| February 13, 2002 | 03 00050 61 02021301 |
Mr. Garold L. Johnson
dynalt@dynalt.com
Dynamic Alternatives
| Subject: | Com Metrics Scope of Services Review |
Dear Gary,
Thanks again for your letter on January 14, 2002 explaining goals for KM, and that your schedule for the period ahead does not permit contributing to SDS development, based on your correspondence with Morris Jones.
Note the record on January 14 seems to present an anomaly (i.e., a Knowledge Management dilemma) of calling for addressability, and yet not actually using this capability to link the record.
Covey points out that limited time and habit make improving management a big challenge.
None-the-less I continue to offer help and urge using addressability, because it enables an audit trail that aligns work with objectives, requirements and commitments, which is the core of good management. Alignment brings accountability, which some prefer to avoid, but it also strengthens intelligence, which increases the chances of being successful by avoiding mistakes. The difference between continual bumbling and using intelligence that reduces mistakes is a big part of the solution to the problem you raised in a letter on October 6, 2001 worrying about a hopeless quagmire that paralyzes productivity in big organizations. While you have proposed smaller units of organization, that begs the question of what drives productivity and what causes failed management, which now grips the world economy.
Recent review of the Enron case shows that bad management cannot succeed regardless of whether one person, 10 people or a thousand people refuse to use good management practice. While it is true that getting a lot of people to do anything is harder than getting a few people to improve, it is clear that getting even one person to link the record is a big first step.
Reluctance, even by highly motivated people, to use linking that is essential to foster a culture of knowledge in order to improve management, productivity and earnings, suggests that transitioning support is needed to help people adopt good practices at their own pace, while ensuring that vital intelligence is developed to guide the work, regardless of whether people don't have time, don't feel like it, or any of the other excuses Enron has put forward.
The US Army Corps of Engineers (USACE) published a scope of services for Communication Metrics based on experience using SDS on a project. Now that your project with Boeing is winding down, there may be an opportunity, or even a requirement, for post-project review to identify lessons learned. Recent reports of money in the current budget cycle for Boeing projects gives added incentive for guidance to help Boeing avoid problems of poor management that struck Enron.
Please consider reviewing the requirements for Com Metrics in relation to your experience with Boeing. Recently Secretary of Defense, Don Rumsfeld, commented during remarks to the War College that new realities require DOD to improve work practices one way or the other. The Secretary highlighted the need for proactive management. This might be grounds for you to comment on applying SDS based on the scope of services issued by USACE, which provides above.
Rumsfeld was asked during Q&A about how to overcome cultural resistance to improvement, which you cited in your letter on October 6, 2001. His main point was to be persistent, which, of course, does not mean being obnoxious, but rather to continue looking for ways to present in a constructive manner new ideas. He, also, talked about finding allies to form a circle of advocates or influence. This seems like an area where you can contribute significantly, given your strong insight about the need for improvement and experience with SDS that shows this method is effective. If it occurs as part of post-project review, this might not take any additional time.
Can you comment then on how the scope of services for Com Metrics correlates with your experience at Boeing, and how it might be improved to be more effective and/or more acceptable to the environment at Boeing.
Thanks very much for continued support of SDS and Com Metrics.
Sincerely,
THE WELCH COMPANY
Rod Welch
rowelch@attglobal.net