: "The model will need... an activity (or activities) to monitor what the system is doing... and an activity (or activities) to take control action if what is being done does not meet the performance criteria." (p. 61).

2. Wilson, B. (2001). Soft Systems Methodology: Conceptual Model Building and Its Contribution. John Wiley & Sons, Ltd. Chapter 5, "Conceptual Model Building," details the structure of a BAM, explaining that the control system consists of monitoring performance and taking control action based on that monitoring. This explicitly separates the act of monitoring from the act of controlling.

3. LSE Department of Management. (n.d.). IS471: Information Systems & Innovation - Soft Systems Methodology (SSM) [Courseware]. London School of Economics and Political Science. Lecture materials on building conceptual models consistently define the control subsystem as taking action based on feedback from the monitoring subsystem to correct deviations from the plan.