CONTACTS 
0201/- Boeing                                                                                                                                                             O-00000816 0505
020101 - Mr. Garold L. Johnson
020103/- Modeling and Simulation                                                                                                                                          O-00000816 0505

SUBJECTS
Action Items SDS Records on CS Staff Meeting on Schedules and Budgets
SDS Tip of the Day Action Items Correlate with Schedule CPM WBS Corre
Review 60 Action Items Shown Pending Need SDS Update and Action Item
Action Items Correlate with Schedule CPM WBS Correlate Action Items t
Action Items Management Correlate with Schedule CPM WBS Correlate Act
Follow Up Action Items Management Correlate with Schedule CPM WBS Cor
Action Items, Liked to Context of Work and History Manages Complexity
Letter Follow Up SDS Demonstration Confirm Understanding SDS Supports
Culture Transformation Requires Visibility Discussion SDS During Meet
History Button Gary Provides Organizational Memory Knowledge

3812 -
3812 -    ..
3813 - Summary/Objective
3814 -
381401 - Follow up ref SDS 9 JJ7O,
381402 -
381403 - In our discussions the past few weeks, Gary has discussed following
381404 - action items...
381406 -       ..
381407 -      Letter to Nancy confirmning SDS
381408 -      demo and correlation with project
381409 -      requirements for command and
381410 -      control..............................  030804, ref SDS 13 N486
381412 -       ..
381413 -      Visit with Steve to disclose
381414 -      SDS demo with Nancy and request
381415 -      comment on draft letter to
381416 -      Nancy confirming SDS demo............. 030804, ref SDS 13 N456
381418 -  ..
381419 - Gary has indicated he has not had an opportunity to discuss this with
381420 - Steve.
381422 -  ..
381423 - During the call today, we discussed bringing up the meeting with Nancy
381424 - on SDS.  Transformation that empowers change in the culture to avoid
381425 - bad management by using good management for working intelligently
381426 - requires being "steady-as-she-goes" delivering work product that
381427 - improves the work, as Gary is doing, and it also requires creating
381428 - awareness through visibility from discussion of SDS and Com Metrics
381429 - during meetings and in the project record on how to apply command and
381430 - control of the record, making the association with CFISR, and
381431 - discussed on 030506.
381433 -  ..
381434 - The meeting Gary had today where the issue of command and control of
381435 - the record was raised in connection with Gary being the project
381436 - "history button," per below, ref SDS 0 NH5N, offers an opportunity to
381437 - raise the matter with Steve during a business meeting, since SDS is
381438 - the tool Gary is using for command and control of the record on combat.
381439 - Since SDS has been on the job for over six months, this record
381440 - provides reasonable grounds to discuss SDS in the meetings.
381441 -
381442 -         [On 030830 discussion of SDS begins in the project record.
381443 -         ref SDS 16 846O
381445 -       ..
381446 -      SDS links active using Aerospace company
381447 -      intranet, follow up with contact
381448 -      in Seattle............................ 030730, ref SDS 11 GE8N
381449 -
381451 -  ..
381452 - One of the key "metrics" supported by SDS for communication that was
381453 - defined on 950327, ref SDS 4 WO9P, and based on analysis from telecon
381454 - with Morris on 950204, ref SDS 3 5468, are scheduled tasks linked back
381455 - to original sources?
381457 -  ..
381458 - This can be assessed in three (3) ways by looking to see what is
381459 - shown in the...
381460 -
381461 -     1.  Schedule?
381462 -
381463 -     2.  Schedule Analysis and Adjustments record?
381465 -          ..
381466 -     3.  Action Item report for past 6 months?
381467 -
381468 -         Ran a report on Gary's records and found about 60 pending
381469 -         tasks.
381470 -
381471 -             [On 030826 Gary plans action item review with management.
381472 -             ref SDS 14 VV5I
381473 -
381474 -
381475 -
381476 -
381478 -  ..
3815 -
3816 -
3817 - 1330
3818 -
381801 - Called Gary.
381802 -
381803 - Gary pointed out there are pending tasks to improve SDS support for
381804 - the above matters in his Schedule and for action items listed in SAA.
381805 -
381806 -
381807 -
381808 -
381809 -
3819 -

SUBJECTS
History Button Manager Cannot Find Relevant Background on Agenda Sub

8103 -
810401 -  ..
810402 - Find Relevant Details Need History Button to Make Meetings Productive
810403 - Awareness History Drives Productivity of Meetings Powerful Situation
810404 - Command and Control of Daily Work Requires Timely Accurate History
810405 - History Button Makes Meetings Productive with SDS "History Machine"
810406 -
810407 - Follow up ref SDS 11 TT9O, ref SDS 9 YJ4F.
810408 -
810409 - Gary advised that during a recent meeting his boss, Steve, suddenly
810410 - paused while writing on the marking board in the conference room.  He
810411 - was preparing a list of subjects for the meeting agenda.  Steve turned
810412 - and said to everybody that he felt a little frustrated trying to
810413 - remember everything to discuss.  He smiled and said that to facilitate
810414 - the meeting he really needs a "history" button to press on the marking
810415 - board that would instantly find relevant details on background of
810416 - issues for the meeting.
810418 -  ..
810419 - Starting from a base of common history, enables building shared
810420 - meaning going forward.  This helps make meetings productive by common
810421 - reliance on shared organizational memory.  It reduces arguing and
810422 - finger pointing, solving the problem that Roy Roebuck described, and
810423 - was reviewed on 020217. ref SDS 7 9360
810425 -  ..
810426 - Asking for a "history button" aligns with Steve's comments on 030730
810427 - about making the links in SDS records active to turn on the lights of
810428 - intelligence for the project team. ref SDS 11 TT9O
810430 -  ..
810431 - At that point, Paul reached over and tapped Gary on the shoulder and
810432 - said that Gary is the "history button" everybody can push on the
810433 - project.
810435 -          ..
810436 -         [On 030828 the customer, the US Army requested that project
810437 -         history be documented and accessible on the project intranet.
810438 -         ref SDS 15 SE9S
810440 -          ..
810441 -         [On 030830 Steve's boss, Bruce, presented requirements for
810442 -         managing organizational memory from lessons learned on prior
810443 -         projects. ref SDS 16 TY9H
810445 -          ..
810446 -         [On 030830 review of Gary's record reporting this event can be
810447 -         strengthened to correlate history, knowledge, intelligence,
810448 -         SDS and CFISR to create cultural awakening and transformation.
810449 -         ref SDS 16 846O
810451 -          ..
810452 -         [On 030911 Steve requested research to use Microsoft programs
810453 -         for knowledge support by capturing important project history.
810454 -         ref SDS 17 HA6I
810456 -          ..
810457 -         [On 031211 Steve asks for Gary to put SDS record on company
810458 -         intranet so that access to links in the record will turn on
810459 -         the lights of "intelligence" for the team. ref SDS 18 5U6J
810461 -          ..
810462 -         [On 040505 Paris peace conference in 1919 heads of state began
810463 -         holding meetings hoping to avoid keeping records, but found
810464 -         the top people in the world could not remember enough to
810465 -         perform daily work; eventually leadership yielded to an even
810466 -         stronger fear of accountable for failing to get anything done,
810467 -         and so a record of organizational memory was prepared and this
810468 -         change in management practice yielded results that expedited
810469 -         progress. ref SDS 19 MQ49
810471 -       ..
810472 -      On 940114 Eric Jennet, founding member of Project Management
810473 -      Institute (PMI), noted that productivity of meetings is the weak
810474 -      link in management. ref SDS 1 2290  On 960205 a published study
810475 -      reported that people waste 70% of the day in unproductive
810476 -      meetings. ref SDS 5 5222  On 020217 review of Roy Roebuck's
810477 -      analysis of DOD program management shows meetings are not
810478 -      productive because people do not have a "history button" for
810479 -      command and control of the record noticed by Steve today.
810480 -      ref SDS 7 9360
810482 -       ..
810483 -      SDS support for a "history button" cited by Paul today at Aerospace company,
810484 -      was noted previously by Roy on 020217. ref SDS 7 3105
810486 -  ..
810487 - Steve's wish for a "history button" to review background on agenda
810488 - subjects shows progress on growing awareness that productivity of
810489 - meetings depends on fast, accurate organizational memory of work
810490 - history, including prior meetings.  Momentary awareness that drives
810491 - desire for history shows demand for front-end investment of time to
810492 - "be prepared" to work productively, explained on 950327. ref SDS 4
810493 - 8822   This addresses Gary's question of "who cares" about SDS support
810494 - for working intelligently, reported on 020217. ref SDS 7 425M
810496 -  ..
810497 - By definition situational awareness is fleeting.  Rare opportunities
810498 - are helpful to expand awareness about benefits of transformation to a
810499 - culture of knowledge. under analysis on 030718. ref SDS 10 WZ7N
810501 -  ..
810502 - In this case, Steve's awareness that accurate understanding of history
810503 - makes meetings productive presents opportunity to expand awareness
810504 - that a button to press for assembling relevant history needs support
810505 - from other buttons to capture and organize the daily record, so there
810506 - is some history available to be assembled when the "history" button is
810507 - pushed.  Gary demonstrated this to Nancy, and planned on 030804 to
810508 - mention this to Steve, per above. ref SDS 0 H09O  Accordinlgy, when
810509 - Steve asks for support that SDS provides, this seems like a reasonable
810510 - situation to perform the pending action item per above. ref SDS 0 LX9I
810512 -  ..
810513 - Paul's recognition of Gary as the "history button" on the project
810514 - shows success of planning on 020820 for a 3-layer architecture,
810515 - ref SDS 8 0001, and progress on growing visibility of SDS to meet the
810516 - demand for organizational memory when people from time-to-time become
810517 - keenely aware that accurate work history is critical to productivity.
810518 - This adds to awareness by Nancy on 030702 that organizational memory
810519 - is important, and Gary is doing a good job on combat. ref SDS 9 IX91
810521 -  ..
810522 - There is big problem of limited time looming ahead.  With only one
810523 - "history button" people can push, Grary will burn out because good
810524 - management practice capturing and managing organizational memory on a
810525 - $15B - $26B project, depending on which estimates are used, is more
810526 - than a one man job, noted below. ref SDS 0 SO44  Nancy made this point
810527 - in another letter on 030702. ref SDS 9 MG6O
810528 -
810529 -             [On 030830 Gary worried that he will not be able to keep
810530 -             up as demand grows for organizational memory to empower
810531 -             people on the job to work intelligently. ref SDS 16 8490
810533 -  ..
810534 - This record suggests analysis submitted to Gary via email...
810535 -
810536 -    1.  Following up your letter on August 13 noting that "commitments"
810537 -        impart a measure of desire on the part of people to perform
810538 -        tasks, along with requirements and objectives. There was then a
810539 -        suggestion that SDS support for command and control of the work
810540 -        enables accurate understanding on connecting the dots of cause
810541 -        and effect, which is the essential ingredient for meeting
810542 -        commitments, as related in POIMS. ref OF 6 1113
810544 -         ..
810545 -    2.  Later that day, on 030813 Jerry Nord suggested teaching SDS
810546 -        best practices to implement Com Metrics would equip MBA
810547 -        students with practical new skills for improving earnings by
810548 -        saving lives, time and money.  This notion of re-tooling
810549 -        traditional skills for information technology to support a new
810550 -        craft using tools for "knowledge" presents a powerful path for
810551 -        progress.
810553 -         ..
810554 -    3.  You properly raise a question of how to help people immersed in
810555 -        information from daily meetings, calls and email grasp the
810556 -        opportunity for transformation to a culture of knowledge?
810558 -         ..
810559 -    4.  A case in point is the meeting at Aerospace company you related today.
810560 -        Your boss was leading the meeting; and Steve paused and in a
810561 -        moment of reflection to comment something along the lines...
810562 -
810563 -           "Boy, I wish the marking board here was equipped with a
810564 -           history button that I could press to get an accurate record
810565 -           of what has transpired previously on these agenda subjects."
810566 -           ref SDS 0 NH5N
810568 -         ..
810569 -    5.  As professor Landauer would say... There is a large nugget of
810570 -        truth in Steve's wish!!", when Landauer commented on the SDS
810571 -        design for relying on text to construct knowledge rather than
810572 -        dialog and pictures under the theory of Communication Metrics,
810573 -        reported on 960221. ref SDS 6 0877
810575 -         ..
810576 -    6.  Conducting an effective meeting requires building on accurate
810577 -        understanding of background, i.e., history, experience,
810578 -        knowledge, without which, no matter how effective the
810579 -        presentation, people will be misled into taking the wrong
810580 -        action, with the result that several more meetings will be
810581 -        needed to correct the mistakes, compounding into a regress
810582 -        toward entropy, more commonly called "bumbling," noted by Henry
810583 -        Kissinger reviewed on 940609. ref SDS 2 4238  Your record on
810584 -        030801, also, lists Roy Roebuck's explanation that meetings are
810585 -        the weak link in DOD program management due to lack of command
810586 -        and control of the record, ref SDS 12 X74G, as reported in my
810587 -        record a few days later on 030804. ref SDS 13 OI37
810589 -         ..
810590 -    7.  In this case, you mentioned that today Paul made a joke and
810591 -        poked you in the arm and said that "Hey, Gary is our History
810592 -        button" on the project." ref SDS 0 XT4M
810593 -
810594 -
810596 -         ..
810597 -        Congruatulations to Gary for Investing Time to Re-tool Skills
810598 -
810599 -    8.  This record demonstrates progress on the goal to grow a culture
810600 -        of knowledge using the 3-layer architecture.  Common
810601 -        recognition that Gary is the "history button" on the job,
810602 -        deserves congratulations to you for investing the time to learn
810603 -        to press the buttons that make history faster and easier to
810604 -        capture, organize and retrieve within a time frame that is
810605 -        useful for managing the work day-to-day, per above. ref SDS 0
810606 -        2W3O
810607 -
810609 -         ..
810610 -        Business Meetings Focus on Command Control Requirements
810611 -
810612 -
810613 -    9.  As a result, I recommend consideration be given to discussing
810614 -        during your business meetings how command and control of the
810615 -        work is strengthened by deploying CFISR on the project, as you
810616 -        demonstrated to Nancy on 030801.  Using CFISR on the job opens
810617 -        up the opportunity for engineers to study in a controlled
810618 -        setting how to deploy CFISR on the battlefield of the future.
810619 -        Your record yesterday, indicated a meeting is coming up on
810620 -        CFISR.  Whatever else "communication" and "intelligence" might
810621 -        mean, the foundation must begin with accurate understanding of
810622 -        relevant history, as suggested in Steve's wish today for a
810623 -        "history button" to press in order to conduct a productive
810624 -        meeting.
810626 -         ..
810627 -   10.  As you noted today, over the past 6 months, the team has
810628 -        discovered they can press Gary for a reliable "history button."
810629 -        To move ahead, there must be discussion of the "buttons" Gary
810630 -        pushes for command and control, and, further, that command
810631 -        control, communication and intelligence are the core elements
810632 -        of CFISR, which the project is charged to deliver to the
810633 -        customer.  Communication Metrics is more than a one man job on
810634 -        a big project, so there must be a professional role sized to
810635 -        fit the work load, as Nancy noted in a letter to you on 030702.
810636 -        ref SDS 9 MG6O
810637 -
810638 -             [On 030830 Gary worried that he will not be able to keep
810639 -             up as demand grows for organizational memory to empower
810640 -             people on the job to work intelligently. ref SDS 16 8490
810642 -         ..
810643 -   11.  In other words, where, as today, there is express desire for
810644 -        good management, as Steve commented today, this invites an
810645 -        appropriate level of discussion during business meetings on
810646 -        what occurs when the "history button" is pressed.
810648 -         ..
810649 -        Rod
810650 -
810651 -
810652 -
810653 -
810654 -
8107 -