CONTACTS 
0201 - Tudor Engineering Company            510 419 6100 fax 419 5355
020101 - Mr. Clyde Earnest; Vice President  =Telephone

SUBJECTS
Organizations, Reports

0403 -    ..
0404 - Summary/Objective
0405 -
040501 - This was an excellent meeting.  Clyde has given considerable thought
040502 - to using SDS.  He had a series of questions based upon the experience
040503 - at Broadwater.
040504 -
040505 - Clyde will review the product liturature I left with him and let me
040506 - know his comments.  Clyde's review packet included an extract of the
040507 - document log reports section.
040508 -
040509 -
0406 -
0407 -
0408 - Competitive Products
0409 -
040901 - Clyde asked how SDS is distinguished from other PM software.
040902 - ..
040903 - I explained this is covered in the liturature I delivered to him
040904 - for review on SDS Theory, Appendix 9.  In short SDS is a micro
040905 - management tool for controlling the macro PM programs on the market.
040906 - As such, it provides a transparent control mechanism for narrative
040907 - rather than graphical activity symbols and numbers.  There are no
040908 - other products that perform the full range of SDS functions.
040909 -
040910 -
0410 -
0411 -
0412 - Linkage to other PM systems
0413 -
041301 - We discussed this point in some detail.  He was interested in the
041302 - ability of SDS to provide a uniform data entry vehicle for all
041303 - control systems.
041304 -
041305 -
041306 -  ..
0414 -
0415 - Subject Index
0416 -
041601 - Clyde asked who prepares the Subject Index.  I explained this is a
041602 - fundamental management function that should be guided by organiza-
041603 - tion policy.  Much of the structure is mandated by the endeavor.
041604 - Construction projects typically have a specification that provides a
041605 - breakdown for organizing information.
041606 -
041607 - In any event, the Subject Index has to be prepared by the organiza-
041608 - tion and should be changed only by assigned Management.  It is how-
041609 - ever, changed routinely to reflect new issues that arise.
041610 -
041611 -
041612 -
041613 -  ..
0417 -
0418 -
0419 - Control features
0420 -
042001 - Clyde asked if the product can be used without the line numbers and
042002 - the Reference field material.  He said this information is confusing
042003 - to people who do not understand the purpose of the fields.
042004 -
042005 - I made an analogy with a car to explain that, like the gas and brake
042006 - pedals, and the guages on the dash board, the line numbers are essen-
042007 - tial support features that are even easier to use than those in an
042008 - automobile which everyone accepts because they know how to use them
042009 - effectively.  Similarly, the line numbers and Reference information
042010 - appear confusing, but once mastered (which takes all of 10 minutes),
042011 - they become a powerful control tool.
042012 -
042013 -
042014 -  ..
0421 -
0422 - Time required to perform
0423 -
042301 - Clyde asked how much of the extra time I invested in Montana was to
042302 - develop the SDS program, and how much was to create the record for the
042303 - Broadwater assignment?
042304 -
042305 - He indicated that project managers and engineers have to be able to
042306 - perform their work within an 8 hour work day.
042307 -
042308 - I indicated the ratio varied depending upon what was going on at
042309 - Broadwater.  If important matters arose at the job, then a lot of
042310 - extra hours would be needed.  Guessing, I would say about 40% of my
042311 - off hours were devoted to project work, and 60% to SDS development. It
042312 - might have been the other way though.
042313 - ..
042314 - The broader point is that managers probably need a computer at
042315 - home, so they can work there as well, because they have to do whatever
042316 - it takes to get the job done.  Sometimes it takes a few hours, and
042317 - there is time to leave early; but, when the work is complicated and
042318 - important, then managers must devote all the extra time needed.  I
042319 - explained that managers already do this.  They think about the job
042320 - driving to and from work, at home, and may occassionally do some
042321 - "homework."  SDS simply makes this effort more productive.
042322 - ..
042323 - One objective of SDS is to avoid getting into situations like
042324 - Broadwater, where problems require significant extra time for review
042325 - to establish the record.  A lot of catch-up had to be performed when I
042326 - arrived at the Broadwater Dam site in August 1988.
042327 -
042328 -    [On 911001 Welch was hired by DNRC to support claim resolution
042329 -    resulting from Tudor's management. ref SDS 6 7388]
042330 -
042331 -    [On 971008 Corps of Engineers reported extra cost caused by rework
042332 -    to fix management mistakes due to lack of planning and analysis.
042333 -    ref SDS 11 2710]
042334 -
042335 - Clyde noted that Broadwater was understaffed from the beginning since
042336 - only Jeff was out there.  He said Jeff was up against a situation
042337 - where 3 or 4 people were writing him letters, and he was only one who
042338 - could respond.  He made a similar point at our first meeting on
042339 - 880815. ref SDS 1 7301
042340 - ..
042341 - On 890324, once the immediate emergency seemed to recede, DNRC
042342 - and Tudor stopped the SDS effort. ref SDS 2 6399
042343 -
042344 - The view that more on-site management could have saved Broadwater may
042345 - not recognize the need for adding "intelligence" to management.  More
042346 - staff writing letters that do not align with requirements, adds to
042347 - information congestion that cause poor decisions, and compounds
042348 - problems.
042349 -
042350 -    [On 970707 US Air Force study shows information systems degrade
042351 -    into entropy, causing failed management. ref SDS 10 0108]
042352 -
042353 -    [On 990316 reviewed history of Broadwater. ref SDS 13 4410]
042354 -
042355 -
042356 -
042357 -  ..
0424 -
0425 -
0426 - Data integrity Competent Evidence at Trial
0427 -
042701 - Clyde asked about the acceptance of the SDS record relative to a
042702 - bound notebook in legal proceedings.
042703 -
042704 - I said that a bound notebook would have greater credibility; but, that
042705 - it would be less valuable.
042706 -
042707 - Last night Morris explained how he uses this method as an executive in
042708 - the computer industry. ref SDS 5 8812
042709 -
042710 - Court testimony is mostly on the basis of personal recall.
042711 - ..
042712 - If something is written in a "bound notebook" it is subject to
042713 - cross examination with questions preceeded by the phrase:  "Do you
042714 - have any independent recollection..." of this that or the other.  SDS
042715 - merely aids independent recollection and so would be admissible as
042716 - "competent evidence."  The critical issue is whether the record is
042717 - consistent or conflicting.  The latter always vitiates credibility.
042718 -
042719 - I would expect that if the SDS record posed a major problem for the
042720 - opposition, then, as with any damaging evidence, an argument would be
042721 - made to avoid admissibility.  Ordinarily this would fail. Arbitration
042722 - cases permit everything to be admitted with the understanding its
042723 - "weight" is adjusted according to the strength of the argument against
042724 - it.  Once admitted, it becomes a powerful tool to craft legal
042725 - arguments, because it is consistent and thorough.
042726 -
042727 -     [On 911212 discussed with Dave Bouncristiani. ref SDS 7 8492]
042728 -
042729 -
042730 -
042731 -
0428 -

SUBJECTS
Design Support
Internal Management Needs Metrics

0805 -
080501 -  ..
080502 - External v. Internal management
080503 -
080504 - Clyde wondered about how SDS might apply to managing the design
080505 - function.
080506 -
080507 - This relates to the external v. internal issue discussed briefly with
080508 - Larry at S&W, this morning, and in detail with Morris, at Chips and
080509 - Technology, last night. ref SDS 5 0880
080510 -
080511 - Design work in particular is amenable to SDS support because it deals
080512 - with sheet numbers and details that can easily be cited in the SDS
080513 - Control fields.  Meetings, telephone calls and correspondence can be
080514 - associated with these inherent control criteria.
080515 -
080516 -      [On 951024 reviewed improving design function. ref SDS 8 4436]
080517 -
080518 -      [On 951026 defined design support by SDS. ref SDS 9 7773]
080519 -
080520 -      [On 981215 reviewed use on Moscone Center. ref SDS 12 7649]
080521 - ..
080522 - Such a record becomes a valuable aid in solving issues that
080523 - arise in construction, because it is easy to retrieve the rational for
080524 - deci- sions made months or years earlier.  The same applies to
080525 - defending actions for negligent design.  A decision can be correct in
080526 - light of present circumstances, yet still appear years later to have
080527 - been incorrect due to ensuing events.  SDS makes it possible to bring
080528 - those "present circumstances" back to life.  This latter point is set
080529 - out in the SDS Theory statement.
080530 -
080531 -
0806 -
0807 -
0808 - Marketing schedule
0809 -
080901 - Clyde asked when the product will be available for end Users to
080902 - purchase.
080903 - ..
080904 - I advised it is ready now.
080905 -
080906 -
0810 -

SUBJECTS
WMA Marketing evaluation
Jim Long/Ian Mousley

090401 - I met with Ian last.  He has an office on the 12th floor and one on
090402 - the fifth floor.
090403 -
090404 - Ian said he tried the number he had for Jim Long, but found that Jim
090405 - is not at the number any longer.
090406 -
090407 - He will call me in a few days about his comments.
090408 -
090409 -

SUBJECTS
WMA Marketing evaluation
Larry Duggan

1005 -
100501 -  ..
100502 - Met with Larry first this morning
100503 -
100504 - Larry said he was in Phoenix for a short while, then went to Dallas,
100505 - Texas, during the big office building boom of the early 80's.
100506 -
100507 - I think he indicated he has been with S&W for 3 or 4 years now.
100508 -
100509 - He manages TI.  Much of his work is in the Bay Area  and he has a
100510 - group in LA.
100511 -
100512 - I forgot to ask if he is still running, or plays tennis.
100513 -
100514 -
1006 -
1007 -
1008 - WMA
1009 -
100901 - Initially I was struck by his desk and office generally.  He was
100902 - writing with a yellow pad, and that was about all that was on his
100903 - desk.  I didn't mention it, but this reminded me of a paper I wrote
100904 - reporting to HQ about inadequate administrative procedures at the
100905 - Military Post Office in Saigon, in 1968, based upon messy desks I
100906 - encountered there.  Larry's desk is what I had in mind as the needed
100907 - remedy.
100908 -
100909 - Anyway, I complimented him on this and used it as a lead into
100910 - explaining WMA.  I added some of the ideas developed last night in
100911 - discussions with Ross and Morris about the distinctions between
100912 - internal and external management, ref 2 line 0712.
100913 -
100914 -
1010 -
1011 - Analysis
1012 -
101201 - I may have erred in this meeting, in not engaging Larry more in a
101202 - give and take.  My sense is that he identifies strongly with the
101203 - objectives of SDS.  His office environment suggests this.
101204 -
101205 - I felt in leaving that I had talked a bit too much.
101206 -
101207 -
1013 -