ABSTRACT
Admittedly, the first time one uses S-Curves to plan program maturity, there are many unknowns. A deeper understanding of S-Curves helps to address this reality. Different terms have been created to deal with organizational ouchies; best practice sharing, learning organization, process documentation, quality systems and so forth. He or she uses those lessons to avoid ouchies as they present themselves. In the military, the review of lessons learned is called an after-action review. This idea seems to argue against standardization of best practices across an organization because it stifles creativity. At regular intervals, S-Curve owners meet to discuss and share what they have learned. There is less variation in the first S-Curve or two and more variation between S-Curves the longer the change effort goes on.
