Capacity-aware delivery infrastructure for scaling teams — aligned to the Systems Theory of Sustainable Human Capacity v1.0 Core Standard
All STSHC tools, indices, and infrastructure kits operate as voluntary, non-diagnostic, non-clinical planning heuristics for individual self-regulation and workflow accommodation. No component of this kit functions as a medical device, clinical decision tool, or performance management classifier. All tracking protocols are used only with voluntary participant engagement for workflow planning purposes. This kit must never be utilized as the sole basis for employment, disciplinary, or fitness-for-duty determinations.
Workbook cells enforce Batch Communication Window parameters and protected focus calendar blocks, automatically routing unscheduled synchronous meeting requests into the asynchronous communication queue. During active production phases, real-time communication is limited to two designated daily windows (see Component 2). Practitioners self-report their morning SC score voluntarily using the equation SC = (MEI + ASI + PRS) − (ABC + SFV) + 7, which resolves to a 0–20 planning scale via the +7 normalization constant. The ledger adjusts task routing suggestions accordingly based on the current capacity tier.
Custom workbook conditional formatting advances automatically at Day 43 (the first day of the maintenance and review week), transitioning the interface into the maintenance phase palette. Active deliverable milestone fields are suspended. The system re-routes tracker columns to surface documentation gaps, legacy repository refactoring tasks, and technical debt items exclusively — consistent with the STSHC v1.0 governance model for the 1-week maintenance interval.
Active deliverable quotas are suspended for the duration of the maintenance week. System columns programmatically pause new milestone fields and redirect processing bandwidth to documentation clearance, legacy repository refactoring, and technical debt elimination — the three designated maintenance priorities defined in STSHC v1.0 Section 5. New feature rollouts and client delivery targets are blocked for the full maintenance interval.
Communication channels operate under structured batch release windows during active production phases. All non-urgent communications are held in an asynchronous queue and released at two designated daily intervals only. This architecture is designed to reduce focus fragmentation and protect prefrontal processing bandwidth across the practitioner population.
All communication data is client-side encrypted in transit. Batch windows are a scheduling governance mechanism — not a server-side data control. Individual communication content is never aggregated or surfaced to management dashboards.
Structured text matrix templates to assist capacity leads in programmatically distinguishing true operational outages — which may warrant immediate synchronous response — from routine messages that can sit safely in the asynchronous queue. The gateway protocol preserves the integrity of protected focus periods while ensuring genuine emergencies are not delayed by the batch window architecture.
Total operational pause on introducing new engineering features, creative design synthesis, or client rollout targets during the maintenance interval. Processing bandwidth is redirected exclusively to internal documentation, legacy refactoring, and technical debt clearance.
The maintenance week enforces systematic clearance of internal documentation gaps and legacy repository debt accumulated during the production cycle. This preserves organizational knowledge continuity and reduces the friction overhead entering the next wave.
On day five of the maintenance week, HR / People Operations conducts the voluntary Team Planning Review using aggregate SC dataset outputs. Individual scores are never surfaced. Only team-level aggregate data (minimum cell size of five operators (n ≥ 5); any aggregate with n < 5 is suppressed) informs the review.
Following the Team Planning Review, task priorities are dynamically adjusted based on the aggregate capacity health data before the next 6-week production cycle initializes. No new wave begins without completing the Day 5 review process.
| Aggregate SC Range | Capacity Tier | Wave Initialization Guidance |
|---|---|---|
| 17–20 | Full Availability | Proceed to full production wave. Consider higher-complexity strategic initiatives. |
| 12–16 | Baseline Availability | Proceed to standard production wave. Maintain current pacing and task allocation. |
| 7–11 | Conservation State | Reduce scope of incoming wave. Prioritize low-friction deliverables. Extend maintenance week if indicated. |
| 0–6 | Restoration State | Do not initialize new production wave. Extend maintenance interval. Escalate to HR capacity review. |
Tier boundaries are theoretically derived. Cut-points will be empirically calibrated during Phase 3 validation. Treat as approximate planning ranges, not precise clinical thresholds. SC scores are voluntary planning heuristics — non-diagnostic and non-clinical.
Individual SC/ACI scores are encrypted client-side and are never stored on any server in identifiable form. The operator's own device retains the only copy of their individual time-series data. The operator's own device retains the only copy of their individual time-series data.
Organizational dashboards and the Day 5 Team Planning Review receive only aggregated, team-level statistics. No manager, HR business partner, or system administrator can retrieve an individual operator's score — by design, not by policy alone.