THE WELCH COMPANY
440 Davis Court #1602
San Francisco, CA 94111-2496
415 781 5700
S U M M A R Y
DIARY: April 3, 1996 09:33 AM Wednesday;
Called Steve at Turner re sponsoring Asilomar.
6...Technology Mainstreams Specialized Communication Processes
7...Correlation to PMBOK
.............Initiate, Plan, Execute, Control, Close
8...Audit Trail - Traceability
11...Turner Knows "Talk is Cheap"
12...Understanding and Follow Up Essential to Successful Communications
13...Mock Progress Meeting
.....New Tools, Skills, Roles
.....Mainstream Turner's Communication Manager Expertise
.....Technology - Paperless Office
.....Grove/Welch Management Method
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0201 - Turner Const. SF 415 274 2900 fax 989 1370
020101 - Mr. Steve Rule; Territory Engineer =415 274 2917
020102 - Engineering Department
0202 - Turner Const. SF 415 274 2900 fax 989 1370
020201 - Mr. Darrell Petray; Manager =415 274 2920; Business Development
Financial Support from Sponsors, Turner
Turner, Alan Wetzel, Steve Rule
0705 - ..
0706 - Summary/Objective
070701 - Followed up work at ref SDS 17 line 49, ref SDS 15 line 44,
070702 - line 43, ref SDS 13 line 125, ref SDS 12 line 509, ref SDS 9
070703 - and ref SDS 6 line 197.
070705 - Received Turner's current outline and confirmed meeting for Friday at
070706 - 1030. Developed a little further the idea that Turner is the model
070707 - for Communication Manager that we want to regularize through
070708 - automation.
0710 - Progress
071101 - Bill called and said Steve does not know about a meeting on Friday.
071103 - Bill said Steve expressed concern about getting calls from Bill and
071104 - from Welch, indicating the pressure he is feeling.
071106 - Steve asked Bill if I have received the agenda and Bill advised the
071107 - fax he received from Steve was of too poor a quality for him to
071108 - forward to me.
0714 - 0937 called Steve
071501 - Left message per above asking for a copy of Turner's outline.
0718 - 1322 called Steve back - visited Turner
071901 - Turner's Outline
071903 - Steve invited me over to pick up their outline. I visited Turner's
071904 - office and received ref DRT 1 line 30.
071906 - I appologized for multiple calls cited above and indicated that since
071907 - we have not met since 960125, and since we agreed to meet the week of
071908 - 960305 for review, it seems appropriate to avoid further delay in the
071909 - review. Steve said Turner plans to have a lunch meeting tomorrow with
071910 - their team to prepare for our meeting on Friday.
071912 - We did not have time to consider Turner's new outline during our
071913 - meeting, but subsequent review was done below.
071918 - Biographies
071920 - Steve showed me his biography and said he wants to edit it for Bill.
071921 - He is waiting to get biographies from Russ, Darrell and the other
071922 - member of their team. I suggested that since we only need a
071923 - paragraph, if they are areeable, Bill can likely assemble a paragraph
071924 - from what they have now, so it can be submitted to the printer in time
071925 - for publication deadlines. Steve will try to get this out today, or
071926 - at least have it ready for the meeting on Friday.
071929 - Turner Scope
071931 - Steve asked about the message I left for Darrell of an idea for Turner
071932 - to consider following the discussion with Hank Hatch, ref SDS 17 line
071933 - 63 and ref SDS 14 line 59. He said the message mentioned a way to
071934 - illustrate the Communication Manager role.
071937 - Communication Manager
071939 - I mentioned Steve's point at the meeting on 960125 that Turner views
071940 - itself as a "Communication Manager," ref SDS 2 line 109. Steve noted
071941 - that high risk construction projects require dedicated communication
071942 - procedures, which they carry out mostly by manual methods at great
071943 - time and expense. He said many of these methods are directed toward
071944 - legal protections in light of contractual liability for failure to
071945 - perform the work correctly and on time. These legalities have evolved
071946 - over thousands of years of trial and error into well established
071947 - procedures that ensure adequate communication among a diverse group of
071948 - organizations with conflicting interests, but who have committed to
071949 - accomplish a project, i.e., have a common objective. The concern to
071950 - meet legal constraints reflects a history that lax communication
071951 - procedures cause harm. This reflects the law as a "metric" described
071952 - in the NWO paper, ref OF 1 line 178, and discussed with David
071953 - Buoncritsiani at ref SDS 4 line 173 and ref SDS 4 line 324.
071955 - [See follow up at meeting on 960405, ref SDS 18 line 146.]
071958 - Technology Mainstreams Specialized Communication Processes
071960 - So Turner is the macro example of the steps a Communication Manager
071961 - does procedurally to make leadership effective on a diverse team
071962 - comprised of conflicting interests who are brought together to
071963 - accomplish a stated objective. Asilomar will ask the question General
071964 - Hatch asked when told about Communication Metrics. Can technology
071965 - make more universal, regularize or mainstream this model so it can be
071966 - done quicker and more accurately so it makes sense for organizations
071967 - to use a new class of worker to perform every day many of the
071968 - Communication Manager steps Turner does, in the face of the growing
071969 - risk of error under the Information Highway? When the military
071970 - connects bits and pieces of diverse information they call it
071971 - "intelligence". Contractors call it managing communications. By what
071972 - ever name, someone needs to be making the connections essential for
071973 - timely and accurate understanding.
071975 - This fits the history of technology reported by Johanna Neuman in her
071976 - just released book "Lights, Camera, War. When writing first came
071977 - along only specialists did it, because it did not seem cost effective
071978 - for everyone to use these special methods and the tools of writing.
071979 - Writing books which mostly entailed transcribing the Bible was
071980 - performed by entire organizations called monks. As the tools became
071981 - more reliable, cheaper and more widely available, more people began to
071982 - use the methods. As the value became more widely recognized, the
071983 - skill base widened. This produced pressures for still better tools,
071984 - and ever wider use that eventually led to the modern phenomena of a
071985 - literate society, i.e., universal literacy introduced about 130 years
071986 - ago.
071988 - Can we do the same today with the Communication Manager role, which
071989 - takes the definition of a "liturate" society to a new level with new
071990 - tools? This is the goal of Communication Metrics in lifting the
071991 - capacity to think, remember and communicate.
071993 - We will meet Friday to review Turner's progress.
071995 - [See follow up at ref SDS 18 line 88.]
071997 - ..
0722 - 2113 Reviewed Turner's Outline
072301 - This is received into the record at ref DRT 1 0000. I worked up a
072302 - transmittal to complete identification. The outline is dated 960320
072303 - and is attached at ref DRT 1 7485.
072305 - The new outline integrates Turner's summary and detailed outlines from
072306 - ref OF 3 0000 and ref OF 4 0000, received at the meeting on 960125.
072307 - ref SDS 2 4868
072309 - [On 960529 reviewed new outline focused on role of communication.
072310 - ref SDS 19 4786]
072313 - ..
072314 - Correlation to PMBOK
072316 - This outline at section II 4. "Look at the mission" reflects the
072317 - classic project life cycle, set out in the PMBOK reviewed on 950721.
072318 - ref SDS 1 4012
072320 - It shows "Ideas" from the owner that initiate the project; the
072321 - deliverable is a set of requirements. ref DRT 1 3859
072323 - "Design" from the architect correlates to "planning" in order to
072324 - accomplish owner's requirements, ref DRT 1 3859. The deliverable
072325 - is a set of detailed plans and specs.
072327 - [On 960620 developed concept of "Knowledge Space" of management
072328 - details, analogous to construction details in plans and specs
072329 - prepared by arthitect. ref SDS 20 3516]
072331 - "Reality" from the contractor who executes the design, ref DRT 1
072332 - line 97. In this scheme, the "Reality" component has a "Control"
072333 - subcomponent under section III. 2. c, ref DRT 1 line 141. Control
072334 - may also entail activity by the architect and/or construction
072335 - manager.
072337 - Turner likely has a published project process, at least for marketing,
072338 - and if so that can be compared with the PMBOK. In any case Turner can
072339 - comment on how the PMBOK project process:
072341 - Initiate, Plan, Execute, Control, Close
072343 - ...works in practice, ref SDS 1 line 293.
072347 - Audit Trail - Traceability
072349 - This outline reflects a lot of paperwork, which gives Turner the
072350 - chance to explain and demonstrate how understandings from the owner's
072351 - "ideas" are traced to the details in the plans and specs, cost
072352 - estimates (bids), and in the record of construction, such as
072353 - contracts, change orders, RFIs, inspections, daily reports, progress
072354 - meetings.
072358 - Risk Management
072359 - Communication Manager
072361 - The impression from the outline is that a lot of paper will pile up if
072362 - Turner illustrates each type of communication listed in the outline.
072363 - We might do this kind of quickly, even to the point of the presenter
072364 - seeming to be confused by all the forms and processes. This could
072365 - illustrate that when "knowledge" work is done quickly, quality
072366 - degrades. That will convey the challenge of effective communications,
072367 - i.e., it is careful work intended to avoid misunderstandings, mistakes
072368 - and delays by capturing, understanding and integrating new information
072369 - into the workstream in way that it can be accuratley retrieved when
072370 - needed.
072372 - The audience will feel it takes a lot of time to do Communication
072373 - Management, but since Fortune magazine recently announced that
072374 - "project manager" is the number one career choice, ref SDS 3 line 38,
072375 - this means many outside construction are trying this method. They need
072376 - to know what it entails.
072378 - Turner can show that classical Communication Management is costly and
072379 - time consuming, but essential for high risk work, which is the point
072380 - of Turner's presentation. Risks impose costs! Do you pay for careful
072381 - work and analysis to avoid mistakes or pay later for the mistakes that
072382 - were not avoided and the opportunities that were overlooked? Other
072383 - industries are beginning to feel greater competition from the global
072384 - economy, i.e., the compression of time and distance. Other industries
072385 - are turning to Project Management as a solution to meet the greater
072386 - risks which construction has delt with for centurie.
072388 - This sets up the point that the time and cost of effective leadership
072389 - derived from good communications can be reduced and its value can be
072390 - increased by the right use of technology. Applying technology to
072391 - traditional communication methods yields the science of Communication
072392 - Metrics. This produces a better partnership between leadership and
072393 - technology sought by the conference.
072397 - Turner Knows "Talk is Cheap"
072398 - Understanding and Follow Up Essential to Successful Communications
072400 - Turner's outline appears to reflect that successful "communications"
072401 - needs in addition to convincing speech, a lot of paperwork to ensure
072402 - understanding and follow up.
072404 - This carries the point that when risk is high, talk is cheap. It sets
072405 - up the point that technology can improve leadership by reducing the
072406 - cost of working carefully, i.e., by using automated knowledge to
072407 - replace the paperwork.
072411 - Mock Progress Meeting
072413 - Turner might spend 5 - 10 minutes on the construction project
072414 - environment with respect to ponts II 1 - 4, pausing on the fact that
072415 - dealing with a lot of different organizations increases the risk of
072416 - misunderstanding since these entities having opposing interests, as
072417 - well as common interests.
072419 - Actually, we might get David Buoncristiani with TMJ&B who is speaking
072420 - prior to Turner, to set up this point about conflicting interests
072421 - endemic to contract work.
072423 - The aim, however, is to get Turner to pile up a bunch of paper on the
072424 - desk to illustrate the level of effort and skill required for
072425 - effective communications on the one hand, and the need for technology
072426 - to "manage" it, rather than just generate more stuff to think about.
072428 - Possibly a mock progress meeting could illustrate how Turner's
072429 - communication methods are applied and why they are needed, per ref SDS
072430 - 16 line 161. Maybe David Buoncristiani will participate.
072433 - New Tools, Skills, Roles
072434 - Mainstream Turner's Communication Manager Expertise
072436 - Then after Turner speaks Morris Jones, VP with Chips and
072437 - Technologies can explain the prospects of a new role in general
072438 - business to accomplish the Communication Manager role Turner has
072439 - described. We say that not every situation requires hiring an
072440 - entire company like Turner to track communications; but maybe
072441 - adding a person or two to do this work is helpful, like at
072442 - Telematics, and maybe technology can make it more effective like
072443 - at PG&E and DNRC.
072446 - Technology - Paperless Office
072447 - Grove/Welch Management Method
072449 - Save the desk piled high with Turner's paper for the Intel demo
072450 - where all that paper is swept onto the floor and accomplished by
072451 - the computer to implement the new management science of
072452 - Communication Metircs.
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