CONTACTS 
0201 - PMI - N. Calif Chapter                                                                                                                                             O-00000259 0302
020101 - Mr. Ed Curran; Program Chairman; Information
0202 - ICF Kaiser Engineers                                                                                                                                               O-00000538 0101
020201 - Mr. Sherrill McDonald
0203 - Moravec and Associates                                                                                                                                             O-00000537 0101
020301 - Mr. Milan Moravec; President

SUBJECTS
Asilomar, 940611

0403 -
0403 -    ..
0404 - Summary/Objective
0405 -
040501 - Follow up
040502 -
040503 - Bill DeHart and Ed Curran have not decided where the PMI meetings will
040504 - be held this year, now that the Engineering Club is closed.  They said
040505 - the cost of the restaraunt is prohibitive in SF.  That is troubling,
040506 - because all of the Bechtel, MK, PG&E people, who probably formed a
040507 - large part of PMI, at one time, may not want to drive.  The
040508 - Engineering Club made sense once a month to get everyone together.  SF
040509 - still seems the most centrally located.
040511 -  ..
040512 - Met Sherrill McDonald and his wife Beverly at dinner.  They are
040513 - concerned about the social and political fabric of the country.
040514 -
040515 -     Had several brief discussions with Sherrill and at the conclusion
040516 -     of the conference, he asked me to contact him to follow up my
040517 -     inquiry at ref SDS 1 line 58 in 1990.
040518 -
040520 -  ..
040521 - At the end of the conference, Bill said Asilomar is booked for next
040522 - year, so they are looking for another facility to have this
040523 - conference.
040524 -
040525 -
040526 -
0406 -

SUBJECTS
Property Management, Software, OS2
ServicePak for 2.1 XR06200

0504 -
050501 -  ..
050502 - Met Kim Colenso who is a project manager in IBM's San Jose facility.
050503 - Kim uses OS2 and manages software development.  He said IBM's internal
050504 - BBS has a lot of reports from IBM employees warning about problems
050505 - installing the ServicePak.
050507 -  ..
050508 - Kim said their group decided not to install it, based on recommenda-
050509 - tions of IBM employees.  This supports our claim submitted at ref SDS
050510 - 7 line 152.
050512 -  ..
050513 - He said IBM is downsizing the San Jose office.  I offered to submit
050514 - his resume to Morris at Chips & Technologies.
050516 -  ..
050517 - Kim said mainframe computing is beginning to recoup some of the work
050518 - lost to LAN and other small systems in recent years.  He feels this
050519 - new market dynamic may help IBM regain prominence.
050520 -
050521 -
050522 -
0506 -

SUBJECTS
Managing Risk & Change, TQM, Risk
Re-Engineer Project Management, Change & Buy In
Leadership & Change, Executive Training, 930726
Change Culture in Right Direction Empower

1306 -
130701 -  ..
130702 - MPM Facilitates Change with Reengineering to Meet Evolving Economy
130703 -
130704 - Presentation on modern project management by Milan Moravec.
130706 -  ..
130707 - Milan's presentation was exemplary highlighting the need for "change"
130708 - to meet new realities created by a faster paced world.  More people,
130709 - more rules and regulations, and more technology create and move
130710 - information faster than people can absorb in constant meetings, calls,
130711 - and documents.  Many sources support this thesis, including POIMS.
130712 - ref OF 3 0307; yesterday review of Henry Kissinger's book Diplomacy
130713 - underscored the need for change describing management as an Alice in
130714 - Wonderland of continual bumbling. ref SDS 9 4238
130716 -  ..
130717 - Today, Milan reported that IBM fell out of the Fortune annual list of
130718 - top companies.  The presentation did not explain why this happened,
130719 - nor indicate what IBM and others can do to improve management
130720 - productivity?  What common management practices need to be changed,
130721 - and what changes will yield improvement?  Another challenge is how
130722 - individuals, like those attending today and hearing Milan's talk, can
130723 - support change in a big organization.
130725 -  ..
130726 - Merely calling for change reflects the pied piper who led people down
130727 - the wrong path, reviewed on 921205. ref SDS 2 5940
130729 -      ..
130730 -     "Change" is an aspect of TQM which calls for "reengineering" work
130731 -     methods, using metrics and improved communications, shown by
130732 -     research on 940104. ref SDS 4 GN5L  It can arise from "downsizing"
130733 -     and "rightsizing" to save money, i.e. some organizations call
130734 -     staff reductions "reengineering."
130736 -         ..
130737 -        [On 940714 "Ambassador of Change" concept framed to facilitate
130738 -        improvement for people too busy for deliberative anlaysis and
130739 -        due diligence required for transformation. ref SDS 12 0431
130741 -         ..
130742 -        [On 980307 review of Andy Grove's book "Only the Paranoid
130743 -        Survive" reported experience at Intel shows executives hate
130744 -        change; getting successful people to improve the work for
130745 -        meeting new realities that will bring failure following
130746 -        established practices is like walking through the valley of
130747 -        death. ref SDS 20 1657
130749 -         ..
130750 -        [On 040621 10 years later learned that the year before this
130751 -        seminar in Jan-Feb 1993 Alan Webber wrote a piece proposing
130752 -        conversation for change and renewal under the banner of
130753 -        "Knowledge Management to replace declining confidence in TQM
130754 -        and reengineering. ref SDS 21 HJ8M
130755 -
130757 -  ..
130758 - Change is Occurring in the Economy
130759 -
130760 - Milan showed a series of charts listing the top 10 performing firms
130761 - years ago (maybe based on Fortune 500 annual reports), and only 1 is
130762 - still in the top 10 today.  He cited IBM as a prime example of this
130763 - instability, contrasted with its prior history of sound management.
130764 -
130765 -      [On 941026 Milan showed the same charts for a PMI dinner meeting
130766 -      presentation. ref SDS 13 6482
130768 -       ..
130769 -      [On 951230 General Hank Hatch argues fortunes fall when people
130770 -      make changes in the wrong direction without understanding what
130771 -      aspects of management are causing poor performance. ref SDS 16
130772 -      2131
130774 -       ..
130775 -      [On 951212 reliance on conversation is the primary meaning of
130776 -      "leadership" and the reduction in reliance on the primary
130777 -      knowledge tool of reading and writing, are considered.
130778 -      ref SDS 15 3500
130780 -       ..
130781 -      [On 960329 Fortune reports on "downsizing" and skills deficits,
130782 -      ref SDS 18 068Q
130783 -
130785 -  ..
130786 - Take Risks to Change
130787 -
130788 - Milan said modern project managers (MPM) should take risks to achieve
130789 - change, and showed various levels of risk, but did not present any
130790 - scenarios to calculate cost/benefits, seen by many practitioners as
130791 - integral to risk analysis.
130792 -
130793 -       [On 040621 10 years later learned that the year before this
130794 -       seminar in Jan-Feb 1993 Alan Webber wrote a piece proposing
130795 -       conversation for change and renewal under the banner of
130796 -       "Knowledge Management to replace declining confidence in TQM and
130797 -       reengineering. ref SDS 21 HJ8M
130799 -  ..
130800 - Milan indicated that successful leadership does not worry about the
130801 - past to calculate the level of risk, but rather focuses on future
130802 - possibilities.
130804 -        ..
130805 -       [On 940706 Jake McMichael at Sandia Labs recalled this issue.
130806 -       ref SDS 11 4022]
130808 -        ..
130809 -       [On 950517 proponents of modern project management (MPM) offer
130810 -       leadership for charasmatic Pied Pipers of change with natural
130811 -       intelligence for entertaninment that avoids study, history,
130812 -       experience, reading and writing, hoping a strategic vision leaps
130813 -       into the future with breakthroughs that ignore the past;
130814 -       reflects 2 worlds of management theory X and Y distinguish
130815 -       command from creativity, control from empowerment, impulse from
130816 -       deliberation, and accuracy from bumbling. ref SDS 14 IJ4F
130818 -        ..
130819 -       [On 951229 General Hatch, former Commander USACE, warned about
130820 -       the people being led to change in the wrong direction. ref SDS
130821 -       16 2131]
130823 -  ..
130824 - Risk analysis has been discussed in PMI published articles, most
130825 - recently reviewed on 940524, where Russ Archibald and Steen
130826 - Lichtenberg, recommend....
130827 -
130828 -      ...greater effort be given to quantify indefinite risks (what
130829 -      they call "uncertainty and change") using decision mathamatics
130830 -      (Bayesian statistical laws) applied with computer software...
130831 -      ref SDS 8 VV5E
130833 -           ..
130834 -          [See follow up finding communication is major risk
130835 -          ref SDS 15 line 118 and executives losing skill of reading
130836 -          and writing, ref SDS 17 line 106.]
130837 -
130839 -  ..
130840 - Milan recommended attendees experience "paradigm shifts" but did not
130841 - offer guidance on what paradigms to shift or how to accomplish this.
130842 -
130844 -  ..
130845 - Implement Change, New Ideas, Methods; Overcome Resistance
130846 -
130847 - I asked how attendees returning to work on Monday, might "change and
130848 - take risks," in their organizations, where their boss, colleagues, and
130849 - subordinates lack the vision imparted by the Asilomar seminar?
130850 -
130851 - Milan said he would explain this, but we ran out of time, before he
130852 - could get to it.
130853 -
130854 -     [On 940612 asked this question again at end of seminar.
130855 -     ref SDS 10 7482
130857 -      ..
130858 -     [On 941026 Milan gave a short form of this presentation at a PMI
130859 -     monthly meeting. ref SDS 13 6482
130861 -      ..
130862 -     [On 040621 10 years later learned that the year before this
130863 -     seminar in Jan-Feb 1993 Alan Webber wrote a piece proposing
130864 -     conversation for change and renewal under the banner of "Knowledge
130865 -     Management to replace declining confidence in TQM and
130866 -     reengineering. ref SDS 21 HJ8M
130867 -
130868 -
130869 -
130870 -
130871 -
130872 -
130873 -
130874 -
1309 -

SUBJECTS
Paradigm Shifts
Vision, Leadership Means More than Talking
Reengineer Command to Influence, Talking,

1805 -
180601 -  ..
180602 - Paragidm Shifts, Empowerment, Leading, Managing
180603 -
180604 - Milan showed a chart with catagories like the following:
180605 -
180606 -           Manage                            Lead (talking)
180607 -           Control                           Influence (talking)
180608 -           Delegate                          Empower
180609 -           Direct                            Teamwork
180610 -           Conserve                          Risk Management
180612 -      ..
180613 -     [Later applied by Fluor Daniel, ref SDS 19 1852.]
180614 -
180616 -  ..
180617 - These elements are discussed in the popular liturature on TQM, MPM,
180618 - and executive training seminars.
180619 -
180620 -     See for example Jaclyn Kostner on "vision" and "goals" reviewed in
180621 -     the record for 930216. ref SDS 3 6371, and Russ Archibald's ideas
180622 -     on leadership, commitment, innovation, at ref SDS 3 6388 and also
180623 -     at ref SDS 8 5839. The June 1994 issue of Project Management
180624 -     Journal discusses MPM on page 7.
180626 -  ..
180627 - Evidently, this was the substance of the presentation on "paradigm
180628 - shifts" and change.  Milan did not discuss what these elements mean,
180629 - or how to accomplish them, or whether it might turn out that some
180630 - combination of control and influence is in fact the essence of the
180631 - "art" of managing.  These techniques are used by everyone, and good
180632 - managers, good leaders, good fathers and mothers, strive to apply them
180633 - in the right degree according to circumstances.  People know that some
180634 - people are amenable to, and even want, more direct guidance (i.e.
180635 - control), while others work better through influence.
180637 -  ..
180638 - The same is true for "manage" and "leadership" as explained in the
180639 - analysis of Covey's book, "7 Habits of Highly Effective People," at
180640 - ref SDS 2 4803.  Managers and leaders must constantly be asking
180641 - themselves if they are just treading water, or at the other extreme,
180642 - if they are pulling away too fast for the organization to keep up?
180643 - Delegate v. empower.  We have to choose how much power to grant the
180644 - inexperienced, so they do not harm themselves or the organization.
180645 - From this emerges the notion of "delegating authority" which is
180646 - "empowerment", but not responsibility, which is the "metric."
180647 -
180648 -
180649 -
180650 -
180651 -
180652 -
180653 -
180654 -
1807 -