Chapter 11: Dynamic Baseline Model (DBM) Implementation
With the deconstructed paradigm and the reconstruction under the DBM, we now
have the terminology in place to more effectively discern best practices for each
Level. In this chapter we will be addressing implementation for each of the five
distinct levels — Level: 1 Process Management, Level 2: Project Management,
Level 3: Program Management, Level 4: Program Governance and Level 5:
Public Governance
This includes:
- Clarifying the Level
- Establishing a realistic performance expectation
- Managing performance at level
- Bringing it to "ground"
- Measuring performance at level
- Seeking Opportunities for Improvement
- Contracting Considerations
We need to start with a complexity diagnostic to determine which DBM Level
applies.
Clarifying the Level
Starting with a DBM diagnostic, identify internal and external determinacies
on the solution.
Level 1
The profile would feature internal determinacies only, i.e. the planned solution
should not be dependent upon functional discretion beyond the line supervisor's
control. The DBM diagnostic profile would also indicate no substantive developmental
dependencies, whether technological or otherwise, would also indicate the solution
is not contingent on custom construction elements.
Level 2
The profile would feature internal determinacies only, i.e. the planned solution
should not be dependent upon functional discretion beyond the Project Manager's
control. The DBM diagnostic profile would also indicate no substantive developmental
dependencies. The profile will indicate a solution contingency on custom construction
elements.
Level 3
The profile would feature internal determinacies only, i.e. the planned solution
should not be dependent upon variables beyond the Program Director's control.
The DBM diagnostic profile would also indicate substantive developmental dependencies.
In other words, the Program manager has substantial prerogative over the decisions
concerning the investment and functionality trade-offs ahead.
Level 4
The profile would feature external determinacies within the larger corporate structure.
This is an open system concept. In other words, others within the corporate entity
will determine your success. The control of the program is not in the exclusive
authority of the Program Director and finding the objective with that external
network is an essential element of success.
Level 5
The profile would feature external determinacies that extend to the will of the
public. This is a highly open system concept. The control of the balance between
intended implementation and public will remains in the hands of elected officials.
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Editor's
Note & Table of Contents
