THE WELCH COMPANY
440 Davis Court #1602
San Francisco, CA 94111-2496
415 781 5700
S U M M A R Y
DIARY: April 19, 1995 08:00 AM Wednesday;
Attend PMA conference on project management.
.....Example of Perspective/Communication
3...Find Something "Good" Being Done
.....Leadership and Religion
.....Channelling Human Conduct
5...Experience Brings Vision
.....Sight v. Vision - J.C. Penny Example
6...CSCS/C Manual Revision
7...Joint Implementation Guide Rewrite Update Reduce Regulations
8...The Integrated Program Management Team
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Attend seminars, PMA, 950419 - 21
Sales Presentation Methods, Examples
0604 - ..
0605 - Summary/Objective
060601 - Followed up work at ref SDS 6 line 25.
060605 - Track Coordinator:
060607 - Carolyn Anderson, Motorola, Inc.
060608 - 602 732 2190
060611 - We received a document, ref OF 1 line 27, that shows an outline for
060612 - the introduction to launch the event. This document was prepared by:
060614 - Edward E. Scannel, C.S.P., C.M.P.
060615 - 4234 N.Winfield Scott Plaza, Suite 101
060616 - Scottsdale, AZ 85251
060617 - 602 970 0101, 6272, fax 423 0526
060619 - I got the impression that Ed is currently or was recently a
060620 - professor at the University of Phoenix. However, his handout
060621 - sheet indicates he may in private business, as a consultant;
060622 - actually he seems to be with:
060624 - The Center for Professional Development and Training
060626 - ...per ref OF 1 line 1.
060629 - To illustrate the imporance of clarity and perspective in
060630 - communication, Ed offered the following humerous example.
060632 - Example of Perspective/Communication
060634 - He was in a restaraunt in Tempe Arizona and overheard two people
060635 - from out of town debating how "Tempe" is pronounced. One thought
060636 - the ending "e" is silent, the other thought it was pronounced as
060637 - an "a." To settle the argument they asked a young waiter to very
060638 - carefully and slowly pronounced the place where they are now!
060640 - The waiter looked at them bewilderedly and said:
060642 - D a i r y Q u e e n
060644 - This supports the importance of communication metrics, to test
060645 - (i.e., measure) understanding, rather than assume it.
Motiviation Tools that Make Reaching
Leadership, Definition, Religion
Cooperation, Focus Resources Common
Religion Frequent Reinforcement of Good
Competition Conflicts with Cooperation,
Directing People Needs SDS to Figure What
Guide Work with SDS Meeting Notes
141001 - Team Motivation
141002 - Find Something "Good" Being Done
141004 - Ed gave an simple example of how to motivate colleagues by finding
141005 - something good in what they are doing. He expressed this as saying
141006 - "yes" to subordinates, rather than always being negative, which is
141007 - item IIIC, in Ed's handout, ref OF 1 line 41. He said negativity is
141008 - harmful to team building and cited statistics from child psychology or
141009 - sociology studies that children hear "no" and other negative
141010 - admonitions far more often than positive encouragement.
141012 - Leadership and Religion
141013 - Channelling Human Conduct
141015 - During a break after Ed's presentation, I congratulated him on an
141016 - excellent program, and indicated agreement with his ideas. I
141017 - noted how his view about avoiding negativity relates to traditions
141018 - of Western Civilization embodied by the 10 commandments that use
141019 - "Thou shalt not..." in order to constrain natural conduct and
141020 - thereby obtain a minimum of conformity essential for a successful
141021 - community.
141023 - The essence of cooperation is getting people to move together
141024 - toward common goals. PMBOK call to "align people" entails
141025 - restraining conduct that diminishes cooperation. A combination of
141026 - rewards and punishments has been found to be the best method of
141027 - getting effective cooperation. The talent of great leaders is the
141028 - ability to recognize and apply the right mix of vision, rewards
141029 - and punishiments to be successful. Since every human being is
141030 - unique, each of us respond somewhat differently based on our own
141031 - individuality.
141033 - Training young children is mainly aimed at discouraging behavior
141034 - that has been found over thousands of years to be inimical to
141035 - successful community. Our species has learned that in order to
141036 - benefit (i.e. be rewarded) from the advantages of being part of a
141037 - team as opposed to being left in the wilderness to exercise every
141038 - natural human inclination, certain of those natural desires must
141039 - be curbed in order to increase the chances of satisfying more
141040 - readily and in greater degree our fundamental needs, food,
141041 - shelter, reproduction, intellectual curiosity, self esteeme.
141043 - There are less overt praises for doing the right thing because of
141044 - the principal that:
141046 - virtue is its own reward
141047 - Noblesse Oblige
141049 - We want to save rewards for exceptional conduct in order to
141050 - encourage people to make exceptional efforts.
141052 - This may be why children hear "no" more than "yes." Doing the
141053 - right thing is expected as essential to be part of the community,
141054 - and so is unrewarded because being accepted in the community is
141055 - the reward. Overt rewards are reserved for the exceptional right
141056 - thing. Doing the wrong thing in failing to curb a natural
141057 - biological urge occurs more often, because it is not natural to
141058 - curb natural appetites, until we learn to do so. Since it harms
141059 - the community, it must be discouraged. Hence we hear no more than
141060 - yes as small children.
141062 - [See later discussion with Morris on the need to communicate
141063 - with people according to their values in a business setting.
Change & Buy In, Reengineering
Change in Right Direction, Leadership with
Downsizing Increases Murphy's Law Risk
Downsize Computers Make Managers
Downsize Communication Metrics Adds Value
Change Culture in Right Direction Empower
Downsize Reengineer Remove Management Levels Give People Computers fo
Reengineer Enterprise Management KM AI Project Management Use Tech to
221101 - Change
221103 - Ed understands this issue, but did not seem to present it in a way
221104 - that is meaningful in the work environment. Change should be directed
221105 - at working more productively so our earnings go up. If there is no
221106 - increase in productivity then generally change per se is not justified
221107 - and will be resisted.
221109 - Similarly, however, it is not enough to simply reduce staff without
221110 - also reducing the workload, unless a way can be found for the
221111 - remaining staff to work more efficiently. What typically occurs is
221112 - that problems go unsolved, get covered up and lead to losses. People
221113 - slide back to prior methods because the incentives and influences that
221114 - led to them being used in the first place, are not changed.
Experience, Methods for Presentations
Vision, Leadership Means More than Talking
Experience Brings Common Sense, Judgement,
Vision Improved by Experience, SDS
290701 - ..
290702 - Experience Brings Vision
290704 - Ed explained an occassion a number of years ago when he was teaching a
290705 - communications class at the University of Phoenix.
290708 - ..
290709 - Sight v. Vision - J.C. Penny Example
290711 - Ed recalled having seen a notice in the local paper that Mr. J.C.
290712 - Penny would be vacationing in Phoenix, and so he called Mr.
290713 - Penny's office and invited him to address his class during his
290714 - stay in Phoenix. To his suprixe, Mr. Penny agreed. Arrangements
290715 - were made through his aids. Mr. Penny later gave his remarks
290716 - accompanied by an impressive array of aids.
290718 - Following Mr. Penny's remarks to the class, a student raised his
290719 - hand and ask if fading eye sight in Mr. Penny's advanced years
290720 - made it more difficult to manage a great enterprise than say when
290721 - he was 35 or 40.
290723 - Mr. Penny smiled and noted that, yes, it is more difficult to see
290724 - with fading eye sight, but he finds at 87 that his vision is much
290725 - broader than during his frenetic, if halcyon, days of 35 and 40.
290728 - Ed's story illustrates through the eyes of Mr. Penny that experience
290729 - is a predicate to wisdom and vision, per analysis in the record on
290730 - 921217. ref SDS 2 7344.
290732 - The farther back we can look, the further ahead we can see.
290734 - [On 950830 discussed with Ron Howard at Stanford concern of
290735 - executives about "driving by looking in the review mirror,"
290736 - ref SDS 9 9922, analysis of "Plato's Problem" on induction,
290737 - ref SDS 11 1234, correlation of vision, wisdom, ref SDS 10
290738 - 8550]
290740 - [Is this the same J.C. Penny cited in "Management Mistakes and
290741 - Successes" Third Edition, by Robert F. Hartley on p. 30 in the
290742 - chapter:
290744 - J.C. Peny Company
290745 - "The Old Ways are Best"
290747 - ... published by John Wiley & Sons, Inc., 1991
290750 - In discussing agenda III, PMA People serving people, item D. People
290751 - Issues, Ed asked attendees to join in groups of three and identify 3
290752 - things that might come under the heading of "people issues."
290754 - I and another person developed 2 issues. We were standing and so
290755 - it was not convenient to discuss this with a third.
290757 - Ed then called on 4 or 5 attendees to share one of the "People"
290758 - issues their group identified.
290760 - I stepped forward and Ed called on me. I cited the difficulty of
290761 - dealing with the increased flow of information commonly called the:
290763 - Information Highway
290765 - ...and that the inability to process more information quickly and
290766 - accurately enough leads to the mistakes commonly called Murphy's
290767 - Law.
290769 - Ed seemed to grasp this point, that there is a difference between
290770 - information and knowledge. Actually, it is treated later in his talk
290771 - as one of the points of his presentation, ref OF 1 line 70, though he
290772 - offered no solutions, apparently due to the shortness of time.
290774 - Since he offers meeting and executive training, ref OF 1 line 16, it
290775 - might be worthwhile to submit information on POIMS and communication
290776 - metrics.
290778 - Following his presentation I spoke with him for a few minutes,
290779 - explaining the basic idea of dividing communicaiton between leader-
290780 - ship, understanding and follow up, ref SDS 5 line 64.
290782 - Ed seemed open to these ideas. I want to encourage him and others
290783 - in his field to incorporate these ideas in their programs like the
290784 - one he is doing today.
290786 - Call Ed Scannel re using communicaiton metrics.
290788 - [Did this for speaking at PMI event, per ref SDS 8 line 30.]
Engineering, Professional Standards
Cost Management, C/SCSC
Regulation Reengineer Reduce Bureauracy Unproductive Regulation Polic
320601 - Sessions are listed at ref SDS 4 line 70.
320604 - CSCS/C Manual Revision
320605 - Joint Implementation Guide Rewrite Update Reduce Regulations
320607 - Tony Finefield
320608 - SMC/FMCI, USAF
320610 - Tony explained a number of changes to the CSCS/C manual that have
320611 - reduced it to less than 200 pages. It still has 39 steps.
320613 - I asked what impact on the cost and effectiveness of implementation is
320614 - expected from reducing the size of the manual?
320616 - The speaker initially said no estimate of this has been made.
320618 - A member of the audience who evidently was someone at a higher
320619 - level in the chain of command, stood up and said the reduced size
320620 - of the manual is expected to significantly reduce costs, because
320621 - of the consolidation of the steps.
320623 - Questioners from the audience who seemed to be industry reps who will
320624 - have to implement the new manual showed a concern these changes will
320625 - be a major adjustment, partucularly where they have geared up to meet
320626 - one set of standards and now must change.
320629 - ..
320630 - The Integrated Program Management Team
320632 - Colonel Craig P. Weston, USAF
320633 - System Program Director
320634 - Space Based Early Warning Systems
320636 - Col Weston explained a major project to consolidate and improve the
320637 - satalite survelence program of the Defense Department. The aim is to
320638 - provide better technology and intelligence at less cost.
320640 - [Sounds similar to discussion with Richard Armstrong, ref SDS 12
320641 - line 136.]
320643 - He said his group is using a variety of automated systems.
320645 - After the presentation I asked Col Weston if the consolidation he
320646 - described will include some backup so that the system will continue to
320647 - work in the event the consolidated facilities are damaged. He said
320648 - the program does this.
320650 - I introduced the idea of Communication Metrics.
320652 - Col Weston and others listening to my explanation seemed favorably
320653 - impressed. Col. Weston asked me to submit information to Lt. Michael
320654 - J Alford., Jr., who assisted the Colonel during the presentation. I
320655 - gave Lt. Alford a set papers on the NWO, and on POIMS. He gave me his
320656 - card to follow
320658 - Lt. Michael J. Alford, Jr.
320659 - Chief of Strategic Technologies Development
320660 - USAF Ballistic Missile Defense Programs
320661 - SMC/MGXE
320662 - 185 Discoverer Boulevard, Ste 1315
320663 - LA AFB, CA 90245-4695
320664 - 310 363 3730 fax 310 363 0265
320667 - Also submitted a set of documents and received a card from:
320669 - R.M. (Rick) Trites
320670 - Public Works and Government Services
320671 - BSIMR
320672 - 90 rue Elgin
320673 - Ottawa, Canada K1A 0S5
320675 - 613 943 2807 fax 613 943 8792
320677 - Rick is a young man who may be looking for better solutions.
320682 - During a break, I visited the Exibit room and met
320684 - Dale Brown
320685 - Sales Representative
320686 - Western Region
320687 - 11601 Wilshire Boulevard Suite 500
320688 - Los Angles, CA 90025
320689 - 310 575 4876 fax 1878
320692 - There were not a lot of attendees (in fact none) when I walked through
320693 - the exhibit room. Dale remembered me from the PMI Conference in
320694 - Vancouver, ref SDS 3 line 23, where I gave a demonstration of SDS to
320695 - Rob Edwards, V.P. Technical Development.
320697 - Dale asked how things are going with SDS?
320699 - I explained the successful results at PG&E per the memo at ref DRP 1
320700 - line 25. Dale feels this is a strong sales promotion piece. He
320701 - suggested it be used in telemarketing to generate interest in and
320702 - credibility for SDS. Dale outlined a typical scenario he uses to
320703 - market Welcom's product.
320705 - I explained my objective to create marketing relationships with
320706 - organizations like Welcom to do joint marketing, since communication
320707 - metrics compliment cost and schedule control. Dale suggested I
320708 - contact:
320711 - Mr. Joe Weaver
320712 - VP Sales & Marketing
320713 - 15995 N. Barkers Landing, Suite 275
320714 - Houston, TX 77079 2494
320715 - 713 558 0514 fax 584 7828
320719 - Dale said that Florida Power & Light is a firm he feels is
320720 - particularly a good marketing opportunity, because they are relatively
320721 - strong financially at this time.