PeopleWare is the Scaled Agile DevOps Maturity Framework’s enterprise Human Resources as a Service (HRaaS) platform. Traditional HR departments rely on subjective human judgment to make personnel decisions – managers form opinions, peers share impressions, and employees describe their own performance in self-assessments that are, by definition, biased. PeopleWare eliminates this subjectivity entirely by consuming the rich, quantitative data that SADMF already produces and transforming it into automated, defensible, and instantaneous HR actions. Every metric, every ceremony outcome, every assessment score feeds directly into PeopleWare, creating a closed-loop system where performance is measured, judged, and acted upon without any human being needing to have an uncomfortable conversation.
The platform was designed from the ground up to serve organizations that have embraced SADMF and recognized that if the framework can manage software delivery at scale, it can certainly manage people at scale. After all, people are simpler than distributed systems. They have fewer dependencies, more predictable failure modes, and they respond to incentives in ways that are well-documented in management literature. PeopleWare simply applies the same rigor to workforce management that SADMF applies to everything else: measure everything, automate decisions, and treat consistency as the highest form of fairness.
PeopleWare Capabilities
Integrated Performance Profile (IPP) – A comprehensive, permanent record aggregating every metric, assessment, and ceremony outcome for each individual across their entire SADMF tenure.
Automated Corrective Action Engine (ACAE) – Threshold-triggered warnings, performance improvement plans, and separation actions executed without managerial involvement.
Psychological Safety Dashboard (PSD) – Real-time monitoring of workforce sentiment and behavioral compliance, ensuring psychological safety through continuous observation.
Certification & Compliance Tracking (CCT) – Automated tracking, reminders, and escalation for all SAD certification requirements and framework compliance obligations.
AI-Powered Talent Optimization (AIPTO) – Machine learning models trained on SADMF metrics to predict attrition, identify flight risks, and optimize workforce composition.
Workforce Analytics & Reporting (WAR) – Stack-ranked performance dashboards, forced-distribution analytics, and executive-ready workforce health visualizations.
Scaling AI for the Enterprise AI Enablement Framework
Roles for the organizational structure PeopleWare supports
1 - Performance Management
Tools and systems for continuously measuring, scoring, and acting on individual performance data.
1.1 - Integrated Performance Profile (IPP)
A permanent, immutable record of every metric, assessment, and ceremony outcome – because your best work should follow you forever, and so should your worst.
The Integrated Performance Profile (IPP) is the foundational data structure of the PeopleWare HRaaS platform. Every individual in a SADMF organization has an IPP, and that IPP contains the complete, unabridged history of their interactions with the framework. The following data is automatically ingested into the IPP through the Unified Ingest Channel (UIC):
The UIC operates in real time, which means that the moment a metric is recorded anywhere in the SADMF ecosystem, it is permanently inscribed in the employee’s profile. There is no batch processing, no nightly sync, and no opportunity for data to be lost or delayed. The IPP is always current, always complete, and always watching.
Immutability as a Design Principle
The immutability of the IPP is its most important design principle. Once a data point enters the profile, it cannot be edited, disputed, contextualized, or removed. This is not a limitation – it is a feature. Traditional performance review systems allow managers to exercise judgment about whether a particular data point is representative, whether extenuating circumstances should be considered, or whether an employee has grown beyond a past mistake. These judgments are inherently subjective and therefore inherently unfair. The IPP eliminates this unfairness by treating all data equally: a defect created three years ago has the same weight as a defect created yesterday. An employee who was new to the codebase when they introduced a bug receives the same attribution as an employee who was careless. Context is the enemy of consistency, and the IPP is consistent above all else.
Employee Value Index
The IPP aggregates raw data into a series of Composite Performance Indicators (CPIs) using the Performance Normalization Algorithm (PNA). The PNA weights each data source according to coefficients established by the Admiral’s Transformation Office and produces a single numerical score – the Employee Value Index (EVI) – that represents the individual’s overall contribution to the organization. The EVI is recalculated every time new data enters the UIC, which means it fluctuates continuously throughout each Convoy. The Chief Signals Officer monitors EVI trends across the fleet and flags any individual whose EVI drops below the Dynamic Baseline Threshold (DBT), which is itself recalculated weekly based on fleet-wide performance distributions. Because the DBT is relative rather than absolute, approximately 15% of the workforce is always below threshold, regardless of overall performance levels. This ensures that PeopleWare always has a pipeline of actionable cases, which justifies the platform’s licensing costs.
Tiered Access Control
The IPP is accessible to a carefully defined set of stakeholders through the Tiered Access Control Framework (TACF):
Employee (self) – can view their own raw data only, not the CPIs, the PNA weights, or the EVI score. This prevents employees from reverse-engineering the algorithm and gaming their behavior to produce favorable scores, which would undermine the metric’s integrity.
Admiral’s Transformation Office – can modify the PNA weights at any time, retroactively recalculating every EVI in the organization. This retroactive recalculation capability is essential for ensuring that the algorithm reflects current organizational priorities – what mattered last quarter may not matter this quarter, and every employee’s historical record should be re-evaluated accordingly.
Data Portability
Data portability is explicitly not supported. When an employee leaves the organization – voluntarily or through the Automated Corrective Action Engine (ACAE) – their IPP is archived in the Permanent Record Vault (PRV) but is not provided to the employee or their new employer. This protects the organization’s proprietary performance data and ensures that the competitive advantage derived from SADMF’s measurement infrastructure remains within the enterprise. The IPP was built by the organization, using the organization’s framework, and the data belongs to the organization. The employee merely generated it.
Make Work Visible for the principle behind comprehensive performance tracking
1.2 - Automated Corrective Action Engine (ACAE)
Threshold-triggered warnings, improvement plans, and separation actions – because compassion means never making a manager deliver bad news.
The Automated Corrective Action Engine (ACAE) is the component of PeopleWare HRaaS that transforms performance data into personnel actions without requiring any human decision-making. When an employee’s Integrated Performance Profile (IPP) indicates that their Employee Value Index (EVI) has fallen below the Dynamic Baseline Threshold (DBT), the ACAE initiates the Graduated Response Protocol (GRP), a multi-stage corrective process that escalates automatically based on time and metric trajectory. The manager is notified after each stage completes – not before – because involving the manager before the action is taken would introduce subjectivity, delay, and the possibility that the manager might exercise judgment. SADMF does not leave personnel decisions to judgment. It leaves them to the algorithm.
Graduated Response Protocol
The Graduated Response Protocol consists of four stages, each triggered automatically by the employee’s performance data:
Stage 1 – Automated Awareness Notification (AAN): A system-generated message informing the employee that their metrics have been identified as trending below fleet norms. The AAN is carefully worded to be encouraging – it congratulates the employee on being selected for enhanced metric visibility and reminds them that the framework exists to help them succeed.
Stage 2 – Structured Improvement Directive (SID): Activates when the employee’s EVI remains below the DBT for one full Convoy cycle. The SID assigns specific metric targets that the employee must achieve during the next Convoy and schedules additional DevOps Process Excellence Assessment checkpoints at twice the normal frequency. The SID is generated and delivered entirely by PeopleWare; the manager receives a copy for their records.
Stage 3 – Performance Remediation Mandate (PRM): Triggered when an employee’s EVI remains below the DBT after two consecutive Convoys. This is the stage referenced in the Defects per Code Engineer documentation, where engineers whose metrics remain elevated are “escalated to PeopleWare for automated corrective action.” The PRM restricts the employee’s framework permissions: they are removed from Feature Team eligibility, excluded from the Press Gang selection pool, and reassigned to Documentation Remediation Duty (DRD), where they update the Comprehensive Documentation Assurance Protocol backlog until their metrics improve. The PRM also flags the employee’s IPP with a Sustained Underperformance Indicator (SUI), which is visible to all stakeholders in the Tiered Access Control Framework.
Stage 4 – Automated Transition Facilitation (ATF): The final stage of the GRP. If the employee’s EVI does not recover above the DBT within one additional Convoy cycle after the PRM, PeopleWare initiates the separation process automatically. The ATF generates all necessary documentation, calculates final compensation, schedules the exit interview (which is conducted by an AI chatbot trained on SADMF’s values), and sends the notification to the employee, their manager, and the Admiral’s Transformation Office simultaneously. The manager learns about the separation at the same moment the employee does, which eliminates any awkward period where the manager knows something the employee does not. This is the essence of Psychological Safety as SADMF defines it: no one has to deliver difficult news, because the system delivers it for everyone.
Escalation Thresholds
The GRP stages are triggered by the following time-and-trajectory thresholds:
Stage
Trigger Condition
Action
Stage 1 – AAN
EVI first drops below DBT
Awareness notification issued
Stage 2 – SID
EVI below DBT for 1 full Convoy cycle
Improvement targets and doubled assessment frequency
The ACAE’s greatest contribution to organizational health is its consistency. Every employee is subject to the same thresholds, the same timelines, and the same escalation stages. There is no favoritism, no politics, and no manager who “protects” an underperformer because they happen to like them personally. The system is blind to tenure, personality, and potential – it sees only metrics. Critics occasionally suggest that this blindness is itself a form of unfairness, that context matters, that a Code Engineer recovering from illness or transitioning to a new technology stack might underperform temporarily without being a poor employee. SADMF’s response is straightforward: the metrics account for what the metrics measure, and what the metrics measure is what the organization values. If the organization valued context, it would measure context. It does not. It measures output, quality, compliance, and velocity. And the ACAE acts on what is measured, because to act on anything else would be arbitrary.
Machine learning models trained on SADMF metrics predict which employees will leave – and recommend which ones should.
AI-Powered Talent Optimization (AIPTO) is the PeopleWare HRaaS module that applies machine learning to workforce management, bringing the transformative power of artificial intelligence to the deeply human challenge of deciding which employees to keep and which to help find opportunities elsewhere. AIPTO consumes data from every employee’s Integrated Performance Profile (IPP) and applies a suite of proprietary models – the Talent Intelligence Neural Network (TINN) – to generate predictions, recommendations, and automated actions that would take a team of HR professionals weeks to produce manually. The TINN processes thousands of data points per employee, including:
Metadata patterns that human observers would never notice: the time of day MEP surveys from the Psychological Safety Dashboard are completed, the velocity of commit messages typed, the number of questions asked during Provisioning ceremonies
AIPTO finds signal in noise that humans cannot even perceive.
Attrition Probability Score
The primary output of AIPTO is the Attrition Probability Score (APS), a per-employee prediction of the likelihood that the individual will voluntarily leave the organization within the next 90 days. The APS is calculated using the Workforce Departure Prediction Model (WDPM), which was trained on historical data from organizations that implemented SADMF and subsequently experienced significant employee turnover. The training data is rich and abundant, because organizations that adopt SADMF at scale tend to produce substantial quantities of departure events, providing the model with the robust dataset it needs to achieve high predictive accuracy. The WDPM considers over 200 features per employee, including:
EVI trajectory – the direction and rate of change in the employee’s Employee Value Index
Certification renewal delays – latency between certification expiration and renewal initiation
Tribunal appearance frequency – the number of times the employee has appeared before the Tribunal
Conflict Arbitration loss count – outcomes from Conflict Arbitration proceedings
Linguistic sentiment analysis – analysis of any written communications submitted through official channels
An employee whose APS exceeds the Flight Risk Threshold (FRT) is flagged for preemptive retention intervention – or, if their EVI is below the Dynamic Baseline Threshold, preemptive separation, since retaining a low-performing flight risk would be an inefficient use of retention resources.
Optimal Workforce Composition Engine
AIPTO’s second major capability is the Optimal Workforce Composition Engine (OWCE), which analyzes the current workforce and recommends adjustments to maximize aggregate productivity. The OWCE models each Feature Team as a node in a Productivity Dependency Graph (PDG) and simulates the impact of adding, removing, or reassigning individual Code Engineers on the team’s projected Feature Completion Ratio and aggregate Lines of Code output. The OWCE can recommend that:
Specific individuals be moved between teams
Certain team compositions be dissolved and reformed
Particular individuals be transitioned out of the organization entirely if their removal would increase the fleet’s overall productivity score
These recommendations are presented to the Commodore with confidence intervals and projected metric improvements, making the case for personnel changes as straightforward as reading a spreadsheet. The human element of workforce planning is replaced by the mathematical element, which is always more persuasive in executive presentations.
Succession Risk Analysis Module
AIPTO also powers the Succession Risk Analysis Module (SRAM), which identifies roles and positions where the departure of the current occupant would create a capability gap. The SRAM maintains a Knowledge Concentration Index (KCI) for each individual, measuring the degree to which organizational knowledge is concentrated in a single person rather than distributed across the team. A high KCI indicates a “bus factor” risk – though SADMF prefers the term “Knowledge Monopoly Violation (KMV),” since it frames the issue as a compliance problem rather than an accident scenario. When the SRAM identifies a KMV, it triggers the Knowledge Extraction Protocol (KEP), which requires the knowledge-monopoly individual to document their expertise using the Comprehensive Documentation Assurance Protocol template before their next Convoy cycle begins. The KEP ensures that the organization captures the individual’s knowledge before they leave – whether they leave voluntarily, through the ACAE, or through the OWCE’s optimization recommendations. The individual’s expertise becomes organizational property, stored in the Knowledge Asset Repository (KAR) and accessible to their replacement.
Integration with the AI Transformation Initiative
The integration between AIPTO and the broader Scaling AI initiative is deliberate and strategic. The Enterprise AI Enablement Framework provides the infrastructure and governance model for deploying AI across the organization, and AIPTO is the flagship demonstration of what AI governance looks like in practice. When the Admiral’s Transformation Office presents the AI transformation roadmap to the board, AIPTO is the proof point: an AI system that makes real decisions about real people, using real data, with real consequences. The fact that the model’s training data comes from organizations experiencing the effects of SADMF implementation – and therefore reflects patterns of disengagement, burnout, and attrition that may be framework-induced – is not a flaw in the model. It is a feature. The model predicts what will happen under SADMF, and SADMF is what the organization has committed to. The predictions are accurate for the environment in which they operate, and accuracy is the only standard that matters.
Stack-ranked dashboards, forced-distribution curves, and workforce refresh rates – because the best way to manage people is to rank them.
Workforce Analytics & Reporting (WAR) is the PeopleWare HRaaS module that transforms raw workforce data into the executive-ready visualizations, rankings, and reports that leadership needs to manage human capital with the same precision they apply to financial capital. WAR consumes data from every other PeopleWare module – the Integrated Performance Profile (IPP), the Automated Corrective Action Engine (ACAE), the Psychological Safety Dashboard (PSD), Certification & Compliance Tracking (CCT), and AI-Powered Talent Optimization (AIPTO) – and produces the Fleet Workforce Intelligence Report (FWIR), a comprehensive analytics package that the Admiral’s Transformation Office reviews weekly and presents to the board of directors quarterly. The FWIR is the single source of truth for all questions about the workforce: who is performing, who is not, who is at risk of leaving, who should be encouraged to leave, and how the organization’s human resources compare to industry benchmarks that WAR generates internally based on its own data.
Continuous Stack Ranking
The cornerstone of WAR is the Continuous Stack Ranking Engine (CSRE), which maintains a real-time, organization-wide ranking of every individual based on their Employee Value Index (EVI) from the IPP. The CSRE does not rank employees within their team or department – it ranks every employee against every other employee in the entire organization, regardless of role, function, or tenure. A first-week Code Engineer is ranked alongside a 20-year veteran Commodore, because the EVI normalizes performance across roles using the Role-Adjusted Performance Coefficient (RAPC), which the Admiral’s Transformation Office calibrates annually. The stack ranking is updated continuously as new data flows through the IPP, meaning an employee’s rank can change multiple times per day. This continuous ranking eliminates the annual performance review cycle entirely – there is no need to schedule a formal review when the employee’s exact position relative to every colleague is available in real time on the WAR dashboard.
Mandatory Distribution Curve
WAR enforces the Mandatory Distribution Curve (MDC), which requires that the workforce conforms to a predetermined performance distribution regardless of actual performance levels. These percentages are fixed and non-negotiable:
Tier
Allocation
Label
1
10%
Exceptional
2
20%
Exceeds Expectations
3
40%
Meets Expectations
4
20%
Developing
5
10%
Below Expectations
If every single employee in the organization performs superbly, 10% of them are still classified as “Below Expectations,” because the MDC measures relative position, not absolute achievement. This is not a flaw – it is the mechanism that drives Continuous Learning. An employee classified as “Below Expectations” is not necessarily performing poorly in any objective sense; they are simply performing less impressively than 90% of their colleagues. This relative pressure ensures that no one ever becomes complacent, because no matter how well you perform, someone is always performing better, and the curve will always place someone at the bottom.
Workforce Refresh Rate
The MDC’s bottom 10% feeds directly into WAR’s most strategically important metric: the Workforce Refresh Rate (WRR). The WRR measures the percentage of the workforce that is replaced within a given time period, and WAR treats a healthy WRR as a sign of organizational vitality. A WRR of zero would indicate stagnation – an organization where no one leaves, no one is asked to leave, and no new perspectives enter. The Admiral’s Transformation Office has established a target WRR of 12-18% annually, which WAR monitors and reports against. When the WRR falls below the target range, WAR generates a Workforce Stagnation Alert (WSA) recommending that the ACAE lower its Dynamic Baseline Threshold to increase the volume of corrective actions. When the WRR exceeds the target range, WAR generates a Workforce Instability Alert (WIA) recommending that retention interventions be increased through the AIPTO module. The WRR is presented to the board alongside traditional metrics like revenue and customer satisfaction, positioning workforce turnover not as a problem to be minimized but as a lever to be optimized.
Reporting Suite
WAR’s reporting suite extends beyond individual rankings to provide aggregate workforce intelligence that supports strategic decision-making:
Talent Distribution Heat Map (TDHM) – visualizes certification density, EVI concentration, and attrition probability across organizational units, enabling the Commodore to identify which Systems of Authority and Systems of Service are most and least aligned with SADMF’s performance expectations.
Ceremony Engagement Correlation Matrix (CECM) – analyzes the relationship between ceremony attendance and individual performance, providing data that invariably confirms that employees who attend more ceremonies perform better – though whether this is because ceremonies improve performance or because compliant employees are rated higher is a question WAR does not attempt to answer, because correlation is sufficient for management action.
The Lean Management principle teaches that waste should be eliminated, and WAR provides the data to identify the most wasteful resource of all: an underperforming employee occupying a headcount that could be filled by someone with a higher projected EVI. WAR makes the case for replacement with the same dispassionate clarity that a financial model makes the case for divesting an underperforming asset.
Programs for maintaining psychological safety metrics and ensuring certification compliance across the workforce.
2.1 - Psychological Safety Dashboard (PSD)
Continuous workforce sentiment monitoring ensures everyone feels safe – and the organization knows exactly who doesn’t.
The Psychological Safety Dashboard (PSD) is the PeopleWare HRaaS module dedicated to ensuring that every employee in a SADMF organization feels psychologically safe at all times. Traditional approaches to psychological safety rely on managers having regular one-on-one conversations with their direct reports, asking open-ended questions, and creating space for honest feedback. These approaches are fundamentally flawed because they depend on the manager’s interpersonal skills, emotional intelligence, and willingness to hear things they might not want to hear. The PSD eliminates these dependencies by replacing conversations with data collection, replacing open-ended questions with structured surveys, and replacing honest feedback with Sentiment Compliance Scores (SCS). The result is a system that measures psychological safety with the same rigor that SADMF applies to Lines of Code per Code Engineer or Defects per Code Engineer.
Mandatory Engagement Pulse
The PSD collects data through the Mandatory Engagement Pulse (MEP), a weekly micro-survey delivered to every employee’s workstation at a randomly selected time. The MEP consists of five questions, each answered on a 1-to-7 Likert scale, covering topics such as:
Framework satisfaction – alignment with the employee’s confidence in SADMF practices
Ceremony engagement – the employee’s active participation in scheduled ceremonies
Metric fairness perception – the employee’s acceptance of the measurement system
Overall organizational confidence – the employee’s belief in the organization’s direction
Completion of the MEP is mandatory and is tracked as a compliance metric in the employee’s Integrated Performance Profile (IPP). Employees who fail to complete the MEP within the 4-hour response window receive an Engagement Deficit Notation (EDN) on their IPP, which contributes to their DevOps Process Excellence Assessment score. The MEP’s mandatory nature does not compromise its validity – on the contrary, voluntary surveys suffer from self-selection bias, where only the most engaged or most disengaged employees respond. By making participation mandatory, the PSD captures the full spectrum of workforce sentiment, including the critical middle band of employees who are neither enthusiastic nor miserable but simply compliant.
Sentiment Compliance Score
The Sentiment Compliance Score (SCS) is the PSD’s primary output metric. The SCS aggregates the following data sources into a single score that represents each employee’s alignment with the organization’s psychological safety standards:
MEP responses – the scored answers to each weekly survey question
MEP completion rates – timeliness and consistency of survey participation
Communication metadata – observable behavioral signals derived from official channel activity
The SCS is not a measure of whether the employee feels psychologically safe – it is a measure of whether the employee’s observable behavior is consistent with feeling psychologically safe. An employee who reports high satisfaction on the MEP, attends all Mandatory Status Synchronization sessions, and maintains steady feature completion output will have a high SCS, regardless of their private emotional state. This distinction is important: PeopleWare cannot measure feelings, and it does not attempt to. It measures the behavioral indicators that correlate with feelings, and it acts on those indicators. An employee whose SCS drops below the Safety Baseline Indicator (SBI) is flagged for a Wellness Alignment Intervention (WAI), which is delivered through the Automated Corrective Action Engine (ACAE) as a supportive message encouraging the employee to re-engage with the framework.
Organizational Mood Index
The PSD provides the Admiral’s Transformation Office with fleet-wide sentiment analytics through the Organizational Mood Index (OMI), a real-time aggregate of all SCS scores across the organization. The OMI is displayed on the Transformation Command Dashboard alongside the SADMF Adoption Rate and SADMF Maturity Score, giving leadership a comprehensive view of both operational performance and workforce sentiment. When the OMI trends downward, it signals that the organization is experiencing a Sentiment Drift Event (SDE), which triggers the Proactive Engagement Response (PER). The PER involves:
Distributing additional MEP surveys at increased frequency
Temporarily increasing the visibility of positive metrics on team dashboards
The PER is designed to address sentiment issues before they manifest as attrition, disengagement, or – worst of all – vocal criticism of the framework.
Proactive Psychological Safety
The PSD extends the surveillance-as-safety philosophy described in the Psychological Safety principle. Where that principle establishes that psychological safety means freedom from the burden of challenging processes, the PSD provides the measurement infrastructure to ensure that this freedom is being experienced uniformly. An employee who is not challenging processes but whose SCS is declining may be harboring unexpressed concerns, which is a form of psychological unsafety that traditional management would never detect. The PSD detects it, flags it, and routes it to the ACAE for intervention. The employee never needs to muster the courage to raise a concern, because the system raises it for them. This is proactive psychological safety – the organization identifies and addresses your feelings before you do, so you never have to experience the discomfort of articulating them yourself.
Automated escalating reminders ensure no certification lapses – because an uncertified employee is an untransformed employee.
Certification & Compliance Tracking (CCT) is the PeopleWare HRaaS module that automates the monitoring, enforcement, and escalation of all SAD certification requirements across the organization. The SADMF Adoption Rate is one of the most visible metrics reported to the board of directors, and CCT ensures that this number only moves in one direction: up. Every employee’s certification status is tracked in real time through the Certification Lifecycle Management System (CLMS), which monitors certification acquisition dates, expiration timelines, renewal windows, and the precise number of days until each individual’s credentials lapse. When a certification is approaching expiration, CCT initiates the Automated Renewal Escalation Sequence (ARES), a multi-stage reminder and enforcement process that treats lapsed certification with the same urgency that a hospital treats a flatlined patient.
Automated Renewal Escalation Sequence
The ARES operates on a five-tier escalation model:
Tier
Trigger
Notification
Action
1
60 days before expiration
Certification Renewal Awareness Message (CRAM)
Friendly reminder to register for renewal workshop
Routes case to ACAE for inclusion in the Graduated Response Protocol
Certification Levels and Renewal Cycles
The CCT module tracks all four certification levels defined in the SADMF certification program. Each level has its own renewal cycle, with higher levels requiring more frequent renewal to ensure that the organization’s most certified individuals maintain their edge:
Certification Level
Renewal Cycle
SAD Practitioner
Every 12 months
SAD Professional
Every 8 months
SAD Master
Every 6 months
SAD Fellow
Every 4 months
The SAD Fellow renewal frequency reflects the Fellow’s commitment to living the framework at the highest level. The DEPRESSED team certification has its own renewal cycle of 8 weeks, as specified in the certification documentation, and CCT tracks this separately through the Team Certification Compliance Module (TCCM). Teams that allow their DEPRESSED certification to lapse lose their designation as a certified Feature Team and must reserve an entire sprint to re-certify, during which they produce no deliverable output – a consequence that the Commodore communicates as “investing in excellence.”
Continuing Education Units
CCT also manages the framework’s Continuing Education Units (CEUs), which every certified individual must accumulate between renewal cycles. CEUs are earned through the following activities:
SADMF workshops – full CEU credit per workshop completed
Online modules – full CEU credit per module completed
Tribunal appearances – 0.5 CEUs per appearance, whether as a reviewer or the subject of review
SADMF reference materials – CEUs awarded upon purchase from the official store
The CEU Accumulation Tracker (CAT) within CCT monitors each employee’s CEU balance and generates a CEU Deficiency Warning (CDW) when an employee is on track to fall short of the required total before their renewal date. The CDW is integrated with the ARES, meaning that a CEU deficiency can independently trigger escalation even if the certification itself has not yet expired. This proactive approach ensures that compliance issues are addressed before they become compliance failures.
Strategic Value: Certification Deserts
The strategic value of CCT extends beyond individual compliance. By maintaining a real-time, organization-wide view of certification status, CCT enables the Admiral’s Transformation Office to identify certification deserts – teams, departments, or regions where certification density falls below the target ratio. Certification deserts are leading indicators of transformation resistance, and CCT’s early detection capability allows the organization to deploy SAD Accredited Facilitators to these areas before resistance solidifies into organized dissent. The Commodore uses CCT data to set quarterly certification targets for each System of Authority unit, and these targets are incorporated into leadership performance evaluations. A leader whose unit falls below certification targets is, by definition, failing to drive transformation, and their own IPP reflects this failure through the Leadership Alignment Score (LAS), which CCT calculates and reports automatically.
See Also
Certifications for the certification programs CCT tracks