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


S U M M A R Y


DIARY: July 26, 1995 11:30 AM Wednesday; Rod Welch

Meeting John and Doug at Raychem re PMI Event program.

1...Summary/Objective
2...Project Management Authority
.....Possible Rancho Bernardo Event
3...Event Theme: Communication
......Information Highway
4...Automation Has Not Improved Productivity
5...Automated Management is Powerful when Done Correctly
......Taking the Quantum Leap
6...Management Communications & "Communications Management"
......Defining "Management Communications"
7...ISO 10006 & PMBOK
.........Raychem Business Process
.........Power of the Microcosm
.........Communication Metrics
8...Raychem Requires Proof of Good Management
9...Raychem Case Study Presentation to PMI Event
......Speakers
......Demonstrating Vertical Team Work
10...Initial Outline
...............a...Customer Listening
...............d...Communication "Process"
...............e...Link to Original Sources
11...Contractor Presenter
12...Complimentary Presentations to PMI


..............
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CONTACTS 
0201 - Raychem Corporation                415 361 5478 fax 5090
020101 - Mr. John Kahl; Corporate Real Estate and Construction
020102 - Mr. C. Douglas Ballon, A.I.A.; Project Manager
020103 - Corporate Real Estate and Construction

SUBJECTS
PMI events, Technology Event in July
PMI Event Program, Planning, Speakers
Feb Event, Content,

1005 -    ..
1006 - Summary/Objective
1007 -
100701 - Follow up ref SDS 14 0000.
100702 -
100703 - Discussed ideas for presentation and reviewed analysis comparing ISO
100704 - and PMBOK.  Doug will submit proposed outline for event in February,
100705 - 1996.
100706 -
100707 - Submitted ref DIT 1 line 30 confirming these understandings, included
100708 - analysis of PMBOK and ISO 10006, ref SDS 15 line 44, for Doug and
100709 - John.  Sent Doug the review of Covey's ideas, for separate comment.
100710 -
100711 -
100712 -  ..
1008 -
1009 -
1010 - Discussion
1011 -
101101 - Project Management Authority
101102 -
101103 - John commented on analysis of "authority," in the record on 950705
101104 - ref SDS 8 8965, submitted in the letter to Raychem, ref DIP 1 0000.
101105 -
101106 - John feels this issue is not treated adequately by project management
101107 - provisions in ISO 10006.
101108 -
101109 - We looked at the ISO discussion of authority in the record on 950721.
101110 - ref SDS 15 6N5J
101111 - ..
101112 - John recalled the critical role of granting adequate authority
101113 - in completing major projects like the Panama Canal, which today seems
101114 - to be missing, due to over reliance on real-time reporting.
101115 -
101116 -
101117 -      ..
101118 -     Possible Rancho Bernardo Event
101119 -
101120 -     At lunch we considered this theme may be presented in the 4th PMI
101121 -     Event, from discussion with Bill DeHart on 950629. ref SDS 7 TN8N
101122 -
101123 -
101124 -
101125 -  ..
101126 -
101127 - Event Theme:  Communication
101128 -
101129 - Reviewed concept to be presented in the PMI Event Program, per
101130 - ref SDS 7 line 297, and ref SDS 7 line 335, submitted to Raychem in
101131 - the Jul 20, 1995 letter, ref DIP 1 line 32.
101132 -
101133 - I explained PMI is focusing on "communication" because it is central
101134 - to the role of management.  John feels communication is the dominate
101135 - activity of management.  Applying quality standards to communications
101136 - is both critical to success and challenging in the modern era of wider
101137 - emphasis on technology.
101138 -
101139 -
101140 -       ..
101141 -      Information Highway
101142 -
101143 -      We considered Tom Landauer's new book:
101144 -
101145 -                    The Trouble with Computers
101146 -
101147 -      ...making the case that automation has not advanced the ball on
101148 -      management productivity because it is very hard to design an
101149 -      automated environment that enhances and/or supports human
101150 -      thought, which is the role of a "manager" in an organization.
101151 -
101152 -          [Reviewed later at ref SDS 9 line 458.]
101153 -
101154 -      This is supported by Tom Davenport's article in Harvard Business
101155 -      Review, noting that communication is the dominate activity of
101156 -      management and so far few computer applications have been
101157 -      developed that actually improve productivity because it is very
101158 -      hard to do, ref SDS 2 line 351, see:
101159 -         ..
101160 -         Saving IT's Soul - Human Centered Information Management
101161 -         HBR, March - Apr, 1994 p. 119
101162 -
101163 -
101164 -  ..
101165 - Automation Has Not Improved Productivity
101166 - Automated Management is Powerful when Done Correctly
101167 -
101168 - John recalled his earlier practice of dictating ideas transcribed by a
101169 - secretary, which in recent years has given way to greater emphasis on
101170 - direct data entry, hoping to cash in on automation by reducing staff.
101171 - This causes communication to suffer, however, because often a hectic
101172 - schedule greatly reduces the time available for direct data entry.
101173 -
101174 -          [On 950710 Landauer's book The Trouble with Computers
101175 -          explains market transformation that reduces role of
101176 -          secretary. ref SDS 9 1781
101177 -
101178 -          [On 960104 John's position as a project manager was
101179 -          eliminated under a downsizing program. ref SDS 19 0001
101180 -      ..
101181 -      I suggested one way to address this is to integrate "time"
101182 -      and "information" management.  We don't have time to consider
101183 -      this today, but some of what we review today shows aspects of the
101184 -      methodology.
101185 -
101186 -           [On 950817 John requested meeting to see SDS technology.
101187 -           ref SDS 17 OG4I
101188 -
101189 -
101190 -       ..
101191 -      Taking the Quantum Leap
101192 -
101193 -      The 3rd PMI Event is planned to treat new technologies that may,
101194 -      among other things, enhance the ability to dictate to a computer.
101195 -
101196 -      Doug recalled the discussion on this in the record covering the
101197 -      role and authority of the Project Manager, ref SDS 8 line 82.  I
101198 -      explained another aspect of "Taking the Quantum Leap," is helping
101199 -      managements bound by a thousand years of tradition that evolved
101200 -      from earlier communication methods, to try new more powerful
101201 -      methods that are now possible only with automation.  The task of
101202 -      building faith in this new path is explained in the analysis of
101203 -      Covey's work (see "Faith Moves Mountains" - ref SDS 1 line 279).
101204 -
101205 -
101206 -
101207 -  ..
101208 - Management Communications & "Communications Management"
101209 -
101210 - Doug asked how these functions differ?
101211 -
101212 - John explained "Communications Management" is the process of setting
101213 - reporting requirements for a project:  what will be reported, by whom,
101214 - who will get reports, when and in what form, based on stakeholder
101215 - needs and organizational hierarchy.  It includes traditional "records
101216 - management" dealing with storage and ultimate disposition of documents
101217 - (see for example PMBOK chapter 10.0 ref OF 1 line 2761).
101218 -
101219 - "Management Communications" is broader, covering the methods and
101220 - quality of communication that occurs routinely each day, beyond formal
101221 - reports and correspondence, which is the bulk of activity that occurs
101222 - in the management process.
101223 -
101224 -       ..
101225 -      Defining "Management Communications"
101226 -
101227 -      We looked briefly at the distinction between "communications"
101228 -      that managers use and need, and what is taught in graduate
101229 -      schools at Stanford, Harvard, Wharton, and so on.  Traditional
101230 -      academic training focuses on persuasion, whereas managers today
101231 -      need to measure accuracy and consistency (called "traceability"
101232 -      in the ISO 10006 criteria), ensure continued shared or common
101233 -      meaning over the time period which such understandings can impact
101234 -      earnings, days, months, years into the future, per ref SDS 6 line
101235 -      173.
101236 -
101237 -      We looked at the definition of "communication" in the new
101238 -      management science of Communication Metrics, ref SDS 4 line 71,
101239 -      defining the concept of converting information into knowledge.
101240 -      ..
101241 -      We considered Stephen Covey's ideas.  Doug teaches Covey's
101242 -      approach.  He observed the SDS record incorrectly describes
101243 -      "emphatic" listening, ref SDS 1 line 356; and noted the actual
101244 -      idea is "empathy," as in listening from the other person's
101245 -      perspective.  John noticed Bechtel is mispelled in the record.
101246 -
101247 -          [Corrected the record at ref SDS 1 line 71, will submit the
101248 -          Covey analysis to Doug for comment, ref SDS 1 line 102.]
101249 -
101250 - John gave an illustration of "management communications" as the
101251 - meeting we are having today.  He noted there are many such exchanges
101252 - in the day to day activity of management which touch upon issues
101253 - critical to success, but which are not subject to any planning or
101254 - systematic testing of scope, accuracy, consistency with related
101255 - sources (again called "traceability" in ISO 10006, ref SDS 15 line
101256 - 553,) and so on.
101257 -
101258 -
101259 -  ..
101260 - ISO 10006 & PMBOK
101261 -
101262 - We reviewed briefly the analysis of the PMBOK and ISO 10006 in the
101263 - record on 950721. ref SDS 15 0001
101264 -
101265 -  •  Concept of communication "Process" for Traceability.
101266 -     ref SDS 15 1740
101267 -
101268 -         John feels strongly communication must be performed as a
101269 -         continuous "process."
101270 -
101271 -
101272 -          ..
101273 -         Raychem Business Process
101274 -
101275 -         Doug showed a graphic of overlapping circles that illustrates
101276 -         Raychem's approach to project management: technology, business
101277 -         and people (communications). Together they represent the
101278 -         smooth integration/synthesis of tools, interests and sound
101279 -         management practice essential for success.
101280 -
101281 -
101282 -  ..
101283 -
101284 -         Power of the Microcosm
101285 -
101286 -         We considered the prospect of automation leveraging the
101287 -         management cycle to achieve George Gilder's vision of vastly
101288 -         improved productivity. ref SDS 15 3291
101289 -
101290 -         John is familiar with Gilder's work.  I mentioned Jeromy's
101291 -         Campbell's book,
101292 -
101293 -                         The Improbable Machine
101294 -
101295 -            ...showing how the biology of the human mind support's
101296 -            Gilder's thesis that automation can magnify human mental
101297 -            potential, provided, as Tom Landauer indicates as well,
101298 -            that automation is applied in the correct way.
101299 -
101300 -
101301 -  •  <XY48 Traceability and causation, ref SDS 15line 553.
101302 -
101303 -          ..
101304 -         Communication Metrics
101305 -
101306 -         We considered how automation can be harnessed to accomplish
101307 -         this ISO objective, applying TQM notion of applying a metric
101308 -         to improve performance, ref SDS 4 line 147. Since
101309 -         communication is 90% of a managers effort, Communication
101310 -         Metrics is quality control for management.
101311 -
101312 -
101313 - I will submit the full analysis comparing ISO and PMBOK, to Raychem
101314 - for information.
101315 -
101316 -
101317 -
101318 -  ..
101319 - Raychem Requires Proof of Good Management
101320 -
101321 - John said they have begun asking their design professionals and other
101322 - vendors to submit prequalification materials showing their management
101323 - practices meet ISO project quality standards.
101324 -
101325 -     [See follow up that this understanding was incorrect, ref SDS 18
101326 -     line 78.]
101327 -
101328 -
101329 -
101330 -  ..
101331 - Raychem Case Study Presentation to PMI Event
101332 -
101333 - I suggested the idea of Raychem presenting its project honored as
101334 - "Project of the Year" at ref SDS 5 line 140, as a case study of what
101335 - constitutes sound "management communication," including lessons
101336 - learned which might contribute to improvements in the PMBOK.
101337 -
101338 -
101339 -  ..
101340 -
101341 -      Speakers
101342 -
101343 -      This could be done with John and Doug together.
101344 -
101345 -      John indicated he would like to limit his role to introducing
101346 -      Doug.
101347 -
101348 -
101349 -       ..
101350 -      Demonstrating Vertical Team Work
101351 -
101352 -      We considered the benefits to the membership of hearing about the
101353 -      critical aspect of communication between line and project
101354 -      management, as a "team," previously presented by the Kersner
101355 -      lecture as reflecting an organization that is "mature" in project
101356 -      management, see ref SDS 3 line 116.  Everybody pays lip service
101357 -      to "team work."  Raychem may be able to show how to bring it
101358 -      about, the level of effort by all parties and the benefits for
101359 -      making the effort.
101360 -
101361 -
101362 -  ..
101363 - Initial Outline
101364 -
101365 - Near the end of the discussion, we developed the following outline of
101366 - a possible presentation:
101367 -
101368 -
101369 -   I.  Project of the Year - this is the vehicle to illustrate success
101370 -
101371 -          It gives credence to the presentation.
101372 -
101373 -  II.  Management Communications - this is the main subject.
101374 -
101375 -       A.  PMBOK & ISO 10006 - how are standards really implemented?
101376 -               ..
101377 -           1.  Which parts were applied, which were not.
101378 -
101379 -           2.  What we did that made the biggest difference.
101380 -
101381 -           3.  What we thought might make a bid difference that turned
101382 -               out not to matter that much.
101383 -               ..
101384 -           4.  Raychem Innovations In Achieving Quality Management
101385 -
101386 -               a.  Customer Listening
101387 -
101388 -                   Explain training and application to obtain customer
101389 -                   requirements by not getting sidetracked from the
101390 -                   agenda.
101391 -
101392 -               b.  Technology and the "Human Touch"
101393 -
101394 -                   There were lots of meetings 1 on 1, and other small
101395 -                   groups with customer to carefully requirements.
101396 -
101397 -               c.  ...other
101398 -
101399 -
101400 -               d.   ..
101401 -               d.  Communication "Process"
101402 -
101403 -                   How we implemented ISO 10006 clause 3.4 defining
101404 -                   "process," see ref SDS 15 line 253.
101405 -
101406 -               e.  Link to Original Sources
101407 -
101408 -                   How we achieved Traceability and causation, called
101409 -                   for throughout ISO 10006, e.g., clause 6.3.2.1
101410 -                   (Interlinking Processes), ref SDS 15 line 553, and
101411 -                   clause 6.5.2.4, ref SDS 15 line 1016.
101412 -
101413 -           5.  What we would do differently.
101414 -               ..
101415 -           6.  What we are working on to improve management
101416 -               communications.
101417 -
101418 - III.  Communication Management
101419 -
101420 -       A.  What was the plan?
101421 -
101422 -       B.  Who did the planning, what sources, how much collaboration?
101423 -
101424 -       C.  How did the plan work out?
101425 -
101426 -           1.  What were the most helpful reports?
101427 -
101428 -           2.  What were the most difficult reports to keep up?
101429 -               ..
101430 -           3.  What problems arose due to inadequate reports?
101431 -               ..
101432 -           4.  What changes were made to reporting plan during
101433 -               implementation?
101434 -
101435 -           5.  Lessons?
101436 -
101437 -
101438 -
101439 -  ..
101440 - Contractor Presenter
101441 -
101442 - I mentioned preliminary discussions with Turner, ref SDS 16 line 153,
101443 - on explaining how a major contracting firm performs communication;
101444 - this would supplement Raychem's remarks, ref SDS 16 line 110.
101445 -
101446 - Doug said Raychem would recommend another contractor for consideration
101447 - to make this supplemental presentation.  The contractor they have in
101448 - mind is a strong adherent to quality objectives and processes.
101449 -
101450 - I asked that Doug submit this organization and provide an introduction
101451 - to facilitate discussions.
101452 -
101453 -      [This did not work out because Raychem close this department.]
101454 -
101455 -
101456 -  ..
101457 - Complimentary Presentations to PMI
101458 -
101459 - Doug asked if this presentation would be in addition to a presentation
101460 - Raychem has been asked to give to a PMI monthly meeting.  I said it
101461 - would be.  This presentation will address the narrow issue of
101462 - applying communication relative to PMBOK and ISO 10006, rather the
101463 - full range of project issues.  There will necessarily be some overlap
101464 - because "communication" touches so many issues.
101465 -
101466 -
101467 -
101468 -
1015 -

SUBJECTS
SDS Marketing, Send product information, requesting give
Locate Decision Maker
Contractors, Bechtel
Owners/Stakeholders, Pacific Bell

1407 -
140701 - Followed up work at ref SDS 14 line 42, at ref SDS 11 line 57 and PMI
140702 - event at ref SDS 10 line 46.
140703 -
140704 - Raychem seems to have a strong affinity for the concepts and aims of
140705 - communication metrics, per above.  They may offer a good market
140706 - potential for trying these ideas.
140707 -
140708 -
140709 -
140710 -
1408 -
Distribution. . . . See "CONTACTS"