CONTACTS 

SUBJECTS
ISO 10006 - Project Management Standards, TQM
PMBOK, PM, Fundamentals & Overview
Correlation to accepted practice, PMBOK

0905 -
0905 -    ..
0906 - Summary/Objective
0907 -
090701 - Follow up
090702 -
090703 - Reviewed draft ISO 10006 standards for project management received
090704 - today from Doug at Raychem, ref SDS 31 0966, and compared with
090705 - exposure draft of PMBOK received on 950720, ref SDS 30 0001
090706 -
090707 -     [On 951005 received additional analysis of PMBOK. ref SDS 36 0794
090709 -  ..
090710 - There are no apparent conflicts between ISO and PMBOK.  Both standards
090711 - cover traditional PM practices as integrated processes, but overlook:
090712 -
090713 -      1.  Contract legal standards for performing projects.
090714 -
090715 -      2.  Authority of project manager.
090717 -           ..
090718 -      3.  Information density overwhelms systems and tools, causing
090719 -          cost and schedule control to fail, and attributed to Murphy's
090720 -          Law, as explained in POIMS. ref OF 7 0307
090722 -  ..
090723 - PMBOK offers wider, occasionally more meaningful treatment and better
090724 - balance of project management subjects, and provides more graphics to
090725 - aid comprehension and use.  ISO provides a stronger focus on improving
090726 - the quality of project management through traceability of "causation"
090727 - and decision support, ref SDS 0 1740, and through continual learning
090728 - from project evolving history, i.e., organizational memory (see again
090729 - POIMS, ref OF 7 01TU)  ISO seems stronger on Project Manager
090730 - authority; but, neither standard addresses this issue adequately.
090732 -  ..
090733 - Common language in places shows collaboration or use of common
090734 - sources; however, both standards need to clarify use of "life cycle,"
090735 - "phase" and "process."
090736 -
090737 -     [On 951026 submitted comments to ISO. ref SDS 38 0000
090738 -
090739 -
090740 -
090741 -
090743 -  ..
0908 -
0909 -
0910 - Progress
0911 -
091101 - Correlation PMBOK & ISO Management Practices
091102 - Standards Publications Organic Structure for Management Requirements
091103 -
091104 - There appears to be strong correlation between the PMBOK and ISO 10006
091105 - standards, as seen from following listing of content headings.  This
091106 - confirms indications at the PMI Panel discussion on 950718,
091107 - ref SDS 27 0398, and telecon with Raychem on 950720. ref SDS 29 NN4L
091109 -  ..
091110 - These lists provide an organic structure in the SDS subject index to
091111 - organize the record of performance using good management practices.
091112 -
091113 -            [On 990625 Kaiser's Healthwise Handbook has organic subject
091114 -            structure for organizing medical practice. ref SDS 61 W26O
091115 -
091116 -            [On 020504 FAR provides organic structure to organize
091117 -            procurement work. ref SDS 70 XV7L
091119 -             ..
091120 -            [On 040312 lecture outline on 21st century science provides
091121 -            organic structure for organizing the record and finding
091122 -            relevant history on science. ref SDS 76 0Q6M
091123 -
091125 -      ..
091126 -     PMBOK                                     ISO 10006
091127 -
091128 -     1  Introduction                   0    Introduction
091129 -           "                           1    Scope
091130 -      .2 Definition, ref SDS 0 M24F    3.1  Definition Project, ref SDS 0 UQ5N
091131 -     2  PM Context
091132 -      .1 Phases/Life Cycle             4.4  Phases & Processes
091133 -      .2 Stakeholders                  3.3  Stakeholder defined
091134 -                                       5.2  Stakeholder needs/conflict
091135 -      .3 Organizational influ.         5.5  Organizational structure
091136 -                                            conducive to quality
091137 -                                   6.8.2.1  Organizational structure
091138 -      .4 General Managmnt Skills            Leadership Communicating
091139 -                                       6.9  Communication Negotiating
091140 -                                            Problem Solving
091141 -      .5 Socioeconomic Influ.               Influence Organization
091142 -         Standards/Regulations              (power & politics)
091143 -      .6 Cultural Influences
091144 -
091146 -         ..
091147 -     3  Process                        3.4  Process definition
091148 -     4  Integrative                    6.3  Interlinking
091149 -     5  Scope                          6.4  Scope
091150 -     6  Time                           6.5  Time
091151 -     7  Cost                           6.6  Cost
091152 -     8  Quality                        5.0  Quality principles
091153 -     9  Human Resource                 6.8  Personnel
091154 -    10  Communications                 6.9  Communication
091155 -    11  Risk                          6.10  Risk
091156 -    12  Procurement                   6.11  Procurement
091157 - Ap  D  References                Annx A    References ISO 9000
091158 - Ap  F  Glossary                       3    Definitions
091159 -                                       6.7  Resource
091160 - 6.5.3.3  Lessons learned Time         7.0  Learning from the project
091161 - 7.4.3.3    "       "     Cost
091162 -   p. 66  Code of Ethics
091163 -
091164 -
091165 -                       ******************
091167 -  ..
091168 - Graphics, Tables, Explanations
091169 -
091170 - PMBOK is considerably longer than ISO 10006, in part because of
091171 - extensive use of graphs, tables, process explanations and examples. It
091172 - also covers a wider array of influences on project management, as seen
091173 - from the above list.  This makes PMBOK seem more meaningful and useful
091174 - (practical) than the current draft of the ISO standard.
091176 -  ..
091177 - PMBOK could be improved by more examples to illustrate the meaning of
091178 - common terms for processes in different industries, like it uses to
091179 - explain "project life cycles" in section 2.1.3. ref OF 3 NS6K
091180 -
091182 -  ..
091183 - Overuse and Undefined "Processes"
091184 -
091185 - ISO calls for many "processes" to be developed and used, but does not
091186 - describe or give examples to aid with implementation of the standard.
091187 - Exceptions are at section 4.4, ref OF 1 ML7K, and Annex B with Table A
091188 - on page 35 illustrating a "Progress" evaluation.  More descriptions
091189 - and examples may exist in the referenced ISO standards.
091190 -
091192 -  ..
091193 - Communication Requirements
091194 -
091195 - ISO proposes...
091196 -
091197 -     ISO 6.9 Communication related processes
091198 -     ISO 6.9.1 Description of communication related processes
091199 -
091200 -         The aim of the communication related processes is to
091201 -         facilitate the exchange of information necessary for the
091202 -         project.  These processes ensure timely and appropriate
091203 -         generation, collection, dissemination, storage and ultimate
091204 -         disposition of project information. ref OF 1 V8F8
091206 -      ..
091207 -     PMBOK 10.1 COMMUNICATIONS PLANNING
091208 -
091209 -         Communications planning involves determining the information
091210 -         and communications needs of the stakeholders: who needs what
091211 -         information, when will they need it, and how will it be given
091212 -         to them.  While all projects share the need to communicate
091213 -         project information, the informational needs and the methods
091214 -         of distribution vary widely.  Identifying the informational
091215 -         needs of the stakeholders and determining a suitable means of
091216 -         meeting those needs is an important factor for project
091217 -         success. ref OF 4 1111
091219 -      ..
091220 -     ISO 6.9.2. Management of meetings
091221 -
091222 -         Appropriate meeting rules and guidelines should be formalized.
091223 -         Meeting agenda should be sent out in advance.  Minutes of
091224 -         meetings should include decisions made, actions resulting and
091225 -         assignments and should be distributed to relevant parties
091226 -         within an agreed time. ref OF 1 V8F9
091228 -  ..
091229 - This standard omits requirements for assigning folks to prepare an
091230 - agenda, allocating time for people to be prepared, and assigning
091231 - someone to write up the record, get feedback and refine the record in
091232 - order to make the record useful for command and control of the work,
091233 - i.e., to accomplish the purpose of communication.
091234 -
091235 -
091237 -      ..
091238 -     ISO 6.9.2.2 Information distribution...
091239 -
091240 -         Information should be distributed in a timely manner with
091241 -         strict adherence to time schedules.  All data should be
091242 -         provided without superfluous information.  Concise writing and
091243 -         clear presentation techniques should be used. ref OF 1 QW4I
091245 -      ..
091246 -     PMBOK 10.2 INFORMATION DISTRIBUTION
091247 -
091248 -         Information distribution involves making needed information
091249 -         available to project stakeholders in a timely manner. It
091250 -         includes implementing the communications management plan as
091251 -         well as responding to unexpected requests for information.
091252 -         ref OF 4 6X3L
091254 -      ..
091255 -     ISO 6.9.2.4 Communication control...
091256 -
091257 -         When discrepancies appear between actual performance and plans
091258 -         corrective actions should be initiated and plans revised.
091259 -         ref OF 1 WY3G
091261 -  ..
091262 - These prescriptions lead toward Communciation Metrics to complement
091263 - cost and schedule control, explained on 950927, ref SDS 23 EK5J, which
091264 - are summarized in POIMS, ref OF 8 685K, and which further implement
091265 - ISO requirements for traceability to original sources, shown below.
091266 - ref SDS 0 1740
091267 -
091268 -
091270 -  ..
091271 - Law of Contracts Omitted
091272 -
091273 - Project management needs standards that indicate what constitutes
091274 - "timely" and "concise," etc., in different settings.  This requires
091275 - some consideration of legal standards with respect to notice,
091276 - specifying notice, and response criteria, and how this is applied
091277 - absent a formal contract.
091279 -  ..
091280 - It could be argued contract law is properly omitted because it is set
091281 - out in case law.  However, this ignores the tradition that case law
091282 - reflects or takes account of industry practice, which is the precise
091283 - objective of an effort to set standards.  Moreover, case law does not
091284 - govern internal projects which none-the-less require similar
091285 - mechanisms in order to be successful, which is the aim of PMBOK and
091286 - ISO.  (See PMBOK 2.2 ref OF 3 CW5M; and ISO 4.2 ref OF 1 VRXV)
091287 -
091289 -  ..
091290 - Purpose of PMBOK & ISO
091291 -
091292 - PMBOK 1.1 describes the sum of knowledge and common lexicon within the
091293 - profession of project management, ref OF 3 3711, and says at 1.3 that
091294 - "quality is one of many demands to be balanced. ref OF 3 2911
091296 -  ..
091297 - ISO 10006 1.0 gives guidance on how quality issues impact project
091298 - management, and says the standard is not intended to be a guide to
091299 - project management itself. ref OF 1 1067.  ISO 5.0 describes quality
091300 - principles implemented in clauses 6 and 8, ref OF 1 1001, which
091301 - supports the view that the purpose of this ISO is to achieve "quality"
091302 - through project management.
091304 -  ..
091305 - ISO 10006 6.3.2.1 says quality is an integral part of good project
091306 - management. The quality system of the project and the project
091307 - management system should be the same. ref OF 1 5228
091309 -      ..
091310 -     The latter standard appears to support John Kahl's point at the
091311 -     PMI Panel discussion on 050718. ref SDS 27 9559.  However these
091312 -     ISO citations seem to conflict.
091314 -      ..
091315 -     Thus, PMBOK offers guidance on performing project management,
091316 -     including "quality" in Chapter 8, ref OF 4 8001
091318 -      ..
091319 -     ISO 1006 aims more narrowly, but importantly, to apply quality
091320 -     principles set out in section 5, ref OF 1 1001, to all aspects of
091321 -     project management (expanded with references in Annex A,
091322 -     ref OF 1 0500).  ISO actually covers much of the PMBOK material
091323 -     under its implied credo that "quality" is the primary aim of
091324 -     enterprise/management.
091326 -      ..
091327 -     This comes close to reducing "quality" to a mere word, even
091328 -     mantra.  If it covers everything, then nothing distinguishes it.
091329 -     The PMBOK idea of balancing competing demands seems a useful
091330 -     standard.
091331 -
091333 -      ..
091334 -     Implementation Assessment
091335 -
091336 -     While both standards present a robust set of "processes," neither
091337 -     gives guidance on the central challenge of the modern era:
091338 -
091339 -         Implementing sound management practices consistently under
091340 -         accelerated information flows and expanding objectives, as set
091341 -         out in NWO, ref OF 10 1675, (technical, social, environmental,
091342 -         political, organizational).
091343 -
091344 -     ...which is illustrated and underscored by this exercise today
091345 -     reviewing two standards, and incorporating them into existing work
091346 -     flows under "risk" issues cited by ISO 6.10.2.1  ref OF 1 8295
091348 -      ..
091349 -     ISO correctly calls for a "learning" process, ref OF 1 6923
091350 -     analogous to POIMS standard to "invest intellectual capital,"
091351 -     ref OF 7 2300, but offers no methods or guidance to accomplish it.
091352 -
091353 -
091355 -  ..
091356 - Definition Project Essentially Same in ISO and PMBOK...
091357 -
091358 - ISO and PMBOK define "project" distinguished from "operations" by
091359 - planning, cost and schedule requirements for specified scope and
091360 - deliverable, e.g., fix the car, mow the lawn, heart transplant, book
091361 - report, design a car, build a bridge, bake a cake, fly to the moon,
091362 - run for office.
091364 -      ..
091365 -     ISO 3.0
091366 -
091367 -        For the purposes of this International Standard, the
091368 -        definitions contained in ISO 8402: 1994 apply, ref OF 1 923F,
091369 -        together with the following:
091371 -      ..
091372 -     ISO 3.1... Project
091373 -
091374 -        Unique process, consisting of a set of co-ordinated and
091375 -        controlled activities with start and finish dates, undertaken
091376 -        to achieve an objective conforming to specific requirements,
091377 -        including the constraints of time, cost and resources.
091378 -        ref OF 1 UM3L
091380 -         ..
091381 -        Notes:
091382 -
091383 -         1.  An individual project may form part or a larger project
091384 -             structure. ref OF 1 IR4H
091386 -              ..
091387 -         2.  In some types of project the objectives are refined and
091388 -             the product characteristics defined progressiveiy as the
091389 -             project proceeds. ref OF 1 ZR5G
091391 -              ..
091392 -         3.  The outcome of a project may be one or several units of
091393 -             product. ref OF 1 5S5K
091395 -              ..
091396 -         4.  The organization is temporary and established for the life
091397 -             time of the project. ref OF 1 AS5N
091399 -              ..
091400 -         5.  The interrelation between project activities may be
091401 -             complex. ref OF 1 IS6H
091402 -
091404 -      ..
091405 -     PMBOK 1.2... What is a Project
091406 -
091407 -        Organizations perform work.  Work generally involves either
091408 -        operations or projects (although the two may overlap).
091409 -        Operations and projects share many characteristics. ref OF 3
091410 -        WZ6I For example, they are:
091412 -              ..
091413 -          •  Performed by people.
091414 -          •  Constrained by limited resources.
091415 -          •  Describable as processes and subprocesses.
091416 -          •  Planned, executed, and controlled.
091418 -         ..
091419 -        They differ primarily in that operations are ongoing and
091420 -        repetitive while projects are temporary and unique.  A project
091421 -        can thus be defined in terms of its distinctive characteristics
091422 -        it is a temporary endeavor undertaken to create a unique
091423 -        product or service.  Temporary means that every project has a
091424 -        definite ending point.  Unique means the product or service is
091425 -        different in some distinguishing way from all similar products
091426 -        or services (see additional discussion below). ref OF 3 D37M
091428 -         ..
091429 -        Projects are undertaken at all levels of the organization.
091430 -        They may involve a single person or many thousands.  They may
091431 -        require less than 100 hours to complete or over 10,000,000.
091432 -        Projects may involve a single unit of one organization or may
091433 -        cross organizational boundaries as in joint ventures and
091434 -        partnering. ref OF 3 C49G  Examples of projects include:
091436 -              ..
091437 -          •  Developing a new product or service.
091438 -          •  Effecting a change in structure, staffing, or style of an
091439 -             organization.
091440 -          •  Designing a new transportation vehicle.
091441 -          •  Developing a new or modified information system.
091442 -          •  Constructing a building or facility.
091443 -          •  Running a campaign for political office.
091444 -          •  Implementing a new business procedure or process.
091445 -
091446 -
091448 -  ..
091449 - Process, Integration, Life Cycle
091450 -
091451 - Standards for both PMBOK and ISO recognize management "integrates" a
091452 - range of "processes" for command and control of daily work.  PMBOK
091453 - gives deeper treatment by devoting separate chapters (3 and 4), to
091454 - these subjects.
091456 -  ..
091457 - Neither standard distinguishes how project management differs from the
091458 - general management role of integrating processes, except PMBOK notes
091459 - in section 3.2....
091460 -
091461 -              PROJECT MANAGEMENT PROCESS INTERACTIONS
091462 -
091463 - ...that projects require initiating and closing. ref OF 3 QVXQ
091464 -
091466 -         ..
091467 -        Management Cycle Plan Perform Report Requires Documentation
091468 -
091469 -
091470 - PMBOK section 3.2 further says in particular....
091471 -
091472 -        ....processes are linked by the results they produce-the result
091473 -        or outcome of one becomes an input to another.  Among the
091474 -        central processes, the links are iterated-planning provides
091475 -        executing with a documented project plan early on, and then
091476 -        provides documented updates to the plan as the project pro-
091477 -        gresses. ref OF 3 QVWP
091479 -      ..
091480 -     This requirement supports the SDS design to enable consistent use
091481 -     of a "plan, perform, report" management cycle, explained in POIMS.
091482 -     ref OF 7 6649  The requirement for continual "documentation"
091483 -     aligns with SDS support for "reporting," ref OF 7 2300, that adds
091484 -     links showing an audit trail of traceability to original sources
091485 -     in the work history, also, called "organizational memory," and
091486 -     expressly called out by ISO requirements, shown below. ref SDS 0
091487 -     1740
091488 -
091489 -        [On 020504 Federal Acquisition Regulations (FAR) similarly
091490 -        require "documentation" to show the work is aligned with
091491 -        objectives, requirements and commitments. ref SDS 70 IY4I
091492 -        Growing evidence shows agencies have difficulty performing this
091493 -        requirement. ref SDS 70 NS6F
091495 -  ..
091496 - "Process" means a work practice and/or set of steps to accomplish a
091497 - business requirement, e.g., "hiring" is part of the human resource
091498 - "process."  Both standards recognize in defining "subprocesses" that
091499 - all work practices, like all of existence, have organic structure that
091500 - permits deeper levels of attention, depending upon circumstances and
091501 - the magnitude of the undertaking.
091502 -
091504 -  ..
091505 - ISO 3.4 defines at ref OF 1 UZ8H a "process" as a:
091506 -
091507 -      4. set of inter-related resources and activities which transform
091508 -     inputs into outputs. (ISO 8402:1994)
091509 -
091510 -     NOTE - Resources may include personnel, finance, facilities,
091511 -            equipment, techniques and methods.
091513 -  ..
091514 - PMBOK para 3.1 defines....
091516 -      ..
091517 -     Project Management Process Linked So Each Supports the Other
091518 -     Initiate, Plan, Execute, Control, Close
091519 -
091520 -     ...a series of actions bringing about a result" [1].  Operational
091521 -     management (managing ongoing operations) also involves planning,
091522 -     executing, and controlling; however, the temporary nature of
091523 -     projects requires the addition of initiating and closing.
091524 -     ref OF 3 1568
091526 -      ..
091527 -     Management processes... are not discrete, one time events; they
091528 -     are overlapping activities which occur at varying levels of
091529 -     intensity throughout each phase of the project Figure 3-1 is a
091530 -     conceptual illustration of how the processes overlap and vary
091531 -     within a phase. ref OF 3 158N
091533 -      ..
091534 -     In addition, the processes are linked by the results they
091535 -     produce-the result or outcome of one becomes an input to another.
091536 -     Among the central processes, the links are iterated-planning
091537 -     provides exe- cuting with a documented project plan early on, and
091538 -     then provides documented updates to the plan as the project
091539 -     progresses.  These linkages are illustrated in Figure 3-2.
091540 -     ref OF 3 QVWP
091541 -
091543 -  ..
091544 - ISO 10006 4.4 describes 4 phases of a project "life cycle," ref OF 1
091545 - O54O
091547 -      ..
091548 -     Conception, Development, realization and termination
091549 -
091550 -     ...which seem similar to the the PMBOK management process;
091551 -     however, PMBOK uses "life cycle" only in chapter 2.1 to identify
091552 -     the whole of a project's "phases," ref OF 3 line 822.
091554 -      ..
091555 -     PMBOK uses "phase" in 2.1.1 to mean a major milestone such as
091556 -     completion of a deliverable.  PMBOK does not indicate "phase" is
091557 -     another way of saying "process," and does not use "life cycle" to
091558 -     refer to project "processes" defined in 3.1, ref OF 3 line 1610.
091559 -     However, examples of "life cycles" from various industries at
091560 -     2.1.3, beginning at ref OF 3 line 917, indicate "life cycle" may
091561 -     be used in the PMBOK in a similar way as "process," which is the
091562 -     case with the ISO standard.
091564 -          ..
091565 -         PMBOK glossary, appendix F, does not define "life cycle"; it
091566 -         defines "phase" as delivery of major deliverable. It does not
091567 -         define "process."
091569 -          ..
091570 -         Seems like more work is needed on defining process, phase,
091571 -         life cycle.
091573 -      ..
091574 -     These distinctions are confusing in considering both standards
091575 -     together, but are not material to adequacy of the standards, since
091576 -     both present substantially the same ideas.
091577 -
091579 -      ..
091580 -     SDS Intelligence Cycle Supports Management Process Standards
091581 -     Power of Microcosm Intelligence Converts Information to Knowledge
091582 -
091583 -     Both PMBOK and ISO standards support what George Gilder identifies
091584 -     as a source of significantly increased productivity derived from
091585 -     controlling smaller process elements, reviewed on 950718.
091586 -     ref SDS 27 3846.
091588 -      ..
091589 -     Management processes like those in the PMBOK, ref SDS 0 4012, ISO,
091590 -     ref SDS 0 4032, and earlier Edward Deming (Plan, Do, Study, Act),
091591 -     convert inert information into the power of knowledge through
091592 -     automated integration of the SDS "intelligence cycle," ref OF 7
091593 -     6649, ref OF 7 0336 (also "Continual Learning" below. ref SDS 0
091594 -     2846)
091595 -
091596 -        [On 960519 reviewed power of microscosm to improve
091597 -        productivity. ref SDS 45 8338
091598 -
091600 -  ..
091601 - Authority of Project Manager
091602 - Project Management Coordinating Work to Achieve Objectives
091603 -
091604 - ISO 1006 section 4.2 explains scope of project management coordinates
091605 - planning, assignments, monitoring all aspects controlling the work,
091606 - including quality management. ref OF 1 VRXV, and ISO 1006 5.3,
091607 - ref OF 1 6557
091609 -  ..
091610 - Project manager is the single point of contact with responsibility and
091611 - authority for managing the work to meet objectives, requirements, and
091612 - commitments.  Authority delegated to the project manager should be
091613 - commensurate with responsibility. ref OF 1 PSPW
091615 -  ..
091616 - ISO 6.8.2.1 calls for the project manager to develop an organizational
091617 - structure with effective lines of communication and control.
091618 - ref OF 1 E358
091620 -  ..
091621 - ISO recognizes projects can be organized in significantly different
091622 - ways that impact authority of project manager. ref OF 1 RO4J
091624 -  ..
091625 - PMBOK presents specific organizational structure types (e.g.
091626 - functional, matrix, project associated varying levels of manager
091627 - authority. ref OF 3 FO5M and ref OF 3 F166
091628 -
091629 -     The PMBOK appears more robust on this issue, but it is too weak
091630 -     alerting stakeholders that chances of meeting objectives are
091631 -     reduced by failing to delegate adequate authority to the project
091632 -     manager for coordinating the work.
091634 -      ..
091635 -     It seems unhelpful to call for an appropriate organizational
091636 -     structure, without giving guidance on determining "appropriate."
091638 -      ..
091639 -     PMBOK and ISO standards rest on the principle that management
091640 -     drives the quality of project results.  It is therefore disturbing
091641 -     that ISO fails to address directly, as PMBOK does, that success of
091642 -     projects depends directly on authority of the project manager to
091643 -     direct the work, given the intent to promote "quality" in project
091644 -     management. ref OF 1 7W8F
091645 -
091647 -  ..
091648 - Accountability & Authority
091649 -
091650 - ISO 10006 6.2.2. under application of quality principles to the
091651 - strategic process, calls for a project manager to be assigned with
091652 - accountability and responsibility defined at the earliest date, see
091653 - ref OF 1 line 525.  Similarly at 6.8.2.1, ref OF 1 line 1259.
091655 -  ..
091656 - Traceability, called out below, is a key method of accomplishing
091657 - accountability. ref SDS 0 1740
091659 -  ..
091660 - On 931130 review of Drucker shows "sunshine profits" make managers
091661 - avoid accountability. ref SDS 12 1504]
091663 -  ..
091664 - On 931223 Deming, who developed TQM and focuses on accountability as a
091665 - component of quality, had to leave the country to find acceptance of
091666 - these standards. ref SDS 14 9765
091667 -
091668 -        [On 971202 ISO 9000 HQUSACE policy stresses accountability...
091669 -        ref SDS 52 7453]
091671 -         ..
091672 -        [On 970829 accountability is essence of management. ref SDS 49
091673 -        6666
091675 -         ..
091676 -        [On 980307 reviewed Andy Grove's book "Only the Paranoid
091677 -        Survive" that descirbes "Strategic Disonnence" ref SDS 54 5517
091678 -        as managers in denial who fear change. ref SDS 54 3740
091680 -         ..
091681 -        [On 980405 managers fear accountability. ref SDS 57 5065]
091682 -
091684 -      ..
091685 -     First, ISO does not distinguish "authority" of a project manager,
091686 -     from a coordinator or team leader, each of whom do not have
091687 -     authority to compel/encourage performance, as discussed on 950705.
091688 -     ref SDS 26 T2DM
091690 -      ..
091691 -     Second, a lot of people can manage projects but do not have the
091692 -     risk capital to be accountable for the results.  Therefore, what
091693 -     does it mean to define "accountability?" This is a difficult area.
091695 -           ..
091696 -          Barney Hedberg at Perini told the story of the guy who
091697 -          submitted a quote for a project and when asked if he could
091698 -          bond, said "No, but I am willing to admit my mistake, if I am
091699 -          wrong."  That's not accountability.
091701 -           ..
091702 -          Often a contractor does not want anyone else to be
091703 -          accountable, because he wants to retain the opportunity to
091704 -          gain commensurate with the risk of loss, and so is unwilling
091705 -          to give up any accountability, but must in order to be
091706 -          successful, give up authority.
091708 -      ..
091709 -     Suppose authority of the Project Manager is defined as ensuring
091710 -     that schedules and budgets are prepared within industry standards
091711 -     and updated monthly, that a report be submitted explaining budget
091712 -     overages and schedule delays, together with a plan to recover, or
091713 -     request for a change in the budget or schedule.
091715 -      ..
091716 -     This is not really "authority."  It is "responsibility," without
091717 -     however, authority to offer inducements and/or penalties there is
091718 -     no authority and if there is no authority, there is no project
091719 -     manager; rather we have a coordinator, or team leader per
091720 -     discussion on 950705. ref SDS 26 T2DM
091721 -
091722 -
091724 -  ..
091725 - Quality
091726 -
091727 - ISO 10006 5.0 describes quality principles implemented in clauses 6
091728 - and 8, ref OF 1 line 371.  So the entire purpose of the standard is to
091729 - implement quality.  It is not clear where in the standard the
091730 - stakeholder is presented with choices about what level of "quality" to
091731 - buy.
091732 -
091733 -     [On 951221 article on need to balance quality considerations with
091734 -     resource availability based on cost and schedule commitments.
091735 -     ref SDS 41 SZ82
091737 -  ..
091738 - PMBOK addresses quality in chapter 8, ref OF 4 line 1557, as one among
091739 - many processes to be integrated and balanced in managing a project,
091740 - ref OF 3 line 523.  It cites ISO 8402, evidently published in 1993 for
091741 - a definition of "quality" ref OF 5 line 2070.
091743 -      ..
091744 -     This is one of the rare instances in PMBOK where the language
091745 -     seems very awkward, and so hopefully has been improved since 1993.
091746 -
091747 -
091749 -  ..
091750 - Tenuous Correlations to Quality
091751 -
091752 - ISO 10006 6.8.2.1 says project team positions should be documented and
091753 - accepted by staff members, in order to ensure "project quality,"
091754 - ref OF 1 line 1286.
091755 -
091756 -     This sounds more like a fair employment labor clause rather than
091757 -     something aimed at quantifying the quality of the work.
091759 -  ..
091760 - ISO 10006 6.8.2.3 says project personnel should receive, to the extent
091761 - required by the project, additional training, both general and project
091762 - specific, ref OF 1 line 1352. The training should ensure that they are
091763 - competent, at their level of responsibility in the project in areas
091764 - such as:
091765 -
091766 -         quality principles and their application to the project
091767 -         project quality system
091768 -         lessons learned from previous projects
091769 -         scope of work within the project
091770 -         project procedures and instructions
091771 -         tools and techniques used in the project
091773 -       ..
091774 -      Competence goes to basic acuity, education, tenacity, willingness
091775 -      to expend whatever level of effort is required to accomplish a
091776 -      mission, including research requirements, acquire added formal
091777 -      education, make a thousand calls, track chronology, context, and
091778 -      construct connections that "conntect the dots" for accurate
091779 -      understanding, and timely follow up to get things done.
091781 -       ..
091782 -      How is "competency" determined for "lessons learned from previous
091783 -      projects," or, "project quality system"?
091785 -       ..
091786 -      Project managers have a duty to provide tools and support that
091787 -      grow and leverage competence.  The core competency of
091788 -      civilization is converting information into knowledge.  SDS and
091789 -      Communciation Metrics accomplish this better than other methods.
091790 -      see POIMS, ref OF 7 0367
091792 -       ..
091793 -      The ISO call to provide opportunities for personal involvement,
091794 -      satisfaction and development is not clearly related to "quality"
091795 -      and seems more akin to equating a PM with the role of mother and
091796 -      father.
091797 -
091798 -
091799 -
091800 -
0919 -

SUBJECTS
Continual Learning, Executive Training, 930726
ISO Continual Learning Links Good Management Working Intelligently Tr
Continual Learning Links Good Management Working Intelligently Tracea
ISO 10006 PMBOK Continual Learning Lessons Learned from Experience Co
Chronology Understanding Sequence Diary Time
ISO Continual Learning Align Communication Objectives Requirements C

2208 -
220901 -  ..
220902 - Continual Learning Requires Capture and Organize Organizational Memory
220903 - Learning Experience Investing Intellectual Capital for Lessons Learned
220904 -
220905 - ISO 10006 section 5.6 presents principal 5 stating that management is
220906 - responsible to have a process of continuous improvement from project
220907 - experience. ref OF 1 6923  ISO 10006 section 7.0 implements clause 5.6
220908 - with requirements for learing from project history. ref OF 1 IWYP
220909 - These ISO requirements reflect the common dictum:  "past is prologue."
220910 - ISO requires investment for an effective and efficient system of
220911 - continual learning, ref OF 1 S74H, and recognizes that computers
220912 - support this task with capacities for storing, finding, maintaining,
220913 - and using relevant history quickly when needed. ref OF 1 S839
220915 -  ..
220916 - On 880415 Stanford project management office supported by new
220917 - Integrated Facilities department, getting case studies improve results
220918 - on construction projects for Stanford, and provides feedback to
220919 - improve classroom curiculum. ref SDS 1 PU91
220921 -         ..
220922 -        Capturing experience supports Jeromy Campbell's explanation of
220923 -        human thinking and "logic," as based on "experience," from
220924 -        review on 900303. ref SDS 5 0052  Discovering cause and effect
220925 -        from connections to original sources, suggests that continual
220926 -        learning is closely related to continual linking required for
220927 -        traceability to original sources, discussed below. ref SDS 0
220928 -        1740
220930 -         ..
220931 -        Continual learning necessarily requires accurately capturing
220932 -        organiztional memory of daily experience and constructing
220933 -        chronologies showing traceability to original sources, see
220934 -        below, ref SDS 0 1740, which impart knowledge of cause and
220935 -        effect based on context of particular subjects, as explained in
220936 -        POIMS. ref OF 7 0367 and further at ref OF 7 2300  In the
220937 -        manual world of traditional management practice this process is
220938 -        more commonly called "lessons learned."
220940 -            ..
220941 -           [On 950911 Tofflers recommend continual learning by teaching
220942 -           children to "think." ref SDS 34 2222
220944 -            ..
220945 -           [On 971004 Stanford construction project management office
220946 -           closed because "best of best" failed to meet objectives.
220947 -           ref SDS 50 0001
220949 -            ..
220950 -           [On 000129 Colloquium at Stanford presented Doug Engelbart's
220951 -           ideas on improving improvement process, ref SDS 64 3168,
220952 -           reviewed earlier on 991222. ref SDS 63 3961]
220954 -            ..
220955 -           [On 011102 organizational learning developed by Senge
220956 -           antecedent to Knowledge Management based on studies of
220957 -           building aircraft during WWII, and later an article
220958 -           published in 1962 that won a Nobel Prize on improving
220959 -           productivity through learning and experience. ref SDS 66
220960 -           M25K
220962 -            ..
220963 -           [On 041213 Edison credited for using contemporaneous notes
220964 -           to support plan, perform, report discovery process of the
220965 -           scientific method. ref SDS 80 DK4N
220967 -         ..
220968 -        Continual Learning uses SDS to capture and integrate personal
220969 -        and organizational memory, see POIMS, ref OF 7 01TU, and
220970 -        reviewed on 890809. ref SDS 3 7499  At that time, Morris
220971 -        indicated continual learning sounds good, but asked about
220972 -        experience showing cost savings? ref SDS 4 MZ3K  Management
220973 -        standards encourage people to learn, despite lack of experience
220974 -        showing cost savings, similar to sending children to school,
220975 -        even though they would rather watch television and play with
220976 -        friends, because they do not have experience that shows
220977 -        learning makes it possible to watch television and play.  To
220978 -        reduce ignorance, there needs to be an initial launching
220979 -        mechanism.
220981 -         ..
220982 -        Continual learning requirements in ISO reflect Welch Management
220983 -        Method cited on 911123, ref SDS 6 4930, as exemplified in the
220984 -        record on 950428, ref SDS 24 8900, which applies Edison's work
220985 -        practice of persistance and diligence reviewed on 940722,
220986 -        ref SDS 20 8994, Covey's idea reviewed on 921205 to keep a
220987 -        daily journal, ref SDS 8 1121, also developed from review on
220988 -        931130 of Peter Drucker's ideas, ref SDS 12 5820, and "Learning
220989 -        Organization" ideas of Peter Senge, reviewed on 930216.
220990 -        ref SDS 9 8998.
220991 -
220992 -            [On 041213 Edison credited for using contemporaneous notes
220993 -            to support plan, perform, report discovery process of the
220994 -            scientific method. ref SDS 80 DK4N
220996 -         ..
220997 -        [On 951012 "Tending the Garden of Knowledge" explains value of
220998 -        "continual learning" supported by POIMS. ref SDS 37 9066.]
221000 -         ..
221001 -        [On 951216 example at ref SDS 40 0050.]
221002 -
221004 -     ..
221005 -    Data Collection Inadequate for Continual Learning
221006 -
221007 -    ISO calls for collecting "data" rather than capturing information
221008 -    and converting it into knowledge.  [The defect in a process of
221009 -    "data collection" to improve management productivity was developed
221010 -    later in a discussion with Intel, ref SDS 35 4218.]  However, a
221011 -    simple extension of the "data collection" requirement, supports the
221012 -    innovation of SDS to collect a diary associated with project
221013 -    objectives and detailed organic structure automatically recycled by
221014 -    the POIMS management process to support future work and decisions,
221015 -    ref OF 7 line 178, called for in the Kerzner lecture on Project
221016 -    Management, ref SDS 21 8447
221017 -
221019 -     ..
221020 -    Management Cycle Supports Continual Learning
221021 -    Case Studies - Automated Experience Enables Continual Learning
221022 -
221023 -    The only way to effectively accomplish ISO requirements for
221024 -    continual learning is by automating the management cycle, as SDS
221025 -    does, per Morris' comments on 911123, ref SDS 6 0477
221027 -     ..
221028 -    The record on 950428 explains how SDS is used to create continual
221029 -    "case studies," ref SDS 24 8900, that have proven to be useful in
221030 -    the Bible and case law by showing results of prior similar fact
221031 -    patterns.
221033 -     ..
221034 -    Need for intelligence that enables continual learning is explained
221035 -    from Cal Tech seminar on 921021, ref SDS 7 5692,
221037 -     ..
221038 -    Enterprise Management is an attempt to strengthen use of lessons
221039 -    learned from organizational memory, reported on 940522.
221040 -    ref SDS 18 QL5G
221042 -     ..
221043 -    "Knowledge" is the work product that results from "intelligence"
221044 -    that enables continual learning, as explained on 900302, reviewing
221045 -    Jeromy Campbell's book "The Improbably Machine." ref SDS 5 3002
221046 -
221047 -         [On 950812 applied to NWO paper at ref SDS 32 0112
221048 -
221050 -     ..
221051 -    Documentation Converted into Intelligence Yields Command Control
221052 -    Lessons Learned Requires Process to Capture Organizational Memory
221053 -    Organizational Memory Connect Dots Yield Continual Lessons Learned
221054 -
221055 -
221056 - PMBOK section 6.5.3.3, ref OF 4 PS4H, and 7.4.3.3, ref OF 4 PR6N, call
221057 - for documenting causes of time and cost variances, and the reasoning
221058 - in choosing corrections, to be used for future work.
221060 -  ..
221061 - ISO Section 7 on "Learning from the Project" is much stronger than the
221062 - approach in PMBOK. ref OF 1 IWYP
221064 -     ..
221065 -    Neither ISO nor PMBOK offer guidelines on how to accomplish
221066 -    "documentation" so it is timely, accurate and is readily accessible
221067 -    when needed to solve daily problems, i.e., they fail to offer
221068 -    automated and integrated organization and access methods that make
221069 -    "lessons" valuable. ref OF 7 PG9M
221071 -     ..
221072 -    Rather than call for "documentation," which is uniformly ignored as
221073 -    bureaucratic paperwork that slows everybody down, PMBOK, ISO, FAR,
221074 -    and other standards should require "intelligence" support that
221075 -    "connects the dots" of cause and effect.
221076 -
221077 -        [On 020504 case study of Federal Acquisition Regulations (FAR)
221078 -        shows people commonly ignore good management practices,
221079 -        including standards and regulations, and rely instead on
221080 -        conversation. ref SDS 70 NS6F
221082 -         ..
221083 -        [On 040203 bureaucracy requires paperwork, but fear of
221084 -        accountability and drives people to avoid documentation of
221085 -        critical details that save lives, time, and money. ref SDS 75
221086 -        8Y5I
221088 -         ..
221089 -        [On 030826 NASA chief executive testifies before Congress that
221090 -        continual disasters occur because people interpret requirements
221091 -        as suggestions. ref SDS 73 8K4G
221093 -     ..
221094 -    Adding energy in the management process to understand the
221095 -    chronology of causation yields the power of knowledge for getting
221096 -    things done on time and within budget, as set out in POIMS,
221097 -    ref OF 7 1X6G, because the order of cause and effect empowers
221098 -    predictability, essential for command and control of the work. see
221099 -    again POIMS. ref OF 9 1113
221100 -
221101 -        [On 040312 locality principle under the irreversibility of time
221102 -        which drives the 2nd law of thermodynamics says that energy
221103 -        from connecting cause and effect yields the power of knowledge
221104 -        for predictability. ref SDS 76 YH4G
221106 -         ..
221107 -        [On 040312 complementarity principle makes conversation and
221108 -        intelligence support to connect the dots of cause and effect
221109 -        empowers communication to drive productivity. ref SDS 77 HN3M
221110 -
221111 -
221113 -  ..
221114 - Document Control
221115 -
221116 - POIMS explains SDS support for document management. ref OF 7 1107
221118 -  ..
221119 - Documentation and control are discussed throughout ISO 10006...
221120 -
221121 -        1.  Section 6.3.2.1 Project plan development
221122 -            should document requirements for
221123 -            quality system............................. ref OF 1 1G6I
221125 -             ..
221126 -        2.  Progress evaluations and procedures
221127 -            should be documented....................... ref OF 1 RH7O
221129 -             ..
221130 -        3.  6.3.2.2 Interaction management says
221131 -            documentation is required for project
221132 -            co-ordination.............................. ref OF 1 XL5H
221134 -             ..
221135 -        4.  Section 6.3.2.3 says "change management"
221136 -            should include document control
221137 -            procedures................................. ref OF 1 MG5O
221139 -             ..
221140 -        5.  Section 6.4.2.4 Activity control says
221141 -            documents should subject to document
221142 -            control procedures......................... ref OF 1 G65L
221144 -  ..
221145 - However, ISO has no standard for performing "document control" nor to
221146 - evaluate performance.
221147 -
221148 -     What is document control?
221149 -
221150 -     If we call IBM, General Motors, Bechtel, Harvard, the City of San
221151 -     Francisco, can anyone look up when a document was issued,
221152 -     received, answered, worked, what organizational objectives it
221153 -     impacts and how it relates to other documents, the schedule,
221154 -     budget???
221156 -  ..
221157 - PMBOK gives less treatment than ISO to document control, more properly
221158 - called "Communication Metrics" in an age of information revolution,
221159 - ref SDS 11 7788, to ensure understanding through "Command and Control
221160 - of the Record." ref OF 7 1113  See also "Traceability" below.
221161 - ref SDS 0 1740
221162 -
221163 -     The authors may omit standards to capture, organize, link,
221164 -     integrate, retrieve and apply the record, because the practice is
221165 -     not unique to project management, ref OF 1 line 1311.  This view
221166 -     conflicts with the tradition of projects requiring careful
221167 -     communications such that solutions to most problems are in the
221168 -     record, see ref SDS 7 line 128, ref OF 7 line 538.  It also
221169 -     ignores the rising demand from the Information Highway for ways to
221170 -     convert information into knowledge in order to avoid Murhphy's
221171 -     Law, ref OF 8 line 48, and ref SDS 19 line 242.
221173 -      ..
221174 -     A simple example highlights this deficiency.  How do those who
221175 -     crafted either the ISO or the PMBOK expect people to implement
221176 -     their ideas, if there is not a standard for linking work performed
221177 -     to particular documents and standards?
221178 -
221179 -
221180 -
221181 -
2212 -

SUBJECTS
Authenticate Communication Add Alignment Verify Accuracy Communicati
Pictures Require Thousand Words Explain Analyse Understand Follow Up
Capture Record Improves Knowledge Management Organizational Memory
Analysis Listening Thinking Planning Follow Up
ISO Links Good Management Traceability to Original Sources Audit Tra
Hansel Gretle Audit Trail to Original Sources Links Alignment Tracea
Traceability Orginal Sources Continual Learning Complementary Binary

5409 -
541001 -  ..
541002 - Authenticate Communication Add Alignment Verify Accuracy
541003 - Communication Requires Proactive Alignment Like Hansel and Gretle
541004 - Traceability, Alignment, Audit Trail, Support, Understanding
541005 - Hansel and Gretle Used Linking, Alignment to Remember the Way Home
541006 -
541007 - Traceability to original sources called out extensively by ISO, listed
541008 - below ref SDS 0 S499, and by PMBOK provisions to verify communication
541009 - using "feedback loops," ref SDS 0 1940, supports accountability,
541010 - ref SDS 0 2221, by constructing an audit trail showing alignment of
541011 - daily work with objectives, requirements and commitments. ref SDS 0
541012 - 4421
541014 -  ..
541015 - Alignment authenticates conversation and analysis to discover accurate
541016 - and comprehensive correlations, implications and nuance in documents,
541017 - meetings, and calls.  Adding energy to "connect the dots" of cause and
541018 - effect yields the power of knowledge to control the work, which
541019 - complements requirements for continual learning from the record of
541020 - experience on the job. ref SDS 0 6883  Published guidance in ISO,
541021 - PMBOK, contracts, laws and regulations help people overcome fear that
541022 - alignment to verify accuracy that avoids error, reduces deniability
541023 - that avoids accountability for errors, shown on 890324. ref SDS 2 4484
541024 - Without standards for accuracy using traceability to original sources,
541025 - management collapses into error, bumbling, chaos, conflict, crisis,
541026 - and calamity.
541028 -         ..
541029 -        [...below ISO ISO 10006 6.8.2.3 calls for clear and open
541030 -        communication and mutual commitment to customer satisfaction,
541031 -        but does not cite requirements for accuracy in meetings, calls
541032 -        and documents communicating with customers and colleageus using
541033 -        feedback loops for traceability to original sources.
541034 -        ref SDS 0 5222
541036 -         ..
541037 -        [On 951221 article calls for contemperaneous documentation of
541038 -        software development. ref SDS 41 0966
541040 -         ..
541041 -        [On 040312 traceability to original sources applies "locality
541042 -        principle" adding energy to "connect the dots" of cause and
541043 -        effect yields power of knowledge to control the future under
541044 -        the 2nd law of thermodynamics that increases entropy causing
541045 -        management to devolve into error, conflict, crisis, chaos, and
541046 -        calamity. ref SDS 76 CB7L
541048 -         ..
541049 -        [On 051130 article in AIA Architect requires documentation for
541050 -        good management to work accurately, communications aligned with
541051 -        original sources, ref SDS 82 G46F, but notes that during the
541052 -        past quarter century, documentation has grown significantly;
541053 -        projects that required only a few file boxes in the 1980s
541054 -        result in many times that amount today. ref SDS 82 Z16L
541056 -         ..
541057 -        [On 051130 AIA project management requires contemporaneous
541058 -        notes documentation showing work aligns with plans and
541059 -        specifications, stakeholder requirements, commitments.
541060 -        ref SDS 82 D94Q
541062 -  ..
541063 - "Documentation" is a common term for traceability to original sources
541064 - that verifies accuracy.  Projects start with extensive procedures
541065 - using familiar tools for documentation.  However, "expediting" soon
541066 - degrades management to entropy that ignores accuracy under the excuse
541067 - of "reducing paperwork," because complexity overwhelms people using
541068 - popular, familiar tools for documentation, and conversation seems
541069 - fast and easy.
541071 -         ..
541072 -        [On 951026 organizations certified compliant with ISO
541073 -        requirements are unable to comply with requirements for good
541074 -        management. ref SDS 38 3245
541076 -         ..
541077 -        [On 960304 Vannevar Bush article published in 1945 forecast
541078 -        using technology for constructing a web of trails through the
541079 -        record of daily work that give timely access to accurate
541080 -        details for performing future work. ref SDS 43 L47F
541082 -         ..
541083 -        [On 970707 USAFIT study found that management failes, i.e.,
541084 -        devolves toward entropy, on all large projects because people
541085 -        fail to invest time and expense to maintain alignment of daily
541086 -        communication with objectives, requirements, and commitments.
541087 -        ref SDS 48 0108
541089 -         ..
541090 -        [On 990525 engineers don't like to write and management does
541091 -        not plan enough time for documentation. ref SDS 60 0966
541093 -         ..
541094 -        [On 990625 Kaiser's Healthwise Handbook requires good medical
541095 -        practice based on good communication by capturing the record of
541096 -        patient history in the medical chart, ref SDS 61 6X3L, and
541097 -        getting feedback to verify accuracy. ref SDS 61 TD6Q  Doctors
541098 -        do not have enough time to write up the record, review and
541099 -        provide feedback to verify accuracy. ref SDS 61 2652
541101 -         ..
541102 -        [On 000307 knowledge management dilemma arises from "hard work"
541103 -        required to maintain order in the record for correctly
541104 -        understanding cause and effect, while reliance on remembering
541105 -        the gist of the story seems fast and easy. ref SDS 65 767G
541107 -         ..
541108 -        [On 011102 case study traditional information management
541109 -        using diary and journal methods write understandings of
541110 -        daily work, e.g., captain's ship log, airplane flight test
541111 -        reports, project manager daily diary, scientific method
541112 -        contemporaneous record reporting on experiments, surveyor's
541113 -        journal. ref SDS 67 TO5J
541115 -         ..
541116 -        [On 020504 Federal Acquisition Regulations (FAR) similarly
541117 -        require "documentation" to show the work is aligned with
541118 -        objectives, requirements and commitments. ref SDS 70 IY4I
541119 -        Growing evidence shows agencies have difficulty performing this
541120 -        requirement. ref SDS 70 NS6F
541122 -         ..
541123 -        [On 021118 reality monitoring innate mental metrics trace
541124 -        understadings to original sources that verify accuracy of
541125 -        perceptions. ref SDS 71 QS8H
541127 -         ..
541128 -        [On 031230 taxes and disposable income both rise when
541129 -        regulations are enforced by audits for compliance with good
541130 -        management practices requiring an audit trail using
541131 -        traceability to original sources that enables continual
541132 -        learning. ref SDS 74 UZ5P
541134 -         ..
541135 -        [On 040203 executives and managers avoid planning and analysis
541136 -        to reduce paperwork in the black hole of bureaucracy.
541137 -        ref SDS 75 8Y5I
541139 -         ..
541140 -        [On 041012 disorder in medical records causes mistakes, because
541141 -        people do not comply with requirements for traceability to
541142 -        original sources. ref SDS 78 UW5H
541144 -         ..
541145 -        [On 041018 Doctor Benz requested documentation for traceability
541146 -        to original sources at Kaiser to authenticate conversation
541147 -        during 2nd opinion consultation at UCSF Cancer Center to verify
541148 -        accuracy of test report on CA 15-3 cancer marker. ref SDS 79
541149 -        L14N
541151 -         ..
541152 -        [On 050722 example common scenarios comedy of errors on big DOD
541153 -        project getting fouled up; management degrades to entropy
541154 -        because nobody has command and control of the record.
541155 -        ref SDS 81 PK6Y
541157 -  ..
541158 - Laws, regulations and contract provisions specify good management that
541159 - is essential for success, because people are reluctant to perform good
541160 - management in the absence of express direction. see POIMS. ref OF 7
541161 - DH7L
541162 -
541163 -        [On 951026 organizations certified compliant with ISO
541164 -        requirements are unable to comply with requirements for good
541165 -        management. ref SDS 38 3245
541167 -         ..
541168 -        [On 020504 FAR part 4.801 governing management of federal
541169 -        procurement requires documentation showing alignment of daily
541170 -        work with requirements, ref SDS 70 XV7L, but government and
541171 -        contractors fail to follow the regulations. ref SDS 70 NS6F
541173 -         ..
541174 -        [On 021126 CaseMap 4 is a case management software program used
541175 -        by lawyers to track chronology, link PDF files and schedule
541176 -        tasks to prepare for trial. ref SDS 72 PQUP
541178 -  ..
541179 - Advantages of traceability....
541180 -
541181 -      1.  Augments innate intelligence process of reality monitoring
541182 -          verifying perceptions with cross-checks to avoid mistakes,
541183 -          reported on 951031. ref SDS 39 3488
541184 -
541185 -             [On 021118 research in cognitive science indicates that
541186 -             reality monitoring applies traceability to original
541187 -             sources to verify accuracy of perceptions. ref SDS 71 QS8H
541189 -           ..
541190 -      2.  Empowering people to remember complex correlations of cause
541191 -          and effect learned from hard won experience, but which would
541192 -          otherwise be forgotten and obscurred by the forest of details
541193 -          people encounter moment-to-moment in daily life.  Like Hansel
541194 -          and Gretel, marking their trail home (see explanation on
541195 -          950822, ref SDS 33 6E6G), traceability to original sources
541196 -          enables people to recover the right path in time to take
541197 -          effective action.
541199 -           ..
541200 -      3.  Discovering correlations, implications and nuance that are
541201 -          revealed through the process of formulating links to original
541202 -          sources in a powerful collateral benefit of traceability to
541203 -          original sources.  Expanding span of attention expands
541204 -          opportunity and prevents mistakes from otherwise overlooking
541205 -          connections of cause and effect.
541207 -  ..
541208 - These benefits of traceability support POIMS requirement for thinking
541209 - through writing that lift the capacity to think, remember, and
541210 - communicate. ref OF 7 3742
541212 -  ..
541213 - These advantages are evident in the practice of law, as explained in
541214 - NWO. ref OF 10 163M, following the tradition of religion. ref OF 10 29G5
541216 -        ..
541217 -       [On 970829 management text calls "accountability" essence of
541218 -       effective management. ref SDS 49 0001
541220 -        ..
541221 -       [On 971125 audit trail for traceability to original sources
541222 -       improved in SDS by automatically linking headlines when a new
541223 -       record is created. ref SDS 51 R65V
541225 -        ..
541226 -       [On 020204 Enron collapse into bankruptcy revealed bad
541227 -       management that failed to provide audit trail showing daily work
541228 -       aligned with requirements and commitments. ref SDS 68 EX5O
541230 -  ..
541231 - The ISO standard calls for mechanisms to show original source support
541232 - for decisions and actions, for example see section...
541233 -
541234 -
541235 -                  6.6.2.1 ref OF 1 9933
541236 -                  6.3.2.1 ref OF 1 9940 and ref OF 1 8487
541237 -                  6.3.2.3 ref OF 1 9946
541238 -                  6.4.2.1 ref OF 1 8479
541239 -                  6.4.2.2 ref OF 1 9570
541240 -                  6.5.2.2 ref OF 1 7893
541242 -         ..
541243 -        [On 020504 ISO requirements reflect FAR part 4.801 governing
541244 -        management of federal procurement. ref SDS 70 XV7L
541246 -  ..
541247 - PMBOK requires accuracy of communication by using a process of
541248 - verification with "feedback loops." ref SDS 0 1940
541249 -
541251 -      ..
541252 -     Command & Control of the Record
541253 -
541254 -     Implicit in the notion of "traceability" is that management will
541255 -     rely on the record, like Hansel and Gretel used the path they
541256 -     created to find their way home, which is a key element of POIMS,
541257 -     ref OF 7 1298 and ref OF 7 8555, and Communication Metrics,
541258 -     ref SDS 23 0023 and ref SDS 23 4177. ISO standards should make
541259 -     reliance on the record an explicit duty essential to achieve the
541260 -     quality aims of the standard, since that in fact is the only hope
541261 -     for achieving those aims for the reasons developed in reviewing
541262 -     the Van Kaspar paper on the Information Revolution on 931008.
541263 -     ref SDS 11 4757
541264 -
541265 -        [On 950927 Intel to explain at PMI's 1996 Asilomar Conference
541266 -        technology can improve management by automating traceability to
541267 -        original sources. ref SDS 35 2541]
541269 -         ..
541270 -        [On 950812 applied this in NWO paper at ref SDS 32 0112.]
541272 -         ..
541273 -        [On 951221 IT engineering standards require contemporaneous
541274 -        documentation of work, communication, testing, problems and
541275 -        solutions. ref SDS 41 0966]
541277 -         ..
541278 -        [On 960205 traceability improves meetings by keeping records of
541279 -        performance on action items. ref SDS 42 1640]
541281 -         ..
541282 -        [On 970526 "root cause analysis" is another way of describing
541283 -        traceability to original sources. ref SDS 47 2168]
541285 -         ..
541286 -        [On 980307 Andy Grove with Intel recommends copious notes to
541287 -        remove ambiguity of mental maps. ref SDS 55 3668
541289 -         ..
541290 -        [On 990314 idea offered to use SDS for a standards Draft
541291 -        Submission to ISO and other agencies. ref SDS 58 4500]
541293 -         ..
541294 -        [On 990525 Morris says engineers don't like to write and IT
541295 -        managers don't allocate enough time. ref SDS 59 0966]
541297 -         ..
541298 -        [On 991001 space craft crashed on Mars, costing $125M due to
541299 -        deviation between communication and requirements. ref SDS 62
541300 -        3192]
541301 -
541303 -      ..
541304 -     Traceability and Continual Learning are Complementary
541305 -
541306 -     ISO 10006 section 6.9.2 calling for "Communication Control"
541307 -     (discussed below, ref SDS 0 8493) exemplifies how command and
541308 -     control through continual traceability, ref SDS 0 1740, and
541309 -     Continual Learning, ref SDS 0 2846, are complementary processes,
541310 -     reflecting the way the human mind uses intelligence characterized
541311 -     as an "experience machine," in cognitive science, reviewed on
541312 -     900303. ref SDS 5 3002
541313 -
541314 -         [On 951026 Communication supports both traceability to
541315 -         original sources and continual learning. ref SDS 38 7773]
541317 -          ..
541318 -         [On 951026 organizations unable to implement traceability to
541319 -         original sources, indicating need for "faster, better,
541320 -         cheaper" way to rely on the record, ref SDS 38 3245, rather
541321 -         than guess and gossip.]
541323 -          ..
541324 -         [On 990625 doctors do not have time to perform required
541325 -         procedures to capture the record. ref SDS 61 1978
541327 -          ..
541328 -         [On 951216 example of Continual Learning and Traceability, see
541329 -         ref SDS 40 0050.]
541331 -          ..
541332 -         [On 011102 organizational learning developed by Senge
541333 -         antecedent to Knowledge Management based on studies of
541334 -         building aircraft during WWII, and later an article published
541335 -         in 1962 that won a Nobel Prize on improving productivity
541336 -         through learning and experience. ref SDS 66 M25K
541337 -
541339 -      ..
541340 -     Risk Management
541341 -     Miscommunication & Communication Metrics
541342 -
541343 -     ISO requirements to identify causes of variances in schedule,
541344 -     ref OF 1 SD4L, and in budget, ref OF 1 CG4L, do not offer guidance
541345 -     on how to identify miscommunication, which is the cause of most
541346 -     errors in human communities, as explained in POIMS, ref OF 7 V8P1,
541347 -     including projects. The call for traceability to original sources
541348 -     is the only process that avoids communication errors in order to
541349 -     reduce negative variances in budgets and schedules. ref SDS 0
541350 -     1740,
541352 -      ..
541353 -     Communication Metrics provides automated processes to accomplish
541354 -     risk management, see 950327, ref SDS 23 4828, and which greatly
541355 -     improve schedule and cost control for the reasons in the NWO paper
541356 -     at ref OF 10 09D5 and ref OF 10 8577
541357 -
541358 -          [On 951026 discussed this idea. ref SDS 38 5321.]
541359 -
541361 -      ..
541362 -     ISO Errs Equating Communication with Organizational Structure
541363 -
541364 -     ISO 10006 6.8.2.1 relates effective communication with the design
541365 -     of organizational structure, ref OF 1 line 1291, rather than with
541366 -     empowering people to convert information into knowledge by
541367 -     investing intellectual capital.  "Better communication" means
541368 -     lifting the capacity to think, remember and communicate by
541369 -     capturing the record, testing for consistency with the record,
541370 -     testing for common understanding by distribution of the record and
541371 -     automating the management cycle to ensure timely follow up for
541372 -     maintaining shared meaning. see POIMS, ref OF 7 3742,
541373 -
541375 -      ..
541376 -     Example of Linking
541377 -
541378 -     ISO 10006 6.3.2.1 advocates that a quality system be prepared as
541379 -     part of the project plan, and linked to a quality manual of the
541380 -     project originating organization, ref OF 1 line 616.
541382 -          ..
541383 -         This is the correct application of "linking" that should be
541384 -         advocated as a general principle throughout the standard, but
541385 -         which is impossible to carry out without automated integration
541386 -         inherent in POIMS technology.
541388 -          ..
541389 -         The ISO standard needs an example of a "quality plan" and
541390 -         "quality system."
541391 -
541393 -  ..
541394 - Communication
541395 -
541396 - Both the PMBOK and ISO standards talk about "communication" throughout
541397 - most sections, but neither offers guidance for the project manager on
541398 - how to ensure effective communications. This may reflect the fact that
541399 - communications is a generic management subject, excluded by the PMBOK.
541400 - ref OF 3 X54M and ref OF 3 N67O
541402 -  ..
541403 - Failure to offer guidance aligns with Drucker's comment that people
541404 - have given up trying to improve communication, because it is too
541405 - difficult. ref SDS 13 3851
541406 -
541408 -  ..
541409 - PMBOK discusses communication at:
541411 -      ..
541412 -     Communication Planning
541413 -
541414 -     ...10.1 determine information and communication needs, reflects
541415 -     SDS support to prepare for meetings based on history of prior
541416 -     events, commitments and action items. ref OF 4 1111.
541417 -
541419 -      ..
541420 -     Feedback Loops
541421 -
541422 -     ...2.4.2 this section says communication entails "sender-receiver
541423 -     models, ref OF 3 QSRU, feedback loops, ref OF 3 GF8O, etc.
541424 -
541425 -     Section 10 in the PMBOK says communiation requires critical links
541426 -     among people, ideas and information that are necessary for
541427 -     success. ref OF 4 B5W3
541429 -           ..
541430 -          [See "Feedback" below under ISO. ref SDS 0 1593
541431 -
541433 -      ..
541434 -     Project Language, Understanding Require Alignment
541435 -
541436 -     Section 10 further says "Everyone involved in the project must be
541437 -     prepared to send and receive communications in the project
541438 -     "language" and must understand how the communications they are
541439 -     involved in as individuals affect the project as a whole.
541440 -     ref OF 4 B5W3
541442 -           ..
541443 -          This requirement is inadequate.  It should state that project
541444 -          language comes from contracts, customer objectives and
541445 -          requirements, codes, statutes, regulations, policies and
541446 -          professional standards that conduct of the work.
541448 -           ..
541449 -          PMBOK language fails to state the work practices of
541450 -          alignment, audit trail and traceability to original sources
541451 -          that bring "understanding," which is specified in ISO, though
541452 -          without explaining this enables intelligence. ref SDS 0 1740
541454 -      ..
541455 -     ...9.3.1.4 Progress reports. Progress reports provide feedback to
541456 -     the project team about performance against the project plan, ref
541457 -     OF 4 line 2616.
541459 -      ..
541460 -     ...9.3.1.5 External feedback. The project team must periodically
541461 -     measure itself against the performance expectations of those
541462 -     outside the project, ref OF 4 line 2622.
541464 -      ..
541465 -     ...9.3.2.5 Training, feedback from team members is cited as a way
541466 -     to accomplish training from team development.
541468 -           ..
541469 -          Why not have feedback on all communications, as specified in
541470 -          section 2.4.2?
541471 -
541473 -      ..
541474 -     Leadership - Key Role of Communication to Align
541475 -
541476 -     ...2.4.1 leadership to align people. ref OF 3 9002
541478 -      ..
541479 -     Aligning people through communication is a duty of leadership.
541481 -      ..
541482 -     NWO applies this duty to propose concurrent discovery, ref OF 10
541483 -     5L7N, for working intelligently for proactive management defined
541484 -     in POIMS.
541485 -
541486 -            [On 960620 prepared "Dialog, Documents and Human Memory"
541487 -            for PMI's Conference at Asilomar. ref SDS 46 1111.]
541489 -      ..
541490 -     ...2.4.2 exchange information.., receiver is responsible for
541491 -     making sure that information is received in its entirety and
541492 -     understood correctly, ref OF 3 line 1357; repeated at 10.2.2.1,
541493 -     ref OF 4 line 3021.
541495 -      ..
541496 -     ...distinguished from "Communications Management" ref OF 3 line
541497 -     1379 and ref OF 3 line 1410.
541499 -      ..
541500 -     ...10.0 describing "Communications Management" as providing
541501 -     critical links among people, ideas and information necessary for
541502 -     success. ref OF 4 line 2750
541504 -          ..
541505 -         Comment and Analysis
541506 -
541507 -         PMBOK calls for methods to timely generate collect, store,
541508 -         disseminate and dispose of project information, ref OF 4 line
541509 -         2761.
541511 -          ..
541512 -         This does not seem to meet the ISO standard to use project
541513 -         information for "learning," i.e., recycling intellectual
541514 -         capital, ref OF 7 6649, nor does it offer guidance on
541515 -         converting information into knowledge, using traceability
541516 -         called out in ISO. ref SDS 0 1740
541518 -      ..
541519 -     PMBOK mainly carries out this objective by devising forms, reports
541520 -     and organizational structures that link information according to
541521 -     hierarchy rather than to knowledge.
541522 -
541524 -  ..
541525 - ISO 10006 discusses communications at:
541526 -
541527 -     ...6.9 aim is to facilitate the exchange of information necessary
541528 -     for the project, ref OF 1 B4W1 and ref OF 1 B5W3 calling for
541529 -     communication planning.
541530 -
541532 -         ..
541533 -        Identical Language to PMBOK
541534 -
541535 -        The language at this part is nearly identical to PMBOK,
541536 -        ref OF 4 B5W3, indicating strong collaboration, or else
541537 -        reliance on the same source.
541539 -         ..
541540 -        ISO's failure at this point to cite traceability and continual
541541 -        learning as fundamental to effective communications, indicates
541542 -        these sections may have been prepared by different people
541543 -        without the input of strong editing.
541544 -
541546 -      ..
541547 -     Meeting Support
541548 -
541549 -     ...6.9.1 calls for meeting management methods, ref OF 1 V8F8 and
541550 -     specifically in section 6.9.2 ref OF 1 V8F9, which is similar to
541551 -     language in the PMBOK para 10. ref OF 4 1111  However, there is no
541552 -     guidance on what these methods should be in order to make meetings
541553 -     productive, as called for by Eric Jennett in his PM Network
541554 -     article reviewed on 940114. ref SDS 16 2290
541555 -
541556 -        This ISO criteria shows the need for Communication Metrics, ref
541557 -        SDS 13 line 202.
541558 -
541560 -      ..
541561 -     Feedback Essential to Communications
541562 -     Communication Control - Accuracy & Understanding
541563 -
541564 -     ...5.2 Principle 1: Customer satisfaction requires communication
541565 -     of needs, translation into requirements and alignment of work with
541566 -     requirements.  Communication requires feedback throughout the
541567 -     duration of the project. ref OF 1 H481
541569 -      ..
541570 -     Feedback requirements are further called out under section 6.3.2.4
541571 -     explaining project Closure, ref OF 1 HS7O, and again in section
541572 -     7.2 on Learning from the Project. ref OF 1 IWYP
541573 -
541574 -          [See "Feedback" above under PMBOK. ref SDS 0 1940]
541576 -         ..
541577 -        Why is feedback for communication control important for the
541578 -        customer and not for everyone else?
541580 -         ..
541581 -        Feedback is a critical component of "follow up" that is part of
541582 -        Communication Metrics for measuring accuracy of understanding,
541583 -        essential for avoiding mistakes, defined on 950327, ref SDS 23
541584 -        7777, and discussed a month earlier on 950204 explaining the
541585 -        traditional practice of alignment and weight assigned to test
541586 -        verbal communication. ref SDS 22 8A4G  Cal Tech seminar book on
541587 -        project management cites feedback as critical, reported on
541588 -        940111. ref SDS 15 4400  An article in PMJ makes the same point
541589 -        that feedback is critical. ref SDS 17 1L47
541591 -         ..
541592 -        Why then is there no quality "process" for overcoming
541593 -        resistance to feedback?
541594 -
541595 -          [On 970829 book on See management published in 1978 says
541596 -          feedback essential for accurate communication. ref SDS 49
541597 -          4373
541599 -           ..
541600 -          [On 971229 management training film used airplane pilot to
541601 -          show importance of feedback. ref SDS 53 2914, including
541602 -          analysis of forces that impede feedback.]
541604 -           ..
541605 -          [On 020217 DOD program manager explains need for precision
541606 -          access to solve problem of people pointing fingers in
541607 -          accusation and blame, because they cannot point to an
541608 -          accurate record. ref SDS 69 9360
541610 -      ..
541611 -     ...6.3.1 Interlinking processes, seems to be about coordinating
541612 -     the various processes of managing the project, one of the elements
541613 -     is obtaining closure which requires feedback, ref OF 1 line 574.
541615 -      ..
541616 -     ...6.3.2.1 Project plan development requires obtaining feedback
541617 -     from projects that are the most similar among those already
541618 -     undertaken by the originating organization, ref OF 1 line 652.
541620 -         ..
541621 -        Why doesn't this same process work for meetings, telephone
541622 -        calls, and writing letters, which are smaller projects?
541624 -      ..
541625 -     ...6.9.2 calls for "Communication Control" to avoid conflicts or
541626 -     misunderstanding, ref OF 1 B4W8
541627 -
541628 -        This section supports the need for Communication Metrics, as
541629 -        used at PG&E.  It is unclear why ISO fails to cite the critical
541630 -        role of feedback for communication control, as it does for
541631 -        customer satisfaction.  Similarly, traceability and continual
541632 -        learning are effective aspects of communication control, since
541633 -        they are complimentary practices. SDS integration leverages
541634 -        traceability to enhance the value of the Diary as a source of
541635 -        "Case Studies" for Continual Learning and discovery, ref SDS 38
541636 -        3384, also meeting with SCU at ref SDS 37 line 559.
541637 -
541638 -            [See paper on the "law" for Asilomar at ref SDS 46 line
541639 -            128.]
541641 -      ..
541642 -     ...7  Learning from the Project, requires informaion and feedback
541643 -     mechanisms, to improve the project processes for both current and
541644 -     future projects, ref OF 1 line 1774.
541645 -
541647 -      ..
541648 -     Teamwork Requires Effective Communication
541649 -
541650 -     ISO 10006 6.8.2.3 says effective working in a team requires such
541651 -     skills as communicating. ref OF 1 A19L
541652 -
541653 -     ...clear and open communication and mutual commitment to customer
541654 -     satisfaction should be encouraged. ref OF 1 B4W1
541656 -          ..
541657 -         What does this mean?  Talking people into doing things,
541658 -         motivation, persuasion, listening?
541660 -          ..
541661 -         Communication is more powerful and complex than mere
541662 -         persuasion.  What about metrics for clear, concise, complete
541663 -         communication from discovering misunderstandings, deviations
541664 -         from other sources, maintaining shared meaning, correlation
541665 -         between actions and commitments, reviewed on 090327?
541666 -         ref SDS 23 EK5J   Why not link this section to requirements
541667 -         for traceability to original sources called out above?
541668 -         ref SDS 0 1740
541669 -
541670 -
541672 -  ..
541673 - References - Context Relative to Management Knowledge
541674 -
541675 - ISO 10006 supplements and applies the larger body of ISO standards
541676 - that define "quality" (see Annex A, ref OF 1 line 1831).
541678 -  ..
541679 - PMBOK draws on a wider range of accepted standards (see Appendix D,
541680 - ref OF 5 line 1983, except it omits ISO -- cited only for example in
541681 - 2.5.1, ref OF 3 line 1463) that define management practices.
541683 -      ..
541684 -     PMBOK Appendix D could be stronger.  Many chapters have no
541685 -     references, ref OF 5 line 2042.  References to a dictionary, are
541686 -     not very helpful, ref OF 5 line 2037.
541687 -
541689 -  ..
541690 - Inadequate English, Grammar
541691 -
541692 - Possible impacts of improvements or corrective actions on the budget
541693 - and resources of the project and on the quality of the product when
541694 - these are determined, ref OF 1 line 1021.
541696 -  ..
541697 - Effective working in a team requires such skills as communicating,
541698 - ref OF 1 line 1346.
541700 -  ..
541701 - The frequency and the level of format of reviews should be adapted to
541702 - the communication complexity of the project, ref OF 1 line 1475.
541703 -
541704 -     These passages are examples that may need attention.
541705 -
541706 -
541707 -
541708 -
541709 -
541710 -
541711 -
541712 -
541713 -
541714 -
541715 -
541716 -
541717 -
541718 -
541719 -
5418 -