This Guest paper was submitted for publication and is copyright to Mark A. Seely© 2016.
Published here March 2017

PART 2 | Editor's Note & Table of Contents
Chapter 4: Level 1 - Process Management | Level 1 Management | Performance
Chapter 5: Level 2 - Project Management | Level 2 Management | Performance
Chapter 6: Sociolytic Mindscaping  | Analysis of Analysis | Custom vs. the Standard Stereotype
Open System vs. a Closed System Stereotype | Governance versus Management
Level 2 in a Level 4 World - Much Simpler than Possible | Gaming Systems | PART 4


The performance expectation is greater than 100%. If we give a manager a budget and quota for production in a given year, we expect next year's figures to improve. In other words, relative to the initial year, we should be able to reduce funds and/or expand the yield. The extent to which this could be achieved is dependent on the learning curve inherent in the exercise. With the benefit of industry experience in many commodity domains for production, learning curve indices are readily available for reference.

To position this performance expectation within the context of the other Levels, the figure shows time on the X-axis and "Fitness For Purpose" on the Y-axis.

Depending on the learning curve for a particular commodity, the trajectory of performance relative to the initial baseline should steadily and exponentially increase through time, albeit with diminished expectations as the process trends toward a peak optimization.

A key consideration in achieving optimization is the overhead investment — automating machinery, software and the like that enable greater efficiency.

Level 1 Management  Level 1 Management

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