CONTACTS 
0201 - Unisys Corporation                 510 613 1303 fax or 800...
020101 - Mr. Merrill Malvini
020102 - Sales Department       =Telephone/fax

SUBJECTS
SDS Marketing, Sales
Obtain Names of Prospects, Unisys
Unisys, Sales discussions
Marketing Ideas SDS POIMS

0906 -    ..
0907 - Summary/Objective
0908 -
090801 - Follow up ref SDS 21 0000, ref SDS 19 0000.
090802 -
090803 - Reviewed Merrill's comments to my letter on results of initial telecon
090804 - with Pete at Unisys.  This exercise helps prepare for the follow up
090805 - discussion with Pete tomorrow.  Merrill identifies some key ideas,
090806 - including contacting a higher level of management to consider applying
090807 - Communication Metrics to sales and project management.
090808 -
090809 - Submitted ref DIT 1 line 30 submitting this record to get further
090810 - input from Merrill on my next call to Pete Hady.  It also illustrates
090811 - the method of communicating using SDS records, which Merrill asked
090812 - about last night.  He wanted to see how his comments get incorporated
090813 - into a new SDS record. ref SDS 23 8555
090814 -
090815 - I ask Merrill to consider calling Pete and "exploring" with him "his
090816 - idea" to apply Communication Metrics to Sales, ref DIT 1 line 33.
090817 -
090818 -     [See follow up where Merrill plans to call Pete, ref SDS 24 0000.]
090819 -
090820 -
090821 -
090822 -  ..
0909 -
0910 -
0911 - Progress
0912 -
091201 - Received ref DRT 1 0000 from Merrill.  It is a composite that includes
091202 - Merrill's submittal to Pete Hady, ref DRT 1 004K, of my email to
091203 - Merrill, ref DIP 3 0001, on the results of discussion with Pete
091204 - yesterday.
091205 -
091206 - It also submits Merrill's comments to me about discussion with Pete,
091207 - ref DRT 1 0001, and so is a response to ref DIP 3 0001
091208 -
091209 -
091210 -
091211 -
091212 -
091213 -
0913 -

SUBJECTS
Immediate Benefits with Communication Manager
Civilization, Next Step to Continuous Automated Knowledge Stream
Deferred Rewards Knowledge Knowledge Information Immediate Use
Knowledge Worker Communication Manager
Facilitating Meeting Begins with SDS Record of Prior Meeting
Prepare Failure Wastes Time Meetings
Memory Reasoning Creativity Innovation Improved by SDS Diary
Sharpens Saw Diary Journal Writing Capturing Record Improves Memory
Capturing Record Improves Memory Cognition Writing Sharpens Saw, Cove
Sight Sound False Knowledge Pictures Conversation
Information Immediate Rewards, Knowledge Deferred

3614 -
361401 -  ..
361402 - Communication Metrics Helps Managers "Be Prepared"
361403 -
361404 - Followed up work at ref SDS 21 line 77.
361405 -
361406 - Henry Kissinger has observed that, like the "Mad Hatter" in "Alice in
361407 - Wonderland," nobody has time to prepare because everybody is late for
361408 - an important date, from the record on 940609. ref SDS 3 4238
361409 -
361410 -
361411 -     ..
361412 -    SDS Marketing Needs Samples of Program Screens, Work Product
361413 -    Self-evident Benefits of Knowledge are the Fruits of Civilization
361414 -
361415 -    Merrill says in his letter today that merely explaining problems
361416 -    that need a solution is not an adequate marketing effort.  He
361417 -    says....
361418 -
361419 -       I believe that you must give more than an example scenario using
361420 -       SDS.
361421 -
361422 -       But rather, I think you need to give samples of the program that
361423 -       people can readily see the benefits to their organization.
361424 -       ref DRT 1 DK5H
361425 -
361426 -     ..
361427 -    Analysis - Record Replete with Examples
361428 -    Using SDS for Intelligence Empowers Com Manager to Be Prepared
361429 -    Com Manager Delivers Intelligence so Everyone is Better Prepared
361430 -
361431 -    The benefit of SDS is intelligence that produces knowledge, which
361432 -    avoids problems and delays, and discovers opportunities that are
361433 -    otherwise missed, when relying on information technology (IT).
361434 -    Knowledge increases earnings over days, weeks and years, unlike
361435 -    benefits of information technology that immediately satisfies
361436 -    sensorial demands of human biology through sight, sound, motion and
361437 -    tactile feedback, absorbed by the conscous span of attention.
361438 -
361439 -        [On 001207 productivity, earnings and stock prices decline
361440 -        because too many people have too many problems. ref SDS 35 V54M
361441 -
361442 -    "Benefits" using SDS to increase organizational memory, knowledge,
361443 -    experience and intelligence reflect the long march of civilization
361444 -    that shows deferred rewards grow exponentially when front-end
361445 -    investment is made to work smarter and quicker.  For example, what
361446 -    are the benefits of the alphabet and mathematics?  These
361447 -    technologies do not fetch water, harvest crops, nor chop wood.
361448 -    But, experience shows that investing time to apply these
361449 -    capabilities eventually delivers water, crops and wood in
361450 -    abundance, far beyond the reach of information technologies (IT)
361451 -    that bring immediate benefits.
361452 -
361453 -        [On 971008 report from USACE calculated cost/benefits of
361454 -        Communciation Metrics are 10:1. ref SDS 25 2710
361455 -
361456 -        [On 991217 civilization cost study showing benefits of
361457 -        knowledge management. ref SDS 33 0320
361458 -    ..
361459 -    Second, Communication Managers use SDS to "prepare" quickly
361460 -    and thoroughly.  Capturing the record and linking it up enhances
361461 -    ordniary mental preparedness, for the reasons set out in the record
361462 -    on 950204. ref SDS 4 QQ3F  Steven Covey calls this "sharpening the
361463 -    saw," reviewed on 921205. ref SDS 2 1121  Additionally, before an
361464 -    event, the SDS record can be quickly reviewed for pending matters
361465 -    and conflicts that need attention.  So when a Communication Manager
361466 -    attends a meeting, an expert communicator is "prepared."  This
361467 -    gives everybody a big advantage, even if they do not have time to
361468 -    prepare, which is often the case, as reported in a study issued by
361469 -    AP on 960205. ref SDS 6 5902
361470 -
361471 -        [On 000922 example action items connected to context and other
361472 -        sources needed to expedite the work. ref SDS 34 0001
361473 -    ..
361474 -    This provides two ways by which "preparation" is supported by
361475 -    Communication Metrics to improve productivity of meetings.
361476 -
361477 -  ..
361478 -
361479 -    Corps of Engineers' report states on page 8 para 1:
361480 -
361481 -        Welch performed approximately 360 tasks over a 4-month period,
361482 -        ... attending meetings, preparing COE staff for meetings,
361483 -        briefing staff following meetings, capturing the record of
361484 -        meetings, issuing drafts for review, gathering input and
361485 -        finalizing the record for distribution.  He prepared drafts of
361486 -        correspondence, linked into the project, ref DRP 2 line 423.
361487 -
361488 -    Corps of Engineers' report states on page 8 para 3:
361489 -
361490 -  ..
361491 -
361492 -        Welch facilitated meetings by preparing COE staff in advance of
361493 -        meetings, and provided mentoring by demonstrating how to
361494 -        conduct productive meetings using relevant information and
361495 -        controllable Action Items drawn from the project record in the
361496 -        SDS diary database, ref DRP 2 line 444.
361497 -
361498 -    Corps of Engineers' report states in Appendix A, memo dated 970407
361499 -    by CESPN-PM (Cheong)
361500 -
361501 -        a.  Communication Metrics discovers and fixes little deviations
361502 -        from requirements before they grow into big problems that cost
361503 -        time and money.  This goes against human nature to ignore
361504 -        deviations and suppress small controversies because big
361505 -        problems need attention. ref DRP 2 8473
361506 -
361507 -  ..
361508 -
361509 -        Communication Managers brief COE staff to prepare for meetings
361510 -        based on researching the record. ref DRP 2 2814
361511 -
361512 -        Communication Managers need special skills to perform this
361513 -        "intelligence" work, and they they need support by organization
361514 -        leaders to exercise probative inquiry that yields feedback
361515 -        which exposes problems so the problems can be solved early.
361516 -
361517 -     ..
361518 -    Merrill asks....
361519 -
361520 -    What specific work is entailed by "being prepared"?
361521 -
361522 -        Examples of Preparing for Major Meetings
361523 -
361524 -        Before a meeting or important call, the SDS program is reviewed
361525 -        and a record selected from the last event on the main subject
361526 -        to be discussed.  It automatically contains 90% of all
361527 -        subsidiary subjects to be discussed, and has linkages to the
361528 -        history on each subject.
361529 -
361530 -        That record is used to prepare an agenda of issues to cover in
361531 -        the coming event.  This will often be different from the formal
361532 -        agenda, because it is much more detailed.  It brings forward
361533 -        conflicts with prior commitments, contracts, policies and
361534 -        regulations, that are discovered from the linking process in
361535 -        SDS.
361536 -
361537 -  ..
361538 -
361539 -           Prepared for Progress Meeting at Oakland Project today, see
361540 -           record on 961029. ref SDS 8 0000
361541 -
361542 -  ..
361543 -
361544 -           Visited Tom Keesling to plan for strategy meeting today, see
361545 -           the record on 961031. ref SDS 9 0000
361546 -
361547 -  ..
361548 -
361549 -           Meeting on 961031 to prepare objectives, strategy for
361550 -           schedule meeting with Dutra, ref SDS 10 8840.
361551 -
361552 -  ..
361553 -
361554 -           Prepared for Progress Meeting at Oakland Project today, see
361555 -           ref SDS 8 0000.
361556 -
361557 -           Prepare for Progress Meeting, Oakland project on 961119.
361558 -           see ref SDS 12 0000.
361559 -
361560 -  ..
361561 -
361562 -           Prepared for meeting with Dutra to review schedule, see the
361563 -           record on 961121. ref SDS 13 7400
361564 -
361565 -
361566 -
3616 -

SUBJECTS
90% Managers Time Communication
90% Time Communication Main Factor Management Productivity Success 90
Expedite Cut Corners TQM Faster Better Cheaper Bumbling
Informal Communication Expedites Email Conversation Avoids Cost Sched
Build Maintain Shared Meaning Duty of Leadership Requires Common Stor
Meaning Drift Avoid Maintain Shared/Common Understandings

4809 -
480901 -  ..
480902 - Benefits Discussion
480903 -
480904 - Follow up ref SDS 21 9333, ref SDS 19 0000.
480905 -
480906 - Pete said his group is struggling to implement formal cost and
480907 - schedule control.  At this time their work is managed more informally.
480908 - He feels reluctant to add another control system, until they can do a
480909 - better job with cost and schedule.
480910 -
480911 -
480912 -     ..
480913 -    Merrill - Comment, ref DRT 1 line 254
480914 -
480915 -    This is probably a reasonable objection on Pete's part.  It may
480916 -    also indicate that the place to market this is above Pete's head.
480917 -
480918 -
480919 -     ..
480920 -    Analysis - Selling Refrigerators to Eskimos
480921 -
480922 -    Pete's objection is understandable, but is not "reasonable."
480923 -
480924 -    Since communication is the dominant activity of management, and
480925 -    since Pete is relying on "informal" communication methods rather
480926 -    than cost and schedule control, ref SDS 23 3973, then improving
480927 -    communication should necessarily improve earnings.  If you improve
480928 -    the dominant work, it should yield the biggest improvement in
480929 -    results. That is what the experts say.  The liturature is clear
480930 -    that inadequate communication is the biggest cause of cost overruns
480931 -    and delays, as seen from articles submitted to Merrill last night,
480932 -    ref DIP 4 5833. ref SDS 23 5399.
480933 -    ..
480934 -    People who have reached a management position generally feel
480935 -    they are "good communicators" because they can speak pretty well.
480936 -    They believe this skill is what got them their job.  So trying to
480937 -    sell them "good communications" and distinguishing it from speaking
480938 -    skill, which Pete equates with better management, per discussion
480939 -    below, ref SDS 0 8492, is a delicate matter.
480940 -
480941 -    Pete's use of "informal" methods means his project managers are
480942 -    coordinators, facilitators and "leaders," rather than technocrats.
480943 -
480944 -    Leadership requires building and maintaining shared meaning.
480945 -
480946 -    Mainstream communication methods rely on speaking and listening
480947 -    skills, however, that cause meaning to drift away and become mixed
480948 -    up, without people realizing it, as reported by the U.S. Army Corps
480949 -    of Engineers' report on Communication Metrics, ref DRP 2 3649.
480950 -    This is a painful realization, that is counter to common sense and
480951 -    teachings at Harvard, Yale, Stanford, Columbia.
480952 -    ..
480953 -    Typically, a Project Management office, like Pete's, per
480954 -    Merrill's explanation yesterday, ref SDS 23 0911, is charged to
480955 -    "coordinate" functional departments, vendors and with the customer.
480956 -    On paper, this is presented as providing project controls for cost
480957 -    and schedule.  In practice, "controls" produce a lot of paper, the
480958 -    real work is conversation - talk, talk, talk, leading meetings and
480959 -    talking on the phone, in the hallway, on the celluar phone.  Pete's
480960 -    explanation that his work is managed informally, indicates it is a
480961 -    mainstream Project Management program.  That's the way everybody
480962 -    does it.
480963 -
480964 -    The sales challenge is helping Pete see that what he percieves as
480965 -    the strength of his department, communiction, is a weakness that
480966 -    can be significantly improved by adding metrics.  Describing
480967 -    Communication Metrics as "formalistic" is a defense of informal
480968 -    communications, also called "expediting" the work.  It is a denial
480969 -    that the department needs or can be helped.  It is as if to say,
480970 -    "Yes we need better cost and schedule control, and I am working on
480971 -    that.  But, we are good communicators, so there is nothing to
480972 -    improve.  Adding "formalistic" Communication Metrics methods would
480973 -    detract from our effectiveness by hampering flexibility, etc."
480974 -    ..
480975 -    We cannot directly, tell Pete that he is all wet and that
480976 -    what has seemed to work for thousands of years, does not work as
480977 -    well in the New World Order of the 21st century.  Merrill's comment
480978 -    on 970523, however, that Unisys loses a lot of money because
480979 -    understandings and agreements from routine daily business activity
480980 -    cannot be readily aligned with contract requirements, ref SDS 15
480981 -    7592, is a strong indicator that Unisys uses mainstream practices
480982 -    that are running out of gas on the Information Highway, and can be
480983 -    greatly improved by Communication Metrics.
480984 -
480985 -
480986 -
480987 -
480988 -
4810 -

SUBJECTS
Denial Managers Making Mistakes Reject Savings
Denial River in Egypt, Needs Metrics to Dig Out of System
Leadership Broader Vision Overcomes Fear of Change to Help People Hel

5206 -   ..
520601 - Pete feels his Project Managers are highly focused, and that
520602 - problems in communication arise because others need better alignment
520603 - of understandings to follow through on their commitments.
520604 -
520605 -
520606 -    Merrill - Comment, ref DRT 1 line 269
520607 -
520608 -    I felt this was a very important point in the whole discussion with
520609 -    Unisys. Pete may be correct in assessing the problems in our
520610 -    project management communications as being with the sales.
520611 -
520612 -
520613 -     ..
520614 -    Analysis - Denial is Not Just a River in Egypt
520615 -
520616 -    Pete is saying it is "them" not "us."   He is half right. Everybody
520617 -    is having difficulty keeping up on the Information Highway.  We
520618 -    can improve sales and project management.
520619 -
520620 -    Obviously, making a sale and preparing a good contract are critical
520621 -    to the success of a project.  The article on 970525 explaining how
520622 -    to turn failure into success, and submitted to Merrill yesterday,
520623 -    ref DIP 4 0001, says over-optimistic bidding and promises to secure
520624 -    an order, doom a project to failure, ref SDS 17 OY9N  The same
520625 -    article says that communication is the main factor of project
520626 -    success, ref SDS 17 7777, echoing another article in the same
520627 -    magazine. ref SDS 16 M86I and ref SDS 16 4700
520628 -    ..
520629 -    Why is communication the critical factor?
520630 -
520631 -    Because it is a predicate to action.  Before anything is sold,
520632 -    designed, built and installed, there is a lot of communication that
520633 -    takes place to figure out what to do and to guide actual work.
520634 -
520635 -    Improving communication empowers all parties to find solutions.
520636 -
520637 -    Most problems during project management from over-optimistic sales
520638 -    promises, result from mis-alignment between customer needs and
520639 -    perception of needs, due to the rush of daily business.  Critical
520640 -    details and opportunities get lost in the shuffle.  Communication
520641 -    Metrics "digs out of the system" all of the needs and correlations
520642 -    with vendor capability, so the resulting contract brings greater
520643 -    benefit to the customer and a set of requirements that can be
520644 -    performed by Project Management.
520645 -
520646 -  ..
520647 -
520648 - I explained Communication Metrics builds and maintains shared meaning
520649 - among all participants in meetings and calls by creating business
520650 - Intelligence that organizes and analyses information to discover cause
520651 - and effect and identify actions needed to maintain progress.  This
520652 - avoids mistakes and delays that cause loses, per discussion on 970523.
520653 - ref SDS 15 7592
520654 -
520655 - Pete asked how the technology does this?
520656 -
520657 -     ..
520658 -    Merrill's - Comment
520659 -
520660 -    I commented that there must be an answer to this question so as to
520661 -    effectively SELL the product and consulting. (see also the
520662 -    discussion above. ref SDS 0 4644)
520663 -
520664 -       [On 971008 received report that ROI for Communication Metrics
520665 -       is 10:1 by reducing mistakes that cause rework. ref SDS 25 2979
520666 -       and ref SDS 25 5775]
520667 -
520668 -       [On 971021 reviewed article that iniatied goal for using the
520669 -       Internet to deliver intelligence. ref SDS 26 9999]
520670 -
520671 -       [On 971210 demonstrated 1st phase to PG&E. ref SDS 28 4387]
520672 -
520673 -       [On 971105 began project to develop Internet support for
520674 -       Communication Metrics that can demonstrate the "answer" Merrill
520675 -       discusses. ref SDS 27 1459 and ref SDS 27 1310]
520676 -
520677 -       [On 980723 developed web site to demonstrate the "answer"
520678 -       Merrill says is needed. ref SDS 30 2759]
520679 -
520680 -       [On 980803 demonstrated using the Internet to deliver business
520681 -       intelligence, which supports the paperless office, which might
520682 -       be the "answer" that is needed. ref SDS 31 1111]
520683 -
520684 -       [On 980813 submitted notice of Communication Metrics web site.
520685 -       ref SDS 32 0000]
520686 -
520687 -     ..
520688 -    Analysis - New Ideas are Hard to Sell, Because They are New
520689 -
520690 -    Examples that "answer" the question are replete in the record, but
520691 -    are hard for a busy man to grasp in the time available to consider
520692 -    new ideas, per analysis above. ref SDS 0 9672
520693 -
520694 -       [On 980813 submitted notice of Communication Metrics web site.
520695 -       ref SDS 32 0000]
520696 -
520697 -    Lynn Conway explained the challenge of introducing a new system of
520698 -    knowledge, in her case VLSI technology, ref SDS 7 1368, that
520699 -    applies 20 years later to Communication Metrics:
520700 -
520701 -       "How can you take methods that are new, methods that are not in
520702 -       common use and therefore perhaps considered unsound methods, and
520703 -       turn them into sound methods?"
520704 -
520705 -       "I was very aware of the difficulty of bringing forth a new
520706 -       system of knowledge by just publishing bits and pieces of it
520707 -       among traditional work and then waiting until after it has all
520708 -       evolved and somone writes a book about it."
520709 -    ..
520710 -    Obviously, it can be done.  But, like at Intel, Microsoft and
520711 -    so on, it is mostly luck and timing.  We work hard to facilitate
520712 -    luck and timing, but we cannot put a gun to people's head and force
520713 -    them to work smarter with Communication Metrics.  We essentially do
520714 -    this with children in forcing them to go to school to learn new
520715 -    ideas, i.e., ideas that are new to them, like the alphabet and
520716 -    numbers. It is more difficult to get busy adults to devote enough
520717 -    time to grasp good ideas that conflict with traditional practice,
520718 -    ref SDS 18 line 140.  They must be enticed to learn against their
520719 -    will, because uncommon ideas conflict with common sense and people
520720 -    are wired to rely on common sense, i.e., what everybody else is
520721 -    doing.
520722 -
520723 -    Bill Benkavitch says Communication Metrics is just waiting for
520724 -    someone to throw a match on it, ref SDS 18 line 138. Like the genie
520725 -    in the bottle, once released, it can unleash power to bring a new
520726 -    era of prosperity because knowledge and ideas, the products of
520727 -    Communication Metrics, are the engine of civilization.
520728 -    ..
520729 -    So we look for places to take root and grow, like at the
520730 -    Corps of Engineers where a report of successful performance can be
520731 -    generated that builds credibility and faith necessary to grow a new
520732 -    market. People will invest in efforts that bring deferred rewards
520733 -    if they have personal experience with the benefits, or get reports
520734 -    of benefits from credible sources.  It takes time to build this
520735 -    base of acceptance.
520736 -
520737 -     ..
520738 -
520739 -    When we explain Communication Metrics integrates time and
520740 -    information that emulates human thought, this is hard for people to
520741 -    grasp.  They are wary from having been disappointed and
520742 -    disallusioned by failed expectations of technology.  If they hear
520743 -    that it produced good results, this is easier to understand.
520744 -
520745 -    Pete and others are frustrated because they want to know why
520746 -    Communication Metrics gets results when communication is failing
520747 -    for everyone else?  So the inclination is to deny failure and
520748 -    soldier on, rather than take the chance of discovering there is a
520749 -    powerful new set of skills to learn that work better than talking,
520750 -    which is fast and easy, and can be emotionally carthardic.  People
520751 -    go home when they finish talking.  Communication Metrics provides
520752 -    an opportunity to invest more time to create intellectual capital,
520753 -    so that, when we speak on a subsequent occassion, it is informed,
520754 -    relevant and purposeful, i.e., so we are prepared.
520755 -
520756 - ..
520757 - Pete asked if this might apply to the sales side.  He feels
520758 - alignment bet<0895 between customer requirements and objectives, and
520759 - actual contract language which the Project Management team must
520760 - implement, is a big problem.
520761 -
520762 -    Merrill - Comment, ref DRT 1 line 301
520763 -
520764 -    Rod and I discussed this evening the type of scenarios that Pete
520765 -    may have been alluding to:  The clarity of the requirements from
520766 -    time of sale to time of implementation.   Continuing problems arise
520767 -    just because the customer feels that problems occured because the
520768 -    record of promises were not kept accurately.
520769 -
520770 -
520771 -     ..
520772 -    Analysis - Use Communication Metrics for all Project Phases
520773 -
520774 -    Communication Metrics should be applied to project identification
520775 -    and definition, which is the marketing work in making a sale, as
520776 -    well as to execution, and operation and maintenance, per our
520777 -    discussion last night when Merrill explained the complexity of
520778 -    communications entailed in the Unisys sales effort, ref SDS 23 line
520779 -    253.
520780 -
520781 -    The linkages in understandings that help perform a project, also
520782 -    identify realistic requirements and maintain shared meaning through
520783 -    the project life cycle.
520784 -
520785 -  ..
520786 -
520787 - Pete advised that he wanted to send some of his Project Managers to a
520788 - class on interpersonal skills, but this had to be cancelled due to
520789 - budget constraints.  He feels he does not have the budget to try a new
520790 - method of Communication Metrics. ref SDS 23 6088
520791 -
520792 -    Merrill - Comment, ref DRT 1 8488
520793 -
520794 -    This may have been a failure to understand the measure of a
520795 -    problem.
520796 -
520797 -  ..
520798 -
520799 -    Pete thinks that teaching better talking, questioning, probing,
520800 -    creating rapport with customers etc. is what will improve our
520801 -    performance (reflecting training and perspective that executives
520802 -    like to work by conversation from record on 960426. ref SDS 5 4392;
520803 -    and earlier on 921205 reviewing Stephen Covey's work on "Empathic
520804 -    Listening," ref SDS 2 5903, which hopes to achieve understanding
520805 -    on the cheap under "feel good" management reviewed in the record on
520806 -    911123. ref SDS 1 1331)
520807 -
520808 -       [On 971229 review of training film shows emphasis on improving
520809 -       talking and listening. ref SDS 29 2000]
520810 -
520811 -    Rod believes that improving communications is measured by how well
520812 -    the record is kept, processed and evaluated.  Their meanings were
520813 -    not on the same plane, however discussing different aspects of the
520814 -    same problem.
520815 -
520816 -
520817 -     ..
520818 -    Analysis - Communication Needs Skillful Dialog and Metrics
520819 -
520820 -    Merrill has identified what seems to me to be a key selling point
520821 -    for Communication Metrics, by differentiating the work scope for
520822 -    the Project Manager and the Communication Manager, per our telecon
520823 -    on 970825. ref SDS 23 5883  The Project Manager must continue to
520824 -    lead the customer and all of the functional engineers and
520825 -    technicians needed to get the work done. This leadership performs
520826 -    the dialog, questioning and probing that Merrill cites.
520827 -
520828 -    Communication Metrics adds a new work role to capture the results
520829 -    of Project Management (marketing, executive, etc.) leadership and
520830 -    verify alignment with prior understandings, commitments and
520831 -    requirements.  This support empowers leadership to be prepared so
520832 -    the team can be drawn into alignment; and, also, to discover
520833 -    correlations and implications that avoid loss and create new
520834 -    opportunity, as discussed above.  In some cases, the Communication
520835 -    Manager supports the questioning, probing function, because having
520836 -    created the record, and having the responsiblity to maintain shared
520837 -    meaning, it is necessary to clarify meaning.
520838 -
520839 -
520840 -