Alignment with the DBM Taxonomy: Levels 3 to 5
Level 3: Objectives Intuitive
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Primary Mission: to optimize the investment for the functionality for
a viable outcome
Performance Expectation: low
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Exhibit G
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HMS Liverpool
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This is not a Love Boat — think of a hunter killer computer that floats.
This was not, first and foremost, a ship, though it looks like one. It was an
investment in pushing the bounds of science to satisfy a yet-to-be-proven operational
need.
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Exhibit H
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The International Space Station
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Spectacular as this initiative appears, it is an investment in pushing the
bounds of science to satisfy an operational need.
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Level 4: Principles Intuitive
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Primary Mission: to renew the corporation with regard to external determinacies
Performance Expectation: nil
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Exhibit O
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Information Technology Transformation Projects
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Typical IT projects are transformations of the business environment. The world
spent a lot of time trying to "shoehorn" the Level 4 reality into a Level 2
tool. The consequence was, and still remains, not only a high rate of failure
but also perhaps an abrogation of management responsibility.
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Level 5: Values Intuitive
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Primary Mission: to optimize social value
Performance Expectation: nil
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Exhibit B
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The ID Chip
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The ID Chip is controversial due to the risk to rights and freedoms. Those
in favour of the ID Chip site crime prevention, health recognition, and security
benefits. The debate continues.
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Exhibit F
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The F-35
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The F-35 was intended for a broad spectrum of allied countries. Bulking the
order would bring the price down. Unfortunately, aggregating everyone's requirements
to a super jet may have undermined its viability.
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Exhibit J
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The Long Gun Registry
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Who has rifles is one thing. Who has a profile that should adjust their right
to bear arms is the larger question in public debate that played out on the evolving
IT baselines.
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Well, within the aforementioned Management to Governance continuum we try to
transition our taxonomy from the operation/project paradigm to a model with "five
speeds". We need to reflect on the hallmarks of each of the five circumstances
and establish what is different amongst them.
The historic transition in focus from production to infrastructure projects
entailed a shift from routine to custom management. The transition from construction
to systems-laden projects entailed a shift from detail complexity to dynamic complexity.
The transition from systems-laden projects to enterprise transformation entailed
a shift from closed systems to open systems. The transition from enterprise transformations
to public policy transformations entailed a shift from corporate culture to public
cultures. The table below summarizes the Dynamic Baseline Model (DBM) — with
five speeds, each dedicated to one of the above circumstances in our historic
project evolution. The rest of the book will expand on each of these archetypes.
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Alignment with the DBM Taxonomy: Levels 1 and 2
