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

PART 1 | Editor's Note & Table of Contents | Chapter 2: Deconstructing the Paradigm
What Has Changed? | Commodity Stereotyping
Observations on: Exhibits A through G | Exhibits H through P 
Alignment with the DBM Taxonomy: Levels 1 and 2 | Levels 3 to 5
Chapter 3: Reconstructing the Paradigm | The DBM Establishes the Complexity
Matching and Mismatching | PART 3

Alignment with the DBM Taxonomy: Levels 3 to 5

Level 3: Objectives Intuitive

Primary Mission: to optimize the investment for the functionality for a viable outcome
Performance Expectation: low

Exhibit G

HMS Liverpool

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.

Exhibit H

The International Space Station

Spectacular as this initiative appears, it is an investment in pushing the bounds of science to satisfy an operational need.

Level 4: Principles Intuitive

Primary Mission: to renew the corporation with regard to external determinacies
Performance Expectation: nil

Exhibit O

Information Technology Transformation Projects

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.

Level 5: Values Intuitive

Primary Mission: to optimize social value
Performance Expectation: nil

Exhibit B

The ID Chip

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.

Exhibit F

The F-35

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.

Exhibit J

The Long Gun Registry

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.

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.

The DBM Taxonomy

Alignment with the DBM Taxonomy: Levels 1 and 2  Alignment with the DBM Taxonomy: Levels 1 and 2

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