CONTACTS 

SUBJECTS
SDS Marketing, Sales
Obtain Names of Prospects, Caltrans
IT Has Not Improved Productivity
Business Engineering, 930216
World is Changing Fast
New World Order Needs Management Science
Caltrans, State of Calif
Reengineer Communication SDS Improves Management Adds Metrics Alignme

2010 -
2010 -    ..
2011 - Summary/Objective
2012 -
201201 - Follow up ref SDS 21 8492, ref SDS 19 5561.
201202 -
201203 - Demonstrated SDS and submitted recent articles on the need for better
201204 - IT, reflecting Ross' job to improve Caltrans' business processes.
201205 - Discussed ideas for Communication Metrics to support Ross' assignment
201206 - without imposing the technology on team members.  This will expose the
201207 - methodology and benefits without the burden of learning a new method.
201208 - Ross called Tom Keesling who cited resistance by cost-sharing sponsor
201209 - concerned about matters that arose prior to Welch support.  Tom feels
201210 - Communication Metrics early in the project cycle will avoid mistakes
201211 - that lead to acrimony. Corps of Engineers managers found Communication
201212 - Metrics was helpful.  Ross wants a meeting to explain Communication
201213 - Metrics to his boss and key team members.
201214 -
201215 -     [See follow up calling Ross on 970929 to schedule meeting, submit
201216 -     these notes, ref SDS 24 7488
201218 -      ..
201219 -     [See correction from Ross on 971001 re follow up meeting,
201220 -     ref SDS 26 3974.]
201222 -      ..
201223 -     [On 971104 Ross advised of discussions with Caltrans management.
201224 -     who are concerned about too much paperwork. ref SDS 27 3594
201226 -      ..
201227 -     [On 971105 began developing Internet support to deliver business
201228 -     intelligence created by Communication Metrics, using less paper.
201229 -     ref SDS 29 1459]
201230 -
201232 -  ..
2013 -
2014 -
2015 - Discussion Ross Chittenden       916 654 2395
2016 -
201601 - Communication Support Needed to Meet Changing Business Conditions
201602 -
201603 - Follow up ref SDS 16 2139, ref SDS 19 6432.
201604 -
201605 - Submitted article on "information overload" causing executives to
201606 - complain of not having enough time to think, ref SDS 16 2139.  Also
201607 - submitted the article in Computerworld dated 970915, ref OF 3 0000,
201608 - showing Information Technology (IT) is causing reduced productivity,
201609 - ref SDS 18 4739.  The strong economy, particularly the building boom,
201610 - increases the demand on Caltrans services, ref SDS 13 9400.  This
201611 - increases the value of better management processes using IT with a
201612 - design that improves productivity rather than causes busy work.
201614 -  ..
201615 - Caltrans can meet this challenge by using Communication Metrics, as
201616 - described in the report issued by the U.S. Army Corps of Engineers,
201617 - ref DRP 2 line 113.
201618 -
201620 -  ..
201621 - Communication Metrics will give Caltrans:
201622 -
201623 -   •  Timely Business Intelligence that organizes and analyses daily
201624 -      communication for alignment with project requirements and
201625 -      decision support. ref DRP 2 6172
201627 -       ..
201628 -   •  Proactive, early discovery/correction of misunderstandings avoids
201629 -      delays and extra cost. ref DRP 2 3773, ref DRP 2 6993
201630 -
201632 -       ..
201633 -   •  Command and control discloses opportunities to expedite work and
201634 -      reduce costs under win/win scenarios from correlations and
201635 -      implications that are not apparent in the ordinary course of
201636 -      business due to limited span of attention in relation to the
201637 -      flood of issues and information, as shown in the record on
201638 -      970829. ref SDS 14 7721
201640 -       ..
201641 -      An example is the Navy Sewer Line matter cited by Marc McGovern
201642 -      in the report on Communication Metrics issued by the U.S. Army
201643 -      Corps of Engineers, Appendix A. ref DRP 2 4522
201644 -
201646 -       ..
201647 -   •  Automated integration of time, information, documents, subjects
201648 -      to schedule the work and track performance. ref DRP 2 3142
201649 -
201651 -  ..
201652 - Caltrans is Reengineering its Business Processes
201653 -
201654 - Ross explained his official position to support effective Information
201655 - Technology entails a broader assignment to change the way Caltrans
201656 - does business.
201658 -  ..
201659 - This reflects new realities of a changing business environment
201660 - described in the articles submitted this morning.
201661 -
201662 -     [On 971104 Ross reported that Caltrans management worried about
201663 -     accountability from Communication Metrics for avoiding mistakes.
201664 -     ref SDS 27 SE4N
201666 -      ..
201667 -     [On 980307 Andy Grove cites need to improve management methods.
201668 -     ref SDS 31 3151]
201670 -  ..
201671 - Communication Metrics offers useful change in the way people perform
201672 - their work, primarily in using technology to make possible more time
201673 - for preparation to make communications effective (e.g., meetings and
201674 - calls), and more time for review. People do not have time to prepare
201675 - and review that produces business intelligence because the design of
201676 - IT does not integrate time and information.
201678 -  ..
201679 - The Schedule Diary System (SDS) integrates time and information so
201680 - that preparation and review (analysis) can be done more quickly.
201682 -  ..
201683 - Ross noted that SDS uses technology to improve methods he and other
201684 - managers develop over a career using notebooks, handwriting, file
201685 - folders, paper clips, contacts, schedules and wordprocessing to track
201686 - key information for planning and decisions.  Dave Vannier made a
201687 - similar point at Intel a few months ago on 970603. ref SDS 11 4528
201688 - Ross noted that the way each part of SDS supports the other parts
201689 - (integration) looks like an advantage, explained in POIMS as "harmony"
201690 - ref OF 7 8559, and as "self-interest dynamics. ref OF 7 0858  He feels
201691 - SDS action items linked to the context of daily work is a big
201692 - improvement for managing projects, per example the meeting at USACE on
201693 - 961126. ref SDS 9 8488
201694 -
201695 -     [On 971104 Ross reported that Caltrans management worried about
201696 -     accountability from Communication Metrics for avoiding mistakes.
201697 -     ref SDS 27 SE4N
201699 -      ..
201700 -     [On 001219 steps using SDS new way of working. ref SDS 36 QT6F
201702 -      ..
201703 -     [On 010725 Wayne Wetzel notes SDS implements managment methods
201704 -     people read about, hear about at seminara and dream about using,
201705 -     ref SDS 37 WJ7L, for improving work practices accumulated over a
201706 -     lifetime. ref SDS 37 XS8I
201708 -  ..
201709 - Ross feels it takes time for people to get used to the SDS process of
201710 - capturing organizational memory and managing context.  He said it will
201711 - be difficult to explain, because nobody has seen anything like SDS, so
201712 - they don't have experience to understand command and control of the
201713 - record that aligns daily work with requirements.  As a result, he is
201714 - worried that senior people busy working on problems, will view SDS as
201715 - more paperwork, rather than intelligence that avoids problems.
201717 -  ..
201718 - We have to get approval to demonstrate something can be done, that
201719 - people start off thinking cannot be done.  Ross feels that is hard to
201720 - accomplish, so basically it was a lucky fluke USACE was able to try
201721 - SDS.
201723 -  ..
201724 - I agreed it probably was a fluke.
201725 -
201726 -     [On 971105 began project to use the Internet for deliverying
201727 -     intelligence in a form that is easier for managers to apply.
201728 -     ref SDS 28 4099]
201729 -
201730 -     [On 980808 prepared web home page explaining advantages of adding
201731 -     intelligence to information. ref SDS 32 0615]
201732 -
201733 -
201734 -
2018 -

SUBJECTS
Benefits Immediate with Communication
Immediate Benefits
Learn SDS Not Enough Time, Need Specialist
Scribe, Communication Manager until Tools
Fear Unable to Write, Like to Talk
SDS Design Shocking Conflicts with Common
Shield from SDS Learning Burden

2709 -
271001 -  ..
271002 - Communication Metrics Produces Immediate Benefits
271003 -
271004 - The first step is to use Communication Metrics on something concrete
271005 - that everybody wants to accomplish, like supporting a project.  We
271006 - shield people from the technology and just let them experience the
271007 - added value without having to learn anything. The Communication
271008 - Manager does this.
271010 -  ..
271011 - With the support of a strong sponsor, Communication Metrics can bring
271012 - immediate improvement that team members begin to experience within a
271013 - few weeks to a month, without the threat of imposing a new business
271014 - system that everybody has to learn and adopt.  Rather it is down there
271015 - in the "ditch" with everybody helping them accomplish their goals.
271017 -  ..
271018 - This process exposes the team to the benefits of automated integration
271019 - of time and information.  Soon, their experience with the new method
271020 - encourages the desire to apply it more broadly.
271021 -
271022 -
271023 -
2711 -

SUBJECTS
Subject Index Intelligence Adds Value
Formal Communications Slow, Expedite with
MBO Automated Lifts Capacity to Think,

3105 -
310601 -  ..
310602 - Evolution of Objectives is Supported by Communication Metrics
310603 -
310604 - Ross noted that objectives can change over the course of a project.
310606 -  ..
310607 - We looked at the SDS Subject Index which shows how this evolution can
310608 - be identified so managers can make strategic changes without loss of
310609 - continuity that occurs when change results from miss-perceptions and
310610 - lack of understanding.
310612 -  ..
310613 - We examined discussions on 970603 with Intel on its goals to maintain
310614 - alignment of team members located around the world.  People acquire
310615 - diverse perceptions inadvertently due to the influence of near term
310616 - events that cause conflicting conduct that leads to re-work and
310617 - acrimony.  Communication Metrics empowers leadership to develop a
310618 - stronger partnership for making change in concert with the flood of
310619 - information that comprises a busy day. ref SDS 11 5803
310620 -
310621 -
310622 -
3107 -

SUBJECTS
Culture Resists New Methods, Immediate Benefits with Communication
Change & Buy In, Sponsor Supports Change to SDS
Feel Good Management - Social Constraints
Leadership Authority Empowers Team to Apply
Attention Span Limited, Meaning Maintain Shared/Common
Time Saved SDS Organizes Record, Instant
Coordination Technology Support

4409 -
441001 -  ..
441002 - Corps of Engineers Managers Accepted Communication Metrics
441003 -
441004 - Ross called Tom Keesling about the learning curve. ref SDS 19 6432
441006 -  ..
441007 - Ross explained concern about acceptance by team members of
441008 - Communication Metrics.  He asked Tom how well SDS was accepted by
441009 - Corps of Engineers' personnel?
441010 -
441011 -     [On 971104 Ross reported that Caltrans management worried about
441012 -     accountability from Communication Metrics for avoiding mistakes.
441013 -     ref SDS 27 SE4N
441015 -  ..
441016 - Tom advised that within a short time his management team accepted
441017 - Communication Metrics because it has big advantages over conventional
441018 - methods, as seen from the memos of four (4) key managers, including
441019 - the Resident Engineer, in the District's report (see Appendix A, see
441020 - ref DRP 2 9033).  This was helped by strong sponsorship from Max and
441021 - Tom Keesling's leadership.
441022 -
441024 -      ..
441025 -     Communication Metrics Raises Issues Not Temperatures
441026 -
441027 -     Tom White was the Project Engineer on the Oakland Harbor project.
441028 -     Prior to using Communication Metrics, Tom had been preparing
441029 -     "minutes" at weekly progress meetings.  He was troubled that Welch
441030 -     meeting notes encroached on his role.  He complained the Welch
441031 -     notes were too detailed and disruptive.
441033 -      ..
441034 -     Within 6 weeks, on 961105, Tom White reported on submitting a
441035 -     favorable evaluation of Communication Metrics. ref SDS 8 1220
441036 -
441038 -      ..
441039 -     CDWR Finds Communication Metrics Improves Teamwork
441040 -
441041 -     Lori Brown, Project Coordinator for the Department of Water
441042 -     Resources (CDWR - 916 653 9849) had a similar experience on a
441043 -     project for PG&E.
441044 -
441045 -     PG&E's project manager, Bill DeHart, reported good results and
441046 -     cost savings using the Welch methods in his
441047 -     letter dated 941230. ref DRP 1 0000
441049 -      ..
441050 -     In a meeting on 940901, CDWR reported that the Welch method were
441051 -     exactly what the State needed. ref SDS 1 4920
441053 -      ..
441054 -     At a later meeting, Lori said the State uses PG&E's SDS notes to
441055 -     communicate with other CDWR team members. This saves time and
441056 -     ensures uniform understandings about what needs to be done, why,
441057 -     when and by whom.  The details in the notes improve coordination
441058 -     and reduce errors due to misunderstanding by the 30 - 60 people
441059 -     involved in that project. ref SDS 2 1569
441060 -
441061 -
441062 -
441063 -
4411 -

SUBJECTS
Confrontation Aides Creativity at Meetings
Conflict Collaboration Reveal Ideas
Fear Accountability Metrics Second Guessing
Feel Good Management - Social Constraints
Discover Misunderstanding, Design Support
Keesling Evaluation
Com Metrics Ended by Port of Oakland

6109 -
611001 -  ..
611002 - Communication Metrics Identifies Conflicts that Need Attention
611003 -
611004 - Tom Keesling advised that a cost-sharing sponsor/partner demanded that
611005 - the Corps stop using Com Metrics in order to avoid accountability for
611006 - erroneous representations in meetings on matters for which the partner
611007 - had operational responsibility.  Normally, cost-sharing partners do
611008 - not have this responsibility, leaving the Corps to manage the work.
611009 - This unusual arrangement significantly impaired management, by
611010 - creating multiple lines of authority that was exploited by the
611011 - contractor.  This compounded complexity of communication leading to
611012 - continual misunderstanding and consequent delays and mistakes in the
611013 - work.  This occurred despite express contract provisions for the Corps
611014 - to manage the work.  The practical effect of a partner having
611015 - operational responsibility regularly placed the contractor in position
611016 - to communicate directly through a variety of dual channels, often
611017 - telling different stories which placed the partners at odds and
611018 - constantly scrambling to unravel the real story.  USACE has abandoned
611019 - this model for future work.
611021 -  ..
611022 - Tom's boss, Max Blodgett, hired Welch because communication between
611023 - the contractor, the Corps and the partner had continuing and delayed
611024 - adverse impacts on the work.  Months after incorrect understandings in
611025 - meetings a claim would show up on the grounds that extra cost was
611026 - caused by some prior communications which had not been logged nor
611027 - tracked for alignment with project requirements.  Since the Corps had
611028 - primary management responsibility, it bore the brunt of criticism and
611029 - financial burden for these failures.  Welch was asked to capture these
611030 - "hiccups" to protect the interests of the Corps, as shown in Max's
611031 - memo in the District's report (see Appendix A, ref DRP 2 5543).  When
611032 - this was done, on 961206 the sponsor's political strength was
611033 - successful in "turning out the lights" on Communication Metrics. see
611034 - ref SDS 10 5002
611035 -
611036 -      [On 981027 USACE reported Com Metrics saved $200K by providing
611037 -      effective organizational memory. ref SDS 33 7315
611038 -
611040 -  ..
611041 - Project Life-cycle, Including Design Needs Communication Support
611042 - Effective Communication Avoids Mistakes that Cause Conflict
611043 -
611044 - Tom told Ross about consideration in the San Francisco District to use
611045 - Communication Metrics in the beginning of a project for planning and
611046 - design so that miscommunication is caught early enough to avoid
611047 - mistakes that cause parties to feel the need to backtrack later on.
611049 -  ..
611050 - Tom's memo on 970904 to the Deputy Chief of Construction Operations in
611051 - Washington D.C., who is reviewing Communication Metrics for Corps-wide
611052 - implementation, recommends using this methodology from the beginning
611053 - of the project. see ref DRP 3 0896, received today. ref SDS 23 2968
611055 -  ..
611056 - On 951026 reviewed specific objectives and practices for using
611057 - Communication Metrics during design. ref SDS 7 7773
611058 -
611059 -      [On 990430 Iman Sallam, manager of Field Automation, in Caltrans
611060 -      Construction department raised the idea of using Communication
611061 -      Metrics for design support. ref SDS 34 3468]
611062 -
611063 -
611064 -
6111 -

SUBJECTS
History of SDS, POIMS, Communication
Difficult to Explain SDS/POIMS
Difficult to Grasp; SDS is Complex
What's a Metric?
Metrics Feedback Discover and Fix Mistakes
Caltrans Presentation Asks Why and How Communication Metrics was Sel

6708 -
670901 -  ..
670902 - "Metrics" Discover Miscommunication before Mistakes Occur
670903 - ---------------------------------------------------------
670904 - Ross asked why or how the name "Communication Metrics" was selected?
670906 -  ..
670907 - A lecture by Dr.  Harold Kerzner on 950202 recommended integrating
670908 - cost and schedule metrics (control), ref SDS 5 5093, and said that
670909 - communication was critical to project success. ref SDS 5 8402  I felt
670910 - that adding "metrics" to communication, using SDS, could compliment
670911 - cost and schedule metrics. ref SDS 5 0333  Since SDS supports schedule
670912 - and cost control, its ability to improve communication, as set out
670913 - POIMS, ref OF 7 1106, seemed like a simple, direct way to implement
670914 - and improve Kerzner's ideas.
670915 -
670916 -     [On 000723 background in Welch v California, ref SDS 35 0001, and
670917 -     history of SDS development. ref SDS 35 0008
670919 -  ..
670920 - Bill DeHart (415 973 1014) had earlier advised on 941130 that PG&E
670921 - cancelled plans to extend a contract to use the SDS program on the
670922 - CDWR project, despite CDWR's express request that it be continued, see
670923 - ref SDS 3 9889.  Bill felt the reason for this sudden change was
670924 - because he decided to take early retirement, and his boss was unable
670925 - to explain POIMS technology to his boss. ref SDS 4 2126
670927 -  ..
670928 - So we needed an easier way for people to summarize the value of SDS
670929 - and how it works. ref OF 7 5418
670931 -  ..
670932 - It occurred to me that what Bill and I did at PG&E was add a "metric"
670933 - to communication in order to make cost and schedule control more
670934 - effective, by avoiding errors in understanding that lead to mistakes
670935 - that cause cost and schedule overruns.
670936 -
670938 -  ..
670939 - Scope of Services Defines Communication Metrics
670940 -
670941 - A month or so later on 950327, I developed a formal definition of
670942 - Communication Metrics, ref SDS 6 4822.  The next step was to get the
670943 - definition recognized.  The U.S. Army Corps of Engineers' report does
670944 - this. ref DRP 2 6172
670946 -  ..
670947 - The scope of services supports this definition. ref DRP 2 4929
670948 -
670949 -
670950 -
670951 -
670952 -
6710 -

SUBJECTS
Leadership Empowers Cultural Change in
Sponsor Supports Change to SDS

6804 -
680501 -  ..
680502 - Need Caltrans Buy-in for Communication Metrics
680503 -
680504 - Ross wants me to make a presentation to his boss and some key team
680505 - members, so they can have input on trying Communication Metrics to
680506 - support their efforts to bring effective change to Caltrans.
680508 -  ..
680509 - He asked me to call him Monday afternoon to schedule the meeting.
680510 -
680511 -    [Called on 970929. ref SDS 24 0000]
680512 -
680513 -    [Called on 970930. ref SDS 25 0000]
680514 -
680515 -    [On 971001 received letter from Ross correcting understandings on a
680516 -    follow up meeting and building buy-in. ref SDS 26 0000
680518 -     ..
680519 -    [On 971104 Ross reported that Caltrans management worried about
680520 -    accountability from Communication Metrics for avoiding mistakes.
680521 -    ref SDS 27 SE4N
680522 -
680523 -
680524 -
680525 -
680526 -
680527 -
680528 -
680529 -
680530 -
680531 -
680532 -
680533 -
680534 -
6806 -