CONTACTS
0201 - Cal Tech
020101 - Ms. Delores Lee; Seminar Registration; Seminar Program Department
0202 - Project Management Mentors
020201 - Ms. Joan Knutson; Vice President
SUBJECTS
Seminars/speeches as sales presentation
Education, institutional courses
Company Personnel, Training
Management Skills, Project Management, General
Discovery, Strategic Resource
Executive Training, 930726
0908 -
0908 - ..
0909 - Summary/Objective
0910 -
091001 - Follow up ref SDS 8 0001
091002 -
091003 - Received three more notices from Cal Tech today, ref DRT 1 0000 and
091004 - ref DRT 2 0000, which cover more aspects of Executive management
091005 - objectives.
091007 - ..
091008 - These can be used to market SDS, with respect to application.
091009 -
091010 - One training seminar, ref DRT 1 0000, is on "Benchmarking" which
091011 - relates to measuring performance, and seems to be a tool developed
091012 - for TQM practices. [A PMI article later explains this practice,
091013 - ref SDS 13 line 370601.]
091015 - ..
091016 - The other seminar, ref DRT 2 0000, covers improving marketing
091017 - efforts, by focusing all organizational assets on this objective.
091019 - ..
091020 - Another seminar, ref DRT 3 0000, is about managing technology as a
091021 - "Strategic Resource Realizing Value from Investments in
091022 - Technology." This seems to relate to SDS because it manages
091023 - information as a strategic resource.
091024 - ..
091025 - I think, however, the orientation of this siminar makes it
091026 - remote from SDS, because it focuses on what executives should be
091027 - considering, whereas, SDS is a tool to convert information into
091028 - a "strategic resource" of knowledge and ideas, per ref OF 46
091029 - line 66 and at ref OF 46 line 177.
091030 -
091031 -
091032 -
0911 -
091101 -
0912 -
SUBJECTS
Correlation to accepted practice and concepts, 910817
Business Engineering, Mistakes, Impact on Meeting Objectives
Project Management Trends, Changes,
TQM, PM Applied to Financial "Deals"
Cultural Diversity & Teamwork on Projects
2007 -
200801 - ..
200802 - PMnet Articles, Nov 1992
200803 -
200804 - Here are more articles on current thinking about management, and
200805 - Projects. A new buzword is "Business Engineering" as embodying the
200806 - non-technical aspects of Program Management.
200808 - ..
200809 - Business Engineering
200810 -
200811 - This is a "new" term, like TQM, MBO, CPM. The extracted article
200812 - which defines Program Management, and Business Engineering.
200813 - ref OF 12 V87O
200815 - ..
200816 - Other buzz words are below.
200817 -
200819 - ..
200820 - Science of the Deal
200821 - Project Management Meets Wall Street
200822 -
200823 - This article, ref OF 7 0001, Nov 1992, PMnetwork, p. 5, is a case
200824 - study applying PM practices to managing mergers, both the process
200825 - of making the deal, and the aftermath of putting the deal together.
200827 - ..
200828 - Exploring Complex Cultural
200829 - Milieu of Project Teams
200830 -
200831 - This article, ref OF 10 0001, seems to be about the process of
200832 - creating teamwork on project teams comprised of members from
200833 - diverse cultures. Russ Archibald is the author, see also his
200834 - article below on "Building Commitment."
200835 -
200837 - ..
200838 - Project Management Journal - June 1992
200839 -
200840 -
200841 -
200842 - Building Commitment in Project Teams - p 5
200843 - Gerard L. Rossy, Cal State University
200844 - Russel D. Archibald, Integrated Project Systems
200845 -
200846 - This article, ref OF 2 0001 is about getting work done through
200847 - cross-functional teamwork, focusing on "leadership" and gaining
200848 - adequate "commitment." ref OF 2 P45K
200849 -
200850 - The article was followed up with more detailed ideas on how to
200851 - use "fuzzy thinking" and statistical analysis to do better
200852 - project planning on 940524. ref SDS 15 0001 Another article by
200853 - Russ is listed above on the impact of teams comprised of people
200854 - from different cultures. ref SDS 0 TE6M
200855 -
200856 -
200857 -
200859 - ..
200860 - Empowering People and Performance: Direction - p 37
200861 -
200862 - This article, ref OF 42 0001, is a leadership issue, dealing with
200863 - developing "vision" and "goals" and communicating them to diverse
200864 - team members. This is a bit soft, but it gives two names to send
200865 - SDS stuff too.
200867 - ..
200868 - It was followed up by two other articles at ref SDS 12 line 256.
200869 -
200870 - [A later article on "empowerment is at ref SDS 16 line 214.]
200871 -
200872 -
200873 -
200874 -
2009 -
SUBJECTS
Context Chronologies Story Analysis Report History Who What When Whe
Learning Organization, Peter Senge, 930216
Learning Continual Core Competency of Successful Executives
Good Management Define Intelligence Memory Organization Analysis Ali
Learning Continual Case Studies Experience History Knowledge Root Ca
Learning Organization Peter Senge MIT
Dilemma Improvement Takes More than 20 Min for Continual Learning
Fools Gold Pilot Test 20 Min - 1 Hour False Positive Common Sense
Diary Experience ISO 1006 Continual Learning
Knowledge Space Replace Documents with Continuous Information Stream
Case Studies Story/History Intelligence for Management
Invest Sunshine Profit for Making Business of Tomorrow Cannot Be Fla
4314 -
431501 - ..
431502 - Senge Proposes Continual Improvement Learning Organization
431503 - Learning Organization Requires Support for Continual Learning
431504 -
431505 - Peter Senge is a leading advocate for the idea that sustained
431506 - success is aided by a process of improvement through continual
431507 - learning, and argues this is an enterprise responsibility for
431508 - protecting stock holder value, which can be carried out
431509 - through Senge's idea for a "Learning Organization."
431510 - ref OF 19 MV7N
431512 - ..
431513 - Continual learning reflects POIMS concept of investing
431514 - intellectual capital that grows new knowledge. ref OF 47 1101,
431515 -
431516 - [On 940508 article on Executive skills for learning.
431517 - ref SDS 14 3381
431518 -
431519 - [On 940524 Senge attributed in an article on modern
431520 - project management (MPM) with proposing holistic fuzzy
431521 - logic and probabilistic methods replace linear analysis of
431522 - cause and effect, ref SDS 15 VW7T; later on 040312 lecture
431523 - on 21st century science defined holims theory in quantum
431524 - mechanics reduces to linear analysis of cause and effect
431525 - under the locality principle at the macro level of daily
431526 - life. ref SDS 37 R44N
431528 - ..
431529 - [On 931130 review of Drucker supports continual learning
431530 - by arguing the only sustainable asset of enterprise is the
431531 - quality of management, which must continue to learn as new
431532 - realities bring new opportunities and risks. ref SDS 10
431533 - 5820,
431535 - ..
431536 - [On 950721 ISO criteria supports continual learning.
431537 - ref SDS 17 2846
431539 - ..
431540 - [On 950911 Tofflers, also, call for continual learning as
431541 - core competency for 21st century. ref SDS 19 2222
431543 - ..
431544 - [On 951227 submitted course proposal to Peter Senge and
431545 - MIT for course on Com Metrics. ref SDS 21 0001
431547 - ..
431548 - [On 960206 contacted Peter Senge, ref SDS 22 0001;
431549 - discovered popular ideas about continual learning and for
431550 - a "learning organization" seem to be different from SDS
431551 - support for adding "intelligence" to management for
431552 - converting information into knowledge. ref SDS 22 FW4I
431554 - ..
431555 - [On 980307 Andy Grove at Intel calls for continual study,
431556 - ref SDS 31 5794, to meet challenge of change caused by new
431557 - realities that continually emerge in a dynamic market
431558 - place. ref SDS 31 3151,
431559 -
431560 - ....Grove discloses that people strongly resist learning,
431561 - ref SDS 31 1660 -- like to work on familiar things in
431562 - familiar ways. ref SDS 30 3740
431564 - ..
431565 - [On 991222 Doug Engelbart calls for ABC model of continual
431566 - improvement, that reflects Senge's proposal for a learning
431567 - organization. ref SDS 32 3961
431569 - ..
431570 - [On 010420 Jeff Conklin says organizational memory for
431571 - continual learning is the weak link in daily management.
431572 - ref SDS 33 IE4M
431574 - ..
431575 - [On 011102 organizational learning developed by Senge
431576 - antecedent to Knowledge Management based on studies
431577 - building aircraft during WWII, and later an article
431578 - published in 1962 that won Nobel Prize on improving
431579 - productivity through learning from experience. ref SDS 34
431580 - M25K
431582 - ..
431583 - [On 040102 continual learning requires continual education
431584 - that connects new experience with theory and practice for
431585 - explaining and understanding consistent results.
431586 - ref SDS 36 O97F
431588 - ..
431589 - [On 130427 1038 Open Colleges offers 18-month e-learning
431590 - advanced education program for certificate in project
431591 - management; applies Tofflers vision of continual learning
431592 - with training and support. ref SDS 38 XQ5L
431593 -
431594 -
431595 -
431596 -
431597 -
4316 -
SUBJECTS
Correlation to accepted practice and concepts, 910817
Business Engineering, Mistakes, Impact on Meeting Objectives
Re-Engineer Project Management
Project Management Trends, Changes,
TQM, PM Applied to Financial "Deals"
Cultural Diversity & Teamwork on Projects
Cost Management, C/SCSC, Information Management
Remembering (linked records)
Rework Cycle Due to Miss-communication
5611 -
561201 - ..
561202 - PMnet Articles, Feb 1993
561203 -
561204 -
561205 - Rework Cycle - CPM, TQM
561206 - Why Projects are Mismanaged
561207 -
561208 - This article, ref OF 27 line 10 on page 5, explains the need to
561209 - account for correcting mistakes in performing the work that are not
561210 - typically planned in performing CPM scheduling and earned value
561211 - analysis (e.g., C/SCSC). It goes directly to quality of management
561212 - which is a TQM issue, and it identifies the advantages of SDS to
561213 - reduce mistakes, which Drucker suggests is the way to measure
561214 - management productivity, i.e., quality.
561215 -
561216 - [On 951212 reviewed article on risk management that cites
561217 - problem handling as cause of cost growth. ref SDS 20 8473]
561219 - ..
561220 - [On 970707 reviewed article on information entropy as cause
561221 - of problems (i.e., mistakes) that require handling which
561222 - leads to cost growth, ref SDS 23 0108]
561224 - ..
561225 - [On 970829 textbook on management cits "limited span of
561226 - attention" as cause of information entropy that causes
561227 - mistakes that require problem handling also called "rework"
561228 - which increases costs. ref SDS 26 7721]
561230 - ..
561231 - [On 970713 author Max Wideman cites reducing "rework" as
561232 - benefit of Communication Metrics, ref SDS 25 1817]
561234 - ..
561235 - [On 971002 calculation of cost savings from Communication
561236 - Metrics based on avoiding rework, ref SDS 27 2464.]
561238 - ..
561239 - [On 971008 received USACE report calculating cost of
561240 - rework. ref SDS 28 1273]
561242 - ..
561243 - [On 980304 example from PG&E project. ref SDS 29 3392]
561245 - ..
561246 - The article begins with a historical example of complex
561247 - projects that did not meet completion and cost objectives, see
561248 - ref OF 25 line 25, from the Revolutionary war era, ref OF 25
561249 - line 43.
561251 - ..
561252 - Traditional project management methods using CPM and earned
561253 - value, fail on complex projects, ref OF 25 line 51, causing
561254 - losses and lawsuits. ref OF 25 line 54.
561255 -
561256 - [On 970829 reviewed paper that cites information entropy as
561257 - cause of complexity that leads to cost growth due to
561258 - mistakes, ref SDS 23 0108]
561260 - ..
561261 - CPM is inadequate, ref OF 25 line 100.
561263 - ..
561264 - Earned value methods are inadequate, ref OF 25 line 112.
561265 - ..
561266 - Rework results from lack of adequate quality metric,
561267 - ref OF 25 line 127.
561268 -
561269 - Rework can account for the majority of work content (and
561270 - cost) ref OF 25 line 133.
561271 -
561272 - Rework is often an iterative process that requires repeated
561273 - corrections performed over time ref OF 25 line 137.
561275 - ..
561276 - Author proposes a rework cycle model developed at Litton
561277 - Industries to predict impact of rework, ref OF 25 line 185, but
561278 - does not offer a solution to avoid the mistakes that cause
561279 - rework.
561281 - ..
561282 - There is a second article on same subject at page 25, which offers
561283 - technical details of implementation on the Rework Cycle Model
561284 - developed at Litton Industries.
561285 -
561286 -
561287 -
561288 -
561289 -
5613 -
SUBJECTS
Reengineer Project Management
5703 -
570401 - ..
570402 - New Buzz Words Swarm
570403 - The Executive Suite
570404 - Corporate Organization Change"
570405 - Where is it Going?
570406 -
570407 - This article by Paul Dinsmore says project management is a tool for
570408 - organizational change, ref OF 21 10. Dinsmore lists and gives
570409 - short descriptions of new marketing terms for management methods
570410 - and schemes making the rounds of executive suites.
570412 - ..
570413 - SDS is the micro tool to implement these ideas effectively.
570415 - ..
570416 - Reengineering
570417 -
570418 - Mike Hammer is a former MIT professor of computer science who
570419 - advocates evaluating and changing where warranted businesses
570420 - and production processes, similar to TQM, to improve
570421 - productivity. ref OF 21 P141
570423 - ..
570424 - An example of using project management to "reengineer" an
570425 - organization is given. ref OF 21 0243
570426 -
570427 - [On 950909 reengineering was reviewed and contrasted with
570428 - TQM, Hammer v. Deming. ref SDS 18 5725
570429 -
570431 - ..
570432 - Reengineer Project Management - p 40
570433 - Modern Project Management adds IT to CPM and Cost Control
570434 -
570435 - An article by John Tuman, ref OF 34 0001, says project management
570436 - arose to accomplish work that is apart from an organization's main
570437 - work. Since projects are unique, this conflicts with manufacturing
570438 - culture based on specialization and efficiency through repetition.
570439 - Specialization and efficiency from repetition are difficult to
570440 - achieve in project work. Project managers marshal organizational
570441 - resources and direct specific skills to accomplish the work without
570442 - unduly disrupting the primary business. To do this, project
570443 - management developed a team-based culture and a special set of
570444 - tools. These tools were directed at the problem of defining and
570445 - utilizing the right resources (people, money, facilities,
570446 - equipment, etc.) in the sequence, at the right time. Network
570447 - planning and scheduling techniques like CPM and PERT became, and
570448 - still are, the emblem of project management. These tools set
570449 - project management apart from traditional management. ref OF 31
570450 - IL5I
570452 - ..
570453 - Tuman maintains at the end of a para...
570454 -
570455 - We need to re-engineer project management. Specifically, we
570456 - need a new model for project management, we need a new mission.
570457 - and we need simpler and smarter tools. ref OF 31 KY5L
570458 -
570459 - [On 930829 article proposes DIDA for "modern" project
570460 - management. ref SDS 9 2E34
570462 - ..
570463 - Another author writing about the "rework cycle" notes that CPM has
570464 - long dominated project management methods, but is not adequate for
570465 - managing complex development projects. ref OF 25 6X6F Earned value
570466 - systems compare actual against budgeted progress for cost and
570467 - schedule, but are, also, inadequate for managing complex
570468 - development projects. ref OF 25 J93J
570470 - ..
570471 - The author decrys computerization of inadequate methods.
570472 - ref OF 25 JH4N
570474 - ..
570475 - Demand for methods to identify case studies for lessons learned to
570476 - improve management. ref OF 25 249H SDS supports this demand.
570478 - ..
570479 - Groupware technology use information systems for advancing planning
570480 - and control. Employees at Cypress Semiconductor use computers to
570481 - share files and data and interact electronically. Using groupware
570482 - and the computer network. employees define their goals, plans, and
570483 - schedules and send the information to the central database where
570484 - VPs and managers review progress and monitor results. Results are
570485 - transparent to all, the impact of performance on the whole is
570486 - easily assessed, and corrective action can be applied early when it
570487 - can be most effective. ref OF 31 AG4I
570488 -
570490 - ..
570491 - Killer Software Monitor Performance
570492 -
570493 - Cypress Semiconductor has been famous, or infamous depending on
570494 - your point of view, for its "killer software."
570495 -
570496 - Killer software are specialized programs that monitor performance
570497 - in each department. When the software finds a function that is
570498 - slipping behind schedule, it shuts down the function's computers--a
570499 - tactic that never fails to get a manager's attention quickly.
570501 - ..
570502 - Information technology enables managers to organize, plan, and make
570503 - decisions quickly and effectively. In fact a whole new generation
570504 - of software tools has moved into the corporate environment. These
570505 - powerful tools are built on advances in artificial intelligence,
570506 - expert systems, neural networks, chaos theory, genetic algorithms,
570507 - and many other concepts that are finally working their way out of
570508 - the laboratory. Where is project management in all of this?
570509 -
570510 - [On 970709 article by Tuman on decision making and risk
570511 - management, which uses the same ideas as this article,
570512 - ref SDS 24 JJ5I
570514 - ..
570515 - DOD formalized project management with the adoption of C/SCSC.
570516 - ref OF 31 9I7G
570518 - ..
570519 - The article sets out trends toward POIMS concepts of coordinating
570520 - via SDS records, rather than using printed documents. The
570521 - technology is called "Electronic Data Interchange" (EDI), as
570522 - explained at ref OF 20 line 93.
570524 - ..
570525 - Though not specifically mentioned, the article at ref OF 34 line
570526 - 80, describes the elements of "information" as a "strategic
570527 - resource" and further the POIMS idea of converting "information"
570528 - into "knowledge."
570530 - ..
570531 - It also supports our view of "managers" as people who spend time
570532 - collecting and dispensing information in meetings ref OF 34 line
570533 - 64.
570534 -
570535 -
570536 -
570537 -
570538 -
5706 -
SUBJECTS
SDS Marketing, Sales
Developing Leads
Seminars/speeches as sales presentation
Send product information, requesting give demo.
6006 -
600701 - ..
600702 - Encountered an advertisement from
600703 -
600704 - Project Mentors
600705 -
600707 - ..
600708 - Should see if they might be interested now in doing a better job.
600709 -
600710 -
600711 -
600713 - ..
6008 -
6009 -
6010 - Background
6011 -
601101 - I asked this company about marketing SDS in 1990. At that time,
601102 - Janet said they do not train or promote specific tools, ref SDS 1 line
601103 - 060820. Their ad in PMnet, on page 26, per below seems to indicate
601104 - they have changed their approach and now offer "Tools and Techniques"
601105 - and "Implementation Assistance."
601106 -
601107 -
601109 - ..
6012 -
6013 -
6014 - Advertisement
6015 -
601501 - Following is re-printed from the PMnetwork advertisement:
601502 -
601504 - ..
601505 - Project Management MENTORS
601507 - ..
601508 - Project Management Curriculum
601509 -
601510 - Tools & Techniques
601511 - People Side
601512 - Managing High Performing
601513 - Cross Functional Teams
601514 - Computer Simulation Training
601515 - Senior Project Management
601516 - Managing Projects for Quality
601517 - and Customer Satisfaction
601518 - Information Systems
601519 - Project Management Using
601520 - Your Software Tool
601521 -
601523 - ..
601524 - Project Management Consulting
601525 -
601526 - Methodology Development
601527 - Implementation Assistance
601528 - and Much More......
601530 - ..
601531 - Project Management Mentors has been a leader and innovator in the
601532 - field of project management for 16 years. PMM provides training
601533 - and full consulting services. Our training provides hands-on
601534 - learning experiences that simulate real project situations. Our
601535 - curriculum is based on solid transferable skills that help people
601536 - manage projects effectively and approach projects with increased
601537 - confidence and competence.
601539 - ..
601540 - Project Management Mentors
601541 - 2193 Fillmore
601542 - San Francisco, CA 94115
601543 - Carter Serrett
601544 - 415) 922-4706
601545 -
601546 -
601547 -
601548 -
601549 -
601550 -
601551 -
601552 -
601553 -
6016 -
Distribution. . . . See "CONTACTS"