CONTACTS 

SUBJECTS
SDS Marketing, Application to market
Executive Training, 930726
TQM Objectives, 930204
Automated Integration applying SDS/POIMS
Integration, Balancing, Visualization
POIMS definition, 930408
Management is ART & Poetry
Art of Management Technology Brings Creativity of Poetry
Poetry Management Technology Automate Integrate Time Information Mang
Management is Art and Poetry Article Supports Thesis of POIMS
Management Good Practices SDS Enables Consistent Application
Leadership Work Practices
Management Science Art Harmony Poetry Balance Competing Objectives Re
Conventional Management Practices
Art Management Harmony Balance Competing Objectives Resources Poetry

1817 -
1817 -    ..
1818 - Summary/Objective
1819 -
181901 - Follow up ref SDS 13 0000, ref SDS 1 0000.
181902 -
181903 - Article on page six of Pmnetwork August issue says "harmony" is a
181904 - primary management responsibility to balance competing forces and
181905 - objectives, ref OF 6 0002, which aligns with the purpose of SDS
181906 - explained in POIMS, ref OF 2 6221, that describes "management" as
181907 - "art" in balancing competing objectives, limited resources, and
181908 - diverse personalities, in contrast to science that simply computes
181909 - "inputs" to achieve predictable "outputs." ref OF 3 8559  This article
181910 - supports the correlation of POIMS with poetry, cited in NWO.
181911 - ref OF 4 2650
181913 -  ..
181914 - The article aligns with planning for POIMS technology on 900222,
181915 - ref SDS 1 5003, and the "promise of poims" presentation at Golden Gate
181916 - University on 900507. ref SDS 3 T649
181918 -  ..
181919 - TQM strives to integrate, balance and apply harmony where the synergy
181920 - from combining multiple practices, gives the best results, similar to
181921 - an orchestra leader.  A new catagory for "Integration, Balance and
181922 - Visualization" in the Subject Index helps identify distinct
181923 - requirements of management.
181925 -      ..
181926 -     [These ideas seem to be aspects of the "New Age Business" concept
181927 -     explained in the March-April 1994 issue of HBR, analysed at
181928 -     ref SDS 15 line 119; see also review of "On Excellence" at
181929 -     ref SDS 18 line 221.]
181930 -
181931 -
181932 -
181933 -
181934 -
181935 -
1820 -

SUBJECTS
SDS Marketing,
PMI, Dan Ono
IM&M Specific Interest Group
Project Management Trends, Changes,

2206 -
220701 -  ..
220702 - Scanned ref OF 11 line 20 that identifies a sepcific interest group
220703 - within PMI dealing with...
220704 -
220705 -                Information Management and Movement (IM&M).
220707 -  ..
220708 - It seems to be mainly related to hardware systems like those AT&T
220709 - provides for hardware and satellite systems, ref OF 11 line 11.
220710 -
220712 -  ..
220713 - Since Dan Ono is the author, I am capturing it for future support in
220714 - dealing with him.
220716 -  ..
220717 - Dan cites an objective of applying sound PM practices to replace
220718 - "...obsolete business processes" which evidently had previously been
220719 - the staple of this group, ref OF 11 line 27.  The article is unclear
220720 - what practices are "obsolete."
220722 -  ..
220723 - At the Annual PMI Seminar/Symposium in San Diego this group plans to
220724 - present papers on ways to improve their project management,
220725 - ref OF 11 line 70.
220727 -  ..
220728 - Dan observes "... to be effective in the global environment, project
220729 - managers must be well versed in professional project management
220730 - techniques and methods.", ref OF 11 line 94.
220732 -  ..
220733 - The article gives the phone number for Wade Stone, ref OF 12 line 19,
220734 - to call for people who wish to contribute to IM&M.  Possibly we can
220735 - generate some interest in POIMS and SDS at this level.
220736 -
220737 -
220738 -
220739 -
220740 -
2208 -

SUBJECTS
SDS Marketing,
Project Management, Trends, Changes,
Automated Management
Automation Trends
Re-Engineer Project Management
Automation, Implementing, 930119

2708 -
270901 -  ..
270902 - The article at ref OF 13 line 11 describes an effort begun in 1991 by
270903 - FSAT, which is a business unit of AT&T, to implement an automated
270904 - integrated management system, i.e. a "tool set."
270906 -  ..
270907 - This comprised "re-engineering" AT&T's Project Management Process
270908 - (PMP), ref OF 13 line 24.  The article gives some incite on the scope
270909 - and steps required to accomplish the effort.
270911 -  ..
270912 - Previously, AT&T projects were managed ad hoc, ref OF 13 line 54.
270913 -
270914 -     I think they really mean that use of their existing management
270915 -     systems was according to the experience, preferences and available
270916 -     time of each project manager.
270918 -  ..
270919 - The scope of the support systems to be integrated are at ref OF 13
270920 - line 86, and the final results are at ref OF 13 line 203. The
270921 - subsidiary objectives include "planning" at ref OF 13 line 122, but
270922 - the following are missing:
270923 -
270924 -        Reporting/Analysis
270925 -        Document management
270926 -        Subjects
270927 -        Integration of plannning & reporting
270928 -
270929 -   ...there is nothing apparent that discusses controlling the project
270930 -   by controlling the project record, nor of records management.
270931 -
270932 -
270933 -
270934 -
270935 -
270936 -
270937 -
2710 -

SUBJECTS
SDS Marketing,
Project Management, Trends, Changes,
Executive Training, 930726
Dan Ono

3006 -
300701 -  ..
300702 - Dan Ono authors another article noting at ref OF 18 line 20 that:
300703 -
300704 -      ... the best companies are breaking the business-as-usual
300705 -      mentality, eliminating cost overruns and deficient product
300706 -      delivery by implementing sound project management practices.
300708 -  ..
300709 - Since this is the objective of SDS, and since it really cannot be
300710 - accomplished without SDS, Dan be open to considering SDS again.
300712 -  ..
300713 - Dan's main point seems to be that large organizations should provide
300714 - internal development and recognition of project managers as a distinct
300715 - profession, ref OF 18 line 31 and ref OF 18 line 381.
300716 -
300717 - ..
300718 - He also notes "Project Management" has been elevated to a new
300719 - "buz- word" in corporate America, ref OF 18 line 369, but feels
300720 - implementa- tion often does falls too short of applying accepted tools
300721 - and prac- tices, ref OF 18 line 375, amounting to no more than calling
300722 - existing methods by the new name of Project Management.
300723 -
300724 -
300725 -
3008 -

SUBJECTS
SDS Marketing,
Executive Training, 930726
Project Management, Methods, Procedures
Leadership & Change, 930119, TQM
Teamwork, Cultural Diversity

3507 -
350801 -  ..
350802 - The article at ref OF 20 line 11, is the 2nd by the same authors on
350803 - leadership, the first was at ref SDS 4 line 224, the 3rd article was
350804 - received at ref SDS 13 line 89, and cites a prior letter to the auth-
350805 - ors, per ref SDS 13 line 100.
350807 -  ..
350808 - It introduces a copyrighted concept by Jacyln Kostner:
350809 -
350810 -                       Leaderfull teamwork
350811 -
350812 -      ...set out with 7 principal elements at ref OF 20 line 249.
350813 -
350814 -      It appears to apply TQM principals that everyone on the team can
350815 -      be responsible for aspects of leadership, ref OF 20 line 238.
350816 -
350818 -  ..
350819 - The authors find a distinction between traditional hierarchial
350820 - leadership which is top down and "one-dimensional", ref OF 20 line 28,
350821 - which they feel can be replaced by "Leaderfull" concepts.  They argue
350822 - that historical hierarchial leadership can be improved by facilitaing
350823 - the leadership of other team members, ref OF 6 line 130.
350824 -
350825 -      Note this view is challenged in part by Eric Jenett at ref SDS 15
350826 -      line 97.
350827 -
350828 -
350829 -
350830 -
3509 -

SUBJECTS
SDS Marketing, Project Management, Methods, Procedures
Contract Disputes, Change Orders, 930724
Partnering, Meeting Notes, confirm understandings
Resolve Disputes/Complaints
Discovery, Strategic Resource
Litigation Support, Problem Handling
Partnering Needs Communication Metrics to
Contract Notice Provisions Align People

4710 -
471101 -  ..
471102 - Partnering Proposed to Avoid Costly Disputes and Litigation
471103 -
471104 - Follow up ref SDS 11 9674.
471105 -
471106 - The article at ref OF 25 explains how to recognize danger signs of
471107 - projects in trouble and which likely will result in litigation or
471108 - claims.
471110 -  ..
471111 - Background is cited on trying a "Construction Manager" to improve
471112 - project communications.  It has not worked very well. ref OF 25 0786
471114 -  ..
471115 - Partnering strives to improve collaboration through communications.
471116 - ref OF 25 8392 and also at ref OF 25 7837  This supplements the
471117 - article reviewed on 940103. ref SDS 11 9674
471119 -  ..
471120 - Author proposes a "Pledge Agreement" for partnering aimed at avoiding
471121 - disputes by reducing reliance on notice. ref OF 25 8495
471123 -  ..
471124 - The proposed language follows the TQM model of everybody cooperate,
471125 - communicate and be honest.  Requires new mindset and new attitudes.
471126 - ref OF 25 9377
471127 -
471128 -     [On 940510 article in HBR reports people do not share information
471129 -     easily. ref SDS 17 WH6M
471131 -  ..
471132 - Locking people into "pledges of agreement" to for partnering overlooks
471133 - inherent binary tension between cooperation and competitive of bidding
471134 - that distinguishes internal from external management.  The author asks
471135 - why the architect, owner and contractor cannot help each other with
471136 - their tasks. ref OF 25 5863  People use contracts in order to gain the
471137 - advantage of notice requirements that add....
471138 -
471139 -                        accountability
471140 -
471141 - ...to daily communication, which is missing from internal management.
471142 - Partnering strives to vitiate accountability, which is the only
471143 - advantage of a contract.
471144 -
471145 -     [On 970829 accountability in communication was reviewed in a book
471146 -     on management practics. ref SDS 24 L24N
471148 -      ..
471149 -     [On 980405 fear of accountability was reviewed. ref SDS 26 5065]
471151 -      ..
471152 -     [On 980405 Communication Metrics provides "intelligence" that
471153 -     avoids mistakes so people get credit for good results, as a remedy
471154 -     for fear of accountability. ref SDS 26 1491
471156 -      ..
471157 -     [On 990625 Kaiser trying partnership. ref SDS 28 4185]
471158 -
471160 -  ..
471161 - Partnering Must Be Proactive to Avoid Mistakes that Cause Disputes
471162 -
471163 - The weakness of "partnering" is in not defining "communications," nor
471164 - setting out a "metric" of notice to establish accountability in
471165 - communication.  Defects in partnering that strives to avoid notice by
471166 - relying on verbal communication that compounds meaning drive, is
471167 - discussed on 940103. ref SDS 11 0572
471168 -
471169 -      [On 950327 defined Communication Metrics. ref SDS 19 4822]
471171 -  ..
471172 - The author cites "project communications" as a cause of project
471173 - failures, but fails to offer an explanation of why information flow
471174 - increases and becomes adversarial. ref OF 25 6395
471175 -
471176 -      [On 940111 Cal Tech's book on project management says business
471177 -      communications are difficult because meaning of information
471178 -      varies for different people. ref SDS 14 2074]
471180 -       ..
471181 -      [On 960518 explanation of meaning drift. ref SDS 21 3734]
471182 - ..
471183 - Partnering methods strive to end disputes with "feel good"
471184 - meetings, rather than implement business metrics that avoid mistakes
471185 - which cause disputes.  Partnering compounds problems because people
471186 - take action on a handshake and a smile, in order to avoid
471187 - accountability of being on notice from writing things down.
471188 - Misunderstandings from verbal communication inevitably leads to
471189 - conflict on the Information Highway, where mistakes occur as a
471190 - function of the volume of information flow.
471191 -
471192 -      [On 990328 proposed solution. ref SDS 27 9641]
471194 -  ..
471195 - Partnering to be effective, must recognize that "truth" is a moving
471196 - target throughout the course of events, and so requires regular
471197 - attention to align communications in order to avoid problems and to
471198 - solve them when they arise.
471199 -
471200 -     [On 960518 Landauer's paer on human knowledge acquisition shows
471201 -     "truth" is a moving target. ref SDS 22 4488]
471203 -      ..
471204 -     [On 970107 example of using Communication Metrics to assist the
471205 -     contractor and the government. ref SDS 23 4953]
471207 -      ..
471208 -     [On 971021 submitted ideas to improve partnering for USACE in San
471209 -     Francisco. ref SDS 25 1212]
471210 -
471212 -  ..
471213 - Read Meeting Notes to Discover Early Warnings of Project Problems
471214 -
471215 - Author points that meeting notes need to be regularly reviewed by
471216 - experienced manager to identify early indications of impending
471217 - problems. ref OF 25 8600
471218 -
471219 - Without saying so, the author is recognizing the importance of
471220 - aligning communciations and where information is not aligned with
471221 - project requirements it fortells work that will be defective and
471222 - result in extra cost, delay and claims.
471223 -
471224 -      [On 950721 ISO management standards call for traceability to
471225 -      original sources to align communications with requirements.....
471226 -      ref SDS 20 1740]
471227 -
471228 -
471229 -
4713 -

SUBJECTS
SDS Marketing,
Automation Trends
Automated Management
Project Management Trends, Changes,

5006 -
500701 -  ..
500702 - The article at ref OF 33 line 21 explains advantages for project
500703 - management of using telecommunications for networking computers (LANs)
500704 - to improve distribution and sharing information, which is a primary
500705 - POIMS component, ref OF 1 line 88.
500707 -  ..
500708 - This overlooks the need to capture and organize the information being
500709 - generated.  More information does not produce "understanding" and
500710 - "knowledge," ref SDS 7 line 166.
500711 -
500712 -
500713 -
5008 -

SUBJECTS
SDS Marketing,
TQM

5104 -
510501 -  ..
510502 - The article at ref OF 36 line 25 explains a project to use
510503 - "benchmarking" as a technique to evaluate the effectiveness of
510504 - implementing TQM in mission critical support functions, ref OF 36
510505 - line 33.
510507 -  ..
510508 - This was the subject of a Cal Tech seminar reported at ref SDS 4 line
510509 - 091106.
510511 -  ..
510512 - I am unclear what is different or beneficial about "benchmarking"
510513 - relative to other methods for evaluating performance of projects,
510514 - e.g. cost/schedule/quality.  The authors state they are unable to
510515 - disclose specific results due to propriety constraints, ref OF 36
510516 - line 141.
510517 -
510518 -
510519 -     "Benchmarking" is defined at ref OF 36 line 51.
510520 -     ..
510521 -     A graph of the methodology steps is at ref OF 36 line 80.
510522 -
510523 -
510524 -
510525 -
5106 -