THE WELCH COMPANY
440 Davis Court #1602
San Francisco, CA 94111-2496
415 781 5700


S U M M A R Y


DIARY: May 5, 1995 09:00 AM Friday; Rod Welch

Called Catherine Tonne with IPS re communication metrics.

1...Summary/Objective
....Project Integration Office
............Using Management Software Everyday
............to Improve Earnings & Effectiveness
............Consistent Use of Good Management Practices
..................................................... ............Not Enough Time to Succeed

............Automated Integration Creates More Time
............for Communication Metrics
....Meaning of "P O I M S"
....Implementing Change
2...Welch Support
3...Cathy's Background
4...Reengineering Communication
5...Schedule Diary System (SDS)
....Dillignece Less Required for Good Management Using SDS
....Lifting Human Potential - Taking Quantum Leap
.........Listening, Understanding, Planning, Doing
.........Past is Prologue Requires Organizational Memory
....References
....Comment


..............
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CONTACTS 
0201 - IPS, Livermore                     510 449 3832 fax 3541
020101 - Ms. Catherine Tonne

SUBJECTS
Sales discussions, Sales Presentation Ideas

0503 -    ..
0504 - Summary/Objective
0505 -
050501 - Followed up work at ref SDS 19 line 35, and ref SDS 16 line 32,
050502 - and at ref SDS 15 line 248.
050503 -
050504 - Cathy explained some ideas she has about developing a support
050505 - capability to apply the PM services PSI markets to customers,
050506 - internally.
050507 -
050508 - Submitted ref DIT 1 line 30 via internet, transmitting this record,
050509 - and reports on using Lotus Notes.
050510 -
050511 -    [She reported receiving this at ref SDS 20 line 37.]
050512 -
050513 -
0506 -
0507 -
0508 - 0982 Discussion
0509 -
050901 - Cathy needs to pull something together on her job description by next
050902 - wee<X95K
050903 - week.
050904 -
050905 -    Project Integration Office
050906 -
050907 -    She wants to establish the IPS "Project Integration Office" (PIO).
050908 -
050909 -        This office would apply the standard PM processes IPS markets
050910 -        to its customers, to manage IPS internally.  Cathy said they
050911 -        expect to manage everything as a project.
050912 -
050913 -        Besides improving their internal management, IPS wants to use
050914 -        this new office to improve and test the services it offers to
050915 -        customers.
050916 -
050917 -
050918 -  ..
050919 -
050920 -             ..
050921 -            Using Management Software Everyday
050922 -            to Improve Earnings & Effectiveness
050923 -            -----------------------------------
050924 -            I agree that recommending customers use certain methods/
050925 -            tools to improve "management," means we should be able to
050926 -            point to our own experience showing better results from
050927 -             ..
050928 -            using our recommendations.  This is the acid test of using
050929 -            management software, per discussions with IBM, Microsoft,
050930 -            et al.  How much time each day do the managers of firms
050931 -            that produce and sell management software, actually use
050932 -            the programs they sell to others, to improve earnings.
050933 -            SDS is the only software that meets this test, see ref SDS
050934 -            8 line 353, and discussion with Bud at E&Y, ref SDS 9 line
050935 -            159.
050936 -
050937 -  ..
050938 -
050939 -            Consistent Use of Good Management Practices
050940 -             ..
050941 -            
050942 -            What is often overlooked, is that everyone manages most
050943 -            everything already as a "project."  They just don't use
050944 -            sound project management practices consistently because
050945 -            they lack skills, and because hierarchy (feel good manage-
050946 -            ment) impedes routine implementation.  However, lack of
050947 -            TIME is the largest obstacle to consistent implementation
050948 -            of good management practice. Only SDS solves this problem.
050949 -
050950 -  ..
050951 -
050952 -            Not Enough Time to Succeed
050953 -
050954 -            No matter what changes are made to the organization, no
050955 -             ..
050956 -            matter who is hired and what skills they posses, and no
050957 -            matter what manuals are written, and directives issued, if
050958 -            there is not a way to apply automation so people can work
050959 -            faster and more accurately, then the PM processes will not
050960 -            be implemented effectively.  People will take short cuts,
050961 -            trying to expedite which will cause mistakes, as set out
050962 -            in the POIMS paper, ref OF 1 line 13.
050963 -
050964 -  ..
050965 -
050966 -            Automated Integration Creates More Time
050967 -            for Communication Metrics
050968 -            ---------------------------------------
050969 -            The only way to change the equation of more information
050970 -            flowing in a fixed amount of time that equals more
050971 -            mistakes, is to change the way we work.  We need to
050972 -            automate and integrate. That is why communication metrics
050973 -            is essential in the modern world. We need a new skill for
050974 -            a new environment.
050975 -
050976 -
050977 -  ..
050978 -
050979 -     ..
050980 -    Meaning of "P O I M S"
050981 -
050982 -    Cathy said IPS needs better coordination.  She asked what "POIMS"
050983 -    means.  I asked her to take a look at the POIMS paper.  She found
050984 -    it and read out the first paragraph, which ends with:
050985 -
050986 -         Personal and Organizational Integrated Management Support
050987 -
050988 -
050989 -
050990 -  ..
050991 -
050992 -     ..
050993 -    Implementing Change
050994 -
050995 -    She indicated the PIO will be an overhead expense.  IPS cannot
050996 -    afford support from a communication engineer.  We considered the
050997 -    expense IPS will incur implementing Lotus Notes, which is underway
050998 -    now, per our discussion at ref SDS 19 line 61.  It will be a year
050999 -    or more before an LN system is in place and much more training
051000 -    after that.
051001 -
051002 -        Cathy requested information on using Lotus Notes (see next
051003 -        record segment), following up ref SDS 19 line 61.
051004 -
051005 -    Cathy feels some Welch support could be acquired under contract,
051006 -    but not another full time person.  I explained this judgement
051007 -    should be reserved for a determination of the amount of earnings
051008 -    a communication engineer can add to the firm.  If IPS management
051009 -    is improved
051010 -
051011 -
051012 -
051013 -  ..
051014 -
051015 -  ..
051016 - Welch Support
051017 -
051018 - I explained there are three ways Welch can contribute:
051019 -
051020 -    1.  Assist Cathy develop the Project Integration Office
051021 -
051022 -    2.  Provide communication engineering support to implement the PIO
051023 -        in order to demonstrate that this service adds more value than
051024 -        it costs.  This would develop the experience IPS needs to
051025 -        decide about adding communication metrics to its PM program
051026 -        offered to customers.
051027 -
051028 -    3.  Develop a communication metrics service for IPS to offer its
051029 -        customers.
051030 -        ..
051031 -        This entails preparing materials that show how
051032 -        communication metrics integrates with IPS services.  Supporting
051033 -        IPS marketing reps in explaining communication metrics to its
051034 -        customers, i.e., attending sales meetings, demonstrations.
051035 -
051036 -    4.  Provide training to IPS so they can provide communication
051037 -        metrics to IPS customers.
051038 -
051039 -
051040 -    I am willing to do steps 1 and 3 for free, and part of step 2 for
051041 -    free.  This means attending some meetings and producing some work
051042 -    product, so IPS management can experience what communication
051043 -    metrics means.
051044 -
051045 -
051046 -
051047 -  ..
051048 -
051049 -  ..
051050 - Cathy's Background
051051 -
051052 - Cathy explained her 10 years at Westinghouse developing business
051053 - system improvements.
051054 -
051055 -    She recognizes that talking and E-mail are not communicating, per
051056 -    se, i.e., there is more to it, as described in the New World Order
051057 -    paper on p. 1 para 7, ref OF 2 line 117.
051058 -
051059 -        I mentioned the concept of communication as:
051060 -
051061 -                      •  Leadership
051062 -                      •  Understanding
051063 -                      •  Follow-up
051064 -
051065 -        ...explained at ref SDS 13 line 65.
051066 -        ..
051067 -        SDS improves understanding and follow-up by adding
051068 -        metrics, hence:  using SDS is applying communication metrics.
051069 -        Better understanding and follow-up means successful leadership.
051070 -
051071 -
051072 -    Cathy's background is suitable for SDS because SDS empowers people
051073 -    to apply sound management practice consistently.
051074 -
051075 -    Many people are afraid of SDS because they are not aware of how
051076 -    important it is to apply management practices consistently, nor do
051077 -    they realize how difficult this is to do in the modern work
051078 -    climate. People can be sincere and work hard, yet that isn't the
051079 -    same as working well. Cathy has the experience to know that unless
051080 -    practices are applied consistently, no lasting productivity
051081 -    improvement will be realized. Only SDS makes this possible.
051082 -
051083 -
051084 -
051085 -
0511 -

SUBJECTS
Reengineer Management
Reengineer Communications with Metrics to
Countertuitive, SDS Defies Common Sense
Fear Ignorance Denial
Complex, SDS Hard to Understand, Shocking
Complexity Organized by Microscope of Law
Quantum Leap Needs Ambassadors of Change,
Fear Exposing Unhappy Details
Modern Project Management Reengineer Enterprise Management KM AI Proj
Diligence, Redundant, Lazy, Lack Perspective

2413 -
241301 -  ..
241302 - Reengineering Communication
241303 -
241304 - IPS should adopt and promote SDS to reengineer management.  SDS adds
241305 - metrics to communications.  Since communication is the major activity
241306 - of management, cited on 890809, ref SDS 2 8812, adding Communication
241307 - Metrics offers the best chance of improving earnings by implementing
241308 - sound management practice consistently, per review of Covey's book on
241309 - 921205. ref SDS 4 2229 and ref SDS 4 4803
241310 -
241311 -    Letter on 950505 to Cathy ref DIP 1 0001, submits POIMS,
241312 -    ref OF 1 0001, and the memo by Bill DeHart explained SDS supports
241313 -    POIMS, ref DRP 2 8444, provides analysis of Kerzner lecture on
241314 -    950202 showing advantage of integrating cost, schedule and
241315 -    communication, ref SDS 12 6690  Included link to explanation of
241316 -    "communication" as essential to community developed on 950327.
241317 -    ref SDS 13 8492
241318 -    ..
241319 -    Cited Joel Koppleman's comments at the PMI event on 950412
241320 -    that Primavera's schedule control program was not sufficient to
241321 -    manage a project successfully, showing need for Communciation
241322 -    Metrics. ref SDS 15 3920
241323 -
241324 -
241325 -
241326 -  ..
241327 -
241328 -  ..
241329 - Schedule Diary System (SDS)
241330 -
241331 - Cathy is concerned that the organization of the SDS record is not
241332 - intuitive and would therefore not be acceptable to IPS or its clients.
241333 - She said SDS looks like solutions used at Westinghouse 10 years ago.
241334 -
241335 -     ..
241336 -    Dillignece Less Required for Good Management Using SDS
241337 -    Lifting Human Potential - Taking Quantum Leap
241338 -
241339 -    No one at Westinghouse, IBM, Harvard, Digital, DOD, or anywhere
241340 -    else has ever produced a record like this SDS record.
241341 -
241342 -    Executives express awe and amazement about the detail, flexible
241343 -    structure, speed and strength SDS offers, see for example meeting
241344 -    with IBM on 941114. ref SDS 11 5380
241345 -
241346 -        [On 001116 SDS "amazing." ref SDS 25 0001
241347 -
241348 -        [On 010725 DNRC reports on using SDS. ref SDS 26 WJ7L
241349 -    ..
241350 -    Fear that SDS requires too much discipline, reflects lack of
241351 -    experience using SDS that shows SDS takes much less diligence to
241352 -    enable consistent use of sound management practice. Those who have
241353 -    actually tried SDS find that it leverages personal discipline at a
241354 -    time when the complexity of the world cries out for greater
241355 -    discipline.  SDS provides a alternative of improving productivity
241356 -    by adding value to human potential, instead of firing people under
241357 -    the guise of "reengineering."
241358 -
241359 -        [On 000926 worry SDS takes too much diligence incorrect.
241360 -        ref SDS 24 004M
241361 -
241362 -    Bill DeHart at PG&E was initially afraid also, but he had the
241363 -    courage to try SDS on the strength of its design, as discussed
241364 -    during the meeting with IBM on 941114. ref SDS 11 3078  Bill
241365 -    discovered that SDS improved PG&E's management more than anything
241366 -    else they have tried in the past 30 years, ref DRP 2 1759
241367 -    ..
241368 -    Cathy feels PG&E is not a good example.  She cited former
241369 -    PG&E people who now work at IPS who indicate PG&E uses outmoded
241370 -    methods.
241371 -
241372 -    Cathy knows Terry Murford at PG&E.
241373 -
241374 -    Cathy feels IPS is more forward thinking.
241375 -
241376 -    This should enable IPS to investigate to see if Bill was correct
241377 -    about SDS improving management.
241378 -
241379 -          ..
241380 -         Listening, Understanding, Planning, Doing
241381 -         Past is Prologue Requires Organizational Memory
241382 -
241383 -         On 890809 an executive reported that people need better
241384 -         listening to make communication skills executives are taught
241385 -         effective. ref SDS 2 CJ9J  On 950426 an executive training
241386 -         consultant explained executives like to use conversation to
241387 -         expedite, ref SDS 18 4022, rather than follow requirements of
241388 -         management standards, like the PMBOK, ISO, published policies,
241389 -         regulations and so on, reviewed on 950721. ref SDS 23 1740
241390 -
241391 -         A simple test of "listening" is to see how much of what we
241392 -         have talked about so far has been correctly understood?  If it
241393 -         is true that the "past is prologue" how much of our past have
241394 -         we captured so far that we can examine for clues about the
241395 -         future?  How much intellectual capital have we invested?
241396 -    ..
241397 -    The complexity of the SDS record is necessary, because it
241398 -    aims to show the subconscious mind's view of management so we can
241399 -    discover if that view has any errors BEFORE we act on them.  This
241400 -    is the source of its power.
241401 -
241402 -    Since management is very complex, the conscious mind summarizes it,
241403 -    so we can act swiftly.  This is what we call "thinking."  It occurs
241404 -    automatically. We have no choice in the matter.  The result is that
241405 -    we are not aware of the structure the mind routinely manages.  SDS
241406 -    makes us aware so we can consciously decide whether what is going
241407 -    on subconsciously is correct.
241408 -
241409 -    When we first encounter the complexity of management, it is
241410 -    startling, overwhelming.  We pull back, recoil, some feel
241411 -    threatened.  Once we strive to understand the structure of the SDS
241412 -    record, then we can better understand the complexity of our
241413 -    management processes.  There is no other way to improve management
241414 -    other than by improving understanding of the correlations and
241415 -    implications of forces, objectives, information, people, time and
241416 -    documents.
241417 -
241418 -
241419 -     ..
241420 -    References
241421 -
241422 -    Cathy asked for names of people and organizations who have used
241423 -    SDS:
241424 -
241425 -           Bill DeHart                510 757 7976 page 503 1360
241426 -           Retired PG&E               billde7@aol.com
241427 -
241428 -
241429 -           Wayne Wetzel, Phd          406 444 6722
241430 -           Deputy Director
241431 -           DNRC, Montana
241432 -
241433 -           Jeff Ghilardi              619 293 3340
241434 -           Vice President             jeff.ghilardi@seawest.sprint.com
241435 -           Seawest, San Diego
241436 -
241437 -
241438 -
241439 -
2415 -

SUBJECTS
Lotus Notes & IBM, 910625

2504 - 1143 called Marva Paris at Turner
2505 -
250501 - Followed up discussion with Cathy at ref SDS 19 line 61, discussion
250502 - above, and call to Marva at ref SDS 9 line 39.  Marva said Turner has
250503 - just started using Lotus Notes about a week ago.  It was configured
250504 - with a consultant who provides training and support.  Marva said she
250505 - is not using it though everyone will expect her to "know all about it"
250506 - when something goes wrong.  She is happy to be going on vacation for a
250507 - month next week in France.
250508 -
250509 -     [Scheduled to call her in July to hear about her trip.]
250510 -
250511 - Marva said they have two people in the SF office who are supposed to
250512 - be using LN.  Right now they are in the beginning stages of learning
250513 - what it is for.  She understands they are planning to use it only for
250514 - "replicating" sales leads to all of the Turner offices in the US.
250515 -     ..
250516 -     Comment ------- This sounds like the effort that Bill
250517 -     Wagoner said Polaroid tried and recently pulled the plug on,
250518 -     ref SDS 17 line 42.
250519 -
250520 -     See also discussion with Carol at IBM, ref SDS 8 line 314.
250521 -
250522 -     [See later discusison with Steve Rule at Turner indicating their
250523 -     New York office is developing a custom application possibly using
250524 -     Lotus Notes to track invoicing and billings, ref SDS 22 line 62.]
250525 -
250526 -
250527 - Marva suggested I call:
250528 -
250529 -                      Stan Reeser
250530 -                      Turner Construction
250531 -                      Washington D.C.
250532 -                      703 841 5200
250533 -
250534 -     ...he is one of the two main people at Turner who is working with
250535 -     the consultant to design and implement the system.
250536 -
250537 -
250538 -
250539 -
2506 -
2507 -
2508 - 1149 called for Stan Reeser      703 241 2985 (home)
2509 -   ..
250901 - Receptionist said Stan works out of his home a lot.  She gave me
250902 - that number:
250903 -
250904 - Called and talked to his wife (or girl friend).  She said Stan is
250905 - flying in today, and will be home after 1600.  She will ask him to
250906 - call me back.  I asked if he has an internet address.  She is unsure.
250907 - I gave her my phone and internet address.
250908 -
250909 -    Comment
250910 -
250911 -    It really sounds like Stan may be one of the consultants who is
250912 -    supporting Turner, since he is working mainly from his home.
250913 -
250914 -
250915 -    [See follow up at ref SDS 21 line 43.]
250916 -
250917 -
250918 -
250919 -
Distribution. . . . See "CONTACTS"