U.S. Army Corps of Engineers
San Francisco District
333 Market Street
San Francisco, CA 94105 1905



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March 28, 1997


Corps of Engineers



COMMUNICATION METRICS

The Welch Company, Contract DACW07-96-P-0705



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 Submitted to:

Thomas Benero
Chief, Contracting Division
415 977 8511

Prepared by:

Thompson F. Keesling
Assistant Chief
Construction Operations Division
415 977 8701





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U.S. Army Corps of Engineers
San Francisco District
333 Market Street
San Francisco, CA 94105 1905


MEMORANDUM
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April 8, 1997

FROM: Tom Keesling CESPN-CO, Assistant Chief
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To:     Tom Benero
CESPN-CT, Contracting Officer
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Subject:   Communication Metrics

  1. References:

    1. Welch Company contract DACW07-96-P-0705
    2. CESPN-CO letter to Welch, February 19, 1997
    3. Communication Metrics Evaluation Report dated March 28, 1997
    4. Richmond Harbor project A-E draft Scope of Services for Task Order 2 (version 2 dated March 24, 1997).
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  2. The attached report, ref c, supplements my letter dated February 19, 1997, ref b, to evaluate subject contract performance on the Oakland Harbor project, ref a. It is prepared under my prior assignment, as Assistant Chief, CON OPS, in which I supervised the Welch contract.
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  3. Welch's contract called for providing Communication Metrics to use technology for management support. Since it was not covered in my letter, ref b, and is since it is new to the Corps of Engineers, this report completes the record based on input from COE managers who were supported by Communication Metrics (see ref c Appendix a).
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  4. The report concludes that consideration should be given to wider use of the method we call Communication Metrics (ref c para 7, p 12). A prototype Scope of Services has been developed based on the Richmond Harbor project to use Communication Metrics for improving our management. It can be used as a model for general application (see ref d included as Appendix D of ref c).
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  5. Please advise of contracting issues CON OPS and PPMD should consider in using Communication Metrics according to ref d.

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Thompson F. Keesling
Program Project Management Division




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CONTENTS

1.


 Executive Summary
Intelligence Converts Information into Knowledge

1


2.

Communication Manager: New Role, Tools and Skills

1
3. Background - Oakland Project Communication Needs Increase 3



4. Hiring Welch - Communication Metrics, a New Management Method 5



5. Welch Contract Performance - "Paperless Office" a Reality? 8



6. Evaluation - Technology Improves Leadership and Management 9



7. Conclusion - Wider Use of Communications Metrics Warranted 11

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Comments by COE Managers Appendix A


Max Blodgett, Chief, CON OPS, (415 977 8444)

Leonard SooHoo, Chief, Constr. Srvcs. Branch, (415 331 0404)

Herb Cheong, Project Manager, PPMD, (415 977 8705)

Marc McGovern, Construction Manager, CON OPS, (415 977 8467)


SDS Evaluation, COE Letter Feb 19, 1997 Appendix B


PG&E Report Dec 30, 1994 Appendix C


Scope of Services Appendix D


Subject Index on Richmond Project Schedule/WBS Appendix E






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1. Executive Summary

Intelligence Converts Information into Knowledge


The Welch contract required performance of Communication Metrics on the Oakland Harbor project. This is a new Risk Management method of decision support that uses technology to track the connections in human thought from integrating "time" and "information." Lt. General (Ret) Henry J. Hatch, former Commander of the Corps of Engineers, describes "Communication Metrics" as a proactive business...
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Intelligence

... role to organize and analyze information, so that cause and effect, and needed actions are revealed to make leadership effective. We found that meetings and other daily communications were greatly improved. Since it is a new business process for managing more carefully, this report provides a basis for future use.
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Welch explains Communication Metrics derives from cognitive science theory on using intelligence to convert "information" into "knowledge." Time produces patterns (i.e., organic structures) of information that link cause and effect. Understanding cause and effect comes from analysis that discovers patterns (trends) by regularly organizing, summarizing and aligning details of daily management with prior related events, i.e., history. Follow up provides planning and prepartion to ensure that actions align with objectives and the record of actual performance.
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Intelligence is vital to leadership because management is mostly communication from dialog and documents that require effective listening for accurate understanding and thorough follow up in order to achieve objectives on time and within budget. Patterns of cause and effect, however, are obscured by a lot of information. When there is not enough time for analysis, understanding fragments and follow up is overlooked due to limited span of attention.
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People trying to do the right thing try to "expedite" the work by relying on conversation in meetings, calls, fax and email, but they get mixed up and the errors are propogated without anyone being aware of it because of limited span of attention. Under conventional management practice, there isn't enough time for research. As problems grow into crisis, decisions tend to be based more and more on conversation driven by "guess and gossip" that is disconnected from relevant details, causing a morass of mistakes, rework and losses under the rule...
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"Haste makes waste!"


Adding "metrics" to communication is a Risk Management solution that restores the balance between dialog and "intelligence" so that information is organized and aligned with controlling forces in laws, regulations, policies and contracts.
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Welch describes a concept of Knowledge Space that integrates "time" and "information." Critical details are summarized and the summary is linked back to the details in order to facilitate understanding the details when that is needed, and to accomplish follow up. This process of connecting summary to detail maintains consistent shared meaning among those doing the work throughout the days, weeks or years needed for performing the work. Time does not diminish understanding nor cause divergent paths by those doing the work.
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Follow up actions are linked to original sources so that planning and decisions are aligned with objectives, requirements and commitments (see example on November 26, 1996).
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Communication Metrics thoery says this form of business intelligence used for daily work leverages the innate mental process of converting information into knowledge that empowers managers to be better prepared and make better decisions, which is the essence of "managing."
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Apart from theoretical explanations, the San Francisco District found that Communication Metrics improves teamwork, productivity and cost savings. We conclude it has potential for wider use by the Corps of Engineers (see Appendix A). Scope of services to use this method on new projects is in Appendix D. Application to support the schedule and WBS for our Richmond project is in Appendix E.
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 2. Communication Manager: New Role, Tools and Skills

Rod Welch developed the technology called the Schedule Diary System (SDS) and methods he calls "Communication Metrics," as a new management science. He performed the work under this contract using SDS to schedule tasks linked to an electronic diary (hence, "Schedule Diary System"). The diary is a database of daily dialog and documents that together comprise communication (see para 5 on Performance) and Scope of Services). Rod argues that today's "Information Highway" of constant meetings, calls, email and reports causes information overload that overwhelms people and frustrates leadership.
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There is not enough time using conventional methods for people to understand and follow up. Limited time means more resources are needed. Intelligence is one way of investing resources to support leadership. Government agencies provide military "intelligence" (e.g., CIA). But, it is expensive, and so is used only at the highest levels. Communication Metrics applies this strategy more broadly by using SDS technology to capture, organize, verify, analyze and link the daily record. A continual process of investing intellectual capital brings innovation, knowledge and ideas. Technology and special skills perform this work in less time to make business "intelligence" an economically viable new role.
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Communication Metrics adds value to our "Lessons Learned" process because the SDS schedule is used to manage the work each day based on linkages to the diary and contract requirements. We found it takes experience to learn what this means; but, it seems to improve performance, because relevant parts of the record, over days, weeks or years, can be assembled instantly. Faster command and control of the record enables reliance on accurate information. Linkages provide consistent understanding of communications that avoid "meaning drift" otherwise caused by information overload in the absence of linking back. Feedback alerts managers to make adjustments that maintain alignment with objectives, contracts, policies, laws and regulations, before mistakes are made that otherwise cause costly rework and delay.
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Analysis improves traditional management by hunch and conversation (i.e., "guess and gossip.") Follow up improves because reporting and analysis (writing and linking) on what was done reveal new tasks that need to be done which are scheduled and automatically linked back to the source record. Synergy from added value due to faster access and frequent use encourages managers to create better records. Better understanding and follow up yield better results, better attitudes and team participation.
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The Corps of Engineers notified Welch in a letter dated February 19, 1997 that "Your expertise and application of the SDS program contributed to establishing order to a contract which was going out of control" (Appendix B). Deliverables were received on time or ahead of schedule and exceeded government standards for quality and impact. Rod calls the new job a "Communication Manager" who uses SDS skills to facilitate management in being prepared and following up. It applies General Hatch's point that "intelligence" adds value to information so that leadership can be effective.
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This report is longer than typical contract evaluations because it covers a new methodology that turned out to vary from original expectations. We have previously described it as a new form of "documentation" because that term is familiar to commanders and executives who use information. Writing in SDS, however, is aimed at discovering the correlation of events that make up human understanding and testing it for accuracy (i.e., alignment), thus "metrics;" and, then using the resulting record as a constantly expanding resource to measure future understandings in the way that "experience" is used by the mind.
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It supports the management cycle of...

"Plan, Perform, Report"


...to produce "intelligence," so that managers are prepared to perform their work.
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New realities of more and faster information from meetings, fax, calls and email, require constant search and assessment by the Corps of Engineers for better tools and methods. We report some background on the Oakland Harbor project, the process of hiring Welch, and details on work performance in order to develop a working definition of Communication Metrics, based on how it solved complex problems despite increased information flows on a difficult project.
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 3. Background - Oakland Project Increased Communication Needs

The Oakland Harbor project is a joint undertaking by the Port of Oakland and the Corps of Engineers under a PCA cost sharing agreement to deepen the Oakland Harbor. The Government Estimate was $54,237,550 to dredge approximately 5.5M cubic yards for disposal in the ocean and at two upland sites. Dutra Dredging Company submitted a low bid of $42,454,755 and was awarded the work on December 16, 1994 with completion scheduled for April 27, 1997. The Contractor extended mobilization to May 17, 1997 when actual dredging construction began.
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The project is politically sensitive because it contributes to the economy of a densely populated region that is closely scrutinized for environmental impacts. Pressure to expedite work for economic reasons is opposed by restrictions to avoid "harmful" impacts to the environment. There is also some question about the degree of difficulty, and therefore production rate that could be achieved, dredging "hard" material entailed in the work. Historically, dredging in the San Francisco Bay has been limited to removing soft Bay muds that accumulate each year due to shoaling.
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Shoaling is the process of silt settling out of muddy water and accumulating on the bottom of the channel, such that the actual elevation of the Bay floor is constantly rising. Annually, this requires maintenance dredging of about 400,000 cubic yards in the Oakland Harbor channels. Very little work has been done in the San Francisco Bay to dredge harder material below the mud line; and, so, estimating large-scale production for this material for the Oakland Harbor project may have been problematical. However, Dutra had dredged this harder material on the Air Stationing Deepening project, and so was experienced relative to other bidders.
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Dutra incurred delays in delivery of a new dredge, the Antone, intended to excavate the "hard" material, and fell behind its schedule. Dutra did not disclose the Antone on its list of equipment in bidding the work, but rather bid to perform all of the work with its listed equipment. While waiting for delivery of the Antone, Dutra used its listed equipment to dredge only the softer bay mud material, rather than excavate the underlying harder material to reach plan grade. Therefore, when the Antone was delivered in August 1996, most of the areas where work had been performed were only partially excavated.
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Dutra reported in a meeting on November 13, 1996 that its procedure of partial dredging enabled higher production rates and, therefore, higher earnings because the Antone could dig the harder material faster. However, the economics of this practice are not evident from the actual production achieved by the Antone. It excavates harder material faster, but has not achieved production rates forecast by Dutra. Moreover, the Antone's faster production is offset by higher ownership costs and by longer setup time which reduces the net production differential because shallow cut depths on the project cause a high proportion of time to be devoted to moving and setting up the dredge Antone.
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Thus, Dutra's choice of construction method for the equipment listed in its bid documents, which might be characterized as looking for easy diggings, resulted in considerable new material being shoaled into areas where dredging had been performed but not completed to grade during the 6 - 12 month time period from the date dredging of soft material was performed, to the date the Antone arrived on site and began dredging in the previously worked areas.
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Therefore, in order for Dutra to complete areas to plan grade that had been previously dredged, it had to remove this additional material (defined as "shoaling during construction"). This raised a variety of contract change issues with respect to equity for Dutra, the Government and other bidders who would otherwise be entitled to compete for performing this annual shoaling work. The shoaling issue was compounded because the year 1996 experienced severe weather that swelled run-offs above historical norms. As of today, Dutra's schedule shows the work will be completed on November 19, 1997; however, actual completion may be delayed until 1998. In March, 1997 the Corps of Engineers Contracting Officer granted Dutra an additional 115 days to dredge "overrun" material.
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Earlier, on June 13, 1996 the Corps of Engineers issued an unsatisfactory rating to Dutra on DD Form 2626. Dutra's new dredge was delivered in August, 1996; however, the Antone did not produce at the rate forecast by Dutra. Besides falling behind schedule, disputes arose due to increased quantities, encountering "hard" materials in areas that were shown as "soft" on the plans, delays in discharging decant water to meet environmental standards, and in designing a shoring method to construct a sewer line crossing beneath existing railroad tracks. The combination of trying to accelerate performance, and also address disputes, increased the need for management by both Dutra and the Corps of Engineers, in order to handle increased communication.
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Dutra responded by assigning its president as full-time Project Manager for the Oakland Harbor project, and by greater reliance on dialog rather than providing the documentation required by the contract. The Port of Oakland responded by seeking greater involvement in contract administration through attendance of business meetings and receiving and contributing to formal correspondence with Dutra. This created multiple avenues of contact between Dutra, the Corps and the Port that caused confusion in the record, increasing communication problems. The Corps of Engineers responded in September 1996 by forming a Claim Team to increase management resources for the project, and it hired the Welch Company to provide Communication Metrics. In October the District Engineer ordered a review of the Project Management Plan, and Dutra was directed to submit a Contract Management Plan.
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These initiatives offered a fresh look at staffing needed to handle increased communications. In November Dutra requested a single line of communication with the Corps and this was tried in December 1996, after the planning reviews. The Port of Oakland understandably objected on the grounds that its stakeholder interests warranted direct contact with the Contractor. An alternative was proposed to reduce attendance at project meetings to "essential" personnel. Communication Metrics was discontinued at project meetings, as not essential. In January 1997 Dutra Dredging filed for protection under Chapter 11 bankruptcy, and claimed contract administration by the Corps improperly reduced its cash flow. This increased the need for clear, concise and complete communication.
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 4. Hiring Welch - Communication Metrics, a New Management Method

On January 5, 1996 Rod Welch, representing the Welch Company, demonstrated to Max Blodgett, Chief of Construction Operations (CON OPS) for the San Francisco District, the computer software program called the Schedule Diary System (SDS), and explained its use for "Communication Metrics." Prior to the demonstration, Welch submitted a paper he had written entitled New World Order Needs Old Time Religion, which was later published by the Project Management Institute in the May 1996 issue of PM Network (see page 36).
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The article identifies new capabilities people and organizations need in order to be effective under new realities caused by technology that increases the information people encounter on a daily basis. Constant communication from meetings, calls, fax and email reduces the time for analysis. Lack of analysis impairs understanding. As a result, information overload increases errors and omissions in decision-making that reduce effectiveness.
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Welch proposes adding a "metric" to daily communications by "integrating" time and information so that events and documents are organized and linked into a web of connected knowledge that emulates human thought by comparing new information with prior experience for accuracy and usefulness through a process of alignment using SDS technology. Constant alignment produces a web of connected chronologies showing cause and effect of events in relation to objectives and requirements that facilitates daily decision making. It makes personal and organizational experience a more effective resource than traditional reliance on personal memory and "gut feel" about history, issues, options, strategies, impacts and risks that go into making effective decisions.
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The result is useful intelligence, described by General Hatch, that significantly improves the traditional practice of documentation, as explained in POIMS.
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"Metrics" for communication means accurate understanding for effective listening. Accuracy obviously avoids mistakes and enables people to discover opportunities for saving time and money that are otherwise hidden by the pace of daily work, commonly called information overload. The SDS program makes a system of Communication Metrics feasible and practical for connecting the dots to align daily communications. Information from meetings, calls and documents is captured chronologically in an electronic diary and continually linked back to prior related events, commitments, objectives, policies, regulations, specifications and contracts. The goal is not to identify blame, but to avoid mistakes in understanding that are transferred through frequent communication that causes little deviations to grow into major problems that eventually impact downstream work, causing delay and extra expense from performing corrective rework and crisis management. Since communication is a predicate to action, alignment provides proactive risk management that reduces the constant cycle of mistakes and rework. This saves time and money. Examples from case histories indicate the need to avoid errors in daily communication is pervasive. Research on February 5, 1996 reported that people waste 70% the day in unproductive meetings. Communication Metrics provides skills for collaboration that facilitate information development and analysis from meetings, discussions, calls and documents. Combining these skills with SDS technology to align communications and maintain shared meaning over the weeks, months and years that impact the work, makes leadership effective in reducing mistakes caused by information overload.
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Technology is related to religion in the article from the original Latin "religre," meaning "to bind back," which underlies management practice to link decisions to original sources, also called traceability to original sources. Welch's article explains management science and technology can lift the innate ability to think, remember and communicate, consistent with ideas on "Continual Learning" taught in the "Learning Organization" program at MIT, and called out in ISO 10006 (see section 5.5, page 8) and the Project Management Body of Knowledge (PMBOK - section 6.5.3.3 page 29 and section 7.4.3.3 page 33).
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The demonstration on January 5, 1996 showed SDS supports linking the daily record, and that it has a unique way of performing traditional schedule, diary and document management, and of organizing the record. Welch explained his view that this integrated SDS environment improves the ability of people to write daily diary reports because connections to prior related information show what to write about. He also explained that creating the record makes it easier for managers to use the record rather than rely on personal recall and that this reflects the military tradition of being prepared. Welch submitted a copy of a PG&E report dated December 30, 1994 that says SDS was helpful on a difficult construction project PG&E had with the California Department of Water Resources (see Appendix C). Therefore, apart from the correctness of Welch's theory, use at PG&E and the demonstration on January 5 indicated Communication Metrics might be useful for construction claims support that was needed on the Oakland project.
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The "New World Order..." article further proposed that a new management role is needed so that organizations can realize cost savings envisioned from technology. The new role, called a "Communication Manager" in the article, is analogous to the "Management Agent" role adopted by the US Navy in the Planning and Engineering for Repairs and Alterations (PERA) group that develops work packages and coordinates management to maintain the fleet.
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Like an architect who prepares construction details to position work in two-dimensional space, a Communication Manager positions management details in Knowledge Space comprised of "time" and "information," and organized by an organic subject structure, similar to WBS methods. (see Appendix E)
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Transitioning to an "intelligence" role for daily management needs dedicated support. The ancient "Scribe" exemplifies changing from traditional practice to the realities of new technology. When writing was invented, only specialists with years of training could use the tools and skills required for this new method of communicating. For the same reason, a specialist, called a Communication Manager, is needed, both, to ensure SDS is used, where managers are pressured by limited time to cut corners, and to demonstrate the power of new skills that strengthen collaboration by aligning communications and maintaining shared meaning across boundaries of space, time and culture.
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As with the early Scribe, it takes time to learn that dialog from meetings and phone calls, which seems at the moment to be correct, based on "common sense," needs to be captured and integrated into a database of Knowledge Space. At this early stage in forming a new work practice, it takes "uncommon sense" to invest the time to check the record for clues about alignment with prior understandings and for follow up actions. This conflicts with traditional practice to use personal recall and conversation ("guess and gossip"), and so engenders fear and resistance to Communication Metrics, because people have no experience with it. Communication Managers give people the opportunity to experience the power of automated management.
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Following the January 5, 1996 SDS demonstration, Welch maintained contact with the Corps through submission of other papers he wrote for a management seminar sponsored by the Project Management Institute (PMI), held in July 1996.

General Hatch met with Welch on April 10, 1996 in connection with speaking at the seminar on how technology can support leadership. Welch submitted notes to the Corps of this meeting where General Hatch described Communication Metrics as automating the intelligence function, and Hatch compared the Communication Manager role to the military model of providing a Leadership Aide for senior commanders.
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One of the papers Welch authored for the Conference was entitled "Dialog, Documents and Human Memory." It explains how capturing the daily record in the SDS diary uses legal discovery methods that align communications. Disputes are avoided by discovering errors in communication and correcting them before they cause mistakes that delay work and cost extra money. Moving discovery and correction of mistakes forward in time leads to the idea of "Concurrent Discovery," which is analogous to "Concurrent Engineering" in the design profession.
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As described under section 2, Background, during this period from January to September 1996, Dutra experienced problems on the Oakland Harbor project which elevated awareness within the San Francisco District of increased communication demands arising from efforts to expedite the work, and risks of potential claims.

The Corps of Engineers issued a contract to Welch dated September 16, 1996 to provide Communication Metrics for the Oakland Harbor project. Rod Welch was the Communication Manager. The scope of services called for support of 22 meetings over a 6-month period. This reflected initial perceptions that Communication Metrics could be effective for isolated meetings using the notion of a "Scribe" as a notetaker; and, it was consistent with traditional management practice, including Corps of Engineers Contract Administration procedures to "document" known problems.
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In September 1996 the Corps was not focused on Communication Metrics theory, but rather on how to improve performance of Dutra Dredging on the Oakland Harbor project and how to protect the interests of stakeholders: taxpayers and the Port of Oakland. Key dynamics impacting Dutra's ability to perform the work were not clear at that time. Communication Metrics offered a means to apply added resources to meet the need on the Dutra contract for increased "documentation." In sum, our management expected Welch to provide notetaking for 22 meetings.
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 5. Welch Contract Performance - "Paperless Office" a Reality

Welch performed approximately 360 tasks over a 4-month period, or about 90 tasks per month. These entailed attending meetings, preparing COE staff for meetings, facilitating discussion, briefing staff following meetings, capturing the record of meetings to organize, align and analyse management details, issuing drafts for review, gathering input and finalizing the record for distribution. Meetings became more effective, solving the problem of poor productivity reported in the liturature. Thorough and timely intelligence from meetings enabled Welch to prepare drafts of correspondence linked into the project record, so that all communication was aligned with Contract requirements. Formal correspondence was maintained in an electronic document log, which is part of SDS that makes documents instantly available on-line in the computer, and also shows the context of receiving and issuing documents to facilitate understanding and follow up, as shown in the Scope of Services.
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Welch entered the daily project record of calls, discussions, email and meetings into the SDS program, so that all project information, which he was asked to examine, was integrated into a single electronic diary database. This was a key goal Welch had described in advance of taking the assignment as "Shoving all that paper on the desk into the little box called a 'computer,' so it is useful for daily management." To our amazement, in performing this contract, he did that. The project contract, FAR regulations, letters, memos, every bit of information that impacted the project was put on-line, linked and used, as needed, each day of the assignment.
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Welch facilitated meetings by preparing COE staff in advance of meetings. He provided mentoring by demonstrating how to conduct productive meetings using relevant information and controllable Action Items drawn from the project record in the SDS diary database. Welch developed an "organic subject structure" and a contact database which are control criteria SDS uses to organize the record in logical chunks. For example, information on RFP's is separated from information about scheduling, except scheduling about an RFP is cross-linked. This extends our WBS method for organizing schedules and work-packages for project management. An example of this application for the Richmond project is in Appendix E.
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Welch provided Communication Metrics training in orientation presentations for Corps of Engineers executives, including the District Engineer. He mentored staff on making collaboration effective by daily demonstrating the use and usefulness of using the record instead of relying on memory and dialog.

Meetings, phone calls and email reduce the time available to capture analyze, verify and use the record under conventional methods of notetaking and wordprocessing. As a result, people feel there isn't enough time to invest intellectual capital by capturing the record of what is said and done, analysing correllations, implications and developing alignment with requiremnts. Downsizing increases pressure to expedite and/or overlook needed actions, as fewer managers chase more information. This forces greater reliance on recollections of what is said, resulting in management by "guess and gossip." Welch, as the Communication Manager, provided the benefits of using SDS for "command and control" of the record that makes collaboration effective. This built awareness of value in a counter-intuitive method of relying on the record, commonly called "paperwork," without burdening others with having to learn a complex set of new skills. Like the early Scribe, Welch applied the technology so that others could learn the meaning of Communication Metrics through experiencing benefits.
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Action Items improved productivity in two (2) ways. Internal Corps of Engineers meetings reviewed status of Action Items drawn from the SDS record, to ensure the Oakland project team was addressing issues impacting job progress. Monthly formal reviews with the prime contractor, Dutra, and the Port of Oakland, supplemented weekly Action Item reviews at Progress Meetings. This maintained visibility and common awareness of pending matters, and revealed critical interaction between contract requirements and daily performance because Action Items were linked into the project record. History can, therefore, be instantly traced to original events and understandings that gave rise to needed action, and typically pointed the parties toward a simple solution. Posturing and arguing about responsibility was replaced by progress.
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Major initiatives that resulted from Communication Metrics were...
  1. Evaluation of quantity over-runs arising from shoaling.

  2. Consolidation of RFPs on soft- to-hard polygons into a single RFP (#20) so the Contractor could explain unit price increases relative to comparable bid items.
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  3. Updating the schedule based on actual project quantities and dredging contiguous areas to plan grade, thereby addressing the shoaling issue and enabling the Port, the Corps and the Contractor to plan based on a practicable schedule.

  4. Rormulating RFP #19 to remove concentrated debris from the Todd and Schnitzer Wings and clarifying the environmental distinction between hazardous and contaminated materials, which related to completion of the Galbraith disposal site;
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  5. Identifying steps required to perform the Navy Sewer Line relocation so that a construction permit problem could be solved, and supporting coordination of the solution.
6. Evaluation - Technology Improves Leadership and Management

On November 1, 1996 the Corps determined from performance of the Welch contract that Communication Metrics is different from what was originally contemplated by scope to support 22 meetings. The experience of discovering the meaning of Communication Metrics from actual practice reflected results at PG&E. (see Appendix C) The similarity of these cases is worth noting in understanding the meaning and use of Communication Metrics.
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The basic aim of technology in management is to perform faster and more accurately what is already being done manually. Our Resident Management System (RMS) being implemented this year, for example, automates control of documents we use to manage projects. Communication Metrics automates a process people are not already doing, and often are trying hard to avoid doing: capturing and linking the record to measure the accuracy of daily perceptions and fixing little mistakes, so they do not grow into big problems.
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"Metrics" bring accountability which is feared until people discover that mistakes they worried would be disclosed, are fixed by Communication Metrics. Fear is then replaced by appreciation of getting credit for doing a good job. As well, people fear Communication Metrics because it works on small problems. People don't like small problems, and so ignore them to work on big problems. But soon, it becomes evident that solving small communication problems, results in fewer big problems, because communication is the predicate to action in organizations, and so fixing the predicate to problems prevents escalation under the rule...
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An ounce of prevention is worth a pound of cure.


Managers feel they are intelligent and are good communicators, and so believe they do not need help. These perceptual dynamics of fear and denial are reflected in the PG&E report that managers initially shun the SDS methodology of converting information into knowledge. Andy Grove, Chairman and CEO of Intel Corporation, writes in his book released last year, Only the Paranoid Survive, that executives fall prey to the "intertia of success" and become unwilling to admit even to themselves the magnitude of the problems they face and the need for change under new realities of the management environment.
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Some strongly resist SDS meeting notes as unnecesary, because, at the time events occur, people feel they "know" what has transpired that is important, and have captured it in their notes prepared during events (see Appendix C). It is difficult to see that "knowledge" is fragile, and slips away quickly if not captured in clear, concise and complete records of events, and then tested for accuracy by linking to original sources. Grove cites his book that the ambiguity of mental maps needs to be removed by written analysis. As well the unreliability of handwritten notes and the discursive nature of dialog in meetings, show that Communication Metrics provides a significant improvement that is essential to meet the new realities of the Information Highway.
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Strong leadership is therefore needed to help people overcome ignorance, fear and denial long enough to discover that Communication Metrics is a helping hand that brings credit for improved performance, in greater measure than MBO, TQM, Partnering, CPM, CSCS/C, Value Engineering and other methods the Corps has adopted.
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PG&E, also, reported, that experience with SDS shows a lot more "knowledge" can be gleaned from events than seems apparent at the time. Welch wrote a paper published in the October 1996 issue of the PMI NCC Newsletter, entitled Turning Straw into Gold. It cites a theory in pop-psychology that people use only 2% of our intellectual capacity. The article explains technology can help increase this usage by creating more "knowledge."
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Our experience on the Oakland Harbor project appears to bear out the article and the PG&E report that using SDS, according to its design, improves management. The process of writing and linking new information with the prior record and with subject identification, which gives information "meaning" and context, reveals errors, opportunities, correlations and implications that otherwise remain hidden in the mind by the rush of daily business. People get mixed up from constant communications without realizing it. Communication Metrics shows this and empowers leadership to draw the team into alignment. The deliverable of meeting notes and follow-up builds common understanding, and Action Item reviews focus the diversity and energy of the organization on performing objectives.
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Conventional computer tools, documentation and management methods cannot keep-up with the pace of a busy day. Information alone overwhelms people. SDS replaces the paradigm of information as "documents," with the concept of a continuously expanding "knowledge space." Variants of this idea are applied to the Internet, but it misses two key ingredients: a design that integrates time and information, and a work role to implement it. "Knowledge Space" needs expert attention. Computer skills are only part of the solution. Expertise is needed to write clear, concise and complete records, identify Action Items for follow up, and prepare summaries so a large and complex record can be quickly absorbed and assembled in logical chunks based on subject content.
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A Communication Manager is needed to do this, and to maintain, in conjunction with Corps of Engineers management, an organic subject structure, based on recognizable knowledge classifications such as contracts, policies and procedures, schedules and budgets. "Organic" means the process of adding and sub-dividing subject categories (i.e., "growing" like a librarian uses Dewey Decimal System structure to insert new volumes on book shelves) to reflect daily growth of the diary database, i.e., "knowledge space." Appendix E illustrates the correlation between this process and a WBS for the Richmond project.
..
Creating useful "knowledge space" requires experience and proactive inquiry to "dig out of the system" information and correlations that impact success. Skill is needed to conduct this inquiry in a professional, non-disruptive manner, and to present the record of discussions and analysis in a way that balances the feelings of people in order to avoid unnecessary acrimony, while protecting the interests of the government. Thus a combination of technology, organization, and leadership skills are needed to perform Communication Metrics. Typically a senior person is best for the job of Communication Manager. Appendix D sets out qualifications for this role (see paragraph 7b on page 9).
..
 7. Conclusion - Wider Use of Communications Metrics Warranted

Communication Metrics is a Risk Management method to create understanding and identify follow up actions that align people with objectives. It helps deal with complexity and high information flows. Welch provided a record on Oakland that is valuable for "lessons learned" to guide future projects. (see Appendix D) The record also provides courtroom-ready support for COE advocacy in dispute resolution. The more valuable deliverable was the daily use of the record to manage the work without disputes, by empowering team members to be prepared, so that communications are effective. This reduces mistakes that cause conflicts, claims, lawsuits and losses.
..
Communication Metrics could be described as "extensive documentation." Experience with the method reveals a more powerful process of investing intellectual capital to convert information into knowledge. General Hatch's description of "intelligence" reflects our experience with Communication Metrics. It requires technology that links summary to detail, automates the management cycle of "plan, perform and report," and integrates time and information. The speed and synergy of automated integration provides timely "intelligence" which Welch claims lifts the capacity to think, remember and communicate.
..
Since few people understand what "automated integration" means, and since the Corps of Engineers does not generally review cognitive science issues, this evaluation does not address Welch's underlying point. Our experience shows that Communication Metrics adds value to our people, and so warrants consideration for wider use within the Corps.






..
U.S. Army Corps of Engineers
San Francisco District
333 Market Street
San Francisco, CA 94105 1905


MEMORANDUM
..
April 6, 1997

From:   Max Blodgett
CESPN-CO, Chief
415 977 8444

To:     Tom Keesling
CESPN-CO, Assistant Chief
..
Subject:   Communication Metrics

  1. References:
    1. Communication Metrics Evaluation dated March 28, 1997
    2. CESPN-CO letter to Welch, February 19, 1997
    3. Meeting CESPN-CO and Welch January 5, 1996
    4. Meeting Lt. General (Ret) Hatch and Welch April 10, 1996
    5. Communication Metrics Scope of Services (ref a Appendix d)
    ..
  2. I approve the evaluation and recommendations on Communication Metrics, ref a and b. Further use based on the Scope of Services, ref e, will develop implementation to improve our management and reduce costs.

  3. The meeting on January 5, 1996 (see ref a para 4) posed a creative advance in management. More documents from fax and email, and more dialog from meetings and calls, reduce the time available to capture, analyse and retrieve information for decision support, increasing the risk of error.
    ..
    The Resident Management System (RMS) supports document control. Communication Metrics supplements RMS by aligning the meaning of documents and dialog with contract requirements and the record of daily work. Our experience shows that maintaining alignment improves understanding, decisions and follow up, so that the risk of error is reduced.
    ..
  4. Welch was asked to capture "hiccups" ( conflicting dialog and documents) in order to support our claims analysis. Communication Metrics provides risk management to help avoid disputes by discovering and fixing problems early so the team does not drift off course, ref c. Since Oakland had claims underway when this method was begun, the "alignment" process in the electronic diary exposed "hiccups" on such matters. Reporting was professional, neither accursatorial nor judgemental.
    ..
  5. Experience on the Oakland project indicates that value can be added to our people and our management by a combination of new skills and tools for daily "intelligence" support (ref a and d). Communication Metrics describes and accomplishes this objective.



Max Blodgett,
Chief, Construction Operations






..
U.S. Army Corps of Engineers
San Francisco District
333 Market Street
San Francisco, CA 94105 1905


MEMORANDUM
..
April 3, 1997
..
From:   Leonard SooHoo
CESPN-CSB, Chief
Resident Engineer

To:     Tom Keesling
CESPN-CO, Assistant Chief
..
Subject:   Communication Metrics Evaluation

  1. References:
    1. Communication Metrics Evaluation Report dated March 28, 1997
    2. CESPN-CO letter to Welch, February 19, 1997
  2. Communication Metrics is a new way of doing business that allows daily decisions to rely on the record by putting it in the computer, similar to the goal of RMS, except dialog and analysis are integrated with documents and both are linked to project requirements. I like the way information is linked together, including Action Items back to original sources. There is instant access with a computer rather than going through all the files, memos and by memory.
    ..
  3. Realizing the benefits of Communication Metrics requires a dedicated specialist (see Richmond project A-E scope of services for Task Order 2, ref a appendix d), because information gathered and stored in the computer is overwhelming. I've seen the results of reports and find it usable because linkages between cause and effect and with contract requirements provide the context of documents and decisions.
    ..
  4. Communication Metrics keeps everyone in line with objectives so things get done. Some people will like it because it catches mistakes, and others will hate it because it does not forget and accountability is stressful. If we learn to use it properly, it would help us manage our contracts more efficiently.


Leonard SooHoo
Chief, Construction Services Branch







..
U.S. Army Corps of Engineers
San Francisco District
333 Market Street
San Francisco, CA 94105 1905


MEMORANDUM
..
April 7, 1997
..
From:   Herb Cheong
CESPN-PM, Project Manager

To:     Tom Keesling
CESPN-CO, Assistant Chief
..
Subject:   Communication Metrics

  1. References:
    1. Communication Metrics Evaluation report dated Mar 18, 1997
    2. CESPN-CO letter to Welch, Feb 19, 1997
    3. Meeting CESPN-CO, CT, PM, Nov 1, 1996
    4. Meeting CESPN-CO, Port of Oakland, Dutra, Nov 26, 1997
  2. I concur with your letter of February 19, 1997, that Rod Welch did a good job as Communication Manager, ref a. As a newly assigned project manager for the Oakland Harbor project, Rod's notes and briefings helped me prepare for meetings, and the post-meeting reviews helped me understand project status and be confident that my concerns were presented and followed up.
    ..
    Based on this experience, here are my views on the viability of this new role we call Communication Metrics:
    1. Communication Metrics discovers and fixes little deviations from requirements before they grow into big problems that cost time and money. This goes against human nature to ignore deviations and suppress small controversies because big problems need attention. Communication Managers need special skills and support by the Corps in exercising probative inquiry to expose problems. This is addressed by Communication Managers briefing COE staff to prepare for meetings based on researching the record.
      ..
      The Oakland project had major problems when Communication Metrics began, ref a para 3. I reported on November 27, 1996 that Communication Metrics was very effective at a meeting on Action Items, ref c. Our team was pleased that the Port and the Contractor saw how the record was used to align performance with requirements, because, as you noted in our meeting on November 1, 1996, ref d, these unique methods are hard to grasp without experiencing the process.
      ..
      Due to the prior problems, many Action Items were hotly contested; so, this offered an ideal opportunity to see Communication Metrics facilitate a productive meeting. However, the Port and the Contractor later urged this was unnecessary. I therefore recommend that probative inquiry and clarifications required for Communication Metrics be directed by the ACO or CO.
      ..
    2. Communication Metrics builds a data base showing the alignment of dialog and documents with project requirements. This is a large record that was compounded on the Oakland project by claims (see ref a para 3). Communication Managers require skills to capture, organize and present a useful record. Welch's technology supports Communication Metrics by segmenting and linking issues by time and subject to provide fast access.
      ..
    3. Executive Summaries save time by showing results of events on a single page. Links into the detailed record facilitate research without wading through mountains of information. The Project team is empowered by command and control of the record for daily management, rather than rely on guess and gossip. Time required to verify accuracy of notes is divided among team members and builds common understanding and buy-in.
      ..
      The Communication Metrics process of plan, perform, report, aided by technology and a skilled Communication Manager, enhances coordination and focuses the talents, energy and diversity of perspectives in the Corps on our mission to provide a successful project.
  3. For the foregoing reasons I would like Rod to attend our weekly IPRs with the Port of Oakland and prepare minutes for the meetings, including action items, commitments and assigned responsibilities.


Herb Cheong
Project Manager







..
U.S. Army Corps of Engineers
San Francisco District
333 Market Street
San Francisco, CA 94105 1905


MEMORANDUM
..
April 2, 1997

From:   Mark McGovern
CESPN-CO, Construction Manager

To:     Tom Keesling
CESPN-CO, Assistant Chief
..
Subject:   Communication Metrics
Evaluation Use on Oakland Harbor Deepening Project

  1. References:
    1. Communication Metrics Evaluation Report dated Mar 28, 1997
    2. CESPN-CO letter to Welch, Feb 19, 1997
  2. Rod Welch assisted me as Construction Manager for CESPN-CO. Advice and work product were outstanding on claims, formulating responses to letters, organizing and analysing problems cited in ref a para 5. I support the evaluation at ref b. Communication Metrics made the project record a benefit instead of a burden.
    ..
  3. Communication Metrics is a method Welch uses to align what people say with contract requirements and what has been said and done previously. This daily record is used to schedule tasks so priority and accuracy of daily management is maintained. It also supports preparation of correspondence and analysing claims, because the chronology of events and commitments can be accessed quickly for particular subjects.
    ..
    I have a big difficulty getting information when needed day-to-day. Communication Metrics seems to solve the problem.
    ..
  4. Communication Metrics supported assertive problem solving on the Navy Sewer line matter (ref a para 5). Progress stopped in July 1996 when the contractor sought a change order on a design issue. The Corps disagreed, but documentation ballooned and issues became blurred. Welch got involved in October and helped draft a directive for the Contractor to proceed based on the contract and the record. The Contractor continued posturing; however, Communication Metrics readily revealed conflicts with requirements and prior commitments. When the Contractor exhausted efforts to avoid performance, Welch showed in the record how the matter could be resolved to the advantage of all parties, including the Corps, the Contractor, the Port and the Railroad.
    ..
    This shows the record can be effective and constructive using skills and tools of Communication Metrics.




Marc McGovern
Construction Manager








..

COMMUNICATION METRICS
SCOPE OF SERVICES

  1. DESCRIPTION OF WORK:

    Communication Metrics shall capture dialog and documents in an electronic diary data base of project history showing alignment with requirements, and shall schedule daily tasks and identify Action Items linked to original sources in the diary, which shall be summarized and organized for timely decision support, as specified in Requirements paragraph 3a; and, it shall support conversion to new automated systems being implemented in the San Francisco District during 1997, as specified in Task Order 1 Requirements paragraph 3c. Deliverables shall be furnished according to para 3c prescribed herein.
    ..
    Subcontractor shall furnish all necessary personnel, facilities, furnishings, and equipment, including safety equipment (PFD, shoes, hard hats, etc), radios, drafting, computers, scanning, copying and reproduction, plus materials, supplies, stenographic services and transportation (except the Contractor will provide crew boat transportation between the dock and the dredge, as prescribed in paragraph 2d, and the Government will provide equipment and supplies for the Project Office as specified in paragraph 10(c)) to perform all Communication Metrics work prescribed herein.
    ..
    Subcontractor shall prepare and make timely distribution of information according to the schedules stated herein, including Requirements under paragraph 3 and Schedule of Services paragraph 5, and shall maintain such information in an appropriate manner, as directed by the Contracting Officer.

    The Corps shall assign technically qualified management personnel to work directly with the A-E subcontractor to accomplish the work required under this scope of services. Government personnel assigned to the project shall meet with the subcontractor at regular intervals during the work to review progress and provide guidance in accomplishing this work to include report format, photographs, videographics computer monitoring applications, etc. Any comments, guidance, or basic instructions by authorized government personnel directing the A-E subcontractor in performing the work shall clarify the basic services required by this work order and not release the subcontractor from performing all work required under this Task Order. Any formal changes to this Task Order will be issued by a change order.
    ..
  2. LOCATION OF WORK:

    The project is located in the Richmond Harbor, Contra Costa County, California. Disposal sites contemplated are the EPA designated ocean disposal site and an upland disposal site. The Government will provide a Project Office in the City of Richmond staffed by a Project Engineer.
    1. A-E shall locate a dedicated project office in facilities adjoining the Government Project Office to permit daily direction, reporting and interaction between Communication Metrics staff and the Project Engineer.
      ..
    2. Communication Metrics shall be performed at the Richmond Project Office, the Construction Services Branch office in Sausalito, the subcontractor's office, and such other locations required to carry out the work, including the San Francisco District Office Headquarters. To the extent practicable, as determined by the Contracting Officer, travel shall be minimized by reliance on electronic transmission of information, e.g., Internet, under the joint "Automation" plan prescribed in Requirements paragraph 3a(10) and Communications paragraph 10e.
      ..
    3. Travel: The project office is located within reach of standard automobile access. Parking space will be provided by the Government. Except as may otherwise be provided in this contract, all travel will be at the subcontractor's expense.
    ..
  3. REQUIREMENTS:
    1. The A-E subcontractor shall furnish Communication Metrics for daily management and Contract Administration, including risk management, by scheduling tasks to perform the work, by capturing and organizing the history of daily work, giving timely notice of alignment with requirements so that adjustments can be made to avoid or limit adverse impacts; by providing contract claims support, if needed; and enable timely, efficient review for lessons learned and experience to improve future projects.
      ..
      Specific tasks are as follows:
      1. Project history - prepare and maintain a data base of daily information in a continual record of organizational memory using electronic diaries of communications from dialog and documents that show the chronology of cause and effect that connect objectives, requirements and commitments to daily events and analysis of the work. attachment #1 for example. This data base shall be commonly described as "the record."
        ..
      2. Analyse the record using electronic links for traceability to original sources that align daily work with an "audit trail" to project history of dialog, documents commitments and requirements in contracts, regulations, laws, policies and procedures; and develop headings in the diary records that show sequence of actions and summarize meaning linked to details for expediting review and understanding, see again attachment #1 for example.
        ..
      3. Action Items identified using deliberative analysis under the process in paragraph 3a1 and 3a2, above, shall be linked showing an "audit trail"to original sources in the record, and shall be used to support Action Item review meetings with the Corps of Engineers and the Contractor, as prescribed in checkpoint 8 under Schedule of Services paragraph 5f(3). [see recent example appended from work on September 21, 2000.]
        ..
      4. Schedule daily tasks in conjunction with the Project Engineer, the Resident Engineer and the Contracting Officer to accomplish pending actions, as further prescribed under paragraph 3a9, below. Scheduled tasks shall be electronically linked to original sources in the daily diary history and correspondence.
        ..
      5. Organic subject structure develop and maintain an evolving list of accounts that organize project communication according to objectives, requirements and commitments based on the contract plans and specifications, and such other criteria requested by the Contracting Officer (e.g., WBS, project schedule, budget), as prescribed by checkpoint 4 in Schedule of Services paragraph 5d(1); and, use these subjects to organize and assemble relevant portions of the record to support daily management, as prescribed under paragraph 3a9, below.
        ..
      6. Documents issued and received by the project shall be maintained as part of the record described under paragraph 3a1, and provide an electronic log showing the status of documents pending response. Documents shall be stored on the computer for on-line access from within the electronic log, and also integrated into the daily diary, for context on the purpose and disposition of documents. Printed copies of documents shall be stored at the Richmond Project Office by the A-E using Corps of Engineers Contract Administration procedures, and the Resident Management System (RMS) specified under Task Order 1.
        ..
      7. Publications that are referenced in the project record shall be maintained as prescribed under paragraph 3a6, including contracts, regulations, laws, magazine articles, books and other materials affecting the work, and shall be linked to show and maintain alignment with applicable authority as prescribed under paragraphs 3a1 and 3a2, above, and paragraph 3a9a, below.
        ..
      8. Reports shall be submitted from the diary record of organizatinoal memory prepared as prescribed under paragraphs 3a1 through 3a7, above, to build and maintain accurate and consistent shared meaning of communications, for distribution by the Corps of Engineers, as prescribed in checkpoint 6 for progress meetings, and checkpoint 7 for all other project communication under Schedule of Services paragraph 5f1; and, submit reports, including chronologies, from the diary for analysis of particular subjects, including issues on RFPs and claims, and to notify of potential claims.
        ..
      9. Support daily communications (e.g., meetings, calls, documents) and mentor Corps of Engineer personnel in learning and using Communication Metrics, as prescribed under paragraphs 3a1 through 3a8, and as directed by Contracting Officer.
        1. Assist in crafting correspondence that is linked to the diary record, contract requirements, laws, regulations, and Corps of Engineers policies, procedures and commitments, including RFPs and claims.
          ..
        2. Prepare Corps of Engineer personnel for meetings and other events based on diary record, and brief affected managers, as necessary, to ensure complete and timely understandings and diary records. Provide notice to the Contracting Officer's authorized representative (COR) of issues which may warrant consideration with respect to adequate performance by the Contractor and/or exposure to the Government of potential claims.
          ..
        3. Review with Corps of Engineers management daily status of documents issued and received that are pending response by or to the Government. Review other analysis of pending matters from the diary for consideration of scheduling tasks.
        ..
      10. Determine computer and other resources needed for the Project Office to support Communication Metrics. Coordinate with and assist Government planners and A-E's Project Manager to develop and implement a joint "Automation" plan for transitioning the project to new automated systems being implemented by the District during 1997, as prescribed in Task Order 1 Requirements paragraph 3c, and in this Task Order 2 under checkpoint 3 in Schedule of Services paragraph 5c.
        ..
        The Government will provide all equipment and software using Microsoft protocols required for the Project Office. The Communication Metrics subcontractor will provide support in configuring an effective, reliable business system to perform Communication Metrics, and will provide on-the-job training for the Project Engineer in using Communication Metrics, and will, also, support continuous and effective Contract Administration through daily application of Communication Metrics at the Project Office.
      ..
    2. The A-E subcontractor shall furnish Communication Metrics services for the Resident Engineer as liaison with the Project Office and the San Francisco District headquarters. This scope shall be comparable to that for the Project Engineer under paragraph 3a, above, and shall support implementation of the Resident Management System (RMS) and other automated systems scheduled to take effect during 1997, as specified under Task Order 1 Requirements paragraph 3c.
      ..
    3. Summary of Deliverables: The following is a summary listing of the primary deliverables prescribed herein:

      Deliverable

      Management Plan
      Personnel Resumes
      Joint Automation Plan
      Organic Subject Structure
      Contacts Data Base
      Contract & Regs on-line
      Schedule Tasks
      Diary Record of Task Results
      Doc Log
      Doc Responses Due Report
      Progress Meeting Notes
      Other Communication Notes
      Action Items
      Action Item Reports
      Drafts of Correspondence
      Reports on Issues (subjects)
      		 Paragraph
       5b(1)
      5b(2)
      5c
      5d(1)
      5d(2)
      5d(3)
      3a(4)
      3a
      3a(6)
      3a(9)(c)
      5f(1)
      5f(2)
      3a(3)
      5f(3)
      3a
      3a(8)
             		Due/Frequency
      10 Days From Award (DFA)
      10 DFA
      15 DFA
      40 DFA/Daily
      40 DFA/Daily
      40 DFA/Daily
      Daily
      Daily
      Daily
      Daily
      Weekly
      Daily/As Required
      Weekly and As Rqd
      Monthly and As Rqd
      Daily
      As Required
    ..
  4. PERIOD OF SERVICES:

    The A-E shall perform the requirements specified herein through the end of September 30, 1998.
    1. Communication Metrics shall be provided during the standard 8 hour day, 40 hour week.
      ..
    2. Communication Metrics Start Date: Communication Metrics services shall commence upon award of this contract to assist the Resident Engineer in project launch activities for the Richmond dredging contract to prepare for start of construction on or about June 1, 1997, and as directed by the Contracting Officer.
    ..
  5. SCHEDULE OF SERVICES - CHECKPOINTS
    1. Checkpoint 1 - Planning:

      Within 5 work days of the date this contract is awarded, A-E Communication Metrics subcontractor shall meet with the Contracting Officer to ensure understanding of operating conditions, reports, procedures and all other requirements of this Task Order. The subcontractor shall introduce the proposed Communication Manager who shall discuss personal qualifications and methods for meeting the Requirements in paragraph 3a and personnel prescribed under paragraph 8b. The subcontractor shall propose preliminary organizational structure, and shall propose the form and timing of performing checkpoints 2 and 3 to ensure project launch is completed in time for start of construction operations on or about June 1, 1997. This meeting, including Action Items, shall be reported by the Communication Manager, as prescribed by checkpoint 6.
      ..
    2. Checkpoint 2 - Planning:

      Within 5 work days after the meeting under checkpoint 1, the Communication Metrics subcontractor shall:
      1. Submit a comprehensive Management Plan showing proposed staff and organizational structure to perform Communication Metrics for supporting Contract Administration Requirements under paragraph 3. Provide a proposed schedule in CPM format using Open Plan software showing the dates of mobilization, procurement, and hiring, of personnel, approval by the Contracting Officer of proposed personnel and training of personnel, if required.
        ..
      2. Submit the qualifications and resumes of personnel who will perform the requirements under section 3, (attachment no. 5). The Government will notify the subcontractor of all approved team members.
      ..
    3. Checkpoint 3 - Planning:

      Within 15 work days after the meeting under checkpoint 1, the A-E will submit a joint "Automation" plan to configure hardware and software for implementing the Resident Management System (RMS) to support Construction Management and inspection operations on the Richmond project, as specified in Task Order 1 under paragraph 3c and 5d. The subcontractor under this Task Order 2 shall submit the requirements for Communication Metrics determined under paragraph 3a10 and shall assist the A-E in formulating a workable plan.
      ..
    4. Checkpoint 4 - Communication Metrics Control:

      Within 40 work days after the meeting in checkpoint 1, or as directed by the Contracting Officer, the Communication Metrics subcontractor shall prepare:
      1. Organic Subject Structure:
        ..
        Submit a proposed base-line Organic Subject Structure, as prescribed under Requirements paragraph 3a(5). The Contracting Officer or representative (COR) and/or designated project team members will meet with the Communication Manager to review and agree on any changes required. The agreed organic subject structure will thereafter be maintained daily by the Communication Metrics subcontractor to add new subjects and structures that reflect evolving information needs, and will keep the project team informed as needed to manage the work, and as directed by the Contracting Officer.
        ..
      2. Contacts Data Base:

        Obtain from the Contracting Officer or representative (COR) and/or designated project team members, a list of organizations and people ("Contacts") involved in the project, and enter into an electronic data base integrated with the Diary and Document system for identifying diary records, assembling reports from the diary and for addressing correspondence.
        ..
      3. Contract Documents:

        Obtain from the Contracting Officer or representative (COR) and/or designated project team members, the documents that establish the contract requirements for construction dredging and enter into an electronic data base integrated with the Diary and Document system for aligning communications, as prescribed under Requirements paragraph 3a7.
      ..
    5. Checkpoint 5 - Preconstruction Conference:

      The Communication Metrics subcontractor shall attend a preconstruction conference at a date and location to be established by the Contracting Officer. The Communication Manager shall assist in planning the conference, and shall present an explanation of Communication Metrics, as directed by the Contracting Officer. The results of this meeting shall be reported as specified under checkpoint 1.
      ..
    6. Reports:
      1. Checkpoint 6 - Progress Meetings:

        Prepare a record for each Weekly Progress Meeting with the Contractor, for inclusion in the electronic diary (specified under paragraph 3a8), and submitted for review and comment by Government personnel, as designated by the Contracting Officer. An initial draft shall be submitted via Internet, or such other means as the Communication Manager determines is required, within 3 days of the meeting. A final version, for distribution by the Project Engineer, shall be submitted within 2 days after receipt of edits requested by the Government, with the aim that the Contractor receives the final version within 2 days of the next Progress Meeting. The Communication Manager shall resolve and/or constructively express differences in recollections to develop and maintain shared meaning, and shall contact attendees and others for input to establish common understanding by the Government, including pending Action Items, in order to ensure the timely prosecution of the Contractor's work, as specified under Requirements paragraph 3a9b.
        ..
      2. Checkpoint 7 - Other Communications:

        Records for other meetings, calls and analysis of documentation, including Action Items and chronologies of issues from the electronic diary, shall be submitted to provide the Government timely notice of pending matters, including document responses due and potential claims, as prescribed under Requirements paragraph 3a8 and 3a9c, and as directed by the Contracting Officer.
        ..
      3. Checkpoint 8 - Action Item Reports:

        Meetings to review pending status of Action Items identified in the diary under Requirements paragraph 3a3, and conveyed to the Contractor through distribution of meeting records, shall be held with affected Corps of Engineers personnel once a month, or as directed by the Contracting Officer or authorized representative (COR). Action Items will be reviewed weekly with the Contractor at Progress Meetings under checkpoint 6, and a formal status review of Action Items will be held once a month with the Contractor, as directed by the Contracting Officer. Reports will issued on the results, as prescribed under checkpoint 6. See example of meeting on November 26, 1996.
        ..
      4. Checkpoint 9 - Project Completion Report:

        Within 10 days of the completion of the entire project, or of any portion of the project, if accepted in segments and requested by the Contracting Officer, the A-E shall submit a Summary Report (seven copies) of the dredging work completed including the disposal work, as specified under Task Order 1 checkpoint 11 in paragraph 5f(6). The Communication Manager's comments shall be shown separately in the Completion Report if the Contracting Officer determines they differ in significant degree from those of the A-E's Project Manager.
    ..
  6. UNSATISFACTORY WORK

    If the A-E's work is found to be unsatisfactory, and if it is determined that fault or negligence on the part of the A-E has caused the unsatisfactory condition, the A-E will be liable for all costs in connection with correcting the unsatisfactory work. Within 5 days of discovery thereof, the Contracting Officer shall give written notice of work that needs correction, and shall specify the Requirement within this Task Order that is unsatisfactory, identify the corrections needed and the date when corrections should be performed.
    ..
    If A-E does not satisfactorily correct the work, the Government may make the corrections and charge the A-E for reasonable expenses incurred. If it is impractical for unsatisfactory work to be corrected, the A-E shall reimburse the Government the amount charged and/or already paid for performing the work found to be unsatisfactory, by deducting such amount from the A-E's invoice or by direct repayment, as directed by the Contracting Officer.


    ..
  7. PAYMENTS:
    ..
    Submit payment estimates to:

    US Army Corps of Engineers
    San Francisco District
    Construction Services Branch
    Bay Model Building
    ATTN: Leonard SooHoo
    2100 Bridgeway
    Sausalito, CA 94965
    ..
    Should the A-E perform unsatisfactory work or fail to make timely submittals, the Government shall negotiate an equitable adjustment of payment, as specified in paragraph 6.
    ..
  8. PERSONNEL:

    A-E shall subcontract to a firm experienced in performing Communication Metrics services specified herein, as follows:

      ..
    1. General Qualifications

      Personnel must be duly qualified and experienced to perform the type of required services in accordance with applicable government regulations, policies and standard operating procedures including, but not limited to that set forth in publications listed in the Technical Specifications section. The determination of whether personnel are duly qualified and experienced or whether the contractor's work is unsatisfactory will be made by the Contracting Officer or his/her authorized representatives. Personnel who are determined to be not qualified and/or experienced, or who do not perform the required services in accordance with the provisions herein, or who compromise or jeopardize the Government's position in any way, shall be replaced immediately at the A-E's own expense. Correction of work or reimbursement to the Government by the A-E shall be as set forth in Unsatisfactory Work, paragraph 5.
      ..
    2. Specific Qualifications

      The Communication Metrics subcontractor's staff must have had experience and training described below: (Equivalent pay grades are approximated because Communication Metrics requires both technical skills using the Schedule Diary System (SDS) program, and experience performing construction, or similarly complex branches of management, as a basis for applying SDS capability, and so there is no experience yet available to correlate with existing pay grades; therefore, applicable education may be substituted for experience and training.)
      ..
       Qualifications Communication Metrics

      Description
      		Equivalent
      Government
      Pay Grade             		General
      Experience
      Yrs.
      		Special
      Experience
      Yrs.
      		Total
      Yrs.
      		 Contract
      Management
      Training
      		 Communication
      Management
      Training
      Communication
      Manager
      Agent
      Admin
      GS13
      GS12
      GS10
      10
      10
      10
      10
      5
      2
      20
      15
      12
      Yes
      Yes
      No
      5
      1
      2

      ..
       The general experience shall meet that for managing and administering construction contracts, and specialized experience shall relate to using the SDS program for planning and directing contract performance and supporting dispute resolution in the case of Communication Managers, and to performing conventional construction records management for Communication Administrators. The Communication Manager will provide supervision and job training to ensure Communication Metrics is performed based on availability of skills in the general market, as follows:
        ..
      1. Communication Managers must be able to use the full capability of the Schedule Diary System (SDS) program which requires at least 5 years of on-the-job-training, and, also, have experience managing projects, including preparation of contracts, budgets, CPM schedules, policies and procedures, entering into commitments, and having regular interaction to meet and deal with stakeholders on directing and evaluating performance to satisfy Corps of Engineers Contract Administration requirements. Claim and litigation support experience is required. Communication Managers must demonstrate the ability to write clear, concise and complete records for events, identify Action Items and craft summary headings that expedite use of the record, and to meet and deal with a wide range of management levels in order to build common understandings and analyse correlations with requirements and objectives. The Communication Manager must show experience preparing correspondence linked to original sources through the electronic diary, and creating an organic subject structure that reflects Contract Administration requirements for assembling information to manage the work and, if necessary, to litigate disputes.
        ..
      2. Communication Agents must be able to use the diary capability of the Schedule Diary System (SDS) program which can be acquired in a few weeks of on-the-job-training, and, also, have experience comparable to a Communication Manager under paragraph 8b1, except for claim and litigation support, and preparation and use of organic subject structures, which shall be supported by the Communication Manager.
        ..
      3. Communication Administrators must show experience providing administrative support for construction projects and using the Schedule Diary System (SDS) for capturing and linking the project record in the diary according to instructions from the Project Engineer and the A-E Project Manager, and shall perform under the supervision of the Communication Manager.
    3. Approval of Personnel
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      The A-E Communication Metrics subcontractor shall be responsible for furnishing personnel who meet the minimum qualifications to perform the work, and as determined by the Contracting Officer's Representative (COR) for each assignment. Furnish an outline of experience and qualifications for the Communication Metrics staff proposed to be used under this contract prior to any work being performed by each respective person. Substitutions of personnel will only be allowed with written approval of COR.
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      1. Approval Exceptions

        When a COR determines that services are required which, due to exigency, do not allow sufficient time for approval to be granted, the A-E will be allowed to commence work pending said approval. The allowance by the Government for the A-E to perform services pending approval of personnel shall not constitute waiver of the qualification's provisions of this contract. Further, payment by the Government to the A-E for services satisfactorily performed while in an approval pending status shall not constitute approval of personnel who performed said services.
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      2. Training
        1. The subcontractor is responsible for training personnel to perform Communication Metrics, and shall all cost for the training, except it is recognized that Communications Metrics training is inherently job related in using the SDS program and in learning what to enter into the record, how to cast it, what to link, how to summarize and recognize action items to flag, and how to create an organic subject structure that facilitates drawing relevant portions of the record for decision support on particular subjects. The Communication Administrator will provide daily training in capturing the through daily support of the Project Engineer; the Communication Manager will mentor Corps of Engineers staff in using Command and Control of the record to execute the work.
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        2. The Corps of Engineers will be implementing the following automated management systems during the course of the Richmond Harbor project, as specified in Task Order 1 under Requirements paragraph 3c:

          CEFMS
          PROMIS
          RMS
          Open Plan
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          The Government will provide training on these new systems necessary for the Communication Metrics staff to maintain support of Contract Administration at the Project Office.
    4. Personnel Management

      Management of employees and the tasks they perform is the A-E's responsibility. The A-E is expected to furnish all supervision necessary in planning, organizing, performing and checking the work to produce the end products required by the Contracting Officer or his/her authorized representative. Contract Clause 56 of Section I, "Inspection of Services - Fixed Price" shall not be construed to permit Government supervision of the A-E's employees. All costs in connection with the A-E's management personnel are considered to be included in the contract price.
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    5. A-E's Authorized Representatives
      1. The A-E shall assign a Project Manager to act as authorized representative responsible for overall administration of this contract in accordance with Task Order 1 Personnel paragraph 8e(1).

      2. The A-E shall subcontract to a competent firm, approved by the Contracting Officer, to perform Communication Metrics. The subcontractor shall assign a Communication Manager and staff to perform the Requirements in paragraph 3 who shall interact directly with appropriate Corps of Engineers and Contractor personnel in performing Communication Metrics for the construction dredging contract. Subcontractor shall communicate with the Corps of Engineers through the A-E's Project Manager on administration matters of this contract, as specified in Task Order 1 paragraph 8e(1).
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      3. All costs in connection with the A-E's authorized representatives are considered to be included in the contract price.
    6. Substitutions

      The A-E shall not make substitutions for individuals approved to perform in their respective capacities on contract work without prior approval of the Contracting Officer or his/her authorized representative and then only in accordance with the Personnel paragraphs above.
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  9. TECHNICAL SPECIFICATIONS:

    Technical Publications - All work under this contract shall be performed in accordance with the Construction Contract Administration (CCA) Guide for FY 97, according to practices in the San Francisco District and the Construction Services Branch, and the A-E's personnel shall be familiar with and implement the provisions thereof, as specified in Task Order 1 checkpoint 4 in Schedule of Services paragraph 5d(1), and as directed by the Contracting Officer. Communication Metrics subcontractor shall support planning and implementation of these technical publications as specified in Requirements paragraph 3a(5) and (7).
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  10. TRANSPORTATION, EQUIPMENT AND SUPPLIES:
    1. General

      Except as otherwise noted herein, the Contractor shall furnish all transportation, equipment, and supplies including, but not limited to, that listed in the following: transportation - gasoline, oil, tires, engine parts, body parts, accessory parts, repair parts and repair labor; equipment - calculators, typewriters, computers, scanners, measuring devices such as tapes and rulers, meters such as ohm and voltage meters; supplies - general office supplies including pencils, scissors, calendars, straight edge, dictionary reference manuals and fasteners such as staplers, and clips, etc.
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    2. Cost of Delivery

      All cost incurred in the delivery to the worksite of vehicles, equipment, and supplies called forth herein shall be borne by the A-E.
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    3. Office Equipment/Supplies

      The Government shall furnish all office supplies and equipment at the project site and the Construction Services Branch, as specified under Requirements paragraph 3a(10), pursuant to the joint "automation" plan approved by the Contracting Officer, as prescribed under checkpoint 3 in Schedule of Services paragraph 5c. All other supplies and equipment needed to perform work under this Task Order at other locations, shall be borne by the subcontractor and paid under the prices agreed upon for performing this Task Order.
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    4. Unsatisfactory Equipment

      Any equipment by which the Contracting Officer or authorized representative (COR) considers unsatisfactory for accurately performing the services shall be replaced immediately upon notification by the COR.
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    5. Communications

      Communication Metrics subcontractor shall use the Government network and the Internet as primary media for transmitting information, as developed under the joint "automation" plan required by checkpoint 3 in Schedule of Services paragraph 5c, and as approved by the Contracting Officer. The Government will provide telephone service at the Project Office for use by the Communication Metrics subcontractor in performing this scope of services.