THE WELCH COMPANY
440 Davis Court #1602
San Francisco, CA 94111-2496
415 781 5700
S U M M A R Y
DIARY: December 28, 1995 07:32 AM Thursday;
Visit Morris re develop project cycle application in SDS.
2...Chips Development WBS
.....Get an Expert
3...Work Performance Details -- "How"
4...Improvements in CSM Charts
6...Selling Entertainment Not Usefulness
.....Text More Useful than Wordprocessing and GUI for Managemnt
.....Spreadsheet for Knowledge Requires Structure to Improve Management
.........Disillusioned by High Tech
7...Communication Metrics Permits Consistent Use of Good Practices
8...Without Metrics People "Fall off the Wagon" - Lose Consistency
.....Feel Good Management
9...Reengineering Requirements Management Using SDS to Maintain Alignment
10...Requirements Morris Spot Audit Discovers Specification Not Aligned
11...Communication Analyst Expertise Aligns Work with Requirements
.....Cross Functional Teams Require Communication Managers
.....Team Leaders Replacing Project Managers
....."Meltdown" of Management Infrastructure
.....Faster, Better Cheaper
.....Improving Management Skills or Cannibalizing Critical Assets
.....Authority & Communication Manager
.....Internal Management Has No Endemic Metric - Needs SDS
13...Team Leaders & Communication Metrics
.....Cultural Change Requires Transitioning
.......................There isn't enough time!
.....Experienced People Must Transition SDS into the Culture
14...Bill DeHart for Program Manager
15...People Not Ready Not Mature Enough to Learn SDS Improve Memory
16...Improving Management Time Never Right, Takes Courage Leadership
17...Ignorance, Fear, Denial Communication Needs Support by Technology
.....Don't Get It Executives Resist Improving Management
.....Information v. Knowledge, Managers Use Common Sense
.....Discouraged Many Times Explained SDS But People Don't Get It
.....Leadership Empowers People Experience Overcome Fears by Learning
19...Ecco Pro - Morris is Using about 20% of Features
......Not Enough Time to Use Time Saving Tools
20...I asked if he would demonstrate Echo Pro as a member of the panel for
21...Ambassadors of Change
22...Communication Managers Apply Time Saving Technology
Click here to comment!
0201 - Chips & Tech.
020101 - Mr. Morris E. Jones
020102 - Vice President
020103 - Advanced Products
Chips Development Process
0504 - ..
0505 - Summary/Objective
050601 - Follow up ref SDS 37 0000, ref SDS 35 0000.
050603 - Submitted and reviewed CSM's WBS charts for IT firms. Discussed Chips
050604 - progress on developing its own WBS for product development; considered
050605 - ideas to support the effort. Morris is willing to demonstrate Echo
050606 - Pro at the PMI Asilomar event to illustrate how an executive uses
050607 - automation to support their work.
050609 - [See follow up at ref SDS 43 0000.]
050611 - ..
0509 - Discussion
0510 - ..
051001 - Reviewed our discussion at ref SDS 35 line 33 re his development
051002 - process, and CSM's stuff, per ref SDS 36 line 70.
051004 - ..
051005 - Chips Development WBS
051007 - Morris liked CSM's charts, ref OF 1 line 36. Chips is working on only
051008 - the "Study" portion which they call "Front End Development. I left I
051009 - CSM's charts and other materials for further consideration.
051011 - Morris showed a book they are using as a guide to creating their WBS.
051012 - It does not have any examples of what the end result of the WBS should
051013 - look like, so the CSM chart may help.
051015 - ..
051016 - Morris said Chips' team leader for creating their WBS has experience
051017 - doing this work at other firms.
051019 - ..
051020 - I suggested the team should have regular access, e.g., once a week, to
051021 - an outside consultant who does these charts all the time.
051022 - ..
051023 - Morris said the Cal Tech consultant who gave Chips a dedicated
051024 - seminar on this offered to create the chart for Chips and said it
051025 - would take about 3 days. Morris said Chips decided to do this work
051026 - with their internal resources, so the work product has buy-in by the
051027 - people who will be implementing it.
051029 - ..
051030 - I noted this is the end of December, 8 weeks since this effort began,
051031 - ref SDS 27 line 96. Chips' team is working on 25% of a 3 day job, and
051032 - hasn't yet got a published order of magnitude chart.
051034 - ..
051035 - I asked about a CPM for the project?
051037 - ..
051038 - Morris said they have this, but it is not available for us to examine
051039 - today.
051041 - ..
051042 - Get an Expert
051044 - We considered critical buy-in from Chips' team members might be
051045 - achieved using an experienced person to "facilitate" team members
051046 - understanding of Chips' business process. This would expedite the
051047 - baseline chart development and provide more time to review and
051048 - "edit" the emerging structure. Morris said Chips plans to have
051049 - the Cal Tech consultant visit the WBS development project team
051050 - during their "bonding" visit to Hawaii in January. The consultant
051051 - will review progress on this effort. I suggested that Morris
051052 - obtain an analysis and recommendation from the their consultant on
051053 - the advantages of greater participation. He should also talk to
051054 - CSM or anybody local for their ideas on how to expedite Chips' WBS
051055 - development effort by sitting down for a few hours a week with
051056 - Chips to guide this effort.
051059 - ..
051060 - Work Performance Details -- "How"
051062 - Morris said a weakness in CSM's chart is that it shows what needs to
051063 - be done, but has nothing on how. He showed a set of documents he
051064 - prepared recently that explain how cost estimating is done. This is a
051065 - prototype for explaining how other WBS activities should be done.
051067 - ..
051068 - I suggested the first step is to get the WBS charts, then start on
051069 - more detail. Morris said they have done this for the Study period. I
051070 - asked to see them. He said they have been hand sketched and are not
051071 - ready for review and/or analysis. I mentioned experience showing that
051072 - efforts to identify, understand and improve internal work processes
051073 - get lost in the shuffle because they are ancillary to team members
051074 - primary role to satisfy their line manager, with the result that the
051075 - deliverable is never completed, or is of such poor quality that it
051076 - does not improve performance.
051077 - ..
051078 - In the preceding 2 month period how many oversight meetings
051079 - have been held and where are the reports on the results, action
051080 - items, follow up? My sense is that like so many internal
051081 - "projects" the work product is about half what is represented in
051082 - discussions.
051086 - ..
051087 - Improvements in CSM Charts
051089 - We reviewed my questions from the earlier analysis at ref SDS 36 line
051090 - 72.
051092 - Morris noted the use of repetitive names in the CSM charts that need
051093 - clarification, per ref SDS 36 line 72. He said Chips work on
051094 - identifying "how" tasks are accomplished will identify more of the
051095 - interface issues I raised at ref SDS 36 line 74.
051099 - ..
051100 - CPM Template
051102 - Morris indicated Chips is developing a baseline dependencies chart
051103 - rather than a time based PERT diagram. I recommended he develop a
051104 - time based PERT or CPM for the reasons at ref SDS 36 line 100.
Management Text Editor DOS Structured Analysis Better than GUI Wordp
300401 - ..
300402 - Selling Entertainment Not Usefulness
300404 - I explained the ideas of empathic design that are missing from CSM's
300405 - product development WBS, reviewed on 951225, ref SDS 36 8848; and that
300406 - there are no activities to test for usefulness called for by Tom
300407 - Landauer during the verification period, per review on 951225.
300408 - ref SDS 36 F6YW and on 950710. ref SDS 18 0585
300410 - ..
300411 - Morris said the lack of consideration for usefulness reflects
300412 - manufacturers aiming for market share. They are looking at what
300413 - people will buy. Manufacturer's need to make sales in order to stay
300414 - in business. This places the focus of product development on adding
300415 - entertainment value rather than improving usefulness, i.e., improving
300416 - productivity. Games and graphical user interface are what buyers of
300417 - personal computers want, contrary to the discussion with Intel on
300418 - 950927. ref SDS 22 8943 and ref SDS 22 2899
300420 - ..
300421 - On 951022 investors worried that Killer Application needed to make
300422 - computers useful for improving management productivity in order to
300423 - sustain inflated sales of computes by meeting inflated expectations of
300424 - customers that sustain inflated stock prices. ref SDS 24 3357
300426 - [On 960121 investors more worried that Intel needs a Killer
300427 - application. ref SDS 44 5840
300429 - ..
300430 - [On 960626 Internet oversold, "visionaries" selling an idalized
300431 - future. ref SDS 51 WS4J
300433 - ..
300434 - [On 970116 Chips & Technologies manufacturing computer graphics
300435 - parts for games to entertain, because people have given up on
300436 - selling computers for usefulness to improve management and
300437 - communication productivity. ref SDS 53 I14O
300439 - ..
300440 - [On 970603 Intel needs marketing solution to maintain sales of
300441 - high priced computers. ref SDS 57 4884
300443 - ..
300444 - [On 970603 Intel selling entertainment, rather than developing
300445 - Killer Application to make computers useful for improving
300446 - productivity, earnings and stock prices. ref SDS 57 4486
300449 - ..
300450 - Text More Useful than Wordprocessing and GUI for Managemnt
300451 - Spreadsheet for Knowledge Requires Structure to Improve Management
300453 - Morris commented today that a full screen editor is better than
300454 - Wordprocessing and other Windows programs for managemnt. He feels
300455 - understanding, planning and directing entail "thinking," which in
300456 - turn requires a flexible structure for efficiently capturing,
300457 - organizing and retieving daily experience quickly to improve
300458 - accuracy of understanding, which is another way saying managers
300459 - need a good memory of work history. This fits the model of
300460 - "investing intellectual capital" by "converting information into
300461 - knowledge," called out in POIMS. ref OF 2 1101 Today, Morris
300462 - talked about identifying, arranging, and associating being easier
300463 - with an editor than with wordprocessing tools designed for
300464 - publishing attractive documents. (see above, ref SDS 0 3883)
300466 - [On 980405 Morris notes text editor better than wordprocessing
300467 - for management to create structure to aid analysis.
300468 - ref SDS 65 2156
300470 - ..
300471 - [On 010924 Morris noted SDS improves management better than
300472 - other tools, ref SDS 70 NK4J, DOS support for structured
300473 - analysis cited by Morris today enables efficient usability for
300474 - management tasks. ref SDS 70 YM68
300476 - ..
300477 - [On 041111 Gary found research showing experience
300478 - converting Maxthink from DOS text platform into a Windows
300479 - application did not improve productivity. ref SDS 74 3K7S
300481 - ..
300482 - [On 060412 outline software represents two (2) worlds of
300483 - creating good ideas, essential for production; and
300484 - wordprocessing for making ideas look good, essential for
300485 - sales. ref SDS 75 3H5G
300487 - ..
300488 - Previously, on 911123 Morris noted these factors are key parts of
300489 - SDS, ref SDS 5 0477, which are combined with efficient ways for
300490 - managing chronology to impart understanding cause and effect.
300492 - [On 001130 Jack Park reported SDS has the right design for
300493 - Knowledge Management and the user interface that makes the
300494 - structure of knowledge useful for people. ref SDS 68 H17O
300496 - ..
300497 - [On 010924 Morris discussed factors that enable SDS to improve
300498 - management. ref SDS 70 L46F and ref SDS 70 S75N
300500 - ..
300501 - [On 020531 Mike Poremba creating Java outline program notes
300502 - SDS optimized for efficient usability of program functions,
300503 - ref SDS 73 5M3G; dates make sense of complex information so
300504 - links are contextually comprehensible, ref SDS 73 OP7M, SDS
300505 - support for timely analysis to aid human thinking is hard
300506 - to achieve; DOS enables working at the speed of human
300507 - thought. ref SDS 73 5W9J
300509 - ..
300510 - On 950927 discussion at Intel revealed advantages of structure for
300511 - management process that integrates wordprocessing and spreadsheet
300512 - technology into a spreadsheet for knowledge. ref SDS 22 3840
300514 - ..
300515 - Morris said buyers of computers don't care about usefulness for
300516 - productivity; decisions are based on industry credibility factors
300517 - and on appearance. (see "Selling Entertainment," per above.
300518 - ref SDS 0 3883) If a series of features has become "accepted" in
300519 - the media, that becomes a design standard because it has
300520 - sufficient credibility in the market place to sell. Actual
300521 - usefulness is not a marketable commodity, so no effort is made to
300522 - discover it or create it.
300525 - ..
300526 - Disillusioned by High Tech
300528 - It may be that making automation useful is very difficult; so
300529 - since people have not been able to get what they need, they go
300530 - for what they want: entertainment value. Once competition
300531 - turns to usefulness, the market will grasp it.
300533 - ..
300534 - We just have to overcome the mountain of resistance from
300535 - disappointment due to failed expectations. per work on 950927,
300536 - ref SDS 22 7732 and on 920215, ref SDS 7 5820
300538 - ..
300539 - Morris's perspective seems to support Tom Landauer's point
300540 - that the market place takes a long time to develop usefulness,
300541 - ref SDS 18 2994.
Consistent Use of Good Practice
Feel Good Management, Overcome by
Metrics, Feel Good Management v. SDS
Discipline, Redundant, Lazy, Lack
370801 - ..
370802 - Communication Metrics Permits Consistent Use of Good Practices
370804 - I noted that to make their WBS development effort pay off, Chips needs
370805 - people who can use SDS for Communication Metrics. Otherwise they will
370806 - have figured out what should be done, but people will perform the work
370807 - based on what feels comfortable and looks good at the moment, as
370808 - discussed on 911123, ref SDS 5 1331, because changing work habits is
370809 - hard, ref SDS 10 4803. The SDS subject index process forces an
370810 - association between what is done and what is called out to be done in
370811 - the WBS chart.
370814 - ..
370815 - Without Metrics People "Fall off the Wagon" - Lose Consistency
370817 - Morris feels this is incorrect. He cited periodic approvals by
370818 - various levels of management, called out as "gateways" in the product
370819 - development planning chart, will enable Chips to consistently
370820 - implement the formal work process they are creating.
370822 - [See later consideration from Cal Tech seminar of "Gatekeepers"
370823 - per ref SDS 55 5339.]
370825 - ..
370826 - Feel Good Management
370828 - I suggested periodic review every few months is an inadequate
370829 - "metric." Pressure will build to permit things to go forward in
370830 - order to meet market conditions. It will appear at various times
370831 - when people are anxious to go home or leave for vacation, that the
370832 - harm is not sufficient to correct what seem like small deviations.
370833 - Gradually the organization will drift back to short cuts called
370834 - "expediting" that are comfortable and feel good for the reasons at
370835 - ref SDS 10 line 224, and at, ref SDS 5 line 149.
370837 - [See meeting with Dave Vannier saying "periodic reviews" at
370838 - Intel result in significant deviation from objectives, that
370839 - make it difficult to get the team back on course, ref SDS 56
370840 - line 346.]
370841 - ..
370842 - I mentioned discussions with John at CSM at the Project
370843 - World event, who concurred that firms who adopt a formal product
370844 - development process, fall out of implementation in a few months.
370845 - Everybody is back to working ad hoc, ref SDS 32 line 512.
Communication Engineer/Manager, Internal management
Discover & Fix Mistakes
Teamwork, Expedite with Communication
Expertise in Discipline NOT Essential for
Requirements Morris Spot Audit Discovers Specification Not Aligned C
510901 - ..
510902 - Reengineering Requirements Management Using SDS to Maintain Alignment
510903 - Requirements Morris Spot Audit Discovers Specification Not Aligned
510904 - Communication Analyst Expertise Aligns Work with Requirements
510906 - Follow up ref SDS 27 5503.
510908 - Morris showed a spot audit he did on an engineering specification for
510909 - a new product design. He found many errors and ommissions in the
510910 - specification that failed to address requirements he had previously
510911 - developed. Morris related that his Engineering Manager was shocked
510912 - that the specification did not align with requirements.
510914 - ..
510915 - Brief scan through Morris' report indicated he performed comprehensive
510916 - review with action items for specific people to perform.
510918 - ..
510919 - Morris indicated that he draws from experience in this case that a
510920 - Communication Analyst for this work needs expertise in electrical
510921 - engineering, per our discussion last month on 951103. ref SDS 27 5503
510923 - ..
510924 - Morris indicated on 890809 that he does not have time to learn SDS.
510925 - ref SDS 2 2079 Today, six (6) years later, he explained that his busy
510926 - schedule does not have time to learn SDS. He was disappointed on
510927 - 920215 that he could not grasp the SDS design concept of integrated
510928 - scheduling and reporting, ref SDS 7 5820. Under these conditions, it
510929 - is better to have someone with lessor technical expertise do
510930 - Communication Metrics, rather than not getting it done.
510932 - ..
510933 - [On 960105 meeting with Max Blodgett at the Corps of
510934 - Engineers demonstrated SDS helps engineers, managers, and
510935 - customers maintain alignment of daily work. ref SDS 42 8659
510937 - ..
510938 - [On 960227 requirements on skills and practices using SDS
510939 - for Communication Metrics were discussed with Morris.
510940 - ref SDS 48 5772
510942 - ..
510943 - [On 980307 Andy Grove's book "Only the Paranoid Survive"
510944 - says he takes copious notes, and uses the record to ask
510945 - questions that expand understanding of everyone.
510946 - ref SDS 64 3101 Andy does not have an electrical
510947 - engineering degree, but he is helpful as CEO of Intel that
510948 - uses a lot of engineers and other skills to be successful
510949 - in the IT industry.]
510951 - ..
510952 - Morris' experience demonstrates requirements for "reengineering" the
510953 - specification review process in requirements management. How are
510954 - Action Items are being followed up? Who is doing it and when?
510955 - Communication Metrics helps people align the work every day, as called
510956 - out in industry standards reviewed on 950721 calling for an audit
510957 - trail, ref SDS 19 1740, not just when a senior executive, like Morris,
510958 - does a "spot" audit, as related today? ref SDS 0 4382
510960 - ..
510961 - Why aren't the engineers following good management practice and
510962 - aligning the work with an audit trail to original sources every day,
510963 - so that when
510967 - ..
510968 - Cross Functional Teams Require Communication Managers
510970 - Accounting, marketing, and psychology support Chips has hired to
510971 - improve communications, -- none have electrical engineering
510972 - expertise, but still contribute to the success of the firm.
510974 - Similarly, Communication Metrics generates value to the
510975 - organization even without training in a particular discipline,
510976 - since management entails cross functional issues. Very soon the
510977 - Communication Manager is proactively digging out of the system and
510978 - ensuring follow up on critical matters that otherwise are missed
510979 - and so cause delays, extra cost and failures, per our discussion
510980 - on 951103. ref SDS 27 8853
Reengineer Project Management
Fewer Managers, More Information Requires
Imploding on Information Highway
Productive, Reengineer to be Cost
620901 - ..
620902 - Reengineering
620904 - I explained the concept of recycling early retirees to accomplish the
620905 - role of Communication Metrics, which will be presented at the PMI
620906 - Asilomar event, ref SDS 29 line 349.
620909 - ..
620910 - Team Leaders Replacing Project Managers
620912 - Morris drew a chart on the marking board in his office showing how
620913 - entire blocks of executives (Vice Presidents) along with project
620914 - managers are being "determined" to be unnecessary because
620915 - organizations are using "team leaders" from cross functional
620916 - teams. He said some executives conclude that using team leaders
620917 - allows a lot of intermediate managers to be eliminated, including
620918 - project managers, per our discussion on 950705. ref SDS 17 2165.
620920 - [See later discussion with Morris at ref SDS 40 line 97, and
620921 - on managers being "unproductive overhead," ref SDS 49 line
620922 - 146; and discussion re DEC, ref SDS 45 line 101.]
620924 - ..
620925 - [On 970607 Chips hires Project Managers back. ref SDS 59 4403
620927 - ..
620928 - [See analysis of U.S. Army Corps of Engineers report on
620929 - Communication Metrics showing potential to reduce management
620930 - levels by increasing span of attention that expands span of
620931 - management control, ref SDS 62 line 136.]
620934 - ..
620935 - "Meltdown" of Management Infrastructure
620936 - ---------------------------------------
620937 - We considered the prospect that this phenomena is the equivalent
620938 - of total "meltdown" of American management, unless a means is
620939 - found to make those who remain more productive by adding back
620940 - Communication Metrics capability, per discussion at ref SDS 32
620941 - line 704.
620943 - [Recent example is at Raychem, ref SDS 41 line 75.]
620945 - ..
620946 - [See later follow up at ref SDS 47 line 57.]
620948 - ..
620949 - [See analysis of U.S. Army Corps of Engineers report on
620950 - Communication Metrics showing potential to reduce management
620951 - levels by increasing span of attention that expands span of
620952 - management control, ref SDS 62 line 136.]
620956 - ..
620957 - Faster, Better Cheaper
620958 - Improving Management Skills or Cannibalizing Critical Assets
620960 - I mentioned the discussion with John Kahl who said Raychem
620961 - recently announced it fired a number of presidents and VPs per
620962 - ref SDS 20 line 87 and at ref SDS 28 line 89. This is consistent
620963 - with trends at AT&T, ref SDS 30 line 42, Polaroid, IBM and
620964 - everywhere else, and points to the crucial need to create more
620965 - value in the executive role, as called out in the NWO paper,
620966 - ref OF 4 7501. Since the executive role is to invest intellectual
620967 - capital through effective communications, then improving the
620968 - skills of this group and giving them a tool to do a better job
620969 - would be a better "reengineering" solution than shearing off the
620970 - most valuable asset of an organization: management expertise and
620971 - organizational experience.
620973 - ..
620974 - Management Productivity
620976 - I explained this will result in a lot of difficulties because less
620977 - experienced people are "leading" teams. It means fewer people
620978 - chasing more information, and those who remain are less qualified
620979 - to convert information into knowledge.
620981 - ..
620982 - There will be a lot more unanswered email, unprepared attendees at
620983 - meetings and failures. Nothing can substitute for using sound
620984 - management practices. If you are selling something the market
620985 - highly prizes, you can buy off mistakes. But soon market forces
620986 - will draw the organization back to the need for good management,
620987 - apart from tinkering with the organization chart.
620990 - ..
620991 - Authority & Communication Manager
620993 - We reviewed project management at PG&E on the issue of authority
620994 - discussed on 950705. ref SDS 17 8965
620996 - On 950817 this was discussed Bill DeHart. ref SDS 20 7447
620998 - ..
620999 - This background suggests that project Management needs a senior
621000 - executive to champion it, and ensure "religious" adherence to
621001 - formally assigning authority, otherwise centrifugal forces of
621002 - functional structure, dissipate the strength and value of project
621003 - management.
621006 - ..
621007 - Internal Management Has No Endemic Metric - Needs SDS
621009 - Morris said effectiveness using SDS arises from reliance on
621010 - contract authority to encourage performance, which is missing in
621011 - internal management, per discussion on 950705. ref SDS 17 8965 and
621012 - ref SDS 17 6859 He feels SDS would not help a top executive who
621013 - gets things done by expediting with strong communication skills.
621014 - Morris made this point on 890809, contending SDS is effective for
621015 - external management, but not for internal management. ref SDS 2
621016 - 0880
621018 - ..
621019 - More recently, on 950204 Morris attended an executive training
621020 - seminar and learned SDS-type methods are effective for internal
621021 - management, but rejected this advice on the grounds that using SDS
621022 - for internal management is "overkill." ref SDS 14 5932
621024 - ..
621025 - Contract notice provisions can be effective in providing timely
621026 - feedback on details that are critical to contract management, when
621027 - properly applied. SDS leverages contract notice provisions as
621028 - explained in POIMS. ref OF 2 1113
621030 - ..
621031 - Today, we recalled discussion on 890809 that internal management
621032 - lacks inherent feedback "metrics" of contract notice provisions
621033 - that are used for external management. ref SDS 2 8492 Internal
621034 - management often involves exchange with those who are clearly
621035 - subordinates or superiors on the one hand, and who are more or
621036 - less experienced, which restrains and limits feedback, as
621037 - explained in the NWO... paper. ref OF 4 2670
621039 - ..
621040 - Thus, while external management mandates feedback metrics because
621041 - the parties to an agreement have equal standing, this occurs less
621042 - often for internal management, so fewer questions are asked about
621043 - the efficacy of actions, comments and instructions. Lack of
621044 - feedback conceals and suppresses errors in communication, commonly
621045 - decried as lack of listening. In fact, Morris made this point in
621046 - the discussion on 890809, i.e., that executives worry that people
621047 - do not listen well enough, ref SDS 2 CJ9J, and that failed
621048 - communication this wastes time and money. ref SDS 2 126J
621049 - ..
621050 - SDS solves this problem by enabling executives to challenge
621051 - themselves for internal management with a form of double check
621052 - that contracts provide for external management, as indicated in
621053 - the record on 920128. ref SDS 6 3862 and on 920501. ref SDS 9 0005
Transition Leader/Manager/Team To
Time, Not Enough, So Need Communication
Cultural Resistance to New Methods
Early Retires Available for Communication
Not Enough Time to Read and Write
Hire More Managers Not Communication
More Managers Cause Noise Congestion,
Education Needed Com Metrics
Knowledge Worker Communication Manager
761201 - ..
761202 - Team Leaders & Communication Metrics
761204 - Morris asked why use a Communication Analyst to support several
761205 - managers or executives?
761207 - ..
761208 - Why not instead add an assistant team leader if there is too much for
761209 - one person to do? He suggested training "team leaders' to use SDS
761210 - because they feel they are good communicators who can talk people
761211 - into saying yes.
761213 - Below, Chips executives are mature enough yet for adding support
761214 - by a Com Manager using SDS to improve management. ref SDS 0 1005
761216 - [On 970701 "adding more managers" is an erroneous solution
761217 - because it causes congestion that compounds bureaucracy, and
761218 - information overload. ref SDS 60 5503
761220 - ..
761221 - [On 980307 Andy Grove noted successful executives loathe
761222 - improving the work; want to improve earnings by working on
761223 - familiar things in familiar things, and deny slow, incremental
761224 - change is occuring in the business environment that requires
761225 - new tools, skills and roles. ref SDS 64 2051
761228 - ..
761229 - Cultural Change Requires Transitioning
761231 - I pointed out that this is a good long term objective. It takes
761232 - months of training to learn SDS, ref SDS 8 5820, similar to
761233 - learning how to use the alphabet, ref SDS 22 2432.
761235 - SDS is more complicated than Ecco Pro, and Morris has had time to
761236 - learn only 20% of Ecco Pro capability. ref SDS 0 5850
761238 - ..
761239 - To gain personal incentive to use SDS, requires exposure over time
761240 - to its power in the same way it takes time to recognize the
761241 - benefits of sophisticated communication methods used in
761242 - construction [see later discussion with Turner, ref SDS 46 5005].
761243 - With no experience of the benefits, people lack faith to make the
761244 - full effort. Like Morris has done with Echo Pro, people feel, "Oh
761245 - me, I have to go to a meeting; I really don't see why this part or
761246 - that part is needed....
761248 - ..
761249 - There isn't enough time!
761252 - Right now, I have to expedite, I'll do this "paper work"
761253 - later when there is more time."
761255 - ..
761256 - But, later never comes in the New World Order... ref OF 4 0645
761258 - ..
761259 - All of the parts in SDS work together to improve management. Not
761260 - making the full effort, yields no results which then eliminates
761261 - faith that the methodology is effective. This is the power of
761262 - culture that encourages practices which often appear unnecessary
761263 - because rewards occur in the future. Our culture saves us from
761264 - short term perspective so we can attain higher yielding deferred
761265 - rewards, as discussed with Intel on 950927. ref SDS 22 3920 and
761266 - ref SDS 22 2432
761268 - [On 960103 discussion with Jack Farless at Corps of Engineers
761269 - today. ref SDS 39 1003]
761270 - ..
761271 - See example from design field on 951026. ref SDS 25 7773
761274 - ..
761275 - Experienced People Must Transition SDS into the Culture
761277 - Experience is needed to create the language and linkages that
761278 - comprise "knowledge." ref SDS 22 1830
761280 - ..
761281 - It takes years of leadership to discover that effective
761282 - communication requires skills beyond talking people into doing
761283 - things ("leadership"), i.e., leaders must build and maintain
761284 - accurate understanding and follow up, per ref SDS 15 7777 An
761285 - article in PMJ reviewed on 951212 reports a study showing
761286 - "communication" is the chief determinant of success on high risk
761287 - projects, ref SDS 31 4433. What does it take to get it done?
761289 - ..
761290 - The best strategy is to use dedicated specialists, like a cost or
761291 - schedule engineer, accountant, doctor, janitor etc. Communication
761292 - Managers drawn from the ranks of early retires, like Sterling at
761293 - Telematics, can bring the experience essential to the role of
761294 - Communication Metrics. (see conference on 951214, ref SDS 33 2002)
761296 - [On 960103 discussion with Jack Farless at ref SDS 39 9030.]
Ignorance, Fear, Denial Cultural Resistance to New Methods
Prepared, Nobody Has Time on Information Knowledge v. Information
Information Converted into Knowledge
Common Sense, Feel Good Management Supresses Conflict,
Ignorance Fear Denial Organizational Memory Counterintuitive Conflict
Denial Managers Making Mistakes Reject Savings
Fear From Ignorance Inexperience Causes Denial
Money Coming In Good Times Improvement Not Needed Bad Times No Time t
Time Too Busy Being Busy to Save Time Money Learning SDS
Bailing Water Out of the Boat to Learn How to Use a Pump
Change Takes Courage Tricky to Go First in Paradigm Shift
Executives Not Ready for SDS to Implement Good Management
Good Management Not Ready for SDS Morris Tried to Get Approval to Try
971601 - ..
971602 - Bill DeHart for Program Manager
971604 - I raised our discussion from last night about using Bill DeHart for a
971605 - Com Manager. ref SDS 37 RJ4N
971608 - ..
971609 - People Not Ready Not Mature Enough to Learn SDS Improve Memory
971610 - Improving Management Time Never Right, Takes Courage Leadership
971611 - Ignorance, Fear, Denial Communication Needs Support by Technology
971613 - Morris feels Chips is not "mature enough" yet to introduce a Com
971614 - Metrics role using SDS to save time and money by improving listening,
971615 - as we discussed on 890809.
971617 - ..
971618 - We reviewed the objective to use SDS for applying good management
971619 - practices consistently. For example Drucker calls for analysis,
971620 - reviewed on 931130, ref SDS 12 7911, and also by Covey, reported on
971621 - 921205. ref SDS 10 4080 and ref SDS 10 2552 Morris noted on 911123
971622 - that SDS accomplishes this objective and so overcomes the tendency to
971623 - fall back on feel good management. ref SDS 5 0477
971625 - ..
971626 - Morris feels today that people at Chips are not yet ready for this.
971627 - He feels his colleagues would strongly object to any proposal he might
971628 - raise to using SDS for improving management. Everyone would feel this
971629 - is overkill and unnecessary extra expense.
971631 - ..
971632 - Since executives and managers at Chips and Technologies do not see the
971633 - need for "meeting agendas," Morris feels benefits of organizational
971634 - memory to maintain shared meaning, discover and correct mistakes in
971635 - communication cannot be grasped by people at Chips (reflecting
971636 - observation by Ghopal Kapur of poor management in the IT industry,
971637 - ref SDS 16 7007).
971639 - ..
971640 - Time to improve management never seems to occur, as Morris noted on
971641 - 890809. ref SDS 2 U87H If things seem to be going well, with money
971642 - coming in, folks feel there is no need to improve, so they budget to
971643 - attend seminars, get new computers and plan office parties. If things
971644 - are not going well, people are too busy bailing water out of the boat
971645 - to think about buying a pump.
971647 - [See later meeting with Turner on need to explain value of sound
971648 - management practice to PMI membership, ref SDS 46 6930, and
971649 - further at ref SDS 46 0300, ref SDS 46 7741
971651 - ..
971652 - [On 990527 after Chips was acquired by Intel, Morris cited strong
971653 - culture forces at Intel that prevent improving management.
971654 - ref SDS 67 1233
971656 - ..
971657 - [On 011214 not enough time to improve management at aerospace
971658 - company. ref SDS 71 YB4G
971660 - ..
971661 - I noted the seeming urgency for an "adult" to support Chips projects
971662 - per our discussion today and previously concerning psychologists at
971663 - ref SDS 26 5500 and ref SDS 27 8853. People who can switch from
971664 - project managers to team leaders and cross functional efforts, not to
971665 - mention design a computer chip, should be able to grasp the benefits
971666 - of meeting agendas and notes of understandings.
971668 - [On 990527 after Chips was acquired by Intel, Morris indicated
971669 - having tried to discuss SDS with managment. ref SDS 67 074D
971671 - ..
971672 - Apart from SDS, Chips needs experienced managers who have navigated
971673 - through complex political conditions to complete projects. An initial
971674 - area is the "cook book" manual they have been working on for 2 months
971675 - to get 2 or 3 days work done.
971677 - ..
971678 - I pointed out that bringing in someone like Bill would demonstrate
971679 - dedication to improved management. It would illustrate standards for
971680 - sound management practice and show Chips people the benefits of being
971681 - prepared and having common understanding of objectives, knowledge and
971682 - ideas.
971685 - ..
971686 - Don't Get It Executives Resist Improving Management
971687 - Information v. Knowledge, Managers Use Common Sense
971688 - Discouraged Many Times Explained SDS But People Don't Get It
971689 - Leadership Empowers People Experience Overcome Fears by Learning
971691 - Morris said that he has presented SDS opportunity many times to
971692 - meet requirements for good management at Chips, but nobody seems
971693 - to understand.
971695 - ..
971696 - We considered that merely explaining ideas alone to people has
971697 - less impact than enabling them to experience capabilities. Once
971698 - they go through the process and get on the other side, then they
971699 - can appreciate what they were told in an explanation. This is the
971700 - key distinction between information and knowledge. Information
971701 - can be conveyed by handing someone a piece of paper. Knowledge
971702 - required associating what is written on the paper or explained in
971703 - conversation with experience demonstrating proof of cause and
971704 - effect. Leadership empowers people to overcome fears by gaining
971705 - experience to learn that turns fear into knowledge, productvitiy,
971706 - earnings, and higher stock prices.
971708 - ..
971709 - Morris needs to find a small project to use Communication Metrics
971710 - so the Chips culture can experience it, then he would have some
971711 - experience to cite for letting the methodology grow.
971713 - [On 980307 Andy Grove encountered resistance to improvement is
971714 - like walking through the Valley of Death at Intel, because
971715 - executives just don't get it. ref SDS 64 1657
971717 - ..
971718 - [On 990527 after Chips was acquired by Intel, Morris indicated
971719 - having tried to discuss SDS with managment. ref SDS 67 074D
971722 - ..
971723 - Follow Up
971725 - Morris feels Chips may be ready to consider this step in six months.
971727 - He feels he could not explain Communication Metrics to his executive
971728 - group. I gave him some ideas about how to do this and offered to meet
971729 - with his colleagues to clarify the ideas, similar to the Cal Tech
971730 - seminar.
971732 - ..
971733 - I suggested he invite some of Chips executives to the PMI Asilomar
971734 - event that will deal with these matters. Sometimes being in a group
971735 - setting and hearing how these ideas are accepted by their peers at
971736 - other firms, can help overcome concerns about the first to try new
971737 - ideas.
PMI Event, July, Speaker
Chips, Morris Jones, V.P., Founder
Ecco, 930224 "Super PIM"
Time, Not Enough, So Need Communication Manager to Use Tools
Ambasadors for Change
Knowledge Worker Communication Manager
20% Ecco Pro Features Used by Morris Does Not Have Time to Learn All
A81201 - ..
A81202 - Followed up discussions re Intel meeting notes and Morris'
A81203 - participation in the PMI Event program at Asilomar, per ref SDS 29
A81204 - line 287 and ref SDS 27 line 85.
A81206 - ..
A81207 - Morris said he has read some of the Intel meeting notes, per our
A81208 - discussion on 951103, ref SDS 27 0001, but has not finished them.
A81210 - ..
A81211 - I asked for comments when he finishes.
A81215 - ..
A81216 - Ecco Pro - Morris is Using about 20% of Features
A81218 - Morris showed how he uses Ecco Pro, following up report on 951001 that
A81219 - he has switched from the Newton, ref SDS 23 0001 and noted Ecco is a
A81220 - very powerful program, but he is using only about 20% of its
A81221 - capability, as explained further below.
A81223 - [On 010720 Morris switched several more times, and worries
A81224 - productivity suffers because other people don't use all of
A81225 - the features in Microsoft. ref SDS 69 0K5K
A81227 - ..
A81228 - [On 990524 Morris says people don't use all the features of
A81229 - software programs for saving time and money, because they are
A81230 - too busy trying to expedite. ref SDS 66 6892
A81232 - ..
A81233 - [On 020110 Morris reported a study showing most people use
A81234 - only about 5% of the features in Microsoft Word and Outlook.
A81235 - ref SDS 72 CK4K
A81237 - ..
A81238 - It has a calendar screen where he can enter appointments, and an
A81239 - accompanying "To-Do" list. Morris said he likes it because he
A81240 - can see what he has done in the past. He showed how Echo Pro has
A81241 - a button to click showing last month's calendar that contains
A81242 - truncated descriptions of Morris' work.
A81245 - ..
A81246 - Not Enough Time to Use Time Saving Tools
A81248 - I asked if he can get the details on the tasks listed? What was
A81249 - done, said, heard, examined, considered, and how it relates to
A81250 - objectives, requirements, policies, regulations and so on?
A81252 - ..
A81253 - Morris said he could do this, if he entered that information into
A81254 - Echo Pro's notebook; but, so far he has not had enough time to
A81255 - setup that part of the program. He has found that Echo Pro's
A81256 - reminders of the tasks he has done are enough for him to remember
A81257 - the important details, and this has been very helpful to him.
A81259 - ..
A81260 - I asked if he can organize Echo Pro's tasks according to subject.
A81262 - ..
A81263 - Morris indicated Echo Pro may have a module to do this, if he set
A81264 - it up, but he hasn't had enough time and so hasn't found whether
A81265 - this feature is useful.
A81267 - ..
A81268 - He showed the Echo Pro Contact system, but said he hasn't had
A81269 - enough time to set up many contacts. He understands it has an
A81270 - Action Item feature and can link documents dynamically, but he
A81271 - hasn't had enough time to use these features yet.
A81273 - ..
A81274 - Morris said Echo Pro has a strong internet feature that is
A81275 - helpful when he travels.
A81278 - ..
A81279 - I asked if he would demonstrate Echo Pro as a member of the panel for
A81280 - the PMI event program, showing emerging technologies and how they help
A81281 - top executives apply automation effectively. ref SDS 29 9043.
A81283 - Morris agreed to do this.
A81285 - [See follow up on 960103, ref SDS 40 0550; on 960315. ref SDS 50
A81286 - 1060, and on 960715 Morris demonstrated Echo Pro at Asilomar, see
A81287 - ref SDS 52 0990.]
A81290 - ..
A81291 - Ambassadors of Change
A81293 - I mentioned the concept under consideration for the PMI Asilomar event
A81294 - to advocate that organizations, like Chips, identify someone to
A81295 - support experimentation aimed at determining the best mix of tools and
A81296 - work practices to meet the challenge of the Information Highway, see
A81297 - ref SDS 29 5692.
A81299 - [Morris attended a Cal Tech seminar in 1997 where he learned about
A81300 - a "gatekeeper" who helps the organization perform information
A81301 - research, ref SDS 55 5339.]
A81303 - ..
A81304 - [On 980307 Andy Grove's book "Only the Paranoid Survive" says
A81305 - managers should not be wimps and should experiment with new
A81306 - methods. ref SDS 63 3416]
A81309 - ..
A81310 - Communication Managers Apply Time Saving Technology
A81312 - We considered the advantage of a Communication Manager to help people
A81313 - who are only getting 20% of the value from, their management support
A81314 - software, like Echo Pro? ref SDS 0 5850, ref SDS 0 6951,
A81316 - Morris had similar problems with Newton and previously the Wizzard,
A81317 - ref SDS 13 5920.
A81319 - [See discussion with Corps of Engineers on need for Communication
A81320 - Manager because managers do not have enough time to perform
A81321 - Communication Metrics, ref SDS 38 1003.]
A81323 - ..
A81324 - [See article on 970525 in PM Network indicating managers need help
A81325 - with computer tools, ref SDS 54 1943.
A81327 - ..
A81328 - Morris feels the Chips executive group would not approve using a
A81329 - Communication Analyst to ensure technology is applied so that the firm
A81330 - can profit from better management productivity.
A81332 - ...above, team leaders and hiring more managers are proposed to
A81333 - improve management, rather than Com Manager. ref SDS 0 8846
A81335 - ..
A81336 - Morris indicated that Chips executives want everyone at Chips to use
A81337 - software in the manner it is capable of improving productivity, since
A81338 - that is the reason for using it, and so each manager is responsible to
A81339 - do this.
A81341 - ..
A81342 - I noted that Morris reported just today that he has not had a chance
A81343 - to make this determination with respect to several Ecco Pro features
A81344 - because he hasn't had time to set them up and work with them to
A81345 - experiment on how they might improve his productivity. ref SDS 0 6951
A81346 - He is undoubtedly the strongest computer user among the executives at
A81347 - Chips. If he doesn't have enough time to figure out how to use his
A81348 - software productively, who does?
A81350 - [On 980307 Andy Grove noted successful executives loathe
A81351 - improving the work; want to improve earnings by working on
A81352 - familiar things in familiar things, and deny slow, incremental
A81353 - change is occuring in the business environment that requires
A81354 - new tools, skills and roles. ref SDS 64 2051
A81356 - ..
A81357 - Morris feels he is using the productive parts of Echo Pro.
A81359 - ..
A81360 - I asked how he reached that determination without using the unused
A81361 - features for a period of time?
A81363 - ..
A81364 - This seems similar to Morris' experience with SDS in 1991, ref SDS 3
A81365 - 8404. He didn't have enough time nor help to apply SDS, and so later
A81366 - gave up, ref SDS 4 line 119.
A81368 - [Morris later reported changing from Ecco Pro to Lotus Organizer,
A81369 - ref SDS 58 line 217.]
A81371 - ..
A81372 - [Recommended Wayne Wetzel for a Communication Manager at Chips ref
A81373 - SDS 51 line 48.]
A81375 - ..
A81376 - [See article on 970525 in PM Network indicating managers need help
A81377 - with computer tools, ref SDS 54 line 586.]
Distribution. . . . See "CONTACTS"